HomeMy WebLinkAbout09-22-14 TC Agenda PacketThe Regular Meeting of the Town of Westlake Town Council will begin immediately following the conclusion
of the Town Council Workshop but not prior to the posted start time.
Mission Statement
Westlake is 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.
Westlake, Texas – “One-of-a-kind community; natural oasis – providing
an exceptional level of service.”
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TOWN OF WESTLAKE, TEXAS
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.
TOWN COUNCIL MEETING
AGENDA
September 22, 2014
WESTLAKE TOWN HALL
3 VILLAGE CIRCLE, 2ND FLOOR
WESTLAKE, TX 76262
COUNCIL CHAMBERS
Workshop Session: 5:00 p.m.
Regular Session: 6:30 p.m.
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Work Session
1. CALL TO ORDER
2. PLEDGE OF ALLEGIANCE
3. REVIEW OF CONSENT AGENDA ITEMS FOR THE SEPTEMBER 22, 2014, TOWN
COUNCIL REGULAR MEETING AGENDA. (10 min)
4. EXECUTIVE SESSION
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Section 551.074(a)(1): Deliberation Regarding Personnel Matters – to deliberate
the appointment, employment, evaluation, reassignment, duties, of a public
officer or employee: Town Manager
5. RECONVENE MEETING
6. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
7. DISCUSSION ITEMS
a. Discussion regarding Amending Westlake Drought Contingency, Water
Conservation, and Landscape Ordinances. (10 min)
b. Discussion regarding the current and proposed Economic Incentive Agreement
with the Marriott Solana. (15 min)
c. Standing Item: Update and discussion regarding the Granada and Entrada
Developments including the Entrada Public Improvement District (PID). (15 min)
d. Standing Item: Update and discussion regarding Westlake Academy Phase I
expansion project and enrollment projections. (15 min)
e. Discussion Regarding Various Advisory Boards and the Number of Auxiliary
Boards. (20 min)
8. EXECUTIVE SESSION
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Section 551.087. Deliberation Regarding Economic Development Negotiations
(1) to discuss or deliberate regarding commercial or financial information that
the governmental body has received from a business prospect that the
governmental body seeks to have locate, stay, or expand in or near the territory
of the governmental body and with which the governmental body is conducting
economic development negotiations; or (2) to deliberate the offer of a financial
or other incentive to a business prospect described by Subdivision (1). Maguire
Partners-Solana Land, L.P., related to Centurion’s development known as Entrada
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b. Section 551.071 (2) Consultation with Attorney on a matter in which the duty of
the attorney to the governmental body under the Texas Disciplinary Rules of
Professional Conduct of the State Bar of Texas clearly conflicts with the Chapter
including but are not limited to the following: Town of Westlake Certificate of
Convenience & Necessity (CCN) for water and sewer service.
c. Section 551.071(2) Consultation with Attorney - to seek advice of counsel on
legal matters involving pending or contemplated litigation, settlement offers, or
other legal matters not related directly to litigation or settlement. Pending or
contemplated litigation and settlement offers include but are not limited to the
following: Trophy Club Municipal District Number 1
9. RECONVENE MEETING
10. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
11. COUNCIL RECAP / STAFF DIRECTION
12. ADJOURNMENT
Regular Session
1. CALL TO ORDER
2. CITIZEN PRESENTATIONS AND RECOGNITIONS: This is an opportunity for citizens
to address the Council on any matter whether or not it is posted on the agenda. The
Council cannot by law take action nor have any discussion or deliberations on any
presentation made to the Council at this time concerning an item not listed on the agenda.
The Council will receive the information, ask staff to review the matter, or an item may be
noticed on a future agenda for deliberation or action.
3. CONSENT AGENDA: All items listed below are considered routine by the Town Council
and will be enacted with one motion. There will be no separate discussion of items unless
a Council Member or citizen so requests, in which event the item will be removed from the
general order of business and considered in its normal sequence.
a. Consider approval of the minutes from the August 25, 2014, meeting.
b. Consider approval of Resolution 14-29, Appointing a new member to the
Planning & Zoning Commission.
c. Consider approval of Resolution 14-30, Appointing a new member to the
Westlake Academy Foundation.
d. Consider approval of Resolution 14-31, Adopting the Balanced Scorecard
Poster Board containing the vision, values, and mission statements, the strategy
map, performance measures and strategic initiatives.
e. Consider approval of Resolution 14-32, Approving an Economic Incentive
Agreement with the Marriott Solana
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f. Consider approval of Resolution 14-33, Authorizing the Town Manager to
execute a Change Order to increase the contract time of the 1 MG Ground
Storage Tank project with RAMA General Contracting by 41 working days.
g. Consider approval of Ordinance 734, Amending Chapter 98, Vegetation,
Article III, Landscape Requirements, Section 98-83, Sub-Section (C) Irrigation
Conservation .
h. Consider approval of Ordinance 735, Amending Chapter 94, Utilities, Article II,
Water and Wastewater, Section 94-33, Drought Contingency.
4. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF ORDINANCE 736,
REGARDING AN AMENDMENT TO ORDINANCE 693, DEVELOPED AS A
RESIDENTIAL SUBDIVISION COMMONLY KNOWN AS GRANADA, LOCATED AT
THE SOUTHEAST CORNER OF DAVIS BLVD. AND SOLANA BLVD. TO CHANGE
THE DEVELOPMENT STANDARDS BY REDUCING THE SIDE YARD SETBACKS
FROM TWENTY FEET (20) TO FIFTEEN (15) FEET TO ACCOMMODATE HOMES
WITH LARGER FIRST FLOOR FOOTPRINTS.
5. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF ORDINANCE 737,
REVISING THE BUDGET FOR THE 2013-2014 FISCAL YEAR; ADOPTING THE
BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR
BEGINNING OCTOBER 1, 2014 AND ENDING SEPTEMBER 30, 2015 INCLUDING
INVESTMENT POLICY, FISCAL AND BUDGETARY POLICIES, RESTRICTED,
COMMITTED AND ASSIGNED FUND BALANCES; PROVIDING AUTHORIZATION
TO THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS UP TO $25,000.
6. CONSIDERATION AND DISCUSSION OF ORDINANCE 738, LEVYING TAXES TO
BE ASSESSED ON ALL TAXABLE PROPERTIES WITHIN THE TOWN LIMITS OF
THE TOWN OF WESTLAKE FOR THE TAX YEAR 2014 (FISCAL YEAR 2014-2015).
7. EXECUTIVE SESSION
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Section 551.087. Deliberation Regarding Economic Development Negotiations (1)
to discuss or deliberate regarding commercial or financial information that the
governmental body has received from a business prospect that the governmental
body seeks to have locate, stay, or expand in or near the territory of the
governmental body and with which the governmental body is conducting economic
development negotiations; or (2) to deliberate the offer of a financial or other
incentive to a business prospect described by Subdivision (1). Maguire Partners-
Solana Land, L.P., related to Centurion’s development known as Entrada
b. Section 551.071 (2) Consultation with Attorney on a matter in which the duty of the
attorney to the governmental body under the Texas Disciplinary Rules of
Professional Conduct of the State Bar of Texas clearly conflicts with the Chapter
including but are not limited to the following: Town of Westlake Certificate of
Convenience & Necessity (CCN) for water and sewer service.
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c. Section 551.071(2) Consultation with Attorney - to seek advice of counsel on legal
matters involving pending or contemplated litigation, settlement offers, or other
legal matters not related directly to litigation or settlement. Pending or
contemplated litigation and settlement offers include but are not limited to the
following: Trophy Club Municipal District Number 1
d. Section 551.074(a)(1): Deliberation Regarding Personnel Matters – to deliberate the
appointment, employment, evaluation, reassignment, duties, of a public officer or
employee: Town Manager
8. RECONVENE MEETING
9. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
10. FUTURE AGENDA ITEMS: Any Council member may request at a workshop and / or
Council meeting, under “Future Agenda Item Requests”, an agenda item for a future
Council meeting. The Council Member making the request will contact the Town Manager
with the requested item and the Town Manager will list it on the agenda. At the meeting,
the requesting Council Member will explain the item, the need for Council discussion of
the item, the item’s relationship to the Council’s strategic priorities, and the amount of
estimated staff time necessary to prepare for Council discussion. If the requesting Council
Member receives a second, the Town Manager will place the item on the Council agenda
calendar allowing for adequate time for staff preparation on the agenda item.
Council Member Stoltenberg: Discuss the installation of a pedestrian tunnel on J.T.
Ottinger Road in front of Westlake Academy.
11. COUNCIL CALENDAR
12. 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, 3 Village Circle,
September 17, 2014, by 5:00 p.m. under the Open Meetings Act, Chapter 551 of the Texas Government
Code.
_____________________________________
Kelly Edwards, TRMC, Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs, please advise
the Town Secretary 48 hours in advance at 817-490-5710 and reasonable accommodations will be made
to assist you.
Town of Westlake
Item # 2 – Pledge of
Allegiance
Texas Pledge:
"Honor the Texas
flag; I pledge
allegiance to thee,
Texas, one state under
God, one and
indivisible."
CONSENT AGENDA: All items listed below are considered routine by the Town Council
and will be enacted with one motion. There will be no separate discussion of items
unless a Council Member or citizen so requests, in which event the item will be removed
from the general order of business and considered in its normal sequence.
a. Consider approval of the minutes from the August 25, 2014, meeting.
b. Consider approval of Resolution 14-29, Appointing a new member to the
Planning & Zoning Commission.
c. Consider approval of Resolution 14-30, Appointing a new member to the
Westlake Academy Foundation.
d. Consider approval of Resolution 14-31, Adopting the Balanced Scorecard Poster
Board containing the vision, values, and mission statements, the strategy map,
performance measures and strategic initiatives.
e. Consider approval of Resolution 14-32, Approving an Economic Incentive
Agreement with the Marriott Solana
f. Consider approval of Resolution 14-33, Authorizing the Town Manager to execute
a Change Order to increase the contract time of the 1 MG Ground Storage Tank
project with RAMA General Contracting by 41 working days.
g. Consider approval of Ordinance 734, Amending Chapter 98, Vegetation, Article
III, Landscape Requirements, Section 98-83, Sub-Section (C) Irrigation
Conservation.
h. Consider approval of Ordinance 735, Amending Chapter 94, Utilities, Article II,
Water and Wastewater, Section 94-33, Drought Contingency.
Town of Westlake
Item # 3 –
Review of Consent
Agenda Items
EXECUTIVE SESSION
a. Section 551.074(a)(1): Deliberation Regarding Personnel Matters – to deliberate the
appointment, employment, evaluation, reassignment, duties, of a public officer or
employee: Town Manager
Town of Westlake
Item # 4 –
Executive Session
Town of Westlake
Item # 5 – Reconvene
Meeting
The Council will conduct a closed session pursuant to Texas Government Code, annotated,
Chapter 551, Subchapter D for the following:
a. Section 551.074(a)(1): Deliberation Regarding Personnel Matters – to deliberate the
appointment, employment, evaluation, reassignment, duties, of a public officer or
employee: Town Manager
Town of Westlake
Item # 6 – Take any
Necessary Action, if
necessary
DISCUSSION ITEMS
a. Discussion regarding Amending Westlake Drought Contingency, Water
Conservation, and Landscape Ordinances. (10 min)
b. Discussion regarding the current and proposed Economic Incentive Agreement
with the Marriott Solana. (15 min)
c. Standing Item: Update and discussion regarding the Granada and Entrada
Developments including the Entrada Public Improvement District (PID). (15 min)
d. Standing Item: Update and discussion regarding Westlake Academy Phase I
expansion project and enrollment projections. (15 min)
e. Discussion Regarding Various Advisory Boards and the Number of Auxiliary
Boards. (20 min)
Town of Westlake
Item # 7 –
Discussion Items
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estlake Town Council
TYPE OF ACTION
Workshop - Discussion Item
Westlake Town Council Meeting
Monday, September 22, 2014
TOPIC: Discussion regarding Amending Westlake Drought Contingency, Water
Conservation, and Landscape Ordinances
STAFF CONTACT: Jarrod Greenwood, Director of Public Works
DECISION POINTS
Start Date Completion Date
Timeframe: September 22, 2014 September 22, 2014
Funding: Amount - N/A Status- N/A Source- N/A
Decision Alignment
VVM Perspective Desired Outcome
Sense of Place Customer Focus CF.Promote Community Health,
Safety & Welfare
Strategic Issue Outcome
Strategy Staff Action
Comprehensive
Planning and
Management of
Natural Resources
10. Investigate and
review of
environmental
preservation and
conservation
opportunities.
SA 09D1: Ordinances
Strategy Map or VVM Connection
Strategic Issue Connection
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EXECUTIVE SUMMARY
The Town’s current Water Conservation Ordinance 502 and Drought Contingency Ordinance
503, were adopted in June 2006 as a requirement of our wholesale contract with the City of Fort
Worth. The Ordinances were written to reference the City of Fort Worth’s drought and
conservation ordinances as being the Town’s enforcement document in an effort to minimize
staff resources and provide consistency for residents and businesses. The TCEQ requires Water
Conservation and Drought Contingency Plans to be updated every 5 years. Most of Fort Worth’s
wholesale customers have simply changed the name on the Fort Worth plans, made a few
revisions specific to their operations, and adopted it.
In addition to the conservation and drought contingency plans, Westlake could adopt a Westlake
Plant Guide that will provide residents and businesses with information regarding native and
drought tolerant plants.
The proposed changes to Westlake’s ordinances are necessary to:
1. Modify the watering schedule to reflect the twice per week year-round schedule
2. Stipulate the watering schedule based on class and address
3. Reference the Town of Westlake Landscape Planting Guide
ORGANIZATIONAL HISTORY/RECOMMENDATION
ATTACHMENTS
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estlake Town Council
TYPE OF ACTION
Workshop - Discussion Item
Westlake Town Council Meeting
Monday, September 22, 2014
TOPIC: Consideration of a Resolution Approving an Economic Development
Agreement between the Town of Westlake and the Marriott Solana Hotel.
STAFF CONTACT: Debbie Piper, Finance Director
DECISION POINTS
Start Date Completion Date
Timeframe: October 1, 2014 September 30, 2015
Funding: Amount - $120,000 Status- Funded Source- Visitors Association Fund
Decision Alignment
VVM Perspective Desired Outcome
Service Excellence Financial Stewardship FS.Sustain Fiscal Health
Strategic Issue Outcome Strategy Staff Action
Fiscal Stewardship &
Organizational
Effectiveness
6. Maximize the service
provision level to our
customers through the use of
the shared services model,
public/private partnerships,
and implementation of
innovative inter -
governmental agreements.
SA 06.1: Seek Partnerships
Strategy Map or VVM Connection
Strategic Issue Connection
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EXECUTIVE SUMMARY
This proposed twelve (12) month economic development grant agreement includes both the
“Shuttle Bus Transportation Cost” as well as the “Incentive Program”. If approved, this would be
the fifth consecutive year that the Town has partnered with the Marriott Solana Hotel regarding the
“Incentive Program”. Prior to this, the Town participated in only the Hotel’s shuttle bus system
costs.
Below is a description of both portions of this proposed economic development grant that would
disburse hotel/motel occupancy tax funds from the Town to the Marriott Solana.
• Shuttle Bus Transportation Cost Participation. An amount of $80,000 has been
proposed in FY 14-15 budget for the Town’s participation in a portion of the operating cost
of Marriott providing shuttle bus service to its guests. This is the same amount adopted in
the prior year. Marriott Solana management has shared with Council in previous meetings
the importance this shuttle bus service has to this property maintaining its competitive
position in the local market, particularly competing with the Hilton at Southlake Town
Center and the Marriott at the Texas World Speedway. Marriot Solana management has
emphasized repeatedly to Council that this shuttle bus service is essential for this property to
succeed; both in terms of keeping its existing business bookings and in terms of growing its
income stream by marketing to new businesses. In addition to providing shuttle services to
and from DFW airport for Marriott Solana guests, this bus service also provides hotel guests
with transportation to area shopping/entertainment venues (Southlake Town Center) and
corporate training centers. The manager requested additional funds for this program but
upon review of the quarterly reports it appears the trips have reduced over the past year.
When questioned, the Marriott manager stated they did not have an airline contract in 2014
but they are still pursuing another airline for the remainder of the year and next year. Staff
is proposing the budget remain the same as the prior year until we see an upswing in the
number of trips made.
• Group Business Incentive Program. This portion of the agreement is $40,000 and has
been proposed in the FY 14-15 budget. Staff has worked with the Marriott Solana Hotel
manager on this economic development agreement in prior years and the program structure
was modified in the prior year to the following with a $10,000 minimum in room night
revenues. Marriott management has requested that amount be reduced to $5,000 minimum
in hopes of attracting weekend leisure groups more effectively.
o Proposed group business shall book a minimum of $5,000 in room night
revenue.
o A maximum of $5,000 is available to each group; however, the amount
provided is based on the following process:
• 10% of the room night revenue calculates the amount allowed, up to
a maximum of $5,000.
• The Town of Westlake shall receive sponsor recognition in all
correspondence and at the meeting/convention in an appropriate
manner.
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The total expended to -date for the “Incentive Program” is $12,752. Based on conversations with
the Marriott manager, there were some personnel issues during the past fiscal year but he feels
confident things will turn around. We have recently received information that the Marriott is
receiving a lot of activity for the fall and the incentive is making a difference. To-date we have two
contracts totaling approximately $9K to be paid out in FY 14-15. This proposed grant agreement
would be a reinvestment in the tourist sector of the Town’s economic development efforts (an
allowed use under State law for these hotel occupancy tax funds) which will allow the Marriott
Solana to more effectively compete in a recovering, but still very competitive hotel market. This
proposed agreement continues the requirement for performance measures to be included in required
quarterly reports submitted by the Marriott Solana to the Town. These reports will be important for
evaluating the success and impact of this economic development grant on: 1.) maintaining this
important Town revenue stream and 2.) growing this revenue stream in a challenging and highly
competitive economic environment.
In is important to recognize that, under State law, this is a grant of public dollars for economic
development purposes. As such, this agreement also includes “claw back” provisions that, should
the Town determine that the Marriott has not spent these grant funds for their intended purpose, the
Town can require that those funds be repaid with interest. Additionally, if it is determined that the
group business program is not achieving its objective, the Staff will notify both the hotel’s
management and the Council to take steps to address its performance or recommend the program
not be renewed upon expiration of the grant agreement, although this has not been the case to date.
The Town receives 7% of the 13% hotel/motel occupancy tax allowed by State law. The FY 14-15
Budget contains an estimate that the Town will receive $770,000 in the current fiscal year of which
$660,000 is likely to be from the Marriott. This represents approximately 2.5% of the total Town
municipal revenue stream and is derived totally from the Town’s only hotel, the Marriott Solana.
The remaining estimated $110,000 is received from Deloitte University of which 50% is returned to
Deloitte based on an economic development agreement.
In the past, the Town has utilized hotel/motel occupancy tax funds for many important programs
including funding costs related to special events such as Arbor Day, Decoration Day, as well as the
MasterWorks outdoor concert series at Solana. Additionally, because Westlake has broader
statutory authority under State law than most cities to spend hotel/motel occupancy tax funds for
any municipal purpose, the Town has used these funds to cover costs of various municipal
operatio nal costs and capital projects (an example would be payment of a portion of the debt service
for Westlake Academy related bonds).
The Town Council adopted an economic development policy in 2006 (Resolution 06-19). This
proposed agreement comports to that policy. Further, this economic development agreement fits
with the Town’s Adopted Strategic Plan Vision Points.
ORGANIZATIONAL HISTORY/RECOMMENDATION
Recommend adoption of the resolution approving this economic development grant agreement
ATTACHMENTS
Resolution approving this Economic Development Grant Agreement between the Town and the
Marriott Solana with the Agreement attached as “Schedule A”.
Standing Item: Update and discussion regarding the Granada and Entrada
Developments including the Entrada Public Improvement District (PID). (15 min)
Town of Westlake
Item # 7c – No
Supporting
documentation
Standing agenda item during the construction project
Standing Item: Update and discussion regarding Westlake Academy Phase I
expansion project and enrollment projections. (15 min)
Town of Westlake
Item # 7d – No
Supporting
documentation
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estlake Town Council
TYPE OF ACTION
Workshop - Discussion Item
Westlake Town Council Meeting
Monday, September 22, 2014
TOPIC: Discussion Regarding Various Advisory Boards and the Number of
Auxiliary Boards.
STAFF CONTACT: Thomas Brymer, Town Manager and Kelly Edwards, Town Secretary
DECISION POINTS
Start Date Completion Date
Timeframe: 06/16/2014 09/22/14
Funding: Amount - $0.00 Status- Funded Source- N/A
Decision Alignment
VVM Perspective Desired Outcome
Sense of Place Customer Focus CF.Enhance and Maintain a Sense
of Community
Strategic Issue Outcome
Strategy Staff Action
N/A N/A N/A
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 3
EXECUTIVE SUMMARY
Advisory and/or affiliate boards are utilized by town councils across the country. They are
generally viewed as an important tool for facilitating citizen engagement, communicating within
the community, providing volunteer expertise in areas and subjects that Council has deemed to
be beneficial for the community, and in some cases, to organize community events and
celebrations. For these boards and commissions to be effective, they require a staff support in a
liaison role to assist in organizing their meeting schedule, as well as help with the posting of their
agenda to meet open meetings law requirement s. Additionally, if the advisory board holds
community events, often staff provides extensive support in the implementation of that event. It
is important for an advisory board/commission to have a clearly identified mission and
respons ibilities established by the Town Council.
The means by which a municipalit y fills its advisory board and commissions positions are
usually multi-faceted. That is, the municipality goes through a public process via newsletters,
eblasts, etc soliciting interested citizens to apply for these positions. Additionally, it is typical
for Council to identify prospective board members, encourage them to apply for a vacancy,
and in many cases, council members bring these names forward as recommendation when
the Council considers these appointments.
Some boards, such as planning and zoning commission and the zoning board of adjustment, are
required by State law if the municipality has zoning.
Other boards are required by the Town as a result of Council adoption of bylaws and articles of
incorporation. Often these boards, such as the WAF Board, perform prescribed duties as set out
in their bylaws. Another example of this type of board would be the Texas Student Housing
Authority Board.
Some boards are advisory in nature, although they usually have a defined scope of responsibility
set out in the resolution which created that advisory board. Examples of this type of board would
be the Westlake Historic Preservation Society and the Westlake Public Art Society.
Westlake is unique that, with its small population, identification of prospective members to these
boards and commissions can be challenging. It can be useful for the Council to periodically
review the purpose and function as well as continued existence of its advisory boards and also
whether new or consolidate advisory boards are a viable option.
To facilitate Council’s discussion of these various Boards as well as the function of the
Town Council’s boards, the following information is provided as to the mechanism used by
the Council when the board was created and the stated purpose for the board when it was
created:
The Westlake Historical Board created was created by Resolution 00-02
SECTION I: That the "Town of Westlake Historical preservation Board" (the "Board") is
permanently established as a regular standing Board of the Town of Westlake for the purpose of
recording and preserving the rich history of the Town of Westlake.
Amendment Res 00-13 to allow all interested persons
Amendment Res 09-39 reducing the number of member from 10-7
Amendment Res 12-26 increasing members from 7 to 9
Page 3 of 3
Public Art Board was created by Resolution 07-25
Town of Westlake Public Art Committee Mission Statement:
Founded as a commitment to protect and improve the quality of life of Westlake residents,
businesses and students by encouraging, inspiring, documenting, educating and entertaining
artistic and creative endeavors throughout the community, the Westlake Public Art committee
will provide a wide range of professionally excellent and artistically significant presentations,
preserving, collecting, exhibiting, and fostering the engagement of arts into the community.
1. Identify and recommend artists and raise funds to ultimately commission an outdoor
statue of The Blacksmith at a designated location at Westlake Academy.
2. Raise funds to be able to acquire and display significant works of art consistent with
the theme and culture of the Town of Westlake to display in Westlake Academy and other public
buildings.
3. Raise awareness of the importance of the role of art in Westlake by sponsoring artistic
and creative endeavors that will benefit the community.
Amendment Res 08-12 Changing the name from Public Art Committee to Public Art
Society and increasing the number of members from 7-9
Res 09-38 Authorizing the WPAS to proceed with the process of applying for 501(c)3
status with the Internal Revenue Service (this was terminated in 2012-2013)
ORGANIZATIONAL HISTORY/RECOMMENDATION
Staff recommends that the Town Council discuss its various boards, as well as the purpose of
these bodies and determine the course of action it would like to take regarding them.
ATTACHMENTS
Ordinances, Code excerpts from College Station, Keller, Bryan and Georgetown regarding
advisory boards.
College Station Code
Sec. 1-23. Creation of a College Station Historic Preservation Committee.
A standing committee to be known as the College Station Historic Preservation Committee is
hereby created.
A.
Purpose.
Although the City of College Station, Texas, does not have a long history, it is
important that it be collected and preserved. By acting in a timely manner, the
City will be able to capture information before it otherwise would become
irretrievable.
B.
Membership.
The committee shall consist of nine (9) members, and where practical may
include representation from the Brazos County Historical Society, Texas
A&M University, and the College Station City Council.
C.
Term of office.
The term of office shall be for two (2) years, and the City Council shall
appoint members on a staggered basis with five (5) terms expiring in even-
numbered years and four (4) terms expiring in odd-numbered years. If a
position becomes vacant before the expiration of the position's term, the new
appointee shall serve for the balance of the term of his or her predecessor.
The City Council shall appoint all members to fill vacancies. The City Council
shall appoint a chairman during the annual appointment process. If a
vacancy shall occur in the chairman position, the City Council shall appoint a
replacement to serve as Chairman.
D.
Duties and responsibilities.
The duties of this committee shall be to aid in the collection and preservation
of the history of the City of College Station and its environs, and to provide
for education of citizens on the history of this City. The committee shall also
carry out other duties and responsibilities as may be assigned by the City
Council. The committee shall semi -annually submit a report to the City
Council.
E.
Meetings.
The College Station Historic Preservation Committee shall provide for regular
and special meetings as necessary to carry on its business, and is authorized
to establish its own rules, regulations, and by-laws subject to ratification by
the City Council.
(Ordinance No. 2025 of August 12, 1993; Ordinance No. 2505 of August 12, 1993; Ord. No. 2014-3558,
Pt. 1(Exh. A), 3-13-2014; Ord. No. 2014-3595, Pt. 1(Exh. A), 8-14-2014)
ORDINANCE NO 1646
AN ORDINANCE AMENDING CHAPTER 1 OF THE CODE OF ORDINANCES OF THE
CITY OF COLLEGE STATION TEXAS BY ADDING A SECTION 23 RELATING
TO THE CREATION OF A HISTORIC PRESERVATION COMMITTEE
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEGE
STATION TEXAS
That Chapter 1 of the Code of Ordinances City of College
Station Texas is hereby amended by adding a section to be
numbered Section 23 which said section shall read as follows
SECTION 23 CREATION OF A COLLEGE STATION HISTORIC PRESERVATION
COMMITTEE
A standing committee to be known as the College Station Historic
Preservation Committee is hereby created
A PURPOSE
Although the City of College Station Texas does not have a
long history it is important that it be collected and
preserved By acting in a timely manner the City will be
able to capture information before it otherwise would become
irretrievable
B MEMBERSHIP
The committee shall consist of seven 7 members and where
practical may include representation from the Brazos County
Historical Society Texas AM University and the College
Station City Council
C TERM OF OFFICE
The term of office shall be for two 2 years and the City
Council shall appoint members on a staggered basis with
four terms expiring in evennumbered years and three terms
expiring in oddnumbered years except that three of the
seven committee members appointed initially shall have terms
of only one 1 year and the other four initial appointments
shall each be for a two 2 year term
A member of the Committee shall be selected to serve as
committee chairman for a term of two years The chairman
shall be selected by members of the Committee and may serve
no more than two consecutive terms
A vacancy occurring on the committee prior to expiration of
the term of office for that position shall be filled by
appointment by the City Council A member so appointed shall
be designated to serve the remainder of the term of his
predecessor t
Ordinance No 1646 Page 2
D DUTIES AND RESPONSIBILITIES
The duties of this committee shall be to aid in the
collection and preservation of the history of the City of
College Station and its environs and to provide for
education of citizens on the history of this city The
committee shall also carry out other duties and
responsibilities as may be assigned by the City Council
The committee shall semiannually submit a report to the
Council
City
MEETINGS
The College Station Historic Preservation Committee shall
provide for regular and special meetings as necessary to
carry on its business and is authorized to establish its own
rules regulations and bylaws subject to ratification by the
City Council
II
This ordinance is and shall be in full force and effect from and
after its passage and approval by the City Council and duly
attested by the Mayor and City Secretary
PASSED ADOPTED AND APPROVED this 9th day of April 1986
ATTEST
APPROVED
City Seary
City of Keller Code
ARTICLE XI. - PUBLIC ARTS BOARD [6]
Sec. 2-1100. - Creation; composition; appointment of members; appointment of
chairperson.
Sec. 2-1110. - Meetings; quorum; agenda.
Sec. 2-1120. - Duties and responsibilities.
Sec. 2-1100. - Creation; composition; appointment of members; appointment of
chairperson.
There is hereby established a public arts board for the City of Keller, Texas
composed of seven (7) members. Members of the public arts board shall be residents and
qualified voters of the city. The composition of the board shall consist of two (2) members
representing the local artistic community or an arts-related field of which one (1) shall be a
practicing artist or curator, four (4) members being general citizens, and one (1) member of
the Arts Council of Northeast Tarrant County, if possible. All memb ers shall be appointed by
the city council by a majority vote. Each member of the board shall serve for a period of two
(2) years with three (3) members having been appointed on even-numbered years and four
(4) members having been appointed on odd-numbered years. Members shall serve until their
successors have been fully qualified and duly appointed by the city council. Members shall
serve without compensation. Members may be removed by a majority vote of the city
council, with or without cause. Members may not serve on more than one (1) appointed
board or commission simultaneously. At the time annual appointments of members are made
by the city council, the city council may appoint the chairperson for the public arts board;
however, if the city council does not appoint said chairperson on the date annual
appointments are made, the public arts board shall, at the next regular meeting of the board,
elect from its members a chairperson and vice-chairperson for a term of one (1) year or until
their successors have been fully qualified and duly appointed or elected. Any officer may be
subsequently re-appointed or re-elected. Any member of the public arts board remaining
absent for three (3) consecutive regular meetings of the board may have their appointment
declared vacated by a majority vote of the city council. Any member of the public arts board
remaining absent for six (6) consecutive regular meetings shall have deemed to have
vacated their appointment. Members shall serve without compensation.
(Ord. No. 1186, § 14, 4-6-04)
Sec. 2-1110. - Meetings; quorum; agenda.
Regular and special board meetings shall be called by the city staff serving the public
arts board; however, the board shall not meet less than four (4) times per calendar year
beginning January 1st of each year. In addition, the board may call a special meeting upon
written request approved by the quorum of said board that shall include the chairperson,
during a regular or special meeting of the board. A quorum will be established by the
presence of at least four (4) members, including the chairperson. In the absence of the
chairperson and/or vice-chairperson, the members constituting a quorum shall select, from
the members present, a chairperson to conduct the meeting. A board member may request,
in writing, at least seven (7) working days in advance of a scheduled board meeting that an
item be placed on the agenda. All meetings are to be conducted in accordance with the
Texas Open Meetings Act.
(Ord. No. 1186, § 14, 4-6-04)
Sec. 2-1120. - Duties and responsibilities.
The public arts board shall have the duties and responsibilities as follows:
(1)
To serve at the pleasure of the city council and shall have no advisory or
recommending authority over any operating department of the city.
(2)
Once a recommendation by the board has been forwarded to the city council,
the duties of the board regarding said recommendation are considered
complete unless otherwise directed by the city council.
(3)
The board may make inquiries of the city staff regarding city ordinances or
matters pertaining to specific board duties and assignments given by the city
council.
(4)
Implement the public arts program and policy.
(5)
Recommend to the city council the commissioning of works of art by various
artists that would complement the public arts program.
(6)
Recommend to the city council proposed artwork for allocation of public arts
funds in accordance with the city's budget guidelines.
(7)
Recommend the placement of artwork as governed by the arts policy.
(8)
Recommend the type(s) of acquisition procedures necessary for a specific
arts project as described in the arts policy.
(9)
Develop an inventory of publicly accessible spaces for placement of public
art.
(10)
Review proposals from artists and artworks and make recommendations to
the city council on changes, additions, deletions thereon, and on final
acceptance or rejection of said proposals.
(11)
Consult with city departments and the city council as appropriate throughout
each public arts project proposal and implementation process, in order to
ensure that the policy is implemented effectively.
(12)
Encourage participation by citizens in the process of acquiring, placing, and
commissioning public art.
(13)
Submit to the city council for approval any proposed change to established
policies and procedures in order to maintain consistency of review and
implementation of the public arts policy.
(Ord. No. 1186, § 14, 4-6-04)
Public Art Master Plan – Page 1
introduction
Since 2001, public art has gradually become a more notable
feature of the Keller landscape. Thanks to the efforts of the
City, private individuals, local businesses, civic clubs, and the
community at large, Keller has established a notable collection
of sculptures including the “Protector of Freedom” at
Veterans Memorial Park, the “Great Blue Heron” in Town Hall,
and “Bird Shadow” at the Keller Pointe, to name a few.
Public art highlights a community’s commitment to culture
and enhances quality of life. At its most basic level, public art
has the innate ability to provide pure enjoyment for people of
all ages and interests. It serves to educate and inspire while
stimulating creativity in the workplace and at our schools. A
strong public art program can also be a powerful economic
driver by attracting quality businesses and a creative work
class.
Creating a sense of place and distinguishing yourself from
neighboring areas is important to any community. Art can
enhance public spaces and create destinations within a
community where people walk, gather, and socialize. Art
programs, events, performances, and specific art pieces,
strategically located throughout the City, encourage people to
fully appreciate and utilize public spaces.
From a historical and educational perspective, art is often
used to commemorate events, honor individuals, or identify
historic locations within a region. Through song, dance,
paintings, and sculpture the diversity, heritage and unique
character of a group or area can be captured, preserved, and
shared with visitors and locals alike.
While a rich cultural and public arts background is not what
typically comes to mind when thinking of economic
development, studies have shown that these traits can indeed
play an important role in the economic viability of a
community. Through support of its local and regional artists,
the enhancement of public buildings and spaces, and
programming of cultural events and activities, a community
can create an economic driver that positively impacts local
businesses, dining establishments, hotels, and residential
developments. With the creation of a desirable place to live,
work, and play comes the ability to achieve sustainable
growth within the community.
Public art has proven to be an
essential ingredient of thriving
communities. The purpose of this
Public Art Master Plan document is
to provide the frame work that
allows for the continuing emergence
of Keller as a destination that
embraces and enables public art. Circle of Friends by Karen Crain
Public Art Master Plan – Page 2
mission
The mission of the Public Arts Program is to support and
promote a process that will encourage visual and performing
arts in public places; and to define the programs, policies, and
guidelines for acquiring and commissioning of arts of the
highest standards that shall enrich the quality of life for all
residents and visitors of the City.
The goals of the Public Arts Program are to create a diverse
artistic environment for the residents and visitors of the City
and to integrate a variety of art into the development of
eligible City projects, as expressed in this Public Arts Plan.
where we are today
The City of Keller Public Arts Program has achieved much
success since its inception in 2001 with the appointment of
the Keller Public Arts Board. The Keller Public Arts Board, in
conjunction with the City Council, community leaders, and
other public art supporters, lead the efforts to make public art
an important part of the City’s rich cultural environment.
Such endeavors as the “Brushes to Bronze” events and
community participation in the selection of new art pieces
have lead to current City ownership of eight public sculptures.
Additionally, ten monthly art shows are conducted annually in
the Town Hall foyer with each including a reception event. In
2009, the Keller Public Arts Program also began to explore
other forms of art, specifically the performing arts, through its
sponsorship and coordination of a jazz concert series during
the month of June. Major website upgrades have also
occurred to include improved access to program information,
enhanced marketing and public notification, availability of the
public art inventory, and location maps.
In addition to programming, marketing and education, the
Keller Public Arts Board and the City have worked to establish
a list of short term goals and objectives, updated the Public
Arts Policy to better represent the community’s current
climate and incorporate opportunities for arts funding of up to
one percent for public projects, and further developed the
initial framework for what has become the Public Art Master
Plan document; a first for the City
of Keller. A specific line item has
been designated for public art
revenue and program
donors/sponsors are becoming
more frequent. Planning is
underway to expand the quantity
and types of performing arts,
enhance partnerships with local
artists and art organizations, and
further promote art based
educational and economic development activities. The City of
by Keller has been recognized by a national publication as one
of the top twenty-five emerging art towns in the country and
is currently home to a number of artists and galleries.
On Alert by Sandra Van Zandt
Public Art Master Plan – Page 3
inventory of public art
A public art inventory is maintained for current pieces of
public art owned by the City of Keller and commissioned in
cooperation with various organizations. Additional
information about these sculptures is available in the
appendix.
“Great Blue Heron”
by Hollis Williford
“Circle of Friends”
by Karen Crain
“Comet Dancing”
by Kevin Robb
“Bird Shadow”
by Kevin Robb
“Flying Heron”
by Darrell Davis
“On Alert”
by Sandra VanZandt
“Something in the Air”
by Sandra VanZandt
“Protector of Freedom”
by Darrell Davis
“Great Blue Splendor”
by Ronnie Wells (private)
Public Art Master Plan – Page 4
what is public art?
As commonly defined, the term public art typically refers to
works of art in any media that has been planned and executed
with the specific intention of being sited or staged in the
physical public domain, usually outside and accessible to all.
The term is especially significant within the art world, amongst
curators, commissioning bodies and practitioners of public art,
to whom it signifies a particular working practice, often with
implications of site specificity, community involvement and
collaboration. The term is sometimes also applied to include
any art which is exhibited in a public space including publicly
accessible buildings.
Public Art can be many things. Sometimes it’s thought
provoking; controversial; political in nature; interactive; and
whimsical. From performances and sculptures, to murals and
mosaics, public art has a profound impact on the communities
that embrace it. Funding for public art is usually obtained
through public sponsorship and/or public-private
partnerships. The intent of public art is to create a sense of
interest within the community and contribute to its long term
sustainability.
opportunities for new and different art
Within the City of Keller, for many years public art was
commonly thought of only as sculptures. As funding was
allocated or shows were held, the theme was consistently
focused on pedestal mounted, three-dimensional art. Moving
forward, the scope of public art within the community has
changed. The exhibition of fiber arts, paintings, and
photographs; as well as, musical performances are now more
common place. Looking out even further, there is a desire to
reach the public through many other forms of art such as
theater and dance, in addition to promoting art education, art
history, and art appreciation.
Jazz in June – circa 2009
Public Art Master Plan – Page 5
why public art?
cultural benefits
The cultural benefits of public art are numerous and far
reaching. They transcend age, gender, race, religion, and
socioeconomic status. Art encourages creativity, individual
thought and opinion. It opens the door for discussion and
debate. Art can elicit emotions and provide a sense of
enjoyment. Through these various forms of representation a
larger cultural movement emerges that promotes learning,
self expression, and broadmindedness. This can begin a cycle
which supports itself through an increase in public and private
art opportunities.
aesthetics
The aesthetic appeal of a community can have a direct
economic benefit through increased property values and
sustainability. Further, aesthetic appeal enhances the quality
of life for residents and business owners and creates an
inviting location for visitors. Public Art can play an important
role in this endeavor by creating areas of interest and beauty.
A variety of opportunities exist ranging from artistic building
features, sculptures, murals, and mosaics, to name a few.
While appreciation for individual art work has always
remained in the eye of the beholder, an accumulation of
varying exhibits strategically placed is sure to result in a
combined aesthetic appeal that will positively benefit a
community.
Something in the Air by Sandra Van Zandt
Public Art Master Plan – Page 6
economic development
In today’s economy, most communities continue to look for
that certain edge or variable to separate them from the crowd
and provide an advantage over other locations. Studies have
shown that a robust economy can be generated, in part,
through the development of an art culture as referenced in
appendix C – Americans for the Arts, “Arts and Economic
Prosperity III.” The art and cultural industries provide jobs,
attract investments, and stimulate local economies through
tourism, consumer purchases, and tax revenue. Perhaps more
significantly, they also prepare workers to participate in the
contemporary workforce, create communities with high
appeal to residents, businesses and tourists, and contribute to
the economic success of other sectors.
The audiences drawn to arts venues and cultural events also
bring economic benefits for other businesses. A thriving
cultural scene helps attract visitors who not only spend their
money on the events themselves, but also contribute to local
economies by dining in restaurants, lodging in hotels, and
purchasing gifts and services in the community. Even more
important, art venues and cultural events help educate and
inspire our citizens and stimulate creativity in the workplace
and in our schools. Public art programs, along with parks and
open space, good schools, and safe neighborhoods are all
contributing factors to Keller’s high quality of life and
community recognition as CNN/Money Magazine’s 2009
ranking as “7th Best Place to Live in America.”
Bird Shadow by Kevin Robb
Public Art Master Plan – Page 7
community pride, creativity and identity
Every community seeks to develop an identity or source of
pride. In many cases it is a combination of things. Keller is
presently known for, and proud of, it’s safe and beautiful
neighborhoods, fine parks and trail system, and of course a
rich, family friendly environment. Keller is also slowly gaining
a local reputation for its collection and support of public art.
With several galleries located in Keller Town Center and
others in Old Town Keller, the community continues to
develop a deeper association with the arts. In addition, the
City’s support of monthly art shows at Town Hall, various
musical activities, a monthly gallery walk, and of course the
sculptures located on public property throughout the
community, has elevated the City’s identity within the region,
state, and on a national level.
Comet Dancing by Kevin Robb
Public Art Master Plan – Page 8
goals and objectives
The Keller Public Arts Board undertook a strategic planning
session in July of 2008. As part of this process, the Board
listed their overarching goals for the short, medium, and long
term to include specific projects, as well as more broad based
objectives. Those goals include:
Develop and implement a Public Arts Master Plan
Document
Explore alternate sources of income for the funding
of the public arts program
Coordinate an annual schedule for programming and
events
Explore and introduce various forms of art
Review and update the Public Arts Policy
Purchase one major piece of art at least every other
year
Promote art within the City of Keller and work to
provide educational opportunities to the public
Add a full-time staff member to lead the City’s public
art efforts
where do we want to be in the future
In order to continue to support public art, as well as the local
art community, the City and community should remain
proactive in promoting activities that strengthen Keller’s
image as an “emerging art town”. The end result should be
threefold: 1) the creation of an environment where public art
is embraced by the community and becomes a part of its
culture and economic activity; 2) the encouragement of the
creation of new art opportunities in both the public and
private sector; and 3) the establishment of the City as a
destination for art lovers seeking to view and purchase art
pieces, as well as to participate in art related endeavors.
Recommendations:
Establish a non-profit entity for the sole purpose
of raising funds in support of public art initiatives
within the City of Keller
Utilizing funding secured through the non-profit
entity implement a “Matching Funds” grant
program for local businesses, HOA’s, community
groups, and other qualifying entities for the
purchase of art viewable by the public or arts
related events and festivals open to the public
Create an annual art related festival or event that
promotes the City’s art tradition and encourages
economic activity.
Work closely with the economic development
department and community to foster
opportunities that create a synergy between
public art, the local art industry and economic
development activities.
Public Art Master Plan – Page 9
appropriate sites for art for
Public art, whether it be sculptures, paintings, music, or
dance, to name a few, is suitable at a number of existing yet to
be determined locations. This document seeks to define the
type of art area (static, rotating, performing, and creative
zone) and provides guidance on general locations identified
within the City.
static
The static art area will typically accommodate permanent
pieces of art not intended to be relocated or removed, such as
large sculptures, mosaics, and murals. The art work is
generally designed with the facility in mind and is included to
complement the existing architecture or landscape.
rotating
Rotating art areas, such as the Town Hall foyer, display items
not permanent in nature and changed or removed
periodically. Rotating art displays may be monthly, annually,
and in some cases for even longer periods of time if located
within a sculpture garden. The current parks and trail system,
as well as the Town Center and Old Town Keller districts,
present unique opportunities to establish sculpture gardens
with rotating art from featured local and regional artists.
performing
Old Town Keller and the Keller Town Center areas are initially
identified as good locations for performing arts in either
indoor or outdoor venues. It should be noted, however, that
other locations such as schools and parks may also serve as
appropriate locations.
creative zones
The term creative zone refers to an area specifically designed
to encourage the gathering of artists with the intent to inspire
their creativity through the synergy of their surroundings. This
may be an area that includes design features that encourage
music, dance, poetry,
painting, and theater, to
name just a few. It may
contain a small theater in
the round setting,
concrete monoliths
suitable for murals, a
band shell, inspiring
landscape and hardscape features, and other amenities that
would serve to attract the creative public. Creative zones may
be established in existing parks or open space, through public-
private partnerships, or solely as part of a private
development.
Public Art Master Plan – Page 10
potential city locations
Following a review of locations by representatives from
various City departments (parks, planning, public works and
administration) and the Keller Public Arts Board, a map was
developed that identifies potential sites within the City that
may be suitable for some form of public art. The location map
does not attempt to identify the specifics of the site location
as this may be more appropriately addressed during the
planning process for each particular art project. The map does
identify districts, city buildings, parks, entry points into the
city, trails and underpasses, and traffic signal box locations.
The map is intended to serve as a planning tool to allow
boards, City Council, and staff a method to quickly distinguish
potential sites for future art related projects.
Great Blue Heron by Hollis Williford
Public Art Master Plan – Page 11
Districts
1 Town Center
2 Old Town Keller
City Buildings
3 Town Hall
4 Police and Courts
5 Keller Pointe
6 Library
7 Senior Center
8 Municipal Service Center
9 Fire Station #2
10 Fire Station #3
11 Fire Station #4
12 Fire Administration
12A 137 Taylor Street (Friends of the Keller Library Book Store)
Parks
13 The Parks at Town Center
14 Bear Creek
15 Keller-Smithfield Activity Node
16 Keller Sports Park
17 Overton Ridge
18 Johnson Road
19 Bursey Ranch Park
20 Chase Oaks Activity Node
21 Keller Veterans Memorial Park
22 Milestone Park
23 Northeast Park
24 Bates Street Park
25 Shady Grove Park
Entry Points
26 North Hwy. 377
27 South Hwy. 377
28 Golden Triangle
29 Smithfield @ North Tarrant Parkway
30 FM 1709 @ Pearson Lane
31 Davis Boulevard @ Bear Creek Parkway
Trails/Other
32 Bear Creek Trail
33 West Main Trail Underpass
34 Rufe Snow Underpass
35 Town Center Trail Underpass
36 Keller-Smithfield Trail Underpass
37 Hidden Lakes Trail Underpass
Traffic Signal Boxes
38 Rufe Snow @ North Tarrant Parkway
39 Rufe Snow @ Bursey
40 Rufe Snow @ Bear Creek S.
41 Rufe Snow @ Bear Creek N.
42 Bear Creek @ Keller-Smithfield
43 Bourland @ Johnson
44 North Tarrant Parkway @ Whitley
45 Hwy. 377 @ North Tarrant Parkway (TxDOT)
46 Hwy. 377 @ Kroger Drive (TxDOT)
47 Hwy. 377 @ Wall Price (TxDOT)
48 Hwy. 377 @ Bear Creek (TxDOT)
49 Hwy. 377 @ Keller Parkway (TxDOT)
50 Hwy. 377 @ Keller Hicks (TxDOT)
51 Hwy. 377 @ Johnson Road (TxDOT)
52 Davis Boulevard @ Bear Creek (TxDOT)
53 Keller Parkway @Cindy St (TxDOT)
54 Keller Parkway @Bourland (TxDOT)
55 Keller Parkway @Rufe Snow (TxDOT)
56 Keller Parkway @Keller-Smithfield (TxDOT)
57 Keller Parkway @Bloomfield (TxDOT)
58 Keller Parkway @Pearson (TxDOT)
TABLE 1 – Potential Public Art Sites
Public Art Master Plan – Page 12
community involvement
how we do this today
The community has, and always will be, the driver for any successful
public arts program. In the City of Keller, all of the programs,
activities, and public art projects are designed to be open to and
inclusive of the public. Ultimately for their enjoyment.
There are a number of different opportunities for the community to
be involved in the City’s public arts program ranging from
attendance at concert events, viewing of monthly art shows, gallery
walks, voicing opinions on perspective public art pieces, or
volunteering time to serve on the Public Arts Board. Further, the
public is invited to showcase their “amateur” talent each October in
the City’s art show with the People’s Choice Award going to the
artist whose entry garners the most votes.
marketing strategy/publicity
The City continues to modify its marketing strategies for public art
to meet the ongoing changes within our culture and the
telecommunications environment. While newspaper print and
other forms of traditional marketing and publicity such as flyers,
posters, and signage still play an important role, electronic
marketing via the internet has become the top priority. Information
is provided through the City’s website, Facebook, and Twitter sites,
in addition to e-mail notifications sent as part of the City’s Keller
Connect e-notification system. For those local news agencies who
sign up for it, press release information is automatically triggered by
updates to the website. The City’s cable television channel also
carries public art program and activity information. Public Arts
information is also provided to a number of arts related websites
for posting and inclusion on their calendars. The goal remains to
provide accessible, accurate and appealing information in a timely
manner.
public education
The Keller Public Arts Program serves as a resource for all members
of the local community. The program actively fosters relationships
with community leaders, civic organizations and schools. Working
with these community groups the arts program seeks to raise the
level of awareness and appreciation of the arts through art
education and programs.
As an example, the Keller Public Art Program hosts monthly art
shows at Keller Town Hall. The Art in Town Hall program presents
exhibitions that showcase artwork by professional and amateur
visual artists. This municipal program is committed to presenting a
diversity of ideas by encompassing a variety of mediums, techniques
and subjects. Art in Town Hall offers visibility, recognition and
exposure through the opportunity to exhibit in a public place. The
exhibits also feature monthly receptions open to the general public.
These receptions provide unique opportunities to meet and visit
with the artists regarding their work.
Public Art Master Plan – Page 13
appendix
appendix A - public art policy
appendix B - inventory of public art
appendix C - reference material
Americans for the Arts - “Arts and
Economic Prosperity III”
CITY OF KELLER POLICY NAME: Public Arts Policy
PAGE: 1 of 17 POLICY NUMBER: 03.24.2009
CITY OF KELLER
PUBLIC ARTS POLICY
I. Purpose and Goals
A. Purpose – The mission of the Public Arts Program is to support and promote a process that will encourage visual and
performing arts in public places; and to define the programs, policies, and guidelines for acquiring and commissioning
of arts of the highest standards that shall enrich the quality of life for all residents and visitors of the City.
B. Goal – The goals of the Public Arts Program are to create a diverse artistic environment for the residents and visitors of
the City and to integrate a variety of art into the development of eligible City projects, as expressed in the Public Arts
Plan.
The Public Arts Policy specifically seeks to:
1. Exhibit and make accessible arts in designated facilities and public spaces for the enjoyment of the public and to
heighten awareness and appreciation for the arts;
2. Encourage the selection of artists at the beginning stages of each project who can work successfully as members of
the project design team, and to encourage collaboration among all arts and building disciplines;
3. Foster quality design and the creation of an array of artwork in all media, materials and disciplines that best respond
to the distinctive characteristics of each project site and the community that it serves;
1.00 ADMINISTRATION REVISION DATES:
APPROVED AND DISTRIBUTED:
City Council (March 24, 2009)
REVIEWED DATES: PAB 03.11.09
APPROVED BY ADMINISTRATION: SJP
DATE: 03.17.09
CITY OF KELLER POLICY NAME: Public Arts Policy
PAGE: 2 of 17 POLICY NUMBER: 03.24.2009
4. Select experienced artists who can represent the community of Keller;
5. Encourage the participation by citizens in the process of acquiring and commissioning of public arts;
6. Encourage the role of public arts in enhancing economic development and cultural tourism; and
7. Encourage the role of artists and public art in the functional design of City facilities and, at the discretion of the
City Council, the designation of up to one (1) percent of the construction budget for public art.
II. Definitions:
A. Arts in public places – Any art displayed, performed, or demonstrated in City parks, rights-of-ways, or the
interior/exterior of any City facility.
B. Artwork – Includes, but is not limited to, a sculpture, monument, mural, painting, fountain, or stained glass.
C. Artist – A practioner in the visual and/or performing arts, generally recognized by critics and peers as a professional of
serious intent and recognized ability who produces fine works of arts.
D. Artists Registry – A local, regional, national, and international slide and digital collection of Artists and Artworks used
as a resource for arts, arts activities, and for the public arts selection process.
E. City – Shall mean the City of Keller, Texas.
F. Deaccensioning – The removal, relocation, selling, auctioning, or trading of artworks owned by the City.
G. Donations (and Gifts) – Arts donated to the City from a private individual or institution and/or other outside sources.
CITY OF KELLER POLICY NAME: Public Arts Policy
PAGE: 3 of 17 POLICY NUMBER: 03.24.2009
H. Loan – Works of arts provided to the City to display for a predetermined period of time and to be returned to the owner
after the loan period has expired.
I. PAB – Public Arts Board, a board appointed by the City Council that makes recommendations to the City Council
regarding the public arts program.
J. Permanent arts in public places - Any visual work of arts displayed in City parks, rights-of-ways, or the interior/exterior
of any City facility.
K. Donor - An individual, private company, community group, or other organization who places artwork in City parks,
rights of ways, the interior or exterior of any City facility and/or private facilities and/or properties.
L. Public Arts Collection – Consists of all City owned or controlled fine works of arts.
M. Public Arts Fund – Monies accrued to acquire artwork to be placed in City parks, rights of ways, and the interior or
exterior of any City facility.
III. Applicability
A. This Policy applies to all Artwork commissioned by, acquired by, loaned to, or donated to the City and/or displayed,
performed, or demonstrated in City parks, rights-of-ways, or the interior/exterior of any City facility for the purpose of
public exhibition or use.
B. This Policy does not apply to:
1. artworks that are massed produced or created primarily for merchandising, advertising, or commercial purposes;
CITY OF KELLER POLICY NAME: Public Arts Policy
PAGE: 4 of 17 POLICY NUMBER: 03.24.2009
2. artworks that are made by public or private school students as part of school curriculum or approved extracurricular
activity;
3. works that are otherwise recognized by the City Council as being outside the scope of the Policy’s purposes and
goals.
IV. Public Arts Project Development Criteria
A. Aesthetic Excellence – The artwork shall strive to be of the highest aesthetic and enduring value created by an artist
who has the necessary experience and talent to execute the accepted design and has considerable experience in working
with arts committees and projects related to arts in public places.
B. Site Specific – The relationship of artworks and site shall be considered in terms of integration of arts and architecture
with landscape, social dynamics, local character and surrounding urban context.
C. Durability of Design and Materials – Artworks shall be designed with consideration of minimum maintenance and
requirements and maximum resistance to vandalism.
V. Policy Implementation
A. City Council: The City Council shall have ultimate discretion authority to review, evaluate, accept, reject and oversee
all phases of the Public Arts Program and the implementation of this Policy.
B. Public Arts Board (PAB):
1. Creation and Composition – The City Council shall have the authority to create a Public Arts Board that is
composed of seven (7) individuals.
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2. Purpose – The purpose of the Public Arts Board is to act as an advisory board to the City Council to provide
recommendations on all matters pertaining to the public arts program including the incorporation of artworks
into the design of selected City projects and commissioning of artworks for public spaces and facilities.
3. Terms – Seven (7) members shall be originally appointed by the City Council in the year of adoption of this
policy. The term shall be for two (2) years, with three (3) members up for appointment in the first even-
numbered year after Policy adoption and each two years thereafter, and four (4) members up for appointment in
this first odd-numbered year after Policy adoption and every two years thereafter. Members shall serve until
their successors are appointed, without compensation. Any members(s) may be removed at any time by the
City Council.
4. Members – Membership shall consist of two (2) members representing the local Artistic community or an arts-
related field of which one shall be a practicing artist or a curator, four (4) members being residents and qualified
voters, and one (1) member of the Arts Council of Northeast Tarrant County, if reasonably possible. All
members shall be qualified voters.
5. Responsibilities – The PAB shall:
a. Implement the public arts program policy.
b. Recommend and/or consult with City Council regarding the commission of artworks to various artists
that would complement the Public Arts Program including the allocation of Public Arts Funds in
accordance with the City’s budgeting schedule, and recommending to the City Council the placement of
artworks governed by this policy.
c. Develop an inventory of publicly accessible spaces for the placement of public arts.
d. Review proposals of artist(s) and artwork(s) and make recommendations to the City Council on changes,
additions or deletions and on final acceptance or rejection of such proposals.
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e. Encourage participation by citizens in the process of acquiring, placing and commissioning of public
arts.
f. Submit to the City Council for approval any proposed changes to previously established policies and
procedures in order to maintain consistency of review and implementation.
VI. Approval Process
In accordance with Appendix A, after receiving public input and comment, each Public Arts Project proposal submitted to the
PAB shall be submitted with a recommendation to the City Council to approve or deny the proposal. The City Council may, in
its sole discretion, (1) request revisions and resubmission, (2) reject the proposal, (3) accept the proposal.
VII. Funding
A Public Arts Fund account shall be established to be used solely for the commissioning, purchase, and administration of
artwork or programming for the Public Arts Program. This account shall be a special cash account. Funding may be achieved
through the following:
A. Any Special Revenue Funds or other funds as may be appropriated by the City Council.
1. Capital Improvement Projects (CIP) – Projects exceeding $1 million in total costs shall be identified within the
City’s Capital Improvement Projects Plan and funding in the amount of one percent (1%) may be allocated by
the City Council for the incorporation of public art. Total project costs shall include costs allocated for design
services, construction services, project contingency, and hard costs associated with construction. Funding
sources for public arts shall not include proceeds from specific use sales tax designated for parks, streets, and
crime control.
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a. If the total of these combined project costs is equal to or greater than $1 million then a separate public
art line item shall be established for Council consideration within the City’s Capital Improvement
Projects Plan specific to the project.
b. If a project “materially” increases or decreases in scope resulting in a change in the total construction
budget then the funding to the public art portion of the project shall also be adjusted accordingly
assuming existing contractual obligations allow.
c. Eligible projects must meet the financial criteria described above and will include only improvements or
new construction of buildings, parks, plazas, streetscapes, or other area(s) intended for use by the public
and available for public view. Temporary improvements, ordinary repair and maintenance, mechanical
and electrical projects, and other general public works projects shall not be eligible.
d. Public art is typically intended to be sited within close proximity to the project location where it can be
closely experienced and viewed by the public. If a more suitable location within a one-half (½) mile
radius of the capital improvement site is identified, the artwork may be installed there upon approval by
the City Council. Additionally, funding from smaller qualified projects within a one-half (½) mile
radius can be combined in order to better take advantage of public art funds and suitable locations for
public art.
B. Grant monies from art agencies and foundations.
C. Grants – The city shall actively pursue grant monies for public arts for which it may be eligible and shall deposit said
monies into the Public Arts Fund for disbursement.
D. Contributions, commissions, donations, use fees, and rental fees from the private and public sector.
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VIII. Donations and Loans of Artwork
A. The City will consider donations and gifts of money for deposit into the Public Arts Fund based on the circumstances
and criteria outlined in the Public Arts Policy.
B. All donations and gifts, whether financial or artistic will be used/spent as recommended by the PAB and approved by
the City Council.
C. If the artwork is not publically displayed or installed within 1 year of acceptance, then it shall be re-reviewed by the
PAB and the City Council for re-approval or denial.
D. The organization or individual who donates a piece of artwork may be responsible for the associated costs of displaying
and maintaining the artwork. Examples of interrelated cost might be: installation, insurance, security, and/or lighting.
E. A Public Arts Deed of Gift shown in Appendix C must be completed by contributors and submitted to the PAB and the
City Council for consideration.
F. The City shall control the location and arrangement of all temporary exhibitions, and reserves the right to reject any
part of an exhibition or to change the manner of display if the items to be exhibited are deemed offensive in nature or
lacking in artistic or cultural merit.
IX. Placement of Artwork
A. Works of Arts donated to or purchased by the City may be located within the interior or exterior of public spaces.
B. The City’s approved Public Arts Master Plan Document may be utilized to identify several pre-approved places for the
placement of public artwork; however, the Master Plan shall not be a limiting factor in selecting locations not identified
within the Master Plan. The Master Plan shall include a list of pre-approved sites for the placement of public arts.
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These sites shall take into consideration availability of water, electricity, security, and any additional infrastructure that
may be necessary to support a specific piece of art.
C. Donors of public arts may suggest to the City alternative locations for placement of arts. The PAB may consider these
suggestions when making their recommendation to the City Council regarding acceptance and placement.
D. Purchase prices of artwork shall not be posted at the placement site in which the artwork is displayed, nor shall they be
listed in any exhibit brochures.
X. Identification of Artwork
A. Signage must include relevant information such as the name or theme of the artwork, the name of the artist(s), who the
artwork is presented from, and the date the artwork was dedicated. Signage may also include a brief description of the
art and who it was presented to (ie. City of Keller). The signage should blend with the artwork and not distract from it.
For general guidelines, please see Appendix B, Sample Identification Guidelines, examples 1 and 2.
XI. Ownership, Installation, Maintenance and Restoration of Artwork
A. Arts accepted by the City Council shall become the property of the City.
B. The organization that will bear the cost of installation, maintenance and restoration of arts accepted by the City Council
shall be determined prior to acceptance of the artwork.
C. Regular Maintenance – Acceptable level of maintenance for the entire display shall be the responsibility of the City
unless otherwise determined by agreement with a separate organization. Consideration shall be given to specific
recommendations from the commissioned artists when appropriate. Maintenance levels shall be consistent with that of
the location where the art is located.
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D. Restoration – May become necessary if a piece of art is affected by the environment, storm damage, or vandalism. The
City shall be responsible for the restoration of public artworks unless otherwise determined by agreement with a
separate organization. If available, funding for the restoration of public art may come from the Public Art Fund,
insurance, operating funds, or other sources as may be identified and/or applicable.
E. Storage – May be necessary if the work of art is delivered prior to site preparations being complete.
XII. Deaccession of Artwork
Upon recommendation of the PAB, the City Council may, at their discretion, consider any of the following courses of action to
deaccession City-owned Artworks:
A. Sell or trade the artwork (secure professional appraisal, advertise the sale, and seek competitive bids through surplus
property procedures) with proceeds to be deposited in the Public Arts Fund unless specified otherwise in a related
contract.
B. Remove from display and store the artwork.
C. Remove from display and dispose of the artwork. Options might include returning the artwork to the artist or donor,
dispose of the piece through a donation to charity, or by means of an agreement with another governmental entity.
D. Discard the artwork if no other reasonable option exists.
E. It is understood that, based on prevailing circumstances, other methods of deaccession may be considered in the future.
All methods must meet all applicable policies, procedures, and laws.
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Appendix A
Public Arts Project Guidelines
The following guidelines are developed and amended from time to time by the City Council to assist with the development of
permanent Public Art Projects.
I. Selection of Artists
A. General – Whenever possible, the selection process should begin at the conceptual stage of the project so the artist(s)
will be able to integrate arts concepts and Artworks with the design of the specific projects and or sites. Early
participation also allows for dialogue between the Artist(s) and architect or designer to discuss the design processes and
the inclusion of specifications for the Artworks site preparation that are subject to zoning, design, and construction
codes. The selection of Artists or Artworks should meet the following criteria:
1. The design capabilities of the Artist(s) and the inherent quality of the Artworks.
2. All media forms of visual arts may be considered, subject to any requirements set by the City Council, Public
Arts Board, or the Department of Administration.
3. Artworks of all schools, styles, and tastes should be considered for the Public Arts Program.
4. Artwork should be appropriate in scale, materials and form for the immediate, general, social and physical
environments which they are related.
5. Consideration should be given to the Artist’s previously demonstrated ability to create works of structural and
surface integrity, permanence and protection against theft, vandalism, weathering, excessive maintenance and
repair costs.
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6. Consideration should be given to the fact that public arts is a genre that is created in a public context and that
must be judged by standards that embrace factors other than aesthetic, including public participation and
functional considerations. Public arts may also serve to establish focal points and terminate areas, modify,
enhance or define specific spaces, establish identity, or address specific issues of urban design.
7. The Artist selection process shall ensure that the interests of all concerned parties are represented, including the
public, arts community and the City.
B. Methods of Selecting Artists: The City Council, with the recommendation of the Public Arts Board, shall determine
the appropriate method of Artist selection.
1. Design Team Selection – The design team for a project may directly select an Artist following the criteria set
forth by this Policy.. Final recommendations for approval of the selected Artist(s) must be given by the Public
Arts Board to the City Council. This method of selection is appropriate for those City projects which have been
selected to have an art-enhanced design component.
2. Limited Competition – The Public Arts Board may invite a limited number of Artists to submit credentials or
proposals.
3. Open Competition – Any Artist may submit credentials or proposals, subject to any requirements established by
the Public Arts Board or the Department of Administration. Call for entries for open competitions shall be
sufficiently detailed to permit Artist to determine whether their work is appropriate to the project under
consideration.
4. Direct Selection – The Public Arts Board may directly select an Artist or Artists. Generally, direct selection
will not be employed except on those projects where an open or limited competition would be inappropriate or
impractical, such as a very urgent timeline or very specific project requirements.
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C. Limited Competition Selection Process
1. The City and Public Arts Board shall recommend the scope of work, project criteria, budget, and develop a
community profile, for review and approval by the City Council.
2. The Public Arts Board shall review the Artist Registry or other appropriate sources and select a predetermined
number of finalists to be interviewed. Depending on the scope of work and timeline of the project, the selected
finalists may be requested to submit their qualifications or a project proposal to the Board. If the finalists are to
submit a project proposal, finalist shall be presented with information pertaining to the selection process and the
project, including a site and community profile. The project architect may set a meeting with the finalists to
discuss the site and/or project.
3. The Public Arts Board shall interview the finalists and review the Artists’ qualifications or proposals.
Qualifications may include a resume and samples of Artist’s past work. Proposals may include models,
drawings, and a written statement. The Public Arts Board shall make its final recommendation to City Council.
4. Prior to consideration by the City Council, but upon selection of finalist, the City shall request a formal proposal
from the final Artist(s) selected, specifying the time frame for proposal development, payment schedule,
ownership, exclusivity, and copyrights. Ownership of all materials related to the proposal including model,
drawings, etc., will be negotiated between the Artist and the City and the City shall have the right to exhibit and
use them for educational and promotional purposes.
D. Open Competition Process – A project announcement shall be prepared and distributed to all Artists in the Artist
Registry as well as other venues. The Public Arts Board shall review all applications and select a predetermined
number of finalists. The limited competition process would then follow.
E. Direct Commission Process – In special circumstances, the Public Arts Board may decide on commissioning one Artist
to work on a project.
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F. Final Recommendations – The Public Arts Board has the responsibility of recommending an Artist’s proposal or
Artwork for a project to the City Council for final approval.
II. Responsibilities of the Artist(s):
A. Submit credentials, visuals, proposals and/or project materials as directed for consideration by the Public Arts Board.
B. Guarantee that the Artwork or art concept is the result of the Artist’s personal creative efforts except in the case of
design collaboration.
C. Insure that the art is unique and original and does not infringe upon any copyright. The Artist must agree to hold the
City harmless against any claims of copyright infringement.
D. Guarantee that the artwork or the duplicate has not been accepted for sale elsewhere and that the art is free and clear of
any liens.
E. Conduct necessary research, including attending project orientations and touring project sites, when possible.
F. Design, execute, complete and transfer ownership of the Artwork in a timely and professional manner.
G. Work closely with the project manager and/or other design professionals associated with the project.
H. Submit to the Department of Administration and the Public Arts Board any significant changes in the scope of the
project, color, material, or design of the approved Artwork.
I. Make public presentations, conduct community education workshops or a residency as may be required by the contract
with the City.
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J. Provide a maintenance plan that includes a list of materials, diagrams, names of fabricators describing processes used
in fabricating the Artwork, and the descriptions and drawings of installations, specifications and details of connecting
methods.
III. Contracts, Fabrications, and Installation of Artworks, and Artist Registry.
A. Contracts will be negotiated between the City, the City Attorney, the Artists, and with other consultants, if necessary.
If applicable, as determined by the City, the Artist must prepare a budget that includes costs for fabrication, materials,
labor, transportation, site preparation and installation, insurance, Artist fee and a contingency fund. Contracts will
require the Artist to develop a Maintenance Plan for the Artwork, which must be submitted to the Department of
Administration before final acceptance of the Artwork is issued by the City. Contracts will be executed by the City
Manager, or designee, and administered by the Department of Administration.
B. Fabrication of the Artwork will be by the Artist or under the Artist’s direct supervision.
C. Installations shall be coordinated between the Department of Administration through the Public Arts Program and the
appropriate representatives of the City. Whenever possible, the installation of Artworks will become part of the final
project’s construction contract, and will be executed by the contractor under the Artist’s supervision.
D. The Department of Administration shall document the selection process and critical stages of specific projects such as
fabrication and installation. All records relating to all projects such as contracts, correspondence, memoranda,
proposals, models, and billings will be kept by the Department of Administration.
E. The Department of Administration will administer and Artists Registry accessible to all local, regional, national, and
international Artists interested in applying. This will ensure that the largest number of Artists will be accessible to all
public arts projects. The Artists Registry will be used as a resource by the Public Arts Board and the City Council for
commissioning Artists and art works. The Department of Administration will periodically post notice of registry
application and will use other arts organizations’ mailing lists to maximize Artist participation.
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Appendix B
Sample Identification Guidelines
Example #1
“The Homecoming”
A tribute to the World War II veterans by artist Jane Doe
Presented to the City of Keller by Keller Civic Group
November 11, 2002
Example #2
Title
Artist
Media
Donor
Date of Work
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Appendix C
PUBLIC ARTS DEED OF GIFT
By these present I (We) irrevocably and unconditionally give, convey, transfer, and assign to the City of Keller by way of gift, title
and interests (including all copyright, trademark, and related interests), in to, and associated with the object(s) described below. I
(We) affirm that I (We) own said object(s) and that to the best of my (our) knowledge I (We) have good and complete right, title, and
interest (including all transferred copyright, trademark and related interest) to give.
Policy Governing Donation
1. Staff is not permitted to appraise, or provide statements of value, relating to donations.
2. Public arts donated to the City will be retained as long as the work(s) in the City Council’s opinion continue to be
relevant and useful to the purposes and activities of the City, and if they can be properly displayed and preserved.
Deaccessioning or disposal of objects may be considered when these conditions no longer prevail, or in the interest of
improving the Public Arts Collection for the City’s purposes.
Description of Item:
Donor:______________________________ Signature:_____________________
Address:____________________________ City/State/Zip:__________________
Telephone:__________________________
DIVISION 15. -HISTORIC LANDMARK COMMISSION
Sec. 2-407. -Established; membership.
There is hereby created a commission to be known as the historic landmark commission to be
composed of seven members to be appointed by the city council for a term of three years with a
maximum of one reappointment for a total of six continuous years. Appointments shall be by place.
In the case of vacancies on the commission, the city council shall appoint a replacement to serve
the remainder of that term. The unexpired term shall not apply when calculating service for the
maximum service of six years. The members of this commission shall be subject to all requirements
and provisions applicable to all board or committee members as may be established by the city
council. The historic landmark commission shall be composed of the following members:
A member of a local historic commission or historic preservation group;
A registered architect residing within the county;
A resident or property owner in the east side historic district;
A resident or property owner in the downtown historic district;
Three members at large.
All members should be residents of the county, and reside within the city if possible. All members
should have knowledge and experience in the architectural, cultural, social, economic, ethnic or
political history of the city. No one business shall constitute a majority membership on the
commission.
Membership in historic preservation organizations is encouraged for all members of the
commission and does not disqualify members from serving in another capacity required by the
composition of the commission.
(Ord. No. 1813, § 2, 6-9-2009)
Sec. 2-408. -Purpose.
The historic landmark commission shall thoroughly familiarize itself with buildings, structures, sites,
districts, areas and lands within the city which may be eligible for designation as historic landmarks
and shall:
Establish criteria to be used in determining whether certain buildings, structures, sites, districts,
areas, lands and other objects should be designated as historic landmarks;
Review, consider and take action on certificates of appropriateness.
Establish guidelines to be used in determination of whether to grant or deny certificates of
appropriateness;
Formulate suggestions for private and public action which may involve various city departments
in preservation of historic preservation overlay districts;
(a)
(1)
(2)
(3)
(4)
(5)
(b)
(c)
(a)
(1)
(2)
(3)
(4)
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Suggest sources of funds for preservation and restoration activities and acquisitions, to include
federal sources, state sources, private and foundation sources, as well as municipal sources;
Recommend to the proper agencies incentives designed to encourage historic preservation;
Establish policies and procedures of the historic landmark commission; and
A preservation plan shall be kept on file, to be reviewed annually.
The historic landmark commission shall recommend to the city planning and zoning commission
ordinances designating certain buildings, structures, sites, districts, areas and lands in the city as
historic landmarks. The historic landmark commission shall hold a public hearing on all proposed
ordinances and the owner of any land included in the proposed ordinance shall be given at least
ten days' written notice of the public hearing.
(Ord. No. 1813, § 2, 6-9-2009)
Sec. 2-409. -Appointment of historic preservation officer.
The city manager or a designee shall appoint a qualified city staff person to serve as historic
preservation officer. This officer shall serve as the liaison to the historic landmark commission and
shall advise the commission on matters submitted to it and provide information on historic
preservation to the public.
The officer is responsible for coordinating the city's preservation activities with those of state and
federal agencies and with local, state, and national nonprofit preservation organizations.
(Ord. No. 1813, § 2, 6-9-2009)
Secs. 2-410—2-452. -Reserved.
(5)
(6)
(7)
(8)
(b)
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ORDINANCE NO. Tr j
AN ORDINANCEAMENDING CHAPTER 6, BUILDINGS AND
STRUCTURES, OF THE BRYAN CITY CODE OF 1975, BY
ADDING ARTICLE IX, HISTORICAL PRESERVATION;
PROVIDING DEFINITIONS; PROVIDING FOR DESIGNATION
OF HISTORIC LANDMARKS; PROVIDING FOR CREATION
AND FUNCTIONS OF HISTORIC LANDMARK COMMISSION;
PROVIDING PROCEDURE FOR ALTERATIONS, CHANGES,
DEMOLITION OR REMOVAL OF HISTORIC LANDMARK:;
PROVIDING FOR APPELLATE PROCEDURES; PROVIDING
FOR ESTABLISHMENT OF HISTORIC DISTRICTS;
PROVIDING PROCEDURE FOR APPLICATIONS FOR
DISTRICTS AND CRITERIA FOR EVALUATING DISTRICTS;
PROVIDING FOR A DISTRICT PRESERVATION PLAN;
PROVIDING A PENALTY CLAUSE; PROVIDING A SAVINGS
CLAUSE; PROVIDING FOR PUBLICATION; AND PROVIDING
AN EFFECTIVE DATE.
BE IT ORDAINED BY THE CITY OF BRYAN:
1.
ThatChapter 6, Buildings and Structures, of the Bryan
City Code of 1975, is hereby amended by adding Article IX,
Historical Preservation, to read as follows:
ARTICLE IX. HISTORICAL PRESERVATION
DIVISION I. HISTORIC LANDMARK
Sec. 6 -120. Declaration of Policy.
The City Council hereby finds and declares as a matter of
public policy that the protection, enhancement, preservation
and use of historic landmarks is a public necessity and is re-
quired in the interest of the culture, prosperity, education
and general welfare of the people. The purposes of this
article are:
a) To protect, enhance and perpetuate historic landmarks
which represent or reflect distinctive and important elements
of the City's and State's architectural, cultural, social,
economic, ethnic and political history and to develop appropriate
settings for such places.
b) To safeguard the City's historic and cultural heritage,
as embodied and reflected in such historic landmarks byappro-
priate regulations.
c) To stablize and improve property values in such
locations.
d) To foster civic pride in the beauty and accomplishments
of the past.
e) To protect and enhance the City's attractions to
tourists and visitors and provide incidental support and stimulus
to business and industry.
f) To strengthen the economy of the City.
g) To promote the use of historic landmarks for the culture,
prosperity, education and general welfare of the people of the
City and visitors to the City.
Sec. 6 -121. Historic Landmark - Definition.
As used in this article, the term "historic landmark"
shall mean any building, structure, site, district, area, or
land of architectural, historical or cultural importance or
value, which the City Council determines shall be protected,
enhanced, and preserved in the interest of the culture, pros-
perity, education and general welfare of the people.
Sec. 6 -122. Historic Landmarks - Designation.
The City Council may designate buildings, structures, sites,
districts, areas and lands in the City as historic landmarks
and define, amend and delineate the boundaries thereof. Such
designation shall be in addition to any other use designation
established by the City Council. An historic landmark map shall
be maintained in the office of the Director of Planning. The
map shall reflect the designation of an historic landmark or
district. A copy of the map shall be immediately forwarded to
the Building Official's Office.
Sec. 6 -123. Same - Criteria to be Used in Designations.
In making such designations as set forth in Section 6 -122,
the City Council shall consider, but shall not be limited to,
one or more of the following criteria:
a) Character, interest or value as part of the develop-
ment, heritage or cultural characteristics of the City of Bryan,
State of Texas or the United States of America.
b) Recognition as a recorded Texas historic landmark, a
national historic landmark, or entered into the National Register
of Historic Places.
c) Embodiment of distinguishing characteristics of an
architectural type or specimen.
d) Identification as the work of an architect or master
builder whose individual work has influenced the development of
the City.
e) Embodiment of elements of architectural design, detail,
materials or craftsmanship which represent a significant archi-
tectural innovation.
f) Relationship to other distinctive buildings, sites or
areas which are eligible for preservation according to a plan
based on architectural, historic or cultural motif.
g) Portrayal of the environment of a group of people in
an area of history characterized by a distinctive architectural
style.
h) Exemplification of the cultural, economic, social,
ethnic or historical heritage of the City, State, or nation.
i) Location as the site of a significant historical
event.
j) Identification with a person or persons who signifi-
cantly contributed to the culture and development of the City,
Stateor nation.
k) Value as an aspect of community sentiment or public
pride.
2 -
Sec. 6 -124. Historic Landmark Commission - Created.
A. There is hereby created a commission to be known as the
Historic LandmarkCommission of the City of Bryan, hereinafter
called the "Landmark Commission," composed of a minimum of seven
7) members appointed by the City Council within sixty (60) days
from the effective date of this article. The LandmarkCommission
shall be composed of the following members:
1) A member of the County Historical Commission.
2) A member of the Citizens for Historic Preservation.
3) Three members at large, not to be from a designated
group already represented at the time of their initial
appointment.
4) A member of the local chapter of the American Institute
of Architects.
5) A resident of each historic district created by this
or any subsequent ordinance.
6) The City Planner or his representative (ex- officio,
non - voting).
All members shall be residents of the City of Bryan and should
have knowledge and experience in the architectural, cultural,
social, economic, ethnic or political history of Bryan. No one
business or professional interest shall constitute a majority
membership of the Commission.
B. The normal term of members of the Commission shall be
three (3) years; however, half of the initial members shall serve
two -year terms, the other half, three -year terms. The respective
two and three year terms shall be determined by the drawing of
lots. Vacancies in an unexpired term shall be filled by the City
Council for the remainder of the term.
C. The City Councilor the LandmarkCommission itself may
draw on the knowledge, experience and expertise of any person
in the community by appointing such person to the Landmark
Commission as a special advisor without voting privileges.
D. The LandmarkCommission shall meet at least every other
month, with additional meetings upon call by the presiding officer
of the Commission or upon petition of a simple majority of the
Commission members. A majority of appointed members present
shall constitute a quorum, and issues shall be decidedby a simple
majority vote of the members present and voting. The Commission
shall adopt appropriate rules and regulations for the conduct of
its business and the election of its presiding officer and other
officers as prescribed by City Charter and Code. The minutes of
each meeting shall be filed in the office of the City Secretary.
E. If a vacancy exists in the membership of the Landmark
Commission the City Council shall promptly fill it.
Sec. 6 -125. Function of Historic Landmark Commission.
A. The Landmark Commission shall thoroughly familiarize
itself with buildings, structures, sites, districts, areas and
lands within the City which may be eligible for designation as
historic landmarks and shall prepare an historic landmark pre-
servation plan, hereinafter referred to as the "preservation
plan" which shall:
mac=
1) Establish criteria to be used in determining whether
certain buildings, structures, sites, districts, areas,
lands and other objects should be designated as
historic landmarks.
2) Establish guidelines to be used in determination of
whether to grant or deny certificates of appropriate-
ness and certificates of demolition or removal.
3) Formulate suggestions for private and public action
which may state the role ofvarious City agencies in
preservation of historic landmarks.
4) Suggest sources of funds for preservation and restoration
activities and acquisitions, to include federal sources,
state sources, private and foundation sources, as well
as municipal sources.
5) Recommend to the proper agencies incentives designed
to encourage historic preservation.
B. The preservation plan shall be presented to the City
Planning Commission for consideration and recommendation to the
City Council for inclusionin the comprehensive plan of the City.
At least every other year the LandmarkCommission shall review
the preservation plan and the state of preservation of designated
historic landmarks, insert in the LandmarkCommission minutes a
report of such review and take appropriate action on any amend-
ments to the plan deemed necessary. Prior to presenting the
preservation plan, or any amendment thereto, to the Planning
Commission, the Landmark Commission shall hold a public hearing
on the preservation plan or the amendment thereto.
C. The LandmarkCommission shall recommend to the City
Planning Commission, ordinances designating certain buildings,
structures, sites, districts, areas and lands in the City as
historic landmarks. The Landmark Commission shall hold a public
hearing on all proposed ordinances and the owner of any land
included in the proposed ordinance shall be given at least ten
10) days' written notice of the public hearing.
D. Any owner of property may request that the Landmark
Commission recommend to the Planning Commission that his or her
property be designated asan historic landmark. The Landmark
Commission shall render a decision on the owner's request within
ninety (90) days after the request is made.
E. If the Landmark Commission finds that buildings, struc-
tures, sites, districts, lands or areascannot be preserved
without acquisition, the LandmarkCommission shall recommend to
the City Council that fee or a lesser interest of the property
in question be acquired by gift devise, purchase or otherwise
pursuant to the City Charter and State or Federal laws.
F. Where there are conditions under which the required
preservation of an historic landmark would causeundue hardship
on the owner or owners, usechanges may be recommended by the
Landmark Commission.
G. The designation of an historic landmark may be amended
or removed using the same procedure provided in this article for
the original designation.
H. The Landmark Commission shall provide information and
counseling to owners of designated historic landmarks.
I. The Planning Commission shall consider any historic
landmark designation ordinance after receiving a recommendation
from the Landmark Commission.
4 -
Sec. 6 -126. Exterior Alterations and Changes; Certificate of
Appropriateness; Ordinary Repair or Maintenance;
Appeal.
No person or entity shall construct, reconstruct, signifi-
cantly alter, remove or demolish any exterior architectural
featureof a designated historic landmark unless application be
made to the Landmark Commission for a certificate of appropriate-
ness and such a certificate be granted. As used in this article,
the term "exterior architectural feature" shall include, but not
be limited to, architectural style and general arrangement of
such portion of the exterior of a structure as is designed to be
open to view from a public way.
a) Procedure when building permit is required.
1) When applying for a building permit for the exterior
of a designated historic landmark, the applicant shall submit the
required number of copies of drawings, plans or other like material
sufficient to communicate the nature of the change or alteration
to the City Building Official, who shall forward such application
to the presiding officer of the LandmarkCommission within five (5)
days of receipt thereof. Any applicant may appear at a regular
or special meeting of the Landmark Commission before submitting
an application and may consult with said Commission during the
review of the permit application.
2) The LandmarkCommission, upon ten (10) days' written
notice to the applicant, shall hold a hearing on the application.
Upon review of the application, if the LandmarkCommission finds
the proposed work of a nature which will not adversely affect any
significant architectural or historical feature of the designated
historic landmark, and is appropriate and consistent with the
spirit and purposes of this article, it shall forward a certifi-
cate of appropriateness to the Building Official within thirty
30) days after the hearing and the Building Official shall so
advise the applicant within five (5) days after the certificate is
received.
3) If the Commission finds that the proposed work will
adversely affect or destroy a significant architectural or
historical feature of the exterior of the designated historic landmark
or is inappropriate or inconsistent with the spirit and purposes
of this article, it shall notify the City Building Official that
the application has been disapproved and shall, within thirty (30)
days of the public hearing, notify the applicant of the disapproval
and of changes in the application which are necessary to approval
of same.
4) If no action has been taken by the Landmark
Commission within forty -five (45) days of original receipt by the
Landmark Commission, a certificate of appropriateness shall be
deemed issued by the LandmarkCommission, and the Building Official
shall so advise the applicant.
5) No significant change shall be made in application
for any building permit after issuance of a certificate of appro-
priateness without resubmittal to the Landmark Commission and
approval thereof in the same manner as provided above.
b) Procedure when building permit is not sought.
1) When, for whatever reason, significant alterations
on the exterior of a designated historic landmark are proposed and
a City building permit is not sought, request for a certificate of
appropriateness shall be submitted in writing directly to the
Historic Landmark Commission. Such certificate of appropriateness
must be granted before such work may be undertaken. The applicant
should include materials sufficient to communicate the nature of
5 -
the changes and alterations. Any applicant may appear at a regular
or special meeting of the LandmarkCommission before submitting an
application and may consult with said Commission during the review
of the application.
2) The LandmarkCommission, upon ten (10) days' written
notice tothe applicant, shall hold a hearing on the application.
Upon review of the application, if the LandmarkCommission finds
the proposed work of a nature which will not adversely affect any
significant architectural or historical featureof a designated
historic landmark and is appropriate and consistent with the spirit
and purposes of this article, it shall forward a certificate of
appropriateness to the applicant within thirty (30) days of the
receipt of said application.
3) If the Commission finds that the proposed work will
adversely affect or destroy any significant architectural or
historical feature of the designated historic landmark or is in-
appropriate or inconsistentwith the spirit and purposes of this
article, it shall notify the applicant within thirty (30) days of
receipt of said application that the application has been disapproved
and shall include in such notification the changes necessary to
approval of the application.
4) If no action has been taken by the Landmark Commis-
sion within forty -five (45) days of the receipt of the application,
a certificate of appropriateness shall be deemed issued by the
Landmark Commission.
5) No significant change in the proposed alterations
and changes after the issuance of a certificate of appropriateness
may be made without resubmittal to the LandmarkCommission and
approval thereof in the same manner as provided above.
c) Ordinary repair or maintenance. Ordinary repair or
maintenance which does not involve significant changes to the
exterior of architectural or historic value, style or general
design is exempt from the provisions of this section.
d) Appeal. Any applicant or interested person aggrieved
by a ruling of the LandmarkCommission under the provisions of
this section may, within thirty (30) days after notification
of the ruling, appeal to the City Council.
Sec. 6 -127. Historic Landmarks - Demolition or Removal.
A. If an application is received for demolition or removal
of a designated historic landmark, the Building Official shall
immediatelyforward the application to the LandmarkCommission.
The LandmarkCommission shall hold a hearing upon the application
within sixty (60) days after the application is initially filed
with the Building Official. The applicant shall be given ten
10) days' written notice of the hearing. The Landmark Commission
shall consider the stateof repair of the building, the reason-
ableness of the cost of restoration or repair, the existing and/
or potential usefulness, including economic usefulness of the
building, the purposes behind preserving the structure as an
historic landmark, the character of the neighborhood, and all
other factors it finds appropriate. If the Landmark Commission
determines that in the interest of preserving historical values,
the structure should not be demolished or removed, it shall notify
the Building Official that the application has been disapproved,
and the Building Official shall so advise the applicant within
five (5) days therefrom. If the LandmarkCommission determines
that the interests of preserving historical values will not be
adversely affected by such demolition or removal or that the
interests of preserving historical values can best be served by
6 -
the removal of a structure to another specified location, it shall
issue its certificate of demolition or its certificate of removal,
as may be appropriate, to the Building Official; and the Building
Official shall so advise the applicant within five (5) days
therefrom.
B. If no action has been taken by the LandmarkCommission
within ninety (90) days of original receipt by the Landmark
Commission of the application, a certificate of demolition or a
certificate of removal shall be deemed issued by the Landmark
Commission and the Building Official shall so advisethe applicant.
C. After a decision is reached by the LandmarkCommission
denying an application for a certificate of demolition or a certi-
ficate of removal, a resubmittal of application for such a
certificate will not be accepted for additional hearing within
a twelve -month period from the date of final decision.
D. Any applicant or the owner of any property located within
three hundred (300) feet of the site of any landmark who is
aggrieved by a ruling of the Landmark Commission concerning the
same landmark under the provisions of this section may, within
sixty (60) days after the ruling of the LandmarkCommission,
appeal tothe City Council. Following a public hearingto be
held within thirty (30) days of the filing of a noticeof such
appeal with the City Secretary, the City Council may by a simple
majority vote, uphold or overturn any ruling of the Landmark
Commission made pursuant to this section.
Sec. 6 -128. Procedure for Obtaining Building Permit, Demolition
Permit and for Altering the Exterior of a Building
or Structure During Pendency of Consideration of
Such Building or Structure asan Historic Landmark
or as Part of an Historic Landmark.
A. From and after the date on which the presiding officer of
the Landmark Commission by written order directs that any build-
ing, structure, or site within the City be placed upon the agenda
for any special or regular meeting of the Landmark Commission
or any committee thereof for the purpose of considering or dis-
cussing whether or not same should be designated as an historic
landmark, or from and after the date of the placement of same
upon any such agenda or, if not dated, the date on which such
agenda is posted in accordance with the provision of Article
6252 -17, V.A.T.C.S., as amended, or from and after the date
that the Landmark Commission or any committee thereof approves or
recommends a preservation plan or any amendment of any existing
preservation plan which embraces or includes same building,
structure, or site within the City, whichever date first occurs, no
building permit allowing the construction, reconstruction, signi-
ficant alteration or restoration, removal or demolition of any
exterior architectural feature of any building or structure then
existing included or embraced in whole or in part within the
scope of such written order or such agenda or such preservation
plan or such amendment thereof, as the case may be, no permit
allowing the removal of all or any part of any such building
or structure and no permit allowing the demolition of any part
or all of any such building or structure may be issued by any
official of the City, nor if no such permit is required or sought,
may any person or entity construct, reconstruct, significantly
alter or restore, remove or demolish any exterior architectural
feature of any such building or structure, until the earliest
of the following conditions have been met:
1) A final and binding certificate of appropriateness,
removal or demolition, as may be appropriate, has been
issued by the Landmark Commission.
2) The Landmark Commission fails to recommend that some
part or all of such building or structure be designated
7 -
an historic landmark or be included within an historic
landmark or within a preservation plan or an amendment
thereof within ninety (90) days following the earliest
of the above described dates activating this section
applicable under the circumstances; or,
3) A final and bindingdecision has been made by the City
Council that no part of anysuch building or structure
shall be designated an historic landmark or shall be
included within an historic landmark at or before the
second regularly scheduled City Council meeting subse-
quent to the presentation to the City Council of a request
for such a decision.
B. It shall be the duty of the City of Bryan and its officers
to furnish the Building Official with a copy or written notice of
each such written order or such agenda or such preservation plan
or amendment thereof, as the case may be, as promptly after the
preparation thereof as is practicable. The failure to so furnish
the Building Official with a copy or written notice thereof,
however, shall not have the effect of validating any building
permit, removal permit or demolition permit issued in ignorance
of any such written order or agenda. In any instance in which
any such permit may not be required, it shall be the duty of the
Landmark Commission and its officers togive notice of any such
written order or such agenda or such preservation plan or amendment
thereof to the owner or owners of any building or structure
included within the scope thereof, which notice shall be deemed
complete when actually given, orally or in writing, to such owner
or owners, or when written notice thereof is deposited in the
United States mail, postage prepaid, certified or registered, with
return receipt requested, addressed to such owner or owners, which-
ever event first occurs. No person or entity to whom such permit
is issued or who, if no such permit is required, commences to
construct, reconstruct, significantly alter or restore, remove or
demolish any exterior architectural feature of anysuch building
or structure without actual or constructive notice of any such
written order, or such agenda, or such preservation plan or
amendment thereof, as the case may be, as required by the provision
of this subsection, may be found guilty of a misdemeanor as provided
in this article, but eachsuch person or entity shall be amenable
to the civil sanctions provided for by this article.
C. Any permit issued to any person or entity from or after
the date of anysuch written order, or such agenda, or the
approval or recommendation of such preservation plan or amendment
thereof, as the case may be, shall be null, void and of no force
or effect until the earliest of the events described in sub-
paragraphs (1), (2), and (3) of subsection A next above occur.
Sec. 6 -129. Same - Omission of Necessary Repairs.
A. Designated historic landmarks shall be maintained to
insure the structural soundness of such landmark.
B. If a Building Inspector and /or the Historic Landmark
Commission finds that there are reasonable grounds to believe
that a designated historic landmark is structurally unsound or
in imminent danger of becoming structurally unsound, the
Building Inspector shall notify in writing the owner of record
of the designated historic landmark of such fact.
C. Upon the giving of ten (10) days' written notice to the
owner of record of such designated historic landmark, the
Building Standards Committee shall hold a public hearing to
determine if the designated historic building is structurally
unsound or in imminent danger of becoming structurally unsound.
W-M
The Building Standards Committee shall request a report and con-
sider recommendation from the Landmark Commission. The Landmark
Commission's report may include evidence of economic hardship or
willful neglect.
D. At the conclusion of the hearing, if the Building
Standards Committee finds that the designated historic building
is structurally unsound or in danger of so becoming shall, within
ninety (90) days of receipt of such notice, satisfy the Building
Standards Committee that reasonable necessary repairs to safe-
guard the structural soundness of the landmark have been effected.
E. If the Building Standards Committee determines that the
building is structurally unsound but there are valid reasons why
the owner cannot or should not undertake to safeguard the
structural soundness of the building, it shall forward to the
City Council its recommendation, with the recommendation of the
LandmarkCommission, as to what action, if any, should be taken
on the structure.
F. Any applicant or interested person aggrieved by a
ruling of the Landmark Commission or the Building Standards
Committee under the provisions of this section may, within thirty
30) days after the ruling, appeal to the City Council.
Sec. 6 -130. Penalty.
A. It shall be unlawful to construct, reconstruct, signifi-
cantly alter or restore, demolish any building or structure in an
historic landmark designation in violation of the provisions of
this article. The City, in addition to other remedies, may
institute any appropriate action or proceedings to prevent such
unlawful construction, reconstruction, significant alteration or
demolition, to restrain, correct, or abate such violation, to
prevent any illegal act, business, or maintenance in and about
such premises, including acquisition of the property.
B. Any person, firm or corporation violating any provision
of this article shall be guilty of a misdemeanor, and shall be
deemed guilty of a separate offense for each day or portion
thereof during which any violation hereof is committed, continues
or is permitted, and upon conviction of anysuch violation shall
be punishable by a fine notto exceed two hundred dollars ($200)
per offense.
Sec. 6 -131. Notice.
Any notice required to be given under this article, if not
actually delivered, shall be given by depositing the same in the
United States mail, postage prepaid, addressed to the person or
entity to whom such notice is to be given to an owner or owners
of property, such notice, delivered or mailed by certified or
registered mail, may be addressed to such owner or owners who
have rendered their said property for City taxes as the ownership
appears on the last approved City tax roll.
Secs. 6- 132 - -6 -140. Reserved.
9 -
6) Any proposed restrictions of activities on and uses of
property within the proposed historic district.
7) At such time that the proposed district is created, the
above information is to be collected on each building,
structure, site, area, or land within the district
indicated on the boundary map as being of importance
or value.
8) Consent in writing of seventy -five percent (75 %) or
more of the landowners who have property which lies
within the proposed historic district.
9) Considerthe effect of the proposed district on
existing and proposed utilities, streets, and other
public improvements.
B. Applications to increase the boundaries of an historic
district may be made if one or more of the following conditions
are met:
1) When buildings, structures, sites, areas or lands of
importance or value are related to the district and
are requested by their owner for inclusion.
2) When facts previously undisclosedto or unknown by the
Landmark Commission are revealed which indicate that a
particular building or site is possessed of special
architectural, cultural or historic importance or
value.
C. Applications to reduce the boundaries of an historic
district may be made when one or more of the following conditions
have been met:
1) When it canbe shown that a particular building, struc-
ture, site, area, or land has no historic, architectural
or cultural importance or value to the viability of the
district and where its location is such as not to de-
tract from the district by its exclusion.
2) When exclusion of buildings, structures, sites, areas
orlands is necessary for major new development that
would support either the architectural, historical,
archeological, or cultural character or economic
viability of the district, provided such development
does not detract from the district and the purposes of
historic preservation.
3) When it can be shown that no degradation of the district
either physical, historical, architectural, archeological
or cultural will result from exclusion of property from
the district.
D. Applications for inclusion or exclusion for property may
be made when either continued exclusion or inclusion of property
within the district would render it an economic hardship for
reasonable continuation in its present exterior form. In order
to establish such economic hardship, the owner must show that no
reasonable alternative use exists which allows the exterior of the
building to remain in its original style. In evaluating economic
return, the Landmark Commission may request the owner to document
the value, rents, returns, tax burden, and /or contracts, pertaining
to the property.
Sec. 6 -145. Criteria for Designation of Historic Districts.
In evaluating applications for historic districts, the
Historic Landmark Commission shall consider Sections 6 -123 and
11 -
6 -144 of this article. If the Historic Landmark Commission
recommends the establishment of an historic district or districts,
it shall cause to be prepared an Historic District Designation
Ordinance which shall contain, but shall not be limited to, the
following:
a) A statement of purpose, setting forth the Commission's
reasons for recommending designation of the district;
b) A legal description of theboundaries of the district;
c) Findings that support the criteria required in Sections
6 -123 and 6 -144 of this article, if applicable, that
establish the particular importance or value of the
district;
d) Recommendations for the protection and preservation of
the district referred to herein as District Preservation
Plan.
Sec. 6 -146. District Preservation Plan.
The District Preservation Plan shall include but shall not be
limited to the following:
a) Classification of Uses. The Commission may examine the
uses existing within the district in terms of their
individual and continued effect upon the character,
safety, economic and physical impact of the district
and may recommend alterationsin or additions to any
existing regulations.
b) Building Code Regulations. The Commission may review
andrecommend any amendments to the building regulations
it feels necessary to preserve the architectural and
historic integrity and authenticity of structures within
eachsuch district.
c) Sign Regulations. The Commission may recommend sign
regulations for each such district concerning size,
location, type and construction it feels appropriate.
d) Parking Regulations. The Commission may review the
parking regulations in existence in the district and
recommend any changes in numbers or location of on-
street and off - street parking requirements it feels
necessaryto enhance the district. It shall review
the adequacy of parking facilities in or affecting the
district and may offer recommendations for such public
and /or private parking lots, garages or structures it
deems to be in the best overall interest of the district.
e) Architectural Regulations. As a guide for those seeking
a Certificate of Appropriatenesspursuant to Section
6 -128, the Historic LandmarkCommission may, in keeping
with the significant architectural, historic, or cultural
elements of eachsuch district recommend regulations
affecting the exterior of the building, including, but
not limited to, the following:
1) Acceptable materials for new construction such as
stucco, masonry, metal and glass curtain;
2) Appropriate architectural character, scale and
detail for new construction;
3) Acceptable appurtenances to newand existing
structures such as gables, parapets, balconies
and dormers;
MWM
4) Acceptable accessories onnew or existing structures
such as light fixtures, gas lights, canopies, exterior
carpentry, banners, flags and projections, fences,
if any;
S) Acceptable textures and ornamentation such as paint
colors and types, use of wood, stone, metal, plaster,
plastics and other man -made materials, use of
shutters, wrought iron, cast iron, finishes of metal,
colorsof glass, such as silver, gold, bronze, smoke,
and other details or architectural ornamentation;
6) Such other building regulations which would have
impact on either new or existing buildings such as
wiring, firewalls, sprinklers, use of flammable
materials, requirements for fire escapes, multiple
entrances and exits, and other exterior features.
7) For those properties which are sites, areas, lands,
buildings, structure or vacant lots which are not
of historical, architectural, or cultural importance
or value, development or redevelopment shall be in
accordance with the Historic District Preservation
Plan as to materials, scale and detail, appurtenances,
textures, ornamentation and accessories, and shall
comply with existing regulations.
Sec. 6 -147. Administrative Requirements of LandmarkCommission.
A. When the Historic Landmark Commission considers an area
as a possible historical district, it shall, prior to rendering
its final recommendation and report, submit its report, including
the District Preservation Plan or a proposed ordinance amendment
to all City departments, boards and commissions and other public
agencies directly affected.
B. In addition, it shall, and prior to rendering its final
recommendation, make the plan available to the landowners in the
proposed district. In the event the area under consideration has
established an historic district committee, the Commission may
include the comments of such committee in its final report. If
appropriate and desired, the Commission should recommend that
the City Council adopt the restrictions to assure that future
public investment complies with the terms of the district.
Sec. 6 -148. Changes in Provisions Herein.
Such regulations, restrictions, and boundaries may from
time to time be amended, supplemented, changed, modified, or
repealed with approval of the City Council.
Secs. 6- 149 - -6 -160. Reserved.
2.
That if any section, paragraph, sentence, clause, phrase or
word of this ordinance shall be declared unconstitutional or
invalid for any purpose, the remainder of this ordinance shall
not be affected thereby.
3.
That the City Secretary is directed to publish this
ordinance in some newspaper of general circulation in the City
of Bryan once a week for two consecutive weeks in compliance
with the provisions of Section 9 of the City Charter.
M
4.
That this ordinance shall become effective from and after
its passage and publication as required by law.
PRESENTED AND
tip 1981,
Council of the City
passed and approved
by a vote of S'
meeting of the City
ATTEST:
GIVEN first,reading the J day of
at a e meeting of the City
of Bryan, Texas; and given second reading,
on the 3 y day of , 1981 ,
ayes and nays at
Council of the City of Bryan, Texas.
J l I- c I11 1
Joe E. Evans, City Secretary
APPROVED AS TO FORM:
Larry A. C tlin
Acting Cit Attorney
14 -
Richard A. Smith, Mayor
I, JOE E. EVANS, City Secretary of the City of Bryan, Texas, do
hereby certify that the attached Ordinance #415 was published in
The Eagle, a newspaper of general circulation in the City of Bryan, in
the manner and as provided by the laws of the State of Texas and in the
Charter of the City of Bryan; said publication being on the 29th
day of March A.D. 1981 . and the 5th day of April,
1981.
Joe E. WvansN City Secretary
City of Bryan, Texas
SEAL)
AFFIDAVIT OF PUBLICATION
THE STATE OF TEXAS
COUNTY OF BRAZOS
23 April 19 81 personally, appeared before me, the undersigned,
On this — ______— day of - - - - -__ - - --
a Notary Public in and for said county and state, _— __ —_ —_
Linda Corgi bookkeeper__— _- - -__ —_
of THE EAG LE, a newspaper published at Bryan, County of Brazos, State of Texas, who, being by me duly sworn, on
ordinance amending chap. 6
oath, states that: --- - -- - --
was published in said newspaper in _-2 issues thereof on the following dates
19151_.
Subscribed and sworn to before me, this the 23 day, of _ r 1
Bra — —
t I '
otary Pu ic, Brazos County, US
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OubliCNiun. This "dlnanM
Georgetown’s Code
CHAPTER 2.50. HISTORIC AND ARCHITECTURAL REVIEW COMMISSION [7]
Sec. 2.50.010. Creation; Membership; Qualifications.
Secs. 2.50.020, 2.50.030. Reserved.
Sec. 2.50.040. Powers and duties.
Sec. 2.50.050. Delegation of authority.
Sec. 2.50.010. Creation; Membership; Qualifications.
There is created and established for the City Historic and Architectural Review
Commission, herein called the HARC, to be composed of not less than seven regular
members with at least two members being property owners in the historic Downtown Overlay
District. All of the seven members shall be either registered voters of the City or owners of
real property that is designated as historic, either in the City's historic survey or with a state
or federal historic designation, and located within the Downtown or Old Town Overlay
Districts. Those members that are Georgetown-registered voters must have resided within
the City for one year preceding their appointment. Any current Commission member that
does not meet these eligibility criteria shall be able to finish their current term of office.
A.
The City Council shall also appoint up to three persons who would be
qualified to serve on the HARC as Commissioners-in-Training.
Commissioners-in-Training shall not serve as alternates or as proxies for any
Commissioner, but Commissioners-in-Training shall be eligible to be
appointed to the position of Commissioner upon the expiration of the term of
a regular Commissioner or upon the creation of a vacancy on the
Commission.
B.
Whenever possible, the HARC shall include a majority of persons from each
of the following categories having a demonstrated interest in the downtown
area or skills in design review, with a maximum of two from each category:
1.
Licensed architect;
2.
Landscape architect, professional planner or urban designer;
3.
Historian or person with expertise in historic preservation;
4.
Developer, contractor or realtor; and
5.
Property owner or non-owner tenant within the Downtown Overlay
District.
C.
Individual members of the Commission may meet one or more of the
categories above. Persons at large with an interest in historic preservation or
urban design shall be appointed to the Commission to fill any remaining
appointments.
D.
The City's Director of Planning and Development is hereby designated
Historic Preservation Officer and shall have as a principal duty the
administration of this chapter and the coordination of the City's various efforts
and programs furthering historic preservation.
E.
Annual training shall be mandatory for all members of the HARC. Such
training may include special orientation and training sessions for
commissioners and staff members who participate in design review. Staff
shall prepare a briefing that explains the specific training topics to those
HARC members who, for legitimate reasons, miss a scheduled training
session.
F.
This Chapter supplements the provisions of Code of Ordinances Chapter
2.36 City Commissions, Committees, and Boards.
(Ord. No. 2011-20, § 2(Exh. D); Ord. No. 2010-21, § 2)
Secs. 2.50.020, 2.50.030. Reserved.
Editor's note—
Ord. No. 2011-20, § 2(Exh. D), adopted May 10, 2011, repealed the former Sections
2.50.020 and 2.50.030 in their entirety, which pertained to terms and organization,
respectively, and derived from Ord. No. 2010-21, § 2
Sec. 2.50.040. Powers and duties.
The HARC has the power and it shall be its duty:
A.
To make recommendations to the City Council on the designation of historic
sites or districts;
B.
To act and assist the City Council in formulating design guidelines and other
supplemental materials relevant to historic preservation or design review;
C.
To approve or disapprove Certificates of Design compliance; and
D.
To render advice and guidance, upon request of the property owner or
occupant, on new construction or the restoration, alteration or maintenance
of any historic resource or other building within the districts; and
E.
To perform any other functions requested by the City Council.
(Ord. No. 2010-21, § 2)
Sec. 2.50.050. Delegation of authority.
A.
The HARC shall have the express authority to delegate review of minor projects (as
defined by majority vote of the HARC) to either:
1.
A subcommittee of the HARC composed of at least three members; or
2.
City staff as designated by the City Manager.
B.
Any permit issued pursuant to such delegation of authority shall require the signature
of the chair or vice-chair of the HARC and any denial may be appealed to the full
HARC.
(Ord. No. 2010-21, § 2)
CHAPTER 2.112. ARTS AND CULTURE BOARD [17]
Sec. 2.112.010. Created; membership.
Sec. 2.112.020. Purpose.
Secs. 2.112.030—2.112.080. Reserved.
Sec. 2.112.010. Created; membership.
A.
There is hereby created the Arts and Culture Board of the City (the "Board"). This
Chapter supplements the provisions of Code of Ordinances Chapter 2.36 City
Commissions, Committees, and Boards.
B.
The Board shall consist of seven members appointed in accordance with the City
Charter. Members should represent a broad spectrum of citizens including artists and
those with a background in the arts, arts organizations and businesses, education,
structural and landscape architecture. All Members shall reside in the corporate City
limits or extra-territorial jurisdiction of the City. If possible, one member shall be an
authorized representative of the Georgetown Independent School District and one
member shall be an authorized representative of Southwestern University.
C.
The Board members representing the Georgetown Independent School District or
Southwestern University may appoint an alternate to attend the Board meetings and
to vote in the member's place, provided that:
1.
The Board member prepares a written letter or statement to the Board
designating the name of their alternate before the meeting(s) at which the
alternate will be representing the Board member; and
2.
The alternate is also an employee or authorized representative of the same
entity that the Board member represents and is otherwise qualified to serve.
(Ord. No. 2011-20, § 2(Exh. O))
Sec. 2.112.020. Purpose.
A.
The mission of the Board is to enhance the cultural and aesthetic quality of life in
Georgetown by actively pursuing the placement of public art in public spaces and
serving to coordinate, promote and support public access to the arts. The arts are an
important part of the cultural and economic life of the entire community of
Georgetown and enrich the participants in the arts as well as those who observe
them.
B.
The Board shall operate in the general public interest serving the community as a
whole. It shall serve no special interests.
C.
The Arts and Culture Board shall be specifically responsible for, but not limited to, the
following:
1.
The Board shall ensure the arts continue to be of value as an integral part of
Georgetown;
2.
The Board in its first year will propose to City Council a set of guidelines and
standards by which it will review all future art projects, staying consistent with
all existing codes, guidelines and policies;
3.
The Board will seek to improve communication and organization of the
activities in the arts community of Georgetown;
4.
The Board shall promote the arts in Georgetown to enrich the lives of its
citizens through education and demonstration;
5.
The Board may assist the City Council, the Georgetown Parks and
Recreation Board, Historic and Architectural Review Commission and the
Planning and Zoning Commission in using public art to enhance existing
development in public parks and other public lands and in public structures;
6.
The Board shall advise other City commissions and committees and City
departments regarding artistic components of all municipal projects under
consideration by the City. The Board may also serve as a resource for artistic
components of private developments;
7.
The Board shall develop and recommend to the City Council policies and
programs that would enhance and encourage the planning, placement and
maintenance of public displays of art in locations open to the public within the
community.
8.
The Board shall encourage connections with other local, regional and
national organizations working for the benefit of art and preservation of
artistic values, and other similar activities;
9.
The Board shall recognize and encourage groups and organizations that
enrich Georgetown life by bringing cultural and artistic values and artifacts to
the City; and
10.
The Board shall pursue funding, including gifts and grants for support of arts
program s and activities and the procurement of public art.
(Ord. No. 2011-20, § 2(Exh. O))
Secs. 2.112.030—2.112.080. Reserved.
EXECUTIVE SESSION
a. Section 551.087. Deliberation Regarding Economic Development Negotiations (1) to
discuss or deliberate regarding commercial or financial information that the
governmental body has received from a business prospect that the governmental body
seeks to have locate, stay, or expand in or near the territory of the governmental body
and with which the governmental body is conducting economic development
negotiations; or (2) to deliberate the offer of a financial or other incentive to a
business prospect described by Subdivision (1). Maguire Partners -Solana Land, L.P.,
related to Centurion’s development known as Entrada
b. Section 551.071 (2) Consultation with Attorney on a matter in wh ich the duty of the
attorney to the governmental body under the Texas Disciplinary Rules of Professional
Conduct of the State Bar of Texas clearly conflicts with the Chapter including but are not
limited to the following: Town of Westlake Certificate of Convenience & Necessity (CCN)
for water and sewer service.
c. Section 551.071(2) Consultation with Attorney - to seek advice of counsel on legal
matters involving pending or contemplated litigation, settlement offers, or other legal
matters not related directly to litigation or settlement. Pending or contemplated litigation
and settlement offers include but are not limited to the following: Trophy Club Municipal
District Number 1
Town of Westlake
Item # 8 –
Executive Session
Town of Westlake
Item # 9 – Reconvene
Meeting
The Council will conduct a closed session pursuant to Texas Government Code, annotated,
Chapter 551, Subchapter D for the following:
a. Section 551.087. Deliberation Regarding Economic Development Negotiations (1) to
discuss or deliberate regarding commercial or financial information that the
governmental body has received from a business prospect that the governmental body
seeks to have locate, stay, or expand in or near the territory of the governmental body
and with which the governmental body is conducting economic development
negotiations; or (2) to deliberate the offer of a financial or other incentive to a
business prospect described by Subdivision (1). Maguire Partners-Solana Land, L.P.,
related to Centurion’s development known as Entrada
b. Section 551.071 (2) Consultation with Attorney on a matter in which the duty of the
attorney to the governmental body under the Texas Disciplinary Rules of Professional
Conduct of the State Bar of Texas clearly conflicts with the Chapter including but are not
limited to the following: Town of Westlake Certificate of Convenience & Necessity (CCN)
for water and sewer service.
c. Section 551.071(2) Consultation with Attorney - to seek advice of counsel on legal
matters involving pending or contemplated litigation, settlement offers, or other legal
matters not related directly to litigation or settlement. Pending or contemplated litigation
and settlement offers include but are not limited to the following: Trophy Club Municipal
District Number 1
Town of Westlake
Item # 10 – Take any
Necessary Action, if
necessary
COUNCIL RECAP / STAFF DIRECTION
Town of Westlake
Item #11
Council Recap /
Staff Direction
Town of Westlake
Item # 12 –
Workshop
Adjournment
Back up material has not
been provided for this item.
CITIZEN PRESENTATIONS AND RECOGNITIONS: This is an opportunity for citizens to
address the Council on any matter whether or not it is posted on the agenda. The Council
cannot by law take action nor have any discussion or deliberations on any presentation made to
the Council at this time concerning an item not listed on the agenda. The Council will receive
the information, ask staff to review the matter, or an item may be noticed on a future agenda
for deliberation or action.
Town of Westlake
Item # 2 – Citizen’s
Presentations and
recognitions
CONSENT AGENDA: All items listed below are considered routine by the Town Council
and will be enacted with one motion. There will be no separate discussion of items
unless a Council Member or citizen so requests, in which event the item will be removed
from the general order of business and considered in its normal sequence.
a. Consider approval of the minutes from the August 25, 2014, meeting.
b. Consider approval of Resolution 14-29, Appointing a new member to the
Planning & Zoning Commission.
c. Consider approval of Resolution 14-30, Appointing a new member to the
Westlake Academy Foundation.
d. Consider approval of Resolution 14-31, Adopting the Balanced Scorecard Poster
Board containing the vision, values, and mission statements, the strategy map,
performance measures and strategic initiatives.
e. Consider approval of Resolution 14-32, Approving an Economic Incentive
Agreement with the Marriott Solana
f. Consider approval of Resolution 14-33, Authorizing the Town Manager to
execute a Change Order to increase the contract time of the 1 MG Ground
Storage Tank project with RAMA General Contracting by 41 working days.
g. Consider approval of Ordinance 734, Amending Chapter 98, Vegetation, Article
III, Landscape Requirements, Section 98-83, Sub-Section (C) Irrigation
Conservation.
h. Consider approval of Ordinance 735, Amending Chapter 94, Utilities, Article II,
Water and Wastewater, Section 94-33, Drought Contingency.
Town of Westlake
Item # 3 – Consent
Agenda
Town Council Minutes
08/25/14
Page 1 of 6
MINUTES OF THE
TOWN OF WESTLAKE, TEXAS
TOWN COUNCIL MEETING
August 25, 2014
PRESENT: Mayor Laura Wheat and Council Members, Michael Barrett, Alesa Belvedere,
Carol Langdon, Rick Rennhack, and Wayne Stoltenberg.
ABSENT:
OTHERS PRESENT: Town Manager Tom Brymer, Town Secretary Kelly Edwards, Town
Attorney L. Stanton Lowry, Finance Director Debbie Piper, Director
of Facilities and Parks & Recreation Troy Meyer, Fire Chief Richard
Whitten, Planning and Development Director Eddie Edwards,
Director of HR & Administrative Services Todd Wood, Director of
Information & Technology Jason Power, and Susan McFarland,
Communications Specialist.
Work Session
1. CALL TO ORDER
Mayor Wheat called the work session to order at 5:22 p.m.
2. PLEDGE OF ALLEGIANCE
Mayor Wheat led the pledge of allegiance to the United States and Texas flags.
3. REVIEW OF CONSENT AGENDA ITEMS FOR THE AUGUST 25, 2014, TOWN
COUNCIL REGULAR MEETING AGENDA.
No additional discussion.
Town Council Minutes
08/25/14
Page 2 of 6
4. EXECUTIVE SESSION
The Council convened into executive session at 5:32 p.m.
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Section 551.074(a)(1): Deliberation Regarding Personnel Matters – to deliberate
the appointment, employment, evaluation, reassignment, duties, of a public
officer or employee: Town Manager
5. RECONVENE MEETING
Mayor Wheat reconvened the meeting at 8:10 p.m.
6. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
No action taken.
7. DISCUSSION ITEMS
a. Discussion regarding Various Annual Advisory Board and Commission Member
Appointments and the Number of Auxiliary Boards.
Town Manager Brymer and Town Secretary Edwards provided an overview and
update of the item.
Discussion ensued regarding possible applicants, the Public Arts and Historical
boards, current community events, the number of events, missions and scope of
work/direction and scheduling a work session for additional discussion.
b. Standing Item: Update and discussion regarding the Granada and Entrada
Developments including the Entrada Public Improvement District (PID).
Mr. Mehrdad Moayedi provided an overview and current status of the Entrada
development stating he believes this will be destination place for citizens. They
have been in contact with various restaurants and a hotel chain.
Mr. Moayedi stated that Granada subdivision is proceeding as scheduled and has
secured builders. Entrada would begin work prior to securing the PID financing.
Discussion ensued regarding the timeline for the subdivision wall and pedestrian
trail, Public Improvement District (PID) financing, the Entrada project timeline,
and that there is not exclusive real estate company to represent Entrada.
Town Council Minutes
08/25/14
Page 3 of 6
c. Standing Item: Update and discussion regarding Westlake Academy Phase I
expansion project and enrollment projections.
Director Meyer provided a presentation and overview regarding the construction
project.
Discussion ensued regarding project revenues, contingency funds, punch list
items, and the campus traffic flow.
d. Discussion regarding the proposed Fiscal Year 2014-2015 Municipal Budget and
Five Year Capital Improvement Plan.
Director Piper provided an update of item and revisions made as recommended
during the budget work session.
Discussion ensued regarding TxDOT, Ottinger Road crossing at State Highway
170, improvements to the small bridge on Ottinger Road, and the proposed trail
head along Ottinger Road.
8. EXECUTIVE SESSION
The Council did not convene into executive session.
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Section 551.087. Deliberation Regarding Economic Development Negotiations
(1) to discuss or deliberate regarding commercial or financial information that
the governmental body has received from a business prospect that the
governmental body seeks to have locate, stay, or expand in or near the territory
of the governmental body and with which the governmental body is conducting
economic development negotiations; or (2) to deliberate the offer of a financial
or other incentive to a business prospect described by Subdivision (1). Maguire
Partners-Solana Land, L.P., related to Centurion’s development known as Entrada
b. Section 551.071 (2) Consultation with Attorney on a matter in which the duty of
the attorney to the governmental body under the Texas Disciplinary Rules of
Professional Conduct of the State Bar of Texas clearly conflicts with the Chapter
including but are not limited to the following: Town of Westlake Certificate of
Convenience & Necessity (CCN) for water and sewer service.
c. Section 551.071(2) Consultation with Attorney - to seek advice of counsel on
legal matters involving pending or contemplated litigation, settlement offers, or
other legal matters not related directly to litigation or settlement. Pending or
contemplated litigation and settlement offers include but are not limited to the
following: Trophy Club Municipal District Number 1
Town Council Minutes
08/25/14
Page 4 of 6
9. RECONVENE MEETING
10. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
11. COUNCIL RECAP / STAFF DIRECTION
Work session to discuss advisory and auxiliary boards’ missions and scope of work.
12. ADJOURNMENT
Mayor Wheat adjourned the work session at 9:00 p.m.
Regular Session
1. CALL TO ORDER
Mayor called the regular session to order at 9:00 p.m., with Council Member Langdon
absent.
2. CITIZEN PRESENTATIONS AND RECOGNITIONS
No one addressed the Council.
3. CONSENT AGENDA
a. Consider approval of the minutes from the June 16, 2014, meeting.
b. Consider approval of the minutes from the July 21, 2014, meeting.
c. Consider approval of the minutes from the August 8, 2014, meeting.
d. Consider approval of the minutes from the August 11, 2014, meeting.
e. Consider approval of Resolution 14-24, Awarding the bid to DH Marketing for
the Purchase and Installation of an Outdoor Warning Siren System and
Authorizing the Town Manager to Execute a Contract.
f. Consider approval of Resolution 14-25, Approving a contract with M&S
Technologies to purchase a replacement network firewall.
g. Consider approval of Resolution 14-26, Appointing a new member to Planning
& Zoning Commission Members.
h. Consider approval of Resolution 14-27, to Amend of the Bylaws of the
Westlake Academy Foundation allowing directors to serve a (3) three year
staggered term.
Town Council Minutes
08/25/14
Page 5 of 6
MOTION: Council Member Stoltenberg made a motion to approve consent
agenda. Council Member Belvedere seconded the motion. The
motion carried by a vote of 4-0.
4. EXECUTIVE SESSION
The Council convened into executive session at 9:01 p.m.
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Section 551.087. Deliberation Regarding Economic Development Negotiations (1)
to discuss or deliberate regarding commercial or financial information that the
governmental body has received from a business prospect that the governmental
body seeks to have locate, stay, or expand in or near the territory of the
governmental body and with which the governmental body is conducting economic
development negotiations; or (2) to deliberate the offer of a financial or other
incentive to a business prospect described by Subdivision (1). Maguire Partners-
Solana Land, L.P., related to Centurion’s development known as Entrada
b. Section 551.071 (2) Consultation with Attorney on a matter in which the duty of the
attorney to the governmental body under the Texas Disciplinary Rules of
Professional Conduct of the State Bar of Texas clearly conflicts with the Chapter
including but are not limited to the following: Town of Westlake Certificate of
Convenience & Necessity (CCN) for water and sewer service.
c. Section 551.071(2) Consultation with Attorney - to seek advice of counsel on legal
matters involving pending or contemplated litigation, settlement offers, or other
legal matters not related directly to litigation or settlement. Pending or
contemplated litigation and settlement offers include but are not limited to the
following: Trophy Club Municipal District Number 1
d. Section 551.074(a)(1): Deliberation Regarding Personnel Matters – to deliberate the
appointment, employment, evaluation, reassignment, duties, of a public officer or
employee: Town Manager
5. RECONVENE MEETING
Mayor Wheat reconvened the meeting at 9:55 p.m.
Town Council Minutes
08/25/14
Page 6 of 6
6. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
MOTION: Council Member Rennhack made a motion to approve Resolution
14-28, Approving the Assignment of the Rights, Covenants and
Obligations of The Economic Development Program Agreement
Dated April 22, 2013 and a Development and Subdivision
Improvement Agreement Dated October 28, 2013 From Marquis
Westlake Development, Inc., to Maguire Partners – Solana Land,
L.P. and Authorizing the Mayor to Approve the Assignment on
behalf of the Town. Council Member Barrett seconded the motion.
The motion carried by a vote of 4-0.
7. FUTURE AGENDA ITEMS
- None
8. COUNCIL CALENDAR
9. ADJOURNMENT
There being no further business before the Council, Mayor Wheat asked for a motion to
adjourn the meeting.
MOTION: Council Member Rennhack made a motion to adjourn the meeting.
Council Member Belvedere seconded the motion. The motion
carried by a vote of 4-0.
Mayor Wheat adjourned the meeting at 9:58 p.m.
APPROVED BY THE TOWN COUNCIL ON SEPTEMBER 22, 2014.
ATTEST: _____________________________
Laura Wheat, Mayor
_____________________________
Kelly Edwards, Town Secretary
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Regular Meeting - Consent
Westlake Town Council Meeting
Monday, September 22, 2014
TOPIC: Consider approval of a Resolution Appointing a new member to Planning
& Zoning Commission.
STAFF CONTACT: Kelly Edwards, Town Secretary
DECISION POINTS
Start Date Completion Date
Timeframe: 09/22/2014 09/22/14
Funding: Amount - $0.00 Status- Funded Source- N/A
Decision Alignment
VVM Perspective Desired Outcome
Sense of Place Customer Focus CF.Enhance and Maintain a Sense
of Community
Strategic Issue Outcome
Strategy Staff Action
N/A N/A N/A
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 2
EXECUTIVE SUMMARY
We received one application for the Planning and Zoning Commission from Liz Garvin that is
attached for your review. Current view of the Commission:
Bill Greenwood Chairman 06/2015
Michelle Lee 06/2016
Vacant (WC) 06/2016
Vacant (AH) 06/2016
Tim Brittan 06/2015
Sharon Sanden Alternate 1 06/2016
Ryan Groce Alternate 2 06/2015
ORGANIZATIONAL HISTORY/RECOMMENDATION
Staff recommends approval of this resolution to appoint a new member to the Planning and
Zoning Commission
ATTACHMENTS
Liz Garvin’s application
Resolution
Resolution 14-29
Page 1 of 2
TOWN OF WESTLAKE
RESOLUTION NO. 14-29
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
APPOINTING A MEMBER TO THE PLANNING AND ZONING COMMISSION.
WHEREAS, Currently a vacancy exist on the Planning and Zoning Commission; and
WHEREAS, the Town Council has received an application for consideration of appointment;
and
WHEREAS, the meeting at which this Resolution was considered was open to the public as
required by law, and public notice of the time, place, and subject of the meeting has been given in
accordance with Chapter 551, Government Code; and
WHEREAS, the Town Council finds that the passage of this Resolution is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE, TEXAS:
SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true and correct
and are incorporated herein by reference as if copied in their entirety.
SECTION 2: That the Town Council of the Town of Westlake does hereby appoint the
following individual to serve as a member of the Planning and Zoning Commission for the term noted
below:
Elizabeth (Liz) Garvin- term expiring June 2016.
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid by any
court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the
Council hereby determines that it would have adopted this Resolution without the invalid provision.
Resolution 14-29
Page 2 of 2
SECTION 4: That this resolution shall become effective from and after its date of passage.
PASSED AND APPROVED ON THIS 22nd DAY OF SEPTEMBER 2014.
___________________________________
Laura Wheat, Mayor
ATTEST:
________________________________ ________________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
_________________________________
L. Stanton Lowry, Town Attorney
APPLICATION FOR APPOINTMENT
This application and its contents is a Public Record
t
Town of Westlake " 3 Village Circle, Suite 202 * Westlake Tx 76262
Tel: (817) 430-0941 * Fax (817) 430-1812
www.westiake-tx.org Email:town halla@westlake-tx.org
Position Sought (pleaser t
Economic Development Corporation Historical Preservation Society
�'•.; Planning and Zoning Commission Texas Student Housing Authority
Tree City LISA Advisory Committee F7 Public Art Society of Westlake
Westlake Academy Foundation Board Other:
Applicant Information
Applicant's Name: ;2 a j ' 2 ' !
Address:
City, State, Zip:--.We s-4-4 k-r x ?L2 Z(P 2
How Long Have You Lived At This Address?
Email Address: 'ryV
Home Phone# : Fax#:
Work Phone# : Cell#:
Occupation Experience/Degrees held: - r- hl
&
a e ia.- W' ael 4
+n
Why do you wa t to serve on this committee?
000( -10 nalwoc WiI4
-��-
Do you have y political conflicts of interest? �
Do you have any related experience? A,5 oh d d [?
i e)1Vg + x
-Bo s�
What do you(feel you have to offer this committee? aG Q
� �f
'CF
Signature of Applicant: [
Dated: -�
Office Use Only
Received By: Date:
Application dor Appolntmenl 0412010
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Regular Meeting - Consent
Westlake Town Council Meeting
Monday, September 22, 2014
TOPIC: Consider approval of a Resolution Appointing a new member to Westlake
Academy Foundation.
STAFF CONTACT: Kelly Edwards, Town Secretary
DECISION POINTS
Start Date Completion Date
Timeframe: 09/22/2014 09/22/14
Funding: Amount - $0.00 Status- Funded Source- N/A
Decision Alignment
VVM Perspective Desired Outcome
Sense of Place Customer Focus CF.Enhance and Maintain a Sense
of Community
Strategic Issue Outcome
Strategy Staff Action
N/A N/A N/A
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 2
EXECUTIVE SUMMARY
We received an application from the Foundation requesting approval of Chris Jeppesen
application to be appointed to the board. Current view of the board members:
Term Expiration
Ken Gorden June 2015
Bill Greenwood June 2015
Leah Rennhack June 2015
Andy Sedino June 2015
Vacant June 2015
Andrew Grieser June 2016
Kevin Hansen June 2016
Deborah Kraska June 2016
Karen Stoltenberg June 2016
Vacant June 2016
Vacant June 2017
Zan Jones June 2017
Sean Shope June 2017
Jeff Watson June 2017
Vacant June 2017
ORGANIZATIONAL HISTORY/RECOMMENDATION
The foundation recommends approval of this resolution to appoint a new member to the
Westlak e Academy Foundation.
ATTACHMENTS
Chris Jeppesen’s application
Resolution
Resolution 14-30
Page 1 of 2
TOWN OF WESTLAKE
RESOLUTION NO. 14-30
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS, APPOINTING TWO MEMBERS TO THE WESTLAKE ACADEMY
FOUNDATION BOARD.
WHEREAS, Currently, vacancies exist on the Westlake Academy Foundation board;
and
WHEREAS, the Town Council has received applications for consideration of
appointment; and
WHEREAS, the meeting at which this Resolution was considered was open to the
public as required by law, and public notice of the time, place, and subject of the meeting has
been given in accordance with Chapter 551, Government Code; and
WHEREAS, the Town Council finds that the passage of this Resolution is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true
and correct and are incorporated herein by reference as if copied in their entirety.
SECTION 2: That the Town Council of the Town of Westlake does hereby appoint the
following individuals to serve as members of the Westlake Academy Foundation board for the
term noted below :
Chris Jeppesen term expiring June 2017
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution 14-30
Page 2 of 2
SECTION 4: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 22nd DAY OF SEPTEMBER 2014.
___________________________________
Laura Wheat, Mayor
ATTEST:
____________________________________ __________________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________________
L. Stanton Lowry, Town Attorney
APPLICATION FOR APPOINTMENT
This applicaion €nd its contents is ca Public Record
Town of Westlake * 3 Tillage Circle, Shite 2032 * Westlake Tx 76262
Tel: (817) 430-0941 * Fax (817) 434-1812
v%Nvw,wes€lake-tx.org Email.townhall@westlake-tx.org
Economic Development Corporation Historical Preservation Society
Planning and Zoning Commission Texas Student Housing Authority
El 'free City IDSA Advisory Committee El Public Art Society of Westlake
IZIWestlake Academy Foundation Board Other:
MENEM
Applicant's Name: Chriian Bean jeperessen
Address:
City, State,Zip: Westlake, Tx 76262
How Long Have You Lived At This Address? 7
Email Address:
Dome Phone#: Fax
Work Phone : Gell
Occupation, ExperencelBegrees held: Chief ofAdvsorlatFirst Trust PcrtfioliosLP 8S Finance
_. __.. ---------------------------------- .
Why do you want to sande on this committee? t hope io be ante to cortabute in some manner to advance the foundaWns ar eri szt
Do you have any political conflicts of interest? none that 1 am aware of
Do you have any related experience? __ -- _-- _--
Just 2t7 years
'what do you feel you have to offer this committee? Not sure of where the greatest need is yet,but 1 nope to be able
to/overage ware work expefience wFhere the foundation needs the most help.
_ -, _ _.-._... _,.. _ _..
_ _
Signature of Applicant:
Dated: 712 12014 � ,....
Received By: mate:
Apg16caPon for Appointment 04,2010
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Regular Meeting - Consent
Westlake Town Council Meeting
Monday, September 22, 2014
TOPIC: Consider approval of a Resolution Adopting the Balanced Scorecard
Poster Board containing the vision, values, and mission statements, the
strategy map, performance measures and strategic initiatives.
STAFF CONTACT: Tom Brymer, Town Manager
Amanda DeGan, Assistant Town Manager
DECISION POINTS
Start Date Completion Date
Timeframe: September 22, 2014 TBD
Funding: Amount - 0 Status- Funded Source - N/A
Decision Alignment
VVM Perspective Desired Outcome
Exemplary
Governance Customer Focus CF.Promote Best Practice Policy
Governance
Strategic Issue Outcome
Strategy Staff Action
N/A N/A N/A
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 2
EXECUTIVE SUMMARY
As we finalize the Council and staff discussions regarding our strategic direction for the
community, we have compiled a comprehensive ‘poster board’ that contains the following:
• Community vision, values and mission statements
• Strategic Themes
• Performance Measures
• Initiatives
All these components combine to create a strategic direction for the Town of Westlake, which
will help guide us as we implement the programs and concepts developed during our year-long
update of our existing strategic planning document. The poster board is designed to convey our
‘strategic story’ for the Town should any resident or stakeholder access the document via our
website or review the printed information. The approved strategy map is shown below and is
also depicted on the poster:
The performance measures and initiatives were presented to the Council on May 19, 2014 and
have been updated to reflect the direction staff received during this discussion. Once this is
approved, we will begin compiling the data associated with the performance measures and
transferring this into an online tool that will allow us to report out the progress in a dashboard
format for Council review.
ORGANIZATIONAL HISTORY/RECOMMENDATION
Approval of the Balanced Scorecard Poster
ATTACHMENTS
Balanced Scorecard Poster
Resolution 14-31
Page 1 of 2
TOWN OF WESTLAKE
RESOLUTION 14-31
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS, APPROVING AND ADOPTING A BALANCED SCORECARD SYSTEM
(STRATEGIC PLAN) FOR THE TOWN.
WHEREAS, the Westlake Town Council has determined that effective governance of
the Town of Westlake requires a focused effort which can best be provided by a comprehensive
governance system formulated by the Council-staff team; and,
WHEREAS, the Westlake Town Council has invested significant Council and staff time
in an off-site planning retreat as well as subsequent workshops to review and draft updated
vision, values, and mission statements to guide the creation of strategic themes, intended results,
a strategy map, performance measures and initiatives; and,
WHEREAS, the Town Council has determined that this strategic governance system
allows for a focused review of the Council’s priorities for the Town of Westlake, as well as the
allocation of Council and staff time and resources to pursue those priorities; and,
WHEREAS, the Town Council finds that approving this Balanced Scorecard Poster with
the Strategy Map provides opportunities to measure implementation of the plan, integrate it with
other governance and management processes, and shall be routinely reviewed by the Council for
any updates and/or revisions that the Council determines are necessary to make the plan as
effective as possible; and
WHEREAS, the Town Council finds that the passage of this Resolution is in the best
interest of the citizens of Westlake .
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true
and correct and are incorporated herein by reference as if copied in their entirety
SECTION 2: That , the Town Council of the Town of Westlake, Texas, hereby approves
the attached Town of Westlake Balanced Scorecard Strategic Planning and Management System
attached to this resolution as Exhibit “A.
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution 14-31
Page 2 of 2
SECTION 4: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 22nd DAY OF SEPTEMBER 2014.
ATTEST: _____________________________
Laura L. Wheat, Mayor
____________________________ ______________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
Town of Westlake
Balanced Scorecard Strategic Planning & Management System
Mission & Vision Objectives Performance Measures Strategic Initiatives
Vision
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.
Mission
Westlake is 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.
Perspective: Citizen, Student, & Stakeholders (CSS)
Preserve Desirability
& Quality of Life
• Alignment between comp plan, zoning & dev. regulations • Ratio of exemplary schools in/around Westlake • Enrollment composite (capacity vs. wait list) • Student successes from WA • Percentage of change in property values • Direction Finder survey results
• Bi-annual survey administration • Comprehensive plan project review • Update development regulations • Quarterly review of development impact on WA • Annual review of admissions rqrmts & policy • Annual review of capacity to reinvest in infrastructure and community assets • Administration of necessary exams & college entrance exams • Create benchmark/peer schools list • LEAD integration & development • Neighborhood meetings & discussions • Maintenance of municipal & academic websites • Continued mixed-media development • Laserfiche implementation-organizational wide • Create corporate citizen survey • Investigate use of off year or online survey tools (targeted) • Academy website redevelopment • Continuation of new residents welcome packets • Business outreach program • Market/Expand awareness of Westlake: nationally/statewide (through ads, CVB, etc.) • Comprehensive review of community events to promote engagement/attendance • Expansion of social media presence • Maintain receipt of various financial awards for both municipal and academic services • Increase efficiency of utility billing and processes • Institute auto bill pay for water services • E-billing for water services • Evaluate services & determine if appropriate fees • Fees increase at rate of inflation • 90% Blacksmith participation & increase avg. donation • Volunteers hours are greater than 25,000 per year • 80% of affiliate revenues spent within fiscal year • Increased TAD assessments • Consider exempt vs. non-exempt for employees • Educate stakeholders about our development and environmental goals • Tree preservation / reforestation • Codify and maintain organizational policies and procedures • Review internal processes to eliminate waste/redundancy • Strategy is defined, implemented, and reviewed routinely • Establish department level and personal Q2 time to identify priorities and work toward long range planning • Identify core duties that match our strategy • Review stop, start, continue exercise from WA to identify potential gains • Administration (continued) development of employee satisfactions survey • Track recruiting cycle • Pre-employment assessments/Updated job descriptions • Integration of HPO training opportunities through organization • Quality training opportunities relative to positions • Update and review of compensations plans • Utilize SchoolDude to track hours, repairs, etc. • Annual technology assessment for CIP • Annual review and update of facility plans • Contract with qualified consultants
Increase CSS
Satisfaction
• Attrition rate • Average length of time residents live in Westlake • Percentage of leavers (all) • External validation points (awards per year) • Direction Finder survey results • Percentage of violations issued to residents due to failure to meet development/code requirements
Strategic Themes & Results Perspective: Financial Stewardship
Theme: Natural Oasis
Result: Preserve and maintain
a perfect blend of the
community’s natural beauty.
Theme: Exemplary Service
& Governance
Result: We set the standard
by delivering unparalleled
municipal and educational
services at the lowest cost.
Theme: High Quality Planning,
Design, & Development
Result: We are a desirable, well
planned, high-quality community
that is distinguished by exemplary
design standards.
Theme: Exemplary Education –
Westlake Academy
Result: Westlake is an international
educational leader where each
individual’s potential is maximized.
Increase Financial
Capacity / Reserves
• Fund Balance • Quarterly financial report data
Increase Revenue
Streams
• Local revenue monitoring • Percent of revenues budgeted
Strategy Map Perspective: Municipal & Academic Operations
Maximize
Efficiencies &
Effectiveness
• Percentage of time spent on Q2 planning and implementation • Number of policies and procedures updated/passed/simplified (quarterly) • Number of internal processes reviewed and updated each quarter
Encourage
Westlake’s Unique
Sense of Place
• Percentage of first submission plans that meet environment/development goals • Percentage of CSS participation events/meetings
Increase
Transparency,
Accessibility &
Communications
• Increased survey completion (All) • DF survey (effectiveness of town communications, effort to keep residents informed, opportunities for public input and availability of town records. • Email/website statistics
Perspective: People, Facilities, & Technology
Attract, Recruit,
Retain & Develop
the Highest Quality
Workforce
• Percentage of qualified candidates within applicant pools • Time to fill positions • Percent of increased competency specific • Employee turnover rate • Employee satisfaction results
Improve
Technology,
Facilities &
Equipment
• Overtime vs. Comp time • Critical infrastructure downtime • Cost of repairs vs. replacement costs • Projected CSS growth
Optimize Planning &
Development
Capabilities
• DF survey results • Percentage of deadline compliance
Page 1 of 3
estlake Town Council
TYPE OF ACTION
Regular Meeting - Consent
Westlake Town Council Meeting
Monday, September 22, 2014
TOPIC: Consideration of a Resolution Approving an Economic Development
Agreement between the Town of Westlake and the Marriott Solana Hotel.
STAFF CONTACT: Debbie Piper, Finance Director
DECISION POINTS
Start Date Completion Date
Timeframe: October 1, 2014 September 30, 2015
Funding: Amount - $120,000 Status- Funded Source- Visitors Association Fund
Decision Alignment
VVM Perspective Desired Outcome
Service Excellence Financial Stewardship FS.Sustain Fiscal Health
Strategic Issue Outcome Strategy Staff Action
Fiscal Stewardship &
Organizational
Effectiveness
6. Maximize the service
provision level to our
customers through the use of
the shared services model,
public/private partnerships,
and implementation of
innovative inter -
governmental agreements.
SA 06.1: Seek Partnerships
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 3
EXECUTIVE SUMMARY
This proposed twelve (12) month economic development grant agreement includes both the
“Shuttle Bus Transportation Cost” as well as the “Incentive Program”. If approved, this would be
the fifth consecutive year that the Town has partnered with the Marriott Solana Hotel regarding the
“Incentive Program”. Prior to this, the Town participated in only the Hotel’s shuttle bus system
costs.
Below is a description of both portions of this proposed economic development grant that would
disburse hotel/motel occupancy tax funds from the Town to the Marriott Solana.
• Shuttle Bus Transportation Cost Participation. An amount of $80,000 has been
proposed in FY 14-15 budget for the Town’s participation in a portion of the operating cost
of Marriott providing shuttle bus service to its guests. This is the same amount adopted in
the prior year. Marriott Solana management has shared with Council in previous meetings
the importance this shuttle bus service has to this property maintaining its competitive
position in the local market, particularly competing with the Hilton at Southlake Town
Center and the Marriott at the Texas World Speedway. Marriot Solana management has
emphasized repeatedly to Council that this shuttle bus service is essential for this property to
succeed; both in terms of keeping its existing business bookings and in terms of growing its
income stream by marketing to new businesses. In addition to providing shuttle services to
and from DFW airport for Marriott Solana guests, this bus service also provides hotel guests
with transportation to area shopping/entertainment venues (Southlake Town Center) and
corporate training centers. The manager requested additional funds for this program but
upon review of the quarterly reports it appears the trips have reduced over the past year.
When questioned, the Marriott manager stated they did not have an airline contract in 2014
but they are still pursuing another airline for the remainder of the year and next year. Staff
is proposing the budget remain the same as the prior year until we see an upswing in the
number of trips made.
• Group Business Incentive Program. This portion of the agreement is $40,000 and has
been proposed in the FY 14-15 budget. Staff has worked with the Marriott Solana Hotel
manager on this economic development agreement in prior years and the program structure
was modified in the prior year to the following with a $10,000 minimum in room night
revenues. Marriott management has requested that amount be reduced to $5,000 minimum
in hopes of attracting weekend leisure groups more effectively.
o Proposed group business shall book a minimum of $5,000 in room night
revenue.
o A maximum of $5,000 is available to each group; however, the amount
provided is based on the following process:
• 10% of the room night revenue calculates the amount allowed, up to
a maximum of $5,000.
• The Town of Westlake shall receive sponsor recognition in all
correspondence and at the meeting/convention in an appropriate
manner.
Page 3 of 3
The total expended to -date for the “Incentive Program” is $12,752. Based on conversations with
the Marriott manager, there were some personnel issues during the past fiscal year but he feels
confident things will turn around. We have recently received information that the Marriott is
receiving a lot of activity for the fall and the incentive is making a difference. To-date we have two
contracts totaling approximately $9K to be paid out in FY 14-15. This proposed grant agreement
would be a reinvestment in the tourist sector of the Town’s economic development efforts (an
allowed use under State law for these hotel occupancy tax funds) which will allow the Marriott
Solana to more effectively compete in a recovering, but still very competitive hotel market. This
proposed agreement continues the requirement for performance measures to be included in required
quarterly reports submitted by the Marriott Solana to the Town. These reports will be important for
evaluating the success and impact of this economic development grant on: 1.) maintaining this
important Town revenue stream and 2.) growing this revenue stream in a challenging and highly
competitive economic environment.
In is important to recognize that, under State law, this is a grant of public dollars for economic
development purposes. As such, this agreement also includes “claw back” provisions that, should
the Town determine that the Marriott has not spent these grant funds for their intended purpose, the
Town can require that those funds be repaid with interest. Additionally, if it is determined that the
group business program is not achieving its objective, the Staff will notify both the hotel’s
management and the Council to take steps to address its performance or recommend the program
not be renewed upon expiration of the grant agreement, although this has not been the case to date.
The Town receives 7% of the 13% hotel/motel occupancy tax allowed by State law. The FY 14-15
Budget contains an estimate that the Town will receive $770,000 in the current fiscal year of which
$660,000 is likely to be from the Marriott. This represents approximately 2.5% of the total Town
municipal revenue stream and is derived totally from the Town’s only hotel, the Marriott Solana.
The remaining estimated $110,000 is received from Deloitte University of which 50% is returned to
Deloitte based on an economic development agreement.
In the past, the Town has utilized hotel/motel occupancy tax funds for many important programs
including funding costs related to special events such as Arbor Day, Decoration Day, as well as the
MasterWorks outdoor concert series at Solana. Additionally, because Westlake has broader
statutory authority under State law than most cities to spend hotel/motel occupancy tax funds for
any municipal purpose, the Town has used these funds to cover costs of various municipal
operatio nal costs and capital projects (an example would be payment of a portion of the debt service
for Westlake Academy related bonds).
The Town Council adopted an economic development policy in 2006 (Resolution 06-19). This
proposed agreement comports to that policy. Further, this economic development agreement fits
with the Town’s Adopted Strategic Plan Vision Points.
ORGANIZATIONAL HISTORY/RECOMMENDATION
Recommend adoption of the resolution approving this economic development grant agreement
ATTACHMENTS
Resolution approving this Economic Development Grant Agreement between the Town and the
Marriott Solana with the Agreement attached as “Schedule A”.
Resolution 14-32
Page 1 of 2
TOWN OF WESTLAKE
RESOLUTION 14-32
A RESOLUTION BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS, APPROVING AN ECONOMIC DEVELOPMENT AGREEMENT WITH THE
MARRIOTT SOLANA.
WHEREAS, the Westlake Town Council, in its current Strategic Plan, has identified
“Service Excellence” as a Vision Point for that Strategic Plan as well as Financial Stewardship as
a Strategic Issue that must be addressed to move the Town towards this Vision Point; and,
WHEREAS, the Town of Westlake sales and use taxes are an important revenue source
to support its general operations; and,
WHEREAS, the Town Council desires to have new and existing businesses that
maintain and grow their sales and use tax streams, which in turn, enhances the Town’s financial
position and sustainability per its Strategic Plan; and
WHEREAS, the Town Council acknowledges t hat the Town’s Visitors Association Fund
is a key component of its financial structure and that an economic development grant to the
Marriott Solana Hotel will help solidify and maintain that structure; and,
WHEREAS, Town has an economic development policy adopted by Resolution 06-19
and that this proposed economic development agreement with the Marriott Solana meets those
policy guidelines and meets the requirements of State law for municipalities to grant 380
economic development grants to businesses located in their boundaries; and
WHEREAS, the Town Council finds that the passage of this Resolution is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: THAT, all matters stated in the Recitals hereinabove are found to be true
and correct and are incorporated herein by reference as if copied in their entirety.
SECTION 2: THAT, the Town Council of the Town of Westlake, Texas, hereby
approves the Economic Development Grant Agreement with the Marriott Solana attached hereto
as Exhibit “A”; and further authorizes the Town Manager to execute said agreement on behalf of
the Town of Westlake.
Resolution 14-32
Page 2 of 2
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
SECTION 4: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 22ND DAY OF SEPTEMBER, 2014.
_____________________________
Laura Wheat , Mayor
ATTEST:
________________________________ ______________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
________________________________
L Stanton Lowry, Town Attorney
Resolution 14-32
Page 1 of 11
ECONOMIC DEVELOPMENT PROGRAM AGREEMENT
This ECONOMIC DEVELOPMENT PROGRAM AGREEMENT (“Agreement”) is
entered into by and between the TOWN OF WESTLAKE, TEXAS (the “Town”), a Type-A
general law municipal corporation organized under the laws o f the State of Texas, and
MARRIOTT HOTEL SERVICES, INC. D/B/A DALLAS/FT.WORTH MARRIOTT
SOLANA, (“Marriott:), a Hotel. The Town and Marriott are collectively referred to as the
“Parties”.
RECITALS
The Town and Marriott hereby agree that the following statements are true and correct
and constitute the basis upon which the Town and Marriott have entered into this Agreement:
A. Marrio tt owns and operates a 294 (288 plus 6 suites) room, full-service hotel
located at 5 Village Circle, Westlake, Texas, (the “Hotel”) The Hotel provides a valuable
catalyst for visitors, tourism, and economic development to the Town.
B. In order to increase visitors and tourism, and to maximize the economic benefits
that the Hotel can bring to the Town, the Town and Marriott desire to enter into this Agreement.
C. In accordance with Resolution No. 06-19, adopted by the Town Council on May
8, 2006, attached hereto as Exhibit “A” and hereby made a part of this Agreement for all
purposes, the Town has established an economic development incentive policy and program
pursuant to which the Town will, on a case-by-case basis, offer economic incentive packages
autho rized by Chapter 380 of the Texas Local Government Code, Article III, Section 52-a of the
Texas Constitution, and other applicable laws, that include monetary loans and grants of public
money, as well as the provision of personnel and services of the Town, to businesses and entities
that the Town Council determines will promote State or local economic development and
stimulate business and commercial activity in the Town in return for verifiable commitments
from such businesses or entities to cause specific infrastructure, employment and other public
benefits to be made or invested in the Town (the “380 Program”).
D. The Town Council has determined that by entering into this Agreement, the
potential increase of visitors and tourism and economic benefits that will accrue to the Town
under the terms and conditions of this Agreement are consistent with the Town’s economic
development objectives and the 380 Program and will further the goals for positive economic
growth, visitors and tourism in the Town. This Agreement is authorized by Chapter 380 of the
Texas Local Government Code and the 380 Program.
NOW, THEREFORE, in consideration of the mutual benefits and promises contained
herein and for other good and valuable consideration, the receipt and sufficiency of which is
hereby acknowledged, the Parties agree as follows:
Resolution 14-32
Page 2 of 11
AGREEMENT
1. INCORPORATION OF RECITALS.
The Town Council has found at a duly-called and legally-noticed public meeting through
the adoption of Town Resolution No. 14-32, attached hereto as Exhibit “B” and hereby made a
part of this Agreement for all purposes, and the Town and Marriott hereby agree, that the recitals
set forth above are incorporated herein and true and correct and form the basis upon which the
Parties have entered into this Agreement.
2. DEFINITIONS.
In addition to terms defined in the body of this Agreement, the following terms shall have
the definitions ascribed to them as follows:
380 Program has the meaning ascribed to it in Recital C.
Affiliate means all entities, incorporated or otherwise, under common control with,
controlled by or controlling Marriott . For purposes of this definition, “control” means fifty
percent (50%) or more of the ownership determined by either value or vote.
Program Grants means the annual allowable economic development grants paid
(whether in one or multiple installments) by the Town to Marriott in accordance with this
Agreement and as part of the 380 Program.
Program Source Funds means an amount of Town funds legally available for inclusion
in a Program Grant that is payable to Marriott in a given Program Year, which shall be derived
from hotel occupancy taxes generated by the Hotel and received by the Town pursuant to
Chapter 351 of the Texas Tax Code, or other legally available funds of the Town.
Program Year means the Town’s fiscal year (i.e. October 1 through September 30th) in
which the Town is obligated pursuant to this Agreement to pay Marriott a Program Grant,
beginning with the first fiscal year following the execution of this Agreement.
Quarterly Report has the meaning ascribed to it in Section 4.2.
Records have the meaning ascribed to it in Section 4.3.
Term has the meaning ascribed to it in Section 3.
Town of Westlake Hotel Support Program has the meaning ascribed to it in Section
4.1.
Resolution 14-32
Page 3 of 11
3. TERM.
This Agreement shall be effective as of the date of execution by the Parties (the
“Effective Date”) and, unless terminated earlier in accordance with this Agreement, shall expire
one (1) year from the Execution Date.
4. TOWN AND MARRIOTT’S OBLIGATIONS AND COMMITMENTS.
4.1. Town of Westlake Hotel Support Program
The total amount to be granted by the Town to Marriott under the terms of this
Agreement for the Town of Westlake Hotel Support Program shall not exceed
$120,000 with said Town of Westlake Hotel Support Program, consisting of the
following:
a. Group Booking Incentives, the requirements for which are attached hereto
as Exhibit “C” and hereby made a part of this Agreement for all purposes
(the “Hotel Support Agreement”) and details the obligations of Marriott to
receive, and the Town to grant, the Program Grants from the Program
Source Funds during the Program Year related to group bookings at the
Hotel. The purpose of this component of the Town’s Hotel Support
Program shall be to increase new group bookings for the Hotel and to not
incur a decrease in overall group meeting business (i.e. all group bookings
at the Hotel both of new group business and repeat group business), thus
increasing economic development through tourism and business
development activity in the Town. The Group Booking Incentives
provided by the Town under this Agreement to the Hotel shall not exceed
$40,000 during the term of this Agreement.
b. Transportation Costs, for which a total sum of $60,000 shall be provided
by the Town under this Agreement to cover a portion of the operating cost
for bus transportation services provided by the Marriott for guests of the
Hotel. Funds disbursed by the Town under this component of the Town’s
Hotel Support Program shall be made at the end of each Town fiscal year
quarter following submission by Marriott, and acceptance by the Town, of
the Quarterly Report for the preceding quarter. The purpose of this
component of the Town’s Hotel Support Program is to enhance the
Marriott’s ability to increase room nights and retain existing room nights
at the Hotel (as reported in Section 4.2 below), thus increasing economic
development through tourism and business development activity in the
Town. At all times during the term, the name “Westlake, Texas” shall be
visibly reflected and marked on both sides of any shuttle buses or vehicles
used by the Hotel.
Resolution 14-32
Page 4 of 11
4.2. Reports and Filings.
On a quarterly basis during the Term, Marriott shall submit a written report to the
Town specifically delineating its compliance with this Agreement (the “Quarterly
Report”). The Quarterly Report shall be received by the Town Manager no later
than thirty (30) days from the end of each quarter. Said Quarterly Report will
contain, as a minimum, the following performance measure information for the
reporting period in order for the Town to measure the effectiveness of its
investment in this grant of public funds to Marriott for this Hotel:
• Total funds paid to date aggregate under this Agreement during the
contract term to Marriott regarding group incentives of the Town’s Hotel
Support Program described in Section 4.1 of this Agreement
• Total funds spent to date by Marriott for the activities and purposes set out
in Section 4.1 of this Agreement
• Increases in average daily occupancy at the Hotel
• Decreases in average daily occupancy at the Hotel
• Number of room nights generated by new group bookings at the Hotel
• Number of room nights generated by repeat group business booking s at
the Hotel Average number of bus transportation trips daily to DFW
Airport for guests at the Hotel
• The number of new group bookings made for the Hotel during the
reporting period and the number of repeat group business bookings made
for the Hotel during the reporting period.
• A brief description of marketing/sales efforts made during the reporting
period for the Hotel including:
o the number and type of new group sales prospects identified,
targeted, and group sales closed by Marriott sales staff during the
reporting period
o the number and type of new group sales made by contacts from
outside the Hotel Marriott
• Average number of bus transportation trips daily to off-premise meeting
locations for guests at the Hotel
• Average number of bus transportation trips daily to other off-premise
loc ations (entertainment, shopping, etc) for guests at the Hotel
• Operating costs incurred by the Hotel during the quarter for shuttle bus
transportation services
4.3. Audits.
Per the requirements of State law and the Town ordinance establishing the
Town’s hotel-motel occupancy tax, the Town will have the right throughout the Term to
audit any and all financial and business records of Marriott that relate to the performance
of this Agreement and any other documents necessary to evaluate Marriott ’s compliance
with this Agreement or with the goals set forth in this Agreement, including, but not
Resolution 14-32
Page 5 of 11
limited to construction documents and invoices (collectively “Records”). Marriott shall
make all Records available to the Town at the Hotel or at another location in the Town
acceptable to both parties following reasonable advance notice by the Town and shall
otherwise cooperate fully with the Town during any audit.
5. DEFAULT, TERMINATION AND FAILURE BY MARRIOTT TO MEET
VARIOUS DEADLINES AND COMMITMENTS.
5.1. Continuous Operation. Following the Completion Date, if Marriott fails to
continuously operate a full-service hotel at 5 Village Circle, Westlake, Texas, 76262, the
Town shall have the right to terminate this Agreement by providing written notice to
Marriott wit hout further obligation to Marriott hereunder.
5.2. Failure to Pay Town Taxes or Fees.
An event of default shall occur under this Agreement if any legally-imposed
Town taxes or fees owed on, or generated by, the hotel become delinquent and Marriott
or the Affiliate does not either pay such taxes or follow the legal procedures for protest
and/or contest of any such taxes. In this event, the Town shall notify Marriott in writing
and Marriott shall have sixty (60) calendar days to cure such default. If the default has
not been fully cured by such time, the Town shall have the right to terminate this
Agreement immediately by providing written notice to Marriott and shall have all other
rights and remedies that may be available to it under the law or in equity.
5.3 Violations of Town Code, State or Federal Law.
An event of default shall occur under this Agreement if any written citation is
issued to Marriott or an Affiliate due to the occurrence of a violation of a material
provision of the Town Code at the Hotel (including, without limitation, any violation of
the Town’s Building or Fire Codes and any other Town Code violations related to the
environmental condition of the Hotel; or to matters concerning the public health, safety or
welfare) and such citation is not paid or the recipient of such citation does not properly
follow the legal procedures for protest and/or contest of any such citation. An event of
default shall occur under this Agreement if the Town is notified by a governmental
agency or unit with appropriate jurisdiction that Marriott or an Affiliate, or any successor
in interest thereto, any third party with access to the Hotel pursuant to the express or
implied permission of Marriott or an Affiliate, or any a successor in interest thereto, is in
violation of any material state or federal law, rule or regulation on account of the Hotel,
improvements on the Hotel or any operations thereon (including, without limitation, any
violations related to the environmental condition of the Hotel; the environmental
condition other land or waters which is attributable to operations on the Hotel; or to
matters concerning the public health, safety or welfare). Upon the occurrence of such
default, the Town shall notify Marriott in writing and Marriott shall have (i) thirty (30)
calendar days to cure such default or (ii) if Marriott has diligently pursued cure of the
default but such default is not reasonably curable within thirty (30) calendar days, then
Resolution 14-32
Page 6 of 11
such amount of time that the Town reasonably agrees is necessary to cure such default. If
the default has not been fully cured by such time, the Town shall have the right to
terminate this Agreement immediately by providing written notice to Marriott and shall
have all other rights and remedies that may be available to under the law or in equity.
5.4. Unauthorized Use of Funds and Requirement for Repayment to Town.
If, during an audit by the Town under the provisions of this Agreement, the Town
determines that the proceeds of this grant have not been utilized by Marriott for the
purposes outlined in this Agreement, Marriott will be given thirty (30) calendar days to
cure (following written notice from the Town) and, if Marriott fails to cure per the written
notice from the Town, Marriott shall immediately remit to the Town the entire amount
under this Agreement paid by the Town to Marriott during the reporting period during
which the Town has identified that Marriott was not in compliance with the terms of this
Agreement. If said amount is not remitted to the Town within 30 calendar days from the
end of the cure period, that amount demanded for repayment to the Town plus six (6)
percent simple interest on the repayment amount shall be due, in full, to the Town. For
the purposes of this Section, Simple Interest” is defined as a rate of interest applied to the
aggregate amount of the Program Grants paid by the Town to Marriott during the reporting
period in which Marriott was in violation of this Agreement .
5.5. Failure to Submit Reports.
Without limiting the application of Section 5.6, if Marriott fails to submit any
report required by and in accordance with Section 4.2, the Town’s obligation to pay any
Program Grants at the time, if any, shall be suspended until Marriott has provided and is
current on all reports.
5.6. General Breach.
Unless stated elsewhere in this Agreement, Marriott shall be in default under this
Agreement if Marriott breaches any term or condition of this Agreement. In the event
that such breach remains uncured after thirty (30) calendar days following receipt of
written notice from the Town referencing this Agreement (or, if Marriott has diligently
and continuously attempted to cure following receipt of such written notice but
reasonably requires more than thirty (30) calendar days to cure, then such additional
amount of time as is reasonably necessary to effect cure, as determined by both parties
mutually and in good faith), the Town shall have the right to terminate this Agreement
immediately by providing written notice to Marriott .
6. NO INDEPENDENT CONTRACTOR OR AGENCY RELATIONSHIP.
It is expressly understood and agreed that Marriott shall not operate as an independent
contractor or as an agent, representative or employee of the Town. Marriott shall have the
exclusive right to control all details and day-to-day operations relative to the Hotel Support
Program and shall be solely responsible for the acts and omissions of its officers, agents,
Resolution 14-32
Page 7 of 11
servants, employees, contractors, subcontractors, licensees and invitees. Marriott acknowledges
that the doctrine of respondeat superior will not apply as between the Town and Marriott , its
officers, agents, servants, employees, contractors, subcontractors, licensees, and invitees.
Marriott further agrees that nothing in this Agreement will be construed as the creation of a
partnership or joint enterprise between the Town and Marriott .
7. INDEMNIFICATION.
MARRIOTT, AT NO COST OR LIABILITY TO THE TOWN, AGREES TO
DEFEND, INDEMNIFY AND HOLD THE TOWN, ITS OFFICERS, AGENTS,
ATTORNEYS, SERVANTS AND EMPLOYEES, HARMLESS AGAINST ANY AND ALL
CLAIMS, LAWSUITS, ACTIONS, COSTS AND EXPENSES OF ANY KIND, INCLUDING,
BUT NOT LIMITED TO, THOSE FOR PROPERTY DAMAGE OR LOSS (INCLUDING
ALLEGED DAMAGE OR LOSS TO MARRIOTT’ BUSINESS AND ANY RESULTING
LOST PROFITS) AND/OR PERSONAL INJURY, INCLUDING DEATH, THAT MAY
RELATE TO, ARISE OUT OF OR BE OCCASIONED BY (i) MARRIOTT’ BREACH OF
ANY OF THE TERMS OR PROVISIONS OF THIS AGREEMENT; OR (ii) ANY ACT OR
OMISSION OR INTENTIONAL MISCONDUCT OF MARRIOTT, ITS OFFICERS,
AGENTS, ASSOCIATES, EMPLOYEES, CONTRACTORS (OTHER THAN THE TOWN,
OR ITS EMPLOYEES, OFFICERS, AGENTS, ASSOCIATES, CONTRACTORS OR
SUBCONTRACTS), OR SUBCONTRACTORS DUE OR RELATED TO OR ARISING
FROM OPERATION AND CONDUCT OF THE HOTEL SUPPORT PROGRAM OR
OTHERWISE TO THE PERFORMANCE OR OBLIGATIONS OF THIS AGREEMENT.
8. NOTICES.
All written notices called for or required by this Agreement shall be addressed to the
following, or such other party or address as either party designates in writing, by certified mail,
postage prepaid, or by hand delivery:
Town: Marriott:
Town of Westlake _______________________________
Attn: Town Manager _______________________________
3 Village Circle, #202 _______________________________
Westlake, Texas 76262 ____________________________________
With Copies to (which shall not
constitute notice):
Boyle & Lowry, L.L.P.
Attn: L. Stanton Lowry
4201 Wingren Dr., Suite 108
Irving, Texas 75062
Resolution 14-32
Page 8 of 11
9. ASSIGNMENT AND SUCCESSORS.
Marriott may at any time assign, transfer or otherwise convey any of its rights or
obligations under this Agreement to an Affiliate without the approval of the Town so long as
Marriott , the Affiliate and the Town first execute an agreement approved by the Town Council of
the Town of Westlake under which the Affiliate agrees to assume and be bound by all covenants
and obligations of Marriott under this Agreement. Otherwise, Marriott may not assign, transfer or
otherwise convey any of its rights or obligations under this Agreement to any other person or entity
without the prior consent of the Town Council, conditioned on (i) the prior approval of the
assignee or successor and a finding by the Town Council that the proposed assignee or successor is
financially capable of meeting the terms and conditions of this Agreement and (ii) prior execution
by the proposed assignee or successor of a written agreement with the Town under which the
proposed assignee or successor agrees to assume and be bound by all covenants and obligations of
Marriott under this Agreement. Any attempted assignment without the Town Council’s prior
consent shall constitute a breach and be grounds for termination of this Agreement and following
receipt of written notice from the Town to Marriott. Any lawful assignee or successor in interest of
Marriott of all rights under this Agreement shall be deemed “Marriott” for all purposes under this
Agreement.
10. COMPLIANCE WITH LAWS, ORDINANCES, RULES AND REGULATIONS.
This Agreement will be subject to all applicable Federal, State and local laws, ordinances,
rules and regulations, including, but not limited to, all provisions of the Town’s codes and
ordinances, as amended.
11. GOVERNMENTAL POWERS.
It is understood that by execution of this Agreement, the Town does not waive or
surrender any of it governmental powers or immunities that are outside of the terms, obligations,
and conditions of this Agreement .
12. NO WAIVER.
The failure of either party to insist upon the performance of any term or provision of this
Agreement or to exercise any right granted hereunder shall not constitute a waiver of that party’s
right to insist upon appropriate performance or to assert any such right on any future occasion.
13. VENUE AND JURISDICTION.
If any action, whether real or asserted, at law or in equity, arises on the basis of any
provision of this Agreement, venue for such action shall lie in state courts located in Tarrant
County, Texas or the United States District Court for the Northern District of Texas – Fort Worth
Division. This Agreement shall be construed in accordance with the laws of the State of Texas.
Resolution 14-32
Page 9 of 11
14. NO THIRD PARTY RIGHTS.
The provisions and conditions of this Agreement are solely for the benefit of the Town
and Marriott , and any lawful assign or successor of Marriott , and are not intended to create any
rights, contractual or otherwise, to any other person or entity.
15. FORCE MAJEURE.
It is expressly understood and agreed by the Parties to this Agreement that if the
performance of any obligations hereunder is delayed by reason of war, civil commotion, acts of
God, inclement weather, or other circumstances which are reasonably beyond the control or
knowledge of the party obligated or permitted under the terms of this Agreement to do or
perform the same, regardless of whether any such circumstance is similar to any of those
enumerated or not, the party so obligated or permitted shall be excused from doing or performing
the same during such period of delay, so that the time period applicable to such requirement shall
be extended for a period of time equal to the period such party was delayed. Notwithstanding
anything to the contrary herein, it is specifically understood and agreed that Marriott’ failure to
obtain adequate financing to complete the Required Improvements by the Completion Deadline
shall not be deemed to be an event of force majeure and that this Section 15 shall not operate to
extend the Completion Deadline in such an event.
16. INTERPRETATION.
In the event of any dispute over the meaning or application of any provision of this
Agreement, this Agreement shall be interpreted fairly and reasonably, and neither more strongly
for or against any party, regardless of the actual drafter of this Agreement.
17. SEVERABILITY CLAUSE. It is hereby declared to be the intention of the Parties that
sections, paragraphs, clauses and phrases of this Agreement are severable, and if any phrase,
clause, sentence, paragraph or section of this Agreement shall be declared unconstitutional or
illegal by the valid judgment or decree of any court of competent jurisdiction, such
unconstitutionality or illegality shall not affect any of the remaining phrases, clauses, sentences,
paragraphs or sections of this Agreement since the same would have been executed by the
Partie s without the incorporation in this Agreement of any such unconstitutional phrase, clause,
sentence, paragraph or section. It is the intent of the Parties to provide the economic incentives
contained in this Agreement by all lawful means.
18. CAPTIONS.
Captions and headings used in this Agreement are for reference purposes only and shall
not be deemed a part of this Agreement.
Resolution 14-32
Page 10 of 11
19. ENTIRETY OF AGREEMENT.
This Agreement, including any exhibits attached hereto and any documents incorporated
herein by reference, contains the entire understanding and agreement between the Town and
Marriott , and any lawful assign and successor of Marriott , as to the matters contained herein.
Any prior or contemporaneous oral or written agreement is hereby declared null and void to the
extent in conflict with any provision of this Agreement. Notwithstanding anything to the
contrary herein, this Agreement shall not be amended unless executed in writing by both parties
and approved by the Town Council of the Town in an o pen meeting held in accordance with
Chapter 551 of the Texas Government Code.
Resolution 14-32
Page 11 of 11
20. COUNTERPARTS.
This Agreement may be executed in multiple counterparts, each of which shall be
considered an original, but all of which shall constitute one instrument.
EXECUTED as of the last date indicated below:
TOWN OF WESTLAKE:
______________________________
______________________________
a Texas________________________
By: By:
Thomas E. Brymer ______________________________
Town Manager ______________________________
Date: Date:
APPROVED AS TO FORM AND LEGALITY:
By:
L. Stanton Lowry
Town Attorney
EXHIBITS
“A” – Town of Westlake Resolution No. 06-19
“B” – Town of Westlake Resolution No. 14-32
“C” – Town of Westlake Hotel Support Program re: Group Booking Incentives for 2014-
2015
TOWN OF WESTLAKE HOTEL SUPPORT PROGRAM
Description:
A cooperative marketing program designed to assist the Dallas/Fort Worth Marriott Solana Hotel in securing group
and convention business. The groups can be new business or groups that have previously met at the hotel but are
considering other hotels.
Guidelines:
Requests for funds shall be submitted at the bid time, not after the group has made their decision to book at the
host hotel.
Applications may be submitted for groups/conventions that take place in the current fiscal year (October 1 -
September 30) or future years.
Proposed grou p business shall book a minimum of $10,000 in room night revenue.
A maximum of $5,000 is available to each group; however, the amount provided is based on the following process:
10% of the room night revenue calculates the amount allowed, up to a maximum of $5,000.
The Town of Westlake shall receive sponsor recognition in all correspondence and at the
meeting/convention in an appropriate manner.
Upon completion of the event or meeting, a completed Post Meeting Summary is required prior to the
release of full financial assistance. The report will be used to evaluate the effectiveness of the Town of
Westlake Funds participation, as well as review future participation.
Annually, the Marriott Solana will generate a Town of Westlake Funds report to the Town Manager, or his
designee, showing the dollars expended and the direct room nights generated via this important resource.
Procedures:
The Application shall include the following information before it will be reviewed:
Hotel Information: Date of Application, Name of Host Hotel Sales Manager and Phone Number.
Group Information: Group Name, Contact Name, Address, Phone Number, Program Dates, Estimated Room
Nights, Estimated Room Night Revenue, Estimated Catering Revenue, Estimated Outlet Revenue.
Miscellaneous Information: Additional information pertinent to the group.
Signatures: The Application shall be signed by the host hotel Sales Manager and Director of Sales prior to
it being submitted for approval. The Application shall be approved by the Town of Westlake within ten
days providing that all of the requested information is received.
Once the Application has been approved, the signed application will be sent back to the requesting Sales Manager at
the host hotel.
The host hotel shall provide the Town of Westlake with a copy of the contract at the time it is signed by the group.
Funds shall not be available if this information is not received at least ten days prior to the group/convention. The
Town of Westlake may choose to send a welcome letter to the group and offer to provide community
brochures or other information to the group/convention attendees.
Since funds are reserved for every Application that is approved, the host hotel shall inform the Town of Westlake
with written authorization to release the funds should a group choose another destination.
Submit Application and Correspondence to:
The Town of Westlake
Attn: Debbie Piper, Finance Director
3 Village Circle, Suite 202
Westlake, Texas 76262
817 490 5712 Phone
817 430 1812 Fax
Disbursement of Funds:
At the time of invoice, the host hotel shall submit the following information:
1. A computerized report documenting the actual room nights booked by the group and verification of the actual
room night revenue. The disbursement of funds may be reduced based on the program guidelines if the group
generated less room night revenue than was originally stated on the Application,
2. Samples of the Town of Westlake's sponsor recognition.
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Regular Meeting - Consent
Westlake Town Council Meeting
Monday, September 22, 2014
TOPIC: Consider a Resolution authorizing the Town Manager to execute a change
order to increase the contract time of the 1 MG Ground Storage Tank
project with RAMA General Contracting by 41 working days.
STAFF CONTACT: Jarrod Greenwood, Director of Public Works
DECISION POINTS
Start Date Completion Date
Timeframe: September 22, 2014 September 22, 2014
Funding: Amount - Status- N/A Source- N/A
Decision Alignment
VVM Perspective Desired Outcome
Exemplary
Governance
Operational
Processes
OP.Preserve our Infrastructure to
Meet the Life Expectancy of our
Assets
Strategic Issue Outcome
Strategy Staff Action
Capital Investment
1. Existing
Infrastructure
Reinvestment
(Current Assets)
SA 05.3: Capital Reinvestment
Page 2 of 2
Strategy Map or VVM Connection
Strategic Issue Connection
EXECUTIVE SUMMARY
The Town Council approved the construction of a 1 million gallon ground storage water
tank on June 17, 2013 at a regular Council Meeting at an estimated cost of $1.5 million. A
Notice to Proceed was issued on November 7, 2013 with a total contract time of 180 working
days. The contractor has requested 41 days to be added to the contract. The original anticipated
completion date of July 14, 2014 is proposed to be changed to September 23, 2014.
The project was considered substantially complete and the new tank was placed in service
on August 18, 2014. During the course of construction the project experienced delays due to
inclement weather and unfavorable conditions conducive to steel tank construction. Rain and
humidity are closely monitored during construction to ensure welding and painting standards are
adhered to. Humidity will prevent the paint from adhering to the steel. The tank’s paint is
important as it prevents the stored water from dissolving (corroding) the metal.
The contractor has been correcting punch list items over the last two weeks. We are
scheduled to conduct a final walk through of the project on Wednesday, September 24th. We are
withholding final pay until we have the walk through and all punch list items are resolved.
ORGANIZATIONAL HISTORY/RECOMMENDATION
Staff has reviewed the contractor’s request and recommends approval.
ATTACHMENTS
RAMA Change Order request
Resolution 14-33
Page 1 of 2
TOWN OF WESTLAKE
RESOLUTION NO. 14-33
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS, AUTHORIZING THE TOWN MANAGER TO EXECUTE A CHANGE ORDER
TO INCREASE THE CONTRACT TIME OF THE 1 MG GROUND STORAGE TANK
PROJECT RAMA GENERAL CONTRACTING BY 41 WORKING DAYS.
WHEREAS, the state requires water purveyors to provide a safe and adequate supply of
water to citizens and water customers within their geographic service area; and
WHEREAS, the Town Council authorized the construction of a secondary ground
storage tank at the June 17, 2013 regular Council Meeting; and
WHEREAS, the Town Council finds that the additional 41 days of contract time
requested by Rama General Contracting is in keeping standard construction procedures; and.
WHEREAS, the Town Council finds that the passage of this Resolution is in the best
interest of the public.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true
and correct and are incorporated herein by reference as if copied in their entirety.
SECTION 2: That , the Town Council of the Town of Westlake, Texas, hereby approves
the Change Order from Rama General Contracting for 41 additional days requested for the
construction of a 1MG ground storage tank attached here to as Exhibit “A”; and further
authorizes the Town Manager to execute on behalf of the Town of Westlake, Texas.
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution 14-33
Page 2 of 2
SECTION 4: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 22ND DAY OF SEPTEMBER 2014.
ATTEST: _____________________________
Laura L. Wheat, Mayor
____________________________ ______________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
Res 14-33
Res 14-33
5/15/2014 NWS
http://www.srh.noaa.gov/fwd/climo/climodata.php?file=afwfeb14 1/2
National Weather Service Weather Forecast Office
Dallas/Fort Worth, TX
F6 - Climate Data
Data sets are preliminary and have not undergone final QC by NCDC. Therefore, this
data is subject to revision. Final and certified climate data can be accessed at the:
National Climatic Data Center
Federal Building
151 Patton Avenue
Asheville NC 28801-5001
828-271-4800
FAX: 828-271-4876
PRELIMINARY LOCAL CLIMATOLOGICAL DATA (WS FORM: F-6)
STATION: FORT WORTH ALLIANCE
MONTH: FEBRUARY
YEAR: 2014
LATITUDE: 32 58 N
LONGITUDE: 97 19 W
TEMPERATURE IN F: :PCPN: SNOW: WIND :SUNSHINE: SKY :PK WND
================================================================================
1 2 3 4 5 6A 6B 7 8 9 10 11 12 13 14 15 16 17 18
12Z AVG MX 2MIN
DY MAX MIN AVG DEP HDD CDD WTR SNW DPTH SPD SPD DIR MIN PSBL S-S WX SPD DR
================================================================================
1 65 38 52 5 13 0 0.00 0.0 0 11.5 24 10 M M 10 8 32 190
2 38 28 33 -14 32 0 0.15 M 0 15.0 24 360 M M 10 1468 29 360
3 38 26 32 -15 33 0 T 0.0 M 5.8 13 360 M M 10 18 15 350
4 46 35 41 -6 24 0 0.10 0.0 0 6.4 14 330 M M 7 1 22 330
5 35 19 27 -20 38 0 0.00 0.0 0 16.9 25 360 M M 8 31 340
6 22 14 18 -29 47 0 0.06 M 0 11.4 21 360 M M 10 189 25 360
7 31 21 26 -21 39 0 0.00 0.0 M 4.1 10 140 M M 10 18 13 140
8 56 29 43 -5 22 0 0.00 0.0 0 7.1 14 130 M M 7 18 20 160
9 45 30 38 -10 27 0 T 0.0 0 7.5 17 10 M M 9 128 21 30
10 34 28 31 -17 34 0 T 0.0 0 13.1 20 10 M M 9 16 24 360
11 35 26 31 -17 34 0 T M 0 10.3 20 10 M M 10 1468 23 10
12 50 27 39 -9 26 0 0.00 0.0 0 4.6 13 320 M M 6 8 18 300
13 68 22 45 -3 20 0 0.00 0.0 0 4.6 14 190 M M 4 20 180
14 70 33 52 4 13 0 0.00 0.0 0 10.1 33 360 M M 4 38 360
15 69 28 49 0 16 0 0.00 0.0 0 5.8 18 190 M M 5 25 170
16 73 36 55 6 10 0 0.00 0.0 0 9.8 22 170 M M 5 18 31 190
17 72 39 56 7 9 0 0.00 0.0 0 8.6 26 360 M M 6 18 35 360
18 81 32 57 8 8 0 0.00 0.0 0 5.8 20 210 M M 2 25 190
19 67 56 62 12 3 0 0.00 0.0 0 11.8 28 180 M M 7 1 38 180
20 71 33 52 2 13 0 0.00 0.0 0 14.1 28 320 M M 4 78 37 320
21 65 26 46 -4 19 0 0.00 0.0 0 7.1 17 190 M M 3 24 190
22 74 47 61 11 4 0 0.00 0.0 0 12.1 20 180 M M 4 28 190
23 67 42 55 5 10 0 0.00 0.0 0 9.3 22 10 M M 3 1 25 10
24 51 36 44 -7 21 0 0.00 0.0 0 5.8 10 110 M M 7 14 50
25 51 40 46 -5 19 0 T 0.0 0 11.4 21 10 M M 10 18 26 360
26 42 22 32 -19 33 0 0.00 0.0 0 12.8 29 10 M M 5 36 20
27 55 16 36 -16 29 0 0.00 0.0 0 5.7 18 170 M M 2 23 170
28 82 41 62 10 3 0 0.00 0.0 0 9.7 20 260 M M 3 26 170
================================================================================
SM 1553 870 599 0 0.31 0.0 258.2 M 180
================================================================================
AV 55.5 31.1 9.2 FASTST M M 6 MAX(MPH)
MISC ----> # 33 360 # 38 360
================================================================================
NOTES:
# LAST OF SEVERAL OCCURRENCES
COLUMN 17 PEAK WIND IN M.P.H.
PRELIMINARY LOCAL CLIMATOLOGICAL DATA (WS FORM: F-6) , PAGE 2
STATION: FORT WORTH ALLIANCE
MONTH: FEBRUARY
YEAR: 2014
LATITUDE: 32 58 N
LONGITUDE: 97 19 W
Res 14-33
5/15/2014 NWS
http://www.srh.noaa.gov/fwd/climo/climodata.php?file=afwfeb14 2/2
[TEMPERATURE DATA] [PRECIPITATION DATA] SYMBOLS USED IN COLUMN 16
AVERAGE MONTHLY: 43.3 TOTAL FOR MONTH: 0.31 1 = FOG OR MIST
DPTR FM NORMAL: -5.6 DPTR FM NORMAL: -2.33 2 = FOG REDUCING VISIBILITY
HIGHEST: 82 ON 28 GRTST 24HR 0.15 ON 2- 2 TO 1/4 MILE OR LESS
LOWEST: 14 ON 6 3 = THUNDER
SNOW, ICE PELLETS, HAIL 4 = ICE PELLETS
TOTAL MONTH: 0.0 INCH 5 = HAIL
GRTST 24HR 0.0 6 = FREEZING RAIN OR DRIZZLE
GRTST DEPTH: 0 7 = DUSTSTORM OR SANDSTORM:
VSBY 1/2 MILE OR LESS
8 = SMOKE OR HAZE
[NO. OF DAYS WITH] [WEATHER - DAYS WITH] 9 = BLOWING SNOW
X = TORNADO
MAX 32 OR BELOW: 2 0.01 INCH OR MORE: 3
MAX 90 OR ABOVE: 0 0.10 INCH OR MORE: 2
MIN 32 OR BELOW: 16 0.50 INCH OR MORE: 0
MIN 0 OR BELOW: 0 1.00 INCH OR MORE: 0
[HDD (BASE 65) ]
TOTAL THIS MO. 599 CLEAR (SCALE 0-3) 4
DPTR FM NORMAL 142 PTCLDY (SCALE 4-7) 14
TOTAL FM JUL 1 2568 CLOUDY (SCALE 8-10) 10
DPTR FM NORMAL 508
[CDD (BASE 65) ]
TOTAL THIS MO. 0
DPTR FM NORMAL -5 [PRESSURE DATA]
TOTAL FM JAN 1 0 HIGHEST SLP M ON M
DPTR FM NORMAL -7 LOWEST SLP 29.57 ON 20
[REMARKS]
Page Automatically Generated at: Sat Mar 1 08:00:25 2014
National Weather Service
Dallas/Fort Worth, TX Weather Forecast Office
3401 Northern Cross Blvd.
Fort Worth, TX 76137
817.429.2631
Page Author: FWD Webmaster
Web Master's E-mail: sr-fwd.webmaster@noaa.gov
Page last modified: 7-Apr-2009 9:42 PM UTC
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Res 14-33
5/15/2014 NWS
http://www.srh.noaa.gov/fwd/climo/climodata.php?file=afwmar14 1/2
National Weather Service Weather Forecast Office
Dallas/Fort Worth, TX
F6 - Climate Data
Data sets are preliminary and have not undergone final QC by NCDC. Therefore, this
data is subject to revision. Final and certified climate data can be accessed at the:
National Climatic Data Center
Federal Building
151 Patton Avenue
Asheville NC 28801-5001
828-271-4800
FAX: 828-271-4876
PRELIMINARY LOCAL CLIMATOLOGICAL DATA (WS FORM: F-6)
STATION: FORT WORTH ALLIANCE
MONTH: MARCH
YEAR: 2014
LATITUDE: 32 58 N
LONGITUDE: 97 19 W
TEMPERATURE IN F: :PCPN: SNOW: WIND :SUNSHINE: SKY :PK WND
================================================================================
1 2 3 4 5 6A 6B 7 8 9 10 11 12 13 14 15 16 17 18
12Z AVG MX 2MIN
DY MAX MIN AVG DEP HDD CDD WTR SNW DPTH SPD SPD DIR MIN PSBL S-S WX SPD DR
================================================================================
1 81 43 62 10 3 0 0.00 0.0 0 6.5 22 150 M M 7 128 28 160
2 58 17 38 -14 27 0 0.05 M 0 19.0 26 320 M M 10 1468 35 350
3 33 13 23 -30 42 0 T M M 11.9 23 340 M M 8 29 340
4 50 23 37 -16 28 0 0.00 0.0 0 3.8 12 140 M M 5 15 120
5 55 28 42 -11 23 0 0.01 0.0 0 6.5 17 120 M M 7 18 25 180
6 54 32 43 -11 22 0 0.00 0.0 0 6.8 18 10 M M 6 18 22 10
7 67 36 52 -2 13 0 0.00 0.0 0 11.9 25 160 M M 5 18 31 150
8 53 37 45 -9 20 0 T 0.0 0 12.0 22 340 M M 8 18 28 340
9 62 36 49 -5 16 0 0.00 0.0 0 6.2 15 340 M M 5 8 17 340
10 77 38 58 3 7 0 0.00 0.0 0 6.9 16 160 M M 1 18 20 190
11 85 51 68 13 0 3 0.00 0.0 0 13.7 33 10 M M 2 40 360
12 60 32 46 -9 19 0 0.00 0.0 0 15.3 29 10 M M 1 37 360
13 67 28 48 -8 17 0 0.00 0.0 0 7.4 16 210 M M 1 22 220
14 73 45 59 3 6 0 0.00 0.0 0 11.3 22 170 M M 5 29 180
15 67 51 59 3 6 0 1.49 0.0 0 8.1 22 270 M M 9 138 31 270
16 55 40 48 -9 17 0 0.00 0.0 0 17.4 31 340 M M 9 1 44 350
17 60 32 46 -11 19 0 0.00 0.0 0 7.3 16 150 M M 4 22 160
18 85 49 67 10 0 2 0.00 0.0 0 15.6 28 360 M M 5 7 36 10
19 64 37 51 -7 14 0 0.00 0.0 0 9.1 23 360 M M 4 7 26 360
20 71 30 51 -7 14 0 0.00 0.0 0 4.9 13 170 M M 0 18 180
21 81 51 66 8 0 1 0.00 0.0 0 11.5 22 210 M M 7 30 190
22 65 49 57 -1 8 0 T 0.0 0 11.0 18 10 M M 9 22 360
23 57 37 47 -12 18 0 0.00 0.0 0 12.5 28 20 M M 6 36 30
24 66 30 48 -11 17 0 0.00 0.0 0 1.6 10 40 M M 2 13 20
25 61 38 50 -9 15 0 0.00 0.0 0 8.3 21 40 M M 0 25 20
26 60 41 51 -9 14 0 0.07 0.0 0 13.0 25 170 M M 7 8 36 160
27 85 56 71 11 0 6 0.02 0.0 0 13.5 25 190 M M 7 1 35 180
28 76 51 64 4 1 0 0.01 0.0 0 9.9 22 10 M M 5 138 30 360
29 73 42 58 -2 7 0 0.00 0.0 0 5.3 15 20 M M 1 8 17 10
30 77 42 60 0 5 0 0.00 0.0 0 12.4 26 150 M M 2 35 180
31 82 56 69 8 0 4 0.00 0.0 0 15.0 23 170 M M 4 32 170
================================================================================
SM 2060 1191 398 16 1.65 0.0 315.6 M 152
================================================================================
AV 66.5 38.4 10.2 FASTST M M 5 MAX(MPH)
MISC ----> # 33 10 # 44 350
================================================================================
NOTES:
# LAST OF SEVERAL OCCURRENCES
COLUMN 17 PEAK WIND IN M.P.H.
PRELIMINARY LOCAL CLIMATOLOGICAL DATA (WS FORM: F-6) , PAGE 2
STATION: FORT WORTH ALLIANCE
MONTH: MARCH
Res 14-33
5/15/2014 NWS
http://www.srh.noaa.gov/fwd/climo/climodata.php?file=afwmar14 2/2
YEAR: 2014
LATITUDE: 32 58 N
LONGITUDE: 97 19 W
[TEMPERATURE DATA] [PRECIPITATION DATA] SYMBOLS USED IN COLUMN 16
AVERAGE MONTHLY: 52.4 TOTAL FOR MONTH: 1.65 1 = FOG OR MIST
DPTR FM NORMAL: -4.2 DPTR FM NORMAL: -1.58 2 = FOG REDUCING VISIBILITY
HIGHEST: 85 ON 27,18 GRTST 24HR 1.49 ON 15-15 TO 1/4 MILE OR LESS
LOWEST: 13 ON 3 3 = THUNDER
SNOW, ICE PELLETS, HAIL 4 = ICE PELLETS
TOTAL MONTH: 0.0 INCH 5 = HAIL
GRTST 24HR 0.0 6 = FREEZING RAIN OR DRIZZLE
GRTST DEPTH: 0 7 = DUSTSTORM OR SANDSTORM:
VSBY 1/2 MILE OR LESS
8 = SMOKE OR HAZE
[NO. OF DAYS WITH] [WEATHER - DAYS WITH] 9 = BLOWING SNOW
X = TORNADO
MAX 32 OR BELOW: 0 0.01 INCH OR MORE: 6
MAX 90 OR ABOVE: 0 0.10 INCH OR MORE: 1
MIN 32 OR BELOW: 10 0.50 INCH OR MORE: 1
MIN 0 OR BELOW: 0 1.00 INCH OR MORE: 1
[HDD (BASE 65) ]
TOTAL THIS MO. 398 CLEAR (SCALE 0-3) 9
DPTR FM NORMAL 108 PTCLDY (SCALE 4-7) 18
TOTAL FM JUL 1 2966 CLOUDY (SCALE 8-10) 4
DPTR FM NORMAL 616
[CDD (BASE 65) ]
TOTAL THIS MO. 16
DPTR FM NORMAL -12 [PRESSURE DATA]
TOTAL FM JAN 1 16 HIGHEST SLP 30.54 ON 3
DPTR FM NORMAL -19 LOWEST SLP 29.47 ON 11
[REMARKS]
#FINAL-03-14#
Page Automatically Generated at: Fri Apr 4 23:27:37 2014
National Weather Service
Dallas/Fort Worth, TX Weather Forecast Office
3401 Northern Cross Blvd.
Fort Worth, TX 76137
817.429.2631
Page Author: FWD Webmaster
Web Master's E-mail: sr-fwd.webmaster@noaa.gov
Page last modified: 7-Apr-2009 9:42 PM UTC
Disclaimer
Credits
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About Us
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Res 14-33
5/15/2014 NWS
http://www.srh.noaa.gov/fwd/climo/climodata.php?file=afwapr14 1/2
National Weather Service Weather Forecast Office
Dallas/Fort Worth, TX
F6 - Climate Data
Data sets are preliminary and have not undergone final QC by NCDC. Therefore, this
data is subject to revision. Final and certified climate data can be accessed at the:
National Climatic Data Center
Federal Building
151 Patton Avenue
Asheville NC 28801-5001
828-271-4800
FAX: 828-271-4876
PRELIMINARY LOCAL CLIMATOLOGICAL DATA (WS FORM: F-6)
STATION: FORT WORTH ALLIANCE
MONTH: APRIL
YEAR: 2014
LATITUDE: 32 58 N
LONGITUDE: 97 19 W
TEMPERATURE IN F: :PCPN: SNOW: WIND :SUNSHINE: SKY :PK WND
================================================================================
1 2 3 4 5 6A 6B 7 8 9 10 11 12 13 14 15 16 17 18
12Z AVG MX 2MIN
DY MAX MIN AVG DEP HDD CDD WTR SNW DPTH SPD SPD DIR MIN PSBL S-S WX SPD DR
================================================================================
1 83 63 73 12 0 8 0.00 0.0 0 12.0 23 160 M M 8 28 160
2 81 69 75 14 0 10 0.00 0.0 0 14.6 24 160 M M 8 18 30 160
3 87 56 72 11 0 7 0.58 0.0 0 15.3 32 340 M M 6 13578 40 340
4 65 42 54 -8 11 0 0.00 0.0 0 9.4 26 350 M M 4 38 360
5 57 43 50 -12 15 0 T 0.0 0 6.9 18 120 M M 9 24 100
6 51 45 48 -14 17 0 0.85 0.0 0 8.9 17 40 M M 10 13 24 360
7 67 46 57 -5 8 0 0.10 0.0 0 4.9 32 340 M M 6 3 41 350
8 69 43 56 -6 9 0 0.00 0.0 0 12.1 30 320 M M 1 39 320
9 79 40 60 -3 5 0 0.00 0.0 0 9.4 18 170 M M 1 28 170
10 85 58 72 9 0 7 0.00 0.0 0 16.2 28 190 M M 5 39 170
11 81 59 70 7 0 5 0.00 0.0 0 12.6 21 160 M M 5 8 26 180
12 82 63 73 10 0 8 0.00 0.0 0 16.4 29 170 M M 8 37 160
13 77 55 66 2 0 1 0.26 0.0 0 15.8 28 160 M M 8 1 40 170
14 55 40 48 -16 17 0 T 0.0 0 18.3 30 350 M M 7 38 350
15 62 27 45 -19 20 0 0.00 0.0 0 4.4 12 160 M M 0 16 290
16 67 40 54 -10 11 0 0.00 0.0 0 13.4 26 150 M M 4 37 150
17 63 48 56 -9 9 0 0.06 0.0 0 5.9 15 130 M M 7 1 18 130
18 75 52 64 -1 1 0 0.00 0.0 0 3.1 10 80 M M 6 18 16 80
19 77 47 62 -3 3 0 0.00 0.0 0 6.0 16 170 M M 6 21 170
20 77 60 69 4 0 4 0.78 0.0 0 8.7 17 160 M M 9 138 24 170
21 80 61 71 5 0 6 0.26 0.0 0 5.7 21 330 M M 6 138 28 320
22 81 53 67 1 0 2 0.00 0.0 0 3.7 14 70 M M 1 1 17 50
23 83 56 70 4 0 5 0.00 0.0 0 10.5 23 150 M M 4 1 31 150
24 80 54 67 1 0 2 0.00 0.0 0 11.5 24 310 M M 5 7 31 190
25 80 45 63 -3 2 0 0.00 0.0 0 6.8 16 140 M M 4 24 130
26 80 61 71 4 0 6 0.00 0.0 0 15.3 29 160 M M 8 8 37 150
27 88 63 76 9 0 11 T 0.0 0 11.8 29 160 M M 8 78 38 170
28 80 57 69 2 0 4 0.00 0.0 0 7.3 22 10 M M 5 8 29 360
29 73 52 63 -5 2 0 0.00 0.0 0 13.3 28 320 M M 4 37 310
30 66 40 53 -15 12 0 0.00 0.0 0 11.2 23 340 M M 1 32 350
================================================================================
SM 2231 1538 142 86 2.89 0.0 311.4 M 164
================================================================================
AV 74.4 51.3 10.4 FASTST M M 5 MAX(MPH)
MISC ----> # 32 340 # 41 350
================================================================================
NOTES:
# LAST OF SEVERAL OCCURRENCES
COLUMN 17 PEAK WIND IN M.P.H.
PRELIMINARY LOCAL CLIMATOLOGICAL DATA (WS FORM: F-6) , PAGE 2
STATION: FORT WORTH ALLIANCE
MONTH: APRIL
YEAR: 2014
Res 14-33
5/15/2014 NWS
http://www.srh.noaa.gov/fwd/climo/climodata.php?file=afwapr14 2/2
LATITUDE: 32 58 N
LONGITUDE: 97 19 W
[TEMPERATURE DATA] [PRECIPITATION DATA] SYMBOLS USED IN COLUMN 16
AVERAGE MONTHLY: 62.8 TOTAL FOR MONTH: 2.89 1 = FOG OR MIST
DPTR FM NORMAL: -1.5 DPTR FM NORMAL: -0.17 2 = FOG REDUCING VISIBILITY
HIGHEST: 88 ON 27 GRTST 24HR 1.04 ON 20-21 TO 1/4 MILE OR LESS
LOWEST: 27 ON 15 3 = THUNDER
SNOW, ICE PELLETS, HAIL 4 = ICE PELLETS
TOTAL MONTH: 0.0 INCH 5 = HAIL
GRTST 24HR 0.0 6 = FREEZING RAIN OR DRIZZLE
GRTST DEPTH: 0 7 = DUSTSTORM OR SANDSTORM:
VSBY 1/2 MILE OR LESS
8 = SMOKE OR HAZE
[NO. OF DAYS WITH] [WEATHER - DAYS WITH] 9 = BLOWING SNOW
X = TORNADO
MAX 32 OR BELOW: 0 0.01 INCH OR MORE: 7
MAX 90 OR ABOVE: 0 0.10 INCH OR MORE: 6
MIN 32 OR BELOW: 1 0.50 INCH OR MORE: 3
MIN 0 OR BELOW: 0 1.00 INCH OR MORE: 0
[HDD (BASE 65) ]
TOTAL THIS MO. 142 CLEAR (SCALE 0-3) 5
DPTR FM NORMAL 38 PTCLDY (SCALE 4-7) 22
TOTAL FM JUL 1 3108 CLOUDY (SCALE 8-10) 3
DPTR FM NORMAL 654
[CDD (BASE 65) ]
TOTAL THIS MO. 86
DPTR FM NORMAL 3 [PRESSURE DATA]
TOTAL FM JAN 1 102 HIGHEST SLP M ON M
DPTR FM NORMAL -16 LOWEST SLP 29.35 ON 27
[REMARKS]
Page Automatically Generated at: Thu May 1 08:00:26 2014
National Weather Service
Dallas/Fort Worth, TX Weather Forecast Office
3401 Northern Cross Blvd.
Fort Worth, TX 76137
817.429.2631
Page Author: FWD Webmaster
Web Master's E-mail: sr-fwd.webmaster@noaa.gov
Page last modified: 7-Apr-2009 9:42 PM UTC
Disclaimer
Credits
Glossary
Privacy Policy
About Us
Career Opportunities
Res 14-33
7/15/2014 NWS
http://www.srh.noaa.gov/fwd/climo/climodata.php?file=afwmay14 1/2
National Weather Service Weather Forecast Office
Dallas/Fort Worth, TX
F6 - Climate Data
Data sets are preliminary and have not undergone final QC by NCDC. Therefore, this
data is subject to revision. Final and certified climate data can be accessed at the:
National Climatic Data Center
Federal Building
151 Patton Avenue
Asheville NC 28801-5001
828-271-4800
FAX: 828-271-4876
PRELIMINARY LOCAL CLIMATOLOGICAL DATA (WS FORM: F-6)
STATION: FORT WORTH ALLIANCE
MONTH: MAY
YEAR: 2014
LATITUDE: 32 58 N
LONGITUDE: 97 19 W
TEMPERATURE IN F: :PCPN: SNOW: WIND :SUNSHINE: SKY :PK WND
================================================================================
1 2 3 4 5 6A 6B 7 8 9 10 11 12 13 14 15 16 17 18
12Z AVG MX 2MIN
DY MAX MIN AVG DEP HDD CDD WTR SNW DPTH SPD SPD DIR MIN PSBL S-S WX SPD DR
================================================================================
1 74 35 55 -13 10 0 0.00 0.0 0 5.6 18 320 M M 3 25 330
2 80 44 62 -6 3 0 0.00 0.0 0 5.7 18 300 M M 3 25 270
3 87 41 64 -5 1 0 0.00 0.0 0 3.5 10 170 M M 0 14 150
4 94 61 78 9 0 13 0.00 0.0 0 11.4 21 160 M M 0 28 160
5 91 58 75 6 0 10 0.00 0.0 0 13.6 24 150 M M 0 32 160
6 86 64 75 5 0 10 0.00 0.0 0 15.7 26 170 M M 3 36 160
7 85 69 77 7 0 12 T 0.0 0 17.2 30 150 M M 7 3 39 150
8 76 63 70 0 0 5 0.26 0.0 0 8.1 18 150 M M 7 13 24 140
9 87 64 76 5 0 11 0.00 0.0 0 7.2 16 170 M M 6 18 23 190
10 88 62 75 4 0 10 0.00 0.0 0 13.3 24 160 M M 1 33 150
11 88 71 80 9 0 15 0.00 0.0 0 18.2 26 160 M M 5 36 160
12 84 58 71 -1 0 6 1.22 0.0 0 12.9 28 160 M M 9 138 36 150
13 68 53 61 -11 4 0 0.27 0.0 0 13.0 23 340 M M 8 1 29 360
14 72 47 60 -12 5 0 0.04 0.0 0 9.0 23 360 M M 4 31 10
15 82 47 65 -8 0 0 0.00 0.0 0 6.9 15 290 M M 3 25 260
16 84 52 68 -5 0 3 0.00 0.0 0 8.1 20 170 M M 6 29 160
17 82 51 67 -6 0 2 0.00 0.0 0 6.8 M M M M 5 23 190
18 82 62 72 -2 0 7 0.00 0.0 0 13.1 23 140 M M 4 32 170
19 85 64 75 1 0 10 0.00 0.0 0 15.9 25 170 M M 6 35 170
20 86 67 77 3 0 12 0.00 0.0 0 14.9 25 170 M M 5 33 170
21 88 68 78 4 0 13 0.00 0.0 0 13.2 21 160 M M 5 29 150
22 87 67 77 2 0 12 0.00 0.0 0 10.2 21 150 M M 5 25 150
23 83 69 76 1 0 11 0.00 0.0 0 9.1 17 160 M M 8 25 170
24 86 68 77 2 0 12 0.03 0.0 0 9.5 29 150 M M 8 38 150
25 86 69 78 2 0 13 0.01 0.0 0 7.3 17 160 M M 9 22 150
26 81 66 74 -2 0 9 0.06 0.0 0 6.3 20 150 M M 8 13 25 140
27 79 63 71 -5 0 6 0.50 0.0 0 3.6 13 180 M M 6 13 17 180
28 83 64 74 -3 0 9 T 0.0 0 5.9 16 30 M M 5 1 21 10
29 89 63 76 -1 0 11 0.00 0.0 0 5.6 12 30 M M 2 15 20
30 88 66 77 0 0 12 0.00 0.0 0 7.5 14 40 M M 5 20 40
31 87 68 78 1 0 13 0.00 0.0 0 5.6 12 100 M M 5 18 14 90
================================================================================
SM 2598 1864 23 247 2.39 0.0 303.9 M 151
================================================================================
AV 83.8 60.1 9.8 FASTST M M 5 MAX(MPH)
MISC ----> # 30 150 # 39 150
================================================================================
NOTES:
# LAST OF SEVERAL OCCURRENCES
COLUMN 17 PEAK WIND IN M.P.H.
PRELIMINARY LOCAL CLIMATOLOGICAL DATA (WS FORM: F-6) , PAGE 2
STATION: FORT WORTH ALLIANCE
MONTH: MAY
Res 14-33
7/15/2014 NWS
http://www.srh.noaa.gov/fwd/climo/climodata.php?file=afwmay14 2/2
YEAR: 2014
LATITUDE: 32 58 N
LONGITUDE: 97 19 W
[TEMPERATURE DATA] [PRECIPITATION DATA] SYMBOLS USED IN COLUMN 16
AVERAGE MONTHLY: 72.0 TOTAL FOR MONTH: 2.39 1 = FOG OR MIST
DPTR FM NORMAL: -0.8 DPTR FM NORMAL: -2.73 2 = FOG REDUCING VISIBILITY
HIGHEST: 94 ON 4 GRTST 24HR 1.22 ON 12-12 TO 1/4 MILE OR LESS
LOWEST: 35 ON 1 3 = THUNDER
SNOW, ICE PELLETS, HAIL 4 = ICE PELLETS
TOTAL MONTH: 0.0 INCH 5 = HAIL
GRTST 24HR 0.0 6 = FREEZING RAIN OR DRIZZLE
GRTST DEPTH: 0 7 = DUSTSTORM OR SANDSTORM:
VSBY 1/2 MILE OR LESS
8 = SMOKE OR HAZE
[NO. OF DAYS WITH] [WEATHER - DAYS WITH] 9 = BLOWING SNOW
X = TORNADO
MAX 32 OR BELOW: 0 0.01 INCH OR MORE: 8
MAX 90 OR ABOVE: 2 0.10 INCH OR MORE: 4
MIN 32 OR BELOW: 0 0.50 INCH OR MORE: 2
MIN 0 OR BELOW: 0 1.00 INCH OR MORE: 1
[HDD (BASE 65) ]
TOTAL THIS MO. 23 CLEAR (SCALE 0-3) 7
DPTR FM NORMAL 11 PTCLDY (SCALE 4-7) 20
TOTAL FM JUL 1 3131 CLOUDY (SCALE 8-10) 4
DPTR FM NORMAL 665
[CDD (BASE 65) ]
TOTAL THIS MO. 247
DPTR FM NORMAL -8 [PRESSURE DATA]
TOTAL FM JAN 1 349 HIGHEST SLP 30.28 ON 13
DPTR FM NORMAL -24 LOWEST SLP 29.62 ON 11
[REMARKS]
#FINAL-05-14#
Page Automatically Generated at: Tue Jun 3 05:35:35 2014
National Weather Service
Dallas/Fort Worth, TX Weather Forecast Office
3401 Northern Cross Blvd.
Fort Worth, TX 76137
817.429.2631
Page Author: FWD Webmaster
Web Master's E-mail: sr-fwd.webmaster@noaa.gov
Page last modified: 7-Apr-2009 9:42 PM UTC
Disclaimer
Credits
Glossary
Privacy Policy
About Us
Career Opportunities
Res 14-33
7/15/2014 NWS
http://www.srh.noaa.gov/fwd/climo/climodata.php?file=afwjun14 1/2
National Weather Service Weather Forecast Office
Dallas/Fort Worth, TX
F6 - Climate Data
Data sets are preliminary and have not undergone final QC by NCDC. Therefore, this
data is subject to revision. Final and certified climate data can be accessed at the:
National Climatic Data Center
Federal Building
151 Patton Avenue
Asheville NC 28801-5001
828-271-4800
FAX: 828-271-4876
PRELIMINARY LOCAL CLIMATOLOGICAL DATA (WS FORM: F-6)
STATION: FORT WORTH ALLIANCE
MONTH: JUNE
YEAR: 2014
LATITUDE: 32 58 N
LONGITUDE: 97 19 W
TEMPERATURE IN F: :PCPN: SNOW: WIND :SUNSHINE: SKY :PK WND
================================================================================
1 2 3 4 5 6A 6B 7 8 9 10 11 12 13 14 15 16 17 18
12Z AVG MX 2MIN
DY MAX MIN AVG DEP HDD CDD WTR SNW DPTH SPD SPD DIR MIN PSBL S-S WX SPD DR
================================================================================
1 92 68 80 2 0 15 0.00 0.0 0 8.1 20 150 M M 3 1 M M
2 92 73 83 5 0 18 0.00 0.0 0 10.3 20 150 M M 5 25 160
3 92 73 83 5 0 18 0.00 0.0 0 9.2 17 160 M M 4 24 150
4 94 74 84 6 0 19 0.00 0.0 0 12.0 21 170 M M 3 29 180
5 91 74 83 4 0 18 0.00 0.0 0 10.7 22 170 M M 4 29 150
6 93 73 83 4 0 18 0.00 0.0 0 10.1 18 170 M M 5 28 150
7 96 75 86 7 0 21 0.00 0.0 0 10.3 20 220 M M 6 28 200
8 88 67 78 -1 0 13 0.24 0.0 0 6.3 22 310 M M 8 1 29 290
9 80 62 71 -9 0 6 0.90 0.0 0 7.7 29 320 M M 6 13 38 320
10 84 64 74 -6 0 9 0.00 0.0 0 9.3 21 310 M M 3 28 310
11 94 59 77 -3 0 12 0.00 0.0 0 7.9 20 150 M M 1 29 140
12 84 68 76 -4 0 11 0.14 0.0 0 8.1 26 360 M M 7 13 32 130
13 88 71 80 0 0 15 0.00 0.0 0 7.1 13 120 M M 4 17 30
14 91 75 83 2 0 18 0.00 0.0 0 11.7 23 170 M M 6 31 170
15 94 74 84 3 0 19 0.00 0.0 0 14.0 24 160 M M 4 32 160
16 95 74 85 4 0 20 0.00 0.0 0 14.1 24 170 M M 5 31 170
17 95 76 86 5 0 21 0.00 0.0 0 14.2 23 180 M M 5 33 160
18 95 76 86 5 0 21 0.00 0.0 0 14.5 24 130 M M 7 31 170
19 94 75 85 3 0 20 T 0.0 0 9.8 29 160 M M 8 38 39 160
20 93 73 83 1 0 18 0.00 0.0 0 6.3 14 160 M M 8 18 160
21 90 76 83 1 0 18 T 0.0 0 6.4 13 170 M M 10 17 190
22 83 68 76 -6 0 11 0.59 0.0 0 8.4 22 180 M M 7 1 32 170
23 86 66 76 -6 0 11 0.91 0.0 0 5.3 29 300 M M 6 13 45 300
24 92 68 80 -2 0 15 0.52 0.0 0 4.0 24 180 M M 8 13 36 170
25 84 68 76 -6 0 11 1.61 0.0 0 6.5 22 90 M M 8 13 29 90
26 89 72 81 -2 0 16 0.00 0.0 0 11.1 20 160 M M 7 26 160
27 91 71 81 -2 0 16 0.00 0.0 0 14.2 26 160 M M 6 37 170
28 90 77 84 1 0 19 0.00 0.0 0 14.9 25 150 M M 7 33 170
29 93 77 85 2 0 20 0.00 0.0 0 13.8 24 160 M M 5 31 170
30 94 74 84 1 0 19 0.00 0.0 0 14.7 22 170 M M 1 31 160
================================================================================
SM 2717 2141 0 486 4.91 0.0 301.0 M 167
================================================================================
AV 90.6 71.4 10.0 FASTST M M 6 MAX(MPH)
MISC ----> # 29 320 # 45 300
================================================================================
NOTES:
# LAST OF SEVERAL OCCURRENCES
COLUMN 17 PEAK WIND IN M.P.H.
PRELIMINARY LOCAL CLIMATOLOGICAL DATA (WS FORM: F-6) , PAGE 2
STATION: FORT WORTH ALLIANCE
MONTH: JUNE
YEAR: 2014
Res 14-33
7/15/2014 NWS
http://www.srh.noaa.gov/fwd/climo/climodata.php?file=afwjun14 2/2
LATITUDE: 32 58 N
LONGITUDE: 97 19 W
[TEMPERATURE DATA] [PRECIPITATION DATA] SYMBOLS USED IN COLUMN 16
AVERAGE MONTHLY: 81.0 TOTAL FOR MONTH: 4.91 1 = FOG OR MIST
DPTR FM NORMAL: 0.3 DPTR FM NORMAL: 0.66 2 = FOG REDUCING VISIBILITY
HIGHEST: 96 ON 7 GRTST 24HR 2.07 ON 24-25 TO 1/4 MILE OR LESS
LOWEST: 59 ON 11 3 = THUNDER
SNOW, ICE PELLETS, HAIL 4 = ICE PELLETS
TOTAL MONTH: 0.0 INCH 5 = HAIL
GRTST 24HR 0.0 6 = FREEZING RAIN OR DRIZZLE
GRTST DEPTH: 0 7 = DUSTSTORM OR SANDSTORM:
VSBY 1/2 MILE OR LESS
8 = SMOKE OR HAZE
[NO. OF DAYS WITH] [WEATHER - DAYS WITH] 9 = BLOWING SNOW
X = TORNADO
MAX 32 OR BELOW: 0 0.01 INCH OR MORE: 7
MAX 90 OR ABOVE: 21 0.10 INCH OR MORE: 7
MIN 32 OR BELOW: 0 0.50 INCH OR MORE: 5
MIN 0 OR BELOW: 0 1.00 INCH OR MORE: 1
[HDD (BASE 65) ]
TOTAL THIS MO. 0 CLEAR (SCALE 0-3) 4
DPTR FM NORMAL 0 PTCLDY (SCALE 4-7) 24
TOTAL FM JUL 1 3131 CLOUDY (SCALE 8-10) 2
DPTR FM NORMAL 665
[CDD (BASE 65) ]
TOTAL THIS MO. 486
DPTR FM NORMAL 15 [PRESSURE DATA]
TOTAL FM JAN 1 835 HIGHEST SLP 30.06 ON 24
DPTR FM NORMAL -9 LOWEST SLP 29.66 ON 12
[REMARKS]
#FINAL-06-14#
Page Automatically Generated at: Fri Jul 4 13:24:51 2014
National Weather Service
Dallas/Fort Worth, TX Weather Forecast Office
3401 Northern Cross Blvd.
Fort Worth, TX 76137
817.429.2631
Page Author: FWD Webmaster
Web Master's E-mail: sr-fwd.webmaster@noaa.gov
Page last modified: 7-Apr-2009 9:42 PM UTC
Disclaimer
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Res 14-33
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Westlake Town Council Meeting
Monday, September 22, 2014
TOPIC: Consider amending the Town of Westlake Code of Ordinances, Article III,
Landscaping, Section 98-83 Irrigation Requirements.
STAFF CONTACT: Jarrod Greenwood, Director of Public Works
DECISION POINTS
Start Date Completion Date
Timeframe: September 22, 2014 September 22, 2014
Funding: N/A Amount - N/A Status- N/A Source- N/A
Decision Alignment
VVM Perspective Desired Outcome
Sense of Place Customer Focus CF.Promote Community Health,
Safety & Welfare
Strategic Issue Outcome
Strategy Staff Action
Comprehensive
Planning and
Management of
Natural Resources
10. Investigate and
review of
environmental
preservation and
conservation
opportunities.
SA 09D1: Ordinances
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 2
EXECUTIVE SUMMARY
The City of Fort Worth recently updated their water conservation measures. Neighboring
wholesale customers have adopted updated conservation measures consistent with the City of
Fort Worth’s.
The Town of Westlake’s water contract with the City of Fort Worth stipulates in Sec 2.5 that the
Town must adopt similar requirements:
“If Fort Worth in any way restricts, rations, or conserves the use of water throughout its CCN as
authorized by the then Fort Worth City Council and adopted by ordinance, the Customer agrees
to institute , apply, and enforce the same rationing, conservation measures, or restrictions to the
use of water by the customers of Customer for so long as any part of the total water supply of the
Customer is being furnished by Fort Worth.”
The proposed changes will update the Westlake Landscape Irrigation Conservation ordinance to
be consistent with the City of Fort Worth’s.
ORGANIZATIONAL HISTORY/RECOMMENDATION
Staff recommends approval.
ATTACHMENTS
Ordinance - Exhibit A
Ordinance 734
Page 1 of 4
TOWN OF WESTLAKE
ORDINANCE NO. 734
AN ORDINANCE OF THE TOWN OF WESTLAKE, TEXAS, AMENDING CHAPTER
98, VEGETATION, ARTICLE III, LANDSCAPE REQUIREMENTS, SECTION 98-83
OF THE TOWN OF WESTLAKE CODE OF ORDINANCES, SUB-SECTION (C)
IRRIGATION CONSERVATION, AS AMENDED; PROVIDING A PENALTY
CLAUSE; PROVIDING A CUMULATIVE CLAUSE; PROVIDING A SEVERABILITY
CLAUSE; PROVIDING A SAVINGS CLAUSE; AUTHORIZING PUBLICATION; AND
ESTABLISHING AN EFFECTIVE DATE.
WHEREAS, the Town of Westlake Town Council finds conservation of water and
protection of water supplies are in the best interest of its citizens; and
WHEREAS, The Town of Westlake is obligated to implement and enforce conservations
efforts as acknowledged in the Town’s current water contract with the City of Fort Worth; and
WHEREAS, The Town Council desire to amend the provisions of Section 98-83 related
to irrigation requirements in the Town of Westlake, Texas:
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: That all matters stated in the preamble are found to be true and correct and
are incorporated herein as if copied in their entirety.
SECTION 2: Chapter 98, Vegetation, Article III, Landscape Requirements, Section 98-
83 of the Town of Westlake Code of Ordinances, as amended, is hereby further amended as
follows:
ARTICLE II: Landscaping
Sec. 98-83. Irrigation requirements.
(c) Irrigation conservation.
(1) Lawns and landscaping may be watered on any day, at any time, by handheld hose, drip
irrigation, a soaker hose or tree bubbler. (The intent of this measure is to allow for the
protection of structural foundations, trees, and other high value landscape materials).
Except for hand watering, drip irrigation and the use of soaker hoses, a Person may only
irrigate, water, or cause or permit the irrigation or watering of any lawn or landscape,
inclusive of structural foundations, trees, and other high value landscape materials,
located on premises owned, leased, or managed by that Person (i) on a day designated as
an outdoor water use day for the property’s address as shown below; and (ii) between the
hours of 12 midnight to 10 a.m. and 6 p.m. to 11:59 p.m. on such day.
Ordinance 734
Page 2 of 4
a. Residential addresses ending in an even number (0, 2, 4, 6 or 8) may water on
Wednesdays and Saturdays.
b. Residential addresses ending in an odd number (1, 3, 5, 7 or 9) may water on
Thursdays and Sundays.
c. All non-residential locations (apartment complexes, businesses, industries, parks,
street and/or roadway medians, etc.) may water on Tuesdays and Fridays.
(2) Except for hand watering, drip irrigation and the use of soaker hoses, a Person commits
an offense if that Person irrigates, waters, or causes or permits the irrigation or watering
of any lawn or landscape located on premises owned, leased, or managed by that Person
between the hours of 10:00 a.m. and 6:00 p.m.
(3) Except for hand watering, drip irrigation and the use of soaker hoses, a Person commits
an offense if that Person irrigates, waters, or causes or permits the irrigation or watering
of any lawn or landscape located on premises owned, leased, or managed by that Person
on a day that is not designated as an outdoor water use for that property address as shown
in subsection (1) above.
(4) A Person commits an offense if a Person knowingly or recklessly irrigates, waters, or
causes or permits the irrigation or watering of a lawn or landscape located on premises
owned, leased or managed by the Person in a manner that causes:
a. a substantial amount of water to fall upon impervious areas instead of a lawn or
landscape, such that a constant stream of water overflows from the lawn or
landscape onto a street or other drainage area; or
b. an irrigation system or other lawn or landscape watering device to operate during
any form of precipitation.
(5) A Person commits an offense if, on premises owned, leased, or managed by that Person, a
Person operates a lawn or landscape irrigation system or device that:
a. has any broken or missing sprinkler head; or
b. has not been properly maintained in a manner that prevents the waste of water.
(6) Affirmative Defenses
a. It shall be an affirmative defense to prosecution of an offense in Section 98-83 (1)
that at the time such Person irrigates, waters, or causes or permits the irrigation or
watering of any lawn or landscape, such activity was for the purpose of:
i. dust control of a sports field; or
ii. the maintenance, repair, or testing of an irrigation system.
b. The activity described in subsection (6) a, i and ii may only occur within a period
of two (2) days no more than once every thirty (30) days. Any such activity
requiring a longer period or greater frequency shall require a variance as provided
by subsection (7).
Ordinance 734
Page 3 of 4
(7) Variances
a. The Town Manager or his/her designee may grant variances to the twice per week
watering and irrigation restrictions and schedule, if one or more of the following
conditions are met:
i. Failure to grant such a variance would cause an emergency condition
adversely affecting health, sanit ation, or fire safety for the public or the
Person requesting the variance;
ii. Compliance with the watering and irrigation restrictions and/or schedule
cannot be accomplished due to technical or other limitations; or
iii. Alternative methods that achieve the same level of reduction in water use
can be implemented.
b. The Town Manager or his/her designee may grant variances to allow for
establishment of hydromulch, grass sod, or grass seed for new lawns.
c. Variances shall be granted or denied at the discretion of the Town Manager or
his/her designee. All petitions for variances shall be in writing and shall include
the following:
i. Name and address of the petitioner(s);
ii. Purpose of the water use;
iii. Specific provisions from which relief is requested;
iv. Detailed statement of the adverse effect of the provision from which relief
is requested;
v. Description of the relief requested;
vi. Period of time for which the variance is sought;
vii. Alternative measures that will be taken to reduce water use; and
viii. Other pertinent information requested.
(8) A Person who irrigates, waters, or causes or permits the irrigation or watering by use of
an alternative water source such as a well, reclaimed or reused water, or water from the
Trinity River is exempt from prosecution if that Person has:
a. Registered such alternative water source with the Town;
b. Provided sufficient proof to the Town that the alternative water source is from a
well, reclaimed or reused water or from the Trinity River and has allowed
inspection by the Town if deemed necessary; and
c. Complied with the Town’s most recently adopted plumbing codes and state laws
rela ted the installation of devices for cross-connection and backflow protection.
(9) Additional water conservation and drought contingency measures, as identified in
Chapter 94 of the Town of Westlake Code of Ordinances, may be implemented by the
Town of Westlake as required by the City of Fort Worth.
(10) Enforcement. The Town of Westlake shall share enforcement of water restrictions,
drought contingency, and conservation measures as required by the City of Fort Worth.
Ordinance 734
Page 4 of 4
SECTION 3: That all provisions of this Ordinance shall remain in full force and effect.
SECTION 4: That this Ordinance shall be cumulative of all other Town Ordinances
and all other provisions of other Ordinances adopted by the Town which are inconsistent with
the terms or provisions of this Ordinance are hereby repealed.
SECTION 5: That any person, firm or corporation violating any of the provisions or
terms of this ordinance shall be subject to the same penalty as provided for in the Code of
Ordinances of the Town of Westlake, and upon conviction shall be punishable by a fine not to
exceed the sum of Two Thousand Dollars ($2,000.00) for each offense. Each day that a
violation is permitted to exist shall constitute a separate offense.
SECTION 6: It is hereby declared to be the intention of the Town Council of the Town
of Westlake, Texas, that sections, paragraphs, clauses and phrases of this Ordinance are
severable, and if any phrase, clause, sentence, paragraph or section of this Ordinance shall be
declared legally invalid or unconstitutional by the valid judgment or decree of any court of
competent jurisdiction, such legal invalidity or unconstitutionality shall not affect any of the
remaining phrases, clauses, sentences, paragraphs or sections of this Ordinance since the same
would have been enacted by the Town Council of the Town of Westlake without the
incorporation in this Ordinance of any such legally invalid or unconstitutional, phrase, sentence,
paragraph or section.
SECTION 7: This ordinance shall take effect immediately from and after its passage as
the law in such case provides.
PASSED AND APPROVED ON THIS 22ND DAY OF SEPTEMBER 2014.
_____________________________
ATTEST: Laura Wheat, Mayor
____________________________ ______________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Westlake Town Council Meeting
Monday, September 22, 2014
TOPIC: Consider amending the Town of Westlake Code of Ordinances, Chapter 94,
Utilities, Article II, Water and Wastewater, Section 94-33 Drought contingency
plan.
STAFF CONTACT: Jarrod Greenwood, Director of Public Works
DECISION POINTS
Start Date Completion Date
Timeframe: September 22, 2014 September 22, 2014
Funding: N/A Amount - N/A Status- N/A Source- N/A
Decision Alignment
VVM Perspective Desired Outcome
Sense of Place Customer Focus CF.Promote Community Health,
Safety & Welfare
Strategic Issue Outcome
Strategy Staff Action
Comprehensive
Planning and
Management of
Natural Resources
10. Investigate and
review of
environmental
preservation and
conservation
opportunities.
SA 09D1: Ordinances
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 2
EXECUTIVE SUMMARY
The City of Fort Worth recently updated their Drought Contingency Plan. Neighboring
wholesale customers have adopted updated drought contingency conservation measures
consistent with the City of Fort Worth’s.
The Town of Westlake’s water contract with the City of Fort Worth stipulates in Sec 2.5 that the
Town must adopt similar requirements:
“If Fort Worth in any way restricts, rations, or conserves the use of water throughout its CCN as
authorized by the then Fort Worth City Council and adopted by ordinance, the Customer agrees
to institute , apply, and enforce the same rationing, conservation measures, or restrictions to the
use of water by the customers of Customer for so long as any part of the total water supply of the
Customer is being furnished by Fort Worth.”
The proposed changes will update the Drought Contingency ordinance to be consistent with the
City of Fort Worth’s.
ORGANIZATIONAL HISTORY/RECOMMENDATION
Staff recommends approval.
ATTACHMENTS
Ordinance - Exhibit A
Ordinance 735
Page 1 of 3
TOWN OF WESTLAKE
ORDINANCE NO. 735
AN ORDINANCE OF THE TOWN OF WESTLAKE, TEXAS, AMENDING CHAPTER 94,
UTILITIES, ARTICLE II, WATER AND WASTEWATER, SECTION 94-33, DROUGHT
CONTINGENCY, OF THE TOWN OF WESTLAKE CODE OF ORDINANCES, AS
AMENDED; PROVIDING A PENALTY CLAUSE; PROVIDING A CUMULATIVE CLAUSE;
PROVIDING A SEVERABILITY CLAUSE; PROVIDING A SAVINGS CLAUSE;
AUTHORIZING PUBLICATION; AND ESTABLISHING AN EFFECTIVE DATE.
WHEREAS, the Town of Westlake Town Council finds conservation of water and protection
of water supplies are in the best interest of its citizens; and
WHEREAS, The Town of Westlake is obligated to implement and enforce drought
contingency efforts as acknowledged in the Town’s current water contract with the City of Fort Worth;
and
WHEREAS, The Town Council desire to amend the provisions of Section 94-33 related to
drought contingency in the Town of Westlake, Texas Code of Ordinances:
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE, TEXAS:
SECTION 1: That all matters stated in the preamble are found to be true and correct and are
incorporated herein as if copied in their entirety.
SECTION 2: Chapter 94, Utilities, Article II, Water and Wastewater, Section 94-33 of the
Town of Westlake Code of Ordinances, as amended, is hereby further amended as follows:
ARTICLE II: WATER; WASTEWATER
Sec. 94-33. Drought Contingency Plan
(a) Adoption. The Town of Westlake shall enforce drought contingency measures stipulated by the
City of Fort Worth via the most recently adopted City of Fort Worth Drought Contingency
Plan. Such measures will constitute the Town of Westlake Drought Contingency Plan.
(b) Implementation. The town shall implement the drought contingency plan whenever required by
the City of Fort Worth. The town will provide public notice of the effective dates any time a
stage of the plan is elevated or terminated by the City of Fort Worth at the next available
regularly scheduled meeting of the Town Council.
(c) Dro ught contingency plan measures.
Ordinance 735
Page 2 of 3
(1) Outdoor watering is prohibited between the hours of 10:00 a.m. and 6:00 p.m.
(2) Outdoor watering is permitted only on the day designated as an outdoor water use day
for the property’s address as adopted by Ordinance in Chapter 98 of the Town of
Westlake Code of Ordinances
(3) Irrigation must not result in a substantial amount of water to fall upon impervious areas
instead of a lawn or landscape, such that a constant stream of water overflows from the
lawn or landscape onto a street or other drainage area.
(4) An irrigation system or other lawn watering device may not operate during any form of
precipitation.
(5) An irrigation system with broken or missing sprinkler heads may not be operated until
repaired.
(6) An irrigation system that has not been properly maintained in a manner that prevents the
waste of water may not be operated until repaired.
(7) All Westlake water customers supplied with irrigation by private water well must post
signs identifying the private well irrigation system, clearly post the sign in the front
yard of the residence or business, and maintain the sign for the duration of the drought.
(8) Additional water conservation and drought contingency measures, as identified in
Chapter 98 of the Town of Westlake Code of Ordinances, may be implemented by the
Town of Westlake or as required by the City of Fort Worth.
(d) Enforcement. The Town of Westlake shall share enforcement of water restrictions, drought
contingency, and conservation measures as required by the City of Fort Worth.
SECTION 3: That all provisions of this Ordinance shall remain in full force and effect.
SECTION 4: That this Ordinance shall be cumulative of all other Town Ordinances and all
other provisions of other Ordinances adopted by the Town which are inconsistent with the terms or
provisions of this Ordinance are hereby repealed.
SECTION 5: That any person, firm or corporation violating any of the provisions or terms of
this ordinance shall be subject to the same penalty as provided for in the Code of Ordinances of the
Town of Westlake, and upon conviction shall be punishable by a fine not to exceed the sum of Two
Thousand Dollars ($2,000.00) for each offense. Each day that a violation is permitted to exist shall
constitute a separate offense.
SECTION 6: It is hereby declared to be the intention of the Town Council of the Town of
Westlake, Texas, that sections, paragraphs, clauses and phrases of this Ordinance are severable, and if
any phrase, clause, sentence, paragraph or section of this Ordinance shall be declared legally invalid or
unconstitutional by the valid judgment or decree of any court of competent jurisdiction, such legal
invalidity or unconstitutionality shall not affect any of the remaining phrases, clauses, sentences,
paragraphs or sections of this Ordinance since the same would have been enacted by the Town Council
of the Town of Westlake without the incorporation in this Ordinance of any such legally invalid or
unconstitutional, phrase, sentence, paragraph or section.
Ordinance 735
Page 3 of 3
SECTION 7: This ordinance shall take effect immediately from and after its passage as the
law in such case provides.
PASSED AND APPROVED ON THIS 22ND DAY OF SEPTEMBER 2014.
____________________________________
ATTEST: Laura Wheat, Mayor
____________________________ ______________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
Page 1 of 2
estlake Planning and Zoning Commission/
Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Westlake Planning & Zoning Commission Meeting
Monday, September 15, 2014
Westlake Town Council Meeting
Monday, September 22, 2014
TOPIC: PD 1-3 zoning district amendment to Side Yard Setbacks
STAFF CONTACT: Eddie Edwards, Director of Planning and Development
DECISION POINTS
Start Date Completion Date
Timeframe: September 15, 2014 September 22, 2014
Funding: Amount - None. Status- N/A Source- N/A
.
Decision Alignment
VVM Perspective Desired Outcome
Sense of Place Operational
Processes
CF.Promote Community Health,
Safety & Welfare
Strategic Issue Outcome
Strategy Staff Action
N/A N/A N/A
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 2
EXECUTIVE SUMMARY
The applicant is seeking to have the Side Yard Setback requirements amended from twenty feet
to fifteen feet. The majority of the lots in the Granada subdivision are less than 30,000 square
feet and the builders that are going to be building in Granada have been building in Vaquero for
the past several years and are accustomed to having fifteen foot side yards on lots less than
30,000 square feet. They desire to build similar house designs in Granada but the larger first
floor foot print s won’t fit on the lots with the twenty foot side yards.
ORGANIZATIONAL HISTORY/RECOMMENDATION
The requested fifteen foot side yard requirement would be consistent with what was approved for
Vaquero’s similar sized lots and with the Development Standards in the Code of Ordinances for
straight zoned property. On September 15, 2014 the Planning and Zoning Commission
unanimously voted to recommend approval of the amendment.
ATTACHMENTS
Exhibit:
• Proposed ordinance.
Ordinance 736
Page 1 of 3
TOWN OF WESTLAKE
ORDINANCE NO. 736
AN ORDINANCE AMENDING THE PLANNED DEVELOPMENT ZONING DISTRICT,
PLANNING AREA 3, (PD1-3), AS ADOPTED BY ORDINANCE NO. 693; CHANGING
THE DEVELOPMENT STANDARDS BY REDUCING THE SIDE YARD SETBACKS
FROM TWENTY FEET TO FIFTEEN FEET; PROVIDING A SAVINGS CLAUSE;
PROVIDING A PENALTY CLAUSE; AND DECLARING AN EFFECTIVE DATE.
WHEREAS, the Town of Westlake, Texas is a general law Town; and
WHEREAS, on February 25, 2013, the Town Council (sometimes referred to as the
Council") of the Town of Westlake, Texas (the " Town"), approved the PD1-3 Zoning District by
passing Ordinance No. 693 (the "PD1-3 Zoning District Ordinance"); and
WHEREAS, the Commission and Council held public hearings upon the application of
Scott Simmons, on behalf of the property owner, to amend the Development Standards of the
PD1-3 Zoning District Ordinance by reducing the Side Yard Setbacks from twenty feet to fifteen
feet, after written notice of such hearing having been sent to owners of
real property being within 200 feet of the property and notice being published in a newspaper of
general circulation in the Town, all in accordance with law; and
WHEREAS, upon the recommendation of the Planning and Zoning Commission, the
Town Council of the Town of Westlake, Texas, is of the opinion that it is in the best interests of
the town and its citizens that the amendments to ( Exhibit " 2") of the PD1-3 Zoning District
approved by Ordinance No. 693 should be approved and adopted;
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: That the recitals set forth above are hereby incorporated herein, adopted by
the Town and declared to be true and correct.
SECTION 2: That the Ordinance No. 693, approving the PD 1-3 Zoning District
Ordinance of the Town of Westlake, Texas, is hereby amended by this Ordinance, by amending
Exhibit 2, Article III Development Standards, Section 9 Side Yard Setbacks, to read as follows:
The minimum side yard shall be 15 feet. The Town Manager or his/ her designee may
approve a reduction of the required setback by a maximum of five ( 5) feet to
accommodate unique site conditions including the preservation of old growth trees.
SECTION 3: It is hereby declared to be the intention of the Town Council of the Town
of Westlake, Texas, that sections, paragraphs, clauses and phrases of this Ordinance are
Ordinance 736
Page 2 of 3
severable, and if any phrase, clause, sentence, paragraph or section of this Ordinance shall be
declared unconstitutional by the valid judgment or decree of any court of competent jurisdiction,
such unconstitutionality shall not affect any of the remaining phrases, clauses, sentences,
paragraphs or sections of this Ordinance since the same would have been enacted by the Town
Council of the Town of Westlake without the incorporation in this Ordinance of any such
unconstitutional phrase, clause, sentence, paragraph or section.
SECTION 4: That all provisions of Ordinance 693 not hereby amended shall remain in
full force and effect.
SECTION 5: That this Ordinance shall be cumulative of all other Town Ordinances and
all other provisions of other Ordinances adopted by the Town which are inconsistent with the
terms or provisions of this Ordinance are hereby repealed.
SECTION 6: That any person, firm or corporation violating any of the provisions or
terms of this ordinance shall be subject to the same penalty as provided for in the Code of
Ordinances of the Town of Westlake, and upon conviction shall be punishable by a fine not to
exceed the sum of Two Thousand ($ 2, 000.00) for each offense. Each day that a violation is
permitted to exist shall constitute a separate offense.
SECTION 7: This ordinance shall take effect immediately from and after its passage as
the law in such case provides.
PASSED AND APPROVED ON THIS 22nd DAY OF SEPTEMBER, 2014.
__________________________________
Laura Wheat, Mayor
ATTEST:
_________________________________ ___________________________________
Kelly Edwards, Town Secretary Tom Brymer, Town Manager
APPROVED AS TO FORM:
__________________________________
L. Stanton Lowry, Town Attorney
Ordinance 736
Page 3 of 3
This page is for reference only and not a part of the ordinance.
_________________________________________________________________
The following is attached to Ord. 693 as Exhibit 2:
TOWN OF WESTLAKE
ORDINANCE NO. 693
EXHIBIT 2
PD1 PLANNING AREA 3 ( PD1- 3)
SINGLE FAMILY RESIDENTIAL
ARTICLE III. DEVELOPMENT STANDARDS
SECTION 9 SIDE YARD SETBACKS
The minimum side yard shall be 20 feet. The Town Manager or his/ her designee may approve a
reduction of the required setback by a maximum of five (5) feet to accommodate unique site
conditions including the preservation of old growth trees.
Page 1 of 3
estlake Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Westlake Town Council Meeting
Monday, September 22, 2014
TOPIC: Conduct a Public Hearing and Consideration of Ordinance, Adopting the Town of Westlake
Estimated Budget for the fiscal year ending September 30, 2014, Adopting the Proposed Budget
for the fiscal Year ending September 30, 2015 including Investment Policy, Fiscal and
Budgetary Policies, Restricted, Committed and Assigned Fund Balances, and Providing
Authorization to the Town Manger to approve appropriated funds up to $25,000.
STAFF CONTACT: Tom Brymer, Town Manager
Debbie Piper, Finance Director
DECISION POINTS
Start Date Completion Date
Timeframe: October 1, 2014 September 30, 2015
Funding: Amount - $30,912,416 Status- Funded Source- N/A
The Town of Westlake’s Proposed FY 2014-2015 budget totals $30,912,416 for all funds (including
$3,278,510 transfers in from fund balance for operating, debt service, capital projects, major maintenance
and equipment replacement needs).
Decision Alignment
VVM Perspective Desired Outcome
Service Excellence Financial
Stewardship FS.Sustain Fiscal Health
Strategic Issue Outcome
Strategy Staff Action
Fiscal Stewardship &
Organizational
Effectiveness
5. Budget according
to established
service level
provisions within
departments.
SA 05.1: Budget Preparation
Strategy Map or VVM Connection
Strategic Issue Connection
EXECUTIVE SUMMARY
Page 2 of 3
“Community Growth on the Horizon.” The selection of any budget theme is intended to bring into focus
how resources are recommended to be prioritized and used in order to take the next step in achieving or
creating our vision, mission and community values for Westlake. This budget has been prepared keeping
this theme in mind.
The FY 14-15 budgeted amount totals $30,902,416 for all funds (including $3,278,510 transfers in from
fund balance for capital projects and operating needs).
This represents a 21% fund balance decrease from the FY 2013-14 estimated budget. If only
municipal operating expenses were taken into consideration (removal of all expenses related to
capital projects/outlay, Westlake Academy and inter-fund transfers), the FY 2014-15 proposed
budget would show an increase of $1,456,082 (14%) in municipal expenditures from the FY
2013-14 estimates.
The major reasons for this increase are the following:
Increase of $696K in Operating Expenditures
$214K increased payments for debt service obligations. Payment for the 2014 General
Obligation Refunding Bonds for FY 2014/2015 will be $260,510. The Town took
advantage of the low interest rates and refunded a portion of the 2003 Certificates of
Obligation (CO) which reduced our overall payments; saving the Town approximately
$15K annually. The principal payment of the refunded CO’s was rolled into the refunding;
therefore, no principal payment was made in FY 2013-14.
$100K for finalization of the 2014 Comprehensive Plan and $200K in contingency for
Ordinance revisions/codifications, maps, and other recommended updates
$300K for future Westlake resident enrollment capacity
Increase of $759K in Payroll Expenditures
This includes an increase in base costs of $71,394 to maintain our current staff levels along
with $65,000 in market pay adjustments (inclusive of taxes and insurance) for work force
attraction and $54K in performance based pay, and a newly recommended allocation of
$8K for cell phone reimbursement of various staff members (Directors and on-call
technicians). A portion of this increased expenditure is subsidized by transfers in from the
Utility Fund ($30K) and the Visitors Association Fund ($92K)
This increase also includes the following personnel changes
o $35,753 – transition of part -time Communication Specialist to full-time
o $77,987 – addition of one full-time Firefighter / Paramedic
o $19,592 – replacement of part-time Deputy Court Clerk
Transition of shared services employees to municipal budget
o $68,503 – Accounting Technician
o $120,860 – IT Director
$130,144 increase relating to medical, dental and life Insurance costs (40%)
$16,931 increase for social security and Medicare taxes (08%)
$89,840 increase for ICMA and TMRS costs (46%)
Page 3 of 3
Three years ago, in order to provide a more holistic and comprehensive overview of all of our financial
obligations, revenue sources, and program of services that fall under the umbrella of the Town of
Westlake, we began including the operational costs for Westlake Academy in the municipal budget.
ORGANIZATIONAL HISTORY/RECOMMENDATION
This Public Hearing has been advertised as required by law. The recommendation is to first conduct and
close the Public Hearing, followed by Council discussion as needed. Additionally, it is recommended to
adopt the FY 2014-15 municipal budget as proposed.
ATTACHMENTS
Proposed FY 2014-15 Municipal Budget
Ordinance
Ordinance 737
Page 1 of 2
TOWN OF WESTLAKE
ORDINANCE NO. 737
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
REVISING THE BUDGET FOR THE 2013-2014 FISCAL YEAR; ADOPTING THE
BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR
BEGINNING OCTOBER 1, 2014 AND ENDING SEPTEMBER 30, 2015 INCLUDING
INVESTMENT POLICY, FISCAL AND BUDGETARY POLICIES, RESTRICTED,
COMMITTED AND ASSIGNED FUND BALANCES; PROVIDING AUTHORIZATION TO
THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS UP TO $25,000;
PROVIDING THAT THE BUDGET TO BE K EPT IN CITY SECRETARY’S OFFICE;
PROVIDING FOR A SEVERABILITY CLAUSE; AND PROVIDING FOR AN
EFFECTIVE DATE.
WHEREAS, public notice of a public hearing on the proposed annual budget, stating the
date, time, and place and subject matter of the public hearing, was given as required by the laws of
the State of Texas and ; and
WHEREAS, a public hearing was duly held and all interested persons were given an
opportunity to be heard for or against any item therein on September 22, 2014; and,
WHEREAS, as required by Texas Local Government Code 102.002, the budget officer has
prepared a municipal budget to cover the proposed expenditures of the municipal government for
the succeeding year; and,
WHEREAS, the Town Council finds that the passage of this Ordinance is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE, TEXAS:
SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirety
SECTION 2: That the Town Council hereby adopts the revised budget for the fiscal year
beginning October 1, 2013 and ending September 30, 2014 as shown within Exhibit “A.”
SECTION 3: That the Town Council does hereby approve the proposed Municipal Budget
attached as Exhibit “A”, adopting the budget for the fiscal year beginning October 1, 2014 and
ending September 30, 2015.
SECTION 4: That the Town Council hereby gives the Town Manager authorization to
approve any appropriated funds up to the amount of $25,000.
Ordinance 737
Page 2 of 2
SECTION 5: That a copy of the official adopted 2014-2015 budget document shall be kept
on file in the office of the Town Secretary.
SECTION 6: If any portion of this Ordinance shall, for any reason, be declared invalid by
any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof
and the Council hereby determines that it would have adopted this Ordinance without the invalid
provision.
SECTION 7: That this Ordinance shall become effective from and after its date of passage.
PASSED AND APPROVED ON THIS 22nd DAY OF SEPTEMBER 2014.
ATTEST: ________________________________
Laura L. Wheat, Mayor
_______________________________ _________________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
_____________________________
L. Stanton Lowry, Town Attorney
TT OO WW NN OO FF WW EE SS TT LL AA KK EE
FF II SS CC AA LL YY EE AA RR 22 00 11 44 --22 00 11 55
THIS BUDGET WILL RAISE MORE TOTAL PROPERTY
TAXES THAN LAST YEAR'S BUDGET BY $36,595 OR
2.73%, AND OF THAT AMOUNT, $43,951 IS TAX
REVENUE TO BE RAISED FROM NEW PROPERTY
ADDED TO THE TAX ROLL THIS YEAR.
Table of Contents
1. EXECUTIVE
Transmittal Letter
1 Introduction
2 Investments and Achievements
3 Budget Theme, Trends and Overview
4 “Community Growth on the Horizon”
6 Budget Overview
10 Ad Valorem Tax Analysis
11 Proposed Budget in a Multi-Year Context
11 Closing Thoughts
12 2013 Citizen Survey Results regarding Town Services
13 2013 Citizen Survey Results regarding Satisfaction
Financial Analysis and Summaries – All Funds
15 Three Year Analysis Comparison
16 Current Year Analysis
Personnel and Organization
18 Organizational Chart
19 Personnel Position Summary – All Years
20 Personnel Position Summary
2. GENERAL FUND
24 Program Summary
25 Fund Overview
3. SPECIAL REVENUE FUNDS
4B Economic Development Fund 200
31 Program Summary
32 Fund Overview
Economic Development Fund 210
33 Program Summary
34 Fund Overview
Lone Star Public Facilities 418
35 Program Summary
36 Fund Overview
Visitors Association Fund 220
37 Program Summary
38 Fund Overview
4. DEBT SERVICE FUND
40 Program Summary
41 Fund Overview
42 Long Term Debt Summary
Table of Contents
5. ENTERPRISE FUND
Cemetery Fund 255
45 Program Summary
46 Fund Overview
Utility Fund 500
47 Program Summary
48 Fund Overview
6. INTERNAL SERVICE FUNDS
Utility Maintenance & Replacement Fund 510
53 Program Summary
54 Fund Overview
55 Five Year Projection
General Maintenance & Replacement Fund 600
56 Program Summary
57 Fund Overview
58 Five Year Projection
7. WESTLAKE ACADEMY FUND 199
59 Program Summary
60 Fund Overview
61 Executive Summary
8. CAPITAL PROJECT FUND
Capital Project Fund 410
83 Program Summary
84 Fund Overview
85 Five Year Projection
Westlake Academy Expansion Fund 412
86 Program Summary
87 Fund Overview
88 Five Year Projection
9. CAPITAL IMPROVEMENT PLAN
91 Capital Improvement Summary
95 Approved Capital Projects – 5 Year Projection
96 Unfunded Capital Projects – 5 Year Projection
10. LONG TERM PLANNING
141 Eight Year Financial Forecast Narrative
142 Eight Year Financial Forecast - All Municipal Funds
11. APPENDIX
150 Glossary of Terms
156 Fiscal and Budgetary Policies – Town of Westlake
169 Investment Policy
TRANSMITTAL LETTER
September 22, 2014
Honorable Mayor and Town Council:
I. INTRODUCTION: BUDGET APPROACH, FORMAT, AND METHODOLOGY
On behalf of the Town of Westlake’s Senior Leadership Team, it is my pleasure to submit for your
consideration the Proposed FY 2014-15 Budget. This year’s budget theme is “Community Growth
on the Horizon”. Our community is growing through the addition of a new housing
development, potential mixed-use project, and the completion of expansion at Westlake
Academy. We are also experiencing organization growth with the high performance
organization framework and our strategic visioning with the Balanced Scorecard.
Budget Approach
As required by State law, the Town’s Proposed FY 2014-15 municipal budget has been prepared
with the base assumption that the Town’s first priority is to have a balanced budget. The budget
has also been prepared according to these criteria:
• It is our priority to fund and deliver high quality core municipal services along with
academic services for our citizens, students and stakeholders.
• Service levels are in alignment with residential feedback regarding priorities from our most
recent 2013 Direction Finders (citizens’) survey results and the Town’s strategic planning
efforts through our comprehensive work in identifying strategic themes, outcome
objectives, and staff initiatives.
Budget Format: Governing & Managing for Outcomes
As our community has grown our organization has developed a comprehensive governance
system through the use of our citizen survey results, policy development by the governing board,
and our strategic framework with a strategy map to help guide staff efforts to achieve our
mission and vision for the Town. Our system also integrates the following elements:
• Five (5) year financial, personnel, and equipment forecasting, budgeting, and
performance measurement linked to strategic priorities, objectives, and outcomes to
ensure a long term approach that provides financial sustainability
• Aligning resources to prioritized outcomes
• Reporting to monitor progress in outcome achievement and accountability for results
• Utilizing citizen surveys to gauge service satisfaction levels with Town services and resident
willingness to pay for those services
• Maintaining core services
• Funding and implementing a Five (5) Year Capital Improvement Plan (CIP) and major
maintenance and replacement
Budget Methodology
Certain assumptions, parameters, and approaches were utilized as the budget document was
prepared, which are consistent with our overall Town philosophy of focusing on fiscal
stewardship and responsibility while providing services for our community. These include:
• Readily identifying and tracking cost increases as they relate to maintaining or increasing
services
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• Identifying the use of fund balance(s), inter-fund transfers, employee compensation
increases
• Adherence to the Council’s financial policies
• Maintaining minimum fund balances that exceed the Council policy requirements (90 day
fund balance)
• Conservative revenue estimating that identifies one-time and on-going revenues
• Review of all base budgets, as well as service level adjustments due to cost increase
and/or inflation. Programs of service were analyzed and ‘scrubbed’ during budget review
sessions with the Senior Leadership Team.
• Estimated expenditures for current levels of service in FY 2014-15 were achieved by:
o Adjusting for actual spending in FY 2013-14
o Deducting one-time FY 2013-14 expenditures to create the base budget for the
coming fiscal year. Any anticipated cost increases (due to inflation or program
cost escalations) were identified and separated from the current base budget in
the form of Service Level Adjustments (SLA’s).
II. INVESTMENTS AND ACHIEVEMENTS
Over the previous fiscal year, the Town has achieved and/or is continuing to work toward
important initiatives and projects that will allow us to balance our “distinctive development,
trails, and quality of life amenities amidst an ever expanding urban landscape.” These include:
• Achievement and recognition for our transparency efforts and our fiscal stewardship
through receipt of the following:
o Distinguished Budget Presentation Award from the Governmental Finance Officers
Association (GFOA) marking the 7th year in a row that we have received this honor
for our municipal budget and the 5th year for our educational services budget
(Westlake Academy).
o International Award for Budget Excellence from the Association of School Business
Officials International for the past five years.
o Certificate of Achievement for Excellence in Financial Reporting for our
Comprehensive Annual Financial Report (CAFR), also known as the annual audit
which has also been recognized through GFOA for the last six years.
o Award for Outstanding Achievement in Popular Annual Financial Reporting (PAFR),
by converting much of the CAFR document into an easy-to-read format for our
residents. This was the Town’s second year to achieve this award.
• Invested in an update of our current Comprehensive Planning document as we began
working with the Town Council, residents, and appointed steering committee members to
memorialize our community vision in the new document. Our current version was
compiled in 1992 and many changes have occurred since that time. Progress continues
through the facilitation efforts of an outside consultant and the committee with the final
completion planned for FY 2014-15.
• Invested in the 3rd iteration of our strategic plan through the use of the Balanced
Scorecard system. Council members worked with an outside consultant to create
strategic themes and updated our vision, mission, and values statements for Westlake.
Staff then identified outcome objectives, created a Tier One Strategy Map, and
developed performance measures for Council adoption.
• Invested in the Town’s open enrollment charter school as Westlake Academy, completed
its 11th year of operation and graduated our 5th class of seniors with 53 students. We
continue to have excellent academic and extra-curricular results.
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• Installation of a secondary ground storage water tank for future sustainability and service
provision levels.
• Achievements as Westlake Academy continues to be ranked among the best high schools
in America:
o Washington Post ranked us as 36th out of 1,900 schools across the nation.
• Invested in the Town’s CIP ($10.5M) mainly through focus on the expansion of our physical
plant at Westlake Academy ($8.2).
o Invested approximately $1.6M in streetscape improvements on FM 1938 (Davis
Blvd) with median plantings and sidewalk installation, which is now in its final
stages of completion.
o Invested a total of $500K in the Town’s infrastructure through enhancements on
SH 114/170 in partnership with our surrounding communities for bridge and
overpass paintings, plantings in medians and entry monuments.
III. BUDGET THEMES, TRENDS, & OVERVIEW
As stated previously, the theme for the proposed budget is “Community Growth on the Horizon”.
In 2010-11, the Council set an ad valorem tax rate to address our financial sustainability, and also
began investing in our infrastructure through our Capital Improvement Plan to help maintain the
sense of place for Westlake. We have also experienced growth in residential developments, a
potential mixed-use project, physical plant expansion at the Academy and multiple avenues of
organizational growth.
Prior Fiscal Year’s Budget Theme
Over the last several years, we have incorporated a ‘theme’ into our budget document
identifying the current trends or issues facing our community and as a method to focus our
service provision levels for our community. The last few themes are shown below:
• FY 2011-12 ~ “Investing in Our Future” (ad valorem property tax implemented to stabilize
our revenue streams and provide for financial sustainability)
• FY 2012-13 ~ “Driving Service Excellence” (focused on our ability to deliver excellent
customer service)
• FY 2013-14 ~ “Moving Forward Together: A Growing Community, A Growing School”
(expansion at the Academy and infrastructure reinvestment)
Proposed Fiscal Year’s Budget Theme
Over the past year, our community has had the opportunity to invest in our growth through the
approval of zoning for a new single family housing development and potentially a mixed-use
project. This type of growth pattern will provide for another 82 homes in Granada, at the
corner of Solana Blvd. and FM 1938/Davis Blvd., with substantial exterior public open-space,
trails and water amenities. The proposed Entrada mixed-use development, along SH 114, is
planned to be constructed over the next several years. It would include both commercial and
residential components and feature a Spanish village theme.
At Westlake Academy, we are in the final stages of completing approximately 35,000 square
feet of academic space to allow for decompression in the school, multi-use space for the
primary students, and a field house for athletic instruction/events. We are also expanding
student enrollment by approximately 100 students for SY 14-15.
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5
10 12
28 40 50
FY
09/10
FY
10/11
FY
11/12
FY
12/13
FY
13/14
FY
14/15
Number of
Housing Starts
Our staff team development has also experienced substantial growth with the high
performance organization (HPO) model and strategic visioning strides with the Balanced
Scorecard system. The implementation of the HPO processes has resulted in extensive team
building opportunities, expanded collaboration in service delivery methods, and the
encourage of leadership at all levels of our organization. As a result, we restructured our
customer service staff members to streamline their efforts in the main municipal lobby,
developed a staff driven mission ‘tag line’, and are working toward creating team centered
value statements. The HPO method allows us to convey the importance of leadership and
customer centered service delivery for our residents. As a component of these efforts, the
Balanced Scorecard has been deployed as a lever to enhance our HPO development. A
comprehensive strategic plan is an important system within the HPO framework. Both of these
organizational growth and professional development efforts will help to focus our staff initiatives
in the stated direction of our vision for the community.
The selection of any budget theme is intended to bring into focus how resources are
recommended to be prioritized and used in order to take the next step in achieving or creating
our vision, mission and community values for Westlake. These significant growth opportunities
lend itself to our proposed budget theme for FY 14-15:
IV. “COMMUNITY GROWTH ON THE HORIZON”
FY 2014-15 Short Term Trends and Planning Related to the Proposed Budget
Over the history of our Town, municipal budgets have been prepared with an eye toward
being fiscally conservative, while providing the high quality customer service that our residents
have come to expect in Westlake. As a component of our budgets, we also identify current
trends to be stewards of our community. Some of these factors can be found below:
• Reinvestment in our community through the replacement of our fire pumper truck during
the coming fiscal year. As our rolling stock continues to age, we will need to reinvest in our
assets in order to maintain the exceptional levels of service we strive to deliver. The
replacement truck will allow us to rotate the current vehicle to a back-up status as it is
experiencing multiple repair events.
• Housing Start Increases: Westlake is expecting continued
single family residential construction as a result of
Granada. This is depicted in the side-chart – prerecession
starts were at 38 per year and we are estimating 50 for
the coming fiscal year.
• Permanent Population Growth: The North Central Council
of Governments has updated Westlake’s 2010 Census
from 992 to 1,051. This is the portion of our population that
is considered to be our permanent residence. An increase in population of 210 in 1990 to
the present 1,051 represents a 400% increase.
• Daytime Population: Because Westlake is the home of many major corporate office
campuses, its Monday-Friday daytime population swells to approximately 10,000 - 12,000
individuals. These office complexes are comprised of notable corporate clients that
include Deloitte LLP, Core Logic and Fidelity Investments. Staff will continue to monitor our
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165 153 164
215
254 274
FY
09/10
FY
10/11
FY
11/12
FY
12/13
FY
13/14
FY
14/15
Number of Westlake Students
in Westlake Academy
1265 844 705 1027
2079 2177
FY
08/09
FY
09/10
FY
10/11
FY
11/12
FY
12/13
FY
13/14
Waiting List for
Westlake Academy
corporate stakeholders and attempt to identify avenues to strengthen these relationships
and assist in drawing new corporations to Westlake.
• Continued Impact of Westlake Academy on
Residential Growth: The number of Westlake
residents who are selecting Westlake Academy as
the educational choice for the students has
doubled in the past five years. Resident surveys
indicate that the Academy is one of the main
reasons they moved to Westlake, and why they plan
to remain in our community.
• Increase in Westlake Academy Overall Enrollment: The Academy has experienced steady
enrollment growth from 491 in SY 2009-10 to a
projected 822 in SY 2014-15. The current increase of
student population is a result of the Phase I
expansion efforts on the Academy campus. We are
completing the construction of three buildings that
will accommodate the new students. The lottery
waiting list for admissions continues to grow from 700
in 2010 to over 2,100 students for this coming school
year.
• Completion of Phase I Facility Improvements:
Construction will be complete and operational for the fall school year. The approximately
39,000 sq. ft. of new facilities comprised of a secondary classroom building, field house,
and primary years’ multi-use building will allow for decompression of our current facilities.
• Continued work on the Comprehensive Plan: The Town’s current 1992 Comprehensive Plan
is in the process of review and updating. The Comprehensive Plan serves as the “blue
print” for planning and growth. We have convened a steering committee and held public
meetings to discuss the plan elements and expect to be complete within the current fiscal
year.
• Sales Tax Growth: Sales tax for FY 2014-15 indicates an increase of $135,000 (3%)
compared to FY 2013-14 estimated levels.
Long Term Visioning for FY 2014-2015 and Beyond
Long range planning and visioning is vital to the sustainability of any community and Westlake
has a bright outlook for our future – much of this based on our governing board, residential
commitment to our Town and the diligence of our staff members. The following trends will be
important to our growth and development:
• Continued Permanent Population Growth - We anticipate the trend toward growth will
continue as our existing lot inventory continues to be a scarce commodity. In addition,
the aforementioned residential and mixed-use developments have the potential to
significantly increase our permanent population.
• Management of Development – As the economy and the surrounding cities in the
Metroplex experience commercial development and the influx of individuals continues
to make the North Texas Region their home, we will need to manage our distinctive
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housing developments to ensure we maintain our community as an ‘oasis of natural
beauty’ as contained in our Vision statement.
• Implementation of the Comprehensive Plan – As mentioned in the short term trends, the
Town will complete the updating of our Comp Plan and will transition into the
application phase of the recommendations and feedback from our Comprehensive
Plan Steering Committee, residents and stakeholders, Planning & Zoning Committee
Members, and our Town Council. This will include the update of the applicable
ordinance documents that will help guide our future developments and all the
corresponding plan elements.
• Oversight of Enrollment Demands at Westlake Academy – As it becomes necessary, the
rollout of Phase II of the Facility Master Plan, staff and the Council will plan for our long
term visioning of the school to ensure each child reaches their ‘highest individual
potential’ as a student at Westlake Academy. The impact of new housing
developments and population growth will continue to drive our capital projects in the
future.
V. BUDGET OVERVIEW
On behalf of the Senior Leadership Team and all Westlake staff members, I am presenting the
Proposed FY 2014-15 budget document for the Council’s consideration as follows:
• A = The FY 2014-15 budgeted expenditure amount totals $30,912,416 for all funds
• B = Fund balance will decrease 21% from the FY 2013-14 estimated budget.
• CDE = this decrease includes $3,278,510 transfers in from fund balance. Operating needs
total $2.1M with capital project transfers at
$1.1M.
• F&G = If only municipal operating expenses were
taken into consideration (removal of all
expenses related to capital projects/outlay,
Westlake Academy and inter-fund transfers), the
FY 2014-15 proposed budget would show a 13%
increase of $1,456,082 in municipal expenditures
from the FY 2013-14 estimates.
• The major reasons for this increase are the following:
o Increase of $696K in Operating Expenditures
$214K increased payments for debt service obligations. Payment for the 2014
General Obligation Refunding Bonds for FY 2014/2015 will be $260,510. The Town
took advantage of the low interest rates and refunded a portion of the 2003
Certificates of Obligation (CO) which reduced our overall payments; saving the
Town approximately $15K annually. The principal payment of the refunded CO’s
was rolled into the refunding; therefore, no principal payment was made in FY
2013-14.
$100K for finalization of the 2014 Comprehensive Plan and $200K in contingency
for Ordinance revisions/codifications, maps, and other recommended updates
A $30,902,419 Total Expenditures & Other Uses
B -21% Fund Balance Change percent
C $2,117,105 Transfers Related to Operating Needs
D $1,161,405 Transfers Related to Capital Projects
E $3,278,510 Total Transfers from Fund Balance
F $1,456,082 Municipal Operating Change
G 13% Municipal Operating Percent
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$300K for future Westlake resident enrollment capacity
o Increase of $759K in Payroll Expenditures
This includes an increase in base costs of $71,394 to maintain our current staff
levels along with $65,000 in market pay adjustments (inclusive of taxes and
insurance) for work force attraction and $54K in performance based pay, and a
newly recommended allocation of $8K for cell phone reimbursement of various
staff members (Directors and on-call technicians). A portion of this increased
expenditure is subsidized by transfers in from the Utility Fund ($30K) and the Visitors
Association Fund ($92K)
This increase also includes the following personnel changes
o $35,753 – transition of part-time Communication Specialist to full-time
o $77,987 – addition of one full-time Firefighter / Paramedic
o $19,592 – additional part-time Deputy Court Clerk
Transition of shared services employees to municipal budget
o $ 68,503 – Accounting Technician
o $120,860 – IT Director
$130,144 increase relating to medical, dental and life Insurance costs (40%)
$16,931 increase for social security and Medicare taxes (08%)
$89,840 increase for ICMA and TMRS costs (46%)
Three years ago, in order to provide a more holistic and comprehensive overview of all of our
financial obligations, revenue sources, and program of services that fall under the umbrella of
the Town of Westlake, we began including the operational costs for Westlake Academy in the
municipal budget.
A summary of the changes in Fund Balance from the ending fund balances to the projected
FY 2014-15 fund balances are as follows:
FY 14/15 Revision 3 Revision 3 FY 14/15
Projected Total Total Projected
Beginning Revenues Expenditures Ending FY 13/14 vs FY 14/15
Fund and Other and Other Fund Percent Change
Change
Fund Type Balance Sources Uses Balance of Total Amount Percent
General Fund 5,896,631 7,935,456 8,605,971 5,226,116 43% (670,515) -11%
Special Revenue 1,069,684 2,533,603 2,689,602 913,685 8% (155,999) -15%
Debt Service (11,865) 2,306,523 2,294,658 - 0% 11,865 0%
Enterprise Funds 4,716,918 3,476,624 3,803,059 4,390,484 35% (326,435) -7%
Internal Services 1,183,176 728,875 1,467,000 445,051 4% (738,125) -62%
Capital Funds 1,661,420 3,042,400 4,203,805 500,015 4% (1,161,405) -70%
Westlake Academy 1,060,425 7,612,293 7,848,324 824,394 7% (236,031) -22%
TOTAL 15,576,390 27,635,774 30,912,419 12,299,745 100% 3,276,645 -21%
As can be seen above, the FY 2014-15 proposed budget indicates a decrease in fund balance
in the amount of ($3,276,645) for all Town funds.
The Internal Service Funds have a reduction in fund balance related specifically to the purchase
of a replacement engine/pumper truck, totaling ($730K).
• We currently deploy a 2003 engine/pumper truck which has been in for repairs on a
routine basis.
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The Capital Project Fund balance reduction of $1.161M is a direct reflection of the construction
of the following projects:
• FM1938 Streetscape Project $1M
• Sam School, E. Dove, and Roanoke Road Reconstruction and Drainage $819K
• Park Improvements $100K
• Land cost allocation for Fire Station $1.125M to be offset with bond proceeds
The General Fund’s fund balance will decrease by $670K
• The Town is anticipating an increase in revenues over the prior year by $864K
o increased sales tax revenue $101K
o Permits and fees related to the Granada development $450K
o Transfers in from Utility Fund for repayment of Ground Storage Water Tank $256K
• Increase of $557K in Payroll Expenditures
o This includes an increase in base costs of $71,394 to maintain our current staff
levels along with $65,000 in market pay adjustments (inclusive of taxes and
insurance) for work force attraction and $54K in performance based pay, and a
newly recommended allocation of $8K for cell phone reimbursement of various
staff members (Directors and on-call technicians). A portion of this increased
expenditure is subsidized by transfers in from the Utility Fund ($30K) and the Visitors
Association Fund ($92K)
o This increase also includes the following personnel changes
$35,753 – transition of part-time Communication Specialist to full-time
$77,987 – addition of one full-time Firefighter / Paramedic
$19,592 – replacement of part-time Deputy Court Clerk
o Transition of shared services employees to municipal budget
$68,503 – Accounting Technician
$120,860 – IT Director
o $130,144 increase for medical, dental and life Insurance costs (40%)
o $16,931 increase for social security and Medicare taxes (08%)
o $89,840 increase for ICMA and TMRS costs (46%)
• Operating expenditures and transfers out increased $1M
o $300K – future Westlake resident enrollment capacity
o $ 42K – increase to Keller Police contract services
o $520K – transfer to Capital Projects Fund
o $168K – transfer to Debt Service Fund
VI. “EXPANSIVE LOOK” INTO THE FY 2014-15 BUDGET AND STRATEGIC DIRECTIVES
Keeping our current year theme in mind, this budget has been prepared with the following four–
fold strategic focus of achieving the outcome objectives identified in our Strategy Map of
“Preserving Desirability & Quality of Life” and “Increasing our Citizen, Student, and Stakeholder
Satisfaction”:
• Continued investment and long term visioning in the Town’s infrastructure helping to
“Encourage Westlake’s Unique Sense of Place”
• Investing in our employees, our most important resource for achieving our Mission Tag Line
as a “One-of-a-kind community; natural oasis - providing an exceptional level of service.”
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• Maintaining our position as a premiere knowledge based community as educational
leaders, as well as a community recognized both statewide and nationally for our
innovative approaches to local government service delivery
• Dealing with growth “that maintains our open spaces in balance with distinctive
development, trails, and quality of life amenities” found in our vision statement, both in
Westlake and at Westlake Academy
Service Level Adjustments
The Town utilizes “service level adjustments” to create an organizational outcome of being fiscal
stewards and tracking our cost increases or decreases. A service level adjustment (SLA) is a
request for any dollars in excess of the baseline/target budget. (FY 2013-14 adopted budget,
adjusted for year-end estimates, less one-time purchases). There are 2 types of “Service Level
Adjustments”.
• Maintain - same level of service as previous year, but increased due to inflation, etc.
o Activities that require additional resources to maintain the current level of service
due to growth, new equipment, etc. are considered additions to the
baseline/target budget and are included in the “SLA”.
• New or expanded level of service.
o All requests for new personnel, programs or equipment that represent a new
addition to the current operation are considered additions to the baseline/target
budget and are included in the new costs.
o Show any revenues or reduction in current expenses these new or expanded levels
of service will create
o Designate if item represents an “Unfunded Mandate”. An unfunded mandate is a
statute or regulation that requires a state or local government to perform certain
actions, yet provides no money for fulfilling the requirements.
To support our theme of “Community Growth on the Horizon” the proposed FY 2014-15 budget
reflects a total of $4,008,497 in service level adjustments which is invested in major areas of
emphasis through service level adjustments as follows:
SERVICE LEVEL ADJUSMENT TYPE TOTAL AMOUNT ONE-TIME COSTS ON-GOING COSTS
Operating Supplies/Service 750,373 136,020 614,353
Payroll and Related 543,211 0 543,211
Total Operating SLA Costs 1,293,584 136,020 1,157,564
Capital Improvement 5,578,789 5,465,305 113,484
Debt Service 259,114 0 259,114
Total All SLA Costs 7,131,487 5,601,325 1,530,162
percentage 79% 21%
Increased Revenues 3,122,990 2,335,000 787,990
percentage 75% 25%
Staff recommends continued monitoring and implementation of our financial policy as it relates
to remaining competitive in the marketplace. We are fortunate to have engaged, long-term
employees (with a wealth of institutional knowledge) who help to create the type of
environment that our residents enjoy - one that focuses on the creation of the personal
relationship with as many of our stakeholders as possible and an organization that is committed
to being accessible and responsive to our community. Our current financial policy directs us to
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aim for a target of being within 3% of the median of the market for our various municipal
positions.
As we are a multi-faceted service delivery unit – through both municipal and academic service
delivery – the ability to remain competitive in the marketplace is important to our long term
success. The incremental, consistent approach helps us to retain (and when necessary to
attract) the type of candidates that are committed to servant leadership in service delivery
without experiencing a large increase due to a lag in our compensation allocations. In support
of this process, the current fiscal year contains a performance based pay package of $54,000. VII. AD VALOREM TAX ANALYSIS
Ad valorem taxes account for 16% of General Fund revenue and 10% of our overall revenues.
This will be the fifth year the Town has assessed a property tax. The ad valorem tax rate for the
Town of Westlake continues to be the lowest for municipalities in the immediate area.
The proposed ad valorem tax rate per $100 of assessed valuation will be the calculated
effective rate of $.15634 for FY 2014-15. This is less than the FY 2013-2014 tax rate of $.15684 by
$0.0005. As a reminder, the effective tax rate is the total tax rate calculated to raise the same
amount of property tax revenue for the Town from the same properties in both the 2013 tax year
and the 2014 tax year. The variance in the revenues received with the current rate and the
proposed rate is only $4K.
This year’s property tax levy will raise more revenue from property taxes than in the preceding
year by $36,595 or 2.73%, and of that amount, $43,951 is tax revenue to be raised from new
property added to the tax roll for the current year.
The ad valorem tax rate used in this proposed FY 2014-
15 budget compared to the prior year rate is noted in
the table to the right.
Below is a table noting our prior year tax information as well as the estimated rate and revenue
for FY 2014-15. Based on our July certified values, the Town’s “net taxable value” increased by
$26,875,626 (3.15%) over September’s supplemental information for FY 13-14. This is attributable
to a 5.3% increase in residential but offset by a 3.7% decrease in commercial property values.
FY 10/11
FY 11/12
FY 12/13
FY 13/14
FY 14/15
Actual
Actual
Actual
Estimated
Proposed
Total
Appraised
Value
$1,025,535,296 $1,090,892,532
$1,209,948,755
$1,227,898,917
$1,258,429,958
amount change
65,357,236
119,056,223
17,950,162
30,531,041
percent change
6.37%
10.91%
1.48%
2.49%
Net
Taxable
Value
$880,169,946
913,119,313
864,452,946
853,297,597
880,173,223
amount change
32,949,367
(48,666,367)
(11,155,349)
26,875,626
percent change
3.74%
-5.33%
-1.29%
3.15%
Total Tax
Revenue
$1,409,152
$1,432,136
$1,355,808
$1,338,312
$1,376,063
amount change
22,984
(76,328)
(17,496)
37,751
percent change
1.63%
-5.33%
-1.29%
2.82%
FY 13/14 FY 14/15
Adopted Proposed Change
Tax Rate Tax Rate Amount
M&O $ 0.13907 $ 0.13710 $ (0.00197)
I&S $ 0.01777 $ 0.01924 $ 0.00147
$ 0.15684 $ 0.15634 $ (0.00050)
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VIII. PROPOSED BUDGET IN A MULTI-YEAR CONTEXT
Evaluating the budget within the context of a longer term forecast is important as it shows
whether we are on the right road financially in FY 2014-15. This excerpt from the updated
Financial Forecast for the Town’s General Fund illustrates the trend for the next seven years:
VII. CLOSING THOUGHTS
The development of a comprehensive budget document, such as this, is the result of a high
performing team focused on the overall goals and objectives established by the Council:
customer service, excellent service delivery, financial stewardship and organizational and
personal development. As mentioned above, we are extremely fortunate to have a staff team
and governance structure, focused on developing Westlake into a truly unique community. We
have worked with Council to refine our strategic direction for municipal services and
communicate this through the organization. This type of investment will produce relationships
that sustain our community and ensure the responsible use of the public funds that have been
entrusted to us for our Town.
Our community has recently faced many decisions which have helped to shape our future and
guide our growth. We have expanded our capacity as an organization through:
• Strategic professional development with a consultant from the Balanced Scorecard
Institute for both the Council and staff members.
• Re-development of the Balanced Scorecard system and Strategy Map, with
comprehensive performance measures for our municipal operations.
• Elected official governance and professional development sessions to improve our
proficiency in those areas.
• Short and long-term focus on fiscal management that involves responsible budgeting and
transparency for our citizens.
• Communication and outreach efforts to our stakeholders via the continued use of
personalized neighborhood meetings, social media outreach, corporate partnerships, and
our website information.
FORECAST FOR ESTIMATED PROPOSED S E V E N Y E A R P R O J E C T I O N
GENERAL FUND ONLY FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 20-21
Beginning Fund Balance
5,812,583
5,896,631
5,226,116
5,105,466
5,661,318
5,166,907
4,824,004
5,117,425
4,481,109
Revenues & Transfers In
7,070,981
7,935,456
8,097,685
8,611,266
7,625,476
8,067,518
9,282,362
8,502,034
9,067,332
Expenditures & Transfers
Out
(6,986,933)
(8,605,971)
(8,218,334)
(8,055,413)
(8,119,888)
(8,410,421)
(8,988,941)
(9,138,351)
(9,380,400)
Net Total $5,896,631 $5,226,116 $5,105,466 $5,661,318 $5,166,907 $4,824,004 $5,117,425 $4,481,109 $4,168,041
Total Restricted Funds
265,126
255,079
260,181
265,384
270,692
276,106
281,628
287,260
293,006
Ending Balance (projected) $5,631,505 $4,971,037 $4,845,286 $5,395,934 $4,896,215 $4,547,898 $4,835,798 $4,193,849 $3,875,035
Operating Days
323
243
236
263
220
197
196
168
151
11
TRANSMITTAL LETTER
• Physical plant expansion on the Academy campus with a Fieldhouse, Multi-purpose
building and Secondary educational classrooms.
• Recruitment of an Executive Principal / Director of Education for Westlake Academy and
an MYP Principal.
• Increased enrollment and new course offerings - emphasizing high student achievement
and student expansion at Westlake Academy.
• Installation of a secondary ground storage water tank for future sustainability and service
provision levels.
• Approval of a new 84 home residential development and zoning for an 84 acre mixed-use
development.
All of these efforts are necessary to create the one-of-a-kind community that Westlake residents
cherish and enjoy, one that allows us to focus in the coming fiscal year on growth and
responsible development. We exist as a municipal corporation for one reason and one reason
only: to prioritize and deliver the best services possible with the resources provided to achieve
an exceptional quality of life. The staff members remain committed to this challenge and
pursue this goal each day.
High praise is due to the Senior Leadership Team for their work on this budget. Additional
recognition and thanks are due to our Director of Finance Debbie Piper, and Finance Supervisor
Jaymi Ford, for their efforts in assembling the budget document. It takes long hours and
attention to detail to assimilate all the various factors that may affect our community into a
comprehensive financial and policy document that is ‘user friendly’. I appreciate their
dedication and the effort they have invested in this process. Finally, on behalf of myself and the
entire Town Staff, I would like to extend thanks and appreciation to the Westlake Town Council.
Your countless volunteer hours, invested in the governance of and leadership for Westlake,
make it a true honor to serve the community, and your dedication is foundational to any
success we achieve.
Respectfully,
Thomas E. Brymer
Town Manager/Superintendent Westlake Academy
12
TRANSMITTAL LETTER
EXCERPT FROM THE 2013 CITIZEN SURVEY RESULTS
Source: ETC Institute DirectionFinder (2013 – Westlake, TX)
13
TRANSMITTAL LETTER
14
FY 12/13 vs FY 13/14 FY 14/15 vs FY 13/14
Revision 3 Actual Estimated Proposed Estimated
FY 12/13 FY 13/14 FY 14/15 change change change change
Description Actual Estimated Proposed Amount Percent Amount Percent
REVENUES & OTHER SOURCES
General Sales Tax 1 4,375,397 ##4,500,000 ##4,635,000 ##124,603 3%135,000 3%
Property Tax 2 1,366,542 4%1,330,346 6%1,376,063 5%(36,196)-3%45,717 3%
Beverage Tax 3 39,727 0%50,000 0%50,500 0%10,273 26%500 1%
Franchise Fees 4 734,935 2%787,508 3%795,383 3%52,573 7%7,875 1%
Permits & Fees 5 969,735 3%1,008,500 4%1,460,500 5%38,765 4%452,000 45%
Fines & Forfeits 6 695,167 2%645,000 3%670,000 2%(50,167)-7%25,000 4%
Investment Earnings 7 29,177 0%32,915 0%27,490 0%3,738 13%(5,425)-16%
Misc Income 8 321,568 1%485,813 2%270,748 1%164,244 51%(215,065)-44%
Charge for Services 9 3,160,859 8%2,822,960 ##3,278,520 ##(337,899)-11%455,560 16%
Contributions 10 5,908,550 ##82,500 0%760,000 3%(5,826,050)-99%677,500 821%
Hotel Tax Revenues 11 709,578 2%770,000 3%777,000 3%60,422 9%7,000 1%
TOTAL REVENUES 12 18,311,233 ##12,515,542 ##14,101,204 ##(5,795,691)-32%1,585,662 13%
Transfers In 13 2,654,929 7%3,379,774 ##4,797,277 ##724,845 27%1,417,503 42%
Other Sources 14 10,823,210 ##466,775 2%1,125,000 4%(10,356,435)-96%658,225 141%
Transfers/Other Sources 15 13,478,140 ##3,846,549 ##5,922,277 ##(9,631,590)-71%2,075,728 54%
WA-Revenues 16 5,936,538 ##7,036,474 ##7,567,293 ##1,099,936 19%530,819 8%
WA-Other Sources 17 40,959 0%331,266 1%45,000 0%290,307 709%(286,266)-86%
Westlake Academy 18 5,977,497 ##7,367,740 ##7,612,293 ##1,390,243 23%244,553 3%
TOTAL OTHER SOURCES 19 19,455,637 11,214,289 13,534,570 (8,241,347)-42%2,320,281 21%
TOTAL REVENUES AND
OTHER SOURCES 20 37,766,869$ 23,729,831$ 27,635,774$ (14,037,038)$ -37%3,905,943$ 16%
EXPENDITURES & OTHER USES
Payroll Salaries 21 2,067,557 7%2,339,745 7%2,862,360 9%272,188 13%522,615 22%
Insurance 22 274,528 1%325,884 1%456,028 1%51,356 19%130,144 40%
Taxes 23 171,800 1%209,783 1%226,713 1%37,983 22%16,931 8%
Retirement 24 174,016 1%193,291 1%283,131 1%19,275 11%89,840 46%
Total Payroll & Related 25 2,687,901 9%3,068,704 9%3,828,232 ##380,802 14%759,529 25%
Supplies 26 198,760 1%246,926 1%225,796 1%48,165 24%(21,130)-9%
Service 27 2,516,521 9%3,001,498 9%3,352,971 ##484,978 19%351,473 12%
Insurance 28 32,924 0%35,310 0%36,404 0%2,386 7%1,094 3%
Maintenance 29 203,212 1%299,827 1%314,675 1%96,615 48%14,848 5%
Rent & Utilities 30 532,803 2%468,782 1%468,812 2%(64,021)-12%30 0%
Interfund Advance 31 296,565 1%205,758 1%205,758 1%(90,807)-31%0 0%
Debt 32 4,493,957 ##2,343,746 7%2,557,984 8%(2,150,211)-48%214,238 9%
Water Purchases 33 965,192 3%1,134,600 3%1,280,600 4%169,408 18%146,000 13%
Total Expenditures 34 9,239,934 ##7,736,447 ##8,443,000 ##(1,503,487)-16%706,553 9%
TOTAL OPERATIONS 35 11,927,835 10,805,151 12,271,233 (1,122,685)-9%1,466,082 14%
Capital Outlay 35 50,770 0%46,700 0%36,280 0%(4,070)-8%(10,420)-22%
Capital Projects 36 8,046,108 ##12,039,809 ##5,959,305 ##3,993,701 50%(6,080,504)-51%
Total Capital 37 8,096,878 ##12,086,509 ##5,995,585 ##3,989,631 49%(6,090,924)-50%
Transfers Out 38 2,654,929 9%3,379,774 ##4,797,277 ##724,845 27%1,417,503 42%
Other Uses 39 0 0%0 0%0 0%0 0%0 0%
Transfers/Other Uses 40 2,654,929 9%3,379,774 ##4,797,277 ##724,845 27%1,417,503 42%
WA - Expenditures 41 5,763,616 ##6,968,063 ##7,803,324 ##1,204,447 21%835,261 12%
WA-Other Uses 42 40,959 0%331,266 1%45,000 0%290,307 709%(286,266)-86%
Westlake Academy 43 5,804,575 ##7,299,329 ##7,848,324 ##1,494,754 26%548,995 8%
TOTAL OTHER USES 44 16,556,382 22,765,612 18,641,186 6,209,230 38%(4,124,426)-18%
TOTAL EXPENDITURES AND
OTHER USES 45 28,484,217$ 33,570,763$ 30,912,419$ 5,086,546$ 18%(2,658,344)$ -8%
Excess Revenues Over
(Under) Expenditures 46 9,282,652$ (9,840,932)$ (3,276,645)$ (19,123,584)$ -206%6,564,287$ -67%
BEGINNING FUND BALANCE 47 15,919,518$ 25,417,321$ 15,576,389$ 9,497,803$ 60%(9,840,932)$ -39%
ENDING FUND BALANCE 48 25,417,321$ 15,576,389$ 12,299,744$ (9,840,932)$ -39%(3,276,645)$ -21%
THREE YEAR ANALYSIS COMPARISONREVENUES, EXPENDITURES, FUND BALANCEALL SOURCESFISCAL YEAR 2014/2015
15
CURRENT YEAR ANALYSIS
REVENUES, EXPENDITURES, FUND BALANCE
ALL SOURCES
FISCAL YEAR 2014/2015
General
Fund
Special
Revenue
Funds
Debt
Service
Debt
Service
Enterprise
Funds
29%4%2%0%3%9%8%8%0%13%13%
of total
revenue 4B ED LS VA of total
revenue DS of total
revenue CF UF of total
revenue
1 General Sales Tax 3,376,250 1,158,750 100,000 - - 1,258,750 - - - - -
2 Property Tax 1,209,094 - - - - - 166,969 166,969 - - -
3 Beverage Tax 50,500 - - - - - - - - - -
4 Franchise Fees 795,383 - - - - - - - - - -
5 Permits/Fees 1,458,500 - - - - - - - - - -
6 Fines/Forfeits 670,000 - - - - - - - - - -
7 Interest 8,670 500 - 45 2,900 3,445 - - 100 6,000 6,100
8 Misc Income 60,094 - - - 18,650 18,650 - - - 192,004 192,004
9 Charge for Services - - - - - - - - 5,960 3,272,560 3,278,520
10 Contributions - - 440,000 - - 440,000 - - - - -
11 Hotel Tax - - 70,000 - 707,000 777,000 - - - - -
12 Total Revenues $7,628,491 $1,159,250 $610,000 $45 $728,550 $2,497,845 $166,969 $166,969 $6,060 $3,470,564 $3,476,624
13 Transfers In 306,965 - 35,758 - - 35,758 2,139,554 2,139,554 - - -
14 Other Sources - - - - - - - - - - -
15 Total Other Sources $306,965 $0 $35,758 $0 $0 $35,758 $2,139,554 $2,139,554 $0 $0 $0
16 WA Revenues - - - - - - - - - - -
17 WA Others Sources - - - - - - - - - - -
18 Westlake Academy $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
19
20 TOTAL REVENUES AND
OTHER SOURCES $ 7,935,456 $1,159,250 $645,758 $45 $728,550 $ 2,533,603 $2,306,523 $ 2,306,523 $6,060 $3,470,564 $ 3,476,624
28%4%2%0%3%9%7%7%0%12%12%
of total
expenses 4B ED LS VA of total
expenses DS of total
expenses CF UF of total
expenses
21 Payroll Salaries 2,862,360 - - - - - - - - - -
22 Payroll Transfers (809,308) - - - 457,110 457,110 - - - 352,198 352,198
23 Insurance 456,028 - - - - - - - - - -
24 Taxes 226,713 - - - - - - - - - -
25 Retirement 283,131 - - - - - - - - - -
26 Total Payroll & Related $3,018,925 $0 $0 $0 $457,110 $457,110 $0 $0 $0 $352,198 $352,198
27 Supplies 213,041 - - - 4,155 4,155 - - 500 8,100 8,600
28 Services 2,572,259 - - - 209,224 209,224 2,000 2,000 6,225 563,264 569,489
29 Insurance 31,614 - - - - - - - - 4,790 4,790
30 Maintenance 159,060 - - - - - - - 7,215 148,400 155,615
31 Rent & Utilities 299,842 - - - 36,435 36,435 - - - 132,535 132,535
32 Interfund Advance - - 205,758 - - 205,758 - - - - -
33 Debt 18,339 - - - - - 2,292,658 2,292,658 - 246,987 246,987
34 Water Purchases - - - - - - - - - 1,280,600 1,280,600
35 Total Expenditures $3,294,154 $0 $205,758 $0 $249,814 $455,572 $2,294,658 $2,294,658 $13,940 $2,384,676 $2,398,616
36 TOTAL OPERATING
EXPENDITURES $6,313,079 $0 $205,758 $0 $706,924 $912,682 $2,294,658 $2,294,658 $13,940 $2,736,874 $2,750,814
37 Capital Outlay 16,280 - - - - - - - - 20,000 20,000
38 Capital Projects - - - - - - - - - 288,500 288,500
39 Total Capital $16,280 $0 $0 $0 $0 $0 $0 $0 $0 $308,500 $308,500
40 Transfers Out 2,276,612 1,159,250 440,000 - 177,670 1,776,920 - - - 743,745 743,745
41 Other Uses - - - - - - - - - - -
42 Total Other Uses $2,276,612 $1,159,250 $440,000 $0 $177,670 $1,776,920 $0 $0 $0 $743,745 $743,745
43 WA Expenses - - - - - - - - - - -
44 WA Others Uses - - - - - - - - - - -
45 Westlake Academy $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
46 TOTAL OTHER USES $2,292,892 $1,159,250 $440,000 $0 $177,670 $1,776,920 $0 $0 $0 $1,052,245 $1,052,245
47 TOTAL EXPENDITURES
AND OTHER USES $ 8,605,971 $1,159,250 $645,758 $0 $884,594 $ 2,689,602 $2,294,658 $ 2,294,658 $13,940 $3,789,119 $ 3,803,059
48 EXCESS REVENUES OVER
(UNDER) EXPENDITURES $ (670,515)$0 $0 $45 -$156,044 $ (155,999)$11,865 $ 11,865 -$7,880 -$318,555 $ (326,435)
49 $5,896,631 $0 $0 $13,644 $1,056,040 $1,069,684 -$11,865 -$11,865 $147,241 $4,569,677 $4,716,918
50 $5,226,116 $0 $0 $13,689 $899,996 $913,685 $0 $0 $139,361 $4,251,122 $4,390,483
BEGINNING FUND
BALANCE……………
ENDING FUND
BALANCE……………
Special Revenue Funds
EXPENDITURES AND
OTHER USES
REVENUES AND
OTHER SOURCES
Enterprise Funds
16
1 General Sales Tax
2 Property Tax
3 Beverage Tax
4 Franchise Fees
5 Permits/Fees
6 Fines/Forfeits
7 Interest
8 Misc Income
9 Charge for Services
10 Contributions
11 Hotel Tax
12 Total Revenues
13 Transfers In
14 Other Sources
15 Total Other Sources
16 WA Revenues
17 WA Others Sources
18 Westlake Academy
19
20 TOTAL REVENUES AND
OTHER SOURCES
21 Payroll Salaries
22 Payroll Transfers
23 Insurance
24 Taxes
25 Retirement
26 Total Payroll & Related
27 Supplies
28 Services
29 Insurance
30 Maintenance
31 Rent & Utilities
32 Interfund Advance
33 Debt
34 Water Purchases
35 Total Expenditures
36 TOTAL OPERATING
EXPENDITURES
37 Capital Outlay
38 Capital Projects
39 Total Capital
40 Transfers Out
41 Other Uses
42 Total Other Uses
43 WA Expenses
44 WA Others Uses
45 Westlake Academy
46 TOTAL OTHER USES
47 TOTAL EXPENDITURES
AND OTHER USES
48 EXCESS REVENUES OVER
(UNDER) EXPENDITURES
49
50
BEGINNING FUND
BALANCE……………
ENDING FUND
BALANCE……………
EXPENDITURES AND
OTHER USES
REVENUES AND
OTHER SOURCES
Internal
Service
Funds
Capital
Project
Funds
Academy Westlake
Academy
2%1%3%9%2%11%28%28% FY 14/15 % of
UM GM of total
revenue CP EXP of total
revenue WA of total
revenue
Proposed Total
- - - - - - - - 4,635,000 17%
- - - - - - - - 1,376,063 5%
- - - - - - - - 50,500 0%
- - - - - - - - 795,383 3%
- 2,000 2,000 - - - - - 1,460,500 5%
- - - - - - - - 670,000 2%
125 1,750 1,875 7,400 - 7,400 - - 27,490 0%
- - - - - - - - 270,748 1%
- - - - - - - - 3,278,520 12%
- - - 320,000 - 320,000 - - 760,000 3%
- - - - - - - - 777,000 3%
$125 $3,750 $3,875 $327,400 $0 $327,400 $0 $0 $14,101,204 51%
450,000 275,000 725,000 1,150,000 440,000 1,590,000 - - 4,797,277 17%
- - - 1,125,000 - 1,125,000 - - 1,125,000 4%
$450,000 $275,000 $725,000 $2,275,000 $440,000 $2,715,000 $0 $0 $5,922,277 21%
- - - - - - 7,567,293 7,567,293 7,567,293 27%
- - - - - - 45,000 45,000 45,000 0%
$0 $0 $0 $0 $0 $0 $7,612,293 $7,612,293 $7,612,293 28%
$450,125 $278,750 $ 728,875 $2,602,400 $440,000 $ 3,042,400 $7,612,293 $ 7,612,293 $ 27,635,774 100%
1%4%5%11%3%14%25%25% FY 14/15 % of
UM GM of total
expenses CP EXP of total
expenses WA of total
expenses
Proposed Total
- - - - - - - - 2,862,360 9%
- - - - - - - - (0)0%
- - - - - - - - 456,028 1%
- - - - - - - - 226,713 1%
- - - - - - - - 283,131 1%
$0 $0 $0 $0 $0 $0 $0 $0 $3,828,232 12%
- - - - - - - - 225,796 1%
- - - - - - - - 3,352,971 11%
- - - - - - - - 36,404 0%
- - - - - - - - 314,675 1%
- - - - - - - - 468,812 2%
- - - - - - - - 205,758 1%
- - - - - - - - 2,557,984 8%
- - - - - - - - 1,280,600 4%
$0 $0 $0 $0 $0 $0 $0 $0 $8,443,000 27%
$0 $0 $0 $0 $0 $0 $0 $0 $12,271,233 17%
- - - - - - - - 36,280 0%
203,000 1,264,000 1,467,000 3,301,000 902,805 4,203,805 - - 5,959,305 19%
$203,000 $1,264,000 $1,467,000 $3,301,000 $902,805 $4,203,805 $0 $0 $5,995,585 19%
- - - - - - - - 4,797,277 16%
- - - - - - - - - 0%
$0 $0 $0 $0 $0 $0 $0 $0 $4,797,277 16%
- - - - - - 7,803,324 7,803,324 7,803,324 25%
- - - - - - 45,000 45,000 45,000 0%
$0 $0 $0 $0 $0 $0 $7,848,324 $7,848,324 $7,848,324 25%
$203,000 $1,264,000 $1,467,000 $3,301,000 $902,805 $4,203,805 $7,848,324 $7,848,324 $18,641,186 19%
$203,000 $1,264,000 $ 1,467,000 $3,301,000 $902,805 $ 4,203,805 $7,848,324 $ 7,848,324 $ 30,912,419 100%
$247,125 -$985,250 $ (738,125)-$698,600 -$462,805 $ (1,161,405)-$236,031 $ (236,031) $ (3,276,645)
$28,423 $1,154,753 $1,183,176 $758,616 $902,805 $1,661,420 $68,411 $1,060,425 $15,576,389
$275,548 $169,503 $445,051 $60,016 $440,000 $500,015 -$167,620 $824,394 $12,299,744
Internal Service Funds Capital Project Funds
17
C ITIZENS OF W ESTLAKE
Court
Administrator
Finance
Assistant Town
Manager
Fire Chief
Human Resources
Public Works
Planning &
Development /
Building Inspector
Town Secretary
Supervisor
7 FTE Firefighter
Paramedics
3 Lieutenants
Customer Service
Coordinator (.33)
Two (.50)
Court Clerks Deputy Clerk
Marshal Judge
Administrative
Coordinator
PYP Primary
Principal
Administrative
Staff
PYP
Coordinator
Primary
Counselor
Primary
Teachers
Librarian
MYP
Coordinator
Secondary
Counselor
Secondary
Teachers
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
MYP Secondary
Principal
Communications
Personnel staffing levels for the Town of Westlake are presented in full-time equivalents (FTE) positions. For example,
a position staffed for 40 hours per week for 52 weeks per year equals one full-time equivalent position with a total of
2,080 hours. Therefore an FTE position of .50 refers to a position that is funded for 1,040 hours per year.
Human Resources
Generalist
Nurse
Academic Municipal
Director of Curriculum
& Instruction
Information
Technology
WA Technician
Police Services
(contracted thru the
City of Keller)
Customer Service
Representative (.33)
Communication
Specialist
Intern
Executive Director
W.A. Foundation
Executive Principal
Director of Education
Assistant
Asst Principal /
Athletic Director
M AYOR AND T OWN C OUNCIL
Town Attorney Texas Student Housing
T OWN M ANAGER/SUPERINTENDENT
Technician Customer Service
Coordinator (.33)
Customer Service
Representative (.33)
Facilities Maintenance
/ Parks & Recreation
Technician Customer Service
Coordinator (.33)
Customer Service
Representative (.33)
1.50 PT Firefighter
Paramedics
18
Dept Position FY 10/11
Actual
FY 11/12
Actual
FY 12/13
Actual
FY 13/14
Estimated
FY 14/15
Proposed change
11 Town Manager 1.00 1.00 1.00 1.00 1.00 -
Assistant Town Manager - - - 0.75 0.90 0.15
Assistant to the Town Manager 1.00 0.75 0.75 - - -
Part-Time Interns 0.75 0.75 1.00 0.50 0.50 -
Administrative Assistant - - - 0.25 - (0.25)
12 Planning & Development Director 1.00 1.00 1.00 1.00 1.00 -
Administrative Assistant 0.33 0.33 0.33 - - -
Customer Service Coordinator - - - 0.25 0.33 0.08
Customer Service Representative - - - 0.33 0.33 -
13 Town Secretary 1.00 1.00 1.00 1.00 1.00 -
14 Fire Chief 1.00 1.00 1.00 1.00 1.00 -
Lt. Firefighter/Paramedics 2.00 2.00 2.00 3.00 3.00 -
Fire Marshal part-time - - - 0.75 0.75 -
Firefighter/Paramedics FTE 6.00 6.00 6.00 6.00 7.00 1.00
Firefighter/Paramedics part-time 1.50 1.50 1.50 1.50 1.50
15 Court Administrator 1.00 0.25 0.25 0.25 0.10 (0.15)
Supervisor - 1.00 1.00 1.00 1.00 -
Deputy Clerk (1)1.00 - - - - -
Deputy Clerk 1.00 1.00 1.00 1.00 1.00 -
Judge 1.00 1.00 1.00 1.00 1.00 -
Marshal 1.00 1.00 1.00 1.00 1.00 -
Part-Time Clerk 0.50 0.50 0.50 0.50 1.00 0.50
16 Public Works Director 1.00 1.00 1.00 1.00 1.00 -
Utility Technician 0.50 1.00 1.00 1.00 1.00 -
Part-Time Utility Billing Clerk - - 0.75 - - -
Customer Service Coordinator - - - 0.25 0.33 0.08
Customer Service Representative - - - 0.33 0.33 -
17 Facilities Maintenance Director 0.50 0.50 0.50 0.50 0.50 -
Building Technician 0.25 - - - - -
Part-Time Technicians - 0.25 0.25 0.25 0.25 -
Administrative Assistant 0.33 0.33 0.33 - - -
Customer Service Coordinator - - - 0.13 0.17 0.04
Customer Service Representative - - - 0.17 0.17 -
18 Finance Director 1.00 1.00 1.00 1.00 1.00 -
Finance Supervisor - - 1.00 1.00 1.00 -
Finance Assistant 1.00 1.00 - - - -
Accounting Technicians 1.00 1.00 1.00 1.00 2.00 1.00
Customer Service Coordinator - - - 0.25 - (0.25)
19 Parks & Recreation Director 0.50 0.50 0.50 0.50 0.50 -
Park Technician 0.25 - - - - -
Customer Service Coordinator - - - 0.13 0.17 0.04
Customer Service Representative - - - 0.17 0.17 -
20 Information Technology Director - 0.50 0.25 - 1.00 1.00
21 Human Resources Director 1.00 0.50 0.75 1.00 1.00 -
Part-Time Clerk - 0.50 0.50 - - -
Administrative Assistant 0.34 0.34 0.34 - - -
HR Generalist - - - 1.00 1.00 -
22 Communications Director - 1.00 1.00 1.00 1.00 -
Part-Time Intern (1)- - - 0.25 1.00 0.75
99 Westlake Academy 60.44 69.53 73.07 76.18 91.18 15.00
Grand Total All Positions 89.19 99.03 103.57 109.18 128.18 19.00
Municipal Academy Total
RECLASS - Dept 12-15-17-18-19 - FY 10/11 28.75 60.44 89.19
TRANSFER FROM WA Dept 18-20 2.00 FY 11/12 29.50 69.53 99.03
NEW EMPLOYEES - Dept 14-15 16.50 FY 12/13 30.50 73.07 103.57
STATUS CHANGE - Dept 22 0.50 FY 13/14 33.00 76.18 109.18
Total Changes 19.00 FY 14/15 37.00 91.18 128.18
Personnel Position Summary All Years
19
FY 13/14 FY 14/15 change Percent
Dept #Department Name Estimated Proposed Amount of total
11 Town Manager 2.50 2.40 (0.10) 2%
12 Planning & Development 1.58 1.67 0.08 1%
13 Town Secretary 1.00 1.00 - 1%
14 Emergency Services 12.25 13.25 1.00 10%
15 Municipal Court 4.75 5.10 0.35 4%
16 Public Works 2.58 2.67 0.08 2%
17 Facilities Maintenance 1.04 1.08 0.04 1%
18 Finance Dept 3.25 4.00 0.75 3%
19 Park & Recreation 0.79 0.83 0.04 1%
20 Information Technology - 1.00 1.00 1%
21 Human Resources 2.00 2.00 - 2%
22 Communications 1.25 2.00 0.75 2%
99 Westlake Academy 76.18 91.18 15.00 71%
Total Employees 109.18 128.18 19.00 100%
Personnel Position Summary
FY 2014/2015
Town
Manager
Planning &
Development
Town Secretary
Emergency Services
Municipal Court
Public Works
Facilities Maintenance
Finance Dept
Park & Recreation
Information Technology
Human Resources
Communications
Westlake Academy
20
23
General Fund
Program Summary
Fiscal Year 2014/2015
Adopted Estimated Proposed Proposed FY 14/15
Actual Budget Budget Budget
FY 12/13 FY 13/14 FY 13/14 FY 14/15 Estimated FY 13/14
1 REVENUES & OTHER SOURCES 1
2 General Sales Tax On-going 2,683,971 2,800,000 2,925,000 3,176,250 3%251,250 2
3 General Sales Tax One-time 377,976 350,000 350,000 200,000 0%(150,000) 3
4 Property Tax 1,236,978 1,189,825 1,189,825 1,209,094 2%19,269 4
5 Hotel Tax - - - - 0%- 5
6 Charge for Services - - - - 0%- 6
7 Donations - - - - 0%- 7
8 Beverage Tax 39,727 50,000 50,000 50,500 1%500 8
9 Franchise Fees 734,935 650,388 787,508 795,383 1%7,875 9
10 Permits & Fees 967,735 786,000 1,008,500 1,458,500 45%450,000 10
11 Fines & Forfeitures 695,167 570,000 645,000 670,000 4%25,000 11
12 Investment Earnings 7,491 8,670 8,670 8,670 0%- 12
13 Contributions 11,094 - - - 0%- 13
14 Misc Income 78,014 51,759 55,959 60,094 7%4,135 14
15 Total Revenues 6,833,087 6,456,641 7,020,461 7,628,491 9%608,030 15
16 Transfers In 59,826 50,520 50,520 306,965 508%256,445 16
17 Other Sources - - - - 0%- 17
18 Total Other Sources 59,826 50,520 50,520 306,965 1711%864,475 18
19 TOTAL REVENUES & OTHER SOURCES 6,892,914 6,507,161 7,070,981 7,935,456 12%864,475 19
20 EXPENDITURES & OTHER USES 20
21 Payroll Salaries 1,536,422 1,732,085 1,732,085 2,053,052 19%320,968 21
22 Payroll Insurance 274,528 325,884 325,884 456,028 40%130,144 22
23 Payroll Taxes 171,800 209,783 209,783 226,713 8%16,931 23
24 Payroll Retirement 174,016 193,291 193,291 283,131 46%89,840 24
25 Total Payroll and Related 2,156,767 2,461,043 2,461,043 3,018,925 23%557,882 25
26 Supplies 168,558 231,571 235,921 213,041 -10%(22,880) 26
27 Services 1,486,875 2,013,162 2,194,112 2,572,259 17%378,147 27
28 Insurance 28,144 30,520 30,520 31,614 4%1,094 28
29 Repair & Maintenance 105,268 123,262 126,962 159,060 25%32,098 29
30 Rent & Utilities 397,680 299,812 299,812 299,842 0%30 30
31 Interfund Advance - - - - 0%- 31
32 Debt - - 18,339 18,339 100%- 32
33 Total Operating Expenditures 2,186,524 2,698,326 2,905,665 3,294,154 13%388,489 33
34 Capital Outlay 30,039 31,700 31,700 16,280 -49%(15,420) 34
35 Capital Projects - - - - 0%- 35
36 Total Capital 30,039 31,700 31,700 16,280 -49%(15,420) 36
37 TOTAL EXPENDITURES 4,373,329 5,191,069 5,398,408 6,329,359 17.3%930,951 37
38 Transfers Out - Operating (DS/ED/GMR)590,392 1,216,531 958,524 1,126,612 18%168,088 38
39 Transfers Out - Non Operating (CP/UF/WAE)500,000 500,000 630,000 1,150,000 83%520,000 39
40 Total Other Uses 1,090,392 1,716,531 1,588,524 2,276,612 43%688,088 40
41 TOTAL EXPENDITURES & OTHER USES 5,463,721 6,907,600 6,986,933 8,605,971 23%1,619,039 41
42 EXCESS REVENUES OVER(UNDER) EXPENDITURES 1,429,193 (400,439) 84,048 (670,515) 898%(754,564) 42
43 FUND BALANCE, BEGINNING 4,383,390 5,812,583 5,812,583 5,896,631 1%84,048 43
44 FUND BALANCE, ENDING 5,812,583 5,412,143 5,896,631 5,226,116 -11%(670,515) 44
45 Restricted/Assigned/Committed Funds 269,363 197,800 265,172 274,408 3%9,237 45
46 UNASSIGNED FUND BALANCE, ENDING 5,543,220 5,214,343 5,631,459 4,951,707 -12%(679,752) 46
47 # Days Operating (without non-operating transfers)408 297 323 242 -25%(81) 47
48 Daily Operating Expense 13,599$ 17,555$ 17,416$ 20,427$ 48
49 Restricted/Assigned/Committed Funds 49
50 C Court Technology 100 10112 00 000 78,244 66,000 78,377 82,295 5%3,919 50
51 C Court Security 100 10113 00 000 109,191 89,000 99,358 104,326 5%4,968 51
52 C Court Efficiency 100 10116 00 000 6,987 2,800 6,996 7,346 5%350 52
53 R Reforestation 100 10110 00 101 45,794 16,000 51,294 51,294 0%- 53
54 R Street Escrow (TB/RA)100 10110 00 102 29,147 24,000 29,147 29,147 0%- 54
55 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 269,363 197,800 265,172 274,408 3%9,237 55
vs
24
FFUUNNDD OOVVEERRVVIIEEWW
GGeenneerraall FFuunndd
General
Sales Tax
43%
Property
Tax
15%
Franchise
Fees
10%
Permits and
Fees
18% Fines &
Forfeitures
8%
Transfer In
4%
$2.59 $2.27 $2.55
$3.76
$3.02 $3.47 $3.81 $4.24
$0.91
$0.40 $0.42
$0.75
$0.21
$0.44 $0.19
$0.20
$0.89 $0.79
FY 07/08FY 08/09FY 09/10FY 10/11FY 11/12FY 12/13FY 13/14
estimated
FY 14/15
proposedBase Sales Tax Economic Development Agreement
Audit Payment Presumed One-Time Payment
General Sales Tax
(shown in millions)
GGEENNEERRAALL FFUUNNDD
Revenues and Transfers In
Total General Fund revenues and transfers in for FY 2014-15 are budgeted to be $7,935,456
• A 12% increase of $864,475 from the FY13/14 estimated revenues and transfers in of
$7,070,981
o General Sales Tax $101,250
o Property Tax $19,269
o Beverage tax $500
o Franchise Fees $7,875
o Permits and Fees $450,000
o Fines and forfeitures $25,000
o Misc Income $4135
o Transfers In $256,445
General Sales Tax
• Sales tax receipts comprise 43% of FY 2014-15 General Fund revenues.
• Sales taxes for the General Fund are budgeted to increase by $101,250.
o On-going sales tax is anticipated to increase by $416,250 based on current year trend
and analysis.
o Presumed one-time amounts are projected to decrease by $150,000 (as an effort to be
conservative with this type of projection).
• Sales taxes are collected on the sale of goods and services within the Town as authorized by
the State of Texas.
• The maximum sales tax allowed in the State of Texas is 8.25% per dollar on all taxable goods
and services. Funds are collected by the Texas Comptroller of Public Accounts and remitted
to the Town on a monthly basis.
• An amount equal to 1.50% of the taxable sales (75% of local collections) is appropriated to
the Town’s General Fund. This total includes the .50% that is received for “Property Tax
Reduction”.
• The Town also receives an additional .50% sales tax that is recorded in the 4B Economic
Development Corporation Fund.
FY 14/15
Adopted
Revenues
25
FFUUNNDD OOVVEERRVVIIEEWW
GGeenneerraall FFuunndd
$1,257 $1,442 $1,367 $1,330 $1,376
FY 10/11FY 11/12FY 12/13FY 13/14
estimated
FY 14/15
proposed
Property Tax Revenues
(shown in millions)
$587 $665 $735 $788 $795
FY 10/11FY 11/12FY 12/13FY 13/14
estimated
FY 14/15
proposed
Franchise Fee Revenues
(shown in thousands)
$587 $665 $735 $788 $795
FY 10/11FY 11/12FY 12/13FY 13/14
estimated
FY 14/15
proposed
Franchise Fee Revenues
(shown in thousands)
$706 $598 $970 $1,009 $1,461
FY 10/11FY 11/12FY 12/13FY 13/14
estimated
FY 14/15
proposed
Permits and Fees
(shown in thousands)
Beverage Tax
• The Town collects a 14% gross receipt tax on mixed beverages.
• Of this percentage, 10.7% of gross liquor receipts are remitted to the Town, and the
remaining 3.3% is retained by the State of Texas.
• A $500 increase is budgeted for FY 14/15.
Property Tax
• Property tax receipts comprise 15% of
FY 2014-15 General Fund revenues.
• FY 2010-11 was the first year the Town of
Westlake imposed an ad valorem
property tax.
• The total tax rate of $.15634 is.0005 less
than FY13/14
Franchise Taxes
• Franchise fees comprise 10% of FY 2014-15 General Fund revenues.
• Franchise taxes represent revenues
collected from utilities operating within
the Town that use the Town rights-of -
way to conduct their business.
• A flat rate is charged to both
telephone operators (adjusted
annually) and Tri-County Electric based
on the number of access lines and
services rendered, respectively.
• These fees are anticipated to only have
a 1% increase of $7,875 for FY 2014-15.
Permits and Fees
• Permits and Fees comprise 18% of FY 2014-15 General Fund revenues.
• Revenues for FY 2014/2015 are
anticipated to be $1,458,500 and are
based on 50 new home permits
• License and permit revenues include
fees charged by the Town for certain
types of operator licenses, as well as
permits for construction and other items
regulated by Town ordinances.
• Increased permits and fees are projected for residential development in Granada.
Municipal Court Revenue
• Fines and Forfeitures s comprise 8% of
FY 2014-15 General Fund revenues and
is anticipated to increase 4%.
• The revenue generated from the
Municipal Court is based on citations
and warrants issued.
• The Keller Police Department will
continue to perform its contractual
patrol of Westlake roads in FY 2014-15.
26
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Payroll &
Related
35%
Operating
Expenses
38%
Transfers
Out
27%
Transfers In
• Transfers In represent those funds transferred from one fund to another. These transfers may
be utilized as a means to fund projects or debt service from multiple sources. Transfers In
may also be used to transfer funds collected by one fund but should be properly recorded in
a different fund. Adopted transfers in are:
o Transfer in from the Visitor Association Fund $ 13,220
Funds represent operating expenditures for Department 22 -
Communications & Community Affairs
o Transfer In from Utility Fund of $293,745
$37,500 Impact Fees - This is for collection of Fort Worth Impact Fees, which
are collected with initial water deposits and tap fees on new water meters.
These funds are collected by the Utility Fund and transferred to the General
Fund as a result of an agreement with the City of Fort Worth. When the
transferred total reaches $2,000,000 (remaining balance is $1.4M) these funds
will be paid to the City of Fort Worth in compliance with the wholesale water
customer agreement.
$256,245 Loan Repayment – Ground Storage Tank
Expenditures and Transfers Out
Total General Fund expenditures and transfers out
for FY 2014-15 are budgeted to be $8,605,971
• A 23% increase of $1,619,039 from the FY13-
14 estimated expenditures and transfers out
of $6,986,933.
• As in recent years, Town staff continues to
operate conservatively by controlling costs
while maintaining the highest possible levels
of service. These goals are only possible
through continued strategic planning and
the innovative use of available resources.
Our overall budget philosophy focuses on
meeting stated goals and objectives and
maintaining a 90 day fund balance.
Payroll/Salaries and Related Taxes/Insurance
• Comprise 35% of expenditures with a total of $3,018,925
• This is a 23% increase of $557,882 from the FY13-14 estimated payroll expenditures of
$2,461,043
o This includes an increase in base costs of $71,394 to maintain our current staff levels
along with $65,000 in market pay adjustments (inclusive of taxes and insurance) for
work force attraction and $54K in performance based pay, and a newly
recommended allocation of $8K for cell phone reimbursement of various staff
members (Directors and on-call technicians). A portion of this increased expenditure is
subsidized by transfers in from the Utility Fund ($30K) and the Visitors Association Fund
($171K).
o This increase also includes the following personnel changes
$36K – transition of part-time Communication Specialist to full-time
$78K – addition of one full-time Firefighter/Paramedic
$20K – additional part-time Deputy Court Clerk
FY 14/15
Adopted
Expenditures
27
FFUUNNDD OOVVEERRVVIIEEWW
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o Transition of shared services employees to municipal budget
$68K – Accounting Technician
$121K – IT Director
o Insurance, taxes and retirement costs will increase by $237K for FY 2014-15 in
conjunction with the changes noted above.
• All payroll and related expenditures for the Town are paid via the General Fund. Portions of
these expenditures are subsidized by the Utility Fund and the Visitors Association Fund.
o Operating transfers in from the Utility Fund are $353K
o Operating transfers in from the Visitors Association Fund are $457K
Operating Expenditures
• Comprise 38% of expenditures with a total of $3,294,154
• The is an increase of $388,489 from the FY12-13 estimated expenditures of $2,905,665
o The biggest portion of this increase ($378,147) is related to service expenditures.
Additional Westlake Academy expenditure of $108,000 which added to
the prior year expenditure of $192,000 totals $300k (future Westlake resident
enrollment capacity)
Keller Police contract – increase of $42,415
Salary study – increase of $50,000
Records management – increase related to additional Laserfiche needs
totaling $29,500
Engineering and Street drainage – increase of $19,500
Election and codification – increase of $14,325
Capital Project operational impact – increase of $67,158
General Fixed Asset software – increase of $6,470
Transfers Out
• Comprise 26% of expenditures with a total of $688,088 and includes these transfers:
o Increase - Transfer out to Debt Service Fund $168,088
o Decrease – Transfer out to WA Expansion Fund ($630,000)
o Increase – Transfer out to Capital Projects Fund $1,150,000
Fund Balance
• The audited beginning fund balance as of October 1, 2013 was $5,812,583
• FY 2013-14 Adopted Budget
o Projected an excess of expenditures and other financing uses over revenues and other
financing sources by $(400,439).
o This would have resulted in a budgeted fund balance of $5,412,143.
• FY 2013-14 Estimated Budget
o Projects an excess of revenues and other financing sources over expenditures and
other financing uses by $84,048.
o This represents an increase in estimated over adopted fund balance of $484,488.
$125K in sales taxes
$137K franchise fees
$223K in building permits and inspection/plan reviews
28
FFUUNNDD OOVVEERRVVIIEEWW
GGeenneerraall FFuunndd
o The ending fund balance as of September 30, 2014 is estimated at $5,896,631.
o The undesignated balance of $5,631,459 represents coverage for 323 operating days.
• FY 2014-15 Adopted Budget
o Projects an excess of expenditures and other financing uses over revenues and other
financing sources by $670,515.
o Results in a budgeted ending fund balance of $5,226,116
o The unassigned balance of $4,951,707 represents coverage for 242 operating days.
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14
Estimated
FY 14/15
Projected
Fund Balance $1.608 $1.000 $0.937 $3.265 $3.076 $2.772 $2.675 $3.731 $3.324 $4.383 $5.813 $5.152
$0
$2
$4
$6
$8
$10
General Fund Fund Balance
29
30
4B Economic Development Fund
Program Summary
Fiscal Year 2014/2015
Adopted Estimated Proposed Proposed FY 14/15
Actual Budget Budget Budget
FY 12/13 FY 13/14 FY 13/14 FY 14/15 Estimated FY 13/14
1 REVENUES & OTHER SOURCES 1
2 General Sales Tax 1,093,849 1,100,000 1,125,000 1,158,750 3%33,750 2
3 Property Tax - - - - 0%- 3
4 Hotel Tax - - - - 0%- 4
5 Charges for Services - - - - 0%- 5
6 Donations - - - - 0%- 6
7 Beverage Tax - - - - 0%- 7
8 Franchise Fees - - - - 0%- 8
9 Permits & Fees - - - - 0%- 9
10 Fines & Forfeitures - - - - 0%- 10
11 Investment Earnings 335 500 500 500 0%- 11
12 Contributions - - - - 0%- 12
13 Misc Income - - - - 0%- 13
14 Total Revenues 1,094,184 1,100,500 1,125,500 1,159,250 3%33,750 14
15 Transfers In - - - - 0%- 15
16 Other Sources - - - - 0%- 16
17 Total Other Sources - - - - 0%- 17
18 TOTAL REVENUES & OTHER SOURCES 1,094,184 1,100,500 1,125,500 1,159,250 3%33,750 18
19 EXPENDITURES & OTHER USES 19
20 Payroll Salaries - - - - 0%- 20
21 Payroll Insurance - - - - 0%- 21
22 Payroll Taxes - - - - 0%- 22
23 Payroll Retirement - - - - 0%- 23
24 Payroll Transfers - - - - 0%- 24
25 Total Payroll and Related - - - - 0%- 25
26 Supplies - - - - 0%- 26
27 Services - - - - 0%- 27
28 Insurance - - - - 0%- 28
29 Repair & Maintenance - - - - 0%- 29
30 Rent & Utilities - - - - 0%- 30
31 Interfund Advances - - - - 0%- 31
32 Debt - - - - 0%- 32
33 Total Operating Expenditures - - - - 0%- 33
34 Capital Outlay - - - - 0%- 34
35 Capital Projects - - - - 0%- 35
36 Total Capital - - - - 0%- 36
37 TOTAL EXPENDITURES - - - - 0%- 37
37 Transfers Out 1,272,568 1,100,500 1,125,500 1,159,250 3%33,750 37
38 Total Other Uses 1,272,568 1,100,500 1,125,500 1,159,250 3%33,750 38
39 TOTAL EXPENDITURES & OTHER USES 1,272,568 1,100,500 1,125,500 1,159,250 3%33,750 39
40 EXCESS REVENUES OVER(UNDER) EXPENDITURES (178,384) - - - 0%- 40
41 FUND BALANCE, BEGINNING 178,384 - - - 0%- 41
42 FUND BALANCE, ENDING - - - - 0%- 42
43 Restricted/Assigned/Committed Funds - - - - 0%- 43
44 UNASSIGNED FUND BALANCE, ENDING - - - - 0%- 44
45 45
46 Restricted/Assigned/Committed Funds 46
47 A Cash 200 10110 00 000 - - - - 0%- 47
48 48
49 49
50 50
51 51
52 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS - - - - 0%- 52
vs
31
FFUUNNDD OOVVEERRVVIIEEWW
44BB EEccoonnoommiicc DDeevveellooppmmeenntt FFuunndd
4B ECONOMIC DEVELOPMENT FUND
The 4B Economic Development Fund collects a ½ cent sales tax to be allocated to qualified
development projects. The 4B Fund has been committed to the repayment of the debt incurred
for the Town’s Civic Campus project.
Revenues
• FY 13/14 revenues are budgeted to be $1,159,250
o A 3% increase of $33,750 from the FY 13/14 estimated budget of $1,125,500
Expenditures and Other Uses
• Transfers out to the Debt Service Fund for FY 14/15 are budgeted to be $1,159,250
32
Economic Development Fund
Program Summary
Fiscal Year 2014/2015
Adopted Estimated Proposed Proposed FY 14/15
Actual Budget Budget Budget
FY 12/13 FY 13/14 FY 13/14 FY 14/15 Estimated FY 13/14
1 REVENUES & OTHER SOURCES 1
2 General Sales Tax 219,600 150,000 100,000 100,000 0%- 2
3 Property Tax - - - - 0%- 3
4 Hotel Tax 41,207 - 70,000 70,000 0%- 4
5 Charges for Services - - - - 0%- 5
6 Beverage Tax - - - - 0%- 6
7 Franchise Fees - - - - 0%- 7
8 Permits & Fees - - - - 0%- 8
9 Fines & Forfeitures - - - - 0%- 9
10 Investment Earnings - - - - 0%- 10
11 Contributions - - - 440,000 100%440,000 11
12 Misc Income - - - - 0%- 11
13 Total Revenues 260,807 150,000 170,000 610,000 259%440,000 12
14 Transfers In 35,758 35,758 35,758 35,758 0%- 13
15 Total Other Sources 35,758 35,758 35,758 35,758 0%- 14
16 TOTAL REVENUES & OTHER SOURCES 296,565 185,758 205,758 645,758 214%440,000 15
17 EXPENDITURES & OTHER USES 16
18 Payroll Salaries - - - - 0%- 17
19 Payroll Insurance - - - - 0%- 18
20 Payroll Taxes - - - - 0%- 19
21 Payroll Retirement - - - - 0%- 20
22 Payroll Transfers - - - - 0%- 21
23 Total Payroll and Related - - - - 0%- 22
24 Supplies - - - - 0%- 23
25 Services - - - - 0%- 24
26 Insurance - - - - 0%- 25
27 Repair & Maintenance - - - - 0%- 26
28 Rent & Utilities - - - - 0%- 27
29 Interfund Advances - - - - 0%- 28
30 Debt - - - - 0%- 29
32 Economic Development Incentives 296,565 185,758 205,758 205,758 0%- 31
33 Total Operating Expenditures 296,565 185,758 205,758 205,758 0%- 32
31 Capital Outlay - - - - 0%- 30
33 Capital Projects - - - - 0%- 32
34 Total Capital - - - - 0%- 33
35 TOTAL EXPENDITURES 296,565 185,758 205,758 205,758 0%- 34
35 Transfers Out - - - 440,000 100%440,000 34
36 Total Other Uses - - - 440,000 100%440,000 35
37 TOTAL EXPENDITURES & OTHER USES 296,565 185,758 205,758 645,758 214%440,000 36
38 EXCESS REVENUES OVER(UNDER) EXPENDITURES - - - - 0%- 37
39 FUND BALANCE, BEGINNING - - - - 0%- 38
40 FUND BALANCE, ENDING - - - - 0%- 39
41 Restricted/Assigned/Committed Funds - - - - 0%- 40
42 UNASSIGNED FUND BALANCE, ENDING - - - - 0%- 41
43 42
44 Restricted/Assigned/Committed Funds 43
45 A Cash 210 10110 00 000 - - - - 0%- 44
46 - - - - 0%- 45
47 0%- 46
48 0%- 47
49 0%- 48
50 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS - - - - 0%- 49
vs
33
FFUUNNDD OOVVEERRVVIIEEWW
EECCOONNOOMMIICC DDEEVVEELLOOPPMMEENNTT FFUUNNDD
The Economic Development Fund was set up to maintain all receipts and disbursement of funds
pertaining to agreements between the Town and various corporations for economic development.
There was confusion regarding the additional revenues being recorded in the General Fund and
offset by expenditures. These balances offset to zero but skewed the analysis of each. The Town is
hoping this fund will bring more transparency to the public regarding these receipts and payments.
• Fidelity (Phase I) – A schedule has been set up to repay $35,758 regarding this agreement
thru FY 2015-16.
• Deloitte’s agreement includes a 50% reimbursement of sales general tax receipts and
hotel/motel tax receipts.
• Agreement with Maguire Partners-Solana LP includes a $10,000 contribution for the benefit of
Westlake Academy from the final platting of lots in Granada (sub-division)
Revenues and Transfers In
• Total revenues for FY 2014-15 are anticipated to be $610,000
o $100,000 sales tax from Deloitte
o $ 70,000 hotel/motel tax from Deloitte
o $ 35,758 transfer in from General Fund for the payment to Fidelity (Phase I)
o $440,000 contribution from Maguire Partners-Solana LP for an the expected final
platting of 44 lots (Phase 1) of Granada
Expenditures and Transfers Out
• Total proposed expenditures for FY 2014-15 are $205,758
• Total proposed transfers out to Westlake Academy Expansion Fund of $440,000 for future use
34
Lone Star Public Fund
Program Summary
Fiscal Year 2014/2015
Adopted Estimated Proposed Proposed FY 14/15
Actual Budget Budget Budget
FY 12/13 FY 13/14 FY 13/14 FY 14/15 Estimated FY 13/14
1 REVENUES & OTHER SOURCES 1
2 General Sales Tax - - - - 0%- 2
3 Property Tax - - - - 0%- 3
4 Hotel Tax - - - - 0%- 4
5 Charges for Services - - - - 0%- 5
6 Donations - - - - 0%- 6
7 Beverage Tax - - - - 0%- 7
8 Franchise Fees - - - - 0%- 8
9 Permits & Fees - - - - 0%- 9
10 Fines & Forfeitures - - - - 0%- 10
11 Investment Earnings 24 45 45 45 0%- 11
12 Contributions - - - - 0%- 12
13 Misc Income - - - - 0%- 13
14 Total Revenues 24 45 45 45 0%- 14
15 Transfers In - - - - 0%- 15
16 Total Other Sources - - - - 0%- 16
17 TOTAL REVENUES & OTHER SOURCES 24 45 45 45 0%- 17
18 EXPENDITURES & OTHER USES 18
19 Payroll Salaries - - - - 0%- 19
20 Payroll Insurance - - - - 0%- 20
21 Payroll Taxes - - - - 0%- 21
22 Payroll Retirement - - - - 0%- 22
23 Payroll Transfers - - - - 0%- 23
24 Total Payroll and Related - - - - 0%- 24
25 Supplies - - - - 0%- 25
26 Services - - - - 0%- 26
27 Insurance - - - - 0%- 27
28 Repair & Maintenance - - - - 0%- 28
29 Rent & Utilities - - - - 0%- 29
30 Interfund Advances - - - - 0%- 30
31 Debt - - - - 0%- 31
32 Total Operating Expenditures - - - - 0%- 32
33 Capital Outlay - - - - 0%- 33
34 Capital Projects - - - - 0%- 34
35 Total Capital - - - - 0%- 35
36 TOTAL EXPENDITURS - - - - 0%- 36
37 Transfers Out - - - - 0%- 37
38 Total Other Uses - - - - 0%- 38
39 TOTAL EXPENDITURES & OTHER USES - - - - 0%- 39
40 EXCESS REVENUES OVER(UNDER) EXPENDITURES 24 45 45 45 0%- 40
41 FUND BALANCE, BEGINNING 13,576 13,599 13,599 13,644 0%45 41
42 FUND BALANCE, ENDING 13,599 13,644 13,644 13,689 0%45 42
43 Restricted/Assigned/Committed Funds 13,599 13,644 13,644 13,689 0%45 43
44 UNASSIGNED FUND BALANCE, ENDING - - - - 0%- 44
45 45
46 Restricted/Assigned/Committed Funds 46
47 A Cash 418 10110 00 000 13,599 13,644 13,644 13,689 0%45 47
48 48
49 49
50 50
51 51
52 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 13,599 13,644 13,644 13,689 0%45 52
vs
35
FFUUNNDD OOVVEERRVVIIEEWW
LLOONNEE SSTTAARR PPUUBBLLIICC FFAACCIILLIITTIIEESS FFUUNNDD
This fund was set up initially with donations from several involved corporations that were going to
benefit from tax-exempt bonds. The Lone Star Public Facilities Corporation was founded in 1996 and
was designed “to provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing
and placement in service of public facilities in an orderly, planned manner and at the lowest
possible borrowing costs.”
The ideas was to “acquire, through the issuance of installment sale obligations, office buildings,
located within the State of Texas but outside the boundaries of Westlake, whose tenants will be
limited to those entities which are qualifying tenants under applicable federal income tax law so the
interest payable with respect to the installment sale obligations will be exempt from federal income
taxation.”
No bonds were ever issued. The fund is earning interest annually.
Revenues
• Total proposed revenues for FY 2014-15 are $45 in interest earnings.
Expenditures
• There have been no expenditures from this fund since inception.
36
Visitors Association Fund
Program Summary
Fiscal Year 2014/2015
Adopted Estimated Proposed Proposed FY 14/15
Actual Budget Budget Budget
FY 12/13 FY 13/14 FY 13/14 FY 14/15 Estimated FY 13/14
1 REVENUES & OTHER SOURCES 1
2 General Sales Tax - - - - 0%- 2
3 Property Tax - - - - 0%- 3
4 Hotel Tax 668,371 700,000 700,000 707,000 1%7,000 4
5 Charges for Services - - - - 0%- 5
6 Beverage Tax - - - - 0%- 6
7 Franchise Fees - - - - 0%- 7
8 Permits & Fees - - - - 0%- 8
9 Fines & Forfeitures - - - - 0%- 9
10 Investment Earnings 1,828 2,900 2,900 2,900 0%- 10
11 Contributions - - - - 0%- 11
12 Misc Income arbor whps wpas 16,575 18,650 18,650 18,650 0%- 12
13 Total Revenues 686,774 721,550 721,550 728,550 1%7,000 13
14 Transfers In - - - - 0%- 14
15 Total Other Sources - - - - 0%- 15
16 TOTAL REVENUES & OTHER SOURCES 686,774 721,550 721,550 728,550 1%7,000 16
17 EXPENDITURES & OTHER USES 17
18 Payroll Salaries - - - - 0%- 18
19 Payroll Insurance - - - - 0%- 19
20 Payroll Taxes - - - - 0%- 20
21 Payroll Retirement - - - - 0%- 21
22 Payroll Transfers 255,225 286,107 286,107 457,110 60%171,003 22
23 Total Payroll and Related 255,225 286,107 286,107 457,110 60%171,003 23
24 Supplies 25,158.49 4,080 2,905 4,155 43%1,250 24
25 Services 204,745 208,430 201,982 209,224 4%7,242 25
26 Insurance - - - - 0%- 26
27 Repair & Maintenance - - - - 0%- 27
28 Rent & Utilities 36,390 36,435 36,435 36,435 0%- 28
29 Interfund Advances - - - - 0%- 29
30 Debt - - - - 0%- 30
31 Total Operating Expenditures 266,294 248,945 241,322 249,814 4%8,492 31
32 Capital Outlay - - - - 0%- 32
33 Capital Projects - - - - 0%- 33
34 Total Capital - - - - 0%- 34
35 TOTAL EXPENDITURES 521,519 535,052 527,429 706,924 1.61%8,492 35
36 Transfers Out 191,162 164,720 164,720 177,670 8%12,950 36
37 Total Other Uses 191,162 164,720 164,720 177,670 8%12,950 37
38 TOTAL EXPENDITURS & OTHER USES 712,681 699,772 692,149 884,594 27.80%192,445 38
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES (25,908) 21,778 29,401 (156,044) -631%(185,445) 39
40 FUND BALANCE, BEGINNING 1,052,547 1,026,639 1,026,639 1,056,040 3%29,401 40
41 FUND BALANCE, ENDING 1,026,639 1,048,417 1,056,040 899,996 -15%(156,044) 41
42 Restricted/Assigned/Committed Funds 182,143 151,700 151,700 164,450 8%12,750 42
43 UNASSIGNED FUND BALANCE, ENDING 844,496 896,717 904,340 735,546 -19%(168,794) 43
44 # Days Operating 433 468 477 304 -36%(173) 44
45 Restricted/Assigned/Committed Funds 45
46 Debt Service Payments 182,143 151,700 151,700 164,450 8%12,750 46
47 - - 47
48 - - 48
49 - - 49
50 - - 50
51 TOTAL RESTRICTED/ASSIGNED/COMMITED FUNDS 182,143 151,700 151,700 164,450 8%12,750 51
vs
37
FFUUNNDD OOVVEERRVVIIEEWW
VVIISSIITTOORRSS AASSSSOOCCIIAATTIIOONN FFUUNNDD
The Visitors Association Fund was established in late FY 1999-2000 and collects a 7% hotel occupancy
tax from the Marriott Solana and any future Westlake hotels.
A new program in partnership with the Marriott to operate a shuttle service which delivers and
returns Marriott visitors to DFW Airport as well as other local venues was launched in FY 2004-05.
Included in subsequent economic development agreement is a “Group Business Incentive”
program. Following are the terms of this program:
• Proposed group business shall book a minimum of $10,000 in room night revenue
• A maximum of $5,000 is available to each group; however, the amount provided is based on
the following process:
o 10% of the room nigh revenue calculates the amount allowed, up to a maximum of
$5,000
o The Town of Westlake shall receive sponsor recognition in all correspondence and at
the meeting/convention in an appropriate manner.
Hotel Occupancy Taxes are allocated to this fund and obtained through the assessment of a 7%
hotel occupancy tax. Authority granted by the State of Texas allows cities to levy a tax not to
exceed 7% of the rental rate for a hotel/motel room. Funds generated by the occupancy tax
may be used in a manner that directly enhances and promotes tourism and the convention and
hotel industry. Additionally, because Westlake has broader statutory authority under State law
than most cities to spend hotel/motel occupancy tax funds for any municipal purpose, the Town
has used these funds to cover costs of various municipal operational costs and capital projects
(an example would be payment of a portion of the debt service for Westlake Academy related
bonds).
Revenues
• Total revenues for FY 2014-15 are budgeted to be $728,550
• Revenues are projected to increase one percent ($7,000) when compared to FY 2013-14
estimated revenues.
Expenditures and Transfers Out
• Total expenditures and transfers out for FY 2014-15 are budgeted to be $884,594
• This represents a 27% increase of $192,445 from the FY 2013-14 estimated expenditures.
o Transfers Out to Debt Service increased by $12,750.
o Services increased $8,492 – FY 2013-14 Arbor Day event was decreased in scope but
plans are being made for a different type of event for FY 2014-15.
o Payroll transfers out to the General Fund increased $171,000 due to the 3% increase
for personnel as well as transitioning a part-time Communication Specialist to full time
with 100% of the salary being paid from the Visitors Association.
Fund Balance
• FY 2014-15 ending fund balance is projected to be $899,996.
38
39
Debt Service Fund
Program Summary
Fiscal Year 2014/2015
Adopted Estimated Proposed Proposed FY 14/15
Actual Budget Budget Budget
FY 12/13 FY 13/14 FY 13/14 FY 14/15 Estimated FY 13/14
1 REVENUES & OTHER SOURCES 1
2 General Sales Tax - - - - 0%- 2
3 Property Tax 129,565 153,868 140,522 166,969 19%26,447 3
4 Hotel Tax - - - - 0%- 4
5 Charges for Services - - - - 0%- 5
6 Beverage Tax - - - - 0%- 6
7 Franchise Fees - - - - 0%- 7
8 Permits & Fees - - - - 0%- 8
9 Fines & Forfeitures - - - - 0%- 9
10 Investment Earnings - - - - 0%- 10
11 Contributions - - - - 0%- 11
12 Misc Income (0) - - - 0%- 12
13 Total Revenues 129,564 153,868 140,522 166,969 19%26,447 13
14 Transfers In GF/4B/VA 1,459,344 1,936,358 1,924,966 2,139,554 11%214,588 14
15 Other Sources Bond Refunding 2011 GORB 2,237,723 - - - 0%- 15
16 Total Other Sources 3,697,067 1,936,358 1,924,966 2,139,554 11%214,588 16
17 TOTAL REVENUES & OTHER SOURCES 3,826,632 2,090,226 2,065,488 2,306,523 12%241,035 17
18 EXPENDITURES & OTHER USES 18
19 Payroll Salaries - - - - 0%- 19
20 Payroll Insurance - - - - 0%- 20
21 Payroll Taxes - - - - 0%- 21
22 Payroll Retirement - - - - 0%- 22
23 Payroll Tranfsers - - - - 0%- 23
24 Total Payroll and Related - - - - 0%- 24
25 Supplies - - - - 0%- 25
26 Services 63,813 907 1,677 2,000 19%323 26
27 Insurance - - - - 0%- 27
28 Repair & Maintenance - - - - 0%- 28
29 Rent & Utilities - - - - 0%- 29
30 Interfund Advances - - - - 0%- 30
31 Debt 3,783,994 2,089,319 2,077,157 2,292,658 10%215,501 31
32 Total Operating Expenditures 3,847,807 2,090,226 2,078,834 2,294,658 10%215,824 32
33 Capital Outlay - - - - 0%- 33
34 Capital Projects - - - - 0%- 34
35 Total Capital - - - - 0%- 35
36 TOTAL EXPENDITURES 3,847,807 2,090,226 2,078,834 2,294,658 10%215,501 36
37 Transfers Out - - - - 0%- 37
38 Other Uses Bond Refunding - - - - 0%- 38
39 Total Other Uses - - - - 0%- 39
40 TOTAL EXPENDITURES & OTHER USES 3,847,807 2,090,226 2,078,834 2,294,658 10%215,824 40
41 EXCESS REVENUES OVER(UNDER) EXPENDITURES (21,175) - (13,346) 11,865 100%25,211 41
42 FUND BALANCE, BEGINNING 22,657 1,481 1,481.29 (11,865) -901%(13,346) 42
43 FUND BALANCE, ENDING 1,481 1,481 (11,865) (0) 0%11,865 43
44 Restricted/Assigned/Committed Funds 7,504 7,504 (11,865) (0) 0%11,865 44
45 UNASSIGNED FUND BALANCE, ENDING - - - - 0%- 45
46 46
47 Restricted/Assigned/Committed Funds 47
48 - - - - 0%- 48
49 - - - - 0%- 49
50 - - - - 0%- 50
51 - - - - 0%- 51
52 - - - - 0%- 52
53 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS - - - - 0%- 53
vs
40
FUND OVERVIEW
DEBT SERVICE FUND
The Debt Service Fund was created to clearly illustrate the Town’s debt service
picture. The Town’s obligations are consolidated into one fund with payments being
transferred from 4B Economic Development Fund, Property Tax Reduction Fund (in
prior years), General Fund (in subsequent years) and the Visitors Association Fund.
Future CO’s and General Obligation debt issuances will also be paid from this fund.
The Debt Service Fund is used for the payment of general long-term debt principal,
interest and related costs of Town issued debt. The Town of Westlake implemented
an ad valorem property tax for the first time during FY 2010-11. There is no direct limit
on debt for the Town. The Constitution of the State of Texas provides that the ad
valorem tax levied by the Issuer for general purposes and for the purpose of paying
debt service requirements of the Issuer’s general obligation debt shall not exceed
$1.50 for each $100 of assessed valuation of taxable property.
Revenues
• $166,969 Ad Valorem Property Taxes
Transfers In
• $ 164,450 Transfers in from Visitors Association Fund
• $1,159,250 Transfers in from 4B Economic Development Fund
• $ 815,856 Transfers in from General Fund
Expenditures
• FY 2014-15 debt service expenditures are projected to be $2,294658
• This is a 10% increase of $215,824 compared to FY 2013-14 estimated
expenditures of $2,078,834.
Debt service payments are made for the following:
• Issue for various street projects:
o $ 2,095,000 Series 2011 Certificates of Obligation
• Issues made for the construction of the Westlake Academy facilities:
o $12,400,000 Series 2002 Certificates of Obligation (refunded)
o $ 6,410,000 Series 2003 Certificates of Obligation
o $ 7,465,000 Series 2007 General Obligation Refunding Bonds
partial refund of $12.4 CO issue
o $ 7,375,000 Series 2011 General Obligation Refunding Bonds
partial refund of $12.4M CO and $6.4M issuance
41
FUND OVERVIEW
$0.00
$0.25
$0.50
$0.75
$1.00
$1.25
$1.50
$1.75
$2.00
$2.25
20
1
5
20
1
6
20
1
7
20
1
8
20
1
9
20
2
0
20
2
1
20
2
2
20
2
3
20
2
4
20
2
5
20
2
6
20
2
7
20
2
8
20
2
9
20
3
0
20
3
1
20
3
2
20
3
3
20
3
4
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.
2
4
6
$1
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2
7
4
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8
8
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.
1
2
7
$1
.
1
6
0
$1
.
1
9
8
$1
.
2
3
2
$1
.
2
7
1
$1
.
3
1
1
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.
3
5
5
$1
.
3
9
0
$1
.
4
4
4
$1
.
4
9
4
$1
.
5
5
4
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.
9
5
3
$2
.
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2
8
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8
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0
4
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.
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8
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4
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4
0
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Mi
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s
20 Year Annual Debt Requirement
Principal Interest
o $ 2,200,000 Series 2013 General Obligation Refunding Bonds
refund of $2.5 CO for the Arts and Sciences Building
o $ 8,500,000 Series 2013 Certificates of Obligation
Westlake Academy Expansion
o $ 1,980,000 Series 2014 GO – Refunding
Partial refunding of 2003 CO
42
Debt Service Fund
Long-Term Debt Summary
Pymt Fiscal 300.48840.00.
014
300.48850.00.
14
300.48840.00.
13
300.48850.00.
13
300.48840.00.
12
300.48850.00.
12
300.48840.00.
11
300.48850.00.
11
300.48840.00.
10
300.48850.00.
10
300.48840.00.
07
300.48850.00.
07
300.48840.00.
03
300.48850.00.
03
No.Year Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Total Debt
1 2015 195,000 65,510 260,510 120,000 44,450 164,450 173,550 277,719 451,269 97,000 57,704 154,704 440,000 217,800 657,800 35,000 293,295 328,295 185,000 90,630 275,630 1,245,550 1,047,108 2,292,658
2 2016 200,000 61,560 261,560 100,000 42,250 142,250 173,550 274,248 447,798 100,000 54,503 154,503 100,000 212,400 312,400 410,000 291,983 701,983 190,000 83,230 273,230 1,273,550 1,020,173 2,293,723
3 2017 5,000 59,470 64,470 130,000 39,950 169,950 178,000 270,732 448,732 75,000 79,475 154,475 275,000 207,275 482,275 425,000 276,608 701,608 - 75,250 75,250 1,088,000 1,008,760 2,096,760
4 2018 5,000 59,290 64,290 125,000 37,400 162,400 178,000 267,172 445,172 79,000 75,625 154,625 700,000 192,650 892,650 40,000 259,608 299,608 - 75,250 75,250 1,127,000 966,995 2,093,995
5 2019 5,000 59,110 64,110 135,000 34,463 169,463 182,450 263,568 446,018 83,000 71,575 154,575 715,000 171,425 886,425 40,000 258,008 298,008 - 75,250 75,250 1,160,450 933,398 2,093,848
6 2020 5,000 58,930 63,930 140,000 31,025 171,025 191,350 259,830 451,180 87,000 67,325 154,325 730,000 149,750 879,750 45,000 256,408 301,408 - 75,250 75,250 1,198,350 898,517 2,096,867
7 2021 5,000 58,750 63,750 145,000 27,463 172,463 191,350 255,525 446,875 91,000 62,875 153,875 750,000 127,550 877,550 50,000 254,608 304,608 - 75,250 75,250 1,232,350 862,020 2,094,370
8 2022 5,000 58,570 63,570 145,000 23,838 168,838 200,250 250,630 450,880 96,000 58,200 154,200 770,000 104,750 874,750 55,000 252,608 307,608 - 75,250 75,250 1,271,250 823,845 2,095,095
9 2023 5,000 58,390 63,390 150,000 20,375 170,375 204,700 245,056 449,756 101,000 53,275 154,275 790,000 81,350 871,350 60,000 250,408 310,408 - 75,250 75,250 1,310,700 784,103 2,094,803
10 2024 5,000 58,210 63,210 145,000 17,130 162,130 213,600 238,781 452,381 106,000 48,100 154,100 820,000 55,150 875,150 65,000 248,008 313,008 - 75,250 75,250 1,354,600 740,629 2,095,229
11 2025 5,000 58,030 63,030 155,000 13,830 168,830 213,600 232,373 445,973 111,000 42,675 153,675 260,000 36,250 296,250 645,000 245,408 890,408 - 75,250 75,250 1,389,600 703,816 2,093,416
12 2026 5,000 57,850 62,850 165,000 10,063 175,063 226,950 225,765 452,715 117,000 36,975 153,975 260,000 27,150 287,150 670,000 219,608 889,608 - 75,250 75,250 1,443,950 652,660 2,096,610
13 2027 5,000 57,490 62,490 160,000 6,000 166,000 231,400 218,601 450,001 123,000 30,975 153,975 275,000 17,100 292,100 700,000 192,808 892,808 - 75,250 75,250 1,494,400 598,223 2,092,623
14 2028 5,000 57,580 62,580 160,000 2,000 162,000 240,300 210,936 451,236 129,000 24,675 153,675 290,000 5,800 295,800 730,000 164,808 894,808 - 75,250 75,250 1,554,300 541,048 2,095,348
15 2029 360,000 52,000 412,000 - - - 347,100 200,956 548,056 136,000 18,050 154,050 - - - 760,000 134,695 894,695 350,000 75,250 425,250 1,953,100 480,951 2,434,051
16 2030 370,000 39,200 409,200 - - - 360,450 188,574 549,024 143,000 11,075 154,075 - - - 790,000 103,345 893,345 365,000 57,750 422,750 2,028,450 399,944 2,428,394
17 2031 390,000 24,000 414,000 - - - 369,350 175,803 545,153 150,000 3,750 153,750 - - - 825,000 70,560 895,560 385,000 39,500 424,500 2,119,350 313,613 2,432,963
18 2032 405,000 8,100 413,100 - - - 529,550 158,748 688,298 - - - - - - 855,000 35,910 890,910 405,000 20,250 425,250 2,194,550 223,008 2,417,558
19 2033 - - - - - - 280,350 142,550 422,900 - - - - - - - - - - - - 280,350 142,550 422,900
20 2034 - - - - - - 293,700 131,069 424,769 - - - - - - - - - - - - 293,700 131,069 424,769
21 2035 - - - - - - 307,050 119,054 426,104 - - - - - - - - - - - - 307,050 119,054 426,104
22 2036 - - - - - - 320,400 106,505 426,905 - - - - - - - - - - - - 320,400 106,505 426,905
23 2037 - - - - - - 329,300 94,129 423,429 - - - - - - - - - - - - 329,300 94,129 423,429
24 2038 - - - - - - 342,650 81,950 424,600 - - - - - - - - - - - - 342,650 81,950 424,600
25 2039 - - - - - - 356,000 69,287 425,287 - - - - - - - - - - - - 356,000 69,287 425,287
26 2040 - - - - - - 369,350 55,447 424,797 - - - - - - - - - - - - 369,350 55,447 424,797
27 2041 - - - - - - 382,700 40,406 423,106 - - - - - - - - - - - - 382,700 40,406 423,106
28 2042 - - - - - - 400,500 24,742 425,242 - - - - - - - - - - - - 400,500 24,742 425,242
29 2043 - - - - - - 418,300 8,366 426,666 - - - - - - - - - - - - 418,300 8,366 426,666
$1,980,000 $952,040 $2,932,040 $1,975,000 $350,235 $2,325,235 $8,205,800 $5,088,522 $13,294,322 $1,824,000 $796,831 $2,620,831 $7,175,000 $1,606,400 $8,781,400 $7,200,000 $3,808,678 $11,008,678 $1,880,000 $1,269,610 $3,149,610 $30,239,800 $13,872,316 $44,112,116
``
Rate:3.74%2.23%4.12%2.58%4.19%4.77%
SERIES 2014 GO-Refunding
* partial refunding of 2003
US Bank US Bank Bank of New York
Partial refunding of 2002 & 2003 Partial refunding of Series 2002 2nd phase construction of WA
$7,465,000 $6,410,000
December 29, 2011 March 15, 2007 June 23, 2003
GRAND TOTAL
TOTAL TOTAL
Issued By: US Bank Independent Bank
Various street projectsUse:Refunding of 2008 (A&S Building)
US Bank
Partial Refunding of 2003
US Bank
TOTAL
Original Issue:$2,200,000
Issue Date:April 2013 March 29, 2011
$2,095,000 $7,375,000$1,980,000
January 2014 April 2013
TOTAL TOTAL TOTAL TOTALTOTAL
4B Fund & General Fund 4B Fund 200
Series SERIES 2013 GO-Refunding SERIES 2011 CO SERIES 2011 GO-Refunding
4B Fund & General FundFunded by Visitors Association Fund 4B Fund & General Fund DS 300 Property Tax 4B Fund & General Fund
Type *refunding of 2008 Certificates of Obligation *partial refunding of 2002/2003 *partial refunding of 2002 Certificates of ObligationCertificates of Obligation
SERIES 2007 GO-Refunding SERIES 2003 COSERIES 2013 CO
3.42%
$8,500,000
$8.5M WA Expansion
43
44
Cemetery Fund
Program Summary
Fiscal Year 2014/2015
Adopted Estimated Proposed Proposed FY 14/15
Actual Budget Budget Budget
FY 12/13 FY 13/14 FY 13/14 FY 14/15 Estimated FY 13/14
1 REVENUES & OTHER SOURCES 1
2 General Sales Tax - - - - 0%- 2
3 Property Tax - - - - 0%- 3
4 Hotel Tax - - - - 0%- 4
5 Charges for Services 5,510 5,960 5,960 5,960 0%- 5
6 Beverage Tax - - - - 0%- 6
7 Franchise Fees - - - - 0%- 7
8 Permits & Fees - - - - 0%- 8
9 Fines & Forfeitures - - - - 0%- 9
10 Investment Earnings 87 100 100 100 0%- 10
11 Contributions - - - - 0%- 11
11 Misc Income - - - - 0%- 11
12 Total Revenues 5,597 6,060 6,060 6,060 0%- 12
13 Transfers In - - - - 0%- 13
14 Total Other Sources - - - - 0%- 14
15 TOTAL REVENUES & OTHER SOURCES 5,597 6,060 6,060 6,060 0%- 15
16 EXPENDITURES & OTHER USES 16
17 Payroll Salaries - - - - 0%- 17
18 Payroll Insurance - - - - 0%- 18
19 Payroll Taxes - - - - 0%- 19
20 Payroll Retirement - - - - 0%- 20
21 Payroll Transfers - - - - 0%- 21
22 Total Payroll and Related - - - - 0%- 22
23 Supplies - - - 500 100%500 23
24 Services 2,769 4,225 4,225 6,225 47%2,000 24
25 Insurance - - - - 0%- 25
26 Repair & Maintenance 2,560 7,215 2,215 7,215 226%5,000 26
27 Rent & Utilities - - - - 0%- 27
28 Interfund Advances - - - - 0%- 28
29 Debt - - - - 0%- 29
30 Total Operating Expenditures 5,329 11,440 6,440 13,940 116%7,500 30
31 Capital Outlay - - - - 0%- 31
32 Capital Projects - - - - 0%- 32
33 Total Capital - - - - 0%- 33
34 TOTAL EXPENDITURES 5,329 11,440 6,440 13,940 116%7,500 34
34 Transfers Out - - - - 0%- 34
35 Total Other Uses - - - - 0%- 35
36 TOTAL EXPENDITURES & OTHER USES 5,329 11,440 6,440 13,940 116%7,500 36
37 EXCESS REVENUES OVER(UNDER) EXPENDITURES 268 (5,380) (380) (7,880) 1974%(7,500) 37
38 FUND BALANCE, BEGINNING 147,353 147,621 147,621 147,241 0%(380) 38
39 FUND BALANCE, ENDING 147,621 142,241 147,241 139,361 -5%(7,880) 39
40 Restricted/Assigned/Committed Funds 147,621 142,241 147,241 139,361 -5%(7,880) 40
41 UNASSIGNED FUND BALANCE, ENDING - - - - 0%- 41
42 42
43 Restricted/Assigned/Committed Funds 43
44 A Cash 255 10110 00 000 49,740 44,062 50,156 42,574 -15%(7,582) 44
45 A Open Cemetery Lots 255 15100 00 000 97,881 98,179 97,085 96,787 0%(298) 45
46 0%- 46
47 0%- 47
48 0%- 48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 147,621 142,241 147,241 139,361 -5%(7,880) 49
vs
45
FFUUNNDD OOVVEERRVVIIEEWW
CEMETERY FUND
The Cemetery program includes all operations associated with the 5.5 acre cemetery located
on J.T. Ottinger Road. This includes interment, lot sales, record keeping, and all maintenance
associated with the grounds, fences, trees and flower beds. The cemetery was donated and
conveyed by deed to the Town during FY2008-09.
Revenues
• Total adopted revenues for FY 2014-15 are $6,060
• Revenue will remain flat when compared to FY 2013-14 estimated revenues.
Expenditures
• Total adopted expenditures for FY 2014-15 are $13,940
• This is an increase of $7,500 compared to FY 2013-14 estimated expenditures.
o Increase $2,000 for land improvements (additional plant landscaping and mowing)
o Increase of $5,000 for upgrade to computer equipment/software
o Increase of $500 for supplies
o
Fund Balance
• The projected ending fund balance for FY 2014-15 is $139,361
o $42,574 Operating Cash
o $96,787 Open Cemetery Lots
46
Utility Fund
Program Summary
Fiscal Year 2014/2015
Adopted Estimated Proposed Proposed FY 14/15
Actual Budget Budget Budget
FY 12/13 FY 13/14 FY 13/14 FY 14/15 Estimated FY 13/14
1 REVENUES & OTHER SOURCES 1
2 Charges for Services Water 2,322,249 2,112,000 2,112,000 2,510,544 19%398,544 2
3 Charges for Services Sewer 751,092 529,800 629,800 696,216 11%66,416 3
4 Charges for Services Trash 5,293 5,050 5,050 5,050 0%- 4
5 Charges for Services Other 76,714 60,750 70,150 60,750 -13%(9,400) 5
6 Franchise Fees - - - - 0%- 6
7 Permits & Fees - - - - 0%- 7
8 Fines & Forfeitures - - - - 0%- 8
9 Investment Earnings 6,325 6,000 6,425 6,000 -7%(425) 9
10 Contributions - - - - 0%- 10
11 Misc Income 226,980 192,004 402,704 192,004 -52%(210,700) 11
12 Total Revenues 3,388,653 2,905,604 3,226,129 3,470,564 8%244,435 12
13 Transfers In 500,000 - - - 0%- 13
14 Other Sources - - - - 0%- 14
15 Total Other Sources 500,000 - - - 0%- 15
16 TOTAL REVENUES & OTHER SOURCES 3,888,653 2,905,604 3,226,129 3,470,564 8%244,435 16
17 EXPENDITURES & OTHER USES 17
18 Payroll Salaries 119 - - - 0%- 18
19 Payroll Insurance - - - - 0%- 19
20 Payroll Taxes - - - - 0%- 20
21 Payroll Retirement - - - - 0%- 21
22 Payroll Transfers 275,791 321,554 321,554 352,198 10%30,644 22
23 Total Payroll and Related 275,910 321,554 321,554 352,198 10%30,644 23
24 Supplies 5,044 8,100 8,100 8,100 0%- 24
25 Services 635,003 523,028 599,503 563,264 -6%(36,239) 25
26 Insurance 4,780 4,790 4,790 4,790 0%- 26
27 Repair & Maintenance 95,384 122,400 170,650 148,400 -13%(22,250) 27
28 Rent & Utilities 98,733 130,760 132,535 132,535 0%- 28
29 Debt 709,962 191,212 248,250 246,987 -1%(1,263) 29
30 Water Purchases 965,192 1,110,600 1,134,600 1,280,600 13%146,000 30
31 Total Operating Expenses 2,514,098 2,090,890 2,298,428 2,384,676 4%86,248 31
32 Capital Projects 211,407 1,521,880 1,486,164 288,500 -81%(1,197,664) 32
33 Capital Outlay 20,731 15,000 15,000 20,000 33%5,000 33
34 Total Capital 232,138 1,536,880 1,501,164 308,500 -79%(1,192,664) 34
35 TOTAL EXPENSES 3,022,146 3,949,324 4,121,145 3,045,374 -27%(1,106,416) 35
36 Transfers Out 64,409 140,885 301,030 743,745 147%442,715 36
37 Total Other Uses 64,409 140,885 301,030 743,745 147%442,715 37
38 TOTAL EXPENSES & OTHER USES 3,086,555 4,090,209 4,422,175 3,789,119 -14%(633,056) 38
39 EXCESS REVENUES OVER(UNDER) EXPENSES 802,098 (1,184,605) (1,196,046) (318,555) -73%877,491 39
40 FUND BALANCE, BEGINNING 4,963,625 5,765,723 5,765,723 4,569,677 -21%(1,196,046) 40
41 FUND BALANCE, ENDING 5,765,723 4,581,118 4,569,677 4,251,122 -7%(318,555) 41
42 Restricted/Assigned/Committed Funds 171,802 186,657 186,657 188,524 1%1,867 42
43 UNASSIGNED FUND BALANCE, ENDING 5,593,921 4,394,461 4,383,019 4,062,598 -7%(320,421) 43
44 Operating Expenses 2,810,739 2,427,444 2,634,981 2,756,874 5%121,893 44
45 # Days Operating 726 661 607 538 -11%(69) 45
46 Restricted/Assigned/Committed Funds 46
47 R Water/Sewer Deposits 171,802 186,657 186,657 188,524 1%1,867 47
48 - - - - 0%- 48
49 - - - - 0%- 49
50 - - - - 0%- 50
51 - - - - 0%- 51
52 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 171,802 186,657 186,657 188,524 1%1,867 52
10112
vs
47
FFUUNNDD OOVVEERRVVIIEEWW
Water Revenue
73%
Sewer Revenues
18%
Tap Fees
1%
Impact Fees
2%
Duct Bank
3%
TRA Wastewater
3%
UUTTIILLIITTYY FFUUNNDD
REVENUES AND OTHER RESOURCES
• Total adopted revenues for FY 2013-14 are budgeted to be $2,905,604
• A 34% decrease of $1,500,000 from the FY 2012-13 estimated revenues of $4,405,604
o This decrease amount is composed of $1M in bond proceeds and a $500K transfer in (inter-
fund loan) from the General Fund in FY 2012-13 for the construction of a ground storage
tank.
• Utility Fund revenue is primarily comprised of fees for water and wastewater service.
• The fund also receives a small portion of its revenue through tap fees and interest income, and
currently serves as a mechanism for collecting and distributing debt service and impact fees.
Water Revenue
• Water revenues comprise 73% of FY 2013-14 Utility Fund revenues.
o The Utility Fund is the recipient of all revenue generated from water sales in the Town. With
the construction of Westlake’s master-planned residential developments, the Town placed
new water infrastructure into service in 2000.
o As Westlake’s customer base continues to expand, additional demands will be placed on
the utility system, requiring incremental expansion and maintenance of infrastructure.
• Effective October 1, 2013, Fort Worth rates will increase by 11% ($1.6720/1000 gal to $1.8560/1000
gal).
$2.10 $1.94 $1.74 $2.11 $2.43 $2.22
$3.28 $3.05 $2.91 $2.91
FY 04/05
actual
FY 05/06
actual
FY 06/07
actual
FY 07/08
actual
FY 08/09
actual
FY 09/10
actual
FY 10/11
actual
FY 11/12
actual
FY 12/13
estimated
FY 13/14
adopted
Revenue Trends
(shown in millions)
FY13/14
Adopted
Revenues
48
FFUUNNDD OOVVEERRVVIIEEWW
Operating
Expenses
59%
Capital Outlay
/Projects
38%
Wastewater Revenues
• Wastewater revenues comprise 18% of FY 2013-14 Utility Fund revenues.
o Wastewater revenue is another major component of the Utility Fund. Wastewater revenue
is expected to grow proportionate to future non-irrigation water demands.
o These future increases can be attributed to both residential and commercial growth.
o Effective December 1, 2013, TRA rates will increase by 14.7% ($4.788/1000 gal to
$5.494/1000 gal) due to higher treated sewage volumes, capital project funding needs
and associated operating costs.
Ductbank Permit Fees
• Ductbank permit fees and deferred revenues comprise 3% of FY 2013-14 Utility Fund revenues.
o The ductbank is a series of Town owned conduit that houses underground
telecommunication infrastructure in portions of Westlake.
o Revenues from the ductbank are contingent upon utility companies leasing out portions of
the conduit.
o The Town continues to execute new leases with telecommunications companies.
Waste Management
• The Town receives a 12% fee from its franchisee for providing this service.
o During FY 2008-09, the Town took over the billing and collection of residential solid waste
user fees for its franchised hauler.
o The Town changed from twice a week pick up schedule to once a week pick up schedule
in lieu of a rate increase.
o The current rate for solid waste and recycling service remains unchanged since 2008.
EXPENSES AND OTHER USES
• Total adopted expenses for FY
2013-14 are $4,090,209
• A 54% increase of $1,429,042 from
the FY 2012-13 estimated expenses.
• This increase amount is composed
primarily of $1.346M relating to the
construction of a ground storage
tank.
Services Provided
The Utility Fund accounts for water and
wastewater services for the residents of
the Town. All activities necessary to
provide such services are accounted for in the fund, including administration, operations,
maintenance, financing and related debt service, and billing and collection.
This fund also contains the planning and implementation of the ductbank. This is a series of
underground conduit designed to house telecommunications services in Westlake. The ductbank is
a public/private partnership that utilizes public and private sector capital, town planning and
engineering and town operation. Phase I was completed in FY 2000-01 and became ready for
occupancy in FY 2001-02 with leases following completion of construction. FY 2004-05 saw the
completion of the ductbank extension from Vaquero to Pearson Road with a lease following the
construction. The development of the Terra Bella subdivision extended the ductbank from Sam
School Road through the subdivision to Dove Road.
FY13/14
Adopted
Expenses
49
FFUUNNDD OOVVEERRVVIIEEWW
- 50 100 150 200 250 300 350 400 450 500 550
FY 04/05 actual
FY 05/06 actual
FY 06/07 actual
FY 07/08 actual
FY 08/09 actual
FY 09/10 actual
FY 10/11 actual
FY 11/12 actual
FY 12/13 estimated
FY 13/14 projected
294
325
359
420
450
475
480
481
491
501
10 Year Analysis - Utility Billing Accounts
In 2010, Deloitte University
constructed new ductbank through
their development that connected
the section at Dove/Pearson Lane to
Ottinger Road at the Deloitte service
entrance with leases following
completion of construction.
The Utility Fund is responsible for all
water, sewer, and
telecommunications ductbank
service in the Town. The Town
continues to use new automated
technologies to control inflows into
our storage facilities and minimize the
annual peak payment charges from
the City of Fort Worth.
The fund is also burdened with three outstanding long-term obligations.
11.. The first is the proportionate buyout of infrastructure owned by the Hunt Trust which sold
the Circle T Ranch to Hillwood. The Town’s agreement with Hillwood is that in exchange
for dissolution of the Municipal Utility Districts (MUDs), the Utility Fund will reimburse
Hillwood the share of purchased MUDs infrastructure for each development based upon
the acres removed from the MUDs. Hillwood, in turn, must deposit these funds into an
escrow account owned by the Hunt Trust.
22.. The second long term liability is the loan from Hillwood to the Town to construct the 16”
and 20” transmission water lines and the US 377 Pump Station. The Town is contractually
obligated to pay for this infrastructure through a surcharge on water rates. The Town is
divided into two service areas, one being the Circle T Ranch, and the remaining areas
within the Town’s limits which constitute the “Town” service area. The Town pays Hillwood
$.25 cents per 1,000 gallons of water distributed to consumers in these two service areas.
Each service area pays its respective portion of the overall debt based on the volume of
water used from the customers. The contract clearly stipulates that this is not a general
obligation of the Town. It is, however, required to be paid back through this assessment
being attached to the water rate. The rate would have to be significantly increased to
pay this debt off in the twenty years contemplated under the agreement. Hillwood has
stated that once the Town and Hillwood agree on proportionate future infrastructure
funding, this liability will be erased. Nevertheless, the obligation does exist and water rates
should always be reviewed with this obligation in mind.
33.. The third long term liability is the joint Westlake/Keller water tower that was constructed to
provide the necessary water storage and pressures within Westlake.
Staff is committed to maintaining an up to date utility rate analysis to maintain the integrity of the
fund. The budget is based on an adjustment in water and sewer rates from a rate study conducted
in FY 2010-11. The fund revenues were estimated based on a water and sewer rates approved by
the Town Council on December 13, 2010 and became effective January 1, 2011. The purpose of the
rate increase was to fully recover all system costs as well as provide for capital improvements and
maintenance of our water and sewer utility. In addition to the rate increase on December 13, 2011,
Council also approved a “pass-through” rate adjustment ordinance that provides for an automatic
adjustment to rates based on unit volume costs from the Town’s wholesale providers.
50
51
Utility Maintenance & Replacement Fund
Program Summary
Fiscal Year 2014/2015
Adopted Estimated Proposed Proposed FY 14/15
Actual Budget Budget Budget
FY 12/13 FY 13/14 FY 13/14 FY 14/15 Estimated FY 13/14
1 REVENUES & OTHER SOURCES 1
2 General Sales Tax - - - - 0%- 2
3 Property Tax - - - - 0%- 3
4 Hotel Tax - - - - 0%- 4
5 Charges for Services - - - - 0%- 5
6 Beverage Tax - - - - 0%- 6
7 Franchise Fees - - - - 0%- 7
8 Permits & Fees - - - - 0%- 8
9 Fines & Forfeitures - - - - 0%- 9
10 Investment Earnings 141 125 125 125 0%- 10
11 Contributions - - - - 0%- 11
12 Misc Income - - - - 0%- 12
13 Total Revenues 141 125 125 125 0%- 13
14 Transfers In 50,000 50,000 263,530 450,000 71%186,470 14
15 Total Other Sources 50,000 50,000 263,530 450,000 71%186,470 15
16 TOTAL REVENUES & OTHER SOURCES 50,141 50,125 263,655 450,125 71%186,470 16
17 EXPENDITURES & OTHER USES 0%- 17
18 Payroll Salaries - - - - 0%- 18
19 Payroll Insurance - - - - 0%- 19
20 Payroll Taxes - - - - 0%- 20
21 Payroll Retirement - - - - 0%- 21
22 Payroll Transfers - - - - 0%- 22
23 Total Payroll and Related - - - - 100%- 23
24 Supplies - - - - 0%- 24
25 Services - - - - 0%- 25
26 Insurance - - - - 0%- 26
27 Repair & Maintenance - - - - 0%- 27
28 Rent & Utilities - - - - 0%- 28
29 Interfund Advances - - - - 0%- 29
30 Debt - - - - 0%- 30
31 Total Expenditures - - - - 100%- 31
32 Capital Outlay - - - - 0%- 32
33 Capital Projects 81,672 88,000 296,530 203,000 100%(93,530) 33
34 Total Capital 81,672 88,000 296,530 203,000 100%(93,530) 34
35 TOTAL OPERATING EXPENDITURES 81,672 88,000 296,530 203,000 100%(93,530)35
36 Transfers Out - - - - 0%- 36
37 Total Other Uses - - - - 0%- 37
38 TOTAL EXPENDITURES & OTHER USES 81,672 88,000 296,530 203,000 100%(93,530)38
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES (31,531)(37,875) (32,875)247,125 -852%280,000 39
40 FUND BALANCE, BEGINNING 92,829 61,298 61,298 28,423 -54%(32,875)40
41 FUND BALANCE, ENDING 61,298 23,423 28,423 275,548 869%247,125 41
42 Restricted/Assigned/Committed Funds 61,298 23,423 28,423 275,548 869%247,125 42
43 UNASSIGNED FUND BALANCE, ENDING - - - - 0%- 43
44 44
45 Restricted/Assigned/Committed Funds 45
46 A Cash 510 10110 00 000 61,298 23,423 28,423 275,548 869%247,125 46
47 47
48 48
49 49
50 50
51 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 61,298 23,423 28,423 275,548 869%247,125 51
vs
52
FFUUNNDD OOVVEERRVVIIEEWW
UTILITY- MAINTENANCE & REPLACEMENT FUND
The Utility-Maintenance & Replacement Fund (UMR) was created to provide a mechanism for
repair and replacement of capital assets such as pump stations, lift stations, elevated and
ground storage facilities, etc. This fund receives planned portions of revenues from the Utility
Fund allocated to future capital repair and replacement. As in the General-Maintenance and
Replacement Fund, this was anticipated to help avoid future bond programs and force a more
conservative pattern of spending in light of uncertain future revenues.
This fund consists of systematic water and sewer line repairs and major maintenance projects
funded by an operating transfer from the Utility Fund. Projects are included each year from a
long-range maintenance schedule which incorporates routine scheduled maintenance and
recommended replacement and upgrading of lines and permanent capital assets.
Revenues and Transfers In
• FY2014/2015 revenues are $450,125
• A 71% increase of $186,470 from the FY 14/15 estimated revenues of $263,655
o Additional funds will be transferred from the Utility Fund when available
Expenditures
• FY2014/2015 expenditures are projected to be $203,000
• A 32% decrease from the FY 13/14 estimated expense of $296,530
o $30,000 – Water Main Repair and Maintenance
o $80,000 – Pump Station Equipment
o $28,000 – ACADA Replacement
o $45,000 – Utility Truck
o $20,000 – Lift Station Pump Repairs.
Fund Balance
• Fund balance at FY 14/15 year-end is projected to be $275,548
53
Actuals Estimated Proposed
Description 2003 - 2013 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 TOTALS TOTALS
REVENUES AND OTHER SOURCES
Interest Income 470 125 125 125 125 125 125 500 1,220
Transfer in from GF - - - - - - - - -
Transfer in from GMR - - - - - - - - -
Transfer in from UF 163,864 263,530 450,000 300,000 300,000 300,000 300,000 1,200,000 2,077,394
Transfer in from PTR 10,000 - - - - - - - 10,000
TOTAL REVENUES AND OTHER SOURCES 174,334 263,655 450,125 300,125 300,125 300,125 300,125 1,200,500 2,088,614
UTILITY MAINTENANCE/REPLACEMENT PROJECTS
Water Main R&M 0 - 17,500 30,000 - - - - - 47,500
Pump Station R&M 0 - 5,500 - - - - - - 5,500
Vaquero Lift Station Pump Upgrade 0 - - - - - - - -
Sewer R&M - SS I&I 1 23,864 - - - - - - - 23,864
Pump Station Gate Retro-Fit 2 7,500 - - - - - - - 7,500
Pump/Motor Repair/Replacement 4 27,225 - - - - - - - 27,225
Pump Station Equipment 5 - - 80,000 82,500 87,500 - - 170,000 250,000
SCADA Replacement 6 - 60,000 28,000 - - - - - 88,000
Chevy Utility Truck 7 - - 45,000 - - - - - 45,000
Lift Station Pump Repairs 10 16,371 - 20,000 - - - - - 36,371
Water Main R&M 11 38,076 - - - - - - - 38,076
114 Lift Station Discharge 12 - 213,530 - - - - - - 213,530
GRAND TOTAL PROJECTS 113,036 296,530 203,000 82,500 87,500 0.00 0.00 170,000 782,566
NET REVENUES OVER (UNDER) PROJECTS 61,298$ (32,875)$ 247,125$ 217,625$ 212,625$ 300,125$ 300,125$ 1,030,500$ `
- 61,298 28,423 275,548 493,173 705,798 1,005,923
61,298 28,423 275,548 493,173 705,798 1,005,923 1,306,048 Fund Balance Ending
5 Year Projection
Utility - Maintenance and Replacement Fund
Projection
Fund Balance Beginning
54
General Maintenance & Replacement Fund
Program Summary
Fiscal Year 2014/2015
Adopted Estimated Proposed Proposed FY 14/15
Actual Budget Budget Budget
FY 12/13 FY 13/14 FY 13/14 FY 14/15 Estimated FY 13/14
1 REVENUES & OTHER SOURCES 0%- 1
2 General Sales Tax - - - - 0%- 2
3 Property Tax - - - - 0%- 3
4 Hotel Tax - - - - 0%- 4
5 Charges for Services - - - - 0%- 5
6 Beverage Tax - - - - 0%- 6
7 Franchise Fees - - - - 0%- 7
8 Permits & Fees 2,000 - - 2,000 0%2,000 8
9 Fines & Forfeitures - - - - 0%- 9
10 Investment Earnings 1,795 1,750 1,750 1,750 0%- 10
11 Contributions - - - - 0%- 11
12 Misc Income - - - - 0%- 12
13 Total Revenues 3,795 1,750 1,750 3,750 114%2,000 13
14 Transfers In 550,000 550,000 275,000 275,000 0%- 14
15 Other Sources 6,250 - - - 0%- 15
16 Total Other Sources 556,250 550,000 275,000 275,000 0%- 16
17 TOTAL REVENUES & OTHER SOURCES 560,045 551,750 276,750 278,750 1%2,000 17
18 EXPENDITURES & OTHER USES 0%- 18
19 Payroll / Salaries - - - - 0%- 19
20 Payroll Related & Benefits - - - - 0%- 20
21 Payroll Transfers In - - - - 0%- 21
22 Payroll Transfers Out - - - - 0%- 22
23 Total Payroll and Related - - - - 0%- 23
24 Supplies - - - - 0%- 24
25 Services - - - - 0%- 25
26 Insurance - - - - 0%- 26
27 Repair & Maintenance - - - - 0%- 27
28 Rent & Utilities - - - - 0%- 28
29 Interfund Advances - - - - 0%- 29
30 Debt - - - - 0%- 30
31 Total Operating Expenditures - - - - 0%- 31
32 Capital Outlay - - - - 0%- 32
33 Capital Projects 201,412 519,726 361,045 1,264,000 250%902,955 33
34 Total Capital 201,412 519,726 361,045 1,264,000 250%902,955 34
35 TOTAL EXPENDITURES 201,412 519,726 361,045 1,264,000 250%902,955 35
36 Transfers Out - - - - 0%- 36
37 Total Other Uses - - - - 0%- 37
38 TOTAL EXPENDITURES & OTHER USES 201,412 519,726 361,045 1,264,000 250%902,955 38
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES 358,633 32,024 (84,295) (985,250) 1069%(900,955) 39
40 FUND BALANCE, BEGINNING 880,415 1,239,048 1,239,048 1,154,753 -7%(84,295)40
41 FUND BALANCE, ENDING 1,239,048 1,271,072 1,154,753 169,503 -85%(985,250)41
42 Restricted/Assigned/Committed Funds 1,239,048 1,271,072 1,154,753 169,503 -85%(985,250)42
43 UNASSIGNED FUND BALANCE, ENDING - - - - 43
44 44
45 Restricted/Assigned/Committed Funds 45
46 A Cash 600 10110 00 000 1,239,048 1,271,072 1,132,753 147,503 -87%(985,250)46
47 A Cash EMS 600 10110 14 101 0 0 22,000 22,000 0%0 47
48 48
49 49
50 50
51 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,239,048 1,271,072 1,154,753 169,503 -85%(985,250) 51
vs
55
FFUUNNDD OOVVEERRVVIIEEWW
GENERAL MAINTENANCE & REPLACEMENT FUND
The General Maintenance & Replacement Fund was created to provide a mechanism for the
long term repair and replacement of large capital assets such as HVAC, walls, floors and
ceilings, plumbing, electric, roadways, etc.
This fund receives planned portions of revenues from each operating fund that owns and
maintains capital assets to set aside for future capital repair and replacement. This helps to
avoid future bond programs and encourages a more conservative pattern of spending in light
of uncertain future revenues. Currently, because of our financial situation, the fund is not being
able to be used as we had anticipated.
This fund supports systematic facility repairs and major maintenance projects funded by
operating transfers from other Town funds. Project lists are developed annually from a long-
range facility maintenance schedule, and incorporated into a routine schedule for
maintenance and replacement of major facility equipment and infrastructure and permanent
capital assets.
Revenues and Transfers In
• FY14/15 revenues are proposed to be $278,750 and are comprised of
• A 1% increase from the FY 13/14 estimated budget of $276,750
Expenditures/Projects
• FY14/115 proposed expenditures are $1,264,000
• A 250% increase of $902,955 from the FY 13/14 estimated budget of $361,045
GENERAL MAINTENANCE/REPLACEMENT PROJECTS Amount
Ladder/Pumper
700,000
Fire Dept Building Addition
30,000
Dept 14 - Total Fire/EMS 730,000
Illuminated Street Signs
38,000
Dept 16 - Total Public Works 38,000
WA-Irrigation System
15,000
WA-Carpet/VCT Flooring
15,000
WA-Ext/Int Environmental Improvements
40,000
WA-Interior/Exterior Paint & Wood/Cloth R&M
26,000
WA-Roof Repairs
10,000
WA-Parking Lot
28,000
WA-Refurbish Classrooms
25,000
WA-Update Security System / Cameras
15,000
Interior Building R&M
10,000
WA-15 Ton Split HVAC System
15,000
WA-2 Ton Roof Top Units/HVAC System Replacement
45,000
WA-Heater Boilers
10,000
WA-Plumbing Repair/Replacement
5,000
Facilities Maintenance Vehicle
12,000
WA Playground Equipment
145,000
Park R&M
25,000
Dept 17 - Total Facilities & Grounds Maintenance 441,000
Trail Repairs
15,000
Dept 19 - Total Parks and Recreation 15,000
Network Printers/Peripheral Devices
5,000
Network Equipment/Server Replacements
30,000
Phone System/Peripheral Devices
5,000
Dept 20 - Total Information Technology 40,000
GRAND TOTAL PROJECTS $ 1,264,000
Fund Balance
• Fund balance at FY 14/15 year-end is projected to be $169,503
56
Actuals Estimated Proposed
Description 2003 - 2013 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 TOTALS TOTALS
REVENUES AND OTHER SOURCES
Environmental Upgrade Grant 6,250 - - - - - - - 6,250
Firefighter Equipment Fees 2,000 - 2,000 2,000 2,000 2,000 2,000 8,000 12,000
Interest Income 4,584 1,750 1,750 1,750 1,750 1,750 1,750 7,000 15,084
Transfer in from GF 1,765,738 275,000 275,000 275,000 225,000 225,000 225,000 950,000 3,265,738
Transfer in from V&E 129,374 - - - - - - - 129,374
Transfer in from UF 10,000 - - - - - - - 10,000
Transfer in from PTR 64,274 - - - - - - - 64,274
TOTAL REVENUES AND OTHER SOURCES 1,982,220$ 276,750$ 278,750$ 278,750$ 228,750$ 228,750$ 228,750$ 965,000$ 3,502,720$
GENERAL MAINTENANCE/REPLACEMENT PROJECTS
Ambulance Box, Chassis and Equipment 200,000 - - - - - - - 200,000
Fire Chief Vehicle 49,084 - - - - - - - 49,084
Ladder/Pumper - - 700,000 - - - - - 700,000
Fire Dept Building Addition - - 30,000 - - - - - 30,000
Dept 14 - Total Fire/EMS 249,084 - 730,000 - - - - - 979,084
Illuminated Street Signs 3,900 10,000 38,000 - - - - - 51,900
Wyck Hill Pavement Resurface - - - - 54,450 - - 54,450 54,450
Dept 16 - Total Public Works 3,900 10,000 38,000 - 54,450 - - 54,450 106,350
WA-Irrigation System 15,607 15,250 15,000 3,000 - 10,000 - 13,000 58,857
WA-Carpet/VCT Flooring 3,445 15,000 15,000 15,000 - 10,000 5,000 30,000 63,445
WA-Ext Environmental Improvements Irrig 8,112 5,000 30,000 - 7,000 - - 7,000 50,112
WA-Envrnmt Bldg UG light/water 25,899 2,500 10,000 10,000 - 5,000 10,000 25,000 63,399
WA-Exterior Paint & Wood R&M 32,818 10,000 11,000 5,000 - 8,000 8,000 21,000 74,818
WA-Painting/Cloth Wall R&M 4,325 10,000 15,000 10,000 8,000 10,000 8,000 36,000 65,325
WA-Roof Repairs 10,936 5,000 10,000 8,000 - 5,000 9,000 22,000 47,936
WA-Parking Lot 17,282 - 28,000 - 10,000 - - 10,000 55,282
WA-Refurbish Classrooms 75,204 23,795 25,000 25,000 30,000 25,000 30,000 110,000 233,999
WA-Update Security System 15,370 25,000 10,000 - 5,000 5,000 25,000 35,000 85,370
WA-Update Security Cameras 7,857 - 5,000 - 6,000 10,000 - 16,000 28,857
Interior Building R&M 2,800 5,000 10,000 - 12,000 8,000 - 20,000 37,800
WA-15 Ton Split HVAC System 14,399 10,000 15,000 - 12,000 - 15,000 27,000 66,399
WA-2 Ton Roof Top Units 11,903 15,000 40,000 5,000 - 10,000 5,000 20,000 86,903
WA-AC ton/7.5 ton server room - - - 6,000 - - 5,000 11,000 11,000
WA-Heater Boilers 23,870 22,000 10,000 - 7,000 5,000 - 12,000 67,870
WA-HVAC System Replacement - 4,000 5,000 5,000 13,000 - 10,000 28,000 37,000
WA-Plumbing Repair/Replacement - 5,000 5,000 5,000 5,000 - 9,000 19,000 29,000
Contribution Exp to WA - Facilities - 40,000 - - - - - - 40,000
Contribution Exp to WA - Technology - 50,000 - - - - - - 50,000
Facilities Maintenance Vehicle - 45,000 12,000 - - - 45,000 45,000 102,000
WA Playground Equipment - - 145,000 - - - - - 145,000
Park R&M - - 25,000 - - - - - 25,000
Dept 17 - Total Facilities & Grounds Maintenance 269,828 307,545 441,000 97,000 115,000 111,000 184,000 507,000 1,525,373
Trail Repairs 4,900 5,000 15,000 10,000 10,000 10,000 10,000 40,000 64,900
Dept 19 - Total Parks and Recreation 4,900 5,000 15,000 10,000 10,000 10,000 10,000 40,000 64,900
Servers & Network Storage 33,250 5,000 - - - 7,500 - 7,500 45,750
Network Printers/Peripheal Dev 630 5,000 5,000 5,000 5,000 10,000 - 20,000 30,630
Network Equipment 6,028 18,500 20,000 20,000 20,000 30,000 - 70,000 114,528
Server Replacements 8,763 - 10,000 10,000 10,000 10,000 - 30,000 48,763
Phone System/Peripheal Devices 9,651 10,000 5,000 7,500 10,000 15,000 - 32,500 57,151
Dept 20 - Total Information Technology 58,322 38,500 40,000 42,500 45,000 72,500 - 160,000 296,822
GRAND TOTAL PROJECTS 586,034$ 361,045$ 1,264,000$ 149,500$ 224,450$ 193,500$ 194,000$ 761,450$ 2,972,529$
NET REVENUES OVER (UNDER) PROJECTS 1,396,186$ (84,295)$ (985,250)$ 129,250$ 4,300$ 35,250$ 34,750$ 203,550$ 530,191$
Fund Balance Beginning (157,138) 1,239,048 1,154,753 169,503 298,753 303,053 338,303
Fund Balance Ending 1,239,048 1,154,753 169,503 298,753 303,053 338,303 373,053
5 Year Projection
General - Maintenance and Replacement Fund
Projection
57
58
Westlake Academy
Program Summary
Fiscal Year
Adopted Estimated Proposed Proposed FY 12/13
Actual Budget Budget Budget
FY 12/13 FY 13/14 FY 13/14 FY 14/15 Estimated FY 11/12
1 REVENUES & OTHER SOURCES 1
2 Federal Program Revenues 81,958 67,722 80,008 73,896 -8%(6,112) 2
3 State Program Revenues 4,648,649 4,855,506 5,034,023 5,782,092 15%748,069 3
4 Local Revenues 1,205,931 1,538,434 1,922,443 1,711,305 -11%(211,138) 4
5 0%- 5
6 0%- 6
7 0%- 7
8 0%- 8
9 0%- 9
10 0%- 10
11 0%- 11
12 0%- 12
13 0%- 13
14 0%- 14
15 0%- 15
16 Total Revenues 5,936,538 6,461,662 7,036,474 7,567,293 8%530,819 16
17 Other Sources 40,959 45,000 331,266 45,000 -86%(286,266) 17
18 Total Other Sources 40,959 45,000 331,266 45,000 -86%(286,266)18
19 TOTAL REVENUES & OTHER SOURCES 5,977,497 6,506,662 7,367,740 7,612,293 3%244,553 19
20 EXPENDITURES & OTHER USES 20
21 61 Payroll Related & Benefits 4,339,742 4,832,464 5,196,595 5,618,025 8%421,430 21
22 62 Professional & Contracted Services 865,171 882,229 935,779 1,064,256 14%128,477 22
23 63 Supplies and Materials 268,069 385,613 503,367 672,890 34%169,523 23
24 64 Other Operating Costs 290,634 289,989 325,917 363,967 12%38,050 24
25 65 Debt Service - 6,405 84,186 1214%77,781 25
26 Operating Expenses 0%- 26
27 0%- 27
28 0%- 28
29 0%- 29
30 0%- 30
31 0%- 31
32 0%- 32
33 0%- 33
34 0%- 34
35 Total Expenditures 5,763,616 6,390,295 6,968,063 7,803,324 12%835,261 35
36 Other Uses 40,959 45,000 331,266 45,000 -86%(286,266) 36
37 Total Other Uses 40,959 45,000 331,266 45,000 -86%(286,266)37
38 TOTAL EXPENDITURES & OTHER USES 5,804,575 6,435,295 7,299,329 7,848,324 8%548,995 38
39 EXCESS REVENUES OVER(UNDER) EXPENDITURES 172,923 71,367 68,411 (236,031)-445%(304,442)39
40 FUND BALANCE, BEGINNING 819,090 992,012 992,012 1,060,425 7%68,413 40
41 FUND BALANCE, ENDING 992,012 1,063,379 1,060,425 824,394 -22%(236,031)41
42 Restricted/Assigned/Committed Funds - - - - 0%- 42
43 UNASSIGNED FUND BALANCE, ENDING 992,012 1,063,379 1,060,425 824,394 -22%(236,031)43
44 # of Operating Days 63 61 56 39 -32%(18) 44
45 Restricted/Assigned/Committed Funds 45
46 A Technology/FFE - - - - 0%- 46
47 A Uniform/Equipment Replacement - - - - 0%- 47
48 48
49 49
50 50
50 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 0 0 0 0 0%0 50
vs
2014/2015
59
FUND OVERVIEW
WESTLAKE ACADEMY
This fund was incorporated into the Town’s budget beginning in FY 2010-11. Westlake Academy
opened its doors in September 2003 when the Town of Westlake officials took advantage of the
State of Texas’ acceptance of chartered schools and thus, became the first and only
municipality in the state to receive a chartered school designation.
As a chartered school, Westlake Academy is an open enrollment public school. In 2008 the
Texas Education Agency (TEA) renewed the Academy’s charter until 2016. The officials who
pioneered the school also decided to follow another brave path in offering the globally
recognized International Baccalaureate (IB) curriculum.
Westlake Academy is owned and operated by the Town of Westlake and is the largest
operating department of the Town. The TEA requires a separate budget be submitted to the
state. A portion of that budget is now incorporated into the Town’s annual budget. The
Academy’s fiscal year begins on September 1st and ends of August 31st.
Revenues and Other Sources
• FY 2014-15 adopted revenues and other sources are $7,612,293
Expenditures and Other Uses
• FY 2014-15 adopted expenditures and other uses total $7,848,324
Fund Balance
• FY 2014-15 ending fund balance is projected to be $824,394
60
Executive Summary
August 11, 2014
Honorable President and Board Trustees
Westlake Academy
2600 J. T. Ottinger Road
Westlake, TX 76262
Transmittal of FY 2014/15 Westlake Academy Budget
“Reaching New Heights Together...One School, One Community”
As Superintendent of Westlake Academy, I am submitting for your consideration the Budget for FY
2014/15. This Budget for Westlake Academy encompasses all teaching and extra‐curricular operating
expenditures as well as State public school funding and private donations used to support the daily
school operations of Westlake Academy.
This FY 2014/15 All Funds Budget totals $7,803,324 representing a 12% increase from the prior year
primarily due to increasing the number of classes in the PYP Programme (Kindergarten, Grade One, and
Grade Three) as well as completion Phase I of the Master Plan and staffing changes in the MYP and DP
Programme. The proposed FY 2014/15 budget decreases the fund balance by $236,031 with an ending
balance of $824,393. With the continued support of the Town and Westlake Academy Foundation, the
Academy will be able to balance the budget beyond the five‐year forecast. Westlake Academy
anticipates state public education funding to maintain levels of 2013/14, approximately $6,840 per
student.
Figure 1 – All Funds Budget Summary
Estimated Proposed $ Increase % Increase
FY 2013/14 FY 2014/15 (Decrease) (Decrease)
Beginning Fund Balance $ 992,012 $ 1,060,424 $ 68,412 7%
Revenues 7,036,474 7,567,293 530,818 8%
Expenditures 6,968,062 7,803,324 835,262 12%
Net Revenues over (Under) Expenditures 68,412 (236,031) (304,444)
Other Resources 331,266 45,000 (286,266) -86%
Other Uses (331,266) (45,000) 286,266 -86%
Ending Fund Balance $ 1,060,424 $ 824,393 $ (236,031) -22%
Assigned $ - $ 125,000 $ 125,000
Ending Fund Balance (Unassigned) $ 1,060,424 $ 699,393 $ (361,031) -34%
# Days Operating (Based on 365) 56 33 (23) -41%
Daily Operating Expense $ 19,091 $ 21,379 $ 2,288 12%
61
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62
Westlake Academy Mission, Vision & Values
Westlake Academy is a public charter school offering the International Baccalaureate (IB) curriculum.
Founded in 2003, with a mission to achieve academic excellence and develop life‐long learners who
become well‐balanced, responsible global citizens, Westlake Academy is the first and only municipally‐
owned school in the state to receive a charter designation. Westlake Academy is the fifth school of only
ten in the United States, and the only public school, to offer the full IB curriculum for grades K‐12.
During this year’s budget retreat great care and consideration were given to the mission and vision of
the Academy and the impact that these have on both the long‐term goals of the Academy and its day‐
to‐day operation. The vision and mission statements represent the outcome of this discussion and
evidence the Board’s continued dedication to academic excellence and personal achievement. The
values statements are currently being reviewed by the Board and are listed here for reference only.
MISSION:
“Westlake Academy is an IB World School whose mission is to provide students with an internationally
minded education of the highest quality, so they are well‐balanced and respectful life‐long learners.”
VISION:
“Westlake Academy inspires college bound students to achieve their highest individual potential
in a nurturing environment that fosters the traits found in the IB learner profile.”
~ Inquirers, Knowledgeable, Thinkers, Communicators, Principled,
Open‐minded, Caring, Risk‐takers, Balanced, and Reflective~
VALUES
Maximizing Personal Development
Academic Excellence
Respect for Self and Others
Personal Responsibility
Compassion and Understanding
The following desired outcomes summarize the goals and objectives established by the Board of Trustees
and leadership staff at the Academy.
Desired Outcomes
High Student Achievement
Strong Parent & Community Connections
Financial Stewardship & Sustainability
Student Engagement‐Extracurricular Activities
Effective Educators & Staff
63
Board Members and Administration
The Westlake Academy Board of Trustees consists of five trustees and the Board President. Each
member of the Board serves a two year term with two members and the president being elected on
alternate years.
Several members of the Westlake Academy Leadership Team operate under a shared service agreement
with the Town of Westlake and serve dual roles.
Board of Trustees
Laura
Wheat
Alyssa
Belvedere
Michael
Barrett
Rick
Rennhack
Carol
Langdon
Wayne
Stoltenberg
Board President -----------------------------------------Board of Trustees----------------------------------------
Westlake Academy Leadership Team
*Thomas E. Brymer, Superintendent of Schools
Mechelle Bryson, Executive Principal
Rod Harding, Primary Years Principal
Andra Barton, Middle Years Principal
Andra Barton, Director of Curriculum and Instruction
Benjamin Nibarger, Administrative Coordinator
Alan Burt, Director of Athletics
Shelly Myers, Exec. Director of the WAF/Director of Development
Kristy Wilkinson, MYP Coordinator
Alison Schneider, PYP Coordinator
Christopher Hill, DP Coordinator
*Ginger Awtry, Director of Communications & Community Affairs
*Amanda DeGan, Assistant Town Manager
*Troy Meyer, Director of Facilities
*Debbie Piper, Director of Finance
*Todd Wood, Director of Human Resources & Administrative Services
*Asterisk denotes shared services personnel between Westlake Academy and the Town of Westlake
64
Budget Framework ‐ “Governing and Managing for Outcomes”
The budget document is but one part of a system designed to link together critical governance and
management decision making tools. This system is called “Governing and Managing for Outcomes” and
is designed to integrate:
Strategic planning
Five (5) year financial forecasting,
budgeting, and performance measurement
linked to priorities, objectives, and
outcomes
Reporting to monitor progress in outcome
achievement and accountability for results
Aligning resources to prioritized outcomes
Long term approach to ensure financial
sustainability
Working within Board adopted financial
policies for the Academy
Maintaining core services
Budget Process
The process of projecting the budgeting needs of the Academy is a continual process that responds to the
changing needs of the Academy students and staff as well as changes in the fiscal environment such as
the reduced State funding from FY 2009/10. The process of developing the Academy budget for fiscal
year 2014/15 began with the Westlake Board of Trustees meeting that was held in February of 2014.
Following is a summary of the main steps taken in preparation of the adopted budget.
BOARD OF TRUSTEE BUDGET REVIEW
The Board of Trustees regularly receives quarterly budget updates, some of which are detailed in
the trend analysis and the five‐year financial forecast discussed later in this document. Upon
receipt of the adopted annual budget, the Board holds budget workshops to review adopted
changes, their associated outcomes for the next fiscal year, as well as their impact in a five (5)
year financial forecast.
BUDGET ADOPTION
The Board of Trustees holds the required public meeting and adopts the budget in August prior
to beginning the fiscal year which runs from September 1st to August 31st.
BUDGET AMENDMENTS
The Final Amended Budget for the Year Ending August 31, 2014 will be submitted at the August,
2014 Board meeting. It will reflect all amendments previously approved by the Board of Trustees
plus any final amendments. Often, these amendments influence the shaping of the current
budget as actual trends in revenues and expenditures are realized and accounted for.
65
Figure 2 Bud
Timeline
October ‐ D
December
January
January ‐ M
February
April
May 17
June 7th
June ‐ July
August 11th
September
Fall 2014
January 201
Academ
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66
Explanation & Summary of Major Budget Components
REVENUES
The revenues received by Westlake Academy are classified into one of three broad categories: Federal,
State or Local. State funding is the Academy’s largest revenue source making up over 78% of revenues
from all funds. Staff estimates that the average level of total state aid paid through the Foundation
School Program (FSP) in FY 2014/15 will be approximately $6,840 per student; approximately the same
funding level as the FY 2013/14. As an open‐enrollment charter school, Westlake Academy has the
ability to establish specific class sizes and set limitations on secondary boundary enrollment. Enrollment
for FY 2014/15 is projected at 822 students in accordance with the current plan to attempt to maintain
eighteen (18) students per class in kindergarten through fifth‐grade and twenty‐five (25) students per
class in sixth‐grade through twelfth‐grade.
Federal funding is received through grants that support special education and is approximately one
percent (1%) of revenues for all funds.
Local funding consists of two major sources, the Town and the Westlake Academy Foundation. As a
municipally‐owned charter school Westlake Academy does not have taxing authority; the Town of
Westlake is responsible for debt service and capital improvements, these costs are estimated at
$2,137,954 for FY 2014/15. The Westlake Academy Foundation is an independent non‐profit
organization that raises funds through donations and fund raising; the FY 2014/15 forecast is $1.1 million.
EXPENDITURES
Compensation and benefits are the largest operating cost for Westlake Academy. The current teacher
pay scale is based on the Board policy of being within 3% of the median of the nine (9) surrounding public
school districts. Per Board direction, the salary scale had a 1.5% pay increase for all faculty and staff
members in the FY 2013/14, and staff is recommending a 2% pay increase for all faculty and staff
members in the FY 2014/15 school year. The increase for all applicable staff equals $149,743
(approximately 3%, including step‐increases).
The shared services model that the Academy operates under with the Town of Westlake provides
administrative services. These costs were previously booked to the Westlake Academy operating budget,
but were removed from the Academy operating budget in the FY 2012/13 school year. The following
table illustrates the indirect operating costs of running the Academy which are booked to the Town of
Westlake’s General Fund and Debt Service Fund.
Figure 3 ‐ Overall Total Cost Summary – All Governmental Funds and Municipal Debt Service Payments
Overall Cost Summary
Estimated Proposed
FY 2013/14 FY 2014/15
Proposed Operating Expenditures $6,668,062 $7,503,324
Municipal‐Transfer to WA Operating Budget 390,000 315,000
Sub‐Total 7,058,062 7,818,324
Annual Debt Service Payment (paid from Municipal budget) 1,935,529 2,137,954
Major Maintenance and Replacement 165,000 71,000
In‐direct Operating Costs 325,000 450,500
Grand Total All Costs $9,483,591 $10,477,778
67
Other Considerations
MULTI‐YEAR FINANCIAL FORECAST
Due to increased student enrollment, slight increases in State of Texas public education funding,
additional support from the Westlake Academy Foundation and the Town of Westlake, the Academy
anticipates that its Fund Balance will remain above the TEA’s recommended 45 days.
Figure 4 – Revenues, Expenditures & Fund Balance – General Fund Summary
Historically, revenues and expenditures have increased at relatively the same rate which has dictated the need for a higher
fund balance in order to sustain the 45‐day minimum requirement established by Board policy.
PROGRAMS & FACILITIES
Over the last three fiscal years, the Academy has increased course offerings in a number of areas,
including, foreign languages, theater arts, technology, and science. This expansion of programs and
facilities was primarily funded through the student expansion in the secondary programme. The
increased offerings necessitated additional facilities in the form of three portable classroom buildings.
During this same timeframe, the Academy has completed and the Board of Trustees adopted a Facility
Master Plan. This plan provides a clear understanding of future growth needs at the Academy. The
Facility Master Plan can be viewed on the Academy’s or the Town of Westlake’s website.
The Academy is completing Phase 1 of the Academy’s expansion plan, which will be placed in service in
FY 2014/15. This includes three additional buildings, a secondary classroom building, a multi‐
purpose hall, and field house. These
additional facilities will allow the
Academy to accommodate
approximately 820 students as new
student enrollment occurs.
FY 09/10
Actual
FY 10/11
Actual
FY 11/12
Actual
FY 12/13
Actual
FY 13/14
Estimated
FY 14/15
Proposed
FY 15/16
Estimated
FY 16/17
Estimated
Revenues $4,280,723$4,608,573$5,244,170$5,640,930$6,635,473$7,445,897$7,518,245$7,633,265
Expenditures $3,917,886$4,518,107$5,287,757$5,496,177$6,611,593$7,554,617$7,609,617$7,609,617
Fund Balance $767,491$914,660$814,487$959,240$1,239,386$1,130,666$909,295$932,943
$‐
$1
$2
$3
$4
$5
$6
$7
$8
$9
Mi
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i
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WA Program Growth
68
Financ
The budge
into a ser
$7,567,29
The follow
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and the D
Academy
adopted w
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Figure 5 – T
REVENUES
Federal Prog
State Program
Local Revenu
Figure 6 – G
The largest
approximat
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ademy’s Budg
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Table: Revenue S
ram Revenues
m Revenues
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Graph: Revenue
t revenue source
tely three‐quart
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es present a c
get. Budgets f
Fund must be
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Summary – All G
Audited
FY 10/11
$ 157,445
3,945,658
874,206
4,977,309
Summary – All
e for Westlake A
ters of All Gove
State Program
Revenues
76%
e guidelines p
ds. The total
ppropriation
comparison o
for the Gener
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Service Fund
For informatio
ntation.
Governmental F
Audited
FY 11/12
$ 152,351
4,362,921
1,237,004
5,752,276
Governmental F
Academy is Sta
ernmental fund
m
REV
redicated by
revenue for a
s amount to $
of revenues an
ral Fund, the
he official dis
d or a Debt Se
onal purpose
unds
Audited
FY 12/13
$ 81,958 $
4,648,649
1,205,931
5,936,538
Funds
te Foundation S
revenues.
VENUES
the Texas Ed
all funds for t
$7,803,324.
nd expenditu
Food Service
strict budget
ervice Fund; t
es only, budge
Adopted
Budget
FY 13/14
$ 67,722 $
4,855,506
1,538,434
6,461,662
School Program
Fede
R
Loc
S
ucation Agen
the Academy
res for all Go
Fund (a Spec
(legal or fisca
therefore; the
ets for Specia
Estimated
Budget
FY 13/14
$ 80,008 $
5,034,023
1,922,443
7,036,474
m funding which
eral Program
Revenues
1%
cal Revenues
23%
ncy and is org
is estimated
overnmental F
cial revenue F
al year basis).
e only fund le
l Revenue Fu
Proposed
Budget
FY 14/15
$ 73,896 $
5,782,092
1,711,305
7,567,293
h makes up
anized
to be
Funds
Fund)
The
egally
unds
Variance
Estimated to
Adopted
$ (6,112)
748,069
(211,138)
530,818
69
Figure 7 Tab
EXPENDI
11 - Instru
12 - Reso
13 - Staff
21 - Instru
23 - Scho
31 - Guida
33 - Healt
35 - Food
36 - CoCu
41 - Admi
51 - Maint
53 - Data
61 - Comm
71 - Debt
81 - Facili
Total Exp
Excess (D
Over (Und
Figure 8 – E
The largest
Governmen
ble: Expenditure
ITURES (BY FU
uctional
ources & Media
Development
uctional Leaders
ool Leadership
ance & Counsel
th Services
Services
urricular/ Extra. A
nistrative
tenance & Oper
Processing
munity Services
Service
ity Acquisition/C
enditures
eficiency) of Rev
der) Expenditure
Expenditure Sum
t expenditure ca
ntal fund expen
65XX ‐
e Summary – All
A
UNCTION) F
2
ship
ing
Activities
ations
onstruction
4
venues
s
mmary – All Gov
ategory is Payro
ditures.
61XX ‐Pay
Related It
72%
‐Debt Service
1%
Ex
l Governmental
Audited Au
FY 10/11 FY
,764,022 3,17
73,398 8
111,933 7
125,265 13
294,931 34
165,245 23
53,513 6
-
7,275 13
105,472 67
301,672 59
525,273 17
154,962 7
69,739
132,286
,884,985 5,79
92,325 (4
ernmental Fund
oll & Related ite
yroll &
tems
%
64XX ‐Oth
Operatin
5%
xpenditu
Funds
dited Audite
11/12 FY 12/
70,372 3,458,1
89,129 57,7
74,656 130,9
35,962 93,9
47,515 341,5
32,419 244,8
60,917 58,2
11,517
31,972 125,1
75,763 363,5
96,913 614,0
73,587 160,6
76,880 86,8
-
15,960 27,9
93,560 5,763,6
41,285) 172,9
ds
ems which make
her
g
ures by
Adopted
ed Budget
/13 FY 13/14
117 3,633,683
784 60,785
924 144,154
965 185,339
524 456,515
899 238,786
208 58,620
- 15,116
137 221,087
547 362,289
041 674,112
695 247,719
844 92,091
- -
930 -
616 6,390,294
923 71,368
es up approxim
6
63
Object
Estimated
Budget
FY 13/14
3 4,079,186
5 66,170
4 147,157
9 207,093
5 553,655
6 280,680
0 63,634
6 -
7 164,079
9 389,170
2 725,907
9 177,766
107,162
6,405
-
4 6,968,062
8 68,412
mately three‐qua
62XX ‐Contrac
Services
14%
XX ‐Supplies &
Materials
8%
Proposed
Budget E
FY 14/15 to
4,621,940
66,252
129,589
237,967
660,620
246,539
68,711
500
171,255
343,835
956,091
105,015
110,824
84,186
-
7,803,324
(236,031)
arters of all
cted
&
Variance
Estimated
o Adopted
542,755
81
(17,568)
30,874
106,966
(34,141)
5,078
500
7,176
(45,335)
230,185
(72,751)
3,662
77,781
-
835,262
(304,444)
70
Budget Trends
GENERAL FUND ‐ STATE FUNDING
Despite a 4% historical average annual growth rate, the State of Texas continues to lag behind the
national average for per pupil funding, providing $1,000 to $1,500 less per pupil than the national
average. Due to its Charter status, Westlake Academy receives less State funding per student than other
non‐charter public schools because public charter schools in the State of Texas do not receive facility
funding. The Academy’s State funding per pupil peaked in FY 09‐10 with cuts in the following two years
due to state budget short‐falls. The state increased funding by approximately four percent (4%) in 2013.
In FY 2014/15, the Academy anticipates that state funding will remain flat from FY 2013/14.
Westlake Academy receives minimal federal funding (IDEA B – Special Education Funds) depending
primarily upon state education funds and private donations to cover operating costs. The 2013 legislative
session increased per student funding, but less than half the cut seen in the 2011 legislative session. As
the single largest expenditure in the state’s budget, it is likely that any possible future reductions in
spending may negatively impact public education funding. Due to prior state funding reductions, the
Academy has become more dependent upon the private donations for operating costs and further
financial support from the Town of Westlake. Funding ongoing operating costs with one‐time dollars
raised through private donations places the Academy in a potentially tenuous situation. If private
donations do not meet the levels necessary to offset public education reductions, then the Town of
Westlake must increase financial support or consider reducing levels of service.
Figure 9 ‐ Average Funding per Student
The difference between the amount of Texas State funding and Westlake Academy is the amount dedicated to facilities
funding. Public charter schools in Texas do not receive facility funding.
8,340
10,838
7,214
8,283
4,809
6,817
4,000
5,000
6,000
7,000
8,000
9,000
10,000
11,000
12,000
2004200520062007200820092010201120122013
Average Funding per Student
National Avg.Texas Westlake Academy
71
The largest funding sources for Westlake Academy continue to be State funding and the Westlake
Academy Foundation. State funding was 86% of General Fund revenues in FY 09/10 and are currently
approximately 78%, while Westlake Academy Foundation contributions have climbed from less than 10%
to approximately 17% of the Academy’s total General Fund Revenues in FY 2014/15.
Figure 10 ‐ General Fund Revenues by Source
GENERAL FUND ‐ LOCAL FUNDING
The WAF Annual Program contributions have increased each year since FY 06/07. The average
contribution per student has increased sharply in response to the public education funding decreases.
WAF contributions are anticipated to reach $1.1 million in FY 2014/15.
Figure 11 – WAF Annual Program Contributions
The FY 2014/15 WAF Annual Program contribution of $1,100,000 is based upon prior years giving.
‐
200
400
600
800
1,000
1,200
1,400
1,600
1,800
FY 11/12FY 12/13FY 13/14FY 13/14FY 14/15
Th
o
u
s
a
n
d
s
Revenues by Source Transportation/Parking
Athletic Activities
Town Contribution ‐ Westlake
Reserve
Town Contribution
Food Services
Interest Earned
WAF Fund‐an‐Item
WAF Donation
Other Local Revenue
WAF Salary Reimbursement
$388 $407 $394 $431 $524
$680
$800
$1,079 $1,100
$‐
$200
$400
$600
$800
$1,000
$1,200
FY 06/07FY 07/08FY 08/09FY 09/10FY 10/11FY 11/12FY 12/13FY 13/14
Estimated
FY 14/15
Proposed
Th
o
u
s
a
n
d
s
WAF Annual Program Contributions
72
Service Level Adjustments
This budget makes use of Service Level Adjustments (SLA’s) to track any cost changes. These cost
changes will fall into one of four categories: first, increased operating costs to maintain current levels of
service; second, increased operating costs due to expanded levels of service; third, increased costs due to
the development of new services, and fourth, cost savings. Cost savings may occur for any number of
reasons, but primarily arise due to increased efficiency, service level reductions, or not expending the
budgeted resources.
Generally speaking, Service Level Adjustments (SLA’s) in this budget fall into the category of increased
operating costs for existing programs. Some SLA’s are due to existing program expansion, such as
increasing the number of staff and facilities.
SLA’s involving new expenditure areas to target for recommendation to the Board for FY 2014/15, staff
recommended several areas for adjustments:
Salary Related Expenditures Total: $439,787
Desired Outcome: High Student Achievement
In FY 2014/15 we will have 91.8 full‐time equivalent employees (FTE’s), an increase of 14.62 FTE’s. The
increase in expenditures is the result of a combination of adding new positions, the years of experience
of our new teachers, an increase in unemployment insurance and other employer contributions, as well
as the increased cost associated with staffing. With addition of approximately 100 new students, staffing
increases were necessary. Approximately $149,743 is related to the 2% salary increase.
Asst. to Executive Principal (.50)
PYP Kindergarten (1.0)
PYP Grade 1 (1.0)
PYP Grade 2 (1.0)
Primary Art (.50)
Strings Staff (.67)
Secondary Theater Arts (‐.75)
Special Education (1.0)
Grade 6 (1.0)
Secondary Art (.50)
Secondary English (1.0)
Secondary Humanities (‐.50)
Secondary Economics (1.0)
Secondary Math (2.0)
Secondary Science (‐.16)
Secondary Phys. Ed (.50)
Speech (‐.17)
Counselors (‐.30)
Teaching Aides (1.93)
Director of Student Life (1.0)
Director of Curriculum (.50)
IT Tech (‐.70)
Office Aide (1.10)
Lunchroom Personnel (‐.40)
Day Porter (1.4)
Salary Adjustments ($86,400)
Professional & Contracted Services Total: $126,960
Desired Outcome: High Student Achievement
Professional and contracted services rendered to the Academy by firms, individuals, and other
organizations. These represent the approximate services that are rendered for the Academy.
Instructional Services ($‐4,830)
Staff Development ($7,000)
School Leadership ($‐450)
Guidance & Counseling ($‐15,457)
73
H
A
Supplies &
Desired O
Supplies a
maintena
In
R
Sc
H
C
Other Op
Desired O
Other ope
and dues,
In
R
St
A
R
Debt Serv
Desired O
iP
ealth Service
dmin Service
& Materials
Outcomes: Eff
and materials
nce of the ca
nstructional ($
esource & M
chool Leaders
ealth Service
ounseling Ser
erating Costs
Outcome: Effe
erating costs
, graduations
nstructional (‐
esource & M
taff Developm
dmin Service
esource & M
vice Costs
Outcome: Effe
Pad Lease Pay
s ($855)
s ($‐763)
fective Educat
s costs are ass
mpus, books,
$210,223)
edia ($2,900)
ship ($‐500)
s ($140)
rvices ($2,400
s
ctive Educato
are associate
expenses, an
‐$5,500)
edia (‐$500)
ment ($27,589
s ($5,881)
edia ($4,830)
ctive Educato
yment ($77,78
tors & Staff –
sociated with
, iPads, testin
)
0)
ors & Staff – H
ed with insura
nd miscellane
9)
)
ors & Staff – H
81)
– High Studen
consumable
ng materials, f
High Student A
ance, professi
eous costs.
High Student A
Facility &
Data Proc
t Achievemen
s that are use
furniture, and
Food Serv
Admin Se
Facility &
Data Proc
Achievement
ional develop
Instructio
School Le
Guidance
Facility &
Commun
Achievement
& Maintenanc
cessing ($‐2,0
nt
ed in the clas
d classroom s
vices ($500)
ervices ($‐1,7
& Maintenanc
cessing ($4,50
t
pment, travel,
onal Leadersh
eadership ($‐6
e & Counselin
& Maintenanc
nity Services ($
t
e ($143,105)
000)
Total: $23
sroom,
supplies.
75)
e ($15,413)
00)
Total: $6
, membership
hip ($‐5,710)
6,250)
ng ($1,304)
e ($45,939)
$‐2,950)
Total: 7
33,301
65,194
p fees
77,781
74
Individual Fund Summary
GENERAL FUND
The General Fund is a governmental fund with budgetary control which is used to show transactions
resulting from operations of on‐going organizations and activities from a variety of revenue sources.
FY 2014/15 Adopted: Revenues = $6,212,057 Expenditures =$6,140,689
Figure 12 ‐ Revenue & Expenditure Comparison – General Fund
Revenues have exceeded expenditures over the last two fiscal years. This is due to increased donations from the
Westlake Academy Foundation and the State’s increase in public education funding, approximately a four percent (4%)
increase.
$4
.
2
8
$4
.
6
1
$5
.
2
4
$5
.
6
4
$6
.
6
4
$7
.
4
5
$3
.
9
2
$4
.
5
2
$5
.
2
9
$5
.
5
0
$6
.
6
1
$7
.
5
5
$‐
$1
$2
$3
$4
$5
$6
$7
$8
FY 09/10
Audited
FY 10/11
Audited
FY 11/12
Audited
FY 12/13
Audited
FY 13/14
Estimated
FY 14/15
Proposed
Mi
l
l
i
o
n
s
Revenue & Expenditure Comparison
Revenue Expenditure
75
SPECIAL REVENUE FUNDS
The Special Revenue Funds are the funds that account for local, state and federally financed programs or
expenditures legally restricted for specified purposes or where unused balances are returned to the
grantor at the close of a specified project period.
Figure 13 – Special Revenue Funds
Variance
Estimated Proposed Estimated
FY 13/14 FY 14/15 to Proposed
SPECIAL REVENUE FUNDS
Federal Grants through TEA
Fund 224 - IDEA B $ 80,777 $ 92,331 $ 11,554
Sub-total Federal Grants 80,777 92,331 11,554
State Grants through TEA
Fund 410 - Material Allotment Disbursement 55,442 - (55,442)
Sub-total State Grants 55,442 - (55,442)
Local Activities
Fund 461 - Local Campus Activity 29,680 32,000 2,320
Fund 483 - International Symposium (HOC & WAF) 4,092 - (4,092)
Fund 484 - Local Grants (HOC & WAF) 40,298 - (40,298)
Sub-total Local Activities 74,070 32,000 (42,070)
Hudson Foundation Grants
Fund 481 - Hudson Foundation Curriculum Development 28,449 7,551 (20,898)
Fund 485 - MYP Principal & Discretionary Funds 6,637 106,825 100,188
Fund 498 - Director of Curriculum & Instruction 69,345 - (69,345)
Sub-total Hudson Foundation Grants 104,431 114,376 9,945
Westlake Academy Foundation (WAF) Grants
Fund 486 - Support Math Teacher 25,000 - (25,000)
Fund 487 - Recruit & Retain Legacy Teachers 15,000 7,500 (7,500)
Fund 497 - Financial Assistance 1,750 2,500 750
Sub-total Foundation Grants 41,750 10,000 (31,750)
Grant Total - All Special Revenue Funds $ 356,469 $ 248,707 $ (107,762)
76
Inform
CHANGE
Debt serv
budget. T
be retired
is approxi
FACILITI
The Acade
of almost
beginning
important
resources
three add
These bui
additiona
PERSON
The Acade
as well as
employee
mational S
ES IN DEBT
vice for the Ac
The amount o
d in 2043. The
mately $2,14
TIES
emy was orig
150 students
g of the FY 20
t role in dete
s. Phase‐one
ditional purpo
ldings will ho
l facilities wil
NNEL TREND
emy has adde
curriculum e
es.
ummary
cademy’s cap
of debt outsta
e average ann
40,000.
ginally designe
s; the facilitie
14/15 school
rmining facilit
of the Facility
ose built facili
ouse a new se
l allow space
DS
ed personnel
expansion. In
ital infrastruc
anding includ
nual debt ser
ed and built t
es at the Acad
year. Howev
ty use; the IB
y Master Plan
ties schedule
econdary scho
for additiona
each year sin
FY 2014/15 a
cture is includ
ing interest is
rvice for Acad
to service app
demy are proj
ver, curriculu
B curriculum p
n placed three
ed to be place
ool building, a
al student enr
nce its openin
an additional
ded in the Tow
s approximat
demy facilities
proximately 6
jected to reac
um and course
places a uniqu
e new portab
ed in service i
a multi‐purpo
rollment.
ng to support
14.62 FTE po
wn of Westla
ely $41,491,2
s paid by the
675 students,
ch full capacit
e schedules p
ue demand o
ble classroom
n the FY 2014
ose hall, and f
new grade le
ositions for a
ake’s municip
285; this debt
Town of Wes
with the add
ty at the
play an equall
n staff and
buildings an
4/15 school y
field house. T
evels and clas
total of 91.8
al
t will
stlake
dition
ly
d
year.
The
sses
FTE
77
Figure 14 ‐ Westlake Academy FTE Staff
Staff levels have increased steadily since the Academy opened in FY 03/04 as the program offerings and each grade level
is fully filled. The Academy added 14.62 instructional FTE positions.
SUDENT ENROLLMENT TRENDS
Westlake Academy’s student enrollment is established by two sets of boundaries. The primary
boundary encompasses the Town of Westlake and allows Westlake residents automatic entry into
Westlake Academy. The secondary boundaries are comprised of 31 of the surrounding school districts.
While any school‐age child from these districts is allowed to attend the Academy, demand for entrance
has exceeded the Academy’s capacity necessitating an annual lottery system that is carried out
according to the standards and practices dictated by Federal law.
Student enrollment has grown since the Academy’s opening in FY 03/04 with the addition of one new
grade level each year. The Academy opened with Grades 1 through 6 and completed adding grade
levels in FY 09‐10. The Academy’s enrollment continued to expand in FY 10/11 with an increase in
target class sizes of 20 pupils per class and the addition of a third section in the secondary programme.
In FY 2014/15 the campus facilities at the Academy are expected to reach full capacity. Due to growth in
the primary boundary, the Academy placed three additional portable buildings in service in FY 2013/14
and three purpose built facilities in FY 2014/15. This additional facility space will allow the Academy to
service approximately 850 students, as growth in the primary boundary necessitates new enrollment.
As an open enrollment charter school, Westlake Academy has the ability to set and maintain enrollment
numbers at levels determined by the Board of Trustees. The Academy currently has over 2,000 students
on a waiting list spanning Kindergarten through grade eleven. The waiting list which is developed each
37.00
44.60
50.10 55.62
60.44
69.53 73.07 77.18
91.80
‐
10
20
30
40
50
60
70
80
90
100
FY 06/07
Actual
FY 07/08
Actual
FY 08/09
Actual
FY 09/10
Actual
FY 10/11
Actual
FY 11/12
Actual
FY 12/13
Actual
FY 13/14
Actual
FY 14/15
Proposed
Employee Growth (FTE)
Primary Programme Secondary Programme Business Admin
Special Education Instructional Administration Librarian / Aide
Counseling Information Tech Nurse
Facilities Instructional Aides Intern
78
year throu
stable stu
Figure 15 ‐ W
Total enroll
530 in FY 10
offerings. W
WORKIN
Given the
Town of W
municipal
made by t
financial s
thoughtfu
funding a
Academy
Perform
In FY 2013
schools in
ranking o
The State
(TAKS) tes
required u
Readiness
No Child L
performa
0
200
400
600
800
1000
ugh a lottery
udent populat
Westlake Acade
lment has incre
0/11 to 610 in F
With the comple
NG LEAN
e new paradig
Westlake is co
l financial sup
the Blacksmit
stewardship i
ully crafted fin
nd ensure tha
for years to c
mance Re
3/14, Westlak
n the country.
rganizations d
of Texas is cu
st to assess st
under Texas e
s (STAAR) exa
Left Behind A
nce historica
346 3
FY 06/07FY
process, allow
tion number a
emy Student Enr
eased steadily si
FY 11/12 is due
etion of Phase I,
gm of decreas
ommitted to p
pport where n
th Campaign
n the school’
nancial foreca
at a quality, I
come.
esults
ke Academy w
. This is the t
due to rigoro
urrently phas
tudents’ attai
education sta
am has increa
Act (NCLB). Th
lly, as well as
379 417
07/08FY 08
W
ws the Acade
and classroom
rollment
ince FY 03/04 in
to the Board’s
, the Academy
sing State aid
providing for
needed if futu
and the West
s operations
ast will help t
B curriculum
was recognize
hird year in w
us and extrao
sing out the u
inment of rea
andards; Its re
sed rigor ove
he charts belo
against the s
7 491
/09FY 09/10
WA Stude
emy to fill sea
m size.
n harmony with
decision to exp
will be adding a
and increasin
the long‐term
ure budgets s
tlake Academ
and expendit
to foresee fut
will continue
ed by the Wa
which the Aca
ordinary acad
se of the Tex
ading, writing
eplacement, t
er the TAKS an
ow utilize TEA
state perform
530
0 FY 10/11
ent Enro
ats if student
h the expansion
pand class sizes
approximately 1
ng demand, W
m viability of
stop short, ut
my Foundation
tures. These i
ture negative
e to be offere
shington Pos
ademy has be
demic perform
xas Assessmen
g, math, scien
the State of T
nd complies w
A data to com
mance.
630
FY 11/12FY
ollment
attrition occu
n of grade levels
in an effort to i
120 new studen
Westlake Aca
its program b
ilizing and bo
n, and contin
initiatives com
indicators of
d to the stud
st as one of th
een recognize
mance.
nt of Knowled
nce, and socia
Texas Assessm
with the requ
mpare Westla
658 69
Y 12/13FY 1
urs, maintaini
s. The increase
increase progra
nts in FY 2014/1
demy and th
by maintainin
olstering dona
uing a focus o
mbined with
f decreased
ents of the
he best public
ed by nationa
dge and Skills
al studies skill
ments of Acad
uirements of t
ke Academy’s
97
822
13/14FY 14/
Propos
ing a
from
am
15.
e
ng
ations
on
a
c high
l
s
s
demic
the
s
15
sed
79
Description FY
06/07
FY
07/08
FY
08/09
FY
09/10
FY
10/11
FY
11/12
FY
12/13
FY
13/14
Reading/ELA 99% 98% 99% 100% 98% 99% 99% 99%
Writing 99% 91% 93% 100% 96% 99% 95% -
Social Studies 99% 95% 98% 100% 99% 99% 99% 99%
Mathematics 95% 91% 93% 98% 94% 96% 91% 96%
Science 78% 88% 96% 99% 99% 99% 99% 97%
Texas Accountability
Rating Recognized Recognized Exemplary Exemplary Exemplary Exemplary Exemplary -
% Commended 2005 2006 2007 2008 2009 2010 2011 2012 2013
Reading/ELA 57% 60% 61% 61% 51% 56% 56% 48% 17%
Writing 54% 58% 51% 34% 55% 43% 40% - 8%
Social Studies - 67% 44% 53% 58% 65% 44% 72% -
Mathematics 45% 48% 43% 44% 40% 46% 37% 47% 21%
Science 30% 34% 31% 45% 45% 43% 65% 40% -
The table above shows the Academy’s performance on the state’s standardized test from inception. The TEA rolled out a
new state assessment the STAAR (State of Texas Assessments of Academic Readiness). TAKS will be phased out over the
next year.
Grade Level Grade 3 Grade 4 Grade 5 Grade 6 Grade 7 Grade 8
2012 - Standard Phase-In
1 Final
Phase-In
1 Final
Phase-In
1 Final
Phase-In
1 Final
Phase-In
1 Final
Phase-In
1 Final
Reading 82% 44% 88% 69% 95% 76% 93% 73% 93% 73% 98% 85%
Writing - - 95% 60% - - - - 93% 63% - -
Mathematics 67% 22% 79% 21% 100% 71% 92% 63% 88% 50% - -
Science - - - - 90% 45% - - - - 91% 67%
Social Studies - - - - - - - - - - 84% 34%
2013 - Standard Phase-In
2 Final
Phase-In
2 Final
Phase-In
2 Final
Phase-In
2 Final
Phase-In
2 Final
Phase-In
2 Final
Reading 78% 59% 73% 54% 88% 72% 95% 85% 87% 68% 93% 83%
Writing - - 75% 50% - - - - 75% 49% - -
Mathematics 59% 50% 58% 23% 86% 74% 84% 73% 67% 54% - -
Science - - - - 74% 43% - - - - 78% 51%
Social Studies - - - - - - - - - - 60% 31%
2014 - Standard
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Reading 93% 79% 68% 91% 77% 57% 98% 89% 72% 98% 93% 84% 97% 93% 83% 95% 89% 77%
Writing - - - 93% 81% 72% - - - 94% 93% 69% - - - - - -
Mathematics 70% 54% 35% 80% 63% 41% 100% 94% 76% 98% 91% 78% 93% 84% 60% - - -
Science - - - - - - 94% 81% 55% - - - - - - 87% 79% 61%
Social Studies - - - - - - - - - - - - - - - 80% 61% 28%
The table above provides the Academy’s performance data on the first two‐years of the STAAR assessment. The State has
increased the rigor of the state assessment and has developed a phased grading system. The minimum performance
level will be increased each year, until FY 2014/15. The table shows the relative overall performance with the phased‐in
and final measures.
80
Westlake A
Rating Syst
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capital expe
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81
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81
AWARDS
The Association of School Business Officials International (ASBO) has presented a Meritorious Budget
Award to Westlake Academy for four consecutive years. Additionally, the Academy received the
Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA);
representing the fifth year the Academy has received this award.
These awards represent a significant achievement that reflect the dedication and commitment the
Board of Trustees and staff have given to meeting the highest principles of governmental accounting.
These awards are valid for one year only. We believe our current budget continues to conform to
program requirements, and we are submitting it to ASBO and GFOA to determine its eligibility.
SUMMARY
Westlake Academy has faced a number of hurdles over the last several years, decreased state funding,
increased rigor in state assessments, recruitment and retention of legacy teachers, facility issues, and
unprecedented growth, but through all of this, the students, staff, and faculty have shown an enormous
amount of determination to continually hold to our vision and rise to any challenge. It is with this in
mind that we present the FY 2014/15 budget theme, “Reaching New Heights Together...One School,
One Community.”
Over the last year, many hours have been spent to further develop our vision of the future; determining
the best opportunities that lay before us to help us accomplish our mission and truly become a “shining
school on the hill.” While we have many successes to celebrate, we are constantly striving to improve
the Academy through multiple avenues, including: getting the right people on the bus, making sure that
we are consistently taking measure of our course, and making adjustments as we move towards our
goal; it is through our talented faculty, staff, students, and their supportive families, that we are able to
unfailingly rise to the challenges, and hold to our vision.
On behalf of our entire learning community, I would like to thank the Board for their leadership,
dedication to excellence, and their support in making Westlake Academy and the Town of Westlake,
truly a shining example of what can be accomplished when people come together with a common
purpose: great things can happen!
As with all good teams, it becomes necessary to draw attention to performers who go above and
beyond to make sure we accomplish our goals. I would like to recognize the hard work of the
Westlake Academy and Municipal Leadership Team, and specifically Debbie Piper and Ben Nibarger
for their efforts in completing this award winning document. I know with the team we have in place,
we will continue “Reaching New Heights Together...One School, One Community.”
Thomas E. Brymer
Town Manager/Superintendent Westlake Academy
82
83
Capital Projects Fund
Program Summary
Fiscal Year 2014/2015
Adopted Estimated Proposed Proposed FY 14/15
Actual Budget Budget Budget
FY 12/13 FY 13/14 FY 13/14 FY 14/15 Estimated FY 13/14
1 REVENUES & OTHER SOURCES 1
2 General Sales Tax - - - - 0%- 2
3 Property Tax - - - - 0%- 3
4 Hotel Tax - - - - 0%- 4
5 Charges for Services - - - - 0%- 5
6 Beverage Tax - - - - 0%- 6
7 Franchise Fees - - - - 0%- 7
8 Permits & Fees - - - - 0%- 8
9 Fines & Forfeitures - - - - 0%- 9
10 Investment Earnings 5,503 7,400 7,400 7,400 0%- 10
11 Contributions 4,897,456 256,500 16,500 320,000 1839%303,500 11
12 Misc Income - - - - 0%- 12
13 Total Revenues 4,902,959 263,900 23,900 327,400 1270%303,500 13
14 Transfers In - - - 1,150,000 100%1,150,000 14
15 Other Sources Bond Proceeds PROPOSED - - - 1,125,000 100%1,125,000 15
16 Total Other Sources - - - 2,275,000 100%2,275,000 16
17 TOTAL REVENUES & OTHER SOURCES 4,902,959 263,900 23,900 2,602,400 10789%2,578,500 17
18 EXPENDITURES & OTHER USES 18
19 Payroll Salaries - - - - 0%- 19
20 Payroll Insurance - - - - 0%- 20
21 Payroll Taxes - - - - 0%- 21
22 Payroll Retirement - - - - 0%- 22
23 Payroll Transfers - - - - 0%- 23
24 Total Payroll and Related - - - - 0%- 24
25 Supplies - - - - 0%- 25
26 Services - - - - 0%- 26
27 Insurance - - - - 0%- 27
28 Repair & Maintenance - - - - 0%- 28
29 Rent & Utilities - - - - 0%- 29
30 Interfund Advances - - - - 0%- 30
31 Debt - - - - 0%- 31
32 Total Expenditures - - - - 0%- 32
33 Capital Outlay - - - - 0%- 33
34 Capital Projects 5,844,927 1,838,484 1,704,120 3,301,000 94%1,596,880 34
35 Total Capital 5,844,927 1,838,484 1,704,120 3,301,000 94%1,596,880 35
36 TOTAL OPERATING AND CAPITAL EXPENDITURES 5,844,927 1,838,484 1,704,120 3,301,000 94%1,596,880 36
37 Transfer Out - - 200,000 - -100%(200,000) 37
38 Total Other Uses - - 200,000 - -100%(200,000) 38
39 TOTAL EXPENDITURES & OTHER USES 5,844,927 1,838,484 1,904,120 3,301,000 73%1,396,880 39
40 EXCESS REVENUES OVER(UNDER) EXPENDITURES (941,967) (1,574,584) (1,880,220) (698,600) -63%1,181,620 40
41 FUND BALANCE, BEGINNING 3,580,803 2,638,835 2,638,835 758,615 -71%(1,880,220) 41
42 FUND BALANCE, ENDING 2,638,835 1,064,251 758,616 60,015 -92%(698,601) 42
43 Restricted/Assigned/Committed Funds 2,638,835 1,064,251 758,616 60,015 -92%(698,601) 43
44 UNASSIGNED FUND BALANCE, ENDING - - - - 0%- 44
45 45
46 Restricted/Assigned/Committed Funds 46
47 C Cash/CD's 410 10110 00 000 2,638,835 1,064,251 758,616 60,015 -92%(698,601) 47
48 0%- 48
49 0%- 49
50 0%- 50
51 0%- 51
52 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 2,638,835 1,064,251 758,616 60,015 -92%(698,601) 52
vs
84
FFUUNNDD OOVVEERRVVIIEEWW
CCAAPPIITTAALL PPRROOJJEECCTTSS FFUUNNDD
This fund tracks the infrastructure and building projects funded with general fund operating
transfers, intergovernmental revenue, bond funds and other special fund sources. Capital
projects are those projects over $25,000 that may extend over one fiscal year to complete and
reflect multiple expense categories such as engineering, design and construction. All capital
projects illustrate not only the expenditure and revenue sources, but ongoing operational
impact.
Completion of CIP projects may have a fiscal impact to the Town’s operating funds as routine
maintenance and operational expenditures are necessary to utilize the completed project.
When an operating impact has been identified, it is included on the project description sheet,
and costs are projected for the next three years. Upon approval of the project for an annual
expenditure, the fiscal impact is integrated into the operating budget.
Revenues and Other Sources
• FY 2014-15 proposed revenues and other sources are $2,602,400.
• This represents an increase of $2,578,500 from the FY 2013-14 estimated budget of
$23,900.
o Contributions relating to the FM 1938 Streetscape Improvements totaling $250,000
o Anticipate bond proceeds of approximately $1,125,000 for the acquisition of land
for the Fire Station complex
o Transfers in of $1,150,000 for various capital projects
Expenditures
• FY 2014-15 proposed expenditures total $3,301,000
Proj No. Description Amount
CP20 FM 1938 Streetscape/Wayfinding $ 1,000,000
CP34 S. Roanoke Road Recon & Drainage 453,000
CP40 Sam School Road Recon & Drainage 266,000
CP41 E. Dove Road Recon & Drainage (Vaq - TB) 100,000
CP50 Glenwyck Farms Park Improvemen 195,000
CP55 Outdoor Warning System 99,000
CP62 Water Line & Well Improvements 63,000
CP64 Fire Station Complex 1,125,000
TOTAL CAPITAL PROJECT EXPENSE $ 3,301,000
Fund Balance
• FY 2014-15 ending fund balance is projected to be $60,015
85
Estimated PROPOSED
Proj No.Description FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 TOTALS TOTALS
REVENUES AND OTHER SOURCES
CP20 Town Improvements - 320,000 - - - - - 402,016
CP30 Contributions 114/170 Enhancements - - - 160,000 - - 160,000 309,622
CP47 Hwy 377 Westport Parkway Sign 16,500 - - - - - - 16,500
Contributions - TSH Proceeds - - - - - - - 400,000
Interest Income 7,400 7,400 4,000 3,500 - - 7,500 65,520
Transfer in from GF - 1,150,000 600,000 480,000 - - 1,080,000 5,749,714
CP65 Bond Proceeds - Maintenance/Storage Facility - - - - - 20,000 20,000 20,000
CP64 Bond Proceeds - Fire Station Complex - 1,125,000 - - - 6,688,145 6,688,145 7,813,145
Bond Proceeds - - - 2,600,000 - - 2,600,000 2,600,000
Bond Proceeds - - - - - - - 2,095,000
TOTAL REVENUES AND OTHER SOURCES 23,900$ 2,602,400$ 604,000$ 3,243,500$ -$ 6,708,145$ 10,555,645$ 26,362,597$
CAPITAL PROJECTS
Transfer out to WA Exp 200,000 - - - - - - 200,000
CP20 FM 1938 Streetscape/Wayfinding 1,687,600 1,000,000 - - - - - 3,747,955
CP30 SH 114/Hwy 170 Enhancements 7,500 - - 840,467 - - 840,467 1,079,900
CP31 Stagecoach Hills Street Recon & Drainage 9,020 - - - - - - 498,900
CP34 S. Roanoke Road Recon & Drainage - 453,000 - - - - - 455,900
CP40 Sam School Road Recon & Drainage - 266,000 - - - - - 266,000
CP41 E. Dove Road Recon & Drainage (Vaq - TB)- 100,000 414,945 - - - 414,945 514,945
CP50 Glenwyck Farms Park Improvemen - 195,000 - - - - - 195,000
CP52 Trail - Westlake Academy to Cemetery - - - - 276,100 - 276,100 276,100
CP53 Trail - Dove/Pearson/Aspen - - - 273,600 - - 273,600 273,600
CP55 Outdoor Warning System - 99,000 - - - - - 99,000
CP57 Ottinger Road Bridge Creek Crossing - - - - 330,000 - 330,000 330,000
CP58 Ottinger Road Recon/Drainage - - - - 572,710 - 572,710 572,710
CP60 Pearson Lane Recon/Drainage - - - 381,250 - - 381,250 381,250
CP62 Water Line & Well Improvements - 63,000 - - - - - 63,000
CP64 Fire Station Complex - 1,125,000 - - - 6,688,145 6,688,145 7,813,145
CP65 Maintenance & Storage Facility - - - - - 20,000 20,000 20,000
TOTAL CAPITAL PROJECT EXPENSE 1,904,120$ 3,301,000$ 414,945$ 1,495,317$ 1,178,810$ 6,708,145$ 9,797,217$ 25,604,153$
NET (1,880,220)$ (698,600)$ 189,055$ 1,748,183$ (1,178,810)$ (20,000)$ 738,428$ 738,444$
Fund Balance Beginning 2,638,835 758,616 60,015 249,070 1,997,253 818,443
Fund Balance Ending 758,616 60,016 249,070 1,997,253 818,443 798,443
5 Year Projection
Capital Projects Fund
Projection
86
Westlake Academy Expansion Fund
Program Summary
Fiscal Year 2014/2015
Adopted Estimated Proposed Proposed FY 14/15
Actual Budget Budget Budget
FY 12/13 FY 13/14 FY 13/14 FY 14/15 Estimated FY 13/14
1 REVENUES & OTHER SOURCES 1
2 General Sales Tax - - - - 0%- 2
3 Property Tax - - - - 0%- 3
4 Hotel Tax - - - - 0%- 4
5 Charges for Services - - - - 0%- 5
6 Beverage Tax - - - - 0%- 6
7 Franchise Fees - - - - 0%- 7
8 Permits & Fees - - - - 0%- 8
9 Fines & Forfeitures - - - - 0%- 9
10 Investment Earnings 5,647 5,000 5,000 - -100%(5,000) 10
11 Contributions 1,000,000 - 66,000 - -100%(66,000) 11
11 Misc Income - - 8,500 - -100%(8,500) 11
12 Total Revenues 1,005,647 5,000 79,500 - -100%(79,500) 12
13 Transfers In - 500,000 830,000 440,000 100%(390,000) 13
14 Other Sources Bond Proceeds 8,579,237 - 466,775 - 100%(466,775) 14
15 Total Other Sources 8,579,237 500,000 1,296,775 440,000 -66%(856,775) 15
16 TOTAL REVENUES & OTHER SOURCES 9,584,885 505,000 1,376,275 440,000 -68%(936,275) 16
17 EXPENDITURES & OTHER USES 17
18 Payroll Salaries - - - - 0%- 18
19 Payroll Insurance - - - - 0%- 19
20 Payroll Taxes - - - - 0%- 20
21 Payroll Retirement - - - - 0%- 21
22 Payroll Transfers - - - - 0%- 22
23 Total Payroll and Related - - - - 0%- 23
24 Supplies - - - - 0%- 24
25 Services 123,316 - - - 0%- 25
26 Insurance - - - - 0%- 26
27 Repair & Maintenance - - - - 0%- 27
28 Rent & Utilities - - - - 0%- 28
29 Interfund Advances - - - - 0%- 29
30 Debt - - - - 0%- 30
31 Total Expenditures 123,316 - - - 0%- 31
32 Capital Outlay - - - - 0%- 32
33 Capital Projects 1,706,690 7,795,950 8,191,950 902,805 -89%(7,289,145) 33
34 Total Capital 1,706,690 7,795,950 8,191,950 902,805 -89%(7,289,145) 34
35 TOTAL EXPENDITURES AND CAPITAL 1,830,006 7,795,950 8,191,950 902,805 -89%(7,289,145) 35
35 Transfer Out 36,398 - - - 0%- 35
36 Total Other Uses 36,398 - - - 0%- 36
37 TOTAL EXPENDITURES & OTHER USES 1,866,405 7,795,950 8,191,950 902,805 -89%(7,289,145) 37
38 EXCESS REVENUES OVER(UNDER) EXPENDITURES 7,718,480 (7,290,950) (6,815,675) (462,805) -93%6,352,870 38
39 FUND BALANCE, BEGINNING - 7,718,480 7,718,480 902,805 100%(6,815,675) 39
40 FUND BALANCE, ENDING 7,718,480 427,530 902,805 440,000 -51%(462,805) 40
41 Restricted/Assigned/Committed Funds 7,718,480 427,530 902,805 440,000 -51%(462,805) 41
42 UNASSIGNED FUND BALANCE, ENDING - - - - 0%- 42
43 43
44 Restricted/Assigned/Committed Funds 44
45 C Cash/CD's 410 10110 00 000 7,718,480 427,530 902,805 440,000 -51%(462,805) 45
46 0%- 46
47 0%- 47
48 0%- 48
49 0%- 49
50 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 7,718,480 427,530 902,805 440,000 -51%(462,805) 50
vs
87
FUND OVERVIEW
WESTLAKE ACADEMY EXPANSION FUND
Bond Proceeds of $8.5M were received in FY12/13. These proceeds were used to fund
construction of three new buildings at Westlake Academy with the final expenditures continuing
into FY 13/14;
• Cafetorium – includes stage, dressing area, storage and catering kitchen for dining and
general purposes; approximately 9,600 sf.
• Three story Secondary School - includes 15 classrooms, flex and office space; will be
designed to allow for future addition if needed; approximately18,900 sf.
• Field-house - will be used to house locker rooms that are used for both athletics and PE; a
visiting team locker room; storage for equipment; offices and space to be used for the PE
program; approximately 9,600 sf.
An Economic Development Agreement was executed between the Town and Maguire
Partners-Solana Land, L.P. on February 26, 2013, stating the following:
“In exchange for the Town’s consideration of offering Program Resources, the
Partnership agrees to pay to the Town the sum of $10,000 for each residential lot
depicted on the approved Concept Plan for Granada which shall be used for
the benefit of the Westlake Academy.”
The Town is anticipating approximately 44 lots to be final platted during FY 13/14;
therefore, $440,000 will be transferred into this fund for future use.
Revenues and Transfers In
• FY14/15 adopted revenues are $440,000
o Transfers in from Economic Development Fund $440,000
Expenditures
• FY 14/15 adopted expenditures are $902,805
o Completion of the 3 building expansion
Fund Balance
• FY 14/15 ending fund balance is projected to be $440,000
o Future Westlake Academy expansion use
88
Actuals Estimated PROPOSED
Description 2003 - 2013 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 TOTALS TOTALS
Revenues and Other Sources
Contributions 1,000,000 66,000 - - - - - - - 1,066,000
Interest Earned 3,519 - - - - - - - - 3,519
Interest Earned Bonds 2,129 5,000 - - - - - - - 7,129
Misc Revenue - 8,500 - - - - - - - 8,500
Transfer in from GF100 36,398 630,000 - - - - - - - 666,398
Transfer in from CP410 - 200,000 - - - - - - - 200,000
Transfer in from ED210 - - 440,000 400,000 - - - - 400,000 840,000
Other Sources - 466,775 - - - - - - - 466,775
Bond Proceeds - 2013 CO 8,294,800 - - - - - - - - 8,294,800
Bond Premiums - 2013 CO 284,437 - - - - - - - - 284,437
TOTAL REVENUES AND OTHER SOURCES 9,621,283$ 1,376,275$ 440,000$ 400,000$ -$ -$ -$ -$ 400,000$ 11,837,558$
Capital Project Detail
Engineering 38,338 45,060 - - - - - - - 83,398
Design Fees 483,982 198,600 - - - - - - - 682,582
Misc. Legal 4,788 - - - - - - - - 4,788
Irrigation R&M 4,766 - - - - - - - - 4,766
Landscape - A&S Center 20,324 - - - - - - - - 20,324
Contingency - 115,200 - - - - - - - 115,200
Utility Relocations (W/S/E)49,344 - - - - - - - - 49,344
Advertising 520 - - - - - - - - 520
Audio Visual 3,740 - - - - - - - - 3,740
Courier Service 422 - - - - - - - - 422
Misc. Expense 3,243 - - - - - - - - 3,243
Construction Expense 780,517 7,162,881 902,805 - - - - - - 8,846,203
Water Service 197 - - - - - - - - 197
Furniture & Fixtures 6,268 670,209 - - - - - - - 676,477
Bond Issuance Costs - 2013 CO 123,316 - - - - - - - - 123,316
Transfer Out to GF 36,398 - - - - - - - - 36,398
Portable Buildings 346,639 - - - - - - - - 346,639
TOTAL PROJECT EXPENSE 1,902,803$ 8,191,950$ 902,805$ -$ -$ -$ -$ -$ -$ 10,997,558$
NET 7,718,480$ (6,815,675)$ (462,805)$ -$ -$ -$ -$ -$ -$ 440,000$
Fund Balance Beginning - 7,718,480 902,805 440,000 440,000 440,000 440,000 440,000
Fund Balance Ending 7,718,480 902,805 440,000 440,000 440,000 440,000 440,000 440,000
Projection
PHASE 2 and PHASE 3 PHASE 1
Westlake Academy Expansion Fund
5 Year Projection
89
90
CAPITAL IMPROVEMENT PLAN
Introduction
This document provides a comprehensive plan of capital improvements that are to be
undertaken by the Town over the next five (5) years. Cost estimates and financing
methods for the improvements are included and are referenced by individual project.
The development of the Town’s Capital Improvement Plan is one of the more complex
and multi-faceted processes of the Town. Striking a balance between the needs and
interests of the residents and the financial capacity of the Town is a challenging
proposition.
For this community vision to have meaning, it must be accompanied by deliberate
planning that leads the organization and community to its desired future. This requires
clearly defined goals, proactive strategies, committed leadership, effective
management and above all, the resources to carry out these plans and objectives.
What is a CIP?
First, what it is not; a CIP (Capital Improvement Plan) is not a wish list, rather it is a
realistic plan designed to fulfill the strategic goals and objectives necessary to achieve
the mission and vision of the community.
A CIP is a multi-year document that summarizes the capital needs of a community
over a specific time period. It outlines the individual capital projects, their strategic
value and relationship to the community’s long-term goals and objectives as well as
the fiscal impact that they pose to the community.
Why have a CIP?
• Informs the employees, departments, elected officials and the public of an
entity’s intent to invest in its infrastructure and community
• Represents a long-term financial plan and identifies resources or financing
strategies that an entity plans to use to fund the plan
• Establishes priorities and serves as a planning document or blueprint for an
organization’s investment in capital infrastructure both short-term and long-term
• Provides a breakdown of major project costs and phasing as necessary
• DOES NOT appropriate money
CIP Prioritization Strategy – Preserve * Protect * Plan
• Preserve the past by investing in the continued upgrade of town assets and
infrastructure
• Protect the present with improvements and/or additions to facilities, roads, and
capital investments
• Plan for the future of the organization
91
Land,
$11,896,663
29%
Capital
Improvements,
20%
Machinery &
Equipment,
$594,715
1%
Buildings &
Improvements,
$17,611,891
43%
Construction in
Progress,
$2,834,092
7% Capital Assets By Major Category
$41,121,883
(per the FY2013 Comprehensive Annual Financial Report)
Buildings,
$17,611,889
47%
Road
Improvements,
$7,563,485
20%
Improvements
Other Than
Buildings,
$621,038
2%
Vehicles,
$478,201
1%
Utility
Machinery &
Equipment,
$1,948,388
5%
Utility
Improvements,
$9,614,902
25%
Capital Assets By Type
$37,837,904
(per the FY2013 Fixed Asset Depreciation Schedule)
What is a Capital Project?
Capital includes all long-lived infrastructures such as water facilities, sewers, streets,
parks and buildings along with major equipment like fire trucks, radio systems, vehicles,
computers and fixtures. Capital projects are the individual action plans that make up
a Capital Improvement Plan. The capital projects in this CIP have been categorized
into the following groups: Parks & Recreation, Facilities, Transportation, Vehicles and
Utilities.
Capital Assets by Category and Type
When most people think of the Town’s
capital assets, they automatically think
of the Westlake Academy campus.
While the campus is certainly a very
important and visible asset owned by the
Town, it is but one of many. Included in
the assets of the Town are all of the
Town’s infrastructure such as its streets,
water and sewer mains, vehicles and
other equipment. In preparing this year’s
CIP, the staff utilized our annual audit to
determine value of the Town’s assets.
The chart to the right depicts the Town’s
capital assets from the Comprehensive
Annual Financial Report (page 12) as of
Fiscal Year Ended September 30, 2013.
Funding Considerations
In all communities the cost associated
with capital projects far outweighs the
available resources necessary to pay for
them; in short there is not enough
money. This requires prioritization of the
projects based upon their perceived
impact on the community. Due to the
vast number of individual desires it is near
impossible to satisfy everyone and requires a collaborative effort to create situations
where the benefits are shared equitably with community stakeholders. In addition,
dedicated revenues will, in most cases, determine which projects get funded. For
example, the Utility Fund may only contribute towards capital projects that improve
water and wastewater projects.
92
Parks, Trails &
Cemetery,
$258,000
Municipal
Facilities,
$1,224,000
Academy
Facilities,
$902,806
Transporation
Improvements,
$1,819,000
Utility
Improvements,
$288,500
FY 2014-2015
Funded Projects
by Major Category
$4,492,306
Sources of Funding
There are four primary funding sources for capital improvements:
1. Cash Funding (revenue sources such as sales, hotel/motel and property taxes)
2. State/Federal funding (public grants)
3. Private Funding (developmental impact fees or charitable donations)
4. Bond Issuance
The proposed projects in this CIP rely on bond proceeds and other revenues in the
Governmental and Enterprise Funds as well as contributions from corporate partners
for funding. There are two types of bonds: General Obligation (GO) bonds which
require voter approval and Certificates of Obligation (CO) bonds which do not
require voter approval. The current CIP is funded primarily from four sources: Capital
Projects & Utility funds (cash on hand),
Contributions and CO bonds.
How Inflation Impacts the CIP
Inflation is defined as a rise in the price
of all goods and services over time. This
implies that the purchasing power, or
value, of currency will decline in the
future relative to costs. Therefore, more
money will be required to fund CIP
related expenditures and must be
accounted for. This data is important in
calculating the Town’s future liability; by
utilizing inflation trends to calculate
future capital replacement costs, we can determine how ‘waiting’ a year or more
impacts the total project cost. Most are aware of the benefits of compounding when
it comes to investing. Unfortunately, this same principle works in reverse as inflation
causes costs to compound higher over time.
Overview
On September 16, 2013, the Town Council adopted the third annual plan (FY13/14 –
FY17/18). These original projects as well as additional staff recommended projects are
included in this plan. The Capital Improvement Plan for FY14/15 through FY18/19
presents the Town’s plan for infrastructure development and improvements. The
Capital Improvement Plan is evaluated annually by the Town leadership to determine
the financial availability of resources for design, construction, operations, and
maintenance. The following chart provides a graphical comparison of the previous
capital improvement plans.
In prior years, the majority of capital improvements in Westlake have been unfunded.
These projects represent capital needs that are subject to more discussion and are
included to convey to the Town leaders and other interested parties the general
93
$0
$5
$10
$15
$20
$25
$30
$35
FY 14/15FY 15/16FY 16/17FY 17/18FY 18/19
$4.492 $1.495 $1.179
$6.708 $4.206 $2.935 $1.462
$27.602
Funded vs Unfunded CIP
Funded Unfunded
parameters and breadth of those capital needs. These projects may be moved to the
“Funded” section of this CIP in future years, depending on priorities, funding
availability, and other considerations.
Several of these projects such as the permanent fire station and municipal complex
are multi-million dollar projects that have been carried forward since the Academy
Complex was established. Balancing these priorities, while at the same time being
cognizant of the fiscal challenges of our Town, has become a difficult task.
Funded vs Unfunded (Under Discussion) Capital Improvements
The chart to the right depicts the current adopted Capital Improvement Plan funded
vs unfunded CIP. This multi-year capital plan will provide Council with a guide that
communicates the program need or deficiency, as well as the funding requirements.
It is important to note that projects which do not receive funding in a given year are
moved out to the future years in order to communicate to those with decision making
responsibility the need to provide necessary funding, or through evaluation, eliminate
the project entirely.
Funding of Previously Adopted and Current Proposed Projects
This proposed Capital
Improvement Plan
anticipates additional
revenues related to permits
and fees and the use of
two bond issuances to
complete Phase II of
Westlake Academy, the
Fire Station Complex and
the Municipal Building. The
majority of the streets/trails
projects will be funded with
cash from the one-time
revenues related to permits
and fees as well as
previously adopted transfers and contributions.
Conclusions
Capital Improvement Plans play an integral role in helping a municipality reach its stated
strategic objectives. Equally important to the capital project development process are
funding and economic considerations. Prudent financial stewardship should be based on
cost minimization and long-range strategic capital preservation. While there are many
methods for funding capital projects, consideration to who benefits from the project, the
life of the capital asset and the affordability of the funding method are all important
factors to consider.
94
TOTAL
Proj Totals Thru FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FIVE YEAR PROJECTS
No.Project Description FY 12/13 Estimated TOTAL COST
CP50 Trail and Park Improvements - - 195,000 - - - - 195,000 195,000
CP62 Water line and Well improvements - - 63,000 - - - - 63,000 63,000
0 0 258,000 0 0 0 0 258,000 258,000
CP55 Outdoor Warning System - - 99,000 - - - - 99,000 99,000
CP64 Fire Station Complex - - 1,125,000 - - - 6,688,145 7,813,145 7,813,145
CP65 Maintenance & Storage Facility - - - - - - 20,000 20,000 20,000
- - 1,224,000 - - - 6,708,145 7,932,145 7,932,145
WA WA Expansion 902,803 7,712,832 - - - - - - 8,615,635
WA WA Expansion (Contribution) 1,000,000 66,000 - - - - - - 1,066,000
WA WA Expansion (Cash)- 413,118 902,806 - - - - 902,806 1,315,924
1,902,803 8,191,950 902,806 - - - - 902,806 10,997,559
1,902,803 8,191,950 2,126,806 0 0 0 6,708,145 8,834,951 18,929,704
CP20 FM1938 Streetscape Improvements 1,060,355 1,687,600 637,267 - - - - 637,267 3,385,222
CP20 FM1938 Streetscape Improvements
(Bonds)- - 42,733 - - - - 42,733 42,733
CP20 FM1938 Streetscape Improvements
(Contribution)- - 320,000 - - - - 320,000 320,000
CP30 SH114/170 Enhancements 231,933 7,500 - - - - - - 239,433
CP30 SH114/170 Enhancements (Bonds)- - - 680,467 - - 680,467 680,467
CP30 SH114/170 Enhancements
(Contribution)- - - 160,000 - - 160,000 160,000
CP31 Stagecoach Hills Recon/Drain 489,880 9,020 - - - - - - 498,900
CP34 Roanoke Road Recon/Drain South 2,900 - 453,000 - - - - 453,000 455,900
CP40 Sam School Rd Recon/Drainage - - 266,000 - - - - 266,000 266,000
CP41 Dove Rd Recon/Drain (Vaq/TB) - - 100,000 414,945 - - - 514,945 514,945
CP60 Pearson Lane Recon/Drainage - - - - 381,250 - - 381,250 381,250
CP53 Trail - Dove/Pearson/Aspen - - - - 273,600 - - 273,600 273,600
CP57 Ottinger Road Bridge Creek Crossing - - - - 330,000 - 330,000 330,000
CP58 Ottinger Road Recon/Drainage - - - - - 572,710 - 572,710 572,710
CP52 Trail - Westlake Academy to
Cemetery - - - - - 276,100 - 276,100 276,100
1,785,068 1,704,120 1,819,000 414,945 1,495,317 1,178,810 0 4,908,072 8,397,260
3,687,871 9,896,070 4,203,806 414,945 1,495,317 1,178,810 6,708,145 14,001,023 27,584,964
UF30 TRA Assumption of N-1 Sewer Line - 82,967 250,000 - - - - 250,000 332,967
UF36 Ground Storage Tank (Bonds)96,803 903,197 - - - - - - 1,000,001
UF36 Ground Storage Tank (Cash)- 500,000 - - - - - - 500,000
UF38 Meter Reading & Equipment - - 38,500 38,500 - - - 77,000 77,000
96,803 1,486,164 288,500 38,500 0 0 0 327,000 1,909,967
$ 3,784,675 $ 11,382,234 $ 4,492,306 $ 453,445 $ 1,495,317 $ 1,178,810 $ 6,708,145 $ 14,328,023 $ 29,494,931
Totals Thru FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FIVE YEAR PROJECTS
Funding Description FY 12/13 Estimated TOTAL COST
Previously Adopted Projects - Cash 1,060,355$ 2,683,685$ 2,287,073$ 414,945$ -$ -$ -$ 2,702,018$ 6,446,058$
New Projects - Cash 351,500 38,500 390,000 390,000
Contributions - FM1938 - - 320,000 - - - - 320,000 320,000
Contributions - WA Expansion 1,000,000 66,000 - - - - - 1,066,000
Contributions - SH 114/370 Enhacement - 160,000 160,000 160,000
FY 10/11 - $2.09M Bonds ($932,819 on prev. projects)724,713 16,520 408,733 - - - - 408,733 1,149,966
FY 12/13 - $9.500M Bonds previously issued 999,606 8,616,029 - - - - - - 9,615,636
FY 14/15 Fire Station Land -30 yr Bonds - - 1,125,000 - - - - 1,125,000 1,125,000
FY 16/17 Street/Trail - 20 yr Bonds - - 1,335,317 1,178,810 - 2,514,127 2,514,127
FY 18/19 Fire Station - 30 yr Bonds - - 6,708,145 6,708,145 6,708,145
TOTAL 3,784,675$ 11,382,234$ 4,492,306$ 453,445$ 1,495,317$ 1,178,810$ 6,708,145$ 14,328,023$ 29,494,931$
Cash % 28%28%59%100%0%0%0%22%23%
Contributions %26%26%7%0%11%0%0%3%5%
Bonds %46%46%34%0%89%100%100%75%72%
Sub-Total - Park/Cemetery
Sub-Total - Road/Street/Trail Improvements
Sub-Total - Facilities Improvements
TOTAL UTILITY FUND
TOTAL FUNDED CAPITAL PROJECTS
- - - - - - - - - - - - Five Year Projection - - - - - - - - - - -
CAPITAL PROJECT FUNDS
new project added or moved from unfunded (under consideration) this year
FIVE YEAR PROJECTION
ALL FUNDED AND PROPOSED CAPITAL PROJECTS
UTILITY FUND 500
TOTAL CAPITAL PROJECTS FUNDS
Sub-Total - Municipal
Sub-Total - Academy
- - - - - - - - - - - - Five Year Projection - - - - - - - - - - -
95
ALL UNFUNDED (UNDER DISCUSSION) CAPITAL PROJECTS
FIVE YEAR PROJECTION
Totals Thru FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 GRAND
Project Description FY 12/13 Estimated TOTAL
Cemetery Improvements - - - 75,750 61,800 63,654 65,564 266,768
15-30 Acre Community Park - - - 4,129,999 2,623,600 - - 6,753,599
Roanoke Road Open Space - - - - - 43,600 84,000 127,600
Total Parks/Cemetery - - - 4,205,749 2,685,400 107,254 149,564 7,147,967
Municipal Building - - - - - - 12,314,504 12,314,504
WA Phase II - 15 Classroom Secondary
Addition - - - - - - 4,550,620 4,550,620
WA Phase II - 4 Classroom Kindergarten
Addition - - - - - - 2,442,500 2,442,500
WA Phase III - Art & Science Classrooms - - - - - - 1,878,080 1,878,080
WA Phase III - Performing Arts Center - - - - - - 5,234,600 5,234,600
Total Facilities Improvements - - - - - - 26,420,304 26,420,304
Hwy 377 Landscape Improvements - - - - - 700,000 - 700,000
Dove & Randol Mill Traffic Circle - - - - - 654,600 721,000 1,375,600
Trail - Fidelity Campus to Westlake
Parkway on 114 - - - - - - 294,000 294,000
Trail Connection at 114/Solana - - - - - - 16,840 16,840
Signalization - - - - 250,000 - - 250,000
Total Road/Street Improvements/Trails - - - - 250,000 1,354,600 1,031,840 2,636,440
TOTAL UNFUNDED (UNDER DISCUSSION)
CAPITAL PROJECTS -$ -$ -$ 4,205,749$ 2,935,400$ 1,461,854$ 27,601,708$ 36,204,711$
new project added this year
- - - - - - - - - - - - Five Year Projection - - - - - - - - - - -
96
PARKS/CEMETERY OVERVIEW
The Parks & Recreation Department is
responsible for maintaining the Town’s
parks and trails. The Town of Westlake
provides residents with one Town Park
which is located near the Glenwyck
subdivision. The trees along roadways
and the cemetery are maintained to
ensure the safety of drivers and
pedestrians.
The Town also maintains several trails
located near the Glenwyck and Vaquero
subdivisions. While additional trails have
been discussed, no funding has been
provided in recent years. In resident surveys, parks and trails have consistently rated as
high priority/low satisfaction items suggesting a need for improvement.
One of the goals of the current CIP is to begin creating the trails that will provide
connectivity from the Town’s West side to its Eastern limits as well as interconnectivity with
neighboring jurisdiction’s trail systems. Trails have been moved to the Streets/Road
Improvements/Trails section of this CIP.
ADOPTED PROJECTS – CIP FY 2014-2018
PROJECTS TO BE COMPLETED IN FY 13/14
o No Projects
PROPOSED PROJECTS - FY14/15 THRU FY18/19
o Trail and Park Improvements
Water Line and Well Improvements
UNFUNDED/UNDER DISCUSSION PROJECTS - FY14/15 THRU FY18/19
o Cemetery Improvements
o 15-30 Acre Community Park
Roanoke Road Open Space
97
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - 10,000 - - - - 10,000
Construction - - 175,000 - - - - 175,000
Design - - - - - - - -
Contingency - - - - - - - -
Consultant - - 10,000 - - - - 10,000
EXPENDITURES TOTAL - - 195,000 - - - - 195,000
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - 195,000 - - - - 195,000
Contributions/Grants - - - - - - - -
Bonds 2014/15 CO $4.1M - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 195,000 - - - - 195,000
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - 1,030 1,061 1,093 1,126 1,159 5,468
Services - - 1,030 1,061 1,093 1,126 1,159 5,468
Insurance - - 258 266 274 282 290 1,370
Repair & Maintenance - - 1,030 1,061 1,093 1,126 1,159 5,468
Rent & Utilities - - 2,060 2,122 2,185 2,251 2,319 10,937
Debt Service - - - - - - - -
OPERATING IMPACT - - 5,408 5,570 5,737 5,909 6,087 28,712
FUNDED CAPITAL IMPROVEMENT
Trail and Park Improvements
5 Year Projection
5 Year Projection
5 Year Projection
PROJECT EXPENSE
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
Purchase of playground equipment, benches and ammmenities to be
located along the current Glenwyck Farms and Terra Bella trail systems.
This project would include mile markers, lighting and way finding signs etc.
98
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - 5,000 - - - - 5,000
Construction - - 45,000 - - - - 45,000
Design - - 5,000 - - - - 5,000
Contingency (trees) - - 3,000 - - - - 3,000
Other (ground scan) - - 5,000 - - - - 5,000
EXPENDITURES TOTAL - - 63,000 - - - - 63,000
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - 63,000 - - - - 63,000
Contributions/Grants - - - - - - - -
Bonds 2017/18 CO $2.58M - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 63,000 - - - - 63,000
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - 1,000 2,000 2,060 2,122 7,182
Insurance - - - - - - - -
Repair & Maintenance - - - 1,000 2,000 2,060 2,122 7,182
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - 2,000 4,000 4,120 4,244 14,364
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
NEW CAPITAL IMPROVEMENT REQUEST
Water Line and Well Improvements
This project includes a 2" irrigation line and the update of
the water well by adding a 2,500 gallon water tank and
upgrade to the current well pump at the white house across
from the Cemetery and the 5 acre tract to water trees and
landscaping. The project would also include surveying and
scanning two sections.
PROJECT EXPENSE
5 Year Projection
99
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - - - - - -
Construction - - - 60,000 61,800 63,654 65,564 251,018
Design - - - 15,750 - - - 15,750
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - 75,750 61,800 63,654 65,564 266,768
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - - -
Bond Issuance - - - - - - - -
Unfunded - - - 75,750 61,800 63,654 65,564 266,768
Other - - - - - - - -
FUNDING TOTAL - - - 75,750 61,800 63,654 65,564 266,768
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - - 5,450 5,614 5,782 16,845
Insurance - - - - - - - -
Repair & Maintenance - - - - 16,350 16,841 17,346 50,536
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - 21,800 22,454 23,128 67,382
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
5 Year Projection
Cemetery Improvements
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
These improvements will consist of section markers,
roadways and landscaping. The project also anticipates
a future trail head with rest facilities that will accomodate
the future cemetery/academy trail. Based on current
funding sources, this project will be dependent upon the
future sale of plots. The project would be completed in
four phases. Phase I & II road improvemants, Phase III &
IV landscape and trailer improvements.
100
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - 60,000 61,800 - - 121,800
Construction - - - - 2,500,000 - - 2,500,000
Design - - - 60,000 61,800 - - 121,800
Contingency - - - 9,999 - - - 9,999
Other - land purchase - - - 4,000,000 - - - 4,000,000
EXPENDITURES TOTAL - - - 4,129,999 2,623,600 - - 6,753,599
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - - -
Bond Issuance - - - - - - - -
Unfunded - - - 4,129,999 2,623,600 - - 6,753,599
Other - - - - - - - -
FUNDING TOTAL - - - 4,129,999 2,623,600 - - 6,753,599
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - 2,725 2,807 2,891 8,423
Services - - - - 16,350 16,841 17,346 50,536
Insurance - - - - - - - -
Repair & Maintenance - - - - 2,725 2,807 2,891 8,423
Rent & Utilities - - - - 8,720 8,982 9,251 26,953
Debt Service - - - - - - - -
OPERATING IMPACT - - - - 30,520 31,436 32,379 94,334
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
15-30 Acre Community Park
This project would include the purchase of 15 to 30 acres
of open space with the ability to add amenities such as
small covered pavilions, trail head, playground stations,
sports fields, general use open spaces, dog park,
restroom, football field, running track, cross country trail,
outdoor tennis and basketball courts, baseball and
softball fields. The project would include restrooms,
concession area with outdoor eating area and parking.
This facility would provide programs and activities to the
Westlake Community and Westlake Academy.
PROJECT EXPENSE
5 Year Projection
101
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - - - - - -
Construction - - - - - 32,700 84,000 116,700
Design - - - - - 10,900 - 10,900
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - - - 43,600 84,000 127,600
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds 2017/18 CO $2.6M - - - - - - - -
Unfunded - - - - - 43,600 84,000 127,600
Other - - - - - - - -
FUNDING TOTAL - - - - - 43,600 84,000 127,600
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - - -
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Roanoke Road Open Space
The town owns two acres of undeveloped open space
located south of HWY 170. This project would be
completed in two phase, Phase I includes adding an
irrigation system, removal of all the brush and mesquite
trees, park benches and planting trees. Phase II would
include adding a trail head with a five to six space parking
area.
PROJECT EXPENSE
102
FACILITIES OVERVIEW
Currently, The Town of Westlake owns
and operates three facilities: the
Westlake Academy, the temporary
buildings that house our emergency
services personnel and equipment,
and the Parchman house which is
currently being utilized for storage.
The Town also leases approximately
12,000 square feet of office space.
This Capital Improvement Plan
proposes increasing the number of
buildings on the Westlake Academy
campus as well as providing new
municipal buildings for staff and
community events.
ADOPTED PROJECTS – CIP FY 2014-2018
PROJECTS TO BE COMPLETED IN FY 14/15
o Westlake Academy Phase I Expansion including West Parking Improvements
PROPOSED PROJECTS - FY14/15 THRU FY18/19
Fire Station Complex
Outdoor Warning System
Maintenance and Storage Facility
UNFUNDED/UNDER DISCUSSION PROJECTS – FY 14/15 THRU FY 18/19
o Municipal Building
o WA Phase II – 15 Classroom Secondary Addition
o WA Phase II – 4 classroom Kindergarten Addition
o WA Phase III – Arts & Science Classroom Addition
o WA Phase III – Performing Arts Center
103
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - - - - - -
Construction - - - - - - - -
Design - - - - - - - -
Contingency - - - - - - - -
Other (Equipment) - - 99,000 - - - - 99,000
EXPENDITURES TOTAL - - 99,000 - - - - 99,000
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - 99,000 - - - - 99,000
Contributions/Grants - - - - - - - -
Bond Issuance - - - - - - - -
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 99,000 - - - - 99,000
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - 1,000 1,030 1,061 1,093 1,126 5,309
Rent & Utilities - 300 600 900 927 955 983 4,665
Debt Service - - - - - - - -
OPERATING IMPACT - 300 1,600 1,930 1,988 2,048 2,109 9,974
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
FUNDED CAPITAL IMPROVEMENT
Outdoor Warning System
Promote Community Health, Safety, and Welfare is a focus point in the
Strategic Plan. Within that focus point is the Strategic Issue "Public Safety
and Emergency Preparedness" The strategy is to provide a safe
community for our residents and business partners. Building an effective
Emergency Warning Notification System will enhance the Town's ability to
ensure the safety of the community. An Outdoor Warning System will
provide notification of approaching severe storms to the active outdoor
population such as school children, joggers, golfers, workers, citizens
engaged in outdoor activities around their homes, etc.
PROJECT EXPENSE
5 Year Projection
104
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering 43215 54,940 45,060 - - - - - 100,000
Construction 46195 974,576 6,962,881 845,660 - - - - 8,783,117
FF&E 47415 6,268 670,209 - - - - - 676,477
Design 43248 483,982 198,600 19,942 - - - - 702,524
Contingency 43520 - 115,200 37,204 - - - - 152,404
West Parking Improvements 200,000 200,000
Portables 73000 346,639 - - - - - - 346,639
Transfers Out 36,398 - - - - - - 36,398
EXPENDITURES TOTAL 1,902,803 8,191,950 902,806 - - - - 10,997,559
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers 37,204 830,000 - - - - - 867,204
Contributions/Grants 1,000,000 66,000 - - - - - 1,066,000
BB&P Master Plan Correction - 100,000 - - - - - 100,000
BB&P Note Payable - 366,774 - - - - - 366,774
Bond Issuance Costs - 8,500 - - - - - 8,500
Bond Proceeds $8.5M 8,579,237 - - - - - - 8,579,237
Interest Earned 5,647 4,197 - - - - - 9,844
FUNDING TOTAL 9,622,088 1,375,471 - - - - - 10,997,559
-
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - 10,000 10,300 10,609 10,927 11,255 11,593 64,684
Services - 5,000 5,150 5,305 5,464 5,628 5,796 32,342
Insurance - - 1,000 1,030 1,061 1,093 1,126 5,309
Repair & Maintenance - 8,000 8,240 8,487 8,742 9,004 9,274 51,747
Rent & Utilities - - 20,000 20,600 21,218 21,855 22,510 106,183
Misc - 10,000 10,300 10,609 10,927 11,255 11,593 64,684
OPERATING IMPACT - 33,000 54,990 56,640 58,339 60,089 61,892 324,949
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET (ACADEMY)
5 Year Projection
FUNDED CAPITAL IMPROVEMENT
Westlake Academy - Phase I Expansion
PROJECT EXPENSE
5 Year Projection
This project consists of the construction of three buildings: 1) Multi-purpose hall,
portable stage, storage and catering kitchen for dining and general purposes at
approx. 8,600 sf. 2) Three story Secondary School at apprx. 19,400 sf.
Includes 12 classrooms, flex and office space. Designed to allow for future
addition if needed. 3) Fieldhouse at approx. 8,600 sf. which will house locker
rooms to be used for both athletics and PE, storage for equipment, offices,
classrooms and space to be used for the PE program. Also, because the west
parking area that was constructed in the summer of 2006 as a temporary asphalt
parking lot for pick-up and drop-off of students does not meet the required Town
development standards for new construction, the parking lot will be improved
with curbs, lighting, landscaping, additional two inch of asphalt, striping and
marking.
105
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - - - - 73,600 73,600
Construction inc. inflation - - - - - - 5,317,545 5,317,545
Design - - - - - - 534,500 534,500
FF&E - - - - - - 200,000 200,000
IT/Security - - - - - - 212,500 212,500
Contingency - - - - - - 100,000 100,000
Other (Foundation) - - - - - - 250,000 250,000
Land Purchase (2.5 ac @
$450K) - - 1,125,000 - - 1,125,000
EXPENDITURES TOTAL - - 1,125,000 - - - 6,688,145 7,813,145
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds 2014/15 CO - - 1,125,000 - - - - 1,125,000
Bonds 2018/19 - 6,688,145 6,688,145
Unfunded - - - - - - - -
FUNDING TOTAL - - 1,125,000 - - - 6,688,145 7,813,145
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - 4,000 4,120 4,244 4,371 16,735
Services - - - 6,000 6,180 6,365 6,556 25,102
Insurance - - - 1,000 1,030 1,061 1,093 4,184
Repair & Maintenance - - - 25,000 50,923 52,451 54,024 182,398
Rent & Utilities - - - 15,000 15,450 15,914 16,391 62,754
Debt Service - - - - - - - -
OPERATING IMPACT - - - 51,000 77,703 80,034 82,435 291,172
5 Year Projection
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
NEW CAPITAL IMPROVEMENT REQUEST
Fire Station Complex
This project will provide a 14,000 square foot fire station including
four bays, sleeping area, meeting room, kitchen, storage and two
offices. ($300/sq ft) This project would also include the Town's
EOC with back-up generator. The project includes the the
acquisition of land and foundation upgrades. It does not include
any costs for new vehicles or training facility.
PROJECT EXPENSE
5 Year Projection
106
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - - - - - -
Construction - - - - - - 2,000 2,000
Design - - - - - - - -
Contingency - - - - - - - -
Building retrofit - - - - - 18,000 18,000
EXPENDITURES TOTAL - - - - - - 20,000 20,000
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds 2018/19 - - - - - - 20,000 20,000
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - - - - - 20,000 20,000
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - 5,000 5,150 5,305 5,464 20,918
Services - - - 5,000 5,150 5,305 5,464 20,918
Insurance - - - 500 515 530 546 2,092
Repair & Maintenance - - - 2,000 2,060 2,122 2,185 8,367
Rent & Utilities - - - 5,000 5,150 5,305 5,464 20,918
Debt Service - - - - - - - -
OPERATING IMPACT - - - 17,500 18,025 18,566 19,123 73,213
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
NEW CAPITAL IMPROVEMENT REQUEST
Maintenance & Storage Facility
The proposed Maintenance and Public Works facility would utilize the
existing Fire Department engine bay once new permanent Fire Station has
been constructed. The building would provide storage space for weather
event supplies event supplies, small equipment, and pumps. It will also
serve as a work area to make repairs on equipment, etc.
PROJECT EXPENSE
5 Year Projection
107
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - - - - 468,700 468,700
Construction ( 10% inflation) - - - - - - 7,376,804 7,376,804
Design - - - - - - 599,500 599,500
FF&E - - - - - - 436,000 436,000
IT/Security - - - - - - 272,500 272,500
Contingency - - - - - - 272,500 272,500
Other (Foundation) - - - - - - 327,000 327,000
Land (5 acres/$450K) - - - - - - 2,452,500 2,452,500
Other Admin cost - - - - - - 109,000 109,000
EXPENDITURES TOTAL - - - - - - 12,314,504 12,314,504
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds 2014/15 CO - - - - - - - -
Bonds 2015/16 CO - - - - - - 12,314,504 12,314,504
Other - - - - - - - -
FUNDING TOTAL - - - - - - 12,314,504 12,314,504
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - 2,750 2,750
Services - - - - - - - -
Insurance - - - - - - 800 800
Repair & Maintenance - - - - - - 35,000 35,000
Rent & Utilities - - - - - - 30,000 30,000
Debt Service - - - -
OPERATING IMPACT - - - - - - 68,550 68,550
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Municipal Building
This project consists of the construction of a new Town Hall that will serve
both current and future staffing and community needs. The Town Hall
would also provide space for the court functions and staff for the Westlake
Academy administration staff. The building will be 2 stories and
approximately 20,000 square feet in size containing all municipal functions
located on five acres of land. Land acquisition is included in this project.
PROJECT EXPENSE
5 Year Projection
108
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - - - - 334,145 334,145
Construction - - - - - - 3,341,475 3,341,475
Design - - - - - - 175,000 175,000
FF&E - - - - - - 250,000 250,000
IT/Security - - - - - - 150,000 150,000
Contingency - - - - - - 150,000 150,000
Other (Foundation) - - - - - - 100,000 100,000
Other Admin costs - - - - - - 50,000 50,000
EXPENDITURES TOTAL - - - - - - 4,550,620 4,550,620
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - - -
Granada Lots ($10K x 84) - - 440,000 400,000 - - - 840,000
Developer Contribution - - - - - - 3,710,620 3,710,620
Other - - - - - - - -
FUNDING TOTAL - - 440,000 400,000 - - 3,710,620 4,550,620
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - 2,000 6,000 6,500 7,000 21,500
Services - - - 2,000 3,500 3,500 4,000 13,000
Insurance - - - 1,000 1,500 1,500 1,500 5,500
Repair & Maintenance - - - 2,000 6,000 8,000 8,000 24,000
Rent & Utilities - - - 5,000 10,300 10,500 10,500 36,300
OPERATING IMPACT - - - 12,000 27,300 30,000 31,000 100,300
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET (ACADEMY)
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Westlake Academy - Phase II - 15 Classroom Secondary Addition
As part of Phase II of the Westlake Academy Master Plan,
this project includes a 15 classroom addition to the Secondary
School. The building will total approximately 11,000 sq. feet
and will be attached onto the north side of the existing
building. The adopted Master Plan shows 12 classrooms for
Phase II. The additional 3 classrooms are due to value
engineering when Phase I was bid. Phase II will bring an
additional 276 students to total 1,098. K-5 = 18 students and
6-12 = 24 students.
PROJECT EXPENSE
5 Year Projection
109
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - - - - 23,500 23,500
Construction - - - - - - 1,748,000 1,748,000
Design - - - - - - 11,000 11,000
FF&E - - - - - - 125,000 125,000
IT/Security - - - - - - 80,000 80,000
Contingency - - - - - - 100,000 100,000
Other (Foundation) - - - - - - 300,000 300,000
Other Admin costs - - - - - - 55,000 55,000
EXPENDITURES TOTAL - - - - - - 2,442,500 2,442,500
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds 2014-15 CO - - - - - - - -
Developer Contribution - - - - - - 2,442,500 2,442,500
Other - - - - - - - -
FUNDING TOTAL - - - - - - 2,442,500 2,442,500
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - 1,000 2,000 2,500 2,500 8,000
Services - - - 1,000 1,800 1,800 2,000 6,600
Insurance - - - 1,000 1,000 1,000 1,000 4,000
Repair & Maintenance - - - 1,000 3,000 4,000 4,000 12,000
Rent & Utilities - - - 2,000 5,000 5,600 5,600 18,200
OPERATING IMPACT - - - 6,000 12,800 14,900 15,100 48,800
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET (ACADEMY)
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Westlake Academy - Phase II - 4 Classroom Kindergarten Addition
Per the Master Plan this project is part of Phase II. The
Kindergarten addition would be located east of the original
primary building. This would include: 4 classrooms with
individual restrooms in each room for a total of 4,600 square
feet that will match existing exterior building features. Phase
II will bring an additional 276 students to total 1,098. K-5
grades = 18 students and 6-12 grades = 24 students.
PROJECT EXPENSE
5 Year Projection
110
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - - - - 16,800 16,800
Construction - - - - - - 1,555,680 1,555,680
Design - - - - - - 155,600 155,600
Contingency - - - - - - - -
Other (FF&E) - - - - - - 150,000 150,000
EXPENDITURES TOTAL - - - - - - 1,878,080 1,878,080
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - - -
Bond Issuance - - - - - - - -
Unfunded/Developer
Contribution? - - - - - - 1,878,080 1,878,080
Other - - - - - - - -
FUNDING TOTAL - - - - - - 1,878,080 1,878,080
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - 4,614 4,614
Services - - - - - - 11,536 11,536
Insurance - - - - - - 1,154 1,154
Repair & Maintenance - - - - - - 2,307 2,307
Rent & Utilities - - - - - - 4,614 4,614
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - 24,225 24,225
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
5 Year Projection
Westlake Academy - Phase III - Arts & Science Classroom Addition
PROJECT EXPENSE
PROJECT FUNDING
IMPACT ON OPERATING BUDGET (ACADEMY)
5 Year Projection
5 Year Projection
As part of Phase III of the WA Master Plan. This would be
an additional 5,200 square foot single-story building
attached to the existing Sam & Margret Lee Arts and
Sciences Center. This addition would include 3 classrooms,
labs and offices.
111
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - - - - 28,000 28,000
Construction - - - - - - 4,256,000 4,256,000
Design - - - - - - 425,600 425,600
Contingency - - - - - - 100,000 100,000
Other - - - - - - 425,000 425,000
EXPENDITURES TOTAL - - - - - - 5,234,600 5,234,600
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - 1,120,000 1,120,000
Bond Issuance - - - - - - - -
Unfunded - - - - - - 4,114,600 4,114,600
Other - - - - - - - -
FUNDING TOTAL - - - - - - 5,234,600 5,234,600
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - - - - 5,768 5,768
Insurance - - - - - - 1,154 1,154
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - 4,614 4,614
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - - 11,536 11,536
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
5 Year Projection
Westlake Academy - Phase III - Performing Arts Center
PROJECT EXPENSE
PROJECT FUNDING
IMPACT ON OPERATING BUDGET (ACADEMY)
5 Year Projection
5 Year Projection
In the Phase III of the Westlake Academy Master Plan a
new 16,000 square feet auditorium is constructed with
raised stage, fixed seating, dressing rooms, lighting,
restroom, offices, and lobby. This building would be located
to the west of the Sam and Margaret Lee Art's & Sciences
Building. We anticipate the cost of the interior ammenities
to be provided through contributions/grants.
112
ROADS/STREET IMPROVEMENTS/TRAILS
One of the major concerns for any
municipality is its infrastructure of
streets. With the approval of the
previous year’s CIP and
accompanying bond issuance, the
Council recently addressed many of
the most pressing street maintenance
concerns in Westlake; this type of
commitment is essential to maintain
these valuable Town assets
Trails are not being consolidated with
this section. The Town maintains
several trails located near the
Glenwyck and Vaquero subdivisions. While additional trails have been discussed, no
funding has been provided in recent years. In resident surveys, parks and trails have
consistently rated as high priority/low satisfaction items suggesting a need for improvement.
One of the goals of the current CIP is to begin creating the trails that will provide
connectivity from the Town’s West side to its Eastern limits as well as interconnectivity with
neighboring jurisdiction’s trail systems.
ADOPTED PROJECTS – CIP FY 2014-2018
PROJECTS TO BE COMPLETED IN FUTURE YEARS
o Roanoke Road Reconstruction & Drainage South
o Sam School Road Reconstruction & Drainage
o Dove Road Reconstruction & Drainage (Vaquero/Terra Bella)
o SH 114/170 Enhancements
o Pearson Lane Reconstruction & Drainage with Trail Improvements
o Ottinger Road Bridge, Reconstruction & Drainage with Trail Improvements
UNFUNDED/UNDER DISCUSSION PROJECTS - FY14/15 THRU FY18/19
o Hwy 377 Landscape Improvements (moved from Funded)
o Dove & Randol Mill Traffic Circle
o Trail Connection at 114/Solana (moved from Funded)
o Trail – Fidelity Campus to Westlake Parkway on 114 (moved from Funded)
o Signalization
113
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering 127,980 - - - - - - 127,980
Construction 932,375 1,688,000 - - - - - 2,620,375
Design - - - - - - - -
Contingency - - - - - - - -
Granada Development Agreement - - 1,000,000 - - - - 1,000,000
EXPENDITURES TOTAL 1,060,355 1,688,000 1,000,000 - - - - 3,748,355
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers 972,355 1,325,267 1,000,000 - - - - 3,297,622
Contributions (Fidelity) 88,000 - 320,000 - - - - 408,000
Bonds 2013/14 CO - - 42,733 - - - - 42,733
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 1,060,355 1,325,267 1,362,733 - - - 3,748,355
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities (water only) - 5,000 5,150 5,305 5,464 5,628 5,796 32,342
Debt Service - - - - - - -
OPERATING IMPACT - 5,000 5,150 5,305 5,464 5,628 5,796 32,342
5 Year Projection
PROJECT FUNDING
PROJECT EXPENSE
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT
FM 1938 Streetscape/Wayfinding
5 Year Projection
5 Year Projection
Project consist of the design and construction of landscape and hardscape improvements to the
FM 1938 corridor from SH 114 south to Randol Mill Road, including sidewalks, trailheads,
signage, rest areas, plantings, entry monuments. Per developer's agreements: Fidelity is to
provide funding for landscape enhancements to the median and ROW (est. $322K). The Town
is required to install sidewalk on the west side of FM 1938 from Dove to SH 114 per the Fidelity
developer's agreement at our cost. Utility cost is for irrigation only. A reduction to the total
project cost of $670,000 is due to a direct payment to the contractor from TxDot in the form of a
grant. Project also includes the cost for streetscaping along FM 1938 between Dove and
Solana at the Granada development
114
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering 231,933 200,000 - - - - - 431,933
Construction - 311,967 - - 840,467 - - 1,152,434
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL 231,933 511,967 - - 840,467 - - 1,584,367
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - 160,000 - - 160,000 - - 320,000
Bonds 2011 CO $2.095M 231,933 351,967 - - - - - 583,900
Bonds 2015/16 - - - - 680,467 - - 680,467
Other - - - - - - - -
FUNDING TOTAL 231,933 511,967 - - 160,000 - - 1,584,367
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - 53,000 54,590 56,228 57,915 221,732
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - 53,000 54,590 56,228 57,915 221,732
Debt Service - - - - - - -
OPERATING IMPACT - - - 106,000 109,180 112,455 115,829 443,464
FUNDED CAPITAL IMPROVEMENT
SH114/170 Enhancements
5 Year Projection
5 Year Projection
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
This project would be a cooperative effort between Westlake, Trophy Club,
and Roanoke consisting of the design and construction of landscape and
hardscape improvements to the SH 170 & Hwy 114 interchange to include
plantings, painting, and entry monuments. Maintenance is for irrigation
only. Project costs are estimated to be $3,000,000 for construction and
$200,000 for engineering design. Funding participation is anticipated to
be 1/3 from each party. This project will be submitted for a TxDot grant
(Green Ribbon).
PROJECT EXPENSE
115
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering 2,900 - 50,000 - - - - 52,900
Construction - - 403,000 - - - - 403,000
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL 2,900 - 453,000 - - - - 455,900
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - 453,000 - - - - 453,000
Contributions/Grants - - - - - - - -
Bonds 2011 CO $2.095M 2,900 - - - - - - 2,900
Bonds 2014/15 CO - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 2,900 - 453,000 - - - - 455,900
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - 4,796 4,940 5,088 14,824
Rent & Utilities - - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT - - - - 4,796 4,940 5,088 14,824
PROJECT FUNDING
5 Year Projection
5 Year Projection
IMPACT ON OPERATING BUDGET
The project will provide stabilization of road subgrade and 6" of asphalt to approximately
4,000 LF of Roanoke Road and replace/improve culverts and ditches, consistent with
2011 Graham Pavement Evaluation Study. Project improvements will be from Highway
170 south to the Town Limits. Foresee crack sealing during the 2nd year after
completion.
FUNDED CAPITAL IMPROVEMENT
Roanoke Road Reconstruction and Drainage South
(Highway 170 south to Town limits)
PROJECT EXPENSE
5 Year Projection
116
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - 41,800 - - - - 41,800
Construction - - 224,200 - - - - 224,200
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - 266,000 - - - - 266,000
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds 2014/15 CO - - 260,000 - - - - 260,000
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 260,000 - - - - 260,000
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT - - - - - - - -
5 Year Projection
5 Year Projection
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT
Sam School Road Reconstruction and Drainage
(Solana to Town limits)
PROJECT EXPENSE
5 Year Projection
The project will provide stabilization of road subgrade and 6" of asphalt to
approximately 2,000 LF of Sam School Road and replace/improve culverts
and ditches, consistent with 2011 Graham Pavement Evaluation Study.
Anticipate crack sealing 2nd year from completion. Includes 150 linear
feet of sidewalk. Staff is working with the Southlake developer to include
the Westlake section of Sam School Road reconstruction when the
Southlake portion is realigned and reconstructed in 2014/2015.
117
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - 105,000 - - - 105,000
Construction - - 100,000 309,945 - - - 409,945
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - 100,000 414,945 - - - 514,945
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - 414,945 - - - 414,945
Contributions/Grants - - - - - - - -
Bonds 2014/15 CO - - 100,000 - - - - 100,000
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 100,000 414,945 - - - 514,945
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - - 4,047 4,168 4,293 12,509
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - 11,564 11,911 12,268 35,743
Debt Service - - - - - - -
OPERATING IMPACT - - - - 15,611 16,079 16,562 48,252
PROJECT FUNDING
The project will provide stabilization of road subgrade and 6" of asphalt to
approximately 6,500 LF of Dove Road and replace/improve culverts and
ditches, consistent with 2011 Graham Pavement Evaluation Study.
Anticipate crack sealing 2nd year from completion. Staff is working with
the Southlake developer to include a portion of this project when the
Southlake portion is realighed and reconstructed in 2014/2015.
5 Year Projection
5 Year Projection
IMPACT ON OPERATING BUDGET
FUNDED CAPITAL IMPROVEMENT
Dove Road Reconstruction and Drainage
(Vaquero to Terra Bella)
PROJECT EXPENSE
5 Year Projection
118
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Trail - Engineering - - - - 21,000 - - 21,000
Trail - Construction - - - - 210,000 - - 210,000
Trail - Contingency - - - - 42,600 - - 42,600
Road - Engineering - - - - 54,250 - - 54,250
Road - Construction - - - - 327,000 - - 327,000
EXPENDITURES TOTAL - - - - 654,850 - - 654,850
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds 2016/17 CO - - - - 654,850 - - 654,850
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - - - 654,850 - - 654,850
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Trail - Services - - - - 924 952 980 2,856
Insurance - - - - - - - -
Trail - Repair & Maintenance - - - - 4,044 4,165 4,290 12,500
Trail - Rent & Utilities - - - - 8,720 8,982 9,251 26,953
Debt Service - - - - - - - -
OPERATING IMPACT - - - - 13,688 14,099 14,522 42,308
FUNDED CAPITAL IMPROVEMENT
5 Year Projection
PROJECT EXPENSE
5 Year Projection
Pearson Lane Reconstruction/Drainage &
Trail - Dove Road / Pearson Road / Aspen Lane
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
This project will provide connectivity from Aspen Lane north to Dove Road
along the east side of Pearson Road. This will include crosswalk devices
at the corner of Dove and Pearson. In addition the project will provide
stabilization of raod subgrade and 5" of asphalt to approximately 1,300 LF
of Pearson Lane and replace/improve culverts and ditches, cinsistent with
2011 Graham Pavement Evaluation Study. Foresee crack sealing during
the 2nd year after completion.
119
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Trail- Engineering/Design - - - - - 21,100 - 21,100
Trail - Construction - - - - - 212,000 - 212,000
Trail - Design - - - - - 43,000 - 43,000
Road/Bridge - Engineering - - - - - 188,060 - 188,060
Road/Bridge - Construction - - - - - 714,650 - 714,650
EXPENDITURES TOTAL - - - - - 1,178,810 - 1,178,810
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds 2016/17 CO - - - - - 1,178,810 - 1,178,810
Unfunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - - - - 1,178,810 - 1,178,810
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Trail - Services - - - - - 3,360 3,461 6,821
Insurance - - - - - - - -
Trail - Repair & Maintenance - - - - - 896 923 1,819
Trail - Rent & Utilities - - - - - 8,960 9,229 18,189
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - 13,216 13,612 26,828
FUNDED CAPITAL IMPROVEMENT
5 Year Projection
5 Year Projection
5 Year Projection
PROJECT EXPENSE
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
This project will include provide stabilization of road subgrade and 7" asphalt to
approximately 4,000 LF of Ottinger Road (from Westlake Academy to SH 170) and
replace/improve culverts and ditches, consistent with 2011 Graham Pavement
Evaluation Study. Anticipate crack sealing during the 2nd year after completion. In
conjunction with this project, the existing Ottinger Road bridge will be replaced with new
box culvert, much like the Dove Road improvements. Staff will determine through
engineering design analysis the final design criteria including horizontal and vertical
alignment. A trail will provide East to West interconnectivity within the Westlake trail
system. Includes a primitive trail head on the Southeast corner of the cemetery property
(primitive parking, restroom and water fountain).
Ottinger Road Reconstruction/Drainage & Trail
(North of Westlake Academy)
120
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - - - 100,000 - 100,000
Construction - - - - - 600,000 - 600,000
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - - - 700,000 - 700,000
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - 25,000 - 25,000
Bonds 2016/17 CO $2.58M - - - - - - - -
Unfunded - - - - - 675,000 - 675,000
Other - - - - - - - -
FUNDING TOTAL - - - - - 700,000 - 700,000
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - 5,000 5,150 5,150
Rent & Utilities - - - - - 10,000 10,300 10,300
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - 15,000 15,450 15,450
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Hwy 377 Landscape Improvements
The project will include streetscape enhancements (hardscape,
landscape) along US Hwy 377 starting at Westport Parkway stretching
north for 3/4 mile. The enhancements will only be located in the median
and consist of native and naturalized plantings, trees, plant bed
preparations, drip irrigation, and concrete edging/mowstrip. Since the
project will be within state ROW, the Town will submit this project to
TxDOT for potential grant funding opportunities similar to the FM 1938
median landscape project.
PROJECT EXPENSE
5 Year Projection
121
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - - - - 103,000 103,000
Construction - - - - - - 618,000 618,000
Design - - - - - 35,000 - 35,000
Contingency - - - - - - - -
Other - - - - - 619,600 - 619,600
EXPENDITURES TOTAL - - - - - 654,600 721,000 1,375,600
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - - -
Bond Issuance - - - - - - - -
UnFunded - - - - - 654,600 721,000 1,375,600
Other - - - - - - - -
FUNDING TOTAL - - - - - 654,600 721,000 1,375,600
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - 2,800 2,884 5,684
Rent & Utilities - - - - - 5,600 5,768 11,368
Debt Service - - - - - - - -
OPERATING IMPACT - - - - - 8,400 8,652 17,052
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Dove Road & Randol Mill Traffic Circle
Reconstruction and reconfiguration of Dove Road and
Randol Mill from a 3-way stop intersection to a traffic circle
to improve traffic safety. Pavement construction will be
consistent with 2011 Graham Pavement Evaluation Study.
PROJECT EXPENSE
5 Year Projection
122
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - 22,500 22,500
Construction - - 228,250 228,250
Design - - 43,250 43,250
Contingency - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - - - - 294,000 294,000
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds 2014/15 CO $2.035M - - - - - - - -
Unfunded - - - - - - 294,000 294,000
Other - - - - - - - -
FUNDING TOTAL - - - - - - 294,000 294,000
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - -
Insurance - - -
Repair & Maintenance - - -
Rent & Utilities - - -
Debt Service - - -
OPERATING IMPACT - - - - - - - -
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Trail - Fidelity Campus to Westlake Parkway on 114
PROJECT EXPENSE
5 Year Projection
This project will provide connectivity from Hwy 114 to
Capital Parkway along the east side of Westlake Parkway.
123
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - - - - - -
Construction - - - - - - 16,840 16,840
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - - - - 16,840 16,840
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds 2011 CO $2.095M - - - - - - - -
Unfunded - - - - - - 16,840 16,840
Other - - - - - - - -
FUNDING TOTAL - - - - - - 16,840
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT - - - - - - -
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
5 Year Projection
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Trail Connection at 114/Solana
This project will be a cooperative effort between Westlake, Trophy Club,
and Southlake consisting of the design and engineering of an intra-city
trail system. The engineering/design costs will be shared with all cities.
Construction and landscaping are estimated costs until engineering and
design are completed. The Town continues to work with Cassidy Turley
to construct the trail between Sam School Road and Hwy 114.
PROJECT EXPENSE
124
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - - - - - -
Construction - - - - 250,000 - - 250,000
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - - - 250,000 - - 250,000
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - - - - - - -
Contributions/Grants - - - - - - - -
Bonds 2011 CO $2.095M - - - - - - - -
Unfunded - - - - 250,000 - - 250,000
Other - - - - - - - -
FUNDING TOTAL - - - - - - 250,000
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT - - - - - - -
UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT
Signalization
5 Year Projection
This project will provide for the signalization of the FM 1938 and Dove Road
intersection consistent with the enhancements at SH 114. The need to signalize is
being precipitated by the proposed signalization of FM 1938 and Solana Blvd./Capital
Pkwy that is. The installation of a proposed traffic signal at FM 1938 and Solana
Blvd./Capital Pkwy. in connection with the Granada and Entrada developments
intersection would increase traffic congestion and frustration at the FM 1938 and Dove
Road intersection. While FM 1938 is a TxDOT roadway, the cost to signalize would be
the responsibility of the Town if the intersection does not meet TxDOT’s “warrants”.
Staff will continue to pursue TxDOT funding for signalization of this intersection.
5 Year Projection
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
PROJECT EXPENSE
125
VEHICLE AND EQUIPMENT OVERVIEW
Vehicles and equipment represent
approximately 6% of the Town’s assets
or roughly $3.4M. While the current CIP
does not contain any proposals for
vehicles, it is important to note that of
the seven vehicles (including a utility
truck) the Town currently owns, three
are completely depreciated and three
more will become completely
depreciated within the next five years.
Similarly, of the fourteen FF&E asset
groups, eight are currently fully
depreciated and the remainder will be
within the next five years.
Whether or not an asset has been fully depreciated does not by itself warrant the need to
replace it, however, depreciation does serve as an indicator that the likelihood the asset
will need to be replaced in the near future is fairly high.
The Town maintains a General Maintenance & Replacement Fund and is working towards
funding annually for any replacement items needed in subsequent years. We anticipate
a replacement vehicle for the Parks and Recreation Department to be paid from the
funds that have been transferred to this fund for just this purpose.
Date Remaining
placed Annual Useful life @
in service Vehicle Make Vehcile Description Dept Cost Depreciation Life 09/30/13
2005 Chevy Silverado Building Inspection Building $15,704 $3,141 5 0
2007 Dodge Charger Marshal's vehicle Court $23,000 $4,600 5 0
2005 Ford Ranger Public Works Truck Public Works $21,519 $4,304 5 0
2008 Chevy Silverado Public Works Truck Public Works $11,105 $2,221 5 0
2010 Startrans Senator II School Bus Academy $41,625 $8,325 5 2
2010 Girardin 18 Passenger Bus Academy $41,625 $8,325 5 2
2003 Ford 450 Ambulance Fire Dept $144,981 $14,498 10 0
2003 Spartan Fire Truck Fire Dept $236,423 $15,762 15 4
2004 Chevy Tahoe Fire Marshal Fire Dept $41,108 $8,222 5 0
2012 Ford 450 Ambulance Fire Dept $200,000 $20,000 10 9
2012 Ford 550 Attack Truck Fire Dept $169,746 $16,975 10 9
2013 Chevy Suburban Fire Chief Fire Dept $49,084 $9,817 5 5
$995,920 $116,188
126
Capital Maintenance and Replacement
The Town recognizes that deferred maintenance and not anticipating capital
replacement needs increases future capital costs. Annually, available funds will be
evaluated during the budget process and a percentage of each operating fund’s
budget will be recommended to the Council for transfer. Upon approval by the Council,
the recommended amount will be transferred to the appropriate funds (General or Utility
Maintenance Replacement Fund) for major maintenance/ replacement of street, building
roof, flooring, air conditioning, equipment, etc.
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.
127
Vehicle and 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.
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.
128
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.
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: $30,000.00 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 $6,000.00.
129
EXAMPLE B – Small Equipment
Maintenance Cost: depreciate the original purchase price by 15% per year, for
power hand tools, trailers, etc. Replace the item only when the maintenance cost
reaches the original purchase price.
Point Ranges for Replacement Consideration
Point Scale Condition Description
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 point Poor Replacement if budget allows
Above 38 points failed Needs priority replacement
Below are two examples on how the point range and guidelines for Category "B" and “C”
would work with current town vehicles.
Example: Pool Vehicle
Data Description Points
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 spots, small dents, interior -
rips, tears, stains, cracking on seat covers
5 points
Total Points 40 points
Staff recommendation = Replacement this year
Data Description Points
Year 2005 14 points
Type Silverado F150 extended cab truck 1 point
Mileage 35,000 3 points
Maintenance low 1 points
Condition Very good exterior and interior condition 1 points
Total Points 20 points
Staff recommendation = Include the replacement cost in the five year forecast
130
Point range and guidelines for Category "B" and “C”
Factor Points Description
Age Usage Type
of Service
1 Each 10,000 miles of usage
1 Standard sedans, SUV’s and pickups
2 Each year of chronological age
3 Any vehicle that pulls trailer, hauls heavy loads and continued off-
road usage
4 Any vehicle involved in ice or snow removal or road treatment
Reliability
Preventive
Maintenance
Work Not
Included
1 In shop one time within three month time period, no major
breakdowns/road side assistance call with 3 month period
2 In shop one time within three month time period, 1 breakdown/
road side assistance call within 3 month period
3 In shop more than once within 3 month time period, 1 or more
breakdown/road side assistance call within same period
4 In shop more than twice within one month time period, 1 or more
breakdowns/road side assistance call in same time period
5 Two or more breakdowns within one month time period
M&R Cost
Incident Repair
Not Include
1 Maintenance cost are less than or equal to 20% of replacement
2 Maintenance cost are 21-40% of replacement cost
3 Maintenance cost are 41-60% of replacement cost
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
Point Ranges Condition Description
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
131
INFORMATION TECHNOLOGY OVERVIEW
Whether or not an asset has been fully depreciated does not by itself warrant the need to
replace it, however, depreciation does serve as
an indicator that the likelihood the asset will
need to be replaced in the near future is fairly
high.
The Town is working towards funding annually for
any replacement items needed in subsequent
years.
132
Actual Estimated Proposed
Status FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 TOTAL
Lifecycle Maintenance & Replacement
Server replacements Capital - 2,500 2,500 5,000 5,000 15,000
iPad/Tablet Replacements Capital - 30,000 - 30,000 - 60,000
Laptop/iMac Replacements Capital 90,000 60,000 25,000 70,000 20,000 265,000
PC Replacements Capital - 2,500 1,500 1,500 1,500 7,000
Telephone System Replacements Capital 2,000 2,500 2,500 2,500 2,500 12,000
Network Hardware replacements Capital 3,000 5,000 5,000 5,000 5,000 23,000
$ 95,000 $ 102,500 $ 36,500 $ 114,000 $ 34,000 $ 382,000
Ongoing Technology Programs
Information Technology Training Operational 2,500 2,500 2,500 2,500 2,500 12,500
Campus security system/upgrades Capital 12,000 6,000 8,000 9,000 10,000 45,000
Hardware & software support contracts Operational 5,000 6,000 8,000 9,000 10,000 38,000
Website Hosting, Maintenance, Upgrades Operational 1,500 1,500 15,000 3,000 2,000 23,000
Email service & archival Operational 2,000 2,200 2,400 2,600 2,800 12,000
Internet and Network Service & Support Operational 15,000 16,000 17,000 18,500 20,000 86,500
Security/Disaster Recovery Equipment & Support Operational 5,000 7,500 7,500 7,500 7,500 35,000
$ 43,000 $ 41,700 $ 60,400 $ 52,100 $ 54,800 $ 252,000
Growth
Expand network infrastucture to accompdate Capital 7,000 7,000 12,000 12,000 12,000 50,000
Network Monitoring & Management Sysytem Capital - 1,500 1,500 2,000 2,000 7,000
Procure additional end-user and educational Capital 10,000 25,000 25,000 25,000 25,000 110,000
$ 17,000 $ 33,500 $ 38,500 $ 39,000 $ 39,000 $ 167,000
FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 TOTAL
155,000 177,700 135,400 205,100 127,800 801,000
31,000 35,700 52,400 43,100 44,800 207,000
124,000 142,000 83,000 162,000 83,000 594,000 Capital Budget
Town of Westlake
Academy Five Year Technology Forecast
Projection
Total Year Budget
Operational Budget
133
Actual Estimated Proposed
Status FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 TOTAL
Lifecycle Maintenance & Replacement
Server replacements Capital 7,000 7,000 10,000 10,000 10,000 44,000
iPad/Tablet Replacements Capital - 4,000 2,000 4,000 2,000 12,000
PC/Printer Replacements Capital 7,500 7,500 8,000 8,000 8,500 39,500
Security System upgrades/replacements Capital - 2,000 2,000 - - 4,000
Telephone System Replacements Capital 5,000 5,000 5,000 5,000 5,000 25,000
Network Hardware replacements Capital 7,000 7,000 10,000 10,000 10,000 44,000
$ 26,500 $ 32,500 $ 37,000 $ 37,000 $ 35,500 $ 168,500
Strategic Initiatives/Project Implementation
Laserfiche Implementation/Licensing/Support Capital 53,000 11,500 13,000 15,000 15,000 107,500
Online Utility Billing Payment System & Support Operational 7,500 1,500 1,500 1,500 1,500 13,500
Security system upgrades/support Operational 2,000 2,000 - - 1,000 5,000
GIS service for Public safety dispatch Operational 3,000 7,000 7,000 7,000 7,000 31,000
$ 65,500 $ 22,000 $ 21,500 $ 23,500 $ 24,500 $ 157,000
Ongoing Technology Programs
Information Technology Training Operational 2,500 2,500 3,500 3,500 4,000 16,000
Email service & archival Operational 6,000 6,000 6,000 6,000 6,000 30,000
Website Hosting, Maintenance, Upgrades Operational 5,000 5,000 5,000 5,000 5,000 25,000
Hardware & software support contracts Operational 5,000 5,000 5,000 15,000 7,500 37,500
Application software service & Support Operational 12,000 13,000 14,000 15,000 16,000 70,000
Internet and Network Service & Support Operational 15,000 16,000 17,000 18,500 20,000 86,500
Security/Disaster Recovery Equipment & Support Operational 5,000 7,500 7,500 7,500 7,500 35,000
$ 50,500 $ 55,000 $ 58,000 $ 70,500 $ 66,000 $ 300,000
Growth
Network Monitoring & Management Sysytem Operational - 1,500 1,500 2,000 2,000 7,000
Procure additional PCs/laptops/tablets Capital 4,500 3,500 4,000 4,500 5,000 21,500
$ 4,500 $ 5,000 $ 5,500 $ 6,500 $ 7,000 $ 28,500
Status FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 TOTAL
147,000 114,500 122,000 137,500 133,000 654,000
63,000 67,000 68,000 81,000 77,500 356,500
84,000 47,500 54,000 56,500 55,500 297,500 Capital Budget
Town of Westlake
Municipal Five Year Technology Forecast
Projection
Total Year Budget
Operational Budget
134
UTILITY IMPROVEMENTS OVERVIEW
The Town of Westlake currently
owns a minimum of approximately
$24M of utility fixed assets. These
take the form of water, sewer and
telecommunications duct bank
lines. These assets are initially
installed through development
and later transferred to the Town
for upkeep and maintenance.
With the recent completion of the
Stagecoach Hills water main, the
Town’s utility infrastructure is in
relatively good shape with no
known deficiencies. The five items
that are fully depreciated are
water lines that were transferred
from the City of Keller which may
need replacement in the near
future but are fully operational now. It should also be noted that the Town is currently
engineering a GIS system that will map all infrastructure; this project provides us the
opportunity to review the condition of these assets and their values which will be revised
as necessary.
ADOPTED PROJECTS – CIP FY 2014-2018
PROJECTS TO BE COMPLETED IN FY 13/14
o Ground Storage Tank
PROJECTS TO BE COMPLETED IN FUTURE YEARS
o TRA Assumption of N-1 Sewer Line
PROPOSED PROJECTS – CIP FY 2015-2019
Meter Reading and Equipment
135
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - 12,467 - - - - 12,467
Construction - 70,500 250,000 - - - - 320,500
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - 82,967 250,000 - - - - 332,967
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - 82,967 250,000 - - - - 332,967
Contributions/Grants - - - - - - - -
Bond Issuance - - - - - - - -
UnFunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - 82,967 250,000 - - - - 332,967
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - - - - - - -
Rent & Utilities - - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT - - - - - - -
FUNDED CAPITAL IMPROVEMENT
TRA Assumption of N-1 Sewer Line
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
This project is intended to transfer ownership of a section of sewer line
from Westlake and Southlake to TRA. It includes the design and
construction of a metering station with SCADA equipment at the proposed
Town of Westlake "Point of Entry." Westlake will be required to conduct
an extensive inflow and infiltration study and perform repairs (separate
capital improvement).
5 Year Projection
5 Year Projection
IMPACT ON OPERATING BUDGET
136
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering 96,803 1,403,197 - - - - - 1,500,000
Construction - - - - - - - -
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL 96,803 1,403,197 - - - - - 1,500,000
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - 500,000 - - - - - 500,000
Contributions/Grants - - - - - - - -
Bond Issuance $1.0M 96,803 903,197 - - - - - 1,000,000
UnFunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL 96,803 1,403,197 - - - - - 1,500,000
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - 500 515 530 546 563 2,155
Rent & Utilities - - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT - - 500 515 530 546 563 2,155
FUNDED CAPITAL IMPROVEMENT
Ground Storage Tank
PROJECT EXPENSE
5 Year Projection
PROJECT FUNDING
This project will consist of designing and constructing a new ground
storage tank at the existing pump station. We anticipate this tank will be a
1,000,000 gallon tank and will be needed to augment services once
Deloitte has become fully staffed. Maintenance (consisting of inspection
and cleaning) would not be expected until year two. Total amount =
$1,558,500; Debt service payments = approximately $170k/yr for 10 years.
5 Year Projection
5 Year Projection
IMPACT ON OPERATING BUDGET
137
Project Description:
Totals Thru Estimated Project
EXPENDITURE TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Engineering - - - - - - - -
Construction - - 38,500 38,500 - - - 77,000
Design - - - - - - - -
Contingency - - - - - - - -
Other - - - - - - - -
EXPENDITURES TOTAL - - 38,500 38,500 - - - 77,000
Totals Thru Estimated Project
FUNDING TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Cash/Transfers - - 38,500 38,500 - - - 77,000
Contributions/Grants - - - - - - - -
Bond Issuance - - - - - - - -
UnFunded - - - - - - - -
Other - - - - - - - -
FUNDING TOTAL - - 38,500 38,500 - - - 77,000
Totals Thru Estimated Project
IMPACT TYPE FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 Total
Supplies - - - - - - - -
Services - - - - - - - -
Insurance - - - - - - - -
Repair & Maintenance - - 12,600 25,200 25,956 26,735 27,537 118,027
Rent & Utilities - - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT - - 12,600 25,200 25,956 26,735 27,537 118,027
PROJECT FUNDING
5 Year Projection
IMPACT ON OPERATING BUDGET
5 Year Projection
NEW CAPITAL IMPROVEMENT REQUEST
Meter Reading & Equipment
The Town currently utilizes a drive by radio frequency method to read
water meters. This requires the Town to purchase a laptop and
proprietary reading software from the meter company and is only
supported for 5 years. The Town's system is 6 years old and is in need of
being upgraded/replaced. This project will consist of replacing all radio
read meters within the Town with the next generation system that would
allow for instantaneous, remote meter readingcleaning; increased
customer service, and a customer web portal that would allow customers
to view their water consumption. The new system would require a monthly
charge of $3 per meter.
PROJECT EXPENSE
5 Year Projection
138
CAPITAL IMPROVEMENT PLAN
A Town capital project should be defined as construction or reconstruction of any public
building or infrastructure identified as a community need, whether funding is currently available
or not. If funding is not currently available, but the project is determined by the Council to be
important, the project is still included in the Council’s approved five (5) year CIP and shown as
unfunded. If funding is later made available, the project is already on the “radar screen”,
although it may be scheduled in the out years of the 5 year planning period.
The Council approved the Town’s formal Five (5) Year CIP on September 16, 2013. By going
through the effort of a formally prepared CIP in the prior year, subsequent years’ CIP should be
more of an annual update to make sure of the following:
• The staff has identified all the capital projects the Council sees on the horizon.
• The Council can remove the projects that no longer are seen as a priority in terms of not
meeting the community’s strategic needs (assuming that no funding has been spent on
design thus far).
• Annual Council review allows project timing to be adjusted in terms of which year in the 5
year time span the project is assigned.
• Annual review of the Council approved 5 year CIP allows this review to be performed at
the same time as the review of the 5 year financial forecast (this is completed to see the
impact of a capital project not only on the capital side, but also on the
operations/maintenance side).
• With Council’s adoption of this 5 year CIP, along with the adopted financial policies, no
capital project, regardless of funding source, is put into the CIP until it first comes through
the annual update “call for projects” prepared each Spring by the staff and is included
in the CIP approved by the Council.
139
140
EIGHT YEAR FORECAST NARRATIVE
The Long-Range Financial Forecast takes a forward look at the Town’s General Government
(General, Debt Service and Capital / Street Maintenance funds) revenues and expenditures. Its
purpose is to identify financial trends, shortfalls, and issues so the Town can proactively address
them. It does so by projecting out into the future the fiscal results of continuing the Town’s
current service levels and policies, providing a snapshot of what the future will look like as a result
of the decisions made in the recent past. The Long-Range Financial Forecast is not intended as
a budget, or as a proposed plan. Instead, it sets the stage for the budget process, facilitating
both Council and staff in establishing priorities and allocating resources appropriately.
GOALS OF LONG-RANGE PLANNING
To maximize the benefit of long-range planning, Council established the following goals:
• Sustain existing programs at high service levels.
• Maintain a healthy General Fund balance of at least 90 operating days annually.
• Maintain competitive employee compensation within 3% of the median for the market.
• Provide adequate and stable funding for street and facility maintenance projects.
The Long-Range Financial Forecast is
based on assumptions regarding what
will happen in the regional and state
economy over the next five years, and
on near-term and long-term revenue
and expenditure drivers.
It is important to keep in mind the
purpose of a forecast is to get a
general picture of what the
organization’s financial condition over time could be, based upon conservative assumptions.
The term “conservative” used in the context of financial forecasting means revenues are
forecast at low growth levels or even at a decline (depending on the revenue source).
Expenditures, while not necessarily being forecast as declining, are generally forecast with a 2-
3% escalation rate, depending on inflation. Forecasts generally have at least one scenario
where all that is assumed on expenditures is the current level of service and perhaps some
growth in salary/wage expenses. The Council can, if they wish, ask that certain service level
adjustments, whether it is service expansion or reduction, be included as alternate scenarios,
particularly if it appears that revenues will not cover expenditures in the out years of the forecast.
It is also important to remember, since the purpose of the forecast is to get an idea, based on
conservative assumptions, as to the Town’s financial condition during the five (5) year planning
period, that the forecast is showing that the Town will have available funds for additional debt
service as well as building a fund balance for future capital and major maintenance and
replacement. This is the reason forecasting is a good tool, as it gives the Council time to
strategize as to course we may want to make financially, both in the short and long term.
Finally, it is important to remember the criticality that economic conditions play in forecasting,
particularly as it relates to sales tax, which can be a volatile revenue source. If economic
conditions improve, sales tax receipts are affected (usually positively) as well as building permit
revenue.
Key Revenue Drivers Key Expenditure Drivers
Tax Rate Overtime Costs
Net Taxable Value Operating Supplies
Sales Tax Apparatus & Tools
Mixed Beverage Tax Motor Vehicle Fuel
Franchise Fees Maintenance
Licenses & Permits Travel, Training & Dues
Charges for Services Utility Costs
Intergovernmental Revenues Professional Services
Fines & Forfeitures Insurance Costs
Interest Income Fleet/Capital Equipment Replacements
141
EIGHT YEAR FORECAST NARRATIVE
FORECAST ASSUMPTIONS - FY 2014-15 PROPOSED BUDGET
The five year financial forecast is based upon the following assumptions:
REVENUES AND OTHER FINANCING SOURCES:
• General Fund
o Sales tax revenue is budgeted at a 3% increase
The Town’s economic development funds appear to be stabilizing at
approximately $16,000/monthly of which 50% must be returned.
One-time revenues and audit receipts have been conservatively estimated at
$100,000 each. In prior years these two numbers have been anywhere from
$100,000 to $1,000,000 combined; therefore, because of the uncertainly of the
funds, we are conservative with these estimates.
On-going sales tax receipts are forecasted to increase by approximately 11%
from FY 2013-2014 based on the prior years’ trending.
Includes the Property Tax Reduction portion of the Sales tax receipts
o Property tax revenue is estimated at $1,376,063 based on Certified Tax Roll and M&O
tax rate of $.13710 per $100 of valuation.
o No new gas well revenue is projected
o No additional one-time revenues related to economic development agreements are
anticipated to be received
o Building permits/inspection/plan review fees are increased by 45% due primarily to the
Granada development
o Based on current year receipts, franchise fees are only budgeted at a 1% increase
EXPENDITURES AND OTHER FINANCING USES:
• General Fund
o Payroll and Related expenditures increased approximately 23%:
This increase includes $557K in payroll expenditures including market pay
increase (inclusive of taxes and insurance) for work force attraction and
retention and is the second year of a 2 year program.
This increase also includes $202K in personnel changes; This includes an
increase in base costs of $71,394 to maintain our current staff levels along
with $65,000 in market pay adjustments (inclusive of taxes and insurance) for
work force attraction and $54K in performance based pay, and a newly
recommended allocation of $8K for cell phone reimbursement of various
staff members (Directors and on-call technicians). A portion of this increased
expenditure is subsidized by transfers in from the Utility Fund ($30K) and the
Visitors Association Fund ($92K)
This increase also includes the following personnel changes
o $35,753 – transition of part-time Communication Specialist to full-
time
o $77,987 – addition of one full-time Firefighter / Paramedic
o $19,592 – replacement of part-time Deputy Court Clerk
Transition of shared services employees to municipal budget
o $68,503 – Accounting Technician
o $120,860 – IT Director
• $130,144 increase for medical, dental and life Insurance costs (40%)
$16,931 increase for social security and Medicare taxes (08%)
$89,840 increase for ICMA and TMRS costs (46%)
142
EIGHT YEAR FORECAST NARRATIVE
o Operating expenditures and transfers out increased $1M
$300K – future Westlake resident enrollment capacity
$ 42K – increase to Keller Police contract services
$520K – transfer to Capital Projects Fund
$168K – transfer to Debt Service Fund
• Visitors Association Fund – Total expenditures and other uses increased by 27% primarily due
to operating transfers related to payroll and the transition of a part-time Communication
Specialist
• Utility Fund - Total expenses and other uses increased 14% and is composed primarily of
completion of the ground storage tank and a transfer to the General Fund in repayment of a
portion of funds needed for the ground storage tank project.
• CIP – Based on adopted CIP
• All Funds - Includes all adopted maintenance projects and equipment replacement to
maintain current level of service
FORECAST ASSUMPTIONS - FY 2015-2016 AND BEYOND PROJECTION
REVENUES AND OTHER FINANCING SOURCES:
• Sales tax revenue - increase 3% annually
• Property tax revenue – currently increased 2% for current evaluation
o Estimate value on the roll two years from date of permit for new construction–
separate line-item on forecast
• Other revenue - increase 2% annually
o Building permits/inspection/plan review fees are currently only increased by 2% will
breakout of additional bldg. permits/fees/inspections based on Granada growth.
EXPENDITURES AND OTHER FINANCING USES:
• Includes all adopted maintenance projects and equipment replacement to maintain
current level of service
• Salary and wages increase by 2% annually
• Payroll - increase by fire department personnel only until there are 4 per shift
• Includes 5-year personnel forecast
• Includes capital projects impact to operating budget
• Includes anticipated debt payments based on adopted CIP
• Includes 5-year technology plan
• Other expenditures increase by 3% (excluding any one-time expenditures)
• CIP based on adopted CIP
• Reduces Fire Department current expenditure related to utilities, etc. in future years upon
construction of Fire Station
• Westlake Academy reserve - $300K/annually (Student enrollment remains flat)
• Transfer from GF to CPF of $2.1M receipts in one-time permits from Granada for FY 14/15, FY
15-16 and FY 16-17 (Based on forecast )
• Granada lot fees of $10K/lot transferred to Westlake Academy Expansion for future
construction
• Annual transfers to maintenance and replacement funds
143
SCENARIO 1
Includes Delayed CIP (Fire Station Land only 14-15) (Construction in 18-19)
ESTIMATED 1 2 3 4 5 6 7 8
FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 20-21
GENERAL FUND 100
1 Sales Tax (ongoing 100% minus one time)3.0%4,100,000 4,535,000 4,671,050 4,811,182 4,955,517 5,104,182 5,257,308 5,415,027 5,577,478
2 Sales Tax (audit/one-time)0.0%400,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000
3 Sales Tax - additional due to commercial 50,000 51,500 53,045 103,045
4 Sales Tax Allocation to 4B linked (1,125,000) (1,158,750) (1,192,763) (1,227,795) (1,263,879) (1,301,046) (1,339,327) (1,378,757) (1,419,369)
5 Sales Tax Allocation to ED 2.0%(100,000) (100,000) (102,000) (104,040) (106,121) (108,243) (110,408) (112,616) (114,869)
6 Sales Tax Subtotal 3,275,000 3,376,250 3,476,288 3,579,346 3,685,517 3,844,894 3,959,073 4,076,699 4,246,285
7 Property Tax 2.0%1,189,825 1,209,094 1,233,276 1,257,941 1,283,100 1,308,762 1,334,937 1,361,636 1,388,869
8 Estimated Additional Property Tax - per schedule - 83,328 166,656 383,310 416,640 450,000 650,000
9 Property Tax (Fidelity abatement ends 20/21)0.02 125,647
10 Property Tax Subtotal 1,189,825 1,209,094 1,233,276 1,341,269 1,449,756 1,692,072 1,751,577 1,811,636 2,164,516
11 Permits and Fees (FD/MC/Other)2.0%148,510 148,510 151,480 154,510 157,600 160,752 163,967 167,246 170,591
12 Permits and Fees (Bldg Other Fees)2.0%109,990 109,990 112,190 114,434 116,722 119,057 121,438 123,867 126,344
13 Permits and Fees (Bldg Permits/Insp)2.0%750,000 480,000 480,000 144,000 480,000 480,000 480,000 480,000 480,000
14 Permits and Fees (Commercial)- 1,000,000 - - 1,000,000 - -
15 Estimated increased permits/fees for Granada 720,000 720,000 576,000 - - - - -
16 Total Permits and Fees 1,008,500 1,458,500 1,463,670 1,988,943 754,322 759,809 1,765,405 771,113 776,935
17 Beverage Tax 2.0%50,000 50,500 51,510 52,540 53,591 54,663 55,756 56,871 58,009
18 Franchise Fees 2.0%787,508 795,383 811,291 827,517 844,067 860,948 878,167 895,731 913,645
19 Fines & Forfeitures 2.0%645,000 670,000 683,400 697,068 711,009 725,229 739,734 754,528 769,619
20 Interest 2.0%8,670 8,670 8,843 9,020 9,201 9,385 9,572 9,764 9,959
21 Misc Income 2.0%55,959 60,094 61,296 62,522 63,772 65,048 66,349 67,676 69,029
22 Other Revenues 1,547,136 1,584,647 1,616,340 1,648,667 1,681,640 1,715,273 1,749,578 1,784,570 1,820,261
23 Transfer In - UF 500 Impact linked 37,500 37,500 38,250 39,015 39,795 40,591 41,403 42,231 43,076
24 Transfer In - UF (IF loan repymt of $500K plus int )- 256,245 256,245 - - - - - -
25 Transfer In - VA 220 Dept 22 3.0%13,020 13,220 13,617 14,025 14,446 14,879 15,326 15,785 16,259
26 Transfers In 50,520 306,965 308,112 53,040 54,241 55,470 56,729 58,016 59,335
27 Total Revenues & Transfers In 7,070,981 7,935,456 8,097,685 8,611,266 7,625,476 8,067,518 9,282,362 8,502,034 9,067,332
28 Payroll Salaries 3.0%(2,339,745) (2,862,360) (2,948,231) (3,036,678) (3,127,778) (3,221,612) (3,318,260) (3,417,808) (3,520,342)
29 Payroll Insurance (Health/Dental/Life)10.0%(325,884) (456,028) (501,631) (551,794) (606,974) (667,671) (734,438) (807,882) (888,670)
30 Payroll Taxes (SSM/WC/TWC)3.0%(209,783) (226,713) (233,515) (240,520) (247,736) (255,168) (262,823) (270,708) (278,829)
31 Payroll Retirement (TMRS/ICMA)3.0%(193,291) (283,131) (291,625) (300,373) (309,385) (318,666) (328,226) (338,073) (348,215)
34 Payroll Transfers In 3.0%607,660 809,308 833,587 858,595 884,352 910,883 938,209 966,356 995,346
33 5-yr Personnel Forecast (ONLY Fire thru 18-19)0 - (78,000) (158,340) (246,090) (253,473) (261,077) (268,909) (276,977)
34 Total Payroll and Related (2,461,043) (3,018,925) (3,219,415) (3,429,111) (3,653,610) (3,805,707) (3,966,615) (4,137,024) (4,317,686)
35 Supplies 3.0%(235,921) (213,041) (219,432) (226,015) (232,795) (239,779) (246,973) (254,382) (262,013)
36 Service (inc CP operational impact for 14-15)3.0%(2,194,112) (2,218,259) (1,846,078) (1,901,460) (1,958,504) (2,017,259) (2,077,777) (2,140,110) (2,204,313)
37 Service(K-5 Westlake reserve slots)fixed - (300,000) (300,000) (300,000) (300,000) (300,000) (300,000) (300,000) (300,000)
38 Insurance 3.0%(30,520) (31,614) (32,562) (33,539) (34,545) (35,582) (36,649) (37,749) (38,881)
39 R&M 3.0%(126,962) (159,060) (163,832) (168,747) (173,809) (179,023) (184,394) (189,926) (195,624)
40 Rent & Utilities 3.0%(299,812) (299,842) (308,837) (318,102) (327,645) (337,475) (347,599) (358,027) (368,768)
41 Debt (repayment to BBP)3.0%(18,339) (18,339) (18,339) (18,339) (18,339) (18,339) (18,339) (18,339) (18,339)
42 Reduce Solana rent (GFportion)3.0%- - - - - - - - -
43 Reduce Fire Station utilities 3.0%- - - - - - 15,298 15,757 16,230
44 Operating Impact - Parks/Rec Projects Project - - (7,570) (9,737) (10,029) (10,330) (10,640) (10,959) (11,288)
45 Operating Impact - Facilities Projects Project - - (19,430) (20,013) (20,613) (103,667) (106,777) (109,980) (113,280)
46 Operating Impact - Road Projects Project - - (111,305) (148,739) (166,417) (171,409) (176,551) (181,848) (187,303)
47 Total Operating Expenditures (2,905,665) (3,240,154) (3,027,385) (3,144,691) (3,242,697) (3,412,863) (3,490,401) (3,585,563) (3,683,579)
48 Capital Outlay 3.0%(31,700) (16,280) (16,768) (17,271) (17,790) (18,323) (18,873) (19,439) (20,022)
49 Capital Project 3.0%- - - - - - - - -
50 IT Forecast - (54,000) (56,500) (55,500) (60,000) (65,000) (65,000) (65,000) (65,000)
51 Total Capital (31,700) (70,280) (73,268) (72,771) (77,790) (83,323) (83,873) (84,439) (85,022)
52 Transfer Out - ED 210 (35,758) (35,758) (35,758) - - - - - -
53 Transfer Out - GMR 600 fixed (275,000) (275,000) (275,000) (225,000) (225,000) (225,000) (225,000) (225,000) (225,000)
54 Transfer Out - DS (Debt for Academy Exp $8.5M linked - - (447,798) (448,732) (445,172) (446,018) (451,180) (446,875) (450,880)
55 Transfer Out - VA for debt service - (162,400) (169,463) (171,025) (172,463) (168,838)
56 Transfer Out - DS 300 (Including 5-year CIP)linked (647,766) (815,854) (419,710) (159,107) (313,218) (268,047) (600,847) (486,987) (449,395)
57 Transfers Out - Operating (958,524) (1,126,612) (1,178,266) (832,840) (1,145,791) (1,108,528) (1,448,052) (1,331,325) (1,294,113)
58 Transfer Out - CP 410 linked - (430,000) - - - - - - -
59 Transfer Out - WAE 412 (630,000) - - - - - - - -
60 Transfer out - Capital Projects -one time $$(720,000) (720,000) (576,000) - - - - -
61 Transfers Out - Non Operating (630,000) (1,150,000) (720,000) (576,000) - - - - -
62 Total Expenditures & Transfers Out (6,986,933) (8,605,971) (8,218,334) (8,055,413) (8,119,888) (8,410,421) (8,988,941) (9,138,351) (9,380,400)
63 NET R&TI Over(Under) E&TO 84,048 (670,515) (120,649) 555,852 (494,411) (342,903) 293,421 (636,316) (313,069)
64 Beginning Fund Balance 5,812,583 5,896,631 5,226,116 5,105,466 5,661,318 5,166,907 4,824,004 5,117,425 4,481,109
65 Ending Fund Balance 5,896,631 5,226,116 5,105,466 5,661,318 5,166,907 4,824,004 5,117,425 4,481,109 4,168,041
66 Restricted/Committed/Assigned 2.0%265,126 255,079 260,181 265,384 270,692 276,106 281,628 287,260 293,006
67 Restricted/Committed/Assigned (portion of 1 time fees)- - - - -
68 Unassigned Ending Balance 5,631,505 4,971,037 4,845,286 5,395,934 4,896,215 4,547,898 4,835,798 4,193,849 3,875,035
69 Operating Days 323 243 236 263 220 197 196 168 151
DESCRIPTION
TOWN OF WESTLAKE
Includes Granada revenue only
All Municipal Funds
EIGHT YEAR FORECAST
144
SCENARIO 1
Includes Delayed CIP (Fire Station Land only 14-15) (Construction in 18-19)
ESTIMATED 1 2 3 4 5 6 7 8
FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 20-21DESCRIPTION
TOWN OF WESTLAKE
Includes Granada revenue only
All Municipal Funds
EIGHT YEAR FORECAST
DEBT SERVICE FUND
70 Property Tax ref 2011 CO 140,522 166,969 154,903 154,875 155,025 154,975 154,725 154,275 154,600
71 Transfer in - GF 100- including 5-year CIP 647,766 364,407 419,710 159,107 313,218 268,047 600,847 486,987 449,395
72 Transfer in - GF 100 - Phase I - 451,447 447,798 448,732 445,172 446,018 451,180 446,875 450,880
73 Transfer In - VA 220 linked 151,700 164,450 142,250 169,950 162,400 169,463 171,025 172,463 168,838
74 Transfer In - 4B 200 linked 1,125,500 1,159,250 1,193,263 1,228,295 1,264,379 1,301,546 1,339,827 1,379,257 1,419,869
75 Total Revenues & Transfers In 2,065,488 2,306,523 2,357,923 2,160,960 2,340,195 2,340,048 2,717,604 2,639,857 2,643,582
76
77 DS Principal - Issue 2002 CO Phase I (330,000) - - - - - - - -
78 DS Interest - Issue 2002 CO (21,450) - - - - - - - -
79 Bank Charge - 2002 CO - - - - - - - - -
80
81 DS Principal - Issue 2003 CO Phase II (175,000) (185,000) (190,000) - - - - - -
82 DS Interest - Issue 2003 CO (97,411) (90,630) (83,230) (75,250) (75,250) (75,250) (75,250) - -
83 Bank Charge - 2003 CO - - - - - - - - -
84
85 DS Principal - Issue 2007 GORB Refunding (35,000) (35,000) (410,000) (425,000) (40,000) (40,000) (45,000) (50,000) (55,000)
86 DS Interest - Issue 2007 GORB (294,608) (293,295) (291,983) (276,608) (259,608) (258,008) (256,408) (254,608) (252,608)
87 Bank Charge - 2007 GORB (400) (400) (400) (400) (400) (400) (400) (400) (400)
88
89 DS Principal - Issue 2011 GORB Refunding (100,000) (440,000) (100,000) (275,000) (700,000) (715,000) (730,000) (750,000) (770,000)
90 DS Interest - Issue 2011 GORB (223,200) (217,800) (212,400) (207,275) (192,650) (171,425) (149,750) (127,550) (107,750)
91 Bond Issue Cost 2011 GORB - -
92 Bond Issue Cost 2011 GORB - -
93 Bank Charge - 2011 GORB (400) (400) (400) (400) (400) (400) (400) (400) (400)
94
95 DS Principal - Issue 2011 CO Taxes (93,000) (97,000) (100,000) (75,000) (79,000) (83,000) (87,000) (91,000) (96,000)
96 DS Interest - Issue 2011 CO (60,791) (57,704) (54,503) (79,475) (75,625) (71,575) (67,325) (62,875) (58,200)
97 Bank Charge - 2011 CO (77) (400) (400) (400) (400) (400) (400) (400) (400)
98
99 DS Principal - Issue 2013 GORB Ref 2008 (105,000) (120,000) (100,000) (130,000) (125,000) (135,000) (140,000) (145,000) (145,000)
100 DS Interest - Issue 2013 GORB A&S (46,700) (44,450) (42,250) (39,950) (37,400) (34,463) (31,025) (27,463) (23,838)
95 Bank Charge - 2013 GORB (400) (400) - - - - - - -
96 Bond Issue Cost 2013 GORB - - - - - - - - -
97
98 DS Principal - Issue 2013 CO WA (89,000) (173,550) (173,550) (178,000) (178,000) (182,450) (191,350) (191,350) (200,250)
99 DS Interest - Issue 2013 CO Expansion (362,371) (277,719) (274,248) (270,732) (267,172) (263,568) (259,830) (255,525) (250,630)
100 Bank Charge - 2013 CO (400) (400) - - - - - - -
107
108 DS Principal - Issue 2014 GORB Refunding - (195,000) (200,000) (5,000) (5,000) (5,000) (5,000) (5,000) (5,000)
109 DS Interest - Issue 2014 GORB (43,626) (65,510) (61,560) (59,470) (59,290) (59,110) (58,930) (58,750) (58,570)
110 Bank Charge - 2014 GORB - - - - - - - - -
111
112 2014-15 CO (FS LAND only ($56K per $1M) (1.125M) (30yr)(63,000) (63,000) (63,000) (63,000) (63,000) (63,000) (63,000)
113
114 2016-17 CO$2.69M Roads/trails $70K per $1M) (20 Yrs)- - (182,000) (182,000) (182,000) (182,000) (182,000)
115
116 2018-19 (FS (Construction) ($6.7M) (30 yrs)- - - - (374,536) (374,536) (374,536)
117
118 Total Expenditures & Transfers Out (2,078,834) (2,294,658) (2,357,923) (2,160,960) (2,340,195) (2,340,048) (2,717,604) (2,639,857) (2,643,582)
119 NET R&TI Over(Under) E&TO (13,346)11,865 0 0 0 0 0 0 0
120 Beginning Fund Balance 1,481 (11,865) (0) (0) (0) (0) (0) (0) (0)
121 Ending Fund Balance (11,865) (0) (0) (0) (0) (0) (0) (0) (0)
122 Restricted/Committed/Assigned - - - - - - - - -
123 Unassigned Ending Balance (11,865) (0) (0) (0) (0) (0) (0) (0) (0)
145
SCENARIO 1
Includes Delayed CIP (Fire Station Land only 14-15) (Construction in 18-19)
ESTIMATED 1 2 3 4 5 6 7 8
FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 20-21DESCRIPTION
TOWN OF WESTLAKE
Includes Granada revenue only
All Municipal Funds
EIGHT YEAR FORECAST
UTILITY FUND
124 Water/Sewer/Waste Revenues 2.0%2,746,850 3,211,810 3,276,046 3,341,567 3,408,398 3,476,566 3,546,098 3,617,020 3,689,360
125 Water/Sewer Tap Fees 2.0%31,350 23,250 23,715 24,189 24,673 25,167 25,670 26,183 26,707
126 Fort Worth Impact Fees 2.0%38,800 37,500 38,250 39,015 39,795 40,591 41,403 42,231 43,076
127 Misc Income 2.0%402,704 192,004 195,844 199,761 203,756 207,831 211,988 216,228 220,552
128 Interest 2.0%6,425 6,000 6,120 6,242 6,367 6,495 6,624 6,757 6,892
131 Total Revenues & Transfers In 3,226,129 3,470,564 3,539,975 3,610,775 3,682,990 3,756,650 3,831,783 3,908,419 3,986,587
132 Expenditures 3.0%(930,578) (877,089) (903,402) (930,504) (958,419) (987,171) (1,016,786) (1,047,290) (1,078,709)
133 Solana Expense -
134 Water Purchases 3.0%(1,134,600) (1,280,600) (1,319,018) (1,358,589) (1,399,346) (1,441,327) (1,484,566) (1,529,103) (1,574,976)
136 Payroll Transfers to GF w acct 3.0%(321,554) (352,198) (362,764) (373,647) (384,856) (396,402) (408,294) (420,543) (433,159)
138 Funded/Proposed Capital Projects Impact to Operations - (13,100) (25,730) (26,501) (27,295) (27,295) (27,295) (27,295)
139 Total Operating Expense (2,386,732) (2,509,887) (2,598,283) (2,688,469) (2,769,122) (2,852,195) (2,936,942) (3,024,231) (3,114,139)
140 Transfer Out - UMR 510 fixed (263,530) (450,000) (300,000) (300,000) (300,000) (300,000) (300,000) (300,000) (300,000)
141 Transfer Out - GF 100 Loan Repayment linked - (256,245) (256,245) - - - - - -
142 Transfer Out - GF 100 Impact Fees linked (37,500) (37,500) (38,250) (39,015) (39,795) (40,591) (41,403) (42,231) (43,076)
145 Total Transfers Out (301,030) (743,745) (594,495) (339,015) (339,795) (340,591) (341,403) (342,231) (343,076)
146 N1 Sewer Line Transfer 0.0%(82,967) (250,000) - - - - - - -
149 Ground Storage Tank 0.0%(1,403,197) - - - - - - - -
151 METER READING EQUIPMENT NEW 0.0%- (38,500) (35,000) - - - - - -
152 Total Capital Projects (1,486,164) (288,500) (35,000) - - - - - -
153 Debt Service (Hillwood)3.0%(73,000) (73,000) (75,190) (77,446) (79,769) (82,162) (84,627) (87,166) (89,781)
154 Debt Service (Keller OH Storage) fy2020 linked (119,462) (118,212) (118,949) (119,879) (120,538) (120,936) (121,149) (122,688) -
155 DS Principal - Issue 2013 CO Ground Storage Ta $1.025M (11,000) (21,450) (21,450) (22,000) (22,000) (22,550) (23,650) (23,650) (24,750)
156 DS Interest - Issue 2013 CO Ground Storage Tank (44,787) (34,325) (33,896) (33,461) (33,021) (32,576) (32,114) (31,582) (30,977)
157 Total Debt (248,250) (246,987) (249,485) (252,786) (255,328) (258,224) (261,540) (265,086) (145,507)
158 Total Expenditures & Transfers Out (4,422,175) (3,789,119) (3,477,264) (3,280,269) (3,364,245) (3,451,010) (3,539,885) (3,631,548) (3,602,722)
159 NET R&TI Over(Under) E&TO (1,196,046) (318,555) 62,712 330,505 318,745 305,640 291,898 276,871 383,865
160 Beginning Fund Balance 5,765,723 4,569,677 4,251,122 4,313,833 4,644,339 4,963,084 5,268,724 5,560,622 5,837,493
161 Ending Fund Balance 4,569,677 4,251,122 4,313,833 4,644,339 4,963,084 5,268,724 5,560,622 5,837,493 6,221,358
162 Restricted/Committed/Assigned 2.0%186,657 188,524 192,294 196,140 200,063 204,064 208,146 212,309 216,555
163 Unassigned Ending Balance 4,383,020 4,062,598 4,121,539 4,448,198 4,763,021 5,064,660 5,352,476 5,625,184 6,004,803
164 Total Operating Expenditures 2,634,981 2,756,874 2,847,769 2,941,254 3,024,450 3,110,419 3,198,482 3,289,317 3,259,647
165 Operating Days 607 538 528 552 575 594 611 624 672
UTILITY MAINTENANCE AND REPLACEMENT FUND
213 Revenues 1.0%125 125 126 128 129 130 131 133 134
214 Transfers In - UF 500 linked 263,530 450,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000
215 Total Revenues & Transfers In 263,655 450,125 300,126 300,128 300,129 300,130 300,131 300,133 300,134
216 Expenditures linked (296,530) (203,000) (82,500) (87,500) (90,000) (90,000) (90,000) (90,000) (90,000)
217 REPAINT EXISTING STORAGE TANK NEW - (160,000) - - - - - -
218 Total Expenditures & Transfers Out (296,530) (203,000) (242,500) (87,500) (90,000) (90,000) (90,000) (90,000) (90,000)
219 NET R&TI Over(Under) E&TO (32,875) 247,125 57,626 212,628 210,129 210,130 210,131 210,133 210,134
220 Beginning Fund Balance 61,298 28,423 275,548 333,174 545,802 755,931 966,061 1,176,192 1,386,325
221 Ending Fund Balance 28,423 275,548 333,174 545,802 755,931 966,061 1,176,192 1,386,325 1,596,459
222 Restricted/Committed/Assigned 28,423 275,548 333,174 545,802 755,931 966,061 1,176,192 1,386,325 1,596,459
223 Assigned Ending Balance (projected)- - - - - - - - -
146
SCENARIO 1
Includes Delayed CIP (Fire Station Land only 14-15) (Construction in 18-19)
ESTIMATED 1 2 3 4 5 6 7 8
FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 20-21DESCRIPTION
TOWN OF WESTLAKE
Includes Granada revenue only
All Municipal Funds
EIGHT YEAR FORECAST
CAPITAL PROJECTS FUND
224 FM1938 Streetscape/Wayfinding Contribution - 320,000 - - - - - - -
225 Hwy 377 Westport Parkway Signal 16,500 - - - - - - - -
226 Contributions 114/170 Enhance - - - 160,000 - - - - -
227 Interest Income 7,400 7,400 4,000 3,500 - - - -
228 Transfer in from GF linked - 430,000 - - - - - - -
229 Transfer in from GF (Addl permits)linked 720,000 720,000 576,000 - -
230 Other Sources - Bond Proceeds 1,125,000 - 2,600,000 - 6,708,145
231 Other Sources - Bond Proceeds (trails, etc)- - - - - - - - -
232 Total Revenues & Transfers In 23,900 2,602,400 724,000 3,339,500 - 6,708,145 - - -
233 WATERLINE & WELL IMPROVEMENTS NEW - (63,000) - - - - - - -
235 FIRE STATION COMPLEX NEW - (1,125,000)- - - (6,688,145) - - -
236 MAINTENANCE & STORAGE FACILITY NEW - - - - - (20,000) - - -
237 FM 1938 Streetscaping (Cash)(1,687,600) (637,267) - - - - - - -
238 FM 1938 Streetscaping(Bonds)(42,733)
239 FM 1938 Streetscaping (Contribution)(320,000)
240 SH 114/Hwy 170 Enhancements (7,500) - - - - - - -
241 SH 114/Hwy 170 Enhancements (Cash)-Contribution - (160,000)
242 SH 114/Hwy 170 Enhancements (Cash)(680,467)
243 S. Roanoke Road Reconstruction & Drainage - (453,000) - - - - - - -
244 Sam School Road Reconstruction & Drainage - (266,000) - - - - - -
245 E. Dove Road Reconstruction & Drainage (Vaq - TB)- (100,000) (414,945) - - - - - -
246 Trail and Parks Improvements - (195,000) - - - - - - -
247 Transfer out to WA Expansion parking lot (200,000) - - - - - - - -
248 Outdoor Warning System - (99,000) - - - - - - -
249 HWY 377 Landscape Improvements - - - - - - - - -
250 - - - (381,250) - - - - -
251 Trail - Dove/Pearson/Aspen - - - (273,600) - - - - -
252 Ottinger Road - Creek Bridge - - - - (330,000) - - - -
253 Ottinger Road Recon/Drain - - - - (572,710) - - - -
254 Trail - WA to Cemetery - - - (276,100) - - - -
255 Total Expenditures & Transfers Out (1,904,120) (3,301,000) (414,945) (1,495,317) (1,178,810) (6,708,145) - - -
256 NET R&TI Over(Under) E&TO (1,880,220) (698,600) 309,055 1,844,183 (1,178,810) - - - -
257 Beginning Fund Balance 2,638,835 758,616 60,015 369,070 2,213,253 1,034,443 1,034,443 1,034,443 1,034,443
258 Ending Fund Balance 758,616 60,016 369,070 2,213,253 1,034,443 1,034,443 1,034,443 1,034,443 1,034,443
259 Restricted/Committed/Assigned 758,616 60,016 369,070 2,213,253 1,034,443 1,034,443 1,034,443 1,034,443 1,034,443
260 Unassigned Ending Balance - - - - - - - - -
WESTLAKE ACADEMY EXPANSION
261 Contributions 66,000 - - - - - - - -
262 Interest Earned Bonds 5,000 -
263 Misc Revenue 8,500 -
264 Transfer in from GF 630,000 - - - - - - - -
265 Transfer in from CP 200,000 - - - - - -
266 Transfer in from ED Fund 440,000 400,000 - - - - - -
267 Other Sources 466,775 - - - - - - - -
268 Total Revenues & Transfers In 1,376,275 440,000 400,000 - - - - - -
269 Expenditures (8,191,950) (902,805) - - - - - - -
275 Total Expenditures & Transfers Out (8,191,950) (902,805) - - - - - - -
276 NET R&TI Over(Under) E&TO (6,815,675) (462,805) 400,000 - - - - - -
277 Beginning Fund Balance 7,718,480 902,805 440,000 840,000 840,000 840,000 840,000 840,000 840,000
278 Ending Fund Balance 902,805 440,000 840,000 840,000 840,000 840,000 840,000 840,000 840,000
279 Restricted Funds 902,805 440,000 840,000 840,000 840,000 840,000 840,000 840,000 840,000
280 Unassigned Ending Balance (projected)- - - - - - - - -
GENERAL MAINTENANCE & REPLACEMENT
281 Revenues 1.0%1,750 3,750 3,788 3,825 3,864 3,902 3,941 3,981 4,021
282 Transfers In - GF 100 linked 275,000 275,000 275,000 225,000 225,000 225,000 225,000 225,000 225,000
283 Total Revenues & Transfers In 276,750 278,750 278,788 228,825 228,864 228,902 228,941 228,981 229,021
284 Expenditures (361,045) (1,264,000) (149,500) (224,450) (193,500) (194,000) (200,000) (200,000) (200,000)
285 Transfers Out - - - - - - - - -
286 Total Expenditures & Transfers Out (361,045) (1,264,000) (149,500) (224,450) (193,500) (194,000) (200,000) (200,000) (200,000)
287 NET R&TI Over(Under) E&TO (84,295) (985,250) 129,288 4,375 35,364 34,902 28,941 28,981 29,021
288 Beginning Fund Balance 1,239,048 1,154,753 169,503 298,790 303,166 338,529 373,432 402,373 431,354
289 Ending Fund Balance 1,154,753 169,503 298,790 303,166 338,529 373,432 402,373 431,354 460,374
290 Restricted/Committed/Assigned 1,154,753 169,503 298,790 303,166 338,529 373,432 402,373 431,354 460,374
291 Unassigned Ending Balance - - - - - - - - -
Pearson Lane Recon/Drain One Project
One Project
147
SCENARIO 1
Includes Delayed CIP (Fire Station Land only 14-15) (Construction in 18-19)
ESTIMATED 1 2 3 4 5 6 7 8
FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 20-21DESCRIPTION
TOWN OF WESTLAKE
Includes Granada revenue only
All Municipal Funds
EIGHT YEAR FORECAST
VISITORS ASSOCIATION FUND
292 Hotel Tax 2.0%700,000 707,000 721,140 735,563 750,274 765,280 780,585 796,197 812,121
293 Other Revenues 2.0%21,550 21,550 21,981 22,421 22,869 23,326 23,793 24,269 24,754
294 Transfers In - GF for Debt Service - - - - 162,400 169,463 171,025 172,463 168,838
295 Total Revenues & Transfers In 721,550 728,550 743,121 757,983 935,543 958,068 975,403 992,929 1,005,713
296 Expenditures 3.0%(241,322) (249,814) (257,308) (265,028) (272,979) (281,168) (289,603) (298,291) (307,240)
297 Solana Expense -
298 Payroll Transfers to GF 3.0%(286,107) (457,110) (470,823) (484,948) (499,496) (514,481) (529,916) (545,813) (562,187)
299 Transfer Out - GF 100 Dept 22 linked (13,020) (13,220) (13,617) (14,025) (14,446) (14,879) (15,326) (15,785) (16,259)
300 Transfer Out - DS 300 Schedule (151,700) (164,450) (142,250) (169,950) (162,400) (169,463) (171,025) (172,463) (168,838)
301 Total Expenditures & Transfers Out (692,149) (884,594) (883,998) (933,951) (949,321) (979,991) (1,005,869) (1,032,352) (1,054,524)
302 NET R&TI Over(Under) E&TO 29,401 (156,044) (140,877) (175,967) (13,778) (21,922) (30,466) (39,424) (48,811)
303 Beginning Fund Balance 1,026,639 1,056,040 899,996 759,119 583,152 569,374 547,452 516,986 477,562
304 Ending Fund Balance 1,056,040 899,996 759,119 583,152 569,374 547,452 516,986 477,562 428,751
305 Restricted/Committed/Assigned 151,700 164,450 142,250 169,950 162,400 169,463 171,025 172,463 168,838
306 Unassigned Ending Balance 904,340 735,546 616,869 413,202 406,974 377,989 345,961 305,099 259,913
307 Operating Days 477 304 255 161 156 141 126 108 90
4B ECONOMIC DEVELOPMENT FUND
308 Sales tax (on-going)linked 1,025,000 1,146,250 1,092,763 1,127,795 1,163,879 1,201,046 1,314,327 1,353,757 1,394,369
309 Sales tax (one-time)fixed 100,000 12,500 100,000 100,000 100,000 100,000 25,000 25,000 25,000
310 Interest fixed 500 500 500 500 500 500 500 500 500
311 Total Revenues & Transfers In 1,125,500 1,159,250 1,193,263 1,228,295 1,264,379 1,301,546 1,339,827 1,379,257 1,419,869
312 Expendures - - - - - - - - -
313 Transfer Out (1,125,500) (1,159,250) (1,193,263) (1,228,295) (1,264,379) (1,301,546) (1,339,827) (1,379,257) (1,419,869)
314 Total Expenditures & Transfers Out (1,125,500) (1,159,250) (1,193,263) (1,228,295) (1,264,379) (1,301,546) (1,339,827) (1,379,257) (1,419,869)
315 NET R&TI Over(Under) E&TO - - - - - - - - -
316 Beginning Fund Balance - - - - - - - - -
317 Ending Fund Balance - - - - - - - - -
318 Restricted/Committed/Assigned - - - - - - - - -
319 Unassigned Ending Balance - - - - - - - - -
320 General Sales Tax linked linked 100,000 100,000 102,000 104,040 106,121 108,243 110,408 112,616 114,869
321 Hotel/Motel Tax 2.0%70,000 70,000 71,400 72,828 74,285 75,770 77,286 78,831 80,408
322 Granada/Entrada $10K/lot 440,000 400,000
323 Transfers In End F fixed 35,758 35,758 35,758 - - - - - -
324 Total Revenues & Transfers In 205,758 645,758 609,158 176,868 180,405 184,013 187,694 191,448 195,277
325 Expendures (205,758) 234,242 (209,158) (176,868) (180,405) (184,013) (187,694) (191,448) (195,277)
326 Transfers Out - (440,000) - - - - - - -
327 Transfer out to Debt Service Fund - - - - -
328 Transfer out to CP - Academy Expansion (440,000) (400,000) - - - - - -
329 Total Expenditures & Transfers Out (205,758) (645,758) (609,158) (176,868) (180,405) (184,013) (187,694) (191,448) (195,277)
330 NET R&TI Over(Under) E&TO - - - - - - - - -
331 Beginning Fund Balance - - - - - - - - -
332 Ending Fund Balance - - - - - - - - -
333 Restricted/Committed/Assigned - - - - - - - - -
334 Unassigned Ending Balance - - - - - - - - -
CEMETERY FUND
345 Revenues 2.0%6,060 6,060 6,181 6,305 6,431 6,560 6,691 6,825 6,961
346 Transfers In 2.0%- - - - - - - - -
347 Total Revenues & Transfers In 6,060 6,060 6,181 6,305 6,431 6,560 6,691 6,825 6,961
348 Expenditures 3.0%(6,440) (13,940) (14,358) (14,789) (15,233) (15,690) (16,160) (16,645) (17,144)
349 Transfers Out 3.0%- - - - - - - - -
350 Total Expenditures & Transfers Out (6,440) (13,940) (14,358) (14,789) (15,233) (15,690) (16,160) (16,645) (17,144)
351 NET R&TI Over(Under) E&TO (380) (7,880) (8,177) (8,484) (8,802) (9,130) (9,470) (9,821) (10,183)
352 Beginning Fund Balance 147,621 147,241 139,361 131,184 122,700 113,898 104,768 95,299 85,478
353 Ending Fund Balance 147,241 139,361 131,184 122,700 113,898 104,768 95,299 85,478 75,295
354 Restricted/Committed/Assigned 147,241 139,361 131,184 122,700 113,898 104,768 95,299 85,478 75,295
355 Unassigned Ending Balance - - - - - - - - -
LONE STAR FUND
356 Revenues 3.0%45 45 46 48 49 51 52 54 55
357 Transfers In 3.0%- - - - - - - - -
358 Total Revenues & Transfers In 45 45 46 48 49 51 52 54 55
359 Expenditures 3.0%- - - - - - - - -
360 Transfers Out 3.0%- - - - - - - - -
361 Total Expenditures & Transfers Out - - - - - - - - -
362 NET R&TI Over(Under) E&TO 45 45 46 48 49 51 52 54 55
363 Beginning Fund Balance 13,599 13,644 13,689 13,736 13,784 13,833 13,883 13,936 13,989
364 Ending Fund Balance 13,644 13,689 13,736 13,784 13,833 13,883 13,936 13,989 14,045
365 Restricted/Committed/Assigned 13,644 13,689 13,736 13,784 13,833 13,883 13,936 13,989 14,045
366 Unassigned Ending Balance - - - - - - - - -
SUMMARY
367 Total Revenues & Transfers in 16,362,091 20,023,481 18,250,266 20,420,953 16,564,462 23,851,631 18,870,488 18,149,935 18,854,531
368 Total Expenditures & Transfers Out (26,271,434) (23,064,095) (17,561,242) (17,657,813) (17,695,976) (23,674,864) (18,085,980) (18,319,457) (18,603,519)
369 NET R&TI Over(Under) E&TO (9,909,343) (3,040,614) 689,023 2,763,140 (1,131,514) 176,768 784,509 (169,523) 251,012
t 370 Beginning Fund Balance 24,425,307 14,515,964 11,475,350 12,164,374 14,927,513 13,796,000 13,972,767 14,757,276 14,587,754
371 Ending Fund Balance 14,515,964 11,475,350 12,164,374 14,927,513 13,796,000 13,972,767 14,757,276 14,587,754 14,838,765
372 Restricted/Committed/Assigned 3,608,965 1,706,170 2,580,680 4,670,179 3,729,789 3,982,220 4,223,041 4,463,621 4,699,014
373 Unassigned Ending Balance 10,906,999 9,769,180 9,583,694 10,257,334 10,066,210 9,990,547 10,534,235 10,124,132 10,139,751
ECONOMIC DEVELOPMENT FUND
148
149
GGLLOOSSSSAARRYY OOFF TTEERRMMSS
Account: A separate
financial reporting unit for
budgeting, management,
or accounting purposes.
All budgetary transactions,
whether revenue or
expenditure, are recorded
in accounts.
Adopted Budget: The
budget as modified and
finally approved by the
Town Council. The
adopted budget is
authorized by resolution
that sets the legal
spending limits for the fiscal
year.
Accounts Payable: A
liability account reflecting
amount of open accounts
owed to private persons or
organizations for goods
and services received by a
government (but not
including amounts due to
other funds of the same
government or to other
governments).
Accounts Receivable: An
asset account reflecting
amounts owed to open
accounts from private
persons or organizations for
goods or services furnished
by the government.
Accrual Accounting:
Recognition of the
financial effects of
transactions, events, and
circumstances in the
period(s) when they occur
regardless of when the
cash is received or paid.
Activity: A service
performed by a
department or division.
Allocation: A part of a
lump-sum amount, which is
designated for
expenditure by specific
organization units and/or
for special purposes,
activities, or objects.
Amortization: Payment of
principal plus interest over
a fixed period of time.
Appropriation: An
authorization made by the
legislative body of a
government, which
permits officials to incur
obligations against and to
make expenditures of
governmental resources.
Specific appropriations are
usually made at the fund
level and are granted for a
one-year period.
Appropriation Ordinance:
The official enactment by
the legislative body
establishing the legal
authority for officials to
obligate and expend
resources.
Assets: Resources owned
or held by the Town which
has monetary value.
Audit: An examination,
usually by an official or a
private accounting firm
retained by the Town
Council, of organization
financial statements and
the utilization of resources.
Balance Sheet: The basic
financial statement, which
discloses the assets,
liability, and equities of an
entity at a specific date in
conformity with General
Accepted Accounting
Principles.
Balanced Budget: A
budget adopted by the
Town Council and
authorized by resolution
where the proposed
expenditures are equal to
or less than the proposed
revenues plus fund
balances.
Basis of Accounting: A
term used referring to
when revenue,
expenditures, expenses,
and transfers – and related
assets and liabilities – are
recognized in the
accounts and reported in
the Town’s financial
statements.
Bond: A written promise to
pay a specified sum of
money, called the face
sum of money, called the
principal amount, at a
specified date or dates in
the future, called the
maturity date(s), together
with periodic interest at a
specified rate.
Bond Covenant: A legally
enforceable agreement
with bondholders that
requires the governmental
agency selling the bond to
meet certain conditions in
the repayment of the
debt.
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GGLLOOSSSSAARRYY OOFF TTEERRMMSS
Bond Ordinance: A law
approving the sale of
bonds that specifies how
proceeds may be spent.
Bond Funds: Resources
derived from issuance of
bonds for financing capital
improvements.
Budget: The Town's
financial plan for a specific
fiscal year that contains an
estimate of proposed
expenditures and the
proposed means of
financing them.
Budget Amendment: A
revision of the adopted
budget that, when
approved by the Council,
replaces the original
provision.
Budget Calendar:
Schedule of key dates
which the Town follows in
the preparation and
adoption of the budget.
Budget Document:
Instrument used by the
budget-making authority
to present a
comprehensive financial
plan of operations to the
Town Council.
Budgetary Control: The
control or management of
the organization in
accordance with an
approved budget for the
purpose of keeping
expenditures within the
limitations of available
appropriations and
revenues.
Capital Expenditures: Any
major non-recurring
expenditure or
expenditure for facilities,
including additions or
major alterations,
construction of highways
or utility lines, fixed
equipment, landscaping
or similar expenditures.
Cash Basis: A basis of
accounting under which
transactions are
recognized when cash
changes hand
Certificates of Obligations
(CO’s): Similar to general
obligation bonds except
certificates require no
voter approval.
Comprehensive Annual
Financial Report (CAFR):
This report summarizes
financial data for the
previous fiscal year in a
standardized format.
Contingency: A budgetary
reserve set aside for
emergencies or
unforeseen expenditures
not otherwise budgeted.
Contractual Services: The
costs related to services
performed for the Town by
individuals, businesses, or
utilities.
Cost: The amount of
money or other
consideration exchanged
for property or services.
Cost may be incurred
before money is paid; that
is, as soon as liability is
incurred.
Council: The Mayor and
five council members
collectively acting as the
legislative and
policymaking body of the
town
Current Assets: Those
assets which are available
or can be made readily
available to finance
current operations or to
pay current liabilities. Those
assets which will be used
up or converted into cash
within one year. Some
examples are cash,
temporary investments,
and accounts receivable
collected within one year.
Current Liabilities: Debt or
other legal obligation
arising out of transactions
in the past which must be
liquidated, renewed, or
refunded within one year.
Debt Service Fund: A fund
used to account for the
moneys set aside for the
payment of interest and
principal to holders of the
Town's general obligation
and revenue bonds, the
sale of which finances
long-term capital
improvements, such as
facilities, streets and
drainage, parks and
water/wastewater systems.
Deficit: The excess of
expenditures over
revenues during an
accounting period; or, in
the case of proprietary
funds, the excess of
expense over income
151
GGLLOOSSSSAARRYY OOFF TTEERRMMSS
during an accounting
period.
Department: A major
administrative division of
the Town that indicates
overall management
responsibility for an
operation or a group of
related operations within a
functional area.
Depreciation: Change in
the value of assets
(equipment, buildings, etc.
with a useful life of 5 years
or more) due to the use of
the asset.
EMS: Emergency Medical
Services
Encumbrances: The
commitment of
appropriated funds to
purchase an item or
service.
Enterprise Fund: A fund
established to account for
operations that are
financed and operated in
a manner similar to private
business enterprises –
where the intent of the
governing body is that the
costs of providing goods or
services to the general
public on a continuing
basis be financed or
recovered primarily
through user charges.
Excess Fund Balance: The
excess of a fund’s current
assets over its current
liabilities and required
reserve limits.
Exempt: Personnel not
eligible to receive
overtime pay and who are
expected to work
whatever hours are
necessary to complete
their job assignments.
Expenditures: Outflow or
non-enterprise funds paid
or to be paid for an asset
obtained or goods and
services obtained.
Expenses: Outflow of
enterprise funds paid or to
be paid for an asset
obtained or goods and
services obtained.
Fiscal Policy: The Town’s
policies with respond to
spending and debt
management as they
relate to government
services, programs, and
capital investments.
Reflect a set off principals
for the planning and
programming of
government budgets.
Fiscal Year: A 12-month
period to which the annual
operating budget applies
and at the end of which a
government determines its
financial position and the
result of its operations. The
Town of Westlake’s fiscal
year begins each October
1st and ends the following
September 30th.
Fixed Assets: Assets of a
long-term character,
which are intended to
continue to be held or
used, such as land,
buildings, improvements
other than buildings,
machinery, and
equipment.
Franchise Fee: A fee
levied by the Town Council
on businesses that use
Town property or right-of-
way. This fee is usually
charged as a percentage
of gross receipts.
Full-Time Equivalent (FTE):
The measure of authorized
personnel often referred to
as worker-years. The full
time equivalent of 1
person (1 FTE)
approximately represents
2080 hours of work per
year.
Fund: A fiscal and
accounting entity with a
self-balancing set of
accounts recording cash
and other financial
resources, together with all
related liabilities and
residual equities or
balances, and changes
therein, which are
segregated for the
purpose of carrying on
specific activities or
attaining certain
objectives in accordance
with special regulations,
restrictions, or limitations.
Fund Accounting: A
governmental accounting
system that is organized
and operated on a fund
basis.
Fund Balance: The excess
of a fund's current assets
over its current liabilities,
sometimes called working
152
GGLLOOSSSSAARRYY OOFF TTEERRMMSS
capital or fund equity. A
negative fund balance is
often referred to as a
deficit.
GAAP-Generally
Accepted Accounting
Principles: Uniform
minimum standards and
guidelines for financial
accounting and reporting.
They govern the form and
content of the financial
statements of an entity.
GAAP encompass the
conventions, rules and
procedures necessary to
define accepted
accounting practice at a
particular time. They
include not only broad
guidelines of general
applications, but also
detailed practices and
procedures. GAAP
provide a standard by
which to measure financial
presentations.
GASB: Acronym for
Government Accounting
Standards Board, an
independent, non-profit
agency responsible for the
promulgation of
accounting and financial
reporting procedures for
governmental entities.
GFOA: Government
Finance Officers
Association of the United
States and Canada
General Fund: The fund
used to account for all
financial resources except
those required to be
accounted for in another
fund. The General Fund is
tax supported.
General Obligation Bonds:
Bonds sold and
guaranteed by the Town,
in which the full faith and
credit of the Town is
pledged for repayment.
Governmental Funds: The
funds through which most
governmental functions
typically are financed. The
acquisition, use, and
financial resources and the
related current liabilities
are accounted for through
governmental funds
(General, Special
Revenue, Capital Projects,
and Debt Service Funds).
Goal: Generalized
statements of where an
organization desires to be
at some future time with
regard to certain
operating elements (e.g.
financial condition, service
levels provided, etc.)
Grant: A contribution by a
government or other
organization to support a
particular function.
Typically, these
contributions are made to
local governments from
state or federal
governments.
Infrastructure: Basic public
investments such as streets,
storm drainage, water and
sewer lines, streetlights and
sidewalks.
Inter-fund transfer: The
transfer of money from one
fund to another.
Investments: Securities and
real estate held for the
production of revenues in
the form of interest,
dividends, rentals, or lease
payments.
L.F. (Linear feet): Length in
feet.
Lift Station: The Town’s
collection system relies on
gravity to collect water.
When the system gets to
an unreasonable depth, a
lift station pumps the water
to a higher elevation so
the gravity process can
begin again.
Line-item budget: A
budget format in which
departmental outlays are
grouped according to the
items that will be
purchased.
MGD: Million gallons per
day.
Maintenance: The upkeep
of physical properties in
condition for use or
occupancy. Examples are
the inspection of
equipment to detect
defects and the making of
repairs.
Modified Accrual
Accounting: This method
of accounting is a
combination of cash and
accrual accounting since
expenditures are
immediately incurred as a
153
GGLLOOSSSSAARRYY OOFF TTEERRMMSS
liability while revenues are
not recorded until they are
actually received or are
“Measurable” and
“available for
expenditure”. This type of
accounting basis is
conservative and is
recommended as the
standard for most
government funds.
Municipal: Of or
pertaining to a Town or its
government.
Non-departmental:
Accounts for expenditures
or professional services
and other general
government functions,
which cannot be
allocated to individual
departments.
Non-exempt: Personnel
eligible to receive
overtime pay when
overtime work has been
authorized or requested by
the supervisor.
Object Code: The
standard classification of
the expenditures such as
office supplies or rental of
equipment.
Objectives: Specific,
measurable targets set in
relation to goals.
Operating Budget: Plan for
current expenditures and
the proposed means of
financing them. The
annual operating budget
is the primary means by
which most of the
financing, acquisition,
spending, and service
delivery activities of the
Town are controlled. The
use of annual operating
budgets is required by
State law.
Operating Expenditure:
Expenditure on an existing
item of property or
equipment that is not a
capital expenditure.
Ordinance: An
authoritative command or
order. This term is used for
laws adopted by a
municipality.
Performance Measures:
Specific quantitative
measures of work
performed within an
activity or program. They
may also measure results
obtained through an
activity or program.
Personnel Services:
Expenditures for salaries,
wages and related fringe
benefits of Town
employees.
Prompt Payment Act:
Adopted in July, 1985 by
the State, the Act requires
the Town to pay for goods
and services within 30 days
of receipt of invoice or the
goods or services,
whichever comes later. If
this is not satisfied, the
Town may be charged
interest on the unpaid
balance at the rate of 1%
per month.
Property Tax Reduction
Sales Tax (PTR): ½ cent
sales tax approved by the
Town of Westlake voters in
May, 2006. Texas law
allowed the Town to
collect the new ½ cent
sales tax that does not
share the restrictive
spending limitations on
revenues designated to
the 4A Economic
Development Fund ½ cent
sales tax. 4A sales tax was
dissolved and replaced
with this sales tax.
Proposed Budget: The
financial plan initially
developed by
departments and
presented by the Town
Manger to the Town
Council for approval.
Proprietary Funds:
Operation that operates
like a private operation, in
which services are
financed through user
charges and expenditures
include the full cost of
operations.
Public Hearing: An open
meeting regarding
proposed operating or
capital budget allocations,
which provide citizens with
an opportunity to voice
their views on the merits of
the proposals.
PVC: Acronym for polyvinyl
chloride, a plastic
compound used for water
and sewer pipes.
Reserve: An account used
to indicate that a portion
of fund resources is
restricted for a specific
154
GGLLOOSSSSAARRYY OOFF TTEERRMMSS
purpose, or is not available
for appropriation and
subsequent spending.
Resolution: A formal
statement of opinion or
determination adopted by
an assembly or other
formal group.
Resources: Total dollars
available for
appropriations, including
estimated revenues, fund
transfers, and beginning
fund balances.
Retained Earnings: The
excess of total assets over
total liabilities for an
enterprise fund. Retained
earnings include both
short-term and long-term
assets and liabilities for an
enterprise fund.
Revenues: Funds that the
government receives as
income. It includes such
items a tax payment, fees
from specific services,
receipts from other
governments, fines for
forfeitures, grants, shared
revenues and interest
income.
ROW: Acronym for right-of-
way.
Sales Tax: A general “sales
tax” is levied on persons
and businesses selling
merchandise or services in
the town limits on a retail
basis. The categories for
taxation are defined by
state law. Monies
collected under
authorization of this tax are
for the use and benefit of
the town.
SCADA: Acronym that
stands for Supervisory
Control and Data
Acquisition. SCADA refers
to a system that collects
data from various sensors
at a remote location and
then sends this data to a
central computer which
then manages and
controls the data.
Special Revenue Fund: A
fund used to account for
the proceeds of specific
revenue sources that are
legally restricted to
expenditure for specified
purposes.
Supplies: A cost category
for minor items (individually
priced at less than $5,000)
required by departments
to conduct their
operations.
TMRS: Acronym for the
Texas Municipal
Retirement System, a
pension plan for
employees of member
cities within the State of
Texas.
TRA: Trinity River Authority –
A separate governmental
entity responsible for
providing water and
wastewater services in the
Trinity River basin. The
Town contracts with TRA
for treatment of
wastewater.
TXDOT: Texas Department
of Transportation
Transfer-In: Funds
expended in one fund and
received in other.
User Charges: The
payment of a fee for direct
receipt of a public service
by the party benefiting
from the service.
Working Capital: Budgeted
working capital is
calculated as a fund’s
current assets less current
liabilities and outstanding
encumbrances. Working
capital does not include
long-term assets or
liabilities. For budgetary
purposes, working capital,
rather than retained
earnings, is generally used
to reflect the available
resources of enterprise
funds.
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MUNICIPAL OPERATIONS
I. 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.
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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.
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.
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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.
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.
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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.
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
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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.
• Property Tax Revenues - The Town shall endeavor to avoid a property tax by revenue
diversification, implementation of user fees, and economic development.
C. USER-BASED (DEMAND DRIVEN) FEES AND SERVICE CHARGES. For services that are
demand driven and can be associated with a user fee or charge, the direct and indirect
costs of that service will be offset by a fee where possible. The Town staff will endeavor to
prepare a review of all fees and charges annually, but not less than once every three
years, in order to ensure that these fees provide for, at minimum, full cost recovery of
service.
D. ENTERPRISE FUND RATES. Utility rates and rate structures for water and sewer services will be
constructed to target full cost of service recovery. Annually the Town will review and
adopt water and sewer utility rates and a rate structure that generates revenue sufficient
to fully cover operating expenses, meet the legal restrictions of all applicable bond
covenants, provide for an adequate level of working capital, and recover applicable
general/administrative costs. The Solid Waste function will have rates that fully recover all
costs and maintain an adequate balance. The Cemetery Fund will be structured to
operate on lot sales and endowments.
• General and Administrative (G&A) Charges – Where feasible, G&A costs will be
charged to all funds for services of indirect general overhead costs, which may include
general administration, finance, customer billing, facility use, personnel, technology,
engineering, legal counsel, and other costs as deemed appropriate. These charges
will be determined through an indirect cost allocation study following accepted
practices and procedures.
E. INTERGOVERNMENTAL REVENUES. As a general rule, intergovernmental revenues (grants)
will not be utilized for on-going operating costs. Any potential grant opportunity will be
examined to identify all costs related to matching and continuation of program
requirements. Staff will focus on one-time grants to avoid long-term implications. If it is
determined that accepting a grant with on-going cost conditions is in the interests of the
Town, all the operating and maintenance costs must be included in the financial forecast
and their ultimate effect on operations and revenue requirements be known.
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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.
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.
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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 fund balance at, or in excess of, 90 days of operation.
B. Retained Earnings of Other Operating Funds - In the Utility Fund, the Town shall strive to
maintain positive retained earnings positions to provide sufficient reserves for emergencies
and revenue shortfalls.
C Use of Fund Balance - Fund Balance will be targeted to only be used with Council
approval and can be only be used for the following: emergencies, non-recurring
expenditures, such as technology/FF&E (furniture, fixtures and equipment), or major capital
purchases that cannot be accommodated through current year savings. Should such use
reduce the balance below the appropriate level set as the objective for that fund,
recommendations will be made on how to restore it. The Council shall approve all
commitments by formal action. The action to commit funds must occur prior to fiscal year-
end, to report such commitments in the balance sheet of the respective period, even
though the amount may be determined subsequent to fiscal year-end. A commitment
can only be modified or removed by the same formal action.
The Council delegates the responsibility to assign funds to the Town Manager or his/her
designee. The Council shall have the authority to assign any amount of funds.
Assignments may occur subsequent to fiscal year-end.
The Council will utilize funds in the following spending order: Restricted, Committed,
Assigned, Unassigned
VII. DEBT MANAGEMENT
A. Debt Issuance Analysis - All consideration of debt issuance for major capital assets will be
prepared within the framework of a Council approved multi-year capital improvement
plan and forecast for all Town facilities and infrastructure.
B. Analysis of Debt Issuance and Debt Issuance Alternatives - Staff will explore alternatives to
the issuance of debt for capital acquisitions and construction projects. These alternatives
will include, but not be limited to, (1) grants- in- aid, (2) use of reserves, (3) use of either
current on-going general revenues or one-time revenues, (4) contributions from developers
and others, (5) leases, (6) user fees, and (7) impact fees.
C. Use of Debt Financing - The useful life of the asset or project shall, at a minimum, exceed
the payout schedule of any debt the Town assumes. Debt financing instruments to be
considered by the Town may include:
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• 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.
F. Debt Structure - The Town shall structure its debt payment schedules for general purpose
debt to ensure level principal repayment schedules. The Town shall not assume any debt
with "balloon' repayment schedules which consist of low annual payments and one large
payment of the balance due at the end of the term. While balloon payment structures
minimize the size of debt payments during the period, they force a large funding
requirement on the budget of the final year. Given the uncertainties of the future, level
payment schedules improve budget planning and financial management.
G. Sale Process - The Town shall use a competitive bidding process in the sale of debt unless
the nature of the issue warrants a negotiated bid. The Town shall award bonds based on a
true interest cost (TIC) basis as long as the financial advisor agrees that the TIC basis can
satisfactorily determine the lowest and best bid.
H. Bond Rating Agencies Presentations - Full disclosure of operations and open lines of
communication shall be made to the bond rating agencies. Town staff, with assistance of
financial advisors, shall prepare the necessary materials and presentation to the bond
rating agencies.
I. Continuing Disclosure - The Town is committed to continuing disclosure of financial and
pertinent credit information relevant to the Town's outstanding securities.
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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.
VIII. INTERGOVERNMENTAL RELATIONSHIPS
The Town will pursue coordinated efforts with other governmental agencies to achieve
common policy objectives, share the cost of providing government services on an equitable
basis, and support favorable legislation at the State and Federal levels.
A. Inter-local Cooperation in Delivering Services - In order to promote the effective and
efficient delivery of services, the Town shall actively seek to work with other local
jurisdictions in joint purchasing consortia, sharing facilities, sharing equitably the costs of
service delivery, and developing joint programs to improve service to its citizens.
B. Legislative Program - The Town shall cooperate with other jurisdictions to actively oppose
any State or Federal regulation or proposal that mandates additional Town programs or
services and does not provide the funding to implement them. Conversely, as appropriate,
the Town shall support legislative initiatives that provide more funds for priority local
programs.
IX. GRANTS
A. Grant Guidelines - The Town shall apply, and facilitate the application by others, for only
those grants that are consistent with the objectives and high priority needs previously
identified above in these policies. The potential for incurring on-going costs, to include the
assumption of support for grant funded positions from local revenues, will be considered
prior to applying for a grant.
B. Grant Review - All grant submittals shall be reviewed for their cash match requirements,
their potential impact on the operating budget, and the extent to which they meet the
Town's policy objectives. If there are cash match requirements, the source of funding shall
be identified prior to application. Staff will focus on one-time grants to avoid long-term
implications related to additional expenditures in future years.
C. Grant Program Termination - The Town shall terminate grant funded programs and
associated positions when grant funds are no longer available unless alternate funding is
identified.
X. ECONOMIC DEVELOPMENT
A. Positive Business Environment - The Town shall endeavor, through its regulatory and
administrative functions, to provide a positive business environment in which local
businesses can grow, flourish and create jobs. The Town Council and Town staff will be
sensitive to the needs, concerns and issues facing local businesses.
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B. 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
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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.
B. External Auditing - Town will be audited annually by outside independent accountants
(auditors). The auditors must be a CPA firm and must demonstrate significant experience
in the field of local government auditing. They must conduct the town’s audit in
accordance with generally accepted auditing standards and be knowledgeable in the
Government Finance Officers Association Certificate of Achievement program. The
auditors’ report on Town’s financial statements will be completed within a timely period of
the Town’s fiscal year-end. The auditor will jointly review the management letter with the
Town Council, if necessary. In conjunction with this review, the Finance Director shall
respond in writing to the Town Council regarding the auditor’s Management Letter,
addressing the issued contained therein. The Town will not require auditor rotation, but will
circulate request for proposal for audit services on a periodic basis as deemed
appropriate.
C. External Financial Reporting - Town will prepare and publish a comprehensive annual
financial report (CAFR). The CAFR will be prepared in accordance with generally
accepted accounting principles and will be presented annually to the Government
Finance Officers Association (GFOA) for evaluation and awarding of the Certificate of
Achievement for Excellence in Financial Reporting.
D. Responsibility of Auditor to Town Council – The auditor is retained by and it accountable
directly to the Town Council and will have access to direct communication with the Town
Council if the Town Staff is unresponsive to auditor recommendations or if the auditor
considers such communication necessary to fulfill its legal and professional responsibilities.
E. Internal Financial Reporting - The Finance Department will prepare internal financial reports
sufficient for management to plan, monitor, and control Town’s financial affairs.
XIV. CAPITAL BUDGET AND PROGRAM
A. Preparation - The Town’s capital budget will include all capital projects funds and all
capital resources. While the capital budget will be prepared annually on a project basis, it
will be based on an on-going, multi-year capital improvement plan (CIP) that shows all
funded and unfunded projects as identified by staff for all Town facilities and infrastructure.
The multi-year CIP will be reviewed annually, updated by staff and presented to the
Council for its review and approval. The annual capital budget will be prepared by the
Finance Department with the involvement of responsible departments based on the multi-
year CIP.
B. Control - All capital project expenditures must be appropriated in the capital budget. The
Finance Director must certify the availability of resources before any capital project
contract is presented to the Town Council for approval.
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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.
XV. CAPITAL MAINTENANCE AND REPLACEMENT
The Town recognizes that deferred maintenance and not anticipating capital replacement
needs increases future capital costs. Annually, available funds will be evaluated during the
budget process and a percentage of each operating fund’s budget will be recommended to
the Council for transfer. Upon approval by the Council, the recommended amount will be
transferred to the appropriate funds (General or Utility Maintenance Replacement Fund) for
major maintenance/ replacement of street, building roof, flooring, air conditioning, equipment,
etc.
XVI. INTERNAL CONTROLS
A. Written Procedures - Whenever possible, written procedures will be established and
maintained by the Finance Director for all functions involving purchasing, cash handling
and/or accounting throughout the Town. These procedures will embrace the general
concepts of fiscal responsibility set for in this policy statement.
B. Department Directors’ Responsibilities - Each department director is responsible for ensuring
that good internal controls are followed throughout his/her department, that all directives
or internal controls are implemented, and that all independent auditor internal control
recommendations are addressed. Departments will develop and periodically update
written internal control procedures.
XVII. ASSET MANAGEMENT
A. Investments – The Finance Director shall promptly invest all Town funds with the depository
bank in accordance with the provisions of the current Bank Depository Agreement or in
any negotiable instrument authorized by the Town Council. Further, investments shall be
167
TOWN OF WESTLAKE
FISCAL AND BUDGETARY POLICIES
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.
B. 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
• 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.
168
IINNVVEESSTTMMEENNTT PPOOLLIICCYY
I. POLICY STATEMENT
It is the policy of the Town of Westlake (the “Town") that the administration of its funds
and the investment of those funds shall be handled as its highest public trust. Investments
shall be made in a manner which will provide the maximum security of principal invested
through limitations and diversification while meeting the daily cash flow needs of the
Town and conforming to all applicable state and Town statutes governing the
investment of public funds. The receipt of a market rate of return will be secondary to
the requirements for safety and liquidity.
It is the intent of the Town to be in complete compliance with local law and the Texas
Public Funds Investment Act (the "Act", Texas Government Code 2256). The earnings
from investments will be used in a manner that best serves the public trust and interests of
the Town.
II. SCOPE
This Investment Policy applies to all the financial assets and funds held of the Town.
Any new funds created by the Town will be managed under the provisions of this Policy
unless specifically exempted by the Town 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 - TThhee TToowwnn''ss iinnvveessttmmeenntt ppoorrttffoolliioo wwiillll rreemmaaiinn ssuuffffiicciieennttllyy lliiqquuiidd ttoo eennaabbllee iitt
ttoo mmeeeett aallll ooppeerraattiinngg rreeqquuiirreemmeennttss wwhhiicchh mmiigghhtt bbee rreeaassoonnaabbllyy aannttiicciippaatteedd..
IInnvveessttmmeenntt ddeecciissiioonnss wwiillll bbee bbaasseedd oonn ccaasshh ffllooww aannaallyyssiiss ooff aannttiicciippaatteedd
eexxppeennddiittuurreess..
• Diversification - Diversification is required in the portfolio's composition.
Diversification of the portfolio will include diversification by maturity and market
sector and will include the use of a number of broker/dealers or banks for
diversification and market coverage. Competitive bidding will be used on each
sale or purchase.
• Yield - The Town's investment portfolio shall be designed with the objective of
attaining a reasonable market yield, taking into account the Town's risk
constraints and cash flow needs. A reasonable market yield for the portfolio will
be defined as the six month (180 day) U.S. Treasury Bill which compares to the
portfolio's maximum weighted average maturity of six months.
The authorized investment purchased will be of the highest credit quality and
marketability supporting the objectives of safety and liquidity. Securities, when not
matched to a specific liability, will be short term to provide adequate liquidity. The
portfolio shall be diversified to protect against market and credit risk in any one sector.
169
IINNVVEESSTTMMEENNTT PPOOLLIICCYY
The maximum weighted average maturity of the portfolio will be no more that 180 days
and the maximum stated maturity of any security will not exceed two years. The funds
are combined for investment purposes but the unique needs of all the funds in the
portfolio are recognized and represented.
Effective cash management is recognized as essential to good fiscal management.
Cash management is defined as the process of managing monies in order to ensure
maximum cash availability. The Town shall maintain a cash management program
which includes timely collection of accounts receivable, prudent investment,
disbursement of payments within invoice terms and the management of banking
services.
IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY
Specific investment parameters for the investment of public funds in Texas are stipulated
in the Public Funds Investment Act, Chapter 2256, Texas Government Code, (the "Act").
The Act is attached as Exhibit A.
The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies
collateral requirements for all public funds deposits. The Collateral Act is attached as
Exhibit B.
The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes local
governments in Texas to participate in a Texas investment pool established thereunder.
V. DELEGATION OF INVESTMENT AUTHORITY
The Finance Director, acting on behalf of the Council, is designated as the Investment
Officer of the Town and is responsible for all investment management decisions and
activities. The Council is responsible for considering the quality and capability of staff,
investment advisors, and consultants involved in investment management and
procedures. All participants in the investment process shall seek to act responsibly as
custodians of the public trust.
The Investment Officer shall develop and maintain written administrative procedures for
the operation of the investment program which are consistent with this Investment Policy.
Procedures will include safekeeping, wire transfers, banking services contracts, and other
investment related activities.
The Investment Officer shall be responsible for all transactions undertaken and shall
establish a system of controls to regulate the activities of subordinate officials and staff.
The Investment Officer shall designate a staff person as a liaison/deputy in the event
circumstances require timely action and the Investment Officer is not available.
No officer or designee may engage in an investment transaction except as provided
under the terms of this Policy and the procedures established by the Investment Officer
and approved by the Town Manager.
VI. PRUDENCE
The standard of prudence to be used in the investment function shall be the "prudent
person" standard and shall be applied in the context of managing the overall portfolio.
170
IINNVVEESSTTMMEENNTT PPOOLLIICCYY
This standard states:
"Investments shall be made with judgment and care, under circumstances then
prevailing, which persons of prudence, discretion, and intelligence exercise in the
management of their own affairs, not for speculation, but for investment,
considering the probable safety of their capital as well as the expected income
to be derived."
Limitation of Personal Liability - The Investment Officer and those delegated investment
authority, when acting in accordance with the written procedures and this Policy and in
accord with the Prudent Person Rule, shall be relieved of personal liability in the
management of the portfolio provided that deviations from expectations for a specific
security's credit risk or market price change are reported in a timely manner and that
appropriate action is taken to control adverse market effects.
VII. INTERNAL CONTROLS
The Investment Officer shall establish a system of written internal controls which will be
reviewed annually with the independent auditor of the Town. The controls shall be
designed to prevent loss of public funds due to fraud, employee error, and
misrepresentation by third parties, or imprudent actions by employees of the Town.
VIII. AUTHORIZED INVESTMENTS
Acceptable investments under this policy shall be limited to the instruments listed below.
The choice of high-grade government investments and high-grade, money market
instruments are designed to assure the marketability of those investments should liquidity
needs arise.
• Obligations of the United States Government, its agencies and instrumentalities,
not to exceed two (2) years to stated maturity and excluding mortgage backed
securities;
• Fully insured or collateralized certificates of deposit from a bank doing business in
the State of Texas and under the terms of a written depository agreement with
that bank, not to exceed one year to stated maturity;
• No-load, SEC registered money market mutual funds. No more than 80% of the
entity's monthly average balance may be invested in money market funds
• Public Funds interest bearing accounts; and
• Constant dollar, AAA-rated Texas Local Government Investment Pools as defined
by the Public Funds Investment Act.
If additional types of securities are approved for investment by public funds by state
statute, they will not be eligible for investment until this Policy has been amended and
the amended version adopted by the Council.
Delivery versus Payment - All investment security transactions shall be conducted on a
delivery versus payment (DVP) basis to assure that the Town has control of its assets
and/or funds at all times.
171
IINNVVEESSTTMMEENNTT PPOOLLIICCYY
IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS
Securities broker/dealers may be primary or regional broker/dealers and will meet other
criteria as determined by the Investment Officer including state registration and
completion of a Town Broker/Dealer questionnaire (attached as Exhibit D). The following
criteria must be met by authorized firms.
• annual provision of an audited financial statement,
• proof of certification by the National Association of Securities Dealers (NASD)
• proof of current registration with the Texas State Securities Commission, and
• completion of the Town's broker/dealer questionnaire.
Every bank and broker/dealer with whom the Town transacts business will be provided a
copy of this Investment Policy to assure that they are familiar with the goals and
objectives of the investment program. The firm will be required to return a signed copy
of the Certification Form (attached as Exhibit C) certifying that the Policy has been
received and reviewed and only those securities approved by the Policy will be sold to
the Town.
X. DIVERSIFICATION AND MATURITY LIMITATIONS
It is the policy of the Town to diversify its investment portfolio. Invested funds shall be
diversified to minimize risk or loss resulting from over-concentration of assets in a specific
maturity, specific issuer, or specific class of securities. Diversification strategies shall be
established and periodically reviewed.
XI. SAFEKEEPING AND COLLATERALIZATION
The laws of the State and prudent treasury management require that all purchased
securities be bought on a delivery versus payment (DVP) basis and be held in
safekeeping by either an approved, independent third party financial institution or the
Town's designated depository.
Securities Owned by the Town - All safekeeping arrangements shall be approved by the
Investment Officer and an agreement of the terms executed in writing. The safekeeping
bank may not be within the same holding company as the bank from which the
securities are purchased. The custodian shall be required to issue original safekeeping
receipts to the Town listing each specific security, rate, description, maturity, CUSIP
number, and other pertinent information.
Collateral - Collateralization shall be required on all bank time and demand deposits for
principal and accrued interest amounts over the FDIC insurance coverage of $100,000
(by tax identification number). In order to anticipate market changes and provide a
level of additional security for all funds, collateral with a market value equal to 102% of
the total deposits are required. The pledging bank will be made contractually liable for
monitoring and maintaining the collateral levels at all times. All collateral will be held by
an independent third party bank outside the holding company of the bank, pledged to
the Town.
Authorized collateral will include only:
• Obligations of the US Government, its agencies and instrumentalities to include
mortgage backed securities which pass the bank test,
• Municipal obligations rated at least A by two nationally recognized rating
agencies.
• The custodian shall be required to provide original safekeeping receipts clearly
marked that the security is pledged to the Town.
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IINNVVEESSTTMMEENNTT PPOOLLIICCYY
XII. REPORTING
The Investment Officer shall submit quarterly reports to the Council containing sufficient
information to permit an informed outside reader to evaluate the performance of the
investment program and in full compliance with the Act. At a minimum the report shall
contain:
• Beginning and ending market value of the portfolio by market sector and total
portfolio
• Beginning and ending book value of the portfolio by market sector and total
portfolio
• Change in market value during the period
• Detail on each asset (book, market, description, par ad maturity date)
• Earnings for the period
• Overall weighted average maturity of the portfolio
The report will be prepared jointly by all involved in the investment activity and be signed
by the Investment Officer. It will contain all elements as required by the Act and be
signed by the Investment Officers as in compliance with the Act and this Policy. Market
prices for assignment of market values will be obtained from an independent source.
The three month Treasury Bill average yield for the reporting period will be reported as a
gauge of performance and risk.
XIII. DEPOSITORIES
The Town will designate one banking institution through a competitive process as its
central banking services provider at least every five years. This institution will be used for
normal banking services including disbursements, deposits, and safekeeping of Town
owned securities. Other banking institutions from which the Town may purchase only
certificates of deposit will also be designated as a depository.
All banking arrangements will be in written form in accordance with FIRREA which
requires a resolution of approval of the agreement by the Bank Council or Bank Loan
Committee.
XIV. INVESTMENT POLICY ADOPTION BY COUNCIL
The Town's Investment Policy and its incorporated strategies shall be adopted by
resolution annually by the Council.
173
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Westlake Town Council Meeting
Monday, September 22, 2014
TOPIC: Consideration and discussion of an Ordinance Levying Municipal Ad Valorem
(Property) Taxes for the 2014 Year in accordance with the Fiscal Year 2014-15
Proposed Budget.
STAFF CONTACT: Tom Brymer, Town Manager
Debbie Piper, Finance Director
DECISION POINTS
Start Date Completion Date
Timeframe: October 1, 2014 September 30, 2015
Funding: Amount - $1,376,063 Status- Funded Source- Ad valorem Tax
0T
Decision Alignment
VVM Perspective Desired Outcome
Service Excellence Financial
Stewardship FS.Sustain Fiscal Health
Strategic Issue Outcome
Strategy Staff Action
Fiscal Stewardship &
Organizational
Effectiveness
5. Budget according
to established
service level
provisions within
departments.
SA 05.1: Budget Preparation
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 2
EXECUTIVE SUMMARY
On June 28, 2010 the Town Council set the residential homestead tax exemption at the maximum
(20%) allowed by State law. There were also exemptions adopted by that earlier Resolution
(which is restated and confirmed in the tax levy ordinance) for an exemption for people who are
disabled or over 65 and an exemption for Freeport goods. In addition, there is a provision in the
current Town Code for a “tax freeze” for people over 65 or who are disabled and have a
Westlake residence homestead. This Town Code provision has been interpreted by the Town’s
attorney to mean that a person who currently, as of this year, has a Westlake homestead
residence and is over 65 or disabled prior to the date the tax levy is adopted will have a zero tax
rate. That interpretat ion was presented and accepted by the Town Council.
The ad valorem tax rate used in this proposed 2014-15 Budget and compared to the rates used for
FY 2013-14 is as follows:
FY 13-14 FY 14-15
Adopted Proposed
Tax Rate Tax Rate Variance
M&O $0.13888 $0.13710 $ 0.00178
I&S $0.01796 $0.01924 $ (0.00128)
$0.15684 $0.15634 $ (0.00050)
The proposed FY 13-14 tax rate of $.15634 per $100 of assessed valuation is the calculated
effective rate for FY 14-15. We have budgeted a total of $1,376,063 in the FY 2014-15
proposed budget.
ORGANIZATIONAL HISTORY/RECOMMENDATION
Recommend adoption of an ordinance levying a municipal ad valorem (property) tax totaling
$0.15634 per $100 of assessed valuation.
ATTACHMENTS
Ordinance
Ordinance 738
Page 1 of 3
TOWN OF WESTLAKE
ORDINANCE NO. 738
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS LEVYING TAXES TO BE ASSESSED ON ALL TAXABLE PROPERTIES
WITHIN THE TOWN LIMITS OF THE TOWN OF WESTLAKE FOR THE TAX YEAR
2014 (FISCAL YEAR 2014-2015); SETTING OUT EXEM PTIONS AND LIMITATION;
NO STATE LAW STATEMENTS REQUIRED; PROVIDING FOR THE COLLECTION
OF DELINQUENT TAXES AND A COLLECTION PENALTY TO BE ADDED TO
DELINQUENT TAXES; PROVIDING FOR A SEVERABILITY CLAUSE; AND
DECLARAING AN EFFECTIVE DATE.
WHEREAS, a public hearing on the proposed annual budget for the Town of Westlake,
Texas, for the fiscal year beginning on October 1, 2014 and ending on September 30, 2015, was
duly advertised giving the date, time, place and subject matter of the public hearing, and
WHEREAS, a public hearing was set by the Town Council in a duly posted Town
Council meeting on September 22, 2013, and all citizens were invited to participate and be
heard; and
WHEREAS, all requirements of state law were met, including Open Meetings Act,
Texas Government Code chapter 551 requirements and the requirement of Texas Local
Government Code 102.002 that the budget officer prepare a municipal budget to cover the
proposed expenditures of the municipal government for the succeeding year; and
WHEREAS, it is deemed to be in the best interest of the citizens of the Town of
Westlake, Texas to levy a tax as set forth below, on all taxable properties within the Town limits
of Westlake in order to provide the necessary funds to provide municipal services to its citizens
and to meet all municipal commitments; and
WHEREAS, The Town of Westlake will raise more total property taxes than last year’s
budget by $36,595 or 2l.73%, and of that amount, $43,951 is tax revenue to be raised from new
property added to the tax roll this year.
WHEREAS, the Town of Westlake has passed exemptions to certain applicable taxes
which were previously adopted by earlier Resolution and recognized and adopted a tax limitation
set out in the Town Municipal Code and such exemptions and limitation are included and
adopted as part of this Ordinance; and
WHEREAS, the Town Council finds the passage of this Ordinance to be in the best
interest for the citizens of Westlake, for the preservation of public health, safety and welfare of
the citizens of the Town.
Ordinance 738
Page 2 of 3
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: That all matters stated in the findings hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirely.
SECTION 2: That the Town Council of the Town of Westlake, Texas shall hereby levy
the following taxes on each One Hundred Dollars ($100.00) of taxable valuation on all taxable
property within the Town limits of the Town of Westlake, Texas to be assessed and collected by
the Tax Assessor / Collector for the tax year 2014 (Fiscal year 2014-2015) for the purposes
stipulated below, to -wit:
(a) For General Fund Maintenance and Operations (M&O) levied on $100.00 of
taxable valuation: $0.13710
(b) For Interest and Sinking Fund (debt service) levied on $100.00 of taxable
valuation: $0.01924
SECTION 3: Exemptions: That the Town Council authorizes the following exemptions
and limitations:
(a) Homestead exemption - That it is the intent of the Town Council of the Town of
Westlake to adopt the highest possible homestead exemption, which would be a homestead
exemption in the amount of twenty percent (20%) of the value of the homestead, and in any
event, the exemption shall be at least a minimum of Five Thousand dollars ($5,000). For
purposes of this section "residential homestead" is defined as a structure (including a mobile
home) or a separately secured and occupied portion of a structure (together with land, no to
exceed ten (10) acres, and improvements used in the residential occupancy of the structure and
the land and improvements have identical ownership) that (1) is owned by one or more
individuals, either directly or through a beneficial interest is a qualifying trust; (2) is designed or
adapted for a human residence; (3) is used as a residence; and (4) is occupied as his or her
principal residence by an owner or, for property owned through a beneficial interest in a
qualifying trust, by a trustee of the trust who qualifies for the exemption.
(b) Over 65 or Disabled exemption - That an exemption for a resident over 65 or
disabled, pursuant to section 11.13(b) of the Texas Tax Code shall be authorized in the amount
of $10,000. A resident is eligible for an exemption under this section if the resident is over 65 or
disabled, but the resident shall not be entitled to two exemptions under this section, as set out in
section 11.13(b) of the Texas Tax Code.
(c) The Town of Westlake previously adopted an ad valorem tax limitation in section
86-2 of the Town Code, for elderly and disabled citizens according to Article VIII, Section 1-b of
the Texas Constitution and Texas Tax Code § 11.261, which provides “The county, municipality,
or junior college district may not increase the total annual amount of ad valorem taxes the
county, municipality, or junior college district imposes on the residence homestead of a disabled
individual or an individual 65 years of age or older above the amount of the taxes the county,
Ordinance 738
Page 3 of 3
municipality, or junior college district imposed on the residence homestead in the first tax year,
other than a tax year preceding the tax year in which the county, municipality, or junior college
district established the limitation described by Subsection (a), in which the individual qualified
that residence homestead for the exemption provided by Section 11.13(c) for a disabled
individual or an individual 65 years of age or older.” This provision, commonly referred to as a
“tax freeze” means that residents who are already eligible for the provisions of that section will
not have any increase in their taxes from the time that they became eligible, as citizens of
Westlake, for that section.
SECTION 4: State Law Required Statements:
(A) THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE
AND OPERATIONS THAN LAST YEAR’S TAX RATE.
(B) The tax rate for the upcoming fiscal year will be $0.15634 (M & O of $0.13710 and
interest and sinking fund of $0.01924 totaling $0.15634). The taxes raised for maintenance and
operations will be approximately $109.68 on a $100,000 home with a homestead exemption.
SECTION 5: The Town of Westlake will pursue collection of delinquent taxes and
adopts the provisions of Section 33.07 of the Texas Tax Code so that hereafter an additional
penalty of Twenty (20) percent of the delinquent tax, penalty and interest on delinquent taxes
will be imposed on taxes becoming delinquent as provided by the Texas Tax Code and the
Town’s collection agreement.
SECTION 6: If any portion of this Ordinance shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Ordinance without the
invalid provision.
SECTION 7: That this Ordinance shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 22nd DAY OF SEPTEMBER 2014.
ATTEST: _____________________________
Laura L. Wheat, Mayor
____________________________
Kelly Edwards, Town Secretary ______________________________
Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
EXECUTIVE SESSION
a. Section 551.087. Deliberation Regarding Economic Development Negotiations (1) to
discuss or deliberate regarding commercial or financial information that the
governmental body has received from a business prospect that the governmental body
seeks to have locate, stay, or expand in or near the territory of the governmental body
and with which the governmental body is conducting economic development
negotiations; or (2) to deliberate the offer of a financial or other incentive to a
business prospect described by Subdivision (1). Maguire Partners -Solana Land, L.P.,
related to Centurion’s development known as Entrada
b. Section 551.071 (2) Consultation with Attorney on a matter in wh ich the duty of the
attorney to the governmental body under the Texas Disciplinary Rules of Professional
Conduct of the State Bar of Texas clearly conflicts with the Chapter including but are not
limited to the following: Town of Westlake Certificate of Convenience & Necessity (CCN)
for water and sewer service.
c. Section 551.071(2) Consultation with Attorney - to seek advice of counsel on legal
matters involving pending or contemplated litigation, settlement offers, or other legal
matters not related directly to litigation or settlement. Pending or contemplated litigation
and settlement offers include but are not limited to the following: Trophy Club Municipal
District Number 1
d. Section 551.074(a)(1): Deliberation Regarding Personnel Matters – to deliberate the
appointment, employment, evaluation, reassignment, duties, of a public officer or
employee: Town Manager
Town of Westlake
Item # 7 –
Executive Session
Town of Westlake
Item # 8 – Reconvene
Meeting
The Council will conduct a closed session pursuant to Texas Government Code, annotated,
Chapter 551, Subchapter D for the following:
a. Section 551.087. Deliberation Regarding Economic Development Negotiations (1)
to discuss or deliberate regarding commercial or financial information that the
governmental body has received from a business prospect that the governmental
body seeks to have locate, stay, or expand in or near the territory of the
governmental body and with which the governmental body is conducting economic
development negotiations; or (2) to deliberate the offer of a financial or other
incentive to a business prospect described by Subdivision (1). Maguire Partners-
Solana Land, L.P., related to Centurion’s development known as Entrada
b. Section 551.071 (2) Consultation with Attorney on a matter in which the duty of the
attorney to the governmental body under the Texas Disciplinary Rules of
Professional Conduct of the State Bar of Texas clearly conflicts with the Chapter
including but are not limited to the following: Town of Westlake Certificate of
Convenience & Necessity (CCN) for water and sewer service.
c. Section 551.071(2) Consultation with Attorney - to seek advice of counsel on legal
matters involving pending or contemplated litigation, settlement offers, or other
legal matters not related directly to litigation or settlement. Pending or
contemplated litigation and settlement offers include but are not limited to the
following: Trophy Club Municipal District Number 1
d. Section 551.074(a)(1): Deliberation Regarding Personnel Matters – to deliberate the
appointment, employment, evaluation, reassignment, duties, of a public officer or
employee: Town Manager
Town of Westlake
Item # 9 – Take any
Necessary Action, if
necessary
FUTURE AGENDA ITEMS: Any Council member may request at a workshop and / or
Council meeting, under “Future Agenda Item Requests”, an agenda item for a future
Council meeting. The Council Member making the request will contact the Town Manager
with the requested item and the Town Manager will list it on the agenda. At the meeting,
the requesting Council Member will explain the item, the need for Council discussion of
the item, the item’s relationship to the Council’s strategic priorities, and the amount of
estimated staff time necessary to prepare for Council discussion. If the requesting Council
Member receives a second, the Town Manager will place the item on the Council agenda
calendar allowing for adequate time for staff preparation on the agenda item.
Council Member Stoltenberg: Discuss the installation of a pedestrian tunnel on J.T.
Ottinger Road in front of Westlake Academy.
Town of Westlake
Item # 10 - Future
Agenda Items
COUNCIL CALENDAR
Constitution Day & History Museum Open House; hosted by the WHPS
Wednesday, September 17, 2014; 8:30 a.m. – 3:00 p.m.
Westlake History Museum – 3 Village Circle in Solana
Building Dedication for the Sam & Margaret Lee Field House
Monday, September 22, 2014; 8:30 a.m.
North side of fieldhouse on WA campus
*Brief tour of all new buildings to immediately follow
Town Council Workshop & Meeting
Monday, September 22, 2014
WA Senior Night for Soccer Players
Thursday, October 2, 2014; 5:00 pm (Varsity)
WA Athletic Fields
Board of Trustee Workshop & Meeting
Monday, October 6, 2014
Northwest Metroport Chamber “State of the Communities” Luncheon
Tuesday, October 7, 2014; 11:30 a.m. – 1:00 p.m.
Trophy Club Country Club (*RSVP to Ginger for tickets)
WA Senior Night for Volleyball Players
Tuesday, October 7, 2014; 7:00 p.m. (Varsity)
WA Gymnasium
WA Homecoming Game & Senior Night for Football Players
Friday, October 17, 2014; 7:00 p.m. (Varsity)
WA Athletic Fields
Westlake Annual Car Show; Hosted by the WHPS
Saturday, October 18, 2014; 11:00 a.m. – 4:00 p.m. (Awards at 3 pm!)
Larry North Fitness at Solana - east parking lot
Town of Westlake
Item # XX –
Council Calendar
Town of Westlake
Item # 12 –
Adjournment
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