HomeMy WebLinkAbout08-10-12 TC Agenda Packet
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TOWN OF WESTLAKE, TEXAS
Mission Statement
On behalf of the citizens, the mission of the Town of Westlake is to be a one-of-a-kind community
that blends our rural atmosphere with our rich culture and urban location.
Westlake, Texas – A Premier Knowledge Based Community
TOWN COUNCIL
BUDGET AND PLANNING WORKSHOP
AGENDA
August 10, 2012
WESTLAKE TOWN HALL
3 VILLAGE CIRCLE, 2ND FLOOR
COUNCIL CHAMBERS / MUNICIPAL COURT ROOM
Workshop Session 4:00 p.m.
Workshop Session
1. CALL TO ORDER
2. DISCUSSION OF THE PROPOSED MUNICIPAL BUDGET FOR FISCAL YEAR
2012-2013 (INCLUDING WESTLAKE ACADEMY), AS WELL AS FUNDED AND
UNFUNDED PROJECTS CONTAINED IN THE TOWN’S APPROVED FIVE (5)
YEAR CAPITAL IMPROVEMENT PLAN.
3. ADJOURNMENT
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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,
August 6, 2012, 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.
F RIDAY, A UGUST 10TH, 2012
1 EXECUTIVE
2 GENERAL FUND
3 SPECIAL REVENUE FUNDS
4 DEBT SERVICE FUND
5 ENTERPRISE FUNDS
6 INTERNAL SERVICE FUNDS
7 CAPITAL PROJECT FUNDS
8 SERVICE LEVEL ADJUSTMENTS
9 LONG TERM PLANNING
10 FINANCIAL POLICIES
TTAABBLLEE OOFF CCOONNTTEENNTTSS
1. EXECUTIVE
Budget Transmittal Letter 1
Property Tax Detail Sheet 1 3
All Funds – 3 Y ear Analysis 1 4
All Funds – Fund Balance - Variance Report 1 5
All Funds – Revenues and O ther S ources – Variance Report 1 6
All Funds – Expenditures and O ther U ses – Variance Report 17
Organizational Chart 18
Position Summary - All Years 19
Position Summary - Current Year 2 0
2. GENERAL FUND
Program Summary 21
3. SPECIAL REVENUE FUNDS
Westlake Academy 2 2
4B Economic Development Fund 200 2 3
Economic Development Fund 210 24
Lone Star Public Facilities 418 2 5
Visitors Association Fund 220 2 6
4. DEBT SERVICE FUND
Program Summary 2 7
5. ENTERPRISE FUND
Cemetery Fund 255 2 8
Utility Fund 500 29
6. INTERNAL SERVICE FUNDS
Utility Maintenance & Replacement Fund 510 3 0
Five Y ear P rojection 31
General Maintenance & Replacement Fund 600 32
Five Y ear P rojection 33
7. CAPITAL PROJECT FUNDS
Capital Projects Fund 410 3 4
Five Y ear P rojection 3 5
Unfunded C apital 36
8. SERVICE LEVEL ADJUSTMENTS BY FUND
Service Level Adjustment Overview 3 7
General Fund 3 8
Utility Fund 40
Visitor Fund 41
Major Maintenance and Replacement Fund 42
9. LONG TERM PLANNING
Ten Year Forecast Narrative 4 3
Ten Year Financial Forecast 45
10. FINANCIAL POLICIES
Municipal 5 0
Academy 6 2
TRANSMITTAL LETTER
August 6, 2012
Honorable Mayor and Town Council:
INTRODUCTION
It is my pleasure to submit for your consideration the Proposed FY 2012-13 Budget for the Town of
Westlake the theme for which is “Driving Service Excellence”. With this theme in mind, this budget
has been prepared with the following three–fold strategic focus with the intent of achieving as an
end product, an excellent quality of life for Westlake residents and businesses:
• Continued substantial investment in the Town’s infrastructure
• Investing in our employees, our most important resource for achieving service excellence
• Maintaining our position as a premiere knowledge based community, as well as a
community recognized both state wide and nationally for our innovative approaches to
local government service delivery.
During my tenure as your Town Manager / Superintendent, our community has faced many
important decisions, which have helped to shape our future and guide our growth. We have
expanded our capacity as an organization through:
• the development of strategic plans and identifiable performance measures for both our
municipal and educational operations.
• conducting elected official governance and staff professional development sessions to
improve our proficiency in those areas.
• keeping a continued short and long-term focus on fiscal management that involves
responsible budgeting and transparency for our citizens.
• increasing our communication and outreach efforts to our community via the continued
use of neighborhood meetings, corporate partnerships, and the re-design of our website.
• expanding enrollment, providing new course offerings, and emphasizing high student
achievement student expansion at Westlake Academy
All of these tasks were necessary to create the one-of-a-kind community that Westlake residents
cherish and enjoy. As a staff, we would like to say ‘thank you’ for the time and effort the Town
Council invests in both the Town and its school, Westlake Academy.
PROPOSED BUDGET OVERVIEW
On behalf of the Leadership Team and all staff members, I am presenting the Proposed Town of
Westlake’s FY 2012-13 budget document for the Council’s consideration as follows:
• The FY 12-13 budgeted amount totals $24,352,622 for all funds (including $4,133,037 transfers
in from fund balance for operating, debt service, capital projects, major maintenance and
equipment replacement needs).
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• This represents a 28% decrease in the total fund balance from the FY 2011-2012 estimated
budget. If only municipal operating expenses were taken into consideration (removal of all
expenses related to capital projects, Westlake Academy and interfund transfers), the
proposed FY 2012-13 budget would show a 4% decrease in municipal expenditures from the
FY 2011-12 estimates. This is due in large to the cost reductions in our economic
development fund resulting from the completion of the construction of Deloitte University
during the 11-12 fiscal year; which in turn lowered our economic development sales tax
rebates related to that project. This is also due to the FY 11-12 proposed transfer of $400,000
which represents a contribution to the Westlake Academy Foundation of the funds received
from the Texas Student Housing.
Three years ago, in order to provide a more holistic and comprehensive overview of all of our
financial obligations, revenue sources, and program of services that fall under the umbrella of the
Town of Westlake, we began including in the municipal budget the operational costs for Westlake
Academy.
A summary of the changes in Fund Balance from the projected beginning fund balances to the
estimated FY 2011-12 fund balances are as follows:
Beginning Revenues and Expenditures Ending
Fund Other Funding and Other Net Fund Inc(Dec)
Fund Type Balance Sources Funding Uses Change Balance Percent
General Fund 4,128,026 5,457,602 7,336,247 (1,878,646) 2,249,380 -46%
Special Revenue 1,232,672 1,668,828 1,853,477 (184,649) 1,048,023 -15%
Debt Service Fund 29,781 1,655,218 1,655,218 0 29,781 0%
Enterprise Funds 2,839,118 4,785,425 4,509,893 275,532 3,114,650 10%
Internal Services 892,530 601,875 326,350 275,525 1,168,055 31%
Westlake Academy 725,501 5,892,134 5,775,695 116,439 841,940 16%
Capital 2,569,209 826,000 2,895,742 (2,069,742) 499,467 -81%
Total $12,416,836 $20,887,082 $24,352,622 $(3,465,540) $8,951,296 -28%
As can be seen above, the FY 2012-13 budget shows the following changes and trends in fund
balances for the Town’s major funds:
The Capital Projects Fund will have an ongoing trend of fund balance reduction as we
continue to implement the Council’s Five (5) Year Capital Improvement Program (CIP). This
CIP is reviewed, updated, and approved each year by the Town Council. The FM 1938/
Davis Blvd. streetscaping plan will begin in earnest this coming year and the final
expenditures for the J. T. Ottinger/Dove Road improvements will wind down. We will also
begin to implement the enhancement projects along SH 114/Hwy 170 during the 12-13 fiscal
year and start reconstruction and drainage work on Dove Road east of FM 1938.
The method for funding a second ground storage water tank for our water system is still
under consideration. Because of that, it is proposed in this FY 12-13 budget to transfer,
through an inter-fund loan, funds from the General Fund to the Utility Fund. The amount of
$2,000,000 is proposed to be re-paid over five year with a $400,000 annual payment.
However, if we can work out the ability to issue bonds for this project, that would be the
preferred method of financing this needed facility and an inter-fund loan from the General
Fund to the Utility Fund will not be necessary.
A transfer from the General Fund to the Major Maintenance and Replacement Fund
continue in this fiscal year, with transfers out of $550,000. The expenditures will be used for
plant/building maintenance at the Academy, trail repair work, replacement of an existing
vehicle, as well as technology upgrades. A portion of the remaining balance will be held
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for the future replacement of the ladder truck for the Fire Department in FY 2016-17. Internal
Service funds show a projected increase of $275,525 (31%) due to the transfer of funds into
the two major maintenance and equipment replacement funds (Utility and General) to
accumulate funds for various repair and replacement items.
The net change to Fund balance for Westlake Academy is positive due in part to a $300
thousand contribution from the Westlake Academy Foundation which is intended to help
with the negative impact of the reduction in State funding for public schools across Texas.
Special Revenue funds project a decrease in total fund balance in the amount of $171,899
(14%) by the end of FY 2012-13. This reduction is primarily due to the Visitors Association Fund
(i.e. Hotel-Motel Occupancy Tax Fund) where debt service payments are proposed to be
transferred for the bond issue payment related to construction of the Westlake Academy
Sam and Margaret Lee Arts & Sciences Center.
As required by State law, the proposed FY 2011-12 municipal budget has been prepared with
the base assumption that the Town’s first priority is to have a balanced budget. Further, that it is
a Town priority to fund and deliver basic, high quality, municipal services to our residents and
businesses. Service levels are in alignment with residential feedback regarding priorities from
our most recent Direction Finders (citizens’) survey results and the Town’s Strategic Issues-
focused Governance System (SIGS). In FY 11-12 our previous strategic plan was redesigned into
a comprehensive governance system and contains the Council developed vision, mission and
community value statements, an issues focused strategic plan, a strategy map, balanced score
card, and financial allocations according to a program based budget. The goal is to increase
our transparency with residents, while providing the staff with clear directives and performance
measures related to our comprehensive strategy map.
FY 2012-13 PROPOSED BUDGET IN A FIVE YEAR CONTEXT
Evaluating the adopted budget within a forecast context is important as it shows whether we are
on the right road financially in FY 2012-13 with the theme of “Driving Service Excellence”. This
excerpt from the updated Ten (10) Year Financial Forecast for the Town’s General Fund illustrates
the trend for the next five (5) years:
ACTUAL ESTIMATED PROPOSED F I V E Y E A R P R O J E C T I O N
DESCRIPTION FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18
GENERAL FUND 100
Beginning Fund Balance $ 3,731,332 $ 3,323,861 $ 4,128,026 $ 2,249,380 $ 2,147,204 $ 2,196,075 $ 1,881,128 $ 1,861,210
Total Revenues & Transfers In 6,308,147 6,104,077 5,457,602 5,987,244 6,120,184 6,256,508 6,396,307 6,539,671
Total Expenditures & Transfers Out (6,715,618) (5,299,912) (7,336,247) (6,089,420) (6,071,313) (6,571,455) (6,416,225) (6,501,061)
Net Total $ 3,323,861 $ 4,128,026 $ 2,249,380 $ 2,147,204 $ 2,196,075 $ 1,881,128 $ 1,861,210 $ 1,899,820
Total Restricted Funds 406,464 262,218 256,345 261,472 266,701 272,035 277,476 283,026
Ending Balance (projected) $ 2,917,397 $ 3,865,808 $ 1,993,035 $ 1,885,732 $ 1,929,374 $ 1,609,093 $ 1,583,734 $ 1,616,794
Operating Days 262 298 152 131 133 105 103 104
Excerpt from Ten Year Forecast (General Fund Section)
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AD VALOREM TAX ANALYSIS
Ad valorem taxes account for 21% of General Fund revenue ($1,176,011 estimated for FY 12-13)
and 6% of our overall revenues. This will be the third year the Town has assessed a property tax.
Our ad valorem tax rate is the lowest for municipalities in the immediate area. The ad valorem tax
rate per $100 of assessed valuation is proposed to remain at $.15684 for FY 12-13. This is less than the
effective tax rate of $.19326 that we could levy. As a reminder, the effective tax rate is the tax rate
calculated by a complex formula to determine the tax rate that could be levied to raise exactly
the same amount of revenue as in the preceding fiscal year.
Our assessed valuation increased by 11.2% for FY 12-13. However, the portion of this assessed
valuation that we can actually use to levy an ad valorem tax decreased by 8%. This was due
largely to tax abatements on Fidelity II and Deloitte University. Fidelity is eligible to receive these
abatements in FY12-13; however, they were not eligible in FY 11-12 because they did not meet their
employment targets required in our economic development agreements with them. However,
even with these abatements lowering the portion of our assessed valuation on which we can levy
our property tax in FY 12-13, we are able to use a lower tax rate than the effective tax rate because
of (a) modest on-going sales tax revenue improvement, and (b) one-time sales tax revenue in FY
2011-12 from the Deloitte University project as well as other businesses located in Westlake.
The ad valorem tax rate used in this proposed FY 2012-13 budget and compared to the prior year
rate is as follows:
FY 11-12
FY 12-13
Adopted
Proposed
Tax Rate Tax Rate Variance
M&O
$0.138350
$0.141070
$0.002720
I&S
$0.018490
$0.015770
($0.002720)
Total
$0.156840 $0.156840 $0.000000
More property tax revenues than anticipated were received in the prior year. By being able to use
those remaining funds to service our bond payment on the street improvements, we are able to
lower the I&S rate; therefore, increasing the M&O rate to keep our proposed rate the same as FY
2011-12. The proposed FY 2012-13 tax rate of $0.15684 is 23% less than the effective rate we are
allowed to use by law in FY 2011-12 of $0.19326 per $100 of the assessed valuation. Below is a table
noting our prior year tax revenues as well as the proposed rate for FY 2012-13 vs the effective tax
rate.
Net
Total
Total
Fiscal Year
Taxable Value
Tax Rate Tax Revenue
2013 Effective Tax Rate
$833,636,407
$0.19326
$1,611,086
2013 proposed $833,636,407
$0.15684
$1,307,475
2012 adopted
$836,170,736
$0.15684
$1,311,450
2011 adopted
$880,672,074
$0.16010
$1,409,956
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FY 2012-13 BUDGET THEME: “DRIVING SERVICE EXCELLENCE”
Over the course of the last several years, we have incorporated a ‘theme’ into our budget
document to help guide and focus our efforts on the critical issues facing us for the coming budget
year.
• In FY 2009-10, the budget theme was “Critical Challenges, Critical Choices” as we initiated
community-wide dialogue on how best to achieve our community’s vision for Westlake,
ensure our quality of life, as well as begin the task of identifying our challenges as it related
to our future financial sustainability.
• In FY 2010-11, the budget theme was “Securing the Vision”. After a lengthy community
dialogue and Council discussions, the Council took the important step to institute our first ad
valorem property tax to stabilize our revenue stream and shift from a revenue source to fund
Town services that relied almost solely on a general sales and use tax. The decision reversed
the preceding trend of depleting the General Fund and allowed for much needed
reinvestment in our infrastructure.
• Decisions in FY10-11 led to the FY 2011-12 budget theme of “Investing in Our Future”. This
was because assessment of a small property tax has given us the ability to invest in the
improvement of roadways and other infrastructure projects that will provide tremendous
benefits to our residents and businesses over the next several years. In addition to the Town
funded capital projects plan, Staff has worked hard to identify and secure infrastructure
funding through public/private and inter-local funding partnerships, along with grant
funding, to minimize the impact to our tax rate and General Fund while providing high-
quality infrastructure. The results of the utilization of these non-Town resources to the benefit
of Westlake can be seen in:
Construction of FM 1938/Davis Blvd, a $15 million dollar project funded primarily by
State and Federal dollars
Dove Road/Pearson Lane intersection improvements, a new north entrance to
Westlake Academy, as well as the Dove and J. T. Ottinger Road upgrades funded
primarily by a $4.6 million dollar development agreement with Hillwood Properties.
Landscaping of the medians on the soon to be completed FM 1938/Davis Blvd.
project will be funded by a $670,000 Green Belt grant from TxDOT which helps us
offset the associated costs for the streetscaping of this important north/south
corridor.
The selection of any budget theme is intended to bring into focus how resources are
recommended to be prioritized and used in order to take the next step in achieving or creating our
vision, mission and community values for Westlake. Over the history of our Town, budgets have
been prepared with an eye toward being fiscally conservative, while providing for the highest
quality of customer service that our residential population has come to expect in Westlake.
In that light, the FY 2012-13 theme of “Driving Service Excellence” focuses on providing resources
that will improve our ability to deliver excellent customer service, something that is integral to
maintaining Westlake’s quality of life and its status as a one-of-a-kind community.
To achieve this focus of “Driving Service Excellence”, the proposed FY 2012-12 budget reflects three
major areas of emphasis as follows:
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Investment in Service Delivery Sustainability $438,160
Strategic Plan Vision Points Impacted:
We are Leaders
Service Excellence
The following projects are allowable through prior/current funding, which was reserved
through transfers to the General Maintenance & Replacement Fund (a fund established to
continually set aside allocations for existing building refurbishment, as well as replacement
of existing equipment/vehicles on an as needed basis). A portion of the reserve from the
General Maintenance & Replacement Fund will fund the following in this fiscal year:
Replacements/Repairs:
$ 49,000 – Fire Chief vehicle
$ 24,000 – Internally Illuminated street signs on traffic signal poles
$ 21,250 – Fire hydrant repair and painting
$ 31,200 – Pump/motor repair/replacement at pump station
Reserved for repairs/replacements/maintenance
$76,600 - Westlake Academy physical plant maintenance and building
refurbishment
$ 10,000 – Trail repair work
$ 82,800 – HVAC at Westlake Academy, security system upgrades and refurbish
classrooms
$ 31,500 – Technology Upgrades
Funds provided for future costs:
$ 276,100 towards replacement of our existing fire ladder truck in FY 2015-16 as well
as on-going maintenance and replacement needs
Additional funding allocated in the General Fund for the following:
$ 12,560 - Radio investment/communication (note: partially–funded through the
use of $4,000 from Court Security restricted fund)
$ 2,500 – Barricade /Cone replacement
$ 3,000 – Community ‘Code Red’ emergency notification system
$ 2,650 – Fire Equipment Repair and Maintenance
$ 12,000 – Marketing / Advertising / Promotional material
$ 23,100 – Pump station landscaping replacement, GIS conversion costs, ROW
maintenance and additional State mandated water testing
$ 56,000 – Records Management/Document Control System–Laser Fiche to provide
for scanning and electronic retrieval capabilities of Town records (note: partially –
funded through shared allocations, $28,000 from GF, $14,000 from VA, $14,000 from
UF ($12,500 from the Court Technology restricted fund will offset the $28,000 GF
allocation)
Investment in Core Service Delivery Quality $ 152,369
Strategic Plan Vision Point Impacted:
Service Excellence
$ 100,000 – Work Force Attraction and Retention: First Year of a 2 Year Program to
Fund for Market Pay Adjustments (includes employer benefit costs)
$ 16,425 – Maintenance of current payroll costs (health, property, vehicle, general
liability)
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$ 18,474 – Police Services: Cost increase in annual Keller Police services contract
$ 17,470 – Enhanced Professional Development Programs as well As Increased
Funding for Fuel and Mileage Adjustments
Addition of Part-Time Utility Billing Clerk: $-0- (Note: no cost Increase due to
offsetting savings from over-time reduction of existing staff.
Investment in Infrastructure (Capital Improvement Plan) $6,738,076
Strategic Plan Vision Point Impacted:
Sense of Place
We are Leaders
Service Excellence
$ 2,895,742 – Street, drainage, streetscape, and trail projects
$ 2,000,000 – Water & sewer utility capital improvements
$ 1,842,334 – Hillwood Properties’ Remaining Dove/Ottinger Road Improvements
Contribution
It should be noted that Staff plans to discuss with the Town Council during its consideration of
this proposed budget, if there is Council’s interest to a.) pursue issuance of debt to cover
currently unfunded Westlake Academy capital improvements per a proposed facility plan
and b.) whether Council is interested in moving up from FY 13-14 to FY 12-13 a planned $2
million debt issuance planned for funding street improvement projects in the approved CIP.
FY 2011-12: INVESTMENTS AND ACHIEVEMENTS
Over the past several months, we have accomplished many important milestones in pursuing our
quest for Westlake to be a premiere place to live, work, and raise a family. These range from
strategic-issues focused tasks have been completed during FY 2011-12 to various milestones,
awards and recognitions as follows:
The Westlake Town Council received the award for “Council of the Year” from the Texas City
Managers Association. This honor recognizes those governing bodies that have a
demonstrated commitment to ethical service, put the welfare of the citizens above
personal gain, function well as a governance unit, support staff professional development,
and positively impact their community. The award nomination outlined the difficult ad
valorem property tax decision, the continuing commitment to professional management
and development, and the Westlake Town Council’s ability to work together in difficult
situations. This is a great honor and recognition for your commitment to Westlake.
Congratulations!
Received the International City/County Managers Association Community Sustainability
Program Excellence Award for Westlake Windows: Transparent Government in Focus (TGIF).
The category recognizes those communities who have shown a commitment to
“innovation, excellence, and success in balancing that community’s social, economic,
environmental, and cultural needs.” (ICMA) We submitted the award with an emphasis on
our communication efforts as it related to financial sustainability, transparency with capital
improvement efforts, neighborhood meetings, Westlake e-Tube, website redevelopment,
email newsletters, and other forms of community outreach programs.
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Completed the first full year of operations for our Communications & Community Affairs
office. Additional notifications and a streamlining of our community outreach was
completed through the use of electronic email “mini-newsletters” which have allowed us to
provide Westlake residents with more timely and relevant Westlake related material on a bi-
weekly (or more often, if needed) basis. Our Communications Office also assisted in
preparation of materials for Westlake Academy to enhance our faculty recruitment and
prospective parent outreach. These materials included:
Teacher recruitment brochures
Marketing brochures
Parent prospectus covering all 3 of our school’s IB curriculums
The Town’s previous strategic planning document was restructured from a traditional format
to a comprehensive governance system which we call the Strategic Issues-focused
Governance System (SIGS). The system follows a Balanced Scorecard format with a four-
tiered strategy map, an issues-focused set of staff action items, and outcome strategies that
align with our community value statements and a program based budget allocation.
Continued Implementation of the Town Council’s approved Five (5) Year Capital
Improvement Plan (CIP). The public / private partnership between Hillwood Properties and
the Town for Dove Road improvements will be finalized by mid-August.
The Stagecoach Hills roadwork project is also now nearing completion, marking the end of
a 3 year program to upgrade that subdivisions drainage, water distribution, and street
systems.
Construction on the State’s $15 Million Phase 1 FM 1938 (Davis Blvd.) project will likely be
finished in the 11-12 fiscal year. We have opened two initial north / south lanes of traffic to
facilitate mobility, and expect the final completion this fall. Once road construction crews
leave the area, Staff will begin working on the Town Council approved streetscaping plan
(contained in our CIP) to help identify this new and significant entry point and corridor for
our community.
Invested significant time and effort in pursuing development of a facility plan for Westlake
Academy, a process that is still underway.
The Town continued to receive recognition for the transparency and high quality of its
financial reporting by:
receiving the Certificate of Achievement for Excellence in Financial Reporting, as well as
the Distinguished Budget Presentation Award from the Governmental Finance Officers
Association (GFOA) in FY 2011-12. This marks the 5th year in a row that we have received
this honor for our municipal budget and the 3rd year for our educational services
budget.
receiving recognition from the Association of School Business Officials International as a
recipient of the International Award for Budget Excellence for the past three years.
completing the Comprehensive Annual Financial Report (CAFR), also known as the
annual audit which has also been recognized through GFOA for the last five years.
The Finance Department also created the Town’s first Popular Annual Financial Report
(PAFR) converting much of the budget document into an easy to read format for our
residents. The goal is to encourage resident awareness as it relates to Town finances through
the condensed version of the budget. The report provides an “overview of our financial
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position and policies, and conveys our commitment to delivering responsive services and
programs in a fiscally responsible manner.” (PAFR document).
Deloitte University opened for full operation in October 2011 and has been an
overwhelming success. While being built, it was the largest ($300 million) private
construction project in Texas. It serves as Deloitte’s state –of- the art national and
international learning center for its employees bringing Deloitte employees to Westlake from
all over the world.
What began as retail construction in FY10-11 came to fruition in FY11-12 with the opening of
the new Quik Trip convenience store and the Centennial Fine Wine and Spirits store. This is
Westlake’s first retail development outside of Solana. It is located along the Town’s western
boundary at the northwest corner of SH170 and SH377 and has already had a positive
impact on our sales and use tax collection rates.
In FY11-12 the Town neared completion of the implementation of a development
agreement with Hillwood Properties whereby, as a part of commitments Hillwood had for
development of Deloitte University, they invested $4.6 million in street improvements on
Westlake’s major roadways- Dove Road and JT Ottinger Road.
Westlake was recognized again by Forbes Magazine as one of the wealthiest community in
the United States, with a median household income of $250,000. Our community shared this
spotlight with Chevy Chase, MD, a city with twice our population size. The article
mentioned Westlake’s small town feel, limited population, and also touched on many of our
high-profile residents.
Westlake’s Historic Preservation Society implemented their historic markers program with the
first marker being located at the former Buck King homestead at Aspen and Pearson Lanes.
The Society also held their first classic car show which was a major success both in terms of
collector participation and attendance.
The Town’s open enrollment charter school, Westlake Academy, finished its ninth year of
operations with another strong showing of academic and extra-curricular results by our
students. This year’s graduating class had an overall 89% success rate in obtaining the
prestigious International Baccalaureate diploma and the 28 graduates were offered
collectively over $3.5 million in scholarships and grants. The Academy’s enrollment
continues to grow with a preliminary number of 675 students enrolled for 2012-13 School
Year.
Westlake Academy was also ranked among the best high schools in America. U.S. News &
World Report ranked the school as 37th in the nation, 5th in Texas and 6th in national charter
schools. They further designated the Academy as a Gold Medal recipient. Newsweek
listed the school as the 18th best high school in the United States and the Washington Post
shows them as 36th out of 1,800 schools across the nation.
FY 2012-13 BUDGET PREPARATION METHODOLOGY
Certain assumptions, parameters, and approaches were utilized as the FY 2012-13 budget
document was prepared consistent with our overall Town philosophy of operating our community
with a focus on fiscal responsibility. These include readily identifying and tracking cost increases as
they relate to maintaining or increasing service levels, identifying the use of fund balances and
inter-fund transfers, delineating the amount for employee compensation increases, and clearly
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explaining the conservative approach used for revenue estimating. Also, the Town Council’s
financial policies (contained in the appendix of the budget), were followed in preparation of the
numbers. Highlights of these approaches and parameters are:
Maintained minimum fund balances to exceed Town Council policy requirements (90 day
fund balance)
Conservative revenue estimating that identified one-time and on-going revenues. With a
focus on “drill down” analysis to determine our actual on-going sales tax revenue stream on
an annual basis.
Estimated expenditures for current levels of service in FY 2012-13 were achieved by:
a) Adjusting for actual spending in FY 2011-12
b) Deducting one-time FY 2011-12 expenditures to create the adopted base budget for
the coming fiscal year. Identifying any anticipated cost increases, due to inflation or
program cost escalations, were identified and separated from the current base budget
in the form of “service level adjustments” (SLA’s).
Allocating resources to begin a two year process to move municipal employees to a market
competitive position in terms of their compensation that mirrors our policy and practice in
that regard for Westlake Academy faculty, i.e. target being with 3% of the median of the
market for our various municipal positions. This approach, recommended to be set by
Council policy, has served our school well and Staff in turn recommends we utilize the same
approach for the remainder of the organization, i.e. target being within 3% of the market
median for municipal employees as well. Most of our municipal positions are far below
market in terms of compensation, even when taking into account the combined nature of
many of our municipal positions (that they wear multiple “hats” in the execution of their job
duties). This gives us the opportunity to not only invest in this important organizational
investment and resource, but to address it in a way that reasonably assures we are market
competitive and can attract and retain employees within reasonable economic
boundaries. There would be no performance pay proposed for FY 12-13 since Staff is
recommending addressing our pay market deficiencies over the next 2 fiscal years.
All costs for base budgets, as well as service level adjustments due to cost
increases/inflation, were “scrubbed” through review and analysis by the Town Manager and
Finance Director. Programs of service were analyzed during budget review sessions with the
Leadership Team. This helps ensures maximum efficiency, effectiveness, and utilization of
our financial resources. The sustainability of the funding request, as well as the economy
realities we currently face, are a primary concern during any review process.
GOVERNING AND MANAGING FOR OUTCOMES
As our organization has developed, we have created a framework through the progression from a
traditional strategic plan to a comprehensive governance system that is outcome focused. The
end result is to create a high performing team that is focused on the overall goals and objectives
established by the Council, customer service, program provision, financial stewardship and
organizational and personal development. This team focus, along with the governance system,
makes Westlake a truly unique community that produces top-notch results with a small staff while
maximizing the use of public funds for our Town. Further, the framework links together these critical
Page 10 08/06/2012
TRANSMITTAL LETTER
governance and management decision making tools called “Governing and Managing for
Outcomes” which is designed to integrate:
Vision driven strategic planning, strategy mapping, and outcome based performance
indicators
Ten (10) year financial forecasting, budgeting, and performance measurement linked to
strategic priorities, objectives, and outcomes to ensure a long term approach that provides
financial sustainability
Aligning resources to prioritized outcomes
Reporting to monitor progress in outcome achievement and accountability for results
Utilizing citizen surveys to gauge service satisfaction levels with Town services and resident
willingness to pay for those services
Maintaining core services
Funding and implementing a five (5) year capital improvement plan
The proposed budget delineates the next twelve months of the Town’s financial future and
identifies the important projects and programs within our community. We will continue to focus on
infrastructure development, community engagement, high-quality service provision and further
develop the component of driving service excellence through our staff and program of services.
All of these tasks are centered on the vision, values and missions statements the Council has
identified as critical to our success.
CLOSING THOUGHTS FOR FY 2012-13
As with all transmittal letters, this one is a little different than those from previous few years. While we
clearly understand the nation as a whole continues to try and recover from the economic
downturn, the Town remains committed to budgeting and forecasting projections based on a
fiscally conservative formula. We have accomplished many great things this past year through our
use of partnerships and inventive strategies to govern our community. We have begun the process
of reinvesting in our infrastructure and will continue to do so over the next several years – paying
special attention to unique cost sharing opportunities, both public and private. Our overall goal is
to provide our residents with a living experience that is second-to-none.
The Town staff is aware that the Town of Westlake does not create wealth, but instead is entrusted
with public dollars collected on behalf of our citizens. We are stewards and are fully vested in the
success of the Town of Westlake and Westlake Academy. We exist as a municipal corporation for
one reason and one reason only: to prioritize and deliver the best services possible with the
resources provided to achieve an exceptional quality of life. This is a challenge the Staff takes very
seriously, one that we pursue with vigor every day. High commendation is due to the Leadership
Team for their work on this proposed budget. Additional recognition and thanks are due to
Director of Finance Debbie Piper, and Finance Assistant Jaymi Ford, for their efforts in assembling
this budget document. It takes long hours to make this not only a financial document, but a policy
document that is easy for our citizens to read and understand. I appreciate their dedication and
the effort they have invested in this process.
Finally, on behalf of myself and the entire Town staff, I would like to extend thanks and appreciation
to the Westlake Town Council. Your countless volunteer hours, invested in governing Westlake to
Page 11 08/06/2012
TRANSMITTAL LETTER
make it the best community we can be, is critical for our success. This year, all of your hard work
and dedication was validated by receiving in the “Council of the Year” award. An honor that I
know you will cherish as it represents all the hard decisions, long debates, and many hours you put
in each month through your service as ambassadors for and Council members of the Town of
Westlake!
Sincerely yours,
Thomas E. Brymer
Town Manager/Superintendent Westlake Academy
VISION STATEMENT
Westlake is an oasis of tranquility and natural beauty
amidst an ever expanding urban landscape.
VISION POINTS
~ SENSE OF PLACE ~
Distinctive neighborhoods, architecturally vibrant corporate campuses, grazing longhorns,
soaring red-tailed hawks, meandering roads and trails, lined with natural stone and native oaks.
~ LEADERSHIP ~
A premiere place to live, leadership in public education, corporate
and governmental partnerships, and high development standards.
~ CARING COMMUNITY ~
Informed residents, small town charm and values, historical preservation.
~ EXEMPLARY GOVERNANCE ~
Town officials, both elected and appointed, exhibit respect,
stewardship, vision, and transparency.
~ SERVICE EXCELLENCE ~
Public service that is responsive and professional, while balancing efficiency,
effectiveness and financial stewardship.
COMMUNITY VALUES
Innovation
Educational Leaders
Family Friendly and Welcoming
Engaged Citizens
Preservation of Our Natural Beauty
Strong Aesthetic Standards
Transparent Government
Fiscal Responsibility
MISSION STATEMENT
“On behalf of the citizens, the mission of the Town of Westlake is to be a one-of-a-kind community
that blends our rural atmosphere with our vibrant culture and metropolitan location.”
Page 12 08/06/2012
.
AMOUNT
Total Certified Values 826,881,629$
Protested Values (+)7,888,336
Less Properties not under protest or not certified (+)35,241,643
2011 tax ceilings (-)36,375,201
Total Taxable Value (=)833,636,407
Adopted Tax Rate Per /$100 Valuation (X)0.15684$
Estimated Tax Levy (=)1,307,475
Estimated Percent of Collections (X)100%
Estimated Current Tax Collections (=)1,307,475$
Tax Rate
per $100 Percent Estimated
Valuation of Levy Collections
GENERAL FUND $0.14107 89.95%$1,176,011
DEBT SERVICE FUND $0.01577 10.05%$131,464
TOTAL $0.15684 100.00%$1,307,475
Net General Debt Total
Taxable Value Fund Rate Fund Rate Tax Rate
$833,636,407 $0.14107 $0.01577 $0.15684
$836,170,736 $0.13835 $0.01849 $0.15684
$880,672,075 $0.15620 $0.00390 $0.16010
Fiscal Year
2013 proposed
2012 actual
2011 actual
AD VALOREM PROPERTY TAX
Revenue Allocation
TAX RATE DISTRIBUTION
HISTORICAL TAX INFORMATION
Fiscal year 2012/2013
Page 13 08/06/2012
Revision 5 FY 10/11 FY 11/12 FY 12/13 FY 10/11 vs FY 11/12 FY 12/13 vs FY 11/12
Description Actual Estimated Proposed Amount Percent Amount Percent
REVENUES & OTHER SOURCES
General Sales Tax 1 4,609,625 3,800,000 3,560,000 (809,625)-18%(240,000)-6%
Property Tax 2 1,257,246 1,434,151 1,307,499 176,905 14%(126,652)-9%
Beverage Tax 3 19,721 32,750 35,000 13,029 66%2,250 7%
Franchise Fees 4 586,836 642,075 649,200 55,239 9%7,125 1%
Permits & Fees 5 530,645 435,950 436,000 (94,695)-18%50 0%
Fines & Forfeits 6 605,705 640,000 560,000 34,295 6%(80,000)-13%
Investment Earnings 7 53,883 56,765 55,090 2,882 5%(1,675)-3%
Misc Income 8 260,684 160,704 142,052 (99,980)-38%(18,652)-12%
Charge for Services 9 3,140,125 2,652,666 2,703,750 (487,459)-16%51,084 2%
Hotel Tax Revenues 10 527,261 535,000 540,350 7,739 1%5,350 1%
Total Revenues 11 11,591,731 10,390,061 9,988,941 (1,201,670)-10%(401,120)-4%
Transfers In 12 7,100,267 2,202,819 4,206,007 (4,897,448)-69%2,003,188 91%
Other Sources 13 2,152,000 0 0 (2,152,000)-100%0 0%
Contributions 14 175,000 725,000 800,000 550,000 314%75,000 10%
Total Other Sources 15 9,427,267 2,927,819 5,006,007 (6,499,448)-69%2,078,188 71%
WA-Revenues 16 4,977,310 5,780,405 5,779,434 803,095 0%(971)0%
WA-Other Sources 17 659,704 36,967 112,700 (622,737)0%75,733 205%
Westlake Academy 18 5,637,014 5,817,372 5,892,134 180,358 0%74,762 1%
Total Revenues and
Other Sources 19 26,656,013$ 19,135,252$ 20,887,082$ (7,520,761)$ -28%1,751,830$ 9%
EXPENDITURES & OTHER USES
Payroll Salaries 20 1,832,157 1,997,629 2,056,806 165,472 9%59,177 3%
Payroll Related 21 565,657 630,988 660,928 65,331 12%29,940 5%
Total Payroll 22 2,397,814 2,628,617 2,717,734 230,803 10%89,117 3%
Debt 23 2,277,551 1,872,506 1,873,236 (405,045)-18%730 0%
ED Incentives 24 706,391 240,758 215,758 (465,632)-66%(25,000)-10%
Insurance 25 29,725 28,793 29,776 (932)-3%983 3%
Maintenance 26 234,089 253,894 259,047 19,805 8%5,153 2%
Rent & Utilities 27 420,260 402,037 402,037 (18,223)-4%0 0%
Service 28 1,827,168 2,570,443 2,336,821 743,275 41%(233,622)-9%
Supplies 29 142,811 159,428 165,119 16,617 12%5,691 4%
Water Purchases 30 1,015,869 1,110,600 1,110,600 94,731 9%0 0%
Total Expenditures 31 6,653,863 6,638,459 6,392,394 (15,404)0%(246,065)-4%
Transfers Out 32 7,100,267 2,202,819 4,206,007 (4,897,448)-69%2,003,188 91%
Other Uses 33 0 0 0 0 0%0 0%
Total Other Uses 34 7,100,267 2,202,819 4,206,007 (4,897,448)-69%2,003,188 91%
Capital Outlay 35 126,326 208,700 38,700 82,374 65%(170,000)-81%
Projects Capital 36 1,220,101 3,292,614 5,222,092 2,072,512 170%1,929,479 59%
Total Capital 37 1,346,428 3,501,314 5,260,792 2,154,886 160%1,759,479 50%
WA - Expenditures 38 4,884,987 5,902,321 5,718,032 1,017,334 0%(184,289)-3%
WA-Other Uses 39 603,000 106,511 57,663 (496,489)0%(48,848)-46%
Westlake Academy 40 5,487,987 6,008,832 5,775,695 520,845 0%(233,137)-4%
Total Expenditures
and Other Uses 41 22,986,359$ 20,980,041$ 24,352,622$ (2,006,318)$ -9%3,372,582$ 16%
Excess Revenues Over
(Under) Expenditures 42 3,669,654$ (1,844,789)$ (3,465,540)$ (5,514,442)$ -150%(1,620,752)$ 88%
BEGINNING FUND BALANCE 43 10,591,970$ 14,261,624$ 12,416,836$ 3,669,654$ 35%(1,844,788)$ -13%
ENDING FUND BALANCE 44 14,261,624$ 12,416,836$ 8,951,296$ (1,844,788)$ -13%(3,465,540)$ -28%
THREE YEAR ANALYSIS COMPARISON
REVENUES, EXPENDITURES, FUND BALANCE
ALL SOURCES
FISCAL YEAR 2012/2013
Increase/(Decrease)
Page 14 08/06/2012
Fund Name Amount Percent
1 General
Fund 4,128,026 5,457,602 7,336,247 2,249,380 25%(1,878,646) -46%
2 Westlake
Academy 725,501 5,892,134 5,775,695 841,940 9%116,439 16%
3 4B Economic
Development 237,847 890,500 920,230 208,117 2%(29,730) -12%
4 Economic
Development - 215,758 215,758 - 0%- 0%
5 Visitors
Association 981,249 562,525 717,489 826,285 9%(154,964) -16%
6 Lone
Star 13,576 45 - 13,621 0%45 0%
7 Debt
Service 29,781 1,655,218 1,655,218 29,781 0%- 0%
8 Utility
Fund 2,690,480 4,779,850 4,504,493 2,965,837 33%275,357 10%
9 Cemetery
Fund 148,638 5,575 5,400 148,813 2%175 0%
10 Utility
Maintenance 92,765 50,125 52,450 90,440 1%(2,325) -3%
11 General
Maintenance 799,765 551,750 273,900 1,077,615 12%277,850 35%
12 Capital
Projects 2,569,209 826,000 2,895,742 499,467 6%(2,069,742) -81%
TOTAL $12,416,836 $20,887,082 $24,352,622 $8,951,296 100%-$3,465,540 -28%
FY2013
Projected
Beginning
Fund Balance
FY2013
Projected
Ending Fund
Balance
Percent
per
Fund
PROPOSED FUND BALANCES
ALL SOURCES - VARIANCE REPORT
FISCAL YEAR 2012/2013
FY2012 vs FY2013
increase (decrease)
Total
Revenues
and Other
Sources
Total
Expenditures
and Other
Uses
Page 15 08/06/2012
26%28%4%1%3%0%8%4%0%23%0%3%
GF WA 4B ED VA CF DS CP LS UF UM GM FY 12/13 % of FY 11/12
100 199 200 210 220 255 300 410 418 500 510 600 Proposed Total Estimated Amount Percent
1 Sales Tax 2,490,000 - 890,000 180,000 - - - - - - - - 3,560,000 17% 3,800,000 (240,000)-6%
2 Property Tax 1,176,011 - - - - - 131,488 - - - - - 1,307,499 6% 1,434,151 (126,652)-9%
3 Beverage Tax 35,000 - - - - - - - - - - - 35,000 0.2% 32,750 2,250 7%
4 Franchise Fees 649,200 - - - - - - - - - - - 649,200 3% 642,075 7,125 1%
5 Permits/Fees 436,000 - - - - - - - - - - - 436,000 2% 435,950 50 0%
6 Fines/Forfeits 560,000 - - - - - - - - - - - 560,000 3% 640,000 (80,000)-13%
7 Interest 13,595 - 500 - 2,900 175 - 26,000 45 10,000 125 1,750 55,090 0% 56,765 (1,675)-3%
8 Misc Income 51,277 - - - 19,275 - - - - 71,500 - - 142,052 1% 160,704 (18,652)-12%
9 Charge for Services - - - - - 5,400 - - - 2,698,350 - - 2,703,750 13% 2,652,666 51,084 2%
10 Hotel Tax - - - - 540,350 - - - - - - - 540,350 3% 535,000 5,350 1%
11 Total Revenues 5,411,083 0 890,500 180,000 562,525 5,575 131,488 26,000 45 2,779,850 125 1,750 9,988,941 48%10,390,061 (401,120)-4%
12 Transfers In 46,519 - - 35,758 - - 1,523,730 - - 2,000,000 50,000 550,000 4,206,007 20% 2,202,819 2,003,188 91%
13 Other Sources - - - - - - - - - - - - - 0% - - 0%
14 Contributions - - - - - - - 800,000 - - - - 800,000 4% 725,000 75,000 10%
15 Total Other Sources 46,519 0 0 35,758 0 0 1,523,730 800,000 0 2,000,000 50,000 550,000 5,006,007 24%2,927,819 2,078,188 71%
16 WA Revenues - 5,779,434 - - - - - - - - - - 5,779,434 28% 5,780,405 (971)0%
17 WA Others Sources - 112,700 - - - - - - - - - - 112,700 0.5% 36,967 75,733 205%
18 Westlake Academy 0 5,892,134 0 0 0 0 0 0 0 0 0 0 5,892,134 28%5,817,372 74,762 1%
19 Total All Funds $5,457,602 $5,892,134 $890,500 $215,758 $562,525 $5,575 $1,655,218 $826,000 $45 $4,779,850 $50,125 $551,750 $20,887,082 100%$19,135,252 $1,751,830 9%
increase(decrease)
FY12 vs FY13
FISCAL YEAR 2012/2013
PROPOSED REVENUES AND OTHER FINANCING SOURCES
ALL SOURCES - VARIANCE REPORT
Page 16 08/06/2012
30%24%4%1%3%0%7%12%18%0%1%
GF WA 4B ED VA CF DS CP UF UM GM FY 12/13 % of FY 11/12
100 199 200 210 220 255 300 410 500 510 600 Proposed Total Estimated Amount Percent
1 Payroll & Related 2,181,656 - - - 258,346 - - - 277,732 - - 2,717,734 11%2,628,617 89,117 3%
2 Payroll & Related 2,181,656 - - - 258,346 - - - 277,732 - - 2,717,734 11%2,628,617 89,117 3%
3 Debt - - - - - - 1,652,293 - 220,943 - - 1,873,236 8%1,872,506 730 0%
4 ED Incentives - - - 215,758 - - - - - - - 215,758 1%240,758 (25,000) -10%
5 Insurance 23,678 - - - - - - - 6,098 - - 29,776 0%28,793 983 3%
6 Maintenance 115,747 - - - - 1,800 - - 141,500 - - 259,047 1%253,894 5,153 2%
7 Rent & Utilities 255,068 - - - 35,677 - - - 111,292 - - 402,037 2%402,037 - 0%
8 Services 1,578,564 - - - 229,905 3,600 2,925 - 521,828 - - 2,336,821 10%2,570,443 (233,622) -9%
9 Supplies 157,269 - - - 850 - - - 7,000 - - 165,119 1%159,428 5,691 4%
10 Water Purchases - - - - - - - - 1,110,600 - - 1,110,600 5%1,110,600 - 0%
11 Total Expenditures 2,130,325 - - 215,758 266,432 5,400 1,655,218 - 2,119,261 - - 6,392,394 26%6,638,459 (246,065) -4%
12 Transfers Out 3,005,566 - 920,230 - 192,711 - - - 87,500 - - 4,206,007 17%2,202,819 2,003,188 91%
13 Other Uses - - - - - - - - - - - - 0%- - 0%
14 Total Other Uses 3,005,566 - 920,230 - 192,711 - - - 87,500 - - 4,206,007 17%2,202,819 2,003,188 91%
15 Capital Outlay 18,700 - - - - - - - 20,000 - - 38,700 0%208,700 (170,000) -81%
16 Capital Projects - - - - - - - 2,895,742 2,000,000 52,450 273,900 5,222,092 21%3,292,614 1,929,479 59%
17 Total Capital 18,700 - - - - - - 2,895,742 2,020,000 52,450 273,900 5,260,792 22%3,501,314 1,759,479 50%
18 WA - Expenditures - 5,718,032 - - - - - - - - - 5,718,032 23%5,902,321 (184,289) -3%
19 WA - Other Uses - 57,663 57,663 0%106,511 (48,848) -46%
20 Westlake Academy - 5,775,695 - - - - - - - - - 5,775,695 24%6,008,832 (233,137) -4%
21 Total All Funds $7,336,247 $5,775,695 $920,230 $215,758 $717,489 $5,400 $1,655,218 $2,895,742 $4,504,493 $52,450 $273,900 $24,352,622 100%$20,980,041 $3,372,582 16%
PROPOSED EXPENDITURES AND OTHER OPERATING USES
ALL SOURCES - VARIANCE REPORT
FISCAL YEAR 2012/2013
FY12 vs FY13
increase(decrease)
Page 17 08/06/2012
C ITIZENS OF W ESTLAKE
M AYOR AND T OWN C OUNCIL
Town
Attorney
Town
Manager
Supervisor
Finance
Assistant to the
Town Manager
and Court
Administrator
Fire Chief
Human
Resources/
Information
Technology
Public Works
Facilities
Maintenance/
Parks &
Recreation
Planning &
Development/
Building
Inspector
Town Secretary
Administrative
Intern
Finance Clerk Finance Assistant
6 Firefighter
Paramedics 2 Lieutenants
Administrative
Clerk (.33)
Administrative
Clerk (.33)
Administrative
Clerk (.33)
Part Time Clerk Deputy Clerk
Marshal Judge
Texas Student
Housing
Executive
Director
Board Secretary
Administrative
Coordinator
Primary
Principal
Administrative
Assistants (3)
Dining Hall
Nurse
PYP Coordinator
PYP Teachers
PYP Counselor
PYP Special Ed.
Librarian
MYP/DP
Coordinator
MYP/DP
Teachers
MYP/DP
Counselors
MYP/DP
Special Ed
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
Secondary
Principal
Communications
Part Time Utility
Billing Clerk Technician
Athletic
Director
Page 18 08/06/2012
revision 04
Position FY 08/09
Actual
FY 09/10
Actual
FY 10/11
Actual
FY 11/12
Estimated
FY 12/13
Proposed change
Town Manager 1.00 1.00 1.00 1.00 1.00 -
Assistant to the Town Manager 1.00 1.00 1.00 0.75 0.75 -
Part-Time Clerk 0.25 0.00 0.00 0.00 0.00 -
Part-Time Intern 0.50 0.50 0.75 0.75 0.75 -
Planning & Development Director 1.00 1.00 1.00 1.00 1.00 -
Administrative Clerk 0.00 0.33 0.33 0.33 0.33 -
Town Secretary 1.00 1.00 1.00 1.00 1.00 -
Fire Chief 1.00 1.00 1.00 1.00 1.00 -
Lt. Firemen/Paramedics 2.00 2.00 2.00 2.00 2.00 -
Firemen/Paramedics 7.00 6.00 6.00 6.00 6.00 -
Court Administrator 1.00 1.00 1.00 0.25 0.25 -
Supervisor 0.00 0.00 0.00 1.00 1.00 -
Deputy Clerk (1)1.00 1.00 1.00 0.00 0.00 -
Deputy Clerk (2)1.00 1.00 1.00 1.00 1.00 -
Judge 1.00 1.00 1.00 1.00 1.00 -
Marshal 1.00 1.00 1.00 1.00 1.00 -
Part-Time Clerk 0.25 0.50 0.50 0.50 0.50 -
Public Works Superintendent 1.00 1.00 1.00 1.00 1.00 -
Utility Technician 0.50 0.50 0.50 1.00 1.00 -
Part-Time Utility Billing Clerk 0.00 0.00 0.00 0.00 0.75 0.75
Facilities Maintenance Director 0.50 0.50 0.50 0.50 0.50 -
Utility & Building Technician 0.25 0.25 0.25 0.00 0.00 -
Administrative Clerk 0.00 0.33 0.33 0.33 0.33 -
Finance Director 1.00 1.00 1.00 1.00 1.00 -
Finance Assistant 1.00 1.00 1.00 1.00 1.00 -
Finance Clerk 1.00 1.00 1.00 1.00 1.00 -
Parks & Recreation Director 0.50 0.50 0.50 0.50 0.50 -
Utility & Building Technician 0.25 0.25 0.25 0.00 0.00 -
Information Technology Director 0.00 0.00 0.00 0.50 0.25 (0.25)
Human Resources Director 1.00 1.00 1.00 0.50 0.75 0.25
Part-Time Clerk 0.33 0.00 0.00 0.00 0.00 -
Administrative Clerk 0.00 0.33 0.33 0.33 0.33 -
Communications Director 0.00 0.00 0.00 1.00 1.00
Total 28.00 27.00 27.25 27.25 28.00 0.75
Position Summary FY 2012/2013
Page 19 08/06/2012
FY 2012/2013 BUDGET SUMMARY
PERSONNEL SUMMARY
Overall staffing for the Town will increase by .75 FTE.
FY 11/12 FY 12/13 FY 12/13
Dept # Department Name Estimated Proposed Change Percent
11 Town Manager 2.50 2.50 - 9%
12 Planning & Development 1.33 1.33 - 5%
13 Town Secretary 1.00 1.00 - 4%
14 Emergency Services 9.00 9.00 - 32%
15 Municipal Court 4.75 4.75 - 17%
16 Public Works 2.00 2.75 0.75 10%
17 Facilities Maintenance 0.83 0.83 - 3%
18 Finance Dept 3.00 3.00 - 11%
19 Park & Recreation 0.50 0.50 - 2%
20 Information Technology 0.50 0.25 (0.25) 1%
21 Human Resources 0.83 1.08 0.25 4%
22 Communications 1.00 1.00 - 4%
Total Employees 27.25 28.00 0.75 100%
Town Manager, 2.50
Planning &
Development, 1.33
Town Secretary, 1.00
Emergency Services,
9.00
Municipal Court, 4.75
Public Works, 2.75
Facilities Maintenance,
0.83
Finance Dept, 3.00
Park & Recreation,
0.50
Information
Technology, 0.25
Human Resources,
1.08 Communications, 1.00
Page 20 08/06/2012
General Fund
Program Summary
Fiscal Year 2012/2013
Adopted Estimated Proposed Proposed FY 12/13
Actual Budget Budget Budget
FY 10/11 FY 11/12 FY 11/12 FY 12/13 Estimated FY 11/12
1 REVENUES & OTHER SOURCES 1
2 General Sales Tax On-going 1,124,043 2,062,500 2,295,000 2,290,000 0%(5,000) 2
3 General Sales Tax One-time 377,976 - 350,000 200,000 -43%(150,000) 3
4 Property Tax 1,226,689 1,156,842 1,262,053 1,176,011 -7%(86,042) 4
5 Hotel Tax - - - - 0%- 5
6 Contributions 175,000 304,100 325,000 - -100%(325,000) 6
7 Charge for Services - - - - 0%- 7
8 Beverage Tax 19,721 17,750 32,750 35,000 7%2,250 8
9 Franchise Fees 586,836 582,550 642,075 649,200 1%7,125 9
10 Permits & Fees 520,645 480,890 435,950 436,000 0%50 10
11 Fines & Forfeitures 605,705 536,611 640,000 560,000 -13%(80,000) 11
12 Investment Earnings 10,408 15,035 13,470 13,595 1%125 12
13 Misc Income 96,079 52,700 61,929 51,277 -17%(10,652) 13
14 Total Revenues 4,743,102 5,208,978 6,058,227 5,411,083 -11%(647,145) 14
15 Transfers In 1,508,045 38,350 45,850 46,519 1%669 15
16 Other Sources 57,000 - - - 0%- 16
17 Total Other Sources 1,565,045 38,350 45,850 46,519 1%669 17
18 TOTAL REVENUES & OTHER SOURCES 6,308,147 5,247,328 6,104,077 5,457,602 -11%(646,476) 18
19 EXPENDITURES & OTHER USES 19
20 Payroll Salaries 1,476,485 1,486,731 1,490,596 1,520,728 2%30,132 20
21 Payroll Related & Benefits 565,657 633,278 630,988 660,928 5%29,940 21
22 Supplies 139,482 150,991 151,078 157,269 4%6,191 22
23 Services 1,303,505 1,451,470 1,505,600 1,578,564 5%72,964 23
24 Insurance 24,977 24,822 22,966 23,678 3%712 24
25 Repair & Maintenance 129,639 113,479 110,594 115,747 5%5,153 25
26 Rent & Utilities 289,312 251,860 255,068 255,068 0%- 26
27 Interfund Advance - - - - 0%- 27
28 Debt - - - - 0%- 28
29 Capital Outlay 94,285 190,000 188,700 18,700 -90%(170,000) 29
30 Capital Projects - - - - 0%- 30
31 Total Expenditures 4,023,344 4,302,630 4,355,589 4,330,681 -1%(24,908) 31
32 Transfers Out - Operating 37,633 636,936 414,323 455,566 10%41,243 32
33 Transfers Out - Non Operating 2,654,641 530,000 530,000 2,550,000 381%2,020,000 33
34 Total Other Uses 2,692,274 1,166,936 944,323 3,005,566 218%2,061,243 34
35 TOTAL EXPENDITURES & OTHER USES 6,715,618 5,469,566 5,299,912 7,336,247 38%2,036,335 35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES (407,471) (222,238) 804,165 (1,878,646) -334%(2,682,811) 36
37 FUND BALANCE, BEGINNING 3,731,332 3,323,861 3,323,861 4,128,026 24%804,165 37
38 FUND BALANCE, ENDING 3,323,861 3,101,622 4,128,026 2,249,380 -46%(1,878,646) 38
39 Restricted/Assigned/Committed Funds 406,464 197,800 262,218 256,345 -2%(5,873) 39
40 UNASSIGNED FUND BALANCE, ENDING 2,917,397 2,903,822 3,865,808 1,993,035 -48%(1,872,772) 40
41 # Days Operating 262 215 296 152 -49%(144) 41
42 Restricted/Assigned/Committed Funds 42
43 C Court Tech - $12.5K 100 10112 00 000 78,079 66,000 96,465 88,788 -8%(7,677) 43
44 C Court Sec - $4K 100 10113 00 000 103,549 89,000 110,029 111,530 1%1,501 44
45 C Court Efficiency 100 10116 00 000 5,148 2,800 6,037 6,339 5%302 45
46 R Reforestation - $170K 100 10110 00 101 190,540 16,000 20,540 20,540 0%- 46
47 R Street Escrow 100 10110 00 102 29,147 24,000 29,147 29,147 0%- 47
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 406,464 197,800 262,218 256,345 0%48
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Page 21 08/06/2012
Westlake Academy
Program Summary
Fiscal Year 2012/2013
Adopted Estimated Proposed Proposed FY 12/13
Actual Budget Budget Budget
FY 10/11 FY 11/12 FY 11/12 FY 12/13 Estimated FY 11/12
1 REVENUES & OTHER SOURCES 1
2 Federal Program Revenues 157,445 150,844 163,919 69,239 -58%(94,680)2
3 State Program Revenues 3,945,658 4,494,586 4,377,801 4,428,261 1%50,460 3
4 Local Revenues 874,207 839,412 1,238,685 1,281,934 3%43,249 4
5 0%0 5
6 0%0 6
7 0%0 7
8 0%0 8
9 0%0 9
10 0%0 10
11 0%0 11
12 0%0 12
13 0%0 13
14 Total Revenues 4,977,310 5,484,842 5,780,405 5,779,434 0%(971)14
15 Other Sources 659,704 36,967 36,967 112,700 205%75,733 15
16 Total Other Sources 659,704 36,967 36,967 112,700 205%75,733 16
17 TOTAL REVENUES & OTHER SOURCES 5,637,014 5,521,809 5,817,372 5,892,134 1%74,762 17
18 EXPENDITURES & OTHER USES 18
19 61 Payroll Related & Benefits 3,450,209 3,957,924 4,096,806 4,391,980 7%295,174 19
20 62 Professional & Contracted Services 849,943 971,025 1,149,978 749,490 -35%(400,488)20
21 63 Supplies and Materials 338,309 260,447 357,785 286,576 -20%(71,209)21
22 64 Other Operating Costs 246,528 385,824 297,752 289,986 -3%(7,766)22
23 65 Debt Service 0 0 0 0 0%0 23
24 0%0 24
25 0%0 25
26 0%0 26
27 0%0 27
28 0%0 28
29 0%0 29
30 0%0 30
31 Total Expenditures 4,884,987 5,575,220 5,902,321 5,718,032 -3%(184,289)31
32 Other Uses 603,000 49,807 106,511 57,663 -46%(48,848)32
33 Total Other Uses 603,000 49,807 106,511 57,663 -46%(48,848)33
34 TOTAL EXPENDITURES & OTHER USES 5,487,987 5,625,027 6,008,832 5,775,695 -4%(233,137)34
35 EXCESS REVENUES OVER(UNDER) EXPENDITURES 149,027 (103,218)(191,460)116,439 -161%307,899 35
36 FUND BALANCE, BEGINNING 767,934 916,961 916,961 725,501 -21%(191,460) 36
37 FUND BALANCE, ENDING 916,961 813,743 725,501 841,940 16%116,439 37
38 Restricted/Assigned/Committed Funds 115,810 3,684 3,684 14,838 303%11,154 38
39 UNASSIGNED FUND BALANCE, ENDING 801,151 810,059 721,817 827,102 15%105,285 39
40 # of Operating Days 65 55 49 51 4%2 40
41 Restricted/Assigned/Committed Funds 41
42 A Technology/FFE 0 0 0 0 0%0 42
43 A Uniform/Equipment Replacement 0 0 0 0 0%0 43
44 44
45 45
46 46
46 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 0 0 0 0 0%- 46
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Page 22 08/06/2012
4B Economic Development
Program Summary
Fiscal Year 2012/2013
Adopted Estimated Proposed Proposed FY 12/13
Actual Budget Budget Budget
FY 10/11 FY 11/12 FY 11/12 FY 12/13 Estimated FY 11/12
1 REVENUES & OTHER SOURCES 1
2 General Sales Tax on-going 1,218,487 687,500 950,000 890,000 -6%(60,000) 2
3 General Sales Tax one time - - - - 0%- 3
4 Property Tax - - - - 0%- 4
5 Hotel Tax - - - - 0%- 5
6 Charges for Services - - - - 0%- 6
7 Contributions - - - - 0%- 7
8 Beverage Tax - - - - 0%- 8
9 Franchise Fees - - - - 0%- 9
10 Permits & Fees - - - - 0%- 10
11 Fines & Forfeitures - - - - 0%- 11
12 Investment Earnings 396 500 500 500 0%- 12
13 Misc Income - - - - 0%- 13
14 Total Revenues 1,218,883 688,000 950,500 890,500 -6%(60,000) 14
15 Transfers In - - - - 0%- 15
16 Total Other Sources - - - - 0%- 16
17 TOTAL REVENUES & OTHER SOURCES 1,218,883 688,000 950,500 890,500 -6%(60,000) 17
18 EXPENDITURES & OTHER USES 18
19 Payroll / Salaries - - - - 0%- 19
20 Payroll Related & Benefits - - - - 0%- 20
21 PR Transfer In - - - - 0%- 21
22 PR Transfer Out - - - - 0%- 22
23 Supplies - - - - 0%- 23
24 Services - - - - 0%- 24
25 Insurance - - - - 0%- 25
26 Repair & Maintenance - - - - 0%- 26
27 Rent & Utilities - - - - 0%- 27
28 Interfund Advances - - - - 0%- 28
29 Debt - - - - 0%- 29
30 Capital Outlay - - - - 0%- 30
31 Economic Development Incentives - - - - 0%- 31
32 Capital Projects - - - - 0%- 32
33 Total Expenditures - - - - 0%- 33
34 Transfers Out 1,248,614 717,730 980,230 920,230 -6%(60,000) 34
35 Total Other Uses 1,248,614 717,730 980,230 920,230 -6%(60,000) 35
36 TOTAL EXPENDITURES & OTHER USES 1,248,614 717,730 980,230 920,230 -6%(60,000) 36
37 EXCESS REVENUES OVER(UNDER) EXPENDITURES (29,731) (29,730) (29,730) (29,730) 0%- 37
38 FUND BALANCE, BEGINNING 297,308 267,577 267,577 237,847 -11%(29,730) 38
39 FUND BALANCE, ENDING 267,577 237,847 237,847 208,117 -12%(29,730) 39
40 Restricted/Assigned/Committed Funds 267,577 237,847 237,847 208,117 -12%(29,730) 40
41 ASSIGNED FUND BALANCE, ENDING - - - - 0%- 41
42 42
43 Restricted/Assigned/Committed Funds 43
44 Assigned 267,577 237,847 237,847 208,117 -12%(29,730) 44
45 0%- 45
46 0%- 46
47 0%- 47
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 267,577 237,847 237,847 208,117 -12%(29,730) 48
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Page 23 08/06/2012
Economic Development
Program Summary
Fiscal Year 2012/2013
Adopted Estimated Adopted Proposed FY 12/13
Actual Budget Budget Budget
FY 10/11 FY 11/12 FY 11/12 FY 12/13 Estimated FY 11/12
1 REVENUES & OTHER SOURCES 1
2 General Sales Tax 670,632 150,000 205,000 180,000 -12%(25,000) 2
3 Property Tax - - - - 0%- 3
4 Hotel Tax - - - - 0%- 4
5 Charges for Services - - - - 0%- 5
6 Contributions - - - - 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 153 - - - 0%- 11
12 Misc Income - - - - 0%- 12
13 Total Revenues 670,785 150,000 205,000 180,000 -12%(25,000) 13
14 Transfers In 35,758 35,758 35,758 35,758 0%- 14
15 Total Other Sources 35,758 35,758 35,758 35,758 0%- 15
16 TOTAL REVENUES & OTHER SOURCES 706,543 185,758 240,758 215,758 -10%(25,000) 16
17 EXPENDITURES & OTHER USES 17
18 Payroll / Salaries - - - - 0%- 18
19 Payroll Related & Benefits - - - - 0%- 19
20 PR Transfer In - - - - 0%- 20
21 PR Transfer Out - - - - 0%- 21
22 Supplies - - - - 0%- 22
23 Services - - - - 0%- 23
24 Insurance - - - - 0%- 24
25 Repair & Maintenance - - - - 0%- 25
26 Rent & Utilities - - - - 0%- 26
27 Interfund Advances - - - - 0%- 27
28 Debt - - - - 0%- 28
29 Capital Outlay - - - - 0%- 29
30 Economic Development Incentives 706,391 185,758 240,758 215,758 -10%(25,000) 30
31 Capital Projects - - - - 0%- 31
32 Total Expenditures 706,391 185,758 240,758 215,758 -10%(25,000) 32
33 Transfers Out 153 - - - 0%- 33
34 Total Other Uses 153 - - - 0%- 34
35 TOTAL EXPENDITURES & OTHER USES 706,543 185,758 240,758 215,758 -10%(25,000) 35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES 0 0 0 0 0%- 36
37 FUND BALANCE, BEGINNING 0 0 0 0 0%- 37
38 FUND BALANCE, ENDING 0 0 0 0 0%- 38
39 Restricted/Assigned/Committed Funds 0 0 0 0 0%- 39
40 UNASSIGNED FUND BALANCE, ENDING 0 0 0 0 0%- 40
41 41
42 Restricted/Assigned/Committed Funds 42
43 0%- 43
44 0%- 44
45 0%- 45
46 0%- 46
47 0%- 47
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 0 0 0 0 0%- 48
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Page 24 08/06/2012
Lone Star Public Facilities Fund
Program Summary
Fiscal Year 2012/2013
Adopted Estimated Proposed Proposed FY 12/13
Actual Budget Budget Budget
FY 10/11 FY 11/12 FY 11/12 FY 12/13 Estimated FY 11/12
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 Contributions - - - - 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 36 30 45 45 0%- 11
12 Misc Income - - - - 0%- 12
13 Total Revenues 36 30 45 45 0%- 13
14 Transfers In - - - - 0%- 14
15 Total Other Sources - - - - 0%- 15
16 TOTAL REVENUES & OTHER SOURCES 36 30 45 45 0%- 16
17 EXPENDITURES & OTHER USES 17
18 Payroll / Salaries - - - - 0%- 18
19 Payroll Related & Benefits - - - - 0%- 19
20 PR Transfer In - - - - 0%- 20
21 PR Transfer Out - - - - 0%- 21
22 Supplies - - - - 0%- 22
23 Services - - - - 0%- 23
24 Insurance - - - - 0%- 24
25 Repair & Maintenance - - - - 0%- 25
26 Rent & Utilities - - - - 0%- 26
27 Interfund Advances - - - - 0%- 27
28 Debt - - - - 0%- 28
29 Capital Outlay - - - - 0%- 29
30 Economic Development Incentives - - - - 0%- 30
31 Capital Projects - - - - 0%- 31
32 Total Expenditures - - - - 0%- 32
33 Transfers Out 102 - - - 0%- 33
34 Total Other Uses 102 - - - 0%- 34
35 TOTAL EXPENDITURES & OTHER USES 102 - - - 0%- 35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES (66) 30 45 45 0%- 36
37 FUND BALANCE, BEGINNING 13,598 13,531 13,531 13,576 0%45 37
38 FUND BALANCE, ENDING 13,531 13,561 13,576 13,621 0%45 38
39 Restricted/Assigned/Committed Funds 13,531 13,561 13,576 13,621 0%45 39
40 UNASSIGNED FUND BALANCE, ENDING - - - - 0%- 40
41 41
42 Restricted/Assigned/Committed Funds 42
43 A Cash 418 10110 00 000 13,531 13,561 13,576 13,621 0%45 43
44 0%- 44
45 0%- 45
46 0%- 46
47 0%- 47
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 13,531 13,561 13,576 13,621 0%45 48
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Page 25 08/06/2012
Visitors Association Fund
Program Summary
Fiscal Year 2012/2013
Adopted Estimated Proposed Proposed FY 12/13
Actual Budget Budget Budget
FY 10/11 FY 11/12 FY 11/12 FY 12/13 Estimated FY 11/12
1 REVENUES & OTHER SOURCES 1
2 General Sales Tax - - - - 0%- 2
3 Property Tax - - - - 0%- 3
4 Hotel Tax 527,261 535,000 535,000 540,350 1%5,350 4
5 Charges for Services - - - - 0%- 5
6 Contributions - - - - 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 2,754 2,900 2,900 2,900 0%- 11
12 Misc Income 17,890 19,275 19,275 19,275 0%- 12
13 Total Revenues 547,904 557,175 557,175 562,525 1%5,350 13
14 Transfers In - - - - 0%- 14
15 Total Other Sources - - - - 0%- 15
16 TOTAL REVENUES & OTHER SOURCES 547,904 557,175 557,175 562,525 1%5,350 16
17 EXPENDITURES & OTHER USES 17
18 Payroll / Salaries - - - - 0%- 18
19 Payroll Related & Benefits - - - - 0%- 19
20 PR Transfer In - - - - 0%- 20
21 PR Transfer Out 152,079 - 255,339 258,346 1%3,007 21
22 Supplies 0 850 850 850 0%- 22
23 Services 170,978 186,075 204,575 229,905 12%25,330 23
24 Insurance - - - - 0%- 24
25 Repair & Maintenance - - - - 0%- 25
26 Rent & Utilities 33,310 34,177 35,677 35,677 0%- 26
27 Interfund Advances - - - - 0%- 27
28 Debt - - - - 0%- 28
29 Capital Outlay - - - - 0%- 29
30 Economic Development Incentives - - - - 0%- 30
31 Capital Projects - - - - 0%- 31
32 Total Expenditures 356,368 221,102 496,441 524,778 6%28,337 32
33 Transfers Out 181,197 445,434 190,766 192,711 1%1,945 33
34 Total Other Uses 181,197 445,434 190,766 192,711 1%1,945 34
35 TOTAL EXPENDITURES & OTHER USES 537,564 666,536 687,207 717,489 4%30,282 35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES 10,340 (109,361) (130,032) (154,964) 19%(24,932) 36
37 FUND BALANCE, BEGINNING 1,100,941 1,111,281 1,111,281 981,249 -12%(130,032) 37
38 FUND BALANCE, ENDING 1,111,281 1,001,920 981,249 826,285 -16%(154,964) 38
39 Restricted/Assigned/Committed Funds 180,935 182,416 182,416 183,692 1%1,276 39
40 UNASSIGNED FUND BALANCE, ENDING 930,346 819,504 798,833 642,593 -20%(156,240) 40
41 # Days Operating 632 449 424 327 -23%(97) 41
42 Restricted/Assigned/Committed Funds 42
43 Debt Service 180,935 182,416 182,416 183,692 1%1,276 43
44 0%- 44
45 0%- 45
46 0%- 46
47 0%- 47
48 TOTAL RESTRICTED/ASSIGNED/COMMITED FUNDS 180,935 182,416 363,351 183,692 -49%(179,659) 48
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Page 26 08/06/2012
Debt Service Fund
Program Summary
Fiscal Year 2012/2013
Adopted Estimated Proposed Proposed FY 12/13
Actual Budget Budget Budget
FY 10/11 FY 11/12 FY 11/12 FY 12/13 Estimated FY 11/12
1 REVENUES & OTHER SOURCES 1
2 General Sales Tax - - - - 0%- 2
3 Property Tax 30,558 154,608 172,098 131,488 -24%(40,610) 3
4 Hotel Tax - - - - 0%- 4
5 Charges for Services - - - - 0%- 5
6 Contributions - - - - 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 28 - - - 0%- 11
12 Misc Income - 100 - - 0%- 12
13 Total Revenues 30,586 154,708 172,098 131,488 -24%(40,610) 13
14 Transfers In 1,505,539 1,501,324 1,506,211 1,523,730 1%17,519 14
15 Total Other Sources 1,505,539 1,501,324 1,506,211 1,523,730 1%17,519 15
16 TOTAL REVENUES & OTHER SOURCES 1,536,125 1,656,032 1,678,309 1,655,218 -1%(23,091) 16
17 EXPENDITURES & OTHER USES 17
18 Payroll / Salaries - - - - 0%- 18
19 Payroll Related & Benefits - - - - 0%- 19
20 Payroll Tranfser In - - - - 0%- 20
21 Payroll Tranfser Out - - - - 0%- 21
22 Supplies - - - - 0%- 22
23 Services 1,130 2,925 2,925 2,925 0%- 23
24 Insurance - - - - 0%- 24
25 Repair & Maintenance - - - - 0%- 25
26 Rent & Utilities - - - - 0%- 26
27 Interfund Advances - - - - 0%- 27
28 Debt 1,527,490 1,653,107 1,653,107 1,652,293 0%(814) 28
29 Capital Outlay - - - - 0%- 29
30 Economic Development Incentives - - - - 0%- 30
31 Capital Projects - - - - 0%- 31
32 Total Expenditures 1,528,620 1,656,032 1,656,032 1,655,218 0%(814) 32
33 Transfers Out - - - - 0%- 33
34 Total Other Uses - - - - 0%- 34
35 TOTAL EXPENDITURES & OTHER USES 1,528,620 1,656,032 1,656,032 1,655,218 0%(814) 35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES 7,504 - 22,277 - -100%(22,277) 36
37 FUND BALANCE, BEGINNING 0 7,504 7,504 29,781 297%22,277 37
38 FUND BALANCE, ENDING 7,504 7,504 29,781 29,781 0%- 38
39 Restricted/Assigned/Committed Funds 7,504 7,504 29,781 29,781 0%- 39
40 UNASSIGNED FUND BALANCE, ENDING 0 0 0 0 0%- 40
41 41
42 Restricted/Assigned/Committed Funds 42
43 - - - - 0%- 43
44 - - - - 0%- 44
45 - - - - 0%- 45
46 - - - - 0%- 46
47 - - - - 0%- 47
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS - - - - 0%- 48
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Page 27 08/06/2012
Cemetery Fund
Program Summary
Fiscal Year 2012/2013
Adopted Estimated Proposed Proposed FY 12/13
Actual Budget Budget Budget
FY 10/11 FY 11/12 FY 11/12 FY 12/13 Estimated FY 11/12
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 13,300 3,400 5,400 5,400 0%- 5
6 Contributions - - - - 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 117 75 175 175 0%- 11
12 Misc Income - - - - 0%- 12
13 Total Revenues 13,417 3,475 5,575 5,575 0%- 13
14 Transfers In - - - - 0%- 14
15 Total Other Sources - - - - 0%- 15
16 TOTAL REVENUES & OTHER SOURCES 13,417 3,475 5,575 5,575 0%- 16
17 EXPENDITURES & OTHER USES 17
18 Payroll / Salaries - - - - 0%- 18
19 Payroll Related & Benefits - - - - 0%- 19
20 Payroll Transfer In - - - - 0%- 20
21 Payroll Transfer Out - - - - 0%- 21
22 Supplies 450 - 500 - -100%(500) 22
23 Services 4,154 3,100 3,600 3,600 0%- 23
24 Insurance - - - - 0%- 24
25 Repair & Maintenance 1,000 2,000 1,800 1,800 0%- 25
26 Rent & Utilities - - - - 0%- 26
27 Interfund Advances - - - - 0%- 27
28 Debt - - - - 0%- 28
29 Capital Outlay - - - - 0%- 29
30 Economic Development Incentives - - - - 0%- 30
31 Capital Projects - - - - 0%- 31
32 Total Expenditures 5,604 5,100 5,900 5,400 -8%(500) 32
33 Transfers Out - - - - 0%- 33
34 Total Other Uses - - - - 0%- 34
35 TOTAL EXPENDITURES & OTHER USES 5,604 5,100 5,900 5,400 -8%(500) 35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES 7,813 (1,625) (325) 175 -154%500 36
37 FUND BALANCE, BEGINNING 141,149 148,963 148,963 148,638 0%(325) 37
38 FUND BALANCE, ENDING 148,963 147,338 148,638 148,813 0%175 38
39 Restricted/Assigned/Committed Funds 148,963 147,338 148,638 148,813 0%175 39
40 UNASSIGNED FUND BALANCE, ENDING - - - - 0%- 40
41 41
42 Restricted/Assigned/Committed Funds 42
43 A Cash 255 10110 00 000 50,784 49,159 50,459 50,634 0%175 43
44 A Cemetery Lots 255 15100 00 000 98,179 98,179 98,179 98,179 0%- 44
45 0%- 45
46 0%- 46
47 0%- 47
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 148,963 147,338 148,638 148,813 0%175 48
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Page 28 08/06/2012
Utility Fund
Program Summary
Fiscal Year 2012/2013
Adopted Estimated Proposed Proposed FY 12/13
Actual Budget Budget Budget
FY 10/11 FY 11/12 FY 11/12 FY 12/13 Estimated FY 11/12
1 REVENUES & OTHER SOURCES 1
2 Charges for Services Water 2,386,093 2,059,000 2,059,000 2,059,000 0%- 2
3 Charges for Services Sewer 547,871 529,800 529,800 529,800 0%- 3
4 Charges for Services Trash 100%5,216 6,966 6,966 58,050 733%51,084 4
5 Charges for Services Other 187,645 44,000 51,500 51,500 0%- 5
6 Contributions - - - - 0%- 6
7 Franchise Fees - - - - 0%- 7
8 Permits & Fees - - - - 0%- 8
9 Fines & Forfeitures - - - - 0%- 9
10 Investment Earnings 9,699 10,000 10,000 10,000 0%- 10
11 Misc Income 146,716 71,500 71,500 71,500 0%- 11
12 Total Revenues 3,283,239 2,721,266 2,728,766 2,779,850 2%51,084 12
13 Transfers In - - - 2,000,000 100%2,000,000 13
14 Total Other Sources - - - 2,000,000 100%2,000,000 14
15 TOTAL REVENUES & OTHER SOURCES 3,283,239 2,721,266 2,728,766 4,779,850 75%2,051,084 15
16 EXPENDITURES & OTHER USES 16
17 Payroll / Salaries - - - - 0%- 17
18 Payroll Related & Benefits - - - - 0%- 18
19 PR Transfer In - - - - 0%- 19
20 PR Transfer Out 203,592 - 251,694 277,732 10%26,038 20
21 Supplies 2,878 7,000 7,000 7,000 0%- 21
22 Services 345,526 453,744 453,744 521,828 15%68,084 22
23 Insurance 4,748 5,827 5,827 6,098 5%271 23
24 Repair & Maintenance 103,449 141,500 141,500 141,500 0%- 24
25 Rent & Utilities 97,638 111,292 111,292 111,292 0%- 25
26 Capital Outlay 15,007 20,000 20,000 20,000 0%- 26
27 Debt 603,858 219,399 219,399 220,943 1%1,544 27
28 Water Purchases 1,015,869 1,110,600 1,110,600 1,110,600 0%- 28
29 Total Expenses 2,392,565 2,069,362 2,321,056 2,416,993 4%95,937 29
30 Capital Projects 213,364 603,603 733,171 2,000,000 173%1,266,829 30
31 Transfers Out 145,216 331,694 87,500 87,500 0%- 31
32 Total Other Uses 358,580 935,297 820,671 2,087,500 154%1,266,829 32
33 TOTAL EXPENSES & OTHER USES 2,751,145 3,004,659 3,141,727 4,504,493 43%1,362,766 33
34 EXCESS REVENUES OVER(UNDER) EXPENSES 532,094 (283,393) (412,961) 275,357 -167%688,318 34
35 FUND BALANCE, BEGINNING 2,571,347 3,103,441 3,103,441 2,690,480 35
36 FUND BALANCE, ENDING 3,103,441 2,820,048 2,690,480 2,965,837 10%275,357 36
37 Restricted/Assigned/Committed Funds 143,780 147,630 147,630 152,059 3%4,429 37
38 UNASSIGNED FUND BALANCE, ENDING 2,959,661 2,672,418 2,542,850 2,813,778 11%270,928 38
39 Operating Expenditures 2,392,565 2,069,362 2,321,056 2,416,993 4%95,937 39
40 # Days Operating 452 471 400 425 258%1,031 40
41 Restricted/Assigned/Committed Funds 41
42 R Water/Sewer Deposits Cash 10112 143,780 147,630 147,630 152,059 3%4,429 42
43 - - - - 0%- 43
44 - - - - 0%- 44
45 - - - - 0%- 45
46 - - - - 0%- 46
47 - - - - 0%- 47
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 143,780 147,630 147,630 152,059 3%4,429 48
vs
Page 29 08/06/2012
Utility - Maintenance & Replacement Fund
Program Summary
Fiscal Year 2012/2013
Adopted Estimated Proposed Proposed FY 12/13
Actual Budget Budget Budget
FY 10/11 FY 11/12 FY 11/12 FY 12/13 Estimated FY 11/12
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 Contributions - - - - 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 112 100 125 125 0%- 11
12 Misc Income - - - - 0%- 12
13 Total Revenues 112 100 125 125 0%- 13
14 Transfers In - 50,000 50,000 50,000 0%- 14
15 Total Other Sources - 50,000 50,000 50,000 0%- 15
16 TOTAL REVENUES & OTHER SOURCES 112 50,100 50,125 50,125 0%- 16
17 EXPENDITURES & OTHER USES 0%- 17
18 Payroll / Salaries - - - - 0%- 18
19 Payroll Related & Benefits - - - - 0%- 19
20 Payroll Transfers In - - - - 0%- 20
21 Payroll Transfers Out - - - - 0%- 21
22 Supplies - - - - 0%- 22
23 Services - - - - 0%- 23
24 Insurance - - - - 0%- 24
25 Repair & Maintenance - - - - 0%- 25
26 Rent & Utilities - - - - 0%- 26
27 Interfund Advances - - - - 0%- 27
28 Debt - - - - 0%- 28
29 Capital Outlay - - - - 0%- 29
30 Economic Development Incentives - - - - 0%- 30
31 Capital Projects - 31,200 - 52,450 100%52,450 31
32 Total Expenditures - 31,200 - 52,450 100%52,450 32
33 Transfers Out - - - - 0%- 33
34 Total Other Uses - - - - 0%- 34
35 TOTAL EXPENDITURES & OTHER USES - 31,200 - 52,450 100%52,450 35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES 112 18,900 50,125 (2,325)-105%(52,450)36
37 FUND BALANCE, BEGINNING 42,528 42,640 42,640 92,765 118%50,125 37
38 FUND BALANCE, ENDING 42,640 61,540 92,765 90,440 -3%(2,325)38
39 Restricted/Assigned/Committed Funds 42,640 61,540 92,765 90,440 -3%(2,325)39
40 UNASSIGNED FUND BALANCE, ENDING - - - - 0%- 40
41 41
42 Restricted/Assigned/Committed Funds 42
43 A Cash 510 10110 00 000 42,640 61,540 92,765 90,440 -3%(2,325)43
44 44
45 45
46 46
47 47
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 42,640 61,540 92,765 90,440 -3%(2,325)48
vs
Page 30 08/06/2012
FUND 510 6.60 1.00 1.00
Actuals Estimated Proposed
2003 - 2012 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 TOTALS
1 Sewer R&M - SS I&I 23,864$ -$ -$ -$ -$ -$ -$ 23,864$
2 Pump Station Gate Retro-Fit 7,500 - - - - - - 7,500
3 WA-Ext Envrnmt Imprvmts Irrig - - - - - - - -
Fire Hydrant Repair & Painting - - 21,250 - - - - 21,250
4 Pump/Motor Repair/Replacement - - 31,200 - - - - 31,200
Pump Station Equipment - - - - 160,000 165,000 175,000 500,000
SCADA Replacement - - - 88,000 - - - 88,000
Chevy Utility Truck - - - - 25,000 - - 25,000
Ground Storage Tank R&M - - - 100,000 - - - 100,000
31,364$ -$ 52,450$ 188,000$ 185,000$ 165,000$ 175,000$ 796,814$ GRAND TOTAL
Projection
Utility - Maintenance and Replacement Fund
5 Year Projection
Description
Page 31 08/06/2012
General Maintenance & Replacement Fund
Program Summary
Fiscal Year 2012/2013
Adopted Estimated Proposed Proposed FY 12/13
Actual Budget Budget Budget
FY 10/11 FY 11/12 FY 11/12 FY 12/13 Estimated FY 11/12
1 REVENUES & OTHER SOURCES 1
2 General Sales Tax - - - - 2
3 Property Tax - - - - 3
4 Hotel Tax - - - - 4
5 Charges for Services - - - - 5
6 Contributions - - - - 6
7 Beverage Tax - - - - 7
8 Franchise Fees - - - - 8
9 Permits & Fees - - - - 9
10 Fines & Forfeitures - - - - 10
11 Investment Earnings 271 250 1,750 1,750 0%- 11
12 Misc Income - - - - 12
13 Total Revenues 271 250 1,750 1,750 0%- 13
14 Transfers In 670,648 530,000 530,000 550,000 4%20,000 14
15 Total Other Sources 670,648 530,000 530,000 550,000 4%20,000 15
16 TOTAL REVENUES & OTHER SOURCES 670,919 530,250 531,750 551,750 4%20,000 16
17 EXPENDITURES & OTHER USES 17
18 Payroll / Salaries - - - - 18
19 Payroll Related & Benefits - - - - 19
20 Payroll Transfers In - - - - 20
21 Payroll Transfers Out - - - - 21
22 Supplies - - - - 22
23 Services - - - - 23
24 Insurance - - - - 24
25 Repair & Maintenance - - - - 25
26 Rent & Utilities - - - - 26
27 Interfund Advances - - - - 27
28 Debt - - - - 28
29 Capital Outlay - - - - 29
30 Economic Development Incentives - - - - 30
31 Capital Projects 41,037 418,520 423,520 273,900 -35%(149,620) 31
32 Total Expenditures 41,037 418,520 423,520 273,900 -35%(149,620) 32
33 Transfers Out - - - - 33
34 Total Other Uses - - - - 34
35 TOTAL EXPENDITURES & OTHER USES 41,037 418,520 423,520 273,900 -35%(149,620) 35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES 629,881 111,730 108,230 277,850 157%169,620 36
37 FUND BALANCE, BEGINNING 61,654 691,535 691,535 799,765 16%108,230 37
38 FUND BALANCE, ENDING 691,535 803,265 799,765 1,077,615 35%277,850 38
39 Restricted/Assigned/Committed Funds 691,535 803,265 799,765 1,077,615 35%277,850 39
40 UNASSIGNED FUND BALANCE, ENDING - - - - 40
41 41
42 Restricted/Assigned/Committed Funds 42
43 A Cash 600 10110 00 000 691,535 803,265 777,765 1,055,615 36%277,850 43
44 A Cash EMS 600 10110 14 101 - - 22,000 22,000 0%- 44
45 45
46 46
47 47
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 691,535 803,265 799,765 1,077,615 35%277,850 48
vs
Page 32 08/06/2012
Actuals Estimated Proposed
Description 2003 - 2012 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 TOTALS
Ambulance Box, Chassis and Equipment 190,715$ 200,000 - - - - - 390,715
Fire Chief Vehicle - - 49,000 - - - - 49,000
Ladder/Pumper - - - - - - 1,400,000 1,400,000
Dept 14 - Total Fire/EMS 190,715$ 200,000$ 49,000$ -$ -$ -$ 1,400,000$ 1,839,715$
Illuminated Street Signs -$ - 24,000 - - - - 24,000
Dept 16 - Total Public Works -$ -$ 24,000$ -$ -$ -$ -$ 24,000$
WA - Relocate Pump Irrigation System 14,102$ 29,000 5,000 - - 3,000 - 51,102
WA - 15 Ton Split HVAC System 2,695 20,000 20,300 20,900 - - 12,000 75,895
WA - 2 Ton Roof Top Units 6,342 23,000 23,500 - - 5,000 - 57,842
WA - A/C 2 ton & 7.5 ton (server room)- - - - - 6,000 - 6,000
WA - HVAC System replacement - - - 5,500 5,000 5,000 13,000 28,500
WA - Update Security System - - 6,000 - 10,000 - 5,000 21,000
WA - Update Security Cameras 7,185 5,000 8,000 5,500 - - 6,000 31,685
WA - Heater boilers 4,248 20,320 - - 10,000 - - 34,568
WA - Painting/cloth wall coverings repairs 3,300 12,500 10,700 - - 10,000 8,000 44,500
WA - Exterior environmental improvements - irrigation 7,010 7,200 - 5,000 5,000 - 7,000 31,210
WA - Parking Lot 17,282 17,600 - - - 10,000 18,000 62,882
WA - Plumbing Repair & Replacement - - 10,000 5,000 5,000 5,000 5,000 30,000
WA - Carpet/VCT flooring 2,515 - 20,500 - - 5,000 - 28,015
WA - Environmental building upgrades - lighting -water 15,788 5,200 5,400 5,500 - 10,000 - 41,888
WA - Refurbish classrooms 2,350 25,000 25,000 25,000 25,000 25,000 25,000 152,350
WA - Interior Building R&M 2,800 3,500 12,000 - - - 12,000 30,300
WA - Exterior paint - Wood treatment & replacement 20,692 7,000 5,000 11,000 11,000 5,000 - 59,692
WA - Seal roof and overhangs 3,483 10,400 8,000 - - 8,000 - 29,883
Dept 17 - Total Facilities & Grounds Maintenance 109,794$ 185,720$ 159,400$ 83,400$ 71,000$ 97,000$ 111,000$ 817,314$
Trail Repairs -$ 10,000 10,000 10,000 10,000 10,000 - 50,000
Dept 19 - Parks and Recreation -$ 10,000$ 10,000$ 10,000$ 10,000$ 10,000$ -$ 50,000$
Cisco Call Manager Upgrade/Domain Controller -$ 12,000 - - - - - 12,000
Telephones/Peripheral Devices 2,993 7,300 7,500 10,000 5,000 7,500 10,000 50,293
Replacement of Routers/Switches - 5,000 12,000 16,500 20,000 20,000 20,000 93,500
Network Printers - 3,500 5,000 5,000 5,000 5,000 5,000 28,500
Server Replacements - - 7,000 7,000 10,000 10,000 10,000 44,000
Dept 20 - Total Information Technology 2,993$ 27,800$ 31,500$ 38,500$ 40,000$ 42,500$ 45,000$ 228,293$
303,501$ 423,520$ 273,900$ 131,900$ 121,000$ 149,500$ 1,556,000$ 2,959,321$ GRAND TOTAL
Projection
5 Year Projection
General - Maintenance and Replacement Fund
Page 33 08/06/2012
Capital Projects Fund
Program Summary
Fiscal Year 2012/2013
Adopted Estimated Proposed Proposed FY 12/13
Actual Budget Budget Budget
FY 10/11 FY 11/12 FY 11/12 FY 12/13 Estimated FY 11/12
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 Contributions - - 400,000 800,000 100%400,000 6
7 Beverage Tax - - - - 0%- 7
8 Franchise Fees - - - - 0%- 8
9 Permits & Fees - - - - 0%- 9
10 Fines & Forfeitures - - - - 0%- 10
11 Investment Earnings 27,055 27,800 27,800 26,000 -6%(1,800) 11
12 Misc Income - - 8,000 - -100%(8,000) 12
13 Total Revenues 27,055 27,800 435,800 826,000 90%390,200 13
14 Transfers In 3,290,659 - 35,000 - -100%(35,000) 14
15 Bond Proceeds 2,095,000 - - - 0%- 15
16 Total Other Sources 5,385,659 - 35,000 - -100%(35,000) 16
17 TOTAL REVENUES & OTHER SOURCES 5,412,714 27,800 470,800 826,000 75%355,200 17
18 EXPENDITURES & OTHER USES 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 Supplies - - - - 0%- 23
24 Services - - 400,000 - -100%(400,000) 24
25 Insurance - - - - 0%- 25
26 Repair & Maintenance - - - - 0%- 26
27 Rent & Utilities - - - - 0%- 27
28 Interfund Advances - - - - 0%- 28
29 Debt 36,446 - - - 0%- 29
30 Capital Outlay - - - - 0%- 30
31 Economic Development Incentives - - - - 0%- 31
32 Capital Projects 953,317 2,047,545 2,135,923 2,895,742 36%759,820 32
33 Total Expenditures 989,762 2,047,545 2,535,923 2,895,742 14%359,820 33
34 Transfer Out 8,900 - - - 0%- 34
35 Total Other Uses 8,900 - - - 0%- 35
36 TOTAL EXPENDITURES & OTHER USES 998,662 2,047,545 2,535,923 2,895,742 14%359,820 36
37 EXCESS REVENUES OVER(UNDER) EXPENDITURES 4,414,052 (2,019,745) (2,065,123) (2,069,742) 0%(4,620) 37
38 FUND BALANCE, BEGINNING 220,279 4,634,332 4,634,332 2,569,209 -45%(2,065,123) 38
39 FUND BALANCE, ENDING 4,634,332 2,614,587 2,569,209 499,467 -81%(2,069,742) 39
40 Restricted/Assigned/Committed Funds 4,634,332 2,614,587 2,569,209 499,467 -81%(2,069,742) 40
41 UNASSIGNED FUND BALANCE, ENDING - - - - 0%- 41
42 42
43 Restricted/Assigned/Committed Funds 43
44 C Cash/CD's 410 10110 00 000 4,634,332 2,614,587 2,569,209 499,467 -81%(2,069,742) 44
45 0%- 45
46 0%- 46
47 0%- 47
48 0%- 48
49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 4,634,332 2,614,587 2,569,209 499,467 -81%(2,069,742) 49
vs
Page 34 08/06/2012
Actuals Estimated Proposed
Proj No.Description 2003 - 2011 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 TOTALS
Revenues and Other Sources
n/a Interest Income 25,172 26,000 26,000 - - - - 77,172
n/a Interest Income - Bond Proceed 2,891 1,800 - - - - - 4,691
n/a Contributions - TSH Proceeds - 400,000 - - - - - 400,000
n/a Misc Revenue - 8,000 - - - - - 8,000
CP20 FM 1938 Streetscape/Wayfinding - - 800,000 172,000 - - - 972,000
CP45-2C Dove/Ottinger Intersection Improvements - - - - - - - -
CP45-2E Dove Road Creek Crossing - - - - - - - -
CP45-2F Dove/Pearson Intersection Improvements - - - - - - - -
CP45-2G Dove/Ottinger Landscaping - - - - - - - -
CP45-2H Trail Connection (WA to Vaquero trail underpass)- - - - - - - -
CP45-2I Deloitte Entry - - - - - - - -
Total Revenues and Other Sources 28,063$ 435,800$ 826,000$ 172,000$ -$ -$ -$ 1,461,863$
Capital Project Detail
CP20 FM 1938 Streetscape/Wayfinding 592,877 1,155,155 1,006,923 567,100 253,100 - - 3,575,155
CP25 Ottinger/Dove Intersection & Improvements - 55,000 1,321,364 - - - - 1,376,364
CP27 Dove/Ottinger Reconstruction/Drainage - - - - - - - -
CP28 Streets Survey 29,355 50,645 - - - - - 80,000
CP30 SH 114/Hwy 170 Enhancements 7,500 - 345,460 390,940 336,000 - - 1,079,900
CP31 Stagecoach Hills Street Reconstruction & Drainage 7,220 491,680 - - - - - 498,900
CP32 N. Roanoke Road Reconstruction & Drainage 3,348 192,443 - - - - - 195,790
CP34 S. Roanoke Road Reconstruction & Drainage 2,900 - - - 453,000 - - 455,900
CP40 Sam School Road Reconstruction & Drainage - - - 216,000 - - - 216,000
CP41 E. Dove Road Reconstruction & Drainage (Vaq - TB)- - 221,995 404,945 - - - 626,940
CP42 Trail Connection at 114/Solana - 15,000 - - - - - 15,000
CP44 Dove & Randol Mill Traffic Circle - 15,000 - - - - - 15,000
CP448 Westlake academy Expansion - 5,000 - - - - - 5,000
CP45 Misc. Expenses for Contribution-Funded Projects - - - - - - - -
CP45-2a Dove Road Trail Connection - 12,000 - - - - - 12,000
CP45-2b W. Dove Road Reconstruction/Drainage - - - - - - - -
CP45-2c Dove/Ottinger Intersection Improvements - - - - - - - -
CP45-2d Dove/Ottinger Reconstruction/Drainage 4,740 4,000 - - - - - 8,740
CP45-2e Dove Road Creek Crossing - - - - - - - -
CP45-2f Dove/Pearson Intersection Improvements - - - - - - - -
CP45-2g Dove/Ottinger Landscaping - - - - - - - -
CP45-2h Trail Connection (WA to Vaquero trail underpass)- - - - - - - -
CP45-2i Deloitte Entry - - - - - - - -
CP46 WA North Driveway Lighting - 40,000 - - - - - 40,000
CP47 Hwy 377 Westport Parkway Signal - 70,000 - - - - - 70,000
n/a TSH Donation Expense to WA Foundation - 400,000 - - - - - 400,000
Total Capital Projects 647,940$ 2,505,923$ 2,895,742$ 1,578,985$ 1,042,100$ -$ -$ 8,670,689$
(619,877)$ (2,070,123)$ (2,069,742)$ (1,406,985)$ (1,042,100)$ -$ -$ (7,208,827)$
Projection
Capital Projects Fund
5 Year Projection
Page 35 08/06/2012
5 YEAR PROJECTION
Estimated Proposed
Project Description FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 TOTALS
1 Cemetery Improvements -$ -$ -$ 63,000$ 31,800$ 250,000$ 344,800$
2 Trail - Pearson Ln. (Aspen-Dove) 0.5 miles - - - 273,600 - - 273,600
3 Trail - Ottinger (WA - Cemetery) 0.25 miles - - - - - 276,100 276,100
4 Park Improvements - 174,400 366,380 105,000 106,000 106,000 857,780
5 Trail - Westlake Parkway. (N. of Fidelity to 114) 0.5 miles - 270,600 - - - - 270,600
6 Westlake Academy - New High School 31,291 469,359 4,863,258 - - - 5,363,908
7 Westlake Academy - New Middle School 25,819 387,281 3,855,921 - - - 4,269,020
8 Westlake Academy - New Media Center 9,317 139,753 858,380 - - - 1,007,450
9 Westlake Academy - New Multi-Purpose Building 9,826 147,394 1,470,435 - - - 1,627,655
10 Westlake Academy - New Performance Hall 10,393 155,897 1,311,309 - - - 1,477,599
11 Westlake Academy - Primary School Addition 9,578 143,671 1,230,275 - - - 1,383,524
12 Westlake Administration & Civic Center 21,503 322,550 3,142,140 - - - 3,486,193
13 Fire Station - - - 372,000 4,798,560 - 5,170,560
14 Westlake Academy - Cover Existing Walkway - - - - 270,275 - 270,275
15 Westlake Academy - West Parking Improvements - - - 115,500 - - 115,500
16 Dove & Randol Mill Traffic Circle - 2,019,600 - - - - 2,019,600
17 J.T. Ottinger (North of WA) Reconstruction & Drainage - - - 556,500 - - 556,500
18 Wyck Hill Resurface - - - - 52,950 - 52,950
19 Pearson Lane Reconstruction & Drainage - - - - 370,750 - 370,750
TOTAL UNFUNED 117,727$ 4,230,503$ 17,098,099$ 1,485,600$ 5,630,335$ 632,100$ 29,194,364$
Projection
UNFUNDED CAPITAL PROJECTS
Excerpt from 04/23/12 Adopted Captial Improvement Plan (pg8)
Page 36 08/06/2012
SSEERRVVIICCEE LLEEVVEELL AADDJJUUSSTTMMEENNTT OOVVEERRVVIIEEWW
A service level adjustment (SLA) is a request for any dollars in excess of the baseline/target
budget. (FY 2011-2012adopted budget, adjusted for year-end estimates, less one-time
purchases). There will be 2 types of “Service Level Adjustments”.
a. Same level of service as previous year, but increased due to inflation, etc.
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”.
b. New or expanded level of service.
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.
Show any revenues or reduction in current expenses these new or expanded
levels of service will create
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.
Page 37 08/06/2012
FUNDED
BY
CF: 4
SA 11.1
(pg 13)
Required 14
EMS
Keller Police
Contract
Per Chief Hafner. Assumes 2% pay
increases at the City of Keller plus cost of
employee benefits and a 14% increase in
health care costs.
18,474$ Maintain X Fund
Balance
FS: 2 Required 16 UF Insurance - Auto
& Property
Increased costs for Automobile and Property
Insurance 712 Maintain X Fund
Balance
FS: 4 Required 96 Xfrs Transfer out To
Debt Service Increased Debt Service Payment 61,134 Maintain X Fund
Balance
ES: 3/4/5
CF 2/3 Required 99 Xfrs Payroll Transfers
Cost to maintain current payroll and related
taxes & insurance for current employees on
staff
18,397 Maintain X Fund
Balance
ES: 3/4/5
CF 2/4 Not ranked 10 GS Payroll Transfers Market Increase of 6.48% (80% of $100K
total)80,000 Expanded X Fund
Balance
CF: 5
SA I: 3
(pg 9)
Not ranked 16 PW FM1938 ROW
Landscaping
East side ROW (from Dove to Randol Mill)
mowing would be at minimum until our
improvements are made.
10,000 New X Fund
Balance
OP: 3
OP: 5
SA 2.3
(pg 10)
Not ranked 10 GS Records
Management Laser Fishe - 50% of total cost of $56K 27,800 New X X Fund
Balance
CF:4
Capital
Invest.
SA 2.2
(p 10)
4.78 14
EMS
Communcations
Supplies
Provide funding for critical radio upgrades
that are part of FCC mandates. 5,761 New X Fund
Balance
CF: 4 4.78 15 MC Court Security
Fund
Provide the marshal with a fixed radio
system in the warrant vehicle to replace
current handheld.
4,000 Expanded X
Restricted
Court
Funds
FS: 2 5.56 14
EMS
Equipment Repair
& Maintenance
Money was transfered from this account to
cover unexpected cost in FY 11/12. This will
maintain current service level.
2,653 Maintain X Fund
Balance
CF: 4
OP: 3
Public
Safety
SA 12.1
( 13)
6.44 14
EMS Mobile Phone
Increased money will fund iPad and data
plans for providing Computer Aided
Dispatch (CAD) service for Emergency
Response and Communications with our
dispatchers.
1,900 Expanded X Fund
Balance
CF: 3 6.89 15 MC Vehicle Fuel
Marshal vehicle fuel allowance for prisoner
transport, trips to bank and Academy as
well as the expanded level of transport and
arrests Marshall will be making during the
normal course of the work week.
430 Expanded X Fund
Balance
CF: 3 7.00 14
EMS Contract Services To fund Code Red Emergency Notification
System. 3,000 Expanded X Fund
Balance
Expense
Reduction
or
Increased
Revenue or
Fund
Balance
Master Service Level Adjustment Rankings / FY 2013-2014
GENERAL FUND
TIES to
S/P or BSC
LEADERSHIP
TEAM
RANKING
(lower being
ranked higher)
DEPT ACCOUNT
DESCRIPTION BRIEF DESCRIPTION
NET IMPACT
TO THE
OPERATING
BUDGET
TYPE of SLA
Maintain or
Expanded or
New
One-time or
Infrequent Recurring
Page 38 08/06/2012
FUNDED
BY
Expense
Reduction
or
Increased
Revenue or
Fund
Balance
Master Service Level Adjustment Rankings / FY 2013-2014
GENERAL FUND
TIES to
S/P or BSC
LEADERSHIP
TEAM
RANKING
(lower being
ranked higher)
DEPT ACCOUNT
DESCRIPTION BRIEF DESCRIPTION
NET IMPACT
TO THE
OPERATING
BUDGET
TYPE of SLA
Maintain or
Expanded or
New
One-time or
Infrequent Recurring
ES: 4
ES: 1 8.67 11 TM Training
Professional training and development for
TM and ATM. Will provide the registration
fee for the ATM to attend a week long
professional development course on the
Balanced Scorecard system.
4,000 Expanded X Fund
Balance
ES: 3 9.44 11 TM Travel Lodging
Travel for TM and ATM to attend
professional development. Hotel costs for
the Assistant to the Town Manager to
attend Balanced Scorecard professional
development in San Antonio
500 Expanded X Fund
Balance
ES: 1
ES: 3 9.56 18 FIN Training
Additional professional training and
development for Finance Director, Finance
Assistant and Finance Clerk. Annual GFOA
Conference. GFOAT Spring/Fall
Conferences. CGFO Certified Govt Finance
Officer Program. STW User Conference.
5,000 Expanded X Fund
Balance
CF: 2 10.11 11 TM Travel Mileage
Mileage reimbursement for the ATM. With
the transition of duties, this position has
attended and increased number of functions
on behalf of the TM.
375 Expanded X Fund
Balance
ES: 1 10.44 14
EMS Training Send two Lieutenants to LEAD for staff
development.4,025 Maintain X Fund
Balance
ES: 1
ES: 3 10.56 14
EMS Travel Airfare
To fund air travel for four Staff
development classes. 2 for LEAD, 2 for
NFA.
1,740 Expanded X Fund
Balance
None 10.56 16 PW Sign Repair &
Maintenance
One time purchase of new barricades &
cones to replace our existing ones that are
approximately 8 years old.
2,500 Maintain X Fund
Balance
ES: 1 10.89 16 PW Training
Increase due to additional pavement
maintenance training for Joseph. NCTCOG,
TxDOT, TEEX
400 Expanded X Fund
Balance
FS: 2 Not ranked 99 Xfrs Transfer Out to
GMR Fund
Increased Funding to the General
Maintenance and Replcement Fund 600 20,000 New X Fund
Balance
OP: 2 FS: 2
CF 1 CF:3 Not ranked 99 Xfrs Transfer Out to
Utility Fund
Utility Fund Ground Storage Tank Capital
Project - offset by a transfer in from the
General Fund
2,000,000 New/X Fund
Balance
GENERAL FUND TOTAL $ 2,272,801 $ 2,070,726 $ 202,075
Page 39 08/06/2012
FUNDED
BY
CF: 4
SA 11.1
(pg 13)
Required 14
EMS
Insurance - Auto
& Property
Increased costs for Automobile and Property
Insurance 271$ Maintain X Fund
Balance
CF 2/3/4
OP 2
FS 2
Required 16 UF Keller Overhead
Storage
Increase - Debt Service payment for Keller
Overhead Storage 1,542 Maintain X Fund
Balance
CF 2/3/4 Required 16 UF Contract Services Allied Waste Payments - offset by increase
revenue 51,084 Maintain X Fund
Balance
ES: 3/4/5
CF 2/3 Required 10 GS Payroll Transfers
Cost to maintain current payroll and related
taxes & insurance for current employees on
staff
4,038 Maintain X Fund
Balance
CF: 5 TB 16 UF Pump Station
Landscape
Replacement of trees and vegetation lost to
drought.5,000 Maintain X Fund
Balance
ES: 3/4/5
CF 2/4 TB 10 GS Payroll Transfers Market Increase of 6.48% (10% of $100K
total)10,000 Expanded X Fund
Balance
CF:4
Capital
Invest.
SA 2.2
( 10)
TB 10 GS Records
Management Laser Fishe - 25% of total cost of $56K 14,000 New X X Fund
Balance
CF: 3
ES: 2
ES: 3
1.56 16 UF Part-Time Utility
Billing Clerk
Current workload has become too heavy for
the two existing finance employees. A
reduction in utility fund expenses and
finance overtime will be used to offset this
cost
- New X Expense
Reduction
CF:4 1,89 16 UF Water Testing,
Bacteria
Anticipate increased monitoring
requirements by TCEQ and increased fees 2,000 Maintain X Fund
Balance
CF: 4
OP: 3
Public
Safety
SA 12.1
(p 13)
5.44 16 UF Mobile Phone Increase due to 3G service for Ipad for work
orders, GIS, SCADA 900 Maintain X Fund
Balance
ES: 1 5.56 16 UF Training Certified public works inspector training for
Joseph 1,000 Expanded X Fund
Balance
CF: 2 5.78 16 UF Water Utility
Engineering
Increase due to continued GIS services
related to converting existing/new documents
to GIS
6,100 Maintain X Fund
Balance
OP: 2 FS: 2
CF 1 CF:3 Not ranked 16 UF Capital Projects Ground Storage Tank Capital Project (Offset
by interfund loan from the General Fund)2,000,000 New X Transfer in
from GF
UTILITY FUND TOTAL $ 2,095,935 $ 2,020,000 $ 75,935
Expense
Reduction
or
Increased
Revenue or
Fund
Balance
Master Service Level Adjustment Rankings / FY 2013-2014
UTILITY FUND
TIES to
S/P or BSC
LEADERSHIP
TEAM
RANKING
(lower being
ranked higher)
DEPT ACCOUNT
DESCRIPTION BRIEF DESCRIPTION
NET IMPACT
TO THE
OPERATING
BUDGET
TYPE of SLA
Maintain
or
Expanded
or New
One-time or
Infrequent Recurring
Page 40 08/06/2012
FUNDED
BY
CF: 4
SA 11.1
(pg 13)
Required 99 Xfrs Transfer out To
Debt Service Increased Debt Service Payment 1,276 Maintain X Fund
Balance
ES: 3/4/5
CF 2/3 Required 99 Xfrs Payroll Transfers
Cost to maintain current payroll and
related taxes & insurance for current
employees on staff (negative due to
reallocation of salaries and no
performance pay for CY and decrease in
over-time)
(6,993) Maintain X Fund
Balance
ES: 3/4/5
CF 2/4 TB 10 GS Payroll Transfers Market Increase of 6.48% (10% of $100K
total)10,000 Expanded X Fund
Balance
CF:4
Capital
Invest.
SA 2.2
(p 10)
TB 10 GS Records
Management Laser Fishe - 25% of total cost of $56K 14,000 New X X Fund
Balance
X 96 Xfrs 10 GS Transfer out To
General Fund
Costs to cover Communication Directors
operating expenses 669 Maintain X Fund
Balance
CF: 5 1.56 10 GS Advertising Additional advertising for better
exposure and awareness 9,343 Expanded X Fund
Balance
CF:4
Capital
Invest.
SA 2.2
(p 10)
2.44 10 GS Marketing &
Promotions
Allow for additional promo-type items to
be purchased and used at various
community functions and events
1,988 New X Fund
Balance
VISITOR FUND TOTAL $ 30,283 $ 14,000 $ 16,283
Expense
Reduction
or
Increased
Revenue or
Fund
Balance
Master Service Level Adjustment Rankings / FY 2013-2014
VISITOR FUND
TIES to
S/P or BSC
LEADERSHIP
TEAM
RANKING
(lower being
ranked higher)
DEPT ACCOUNT
DESCRIPTION BRIEF DESCRIPTION
NET IMPACT
TO THE
OPERATING
BUDGET
TYPE of SLA
Maintain
or
Expanded
or New
One-time or
Infrequent Recurring
Page 41 08/06/2012
FUNDED
BY
FS: 2
SA 2.1 Not ranked 14 EMS Replacement
Fire Chief Vehicle - including radio
equipment, emergency lighting and
command console
49,000$ Maintain X Fund
Balance
FS: 2
CF: 4 Not ranked 16 PW Replacement Internally illuminated street signs 24,000 Maintain X Fund
Balance
FS: 2 Not ranked 16 UF Repair Fire Hydrant Repair & Painting 21,250 Maintain X Fund
Balance
FS: 2 Not ranked 16 UF Repair/Replace Pump/Motor Repair/Replacement 31,200 Maintain X Fund
Balance
GENERAL & UTILITY MAJOR
MAINTENANCE & REPLACEMENT
FUNDS
$ 125,450 $125,450
Maintain
or
Expanded
or New
One-time or
Infrequent Recurring
Expense
Reduction
or
Increased
Revenue or
Fund
Balance
Master Service Level Adjustment Rankings / FY 2013-2014
GENERAL & UTILITY MAJOR MAINTENANCE & REPLACEMENT FUNDS
TIES to S/P
or BSC
LEADERSH
IP TEAM
RANKING
(lower being
ranked
higher)
DEPT ACCOUNT
DESCRIPTION BRIEF DESCRIPTION
NET IMPACT
TO THE
OPERATING
BUDGET
TYPE of SLA
Page 42 08/06/2012
TTEENN YYEEAARR FFOORREECCAASSTT NNAARRRRAATTIIVVEE
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 ten
(10) year planning period, that the forecast is showing that the Town will have available
funds for additional debt service as well as building a fund balance for future capital
and major maintenance and replacement. This is the reason forecasting is a good tool,
as it gives the Council time to strategize as to course we may want to make financially,
both in the short and long term.
Finally, it is important to remember the criticality that economic conditions play in
forecasting, particularly as it relates to sales tax, which can be a volatile revenue
source. If economic conditions improve, sales tax receipts are affected (usually
positively) as well as building permit revenue.
FORECAST ASSUMPTIONS - FY 2012-2013
The ten year financial forecast is based upon the following assumptions:
REVENUES:
General Fund
o Sales tax revenue is projected at a 6% decrease (primarily due to the
reduction of economic development funds and conservative estimates of
presumed one-time revenues as well as audit receipts).
o Conservative one-time audit and presumed one time payments have been
estimated at $100,000 each. In prior years these two numbers have been
anywhere from $100,000 to $1,000,000 combined. Because of the uncertainly
of the funds, we have been very conservative with these estimates. The on-
going sales tax receipts are forecasted to increase by 3% from FY 2011-2012.
o Includes the Property Tax Reduction portion of the Sales tax receipts
o No additional one-time revenues related to economic development
agreements are anticipated to be received
o Property tax revenue estimated at $1,176,011 based on Certified Tax Roll and
M&O adopted tax rate of $.14107 per $100 of valuation
Page 43 08/06/2012
TTEENN YYEEAARR FFOORREECCAASSTT NNAARRRRAATTIIVVEE
o No gas well revenue is projected.
o Building permits/inspection/plan review fees are based on 10 new homes
o Franchise fees remained flat
o Contribution of indirect cost totaling $302,900 from Westlake Academy has
been discontinued beginning 10/1/13
Utility Fund
o Revenues are projected to increase by approximately 2%
o Interfund Transfer from the General fund of $2M and capital project for same
regarding the ground storage tank
EXPENDITURES:
Specific Funds
o General Fund – Operating expenditures remained fairly flat while transfers out
increased due to the $2M transfer to the Utility Fund
Transfer out of $2M (interfund loan to UF) for ground storage tank
Transfer out of $550K to General Maintenance and Replacement Fund
Transfer supplemental funds to Debt Service for debt payments in
excess of sales taxes received in 4B Economic Development Fund
o Visitors Association Fund – Expenditures/transfers out increased by 4%
o Utility Fund - Expenditures increased by 4%
o CIP – Based on adopted CIP
All Funds
o Includes all adopted maintenance projects and equipment replacement to
maintain current level of service
o Salary and wages remain flat
o Assume first phase of market adjustments at $100,000
FORECAST ASSUMPTIONS - FY 2013-2014 AND BEYOND
REVENUES:
o Sales tax revenue is projected to increase 3% annually
o Property tax revenue is projected to increase 2% annually
o Other revenue is projected to increase by 2%
EXPENDITURES:
o Includes all adopted maintenance projects and equipment replacement to
maintain current level of service
o Salary and wages increase by 2% after second phase of market adjustment in
FY 2013-14 of $115,000
o Other expenditures increase by 3% (excluding any one-time expenditures)
o CIP based on adopted CIP
Page 44 08/06/2012
TOWN OF WESTLAKE
TEN YEAR FORECAST
All Municipal Funds
Revision 5
AUDITED ADOPTED ESTIMATED PROPOSED 1 2 3 4 5 6 7 8 9 10
FY 10-11 FY 11-12 FY 11-12 FY 12-13 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 21-22 FY 22-23
1 GENERAL FUND 100
2 Sales Tax (ongoing 100% minus one time)3.0%4,609,625 2,712,500 3,450,000 3,360,000 3,460,800 3,564,624 3,671,563 3,781,710 3,895,161 4,012,016 4,132,376 4,256,347 4,384,038 4,515,559
3 Sales Tax (audit/one-time)0.0%0 37,500 350,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000
4 Sales Tax Allocation to 4B linked (2,436,973)(687,500)(950,000)(890,000)(915,200)(941,156)(967,891)(995,427)(1,023,790)(1,053,004)(1,083,094)(1,114,087)(1,146,009)(1,178,890)
5 Sales Tax Allocation to ED 3.0%(670,632)0 (205,000)(180,000)(185,400)(190,962)(196,691)(202,592)(208,669)(214,929)(221,377)(228,019)(234,859)(241,905)
6 Sales Tax Subtotal 1,502,019 2,062,500 2,645,000 2,490,000 2,560,200 2,632,506 2,706,981 2,783,691 2,862,701 2,944,082 3,027,905 3,114,242 3,203,169 3,294,764
7 Property Tax 2.0%1,226,689 1,156,842 1,262,053 1,176,011 1,199,531 1,223,522 1,247,992 1,272,952 1,298,411 1,324,379 1,350,867 1,377,884 1,405,442 1,433,551
8 Property Tax (Fidelity abatement ends)2.0%125,647 128,160 130,723
9 Property Tax (Deloitte abatement ends 22/23)
10 Property Tax Subtotal 1,226,689 1,156,842 1,262,053 1,176,011 1,199,531 1,223,522 1,247,992 1,272,952 1,298,411 1,324,379 1,350,867 1,503,531 1,533,602 1,564,274
10 Beverage Tax 2.0%19,721 17,750 32,750 35,000 35,700 36,414 37,142 37,885 38,643 39,416 40,204 41,008 41,828 42,665
11 Franchise Fees 2.0%586,836 582,550 642,075 649,200 662,184 675,428 688,936 702,715 716,769 731,105 745,727 760,641 775,854 791,371
12 Permits and Fees 2.0%520,645 480,890 435,950 436,000 444,720 453,614 462,687 471,940 481,379 491,007 500,827 510,843 521,060 531,482
13 Fines & Forfeitures 2.0%605,705 536,611 640,000 560,000 571,200 582,624 594,276 606,162 618,285 630,651 643,264 656,129 669,251 682,636
14 Interest 2.0%10,408 15,035 13,470 13,595 13,867 14,144 14,427 14,716 15,010 15,310 15,616 15,929 16,247 16,572
15 Misc Income 2.0%96,079 52,700 61,929 51,277 52,303 53,349 54,416 55,504 56,614 57,746 58,901 60,079 61,281 62,506
16 Contributions 0.0%175,000 304,100 325,000 0 0 0 0 0 0 0 0 0 0 0
17 Other Sources 0.0%57,000 0 0 0 0 0 0 0 0 0 0 0 0 0
18 Other Revenues 2,071,394 1,989,636 2,151,174 1,745,072 1,779,973 1,815,573 1,851,884 1,888,922 1,926,700 1,965,234 2,004,539 2,044,630 2,085,522 2,127,233
19 Transfer In - UF 500 Impact linked 145,216 30,000 37,500 37,500 38,250 39,015 39,795 40,591 41,403 42,231 43,076 43,937 44,816 45,712
20 Transfer In - UF (Interfund loan payment on $2M )400,000 400,000 400,000 400,000 400,000 - - - - -
21 Transfer In - VA 220 Dept 22 3.0%262 8,350 8,350 9,019 9,290 9,568 9,855 10,151 10,455 10,769 11,092 11,425 11,768 12,121
22 Transfer In - A&S 411 0.0%4,515 0 0 0 0 0 0 0 0 0 0 0 0 0
23 Transfer In - LS 418 0.0%102 0 0 0 0 0 0 0 0 0 0 0 0 0
24 Transfer In - ED 210 0.0%153 0 0 0 0 0 0 0 0 0 0 0 0 0
25 Transfer in - CP 410 0.0%139 0 0 0 0 0 0 0 0 0 0 0 0 0
26 Transfer In - 4B 200 0.0%112 0 0 0 0 0 0 0 0 0 0 0 0 0
27 Transfer In - PTR 260 0.0%1,357,548 0 0 0 0 0 0 0 0 0 0 0 0 0
28 Transfers In 1,508,045 38,350 45,850 46,519 447,540 448,583 449,651 450,742 451,859 53,000 54,168 55,362 56,584 57,833
29 Total Revenues & Transfers In 6,308,147 5,247,328 6,104,077 5,457,602 5,987,244 6,120,184 6,256,508 6,396,307 6,539,671 6,286,696 6,437,478 6,717,765 6,878,877 7,044,104
30 Payroll Salaries 2.0%(1,832,512)(1,993,764)(1,997,629)(1,956,805)(2,097,941)(2,257,200)(2,302,344)(2,348,391)(2,395,359)(2,443,266)(2,492,131)(2,541,974)(2,592,813)(2,644,669)
31 Payroll Market Increases (inc. taxes, etc)2.0%(100,000) (115,000) - - - - - - - - -
32 Payroll Insurance/Taxes 1.0%(565,657)(633,278)(630,988)(660,928)(667,537)(674,213)(680,955)(687,764)(694,642)(701,588)(708,604)(715,690)(722,847)(730,076)
33 Payroll Transfers In 3.0%356,026 0 507,033 536,077 552,159 568,724 585,786 603,359 621,460 640,104 659,307 679,086 699,459 720,443
34 Transfer In - VA 220 Payroll 0.0%0 254,668 0 0 0 0 0 0 0 0 0 0 0 0
35 Transfer In - UF 500 Payroll 0.0%0 252,365 0 0 0 0 0 0 0 0 0 0 0 0
36 Operating Expenditures 3.0%(1,981,201)(2,182,621)(2,234,005)(2,149,025)(2,213,496)(2,279,901)(2,348,298)(2,418,747)(2,491,309)(2,566,048)(2,643,030)(2,722,321)(2,803,990)(2,888,110)
37 Expenditures (4,023,344)(4,302,630)(4,355,589)(4,330,681)(4,541,815)(4,642,589)(4,745,811)(4,851,543)(4,959,850)(5,070,799)(5,184,458)(5,300,899)(5,420,192)(5,542,413)
38 Transfer Out - ED 210 Ends FY2 0.0%(35,758)(35,758)(35,758)(35,758)(35,758)(35,758)(35,758)0 0 0 0 0 0 0
39 Transfer Out - CP 410 0 (2,085,659)0 (35,000)0 (300,000)(206,618)(500,000)(500,000)(500,000)(150,000)(200,000)(200,000)(200,000)(200,000)
40 Transfer Out - DS (Bldg bond pymt $57K/$1M) $6.M (342,000) (342,000) (342,000) (342,000) (342,000) (342,000) (342,000) (342,000) (342,000) (342,000)
41 Transfer Out - FM 252 0.0%(1,875)0 0 0 0 0 0 0 0 0 0 0 0 0
42 Transfer Out - VE 257 0.0%(68,982)0 0 0 0 0 0 0 0 0 0 0 0 0
43 Transfer Out - GMR 600 fixed (500,000)(530,000)(530,000)(550,000)(550,000)(550,000)(500,000)(300,000)(300,000)(300,000)(300,000)(500,000)(500,000)(500,000)
44 Transfer Out - VA (Debt for A&S Center)linked 0 0 (181,736)(182,424)(182,916)(183,212)(183,312)(183,216)(182,924)(182,436)
45 Transfer Out - UF (CO pymt for storage tank)0 0 0 (2,000,000)- - - - - - - - - -
46 Transfer Out - DS 300 linked 0 (601,178)(343,565)(419,808)(319,847)(294,347)(266,150)(240,258)(216,295)(182,954)(151,376)(181,533)(149,186)(113,768)
47 Transfers Out (2,692,274)(1,166,936)(944,323)(3,005,566)(1,547,605)(1,428,723)(1,825,644)(1,564,682)(1,541,211)(1,158,166)(1,176,688)(1,406,749)(1,374,110)(1,338,204)
48 Total Expenditures & Transfers Out (6,715,618)(5,469,566)(5,299,912)(7,336,247)(6,089,420)(6,071,313)(6,571,455)(6,416,225)(6,501,061)(6,228,965)(6,361,147)(6,707,648)(6,794,302)(6,880,616)
49 NET R&TI Over(Under) E&TO (407,471)(222,238)804,165 (1,878,646)(102,176)48,871 (314,947)(19,918)38,610 57,731 76,332 10,117 84,575 163,487
50 Beginning Fund Balance 3,731,332 3,323,861 3,323,861 4,128,026 2,249,380 2,147,204 2,196,075 1,881,128 1,861,210 1,899,820 1,957,551 2,033,883 2,044,000 2,128,576
51 Ending Fund Balance 3,323,861 3,101,622 4,128,026 2,249,380 2,147,204 2,196,075 1,881,128 1,861,210 1,899,820 1,957,551 2,033,883 2,044,000 2,128,576 2,292,063
52 Restricted/Committed/Assigned Prog Sum 2.0%406,464 197,800 262,218 256,345 261,472 266,701 272,035 277,476 283,026 288,686 294,460 300,349 306,356 312,483
53 Unassigned Ending Balance (projected)2,917,397 2,903,822 3,865,808 1,993,035 1,885,732 1,929,374 1,609,093 1,583,734 1,616,794 1,668,865 1,739,423 1,743,651 1,822,220 1,979,580
54 Operating Days 262 215 298 152 131 133 105 103 104 105 108 106 109 117
DESCRIPTION
Page 45 08/06/2012
TOWN OF WESTLAKE
TEN YEAR FORECAST
All Municipal Funds
Revision 5
AUDITED ADOPTED ESTIMATED PROPOSED 1 2 3 4 5 6 7 8 9 10
FY 10-11 FY 11-12 FY 11-12 FY 12-13 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 21-22 FY 22-23DESCRIPTION
55 VISITOR ASSOCIATION FUND 220
56 Hotel Tax 2.0%527,261 535,000 535,000 540,350 551,157 562,180 573,424 584,892 596,590 608,522 620,692 633,106 645,768 658,684
57 Other Revenues 2.0%20,643 22,175 22,175 22,175 22,619 23,071 23,532 24,003 24,483 24,973 25,472 25,982 26,501 27,031
58 Transfers In - GF for Debt Service 0 0 0 0 0 0 181,736 182,424 182,916 183,212 183,312 183,216 182,924 182,436
59 Total Revenues & Transfers In 547,904 557,175 557,175 562,525 573,776 585,251 778,692 791,319 803,989 816,707 829,476 842,304 855,193 868,151
60 Expenditures 3.0%(204,288)(221,102)(241,102)(266,432)(274,425)(282,658)(291,137)(299,872)(308,868)(318,134)(327,678)(337,508)(347,633)(358,062)
61 Payroll Transfers to GF New acct 3.0%(152,079)0 (255,339)(258,346)(266,096)(274,079)(282,302)(290,771)(299,494)(308,479)(317,733)(327,265)(337,083)(347,195)
62 Transfer Out - GF 100 Payroll Old Acct 0.0%0 (254,668)0 0 0 0 0 0 0 0 0 0 0 0
63 Transfer Out - GF 100 Dept 22 linked (262)(8,350)(8,350)(9,019)(9,290)(9,568)(9,855)(10,151)(10,455)(10,769)(11,092)(11,425)(11,768)(12,121)
64 Transfer Out - DS 300 fixed (180,935)(182,416)(182,416)(183,692)(179,772)(180,852)(181,736)(182,424)(182,916)(183,212)(183,312)(183,216)(182,924)(182,436)
65 Total Expenditures & Transfers Out (537,564)(666,536)(687,207)(717,489)(729,583)(747,157)(765,030)(783,217)(801,733)(820,594)(839,815)(859,414)(879,408)(899,815)
66 NET R&TI Over(Under) E&TO 10,340 (109,361)(130,032)(154,964)(155,807)(161,906)13,662 8,102 2,256 (3,887)(10,339)(17,110)(24,215)(31,664)
67 Beginning Fund Balance 1,100,941 1,111,281 1,111,281 981,249 826,285 670,478 508,571 522,233 530,335 532,591 528,704 518,365 501,255 477,040
68 Ending Fund Balance 1,111,281 1,001,920 981,249 826,285 670,478 508,571 522,233 530,335 532,591 528,704 518,365 501,255 477,040 445,377
69 Restricted/Committed/Assigned 180,935 182,416 182,416 183,692 179,772 180,852 181,736 182,424 182,916 183,212 183,312 183,216 182,924 182,436
70 Unassigned Ending Balance (projected)930,346 819,504 798,833 642,593 490,706 327,719 340,497 347,911 349,675 345,492 335,053 318,039 294,116 262,941
71 Operating Days 632 449 424 327 245 160 162 162 159 154 146 135 122 107
72 CEMETERY FUND 255
73 Revenues 2.0%13,417 3,475 5,575 5,575 5,687 5,800 5,916 6,035 6,155 6,278 6,404 6,532 6,663 6,796
74 Transfers In 2.0%0 0 0 0 0 0 0 0 0 0 0 0 0 0
75 Total Revenues & Transfers In 13,417 3,475 5,575 5,575 5,687 5,800 5,916 6,035 6,155 6,278 6,404 6,532 6,663 6,796
76 Expenditures 3.0%(5,604)(5,100)(5,900)(5,400)(5,562)(5,729)(5,901)(6,078)(6,260)(6,448)(6,641)(6,841)(7,046)(7,257)
77 Transfers Out 3.0%0 0 0 0 0 0 0 0 0 0 0 0 0 0
78 Total Expenditures & Transfers Out (5,604)(5,100)(5,900)(5,400)(5,562)(5,729)(5,901)(6,078)(6,260)(6,448)(6,641)(6,841)(7,046)(7,257)
79 NET R&TI Over(Under) E&TO 7,813 (1,625)(325)175 125 71 16 (43)(105)(170)(237)(309)(383)(461)
80 Beginning Fund Balance 141,149 148,963 148,963 148,638 148,813 148,937 149,009 149,024 148,981 148,876 148,706 148,469 148,161 147,777
81 Ending Fund Balance 148,963 147,338 148,638 148,813 148,937 149,009 149,024 148,981 148,876 148,706 148,469 148,161 147,777 147,316
82 Restricted/Committed/Assigned 148,963 147,338 148,638 148,813 148,937 149,009 149,024 148,981 148,876 148,706 148,469 148,161 147,777 147,316
83 Unassigned Ending Balance (projected)0 0 0 0 0 0 0 0 0 0 0 0 0 0
84 ECONOMIC DEVELOPMENT FUND 210
85 General Sales Tax linked to linked 670,785 150,000 205,000 180,000 185,400 190,962 196,691 202,592 208,669 214,929 221,377 228,019 234,859 241,905
86 Transfers In End FY2 fixed 35,758 35,758 35,758 35,758 35,758 35,758 35,758 0 0 0 0 0 0 0
87 Total Revenues & Transfers In 706,543 185,758 240,758 215,758 221,158 226,720 232,449 202,592 208,669 214,929 221,377 228,019 234,859 241,905
88 Expendures (706,391)(185,758)(240,758)(215,758)(221,158)(226,720)(232,449)(202,592)(208,669)(214,929)(221,377)(228,019)(234,859)(241,905)
89 Transfers Out (153)0 0 0 0 0 0 0 0 0 0 0 0 0
90 Total Expenditures & Transfers Out (706,543)(185,758)(240,758)(215,758)(221,158)(226,720)(232,449)(202,592)(208,669)(214,929)(221,377)(228,019)(234,859)(241,905)
91 NET R&TI Over(Under) E&TO 0 0 0 0 0 0 0 0 0 0 0 0 0 0
92 Beginning Fund Balance 0 0 0 0 0 0 0 0 0 0 0 0 0 0
93 Ending Fund Balance 0 0 0 0 0 0 0 0 0 0 0 0 0 0
94 Restricted/Committed/Assigned 0 0 0 0 0 0 0 0 0 0 0 0 0 0
95 Unassigned Ending Balance (projected)0 0 0 0 0 0 0 0 0 0 0 0 0 0
96 4B ECONOMIC DEVELOPMENT FUND 200
97 Sales tax (on-going)linked to linked 873,487 342,500 850,000 877,500 915,200 941,156 967,891 995,427 1,023,790 1,053,004 1,083,094 1,114,087 1,146,009 1,178,890
98 Sales tax (one-time)fixed 345,000 345,000 100,000 12,500 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000
99 Interest fixed 396 500 500 500 500 500 500 500 500 500 500 500 500 500
100 Transfers In 0 0 0 0 0 0 0 0 0 0 0 0 0 0
101 Interfund Advance from UF Ends FY2020 0 0 0 29,731 29,731 29,731 29,731 29,731 29,731 29,731 29,731 0 0 0
102 Total Revenues & Transfers In 1,218,883 688,000 950,500 920,231 970,431 996,387 1,023,122 1,050,658 1,079,021 1,108,235 1,138,325 1,139,587 1,171,509 1,204,390
103 Expendures 0 0 0 0 0 0 0 0 0 0 0 0 0 0
102 Transfer Out (1,248,614)(717,730)(980,230)(890,499)(1,000,162)(1,026,118)(1,052,853)(1,080,389)(1,108,752)(1,137,966)(1,168,056)(1,139,587)(1,171,509)(1,204,390)
103 Total Expenditures & Transfers Out (1,248,614)(717,730)(980,230)(890,499)(1,000,162)(1,026,118)(1,052,853)(1,080,389)(1,108,752)(1,137,966)(1,168,056)(1,139,587)(1,171,509)(1,204,390)
104 NET R&TI Over(Under) E&TO (29,731)(29,730)(29,730)29,732 (29,731)(29,731)(29,731)(29,731)(29,731)(29,731)(29,731)0 0 0
105 Beginning Fund Balance 297,308 267,577 267,577 237,847 267,579 237,848 208,117 178,386 148,655 118,924 89,193 59,462 0 0
106 Ending Fund Balance 267,577 237,847 237,847 267,579 237,848 208,117 178,386 148,655 118,924 89,193 59,462 0 0 0
107 Restricted/Committed/Assigned 267,577 237,847 237,847 267,579 237,848 208,117 178,386 148,655 118,924 89,193 59,462 0 0 0
108 Assigned Ending Balance (projected)0 0 0 0 0 0 0 0 0 0 0 0 0 0
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All Municipal Funds
Revision 5
AUDITED ADOPTED ESTIMATED PROPOSED 1 2 3 4 5 6 7 8 9 10
FY 10-11 FY 11-12 FY 11-12 FY 12-13 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 21-22 FY 22-23DESCRIPTION
109 DEBT SERVICE FUND 300
110 Property Tax 30,558 154,608 172,098 131,488 279,191 280,104 279,903 279,875 280,025 279,975 279,725 279,275 279,600 279,675
111 Interest 28 0 0 0 0 0 0 0 0 0 0 0 0 0
112 Misc Income 0 100 0 0 50 50 50 50 50 50 50 50 50 50
113 Transfer in - GF 100 0 601,178 343,565 419,808 319,847 294,347 266,150 240,258 216,295 182,954 151,376 181,533 149,186 113,768
114 Transfer in - GF for Academy 342,000 342,000 342,000 342,000 342,000 342,000 342,000 342,000 342,000 342,000
115 Transfer In - VA 220 linked to linked 180,935 182,416 182,416 183,692 179,772 180,852 181,736 182,424 182,916 183,212 183,312 183,216 182,924 182,436
116 Transfer In - 4B 200 linked to linked 1,248,502 717,730 980,230 920,230 1,000,162 1,026,118 1,052,853 1,080,389 1,108,752 1,137,966 1,168,056 1,139,587 1,171,509 1,204,390
117 Transfer In - PTR 260 0.0%76,102 0 0 0 0 0 0 0 0 0 0 0 0 0
118 Total Revenues & Transfers In 1,536,125 1,656,032 1,678,309 1,655,218 2,121,022 2,123,471 2,122,691 2,124,997 2,130,039 2,126,157 2,124,520 2,125,661 2,125,269 2,122,319
119 Bank Services Charges (1,130)(2,925)(2,925)(2,925)(2,925)(2,925)(2,925)(2,925)(2,925)(2,925)(2,925)(2,925)(2,925)(2,925)
120 Bond Principal (555,000)(668,000)(668,000)(700,000)(733,000)(772,000)(810,000)(815,000)(854,000)(893,000)(937,000)(986,000)(1,036,000)(1,086,000)
121 Bond Interest (972,490)(985,107)(985,107)(952,293)(917,697)(881,146)(842,366)(839,672)(805,714)(762,832)(717,195)(669,336)(618,944)(565,994)
122 Expenditures - 2014 CO - $2.2M ($57K/$1M)linked 0 0 0 0 (125,400)(125,400)(125,400)(125,400)(125,400)(125,400)(125,400)(125,400)(125,400)(125,400)
123 Expenditure - 2013 CO - Academy (342,000) (342,000) (342,000) (342,000) (342,000) (342,000) (342,000) (342,000) (342,000) (342,000)
124 Total Expenditures & Transfers Out (1,528,620)(1,656,032)(1,656,032)(1,655,218)(2,121,022)(2,123,471)(2,122,691)(2,124,997)(2,130,039)(2,126,157)(2,124,520)(2,125,661)(2,125,269)(2,122,319)
125 NET R&TI Over(Under) E&TO 7,504 0 22,277 0 0 0 0 0 0 0 0 0 0 0
126 Beginning Fund Balance 0 7,504 7,504 29,781 29,781 29,781 29,781 29,781 29,781 29,781 29,781 29,781 29,781 29,781
127 Ending Fund Balance 7,504 7,504 29,781 29,781 29,781 29,781 29,781 29,781 29,781 29,781 29,781 29,781 29,781 29,781
128 Restricted/Committed/Assigned 0 0 0 0 0 0 0 0 0 0 0 0 0 0
129 Assigned Ending Balance (projected)7,504 7,504 29,781 29,781 29,781 29,781 29,781 29,781 29,781 29,781 29,781 29,781 29,781 29,781
130 UTILITY FUND 500
131 Water/Sewer/Waste Revenues 2.0%2,939,180 2,595,766 2,595,766 2,646,850 2,699,787 2,753,783 2,808,858 2,865,036 2,922,336 2,980,783 3,040,399 3,101,207 3,163,231 3,226,495
132 Water/Sewer Tap Fees 2.0%42,429 14,000 14,000 14,000 14,280 14,566 14,857 15,154 15,457 15,766 16,082 16,403 16,731 17,066
133 Fort Worth Impact Fees 2.0%145,216 30,000 37,500 37,500 38,250 39,015 39,795 40,591 41,403 42,231 43,076 43,937 44,816 45,712
134 Misc Income 2.0%146,716 71,500 71,500 71,500 72,930 74,389 75,876 77,394 78,942 80,521 82,131 83,774 85,449 87,158
135 Interest 2.0%9,699 10,000 10,000 10,000 10,200 10,404 10,612 10,824 11,041 11,262 11,487 11,717 11,951 12,190
136 Contributions 0.0%0 0 0 0 0 0 0 0 0 0 0 0 0 0
137 Transfers In - GF (Interfund Loan)0.0%0 0 0 2,000,000 0 0 0 0 0 0 0 0 0 0
138 Total Revenues & Transfers In 3,283,239 2,721,266 2,728,766 4,779,850 2,835,447 2,892,156 2,949,999 3,008,999 3,069,179 3,130,563 3,193,174 3,257,037 3,322,178 3,388,622
139 Expenditures 3.0%(988,194)(739,363)(739,363)(807,718)(831,949)(856,908)(882,615)(909,093)(936,366)(964,457)(993,391)(1,023,192)(1,053,888)(1,085,505)
140 Water Purchases 3.0%(1,015,869)(1,110,600)(1,110,600)(1,110,600)(1,143,918)(1,178,236)(1,213,583)(1,249,990)(1,287,490)(1,326,114)(1,365,898)(1,406,875)(1,449,081)(1,492,554)
141 Debt Service (Hillwood)3.0%(97,943)(73,000)(73,000)(73,000)(75,190)(77,446)(79,769)(82,162)(84,627)(87,166)(89,781)(92,474)(95,248)(98,106)
142 Debt Service (Keller OH Storage)ends fy20linked (37,960)(116,668)(116,668)(118,212)(119,462)(118,949)(119,879)(120,538)(120,936)(121,149)(122,688)0 0 0
143 IFA Debt Pymt to 4B ends fy20 fixed 0 (29,731)(29,731)(29,731)(29,731)(29,731)(29,731)(29,731)(29,731)(29,731)(29,731)0 0 0
144 Bad Debt Expense 0.0%(49,007)0 0 0 0 0 0 0 0 0 0 0 0 0
145 Payroll Transfers to GF new acct 3.0%(203,592)0 (251,694)(277,732)(286,064)(294,646)(303,485)(312,590)(321,968)(331,627)(341,575)(351,823)(362,377)(373,249)
146 Transfer Out - GF 100 Payroll 0.0%0 (251,694)0 0 0 0 0 0 0 0 0 0 0 0
147 Transfer Out - UMR 510 fixed 0 (50,000)(50,000)(50,000)(200,000)(200,000)(200,000)(200,000)(200,000)(200,000)(200,000)(200,000)(200,000)(200,000)
148 Transfer Out - GF 100 Impact Fees linked (145,216)(30,000)(37,500)(37,500)(38,250)(39,015)(39,795)(40,591)(41,403)(42,231)(43,076)(43,937)(44,816)(45,712)
149 Transfer Out - GF (Interfund loan)- (400,000) (400,000) (400,000) (400,000) (400,000) - - - - -
150 Capital Projects 0.0%(213,364)(603,603)(733,171)(2,000,000)0 0 0 0 0 0 0 0 0 0
152 Total Expenditures & Transfers Out (2,751,145)(3,004,659)(3,141,727)(4,504,493)(3,124,564)(3,194,930)(3,268,857)(3,344,695)(3,422,520)(3,102,475)(3,186,140)(3,118,301)(3,205,411)(3,295,125)
153 NET R&TI Over(Under) E&TO 532,094 (283,393)(412,961)275,357 (289,117)(302,774)(318,858)(335,696)(353,341)28,087 7,034 138,736 116,767 93,496
154 Beginning Fund Balance 2,571,347 3,103,441 3,103,441 2,690,480 2,965,837 2,676,720 2,373,946 2,055,089 1,719,393 1,366,051 1,394,139 1,401,172 1,539,908 1,656,676
155 Ending Fund Balance 3,103,441 2,820,048 2,690,480 2,965,837 2,676,720 2,373,946 2,055,089 1,719,393 1,366,051 1,394,139 1,401,172 1,539,908 1,656,676 1,750,172
156 Restricted/Committed/Assigned 2.0%143,780 147,630 147,630 152,059 155,100 158,202 161,366 164,594 167,885 171,243 174,668 178,161 181,725 185,359
157 Unassigned Ending Balance (projected)2,959,661 2,672,418 2,542,850 2,813,778 2,521,620 2,215,744 1,893,722 1,554,799 1,198,166 1,222,895 1,226,504 1,361,747 1,474,951 1,564,813
158 Total Operating Expenditures 2,392,565 2,321,056 2,321,056 2,416,993 2,486,314 2,555,915 2,629,061 2,704,104 2,781,117 2,860,244 2,943,064 2,874,364 2,960,595 3,049,413
159 Operating Days 452 420 400 425 370 316 263 210 157 156 152 173 182 187
Page 47 08/06/2012
TOWN OF WESTLAKE
TEN YEAR FORECAST
All Municipal Funds
Revision 5
AUDITED ADOPTED ESTIMATED PROPOSED 1 2 3 4 5 6 7 8 9 10
FY 10-11 FY 11-12 FY 11-12 FY 12-13 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 21-22 FY 22-23DESCRIPTION
160 UTILITY - MAINTENANCE & REPLACEMENT FUND 510
161 Revenues 1.0%112 100 125 125 126 128 129 130 131 133 134 135 137 138
162 Transfers In - UF 500 linked 0 50,000 50,000 50,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000
163 Total Revenues & Transfers In 112 50,100 50,125 50,125 200,126 200,128 200,129 200,130 200,131 200,133 200,134 200,135 200,137 200,138
164 Expenditures 0 (31,200)0 (52,450)(188,000)(185,000)(165,000)(175,000)(175,000)(175,000)(175,000)(175,000)(175,000)(175,000)
165 Transfers Out 0 0 0 0 0 0 0 0 0 0 0 0 0 0
166 Total Expenditures & Transfers Out 0 (31,200)0 (52,450)(188,000)(185,000)(165,000)(175,000)(175,000)(175,000)(175,000)(175,000)(175,000)(175,000)
167 NET R&TI Over(Under) E&TO 112 18,900 50,125 (2,325)12,126 15,128 35,129 25,130 25,131 25,133 25,134 25,135 25,137 25,138
168 Beginning Fund Balance 42,528 42,640 42,640 92,765 90,440 102,566 117,693 152,822 177,952 203,084 228,216 253,350 278,486 303,622
169 Ending Fund Balance 42,640 61,540 92,765 90,440 102,566 117,693 152,822 177,952 203,084 228,216 253,350 278,486 303,622 328,761
170 Restricted/Committed/Assigned 42,640 61,540 92,765 90,440 102,566 117,693 152,822 177,952 203,084 228,216 253,350 278,486 303,622 328,761
171 Assigned Ending Balance (projected)0 0 0 0 0 0 0 0 0 0 0 0 0 0
172 GENERAL- MAINTENANCE & REPLACEMENT FUND 600
173 Revenues 1.0%271 250 1,750 1,750 1,768 1,785 1,803 1,821 1,839 1,858 1,876 1,895 1,914 1,933
174 Transfers In - PTR 260 0.0%41,274 0 0 0 0 0 0 0 0 0 0 0 0 0
175 Transfers In - GF 100 linked 500,000 530,000 530,000 550,000 550,000 550,000 500,000 300,000 300,000 300,000 300,000 500,000 500,000 500,000
176 Transfers in - VE 257 0.0%129,374 0 0 0 0 0 0 0 0 0 0 0 0 0
177 Total Revenues & Transfers In 670,919 530,250 531,750 551,750 551,768 551,785 501,803 301,821 301,839 301,858 301,876 501,895 501,914 501,933
178 Expenditures (41,037)(418,520)(423,520)(273,900)(131,900)(121,000)(149,500)(1,556,000)(200,000)(200,000)(200,000)(200,000)(200,000)(200,000)
179 Transfers Out 0 0 0 0 0 0 0 0 0 0 0 0 0 0
180 Total Expenditures & Transfers Out (41,037)(418,520)(423,520)(273,900)(131,900)(121,000)(149,500)(1,556,000)(200,000)(200,000)(200,000)(200,000)(200,000)(200,000)
181 NET R&TI Over(Under) E&TO 629,881 111,730 108,230 277,850 419,868 430,785 352,303 (1,254,179)101,839 101,858 101,876 301,895 301,914 301,933
182 Beginning Fund Balance 61,654 691,535 691,535 799,765 1,077,615 1,497,483 1,928,268 2,280,571 1,026,392 1,128,231 1,230,089 1,331,965 1,633,860 1,935,774
183 Ending Fund Balance 691,535 803,265 799,765 1,077,615 1,497,483 1,928,268 2,280,571 1,026,392 1,128,231 1,230,089 1,331,965 1,633,860 1,935,774 2,237,707
184 Restricted/Committed/Assigned 691,535 803,265 799,765 1,077,615 1,497,483 1,928,268 2,280,571 1,026,392 1,128,231 1,230,089 1,331,965 1,633,860 1,935,774 2,237,707
185 Unassigned Ending Balance (projected)0 0 0 0 0 0 0 0 0 0 0 0 0 0
186 LONE STAR PUBLIC FUND 418
187 Revenues 3.0%36 30 45 45 46 48 49 51 52 54 55 57 59 60
188 Transfers In 3.0%0 0 0 0 0 0 0 0 0 0 0 0 0 0
189 Total Revenues & Transfers In 36 30 45 45 46 48 49 51 52 54 55 57 59 60
190 Expenditures 3.0%0 0 0 0 0 0 0 0 0 0 0 0 0 0
191 Transfers Out 3.0%(102)0 0 0 0 0 0 0 0 0 0 0 0 0
192 Total Expenditures & Transfers Out (102)0 0 0 0 0 0 0 0 0 0 0 0 0
193 NET R&TI Over(Under) E&TO (66)30 45 45 46 48 49 51 52 54 55 57 59 60
194 Beginning Fund Balance 13,598 13,531 13,531 13,576 13,621 13,668 13,715 13,765 13,815 13,867 13,921 13,977 14,034 14,092
195 Ending Fund Balance 13,531 13,561 13,576 13,621 13,668 13,715 13,765 13,815 13,867 13,921 13,977 14,034 14,092 14,153
196 Restricted/Committed/Assigned 13,531 13,561 13,576 13,621 13,668 13,715 13,765 13,815 13,867 13,921 13,977 14,034 14,092 14,153
197 Unassigned Ending Balance (projected)0 0 0 0 0 0 0 0 0 0 0 0 0 0
Page 48 08/06/2012
TOWN OF WESTLAKE
TEN YEAR FORECAST
All Municipal Funds
Revision 5
AUDITED ADOPTED ESTIMATED PROPOSED 1 2 3 4 5 6 7 8 9 10
FY 10-11 FY 11-12 FY 11-12 FY 12-13 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 21-22 FY 22-23DESCRIPTION
198 CAPITAL PROJECT FUND 410
199 FM1938 Streetscape/Wayfinding 0 0 0 800,000 172,000 0 0 0 0 0 0 0 0 0
200 Contributions - TSH Proceeds 0 0 400,000 0 0 0 0 0 0 0 0 0 0 0
201 Interest Income 24,164 26,000 26,000 26,000 0 0 0 0 0 0 0 0 0 0
202 Interest Income - Bond Proceeds 2,891 1,800 1,800 0 0 0 0 0 0 0 0 0 0 0
203 Misc Revenue 0 0 8,000 0 0 0 0 0 0 0 0 0 0 0
204 Transfer in from GF 2,085,659 0 35,000 0 300,000 206,618 500,000 500,000 500,000 150,000 200,000 200,000 200,000 200,000
205 Transfer in from PTR 1,205,000 0 0 0 0 0 0 0 0 0 0 0 0 0
206 Other Sources - Bond Proceeds 2,095,000 0 0 0 2,200,000 0 0 0 0 0 0 0 0 0
207 Total Revenues & Transfers In 5,412,714 27,800 470,800 826,000 2,672,000 206,618 500,000 500,000 500,000 150,000 200,000 200,000 200,000 200,000
208 FM1938 Town Improvements (517,956)(1,155,155)(1,155,155)(1,006,923)(567,100)(253,100)0 0 0 0 0 0 0 0
209 Dove/Ottinger Intersection Imp 0 0 (55,000)(1,321,364)0 0 0 0 0 0 0 0 0 0
210 Mahotea Boone Reconst/Drainage (88,191)0 0 0 0 0 0 0 0 0 0 0 0 0
211 Ottinger Rd Recon/Drainage WA 0 (155,150)0 0 0 0 0 0 0 0 0 0 0 0
212 Streets Survey (29,355)(16,000)(50,645)0 0 0 0 0 0 0 0 0 0 0
213 WA Dining Hall Improvements (78,085)0 0 0 0 0 0 0 0 0 0 0 0 0
214 SH114/Hwy170 Enhancements (7,500)0 0 (345,460)(390,940)(336,000)0 0 0 0 0 0 0 0
215 Stagecoach Hills Recon/Drain (7,220)(496,000)(491,680)0 0 0 0 0 0 0 0 0 0 0
216 Roanoke Road Recon/Drain #1 (3,348)(195,240)(192,443)0 0 0 0 0 0 0 0 0 0 0
217 Aspen Lane Recon/Drainage (214,022)0 0 0 0 0 0 0 0 0 0 0 0 0
218 Roanoke Road Recon/Drain #2 (2,900)0 0 0 0 (453,000)0 0 0 0 0 0 0 0
219 Sam School Road Reconstruction & Drainage 0 0 0 0 (216,000)0 0 0 0 0 0 0 0 0
220 E. Dove Road Reconstruction & Drainage (Vaq - TB)0 0 0 (221,995)(404,945)0 0 0 0 0 0 0 0 0
221 Trail Connection at 114/Solana 0 (15,000)(15,000)0 0 0 0 0 0 0 0 0 0 0
222 Dove Rd/Randol Mill Intersection 0 (15,000)(15,000)0 0 0 0 0 0 0 0 0 0 0
223 WA North Driveway Lighting 0 0 (40,000)0 0 0 0 0 0 0 0 0 0 0
224 Hwy 377 Westport Parkway Sign 0 0 (70,000)0 0 0 0 0 0 0 0 0 0 0
225 Westlake Academy Expansion 0 0 (35,000)0 0 0 0 0 0 0 0 0 0 0
226 Dove Rd Trail Connection 0 0 (12,000)0 0 0 0 0 0 0 0 0 0 0
227 Dove/Ottinger Reconstruction/Drainage (4,740)0 (4,000)0 0 0 0 0 0 0 0 0 0 0
228 TSH Donation Expense to WAF 0 0 (400,000)0 0 0 0 0 0 0 0 0 0 0
229 Bond Issuance Cost (36,446)0 0 0 0 0 0 0 0 0 0 0 0 0
230 Transfer Out to GF 100 (139)0 0 0 0 0 0 0 0 0 0 0 0 0
231 Transfer Out to PTR 260 (8,761)0 0 0 0 0 0 0 0 0 0 0 0 0
232 Total Expenditures & Transfers Out (998,662)(2,047,545)(2,535,923)(2,895,742)(1,578,985)(1,042,100)0 0 0 0 0 0 0 0
233 NET R&TI Over(Under) E&TO 4,414,052 (2,019,745)(2,065,123)(2,069,742)1,093,015 (835,482)500,000 500,000 500,000 150,000 200,000 200,000 200,000 200,000
234 Beginning Fund Balance 220,279 4,634,332 4,634,332 2,569,209 499,467 1,592,482 757,000 1,257,000 1,757,000 2,257,000 2,407,000 2,607,000 2,807,000 3,007,000
235 Ending Fund Balance 4,634,332 2,614,587 2,569,209 499,467 1,592,482 757,000 1,257,000 1,757,000 2,257,000 2,407,000 2,607,000 2,807,000 3,007,000 3,207,000
236 Restricted/Committed/Assigned 4,634,332 2,614,587 2,569,209 499,467 1,592,482 757,000 1,257,000 1,757,000 2,257,000 2,407,000 2,607,000 2,807,000 3,007,000 3,207,000
237 Unassigned Ending Balance (projected)0 0 0 0 0 0 0 0 0 0 0 0 0 0
238 SUMMARY
239 Total Revenues & Transfers in 21,017,124 11,667,214 13,317,880 15,024,679 16,138,704 13,908,547 14,571,358 14,582,908 14,838,746 14,341,609 14,652,820 15,218,992 15,496,658 15,778,417
240 Total Expenditures & Transfers Out (17,496,497)(14,202,646)(14,971,209)(18,547,196)(15,190,356)(14,743,538)(14,333,735)(15,689,192)(14,554,034)(14,012,534)(14,282,696)(14,560,470)(14,792,804)(15,026,426)
241 NET R&TI Over(Under) E&TO 3,520,627 (2,535,432)(1,653,329)(3,522,517)948,348 (834,991)237,623 (1,106,285)284,712 329,075 370,124 658,522 703,854 751,991
242 9,766,781 13,344,664 13,344,664 11,691,335 8,168,818 9,117,166 8,282,175 8,519,798 7,413,513 7,698,225 8,027,300 8,397,425 8,996,485 9,700,339
243 13,287,408 10,809,232 11,691,335 8,168,818 9,117,166 8,282,175 8,519,798 7,413,513 7,698,225 8,027,300 8,397,425 8,996,485 9,700,339 10,452,330
244 6,529,756 4,405,983 4,454,064 2,689,631 4,189,327 3,779,557 4,646,705 3,897,289 4,503,809 4,760,267 5,066,663 5,543,266 6,079,271 6,615,215
245 Unassigned Ending Balance (projected) 6,757,652 6,403,249 7,237,272 5,479,187 4,927,839 4,502,618 3,873,093 3,516,225 3,194,416 3,267,033 3,330,762 3,453,218 3,621,068 3,837,115
Restricted/Committed/Assigned
Beginning Fund Balance
Ending Fund Balance
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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, pruden ce, 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 creditworthiness as
well as its financial position from emergencies.
E. Debt Management: Establish guidelines for debt financing that will provide needed
capital equipment and infrastructure improvements while minimizing the impact of debt
payments on current revenues.
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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.
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
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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.
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.
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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
adversely impact that revenue source.
B. OTHER CONSIDERATIONS. The following considerations and issues will guide the Town in its
revenue policies concerning specific sources of funds:
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Cost/Benefit of Incentives for Economic Development - The Town will use due caution
in the analysis of any tax or fee incentives that are being considered to encourage
economic development. A cost/benefit (fiscal impact) analysis will be performed as a
part of the evaluation for each proposed economic development project.
Non-Recurring Revenues - One-time or non-recurring revenues will not be used to
finance on-going operational costs. Non-recurring revenues will be used only for one-
time expenditures such as long-lived capital needs or one-time major maintenance
projects that occur infrequently. Non-recurring revenues will not be used for budget
balancing purposes except to cover the one-time expenditures described above.
Investment Income - Earnings from investment of available monies, whether pooled or
not, will be distributed to the funds in accordance with the equity balance of the fund
from which monies were provided to be invested.
Property Tax Revenues - The Town shall endeavor to avoid a property tax by revenue
diversification, implementation of user fees, and economic development.
C. USER-BASED (DEMAND DRIVEN) FEES AND SERVICE CHARGES. For services that are
demand driven and can be associated with a user fee or charge, the direct and indirect
costs of that service will be offset by a fee where possible. The Town staff will endeavor to
prepare a review of all fees and charges annually, but not less than once every three
years, in order to ensure that these fees provide for, at minimum, full cost recovery of
service.
D. ENTERPRISE FUND RATES. Utility rates and rate structures for water and sewer services will be
constructed to target full cost of service recovery. Annually the Town will review and
adopt water and sewer utility rates and a rate structure that generates revenue sufficient
to fully cover operating expenses, meet the legal restrictions of all applicable bond
covenants, provide for an adequate level of working capital, and recover applicable
general/administrative costs. The Solid Waste function will have rates that fully recover all
costs and maintain an adequate balance. The Cemetery Fund will be structured to
operate on lot sales and endowments.
General and Administrative (G&A) Charges – Where feasible, G&A costs will be
charged to all funds for services of indirect general overhead costs, which may include
general administration, finance, customer billing, facility use, personnel, technology,
engineering, legal counsel, and other costs as deemed appropriate. These charges
will be determined through an indirect cost allocation study following accepted
practices and procedures.
E. INTERGOVERNMENTAL REVENUES. As a general rule, intergovernmental revenues (grants)
will not be utilized for on-going operating costs. Any potential grant opportunity will be
examined to identify all costs related to matching and continuation of program
requirements. Staff will focus on one-time grants to avoid long-term implications. If it is
determined that accepting a grant with on-going cost conditions is in the interests of the
Town, all the operating and maintenance costs must be included in the financial forecast
and their ultimate effect on operations and revenue requirements be known.
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.
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G. SPECIAL REVENUE / EDUCATIONAL FUNDS. Where feasible and practical, General and
Administrative Charges (G&A) for special revenue and educational funds of the Town of
Westlake will be determined on an annual basis and transfers will be made where sufficient
revenue exists to cover the associated expenditures.
V. EXPENDITURE CONTROL
A. Appropriations – The point of budgetary control is at the department level in the General
Fund and at the fund level in all other funds. When budget adjustments among
Departments and/or funds are necessary, they must be approved by the Town Council.
B. Current Funding Basis - The Town shall operate on a current funding basis. Expenditures shall
be budgeted and controlled so as not to exceed current revenues plus the planned use of
fund balance accumulated through prior year savings. (The use of fund balance shall be
guided by the Fund Balance/Retained Earnings Policy Statements.)
C. Avoidance of Operating Deficits - The Town shall take immediate corrective actions if at
any time during the fiscal year expenditure and revenue re-estimates are such that an
operating deficit (i.e., projected expenditures in excess of projected revenues) is projected
at year-end. Corrective actions can include a hiring freeze, expenditure reductions, fee
increases, or use of fund balance within the Fund.
D. Balance/Retained Earnings Policy- Expenditure deferrals into the following fiscal year, short-
term loans, or use of one-time revenue sources shall be avoided to balance the budget.
E. Maintenance of Capital Assets - Within the resources available each fiscal year, the Town
shall maintain capital assets and infrastructure at a sufficient level to protect the Town's
investment, to minimize future replacement and maintenance costs, and to continue
service levels.
F. Periodic Program Reviews - The Town Manager shall undertake periodic staff and third-
party reviews of Town programs for both efficiency and effectiveness. Privatization and
contracting with other governmental agencies will be evaluated as alternative
approaches to service delivery. Programs which are determined to be inefficient and/or
ineffective shall be reduced in scope or eliminated.
G. Salary - The Town shall strive to maintain competitive salary levels for municipal
employees. A salary survey will be conducted through a sampling of surrounding
and comparable municipal organizations to create a comparison. The Town will
strive to maintain salary levels within three percent (3%) of the median of surveyed
benchmark municipalities.
H. Purchasing - The Town shall make every effort to maximize any discounts offered by
creditors/vendors. Staff shall also use competitive bidding in accordance to State law, as
well as intergovernmental partnerships and purchasing cooperatives to attain the best
possible price on goods and services.
I. Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the
prompt payment requirements of State law.
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VI. FUND BALANCE/RETAINED EARNINGS
A. General Fund Undesignated Fund Balance - The Town shall strive to maintain the General
Fund undesignated fund balance at, or in excess of, 90 days of operation.
B. Retained Earnings of Other Operating Funds - In the Utility Fund, the Town shall strive to
maintain positive retained earnings positions to provide sufficient reserves for emergencies
and revenue shortfalls.
C Use of Fund Balance - Fund Balance will be targeted to only be used with Council
approval and can be only be used for the following: emergencies, non-recurring
expenditures, such as technology/FF&E (furniture, fixtures and equipment), or major capital
purchases that cannot be accommodated through current year savings. Should such use
reduce the balance below the appropriate level set as the objective for that fund,
recommendations will be made on how to restore it. The Council shall approve all
commitments by formal action. The action to commit funds must occur prior to fiscal year-
end, to report such commitments in the balance sheet of the respective period, even
though the amount may be determined subsequent to fiscal year-end. A commitment
can only be modified or removed by the same formal action.
The Council delegates the responsibility to assign funds to the Town Manager or his/her
designee. The Council shall have the authority to assign any amount of funds.
Assignments may occur subsequent to fiscal year-end.
The Council will utilize funds in the following spending order: Restricted, Committed,
Assigned, Unassigned
VII. DEBT MANAGEMENT
A. Debt Issuance Analysis - All consideration of debt issuance for major capital assets will be
prepared within the framework of a Council approved multi-year capital improvement
plan and forecast for all Town facilities and infrastructure.
B. Analysis of Debt Issuance and Debt Issuance Alternatives - Staff will explore alternatives to
the issuance of debt for capital acquisitions and construction projects. These alternatives
will include, but not be limited to, (1) grants- in- aid, (2) use of reserves, (3) use of either
current on-going general revenues or one-time revenues, (4) contributions from developers
and others, (5) leases, (6) user fees, and (7) impact fees.
C. Use of Debt Financing - The useful life of the asset or project shall, at a minimum, exceed
the payout schedule of any debt the Town assumes. Debt financing instruments to be
considered by the Town may include:
General obligation bonds - These must be authorized by a vote of the citizens of
Westlake.
Revenue bonds - These bonds generate capital requirements necessary for
continuation or expansion of a service which produces revenue and for which the
asset may reasonable be expected to provide for a revenue stream to fund the debt
service requirement.
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Certificates of obligation - These can be authorized by Council approval with debt
service by either general revenues or backed by a specific revenue stream or a
combination of both.
Lease/purchase agreements - These shall only be used to purchase capital assets that
cannot be financed from either current revenues or fund balance/retained earnings
and to fund infrastructure improvements and additions.
D. Assumption of Additional Debt - The Town shall not assume more tax-supported general
purpose debt than it retires each year without first conducting an objective analysis as to
the community's ability to assume and support additional debt service payments.
E. Affordability Targets - The Town shall use an objective multi-year analytical approach to
determine whether it can afford to assume new general purpose debt beyond what it
retires each year. This process shall compare generally accepted standards of
affordability to the current values for the Town. The process shall also examine the direct
costs and benefits of the proposed expenditures. The decision on whether or not to
assume new debt shall be based on these costs and benefits and on the Town's ability to
"afford” new debt as determined by the aforementioned standards. The Town shall strive
to achieve and/or maintain these standards at a low to moderate classification.
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.
J. Debt Refunding - Town staff and the financial advisor shall monitor the municipal bond
market for opportunities to obtain interest savings by refunding outstanding debt. As a
general rule, the present value savings of a particular refunding should exceed 3.5% of the
refunded maturities.
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VIII. INTERGOVERNMENTAL RELATIONSHIPS
The Town will pursue coordinated efforts with other governmental agencies to achieve
common policy objectives, share the cost of providing government services on an equitable
basis, and support favorable legislation at the State and Federal levels.
A. Inter-local Cooperation in Delivering Services - In order to promote the effective and
efficient delivery of services, the Town shall actively seek to work with other local
jurisdictions in joint purchasing consortia, sharing facilities, sharing equitably the costs of
service delivery, and developing joint programs to improve service to its citizens.
B. Legislative Program - The Town shall cooperate with other jurisdictions to actively oppose
any State or Federal regulation or proposal that mandates additional Town programs or
services and does not provide the funding to implement them. Conversely, as appropriate,
the Town shall support legislative initiatives that provide more funds for priority local
programs.
IX. GRANTS
A. Grant Guidelines - The Town shall apply, and facilitate the application by others, for only
those grants that are consistent with the objectives and high priority needs previously
identified above in these policies. The potential for incurring on-going costs, to include the
assumption of support for grant funded positions from local revenues, will be considered
prior to applying for a grant.
B. Grant Review - All grant submittals shall be reviewed for their cash match requirements,
their potential impact on the operating budget, and the extent to which they meet the
Town's policy objectives. If there are cash match requirements, the source of funding shall
be identified prior to application. Staff will focus on one-time grants to avoid long-term
implications related to additional expenditures in future years.
C. Grant Program Termination - The Town shall terminate grant funded programs and
associated positions when grant funds are no longer available unless alternate funding is
identified.
X. ECONOMIC DEVELOPMENT
A. Positive Business Environment - The Town shall endeavor, through its regulatory and
administrative functions, to provide a positive business environment in which local
businesses can grow, flourish and create jobs. The Town Council and Town staff will be
sensitive to the needs, concerns and issues facing local businesses.
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.
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C. Coordinate Efforts with Other Jurisdictions - The Town's economic development program
shall encourage close cooperation with other local jurisdictions, chambers of commerce,
and groups Interested in promoting the economic well-being of this area.
D. Cost/Benefit of Incentives for Economic Development - The Town will use due caution in
the analysis of any tax or fee incentives that are used to encourage economic
development. A cost/benefit (fiscal impact) analysis will be performed as part of such
evaluation for each prospect. Economic development agreements will contain
performance language as to the business’s proposed economic impact to Westlake in
exchange for Town incentives with adequate “claw-back” provisions for the Town.
XI. FISCAL MONITORING
A. Financial Status and Performance Reports - Quarterly reports comparing expenditures and
revenues to current budget, projecting expenditures and revenues through the end of the
year, noting the status of fund balances to include dollar amounts and percentages, and
outlining any remedial actions necessary to maintain the Town's financial position shall be
prepared for review by the Town Manager and the Council.
B. Compliance with Council Policy Statements - The Fiscal and Budgetary Policies will be
reviewed annually by the Council and updated, revised or refined as deemed necessary.
Policy statements adopted by the Council are guidelines, and occasionally, exceptions
may be appropriate and required. However, exceptions to stated policies will be
specifically identified, and the need for the exception will be documented and fully
explained.
XII. FINANCIAL CONSULTANTS
To employ the assistance of qualified financial advisors and consultants as needed in the
management and administration of the Town's financial functions. These areas include but are
not limited to investments, debt administration, financial accounting systems, program
evaluation, and financial impact modeling. Advisors shall be selected on a competitive basis
using objective questionnaires and requests for proposals based on the scope of the work to
be performed.
XIII. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING
To comply with prevailing local, state, and federal regulations relative to accounting, auditing,
and financial reporting. Accounting practices and financial reporting shall conform to
generally accepted accounting principles as promulgated by the Governmental Accounting
Standards Board (GASB), the American Institute of Certified Public Accountants, (AICPA), and
the Government Finance Officers Association (GFOA). The Board shall select an independent
firm of certified public accountants to perform an annual audit of all operations
A. Accounting – The Town is solely responsible for the recording and reporting of its financial
affairs, both internally and externally. The Town’s Finance Director is responsible for
establishing the structure for the Town’s chart of accounts and for assuring that procedures
are in place to properly record financial transactions and report the Town’s financial
position.
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B. External Auditing - Town will be audited annually by outside independent accountants
(auditors). The auditors must be a CPA firm and must demonstrate significant experience
in the field of local government auditing. They must conduct the town’s audit in
accordance with generally accepted auditing standards and be knowledgeable in the
Government Finance Officers Association Certificate of Achievement program. The
auditors’ report on Town’s financial statements will be completed within a timely period of
the Town’s fiscal year-end. The auditor will jointly review the management letter with the
Town Council, if necessary. In conjunction with this review, the Finance Director shall
respond in writing to the Town Council regarding the auditor’s Management Letter,
addressing the issued contained therein. The Town will not require auditor rotation, but will
circulate request for proposal for audit services on a periodic basis as deemed
appropriate.
C. External Financial Reporting - Town will prepare and publish a comprehensive annual
financial report (CAFR). The CAFR will be prepared in accordance with generally
accepted accounting principles and will be presented annually to the Government
Finance Officers Association (GFOA) for evaluation and awarding of the Certificate of
Achievement for Excellence in Financial Reporting.
D. Responsibility of Auditor to Town Council – The auditor is retained by and it accountable
directly to the Town Council and will have access to direct communication with the Town
Council if the Town Staff is unresponsive to auditor recommendations or if the auditor
considers such communication necessary to fulfill its legal and professional responsibilities.
E. Internal Financial Reporting - The Finance Department will prepare internal financial reports
sufficient for management to plan, monitor, and control Town’s financial affairs.
XIV. CAPITAL BUDGET AND PROGRAM
A. Preparation - The Town’s capital budget will include all capital projects funds and all
capital resources. While the capital budget will be prepared annually on a project basis, it
will be based on an on-going, multi-year capital improvement plan (CIP) that shows all
funded and unfunded projects as identified by staff for all Town facilities and infrastructure.
The multi-year CIP will be reviewed annually, updated by staff and presented to the
Council for its review and approval. The annual capital budget will be prepared by the
Finance Department with the involvement of responsible departments based on the multi-
year CIP.
B. Control - All capital project expenditures must be appropriated in the capital budget. The
Finance Director must certify the availability of resources before any capital project
contract is presented to the Town Council for approval.
C. Program Planning - The capital budget will be taken from the capital improvements
project plan for future years. The planning time frame for the capital improvements project
plan should normally be five years, with a minimum of at least three years. The
replacement and maintenance for capital items should also be projected for the next five
years. Future maintenance and operational costs will be considered so that these costs
can be included as appropriate in the annual budget.
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D. Financing Programs - Where applicable and with Council approval, impact fees, pro-rata
charges, assessments, or other fees should be used to fund capital projects which have a
primary benefit to specific, identifiable property owners.
Recognizing that long-term debt is usually a more expensive financing method,
alternative financing sources will be explored before debt is issued. When debt is
issued, it will be used to acquire major assets with expected lives which equal or
exceed the average life of the debt issue.
E. Reporting - Periodic financial reports will be prepared to enable the department directors
to manage their capital budgets. Summary capital project status reports will be presented
to the Town Council quarterly.
XV. CAPITAL MAINTENANCE AND REPLACEMENT
The Town recognizes that deferred maintenance and not anticipating capital replacement
needs increases future capital costs. Annually, available funds will be evaluated during the
budget process and a percentage of each operating fund’s budget will be recommended to
the Council for transfer. Upon approval by the Council, the recommended amount will be
transferred to the appropriate funds (General or Utility Maintenance Replacement Fund) for
major maintenance/ replacement of street, building roof, flooring, air conditioning, equipment,
etc.
XVI. INTERNAL CONTROLS
A. Written Procedures - Whenever possible, written procedures will be established and
maintained by the Finance Director for all functions involving purchasing, cash handling
and/or accounting throughout the Town. These procedures will embrace the general
concepts of fiscal responsibility set for in this policy statement.
B. Department Directors’ Responsibilities - Each department director is responsible for ensuring
that good internal controls are followed throughout his/her department, that all directives
or internal controls are implemented, and that all independent auditor internal control
recommendations are addressed. Departments will develop and periodically update
written internal control procedures.
XVII. ASSET MANAGEMENT
A. Investments – The Finance Director shall promptly invest all Town funds with the depository
bank in accordance with the provisions of the current Bank Depository Agreement or in
any negotiable instrument authorized by the Town Council. Further, investments shall be
made in accordance with the Investment Policy approved by the Town Council for the
Town of Westlake that meets the requirements of the Public Funds Investment Act (PFIA),
Section 2256 of the Texas Local Government Code. The Finance Director will issue
quarterly reports on investment activity to the Town Council.
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
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investment policies. The underlying theme will be that idle cash will be invested with the
intent to (1) safeguard assets, (2) maintain liquidity, and (3) maximize return.
C. Fixed Assets and Inventory - Such assets will be reasonably safeguarded and properly
accounted for and prudently insured. The fixed asset inventory will be updated regularly.
D. Capitalization Criteria – For purposes of budgeting and accounting classification, the
following criteria must be capitalized:
The asset is owned by the Town of Westlake
The expected useful life of the asset must be longer than one year, or extend the life on
an identifiable existing asset by more than one year
The original cost of the asset must be at least $5,000
The asset must be tangible
On-going repairs and general maintenance are not capitalized
New Purchases – All costs associated with bringing the asset into working order will be
capitalized as part of the asset cost. This includes start up costs, engineering or
consultant type fees as part of the asset cost once the decision or commitment to
purchase the asset is made. The cost of land acquired should include all related costs
associated with its purchase
Improvements and Replacement – Improvement will be capitalized when they extend
the original life of an asset or when they make the asset more valuable than it was
originally. The replacement of assets components will normally be expenses unless
they are a significant nature and meet all the capitalization criteria.
E. Computer System/Data Security – The Town shall provide security of its computer/network
system and data files through physical and logical security systems that will include, but are
not limited to: network user authentications, firewalls, content filtering, spam/virus
protection, and redundant data backup.
ACADEMIC OPERATIONS
I. STATEMENT OF PURPOSE
The broader intent of the following Fiscal and Budgetary Policy Statements is to enable the
Academy to achieve a long-term stable and positive financial condition. The watchwords of
the Academy’s financial management include integrity, prudent, stewardship, planning,
accountability, and full disclosure.
The more specific purpose is to provide guidelines to the Finance Director in planning and
directing the Academy’s day-to-day financial affairs and in developing recommendations to
the Academy Superintendent or his designate and Academy Board of Trustees.
The scope of these policies generally span, among other issues, accounting, purchasing,
auditing, financial reporting, internal controls, operating budgeting, revenue management,
cash and investment management, expenditure control, asset management, debt
management, and planning concepts, in order to:
Present fairly and with full disclosure the financial position and results of the financial
operations of the Academy in conformity with generally accepted accounting principles
(GAAP), and
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Determine and demonstrate compliance with finance related legal and contractual
issues in accordance with provisions of the Texas Local Government Code and other
pertinent legal documents and mandates.
The Academy Board of Trustees will annually review and approve the Fiscal and Budgetary
Policy Statements as part of the budget process.
II. SUMMARY OF POLICY INTENDED OUTCOMES
This policy framework mandates pursuit of the following fiscal objectives:
Operating Budget: Prepare conservatively, estimate revenues, present and adopt the
Academy’s annual operating plan.
Revenues Management: Design, maintain and administer a revenue system that will assure a
reliable, equitable, diversified and sufficient revenue stream to support desired Academy
services.
Expenditure Control: Identify priority services, establish appropriate service levels and administer
the expenditure of available resources necessary to assure fiscal stability and the effective and
efficient delivery of services.
Fund Balance: Maintain the fund balance of the various operating funds at levels sufficient to
protect the Academy’s creditworthiness as well as its financial position from emergencies.
Intergovernmental Relationships: Coordinate efforts with other agencies to achieve common
policy objectives, share the cost of providing governmental services on an equitable basis and
support favorable legislation at the State and Federal level.
Grants: Seek, apply for and effectively administer Federal, State, and foundation grants-in-aid
which address the Academy’s current priorities and policy objectives.
Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and forecast the
Academy’s financial performance and economic condition.
Financial Consultants: With available resources, seek out and employ the assistance of qualified
financial advisors and consultants in the management and administration of the Academy’s
financial functions.
Accounting, Auditing, and Financial Reporting: Comply with prevailing Federal, State and local
statues and regulations. Conform to generally accepted accounting principles as promulgated
by the Government Accounting Standards Board (GASB), the American Institute of Certified
Public Accountants (AICPA), and the Government Finance Officers Association (GFOA).
Internal Controls: To establish and maintain an internal control structure designed to provide
reasonable assurances that the Academy’s assets are safeguarded and that the possibilities for
material errors in the Academy’s financial records are minimized.
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III. OPERATING BUDGET
PREPARATION – BUDGETING IS AN ESSENTIAL ELEMENT OF THE FINANCIAL PLANNING, CONTROL,
AND EVALUATION PROCESS. THE “OPERATING BUDGET” IS THE ACADEMY’S ANNUAL FINANCIAL
OPERATING PLAN RELATED TO EDUCATIONAL SERVICE INSTRUCTIONAL COSTS.
The Academy operating budget is legally required to include the Academy’s General, Debt
Service, and Food Service Funds. Currently, Westlake Academy only has one fund, the General
Fund, which must be legally adopted annually. The Academy budgets the Special Revenue
Funds for informational purposes only.
Information to be prepared includes documentation related to Service Level Adjustments (SLAs)
for increases to existing service levels or additional services, position control schedules, general
and administrative cost implications, etc. will be submitted and reviewed during the budget
process.
SLA’s related to new position requests will include an assessment of their impact on additional
internal services necessary to support these positions as it relates to General & Administrative
(G&A) charges in the Academy budget ( subject to funding availability) to fund these costs.
A budget preparation calendar and timetable will be established and followed in accordance
with State law.
Revenue Estimates for Budgeting - In order to maintain a stable level of services, the Academy shall
use a conservative, objective, and analytical approach when preparing revenue estimates. The
process shall include analysis of probable economic changes and their impacts on revenues,
number of students, and trends in revenues. It will also include an assessment of the State legislative
environment related to public charter school funding levels. This approach should reduce the
likelihood of actual revenues falling short of budget estimates during the year and should avoid mid-
year service reductions.
Balanced Budget – A balanced budget is a budget with total expenditures not exceeding total
revenues and monies available in the fund balance within an individual fun d.
Proposed Budget Content and Process – A proposed budget shall be prepared by the
Superintendent or his designate with the participation of the Academy’s Leadership Team,
Finance Director and Academy staff, and then submitted to the Superintendent for review.
Following the Superintendent’s review, the proposed budget will be presented to the Board for
its consideration.
The proposed budget shall include five basic segments for review and evaluation: (1) personnel
costs, (2) base budget for operations and maintenance costs, (3) service level adjustments for
increases of existing service levels or additional services, (4) revenues, and (5) General
Administrative (G&A) costs.
The proposed budget review process shall include Board of Trustees review of each of the four
segments of the proposed budget and a public hearing to allow for citizen participation in the
budget preparation process.
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Concurrent with the Academy budget preparation, Town staff will identify and provide to the
Board all direct Academy expenses contained in the Town’s municipal budget.
The proposed budget process shall allow sufficient time to provide review as well as address
policy and fiscal issues by the Board of Trustees.
A copy of the proposed budget shall be filed with the Town Secretary when it is submitted to the
Board of Trustees as well as placed on the Academy’s website.
Budget Adoption - Upon the determination and presentation of the final iteration of the
proposed budget document as established by the Board of Trustees, a public hearing will be set
and publicized. The Board will subsequently consider a resolution which, if adopted, such
budget becomes the Academy’s Annual Budget. The adopted budget will be effective for the
fiscal year beginning September 1.
Budget Amendments – The Superintendent or his designate and Finance Department will
monitor all financial operations. A school district must amend the official budget before
exceeding a functional expenditure category, i.e., instruction, administration, etc. in the total
budget. The budget team will decide whether to proceed with the budget amendment and, if
so, will then present the request to the Board of Trustees. If the Board decides a budget
amendment is necessary, the amendment is adopted in resolution format and the necessary
budgetary changes are then made.
Planning – The budget process will be coordinated so as to identify major policy issues for the
Board of Trustees by integrating it into the Board’s overall strategic planning process for the
Academy.
Reporting - Monthly financial reports will be prepared by the Finance Department and
distributed to the Superintendent or his designate. Information obtained from financial reports
and other operating reports is to be used by personnel to monitor and control the budget.
Summary financial reports will be presented to the Board quarterly.
IV. REVENUES MANAGEMENT
A. REVENUE DESIGN PARAMETERS. The Academy will strive for the following optimum
characteristics in its revenue system:
Simplicity - The Academy, where possible and without sacrificing accuracy, will strive to
keep the revenue system simple in order to reduce costs, achieve transparency, and
increase parent and citizen understanding of Academy revenue sources.
Certainty - A thorough knowledge and understanding of revenue sources increases the
reliability of the revenue system.
Administration - The benefits of a revenue source will exceed the cost of administering
that revenue. Every effort will be made for the cost of administration to be reviewed
annually for cost effectiveness as a part of the indirect cost and cost of service analysis.
Equity - The Academy shall make every effort to maintain equity in its revenue system:
i.e. the Academy shall seek to minimize or eliminate all forms of subsidization between
entities.
Adequacy, Diversification and Stability – To the extent practical, the Academy shall
attempt to achieve a balance in its revenue system. The Academy shall also strive to
maintain a balanced and diversified revenue system to protect the Academy from
fluctuations in any one source due to changes in local economic conditions which
adversely impact that source.
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B. REVENUE CLASSIFICANTION AND SOURCES. The revenues received by Westlake Academy
are classified into one of three broad categories: Federal, State or Local and come from
the following sources :
State Education funding
State and Federal Grants
General Donations – The Academy recognizes that private donations comprise a
significant part of the Westlake Academy budget. All funds received will become part of
the budget and be subject to appropriation for Academy general operations.
o Westlake Academy Foundation
o House of Commons
o Westlake Academy Athletic Club
o Local Merchants
Specific Purpose Donations – Funds donated for a specific purpose
C. REVENUE MONITORING. Revenues as they are received will be regularly compared to
budgeted revenues and variances will be investigated. This process will be summarized in
the appropriate budget report.
V. EXPENDITURE CONTROL
Appropriations – The point of budgetary control is at the function level in the General Fund
and Special Revenue Funds. When budget adjustments among functions are necessary,
they must be approved by the Board of Trustees.
Current Funding Basis - The Academy shall operate on a current funding basis. Expenditures
shall be budgeted and controlled so as not to exceed current revenues plus the planned
use of fund balance accumulated through prior year savings. (The use of fund balance shall
be guided by the Fund Balance/Retained Earnings Policy Statements.)
Avoidance of Operating Deficits - The Academy shall take immediate corrective actions if at
any time during the fiscal year expenditure and revenue re-estimates are such that an
operating deficit (i.e., projected expenditures in excess of projected revenues) is projected
at year-end. Corrective actions can include a hiring freeze, expenditure reductions, or use of
fund balance within the Fund. Use of fund balance must be recommended by the
Superintendent and approved by the Board of Trustees.
Expenditure deferrals into the following fiscal year, short-term loans, or use of one-
time revenue sources shall be avoided to balance the budget.
Periodic Program Reviews - The Superintendent or his designate shall undertake periodic staff
and third-party reviews of Academy programs for both efficiency and effectiveness. Where
appropriate, privatization and contracting with other governmental agencies will be
evaluated as alternative approaches to service delivery. Service delivery which is
determined to be inefficient and/or ineffective shall be reduced in scope or eliminated.
General and Administrative (G&A) Charges – To the extent practical, an annual analysis of
G&A charges will be performed and funding allocated, if available. The purpose of
determining the associated costs for G&A charges is to identify the full operational costs of
the entity in question. The analysis shall involve an objective consideration of the service
demands currently being met by municipal staff to support Academy operations and a
determination of factors that will continue to affect and increase the time needed for the
performance of these services. For example, new Academy staff requires additional support
staff time to perform tasks related to insurance, payroll, etc.
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Where feasible, G&A costs will be charged to all funds for services of indirect general overhead
costs, which may include general administration, finance, facility use, personnel, technology,
engineering, legal counsel, and other costs as deemed appropriate. If funding is not available,
these costs will be shown below the line of the financial statement in the five-year financial forecast
in order to promote transparency and provide the Board with a full cost accounting of services.
The charges will be determined through an indirect cost allocation study following accepted
practices and procedures.
Purchasing - The Academy shall make every effort to maximize any discounts offered by
creditors/vendors. Staff shall also use purchasing cooperatives as well as competitive bidding
in accordance with State law to attain the best possible price on goods and services.
Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the
prompt payment requirements of State law.
Salary - The Academy shall strive to maintain competitive salary levels for faculty and staff.
A salary survey will be conducted annually, sampling surrounding Independent School
Districts and Charter Schools, to create a comparison. The Academy will strive to m aintain
salary levels within three percent (3%) of the median of surveyed schools . (Existing
language)
VI. FUND BALANCE
Fund Balance Reporting - The District shall report governmental fund balances per GASB 54
definitions in the balance sheet as follows: Nonspendable, Restricted, Committed, Assigned,
and Unassigned.
General Fund Unassigned Fund Balance - The Academy shall strive to maintain the General
Fund unassigned fund balance at 45 days of operation.
Use of Fund Balance - Fund Balance will be targeted to only be used with Board approval
and can be only be used for the following: emergencies, non-recurring expenditures, such
as technology/FF&E (furniture, fixtures and equipment), or major capital purchases that
cannot be accommodated through current year savings. Should such use reduce the
balance below the appropriate level set as the objective for that fund, recommendations
will be made on how to restore it. The Board of Trustees shall approve all commitments by
formal action. The action to commit funds must occur prior to fiscal year-end, to report such
commitments in the balance sheet of the respective period, even though the amount may
be determined subsequent to fiscal year-end. A commitment can only be modified or
removed by the same formal action.
The Board of Trustees delegates the responsibility to assign funds to the Superintendent or
his/her designee. The Board of Trustees shall have the authority to assign any amount of
funds. Assignments may occur subsequent to fiscal year-end.
The Board of Trustees will utilize funds in the following spending order: Restricted, Committed,
Assigned, Unassigned
VII. INTERGOVERNMENTAL RELATIONSHIPS
Inter-local Cooperation in Delivering Services - In order to promote the effective and
efficient delivery of services, the Academy shall actively seek to work with other local entities
in joint purchasing consortium, sharing facilities, sharing equitably the costs of service
delivery, and developing joint programs to improve service to its students.
Legislative Program - The Academy shall cooperate with other entities to actively oppose
any state or federal regulation or proposal that mandates additional Academy programs or
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services and does not provide the funding to implement them. Conversely, as appropriate,
the Academy shall support legislative initiatives that provide additional funding.
VIII. GRANTS
Grant Guidelines - The Academy shall apply, and facilitate the application by others, for only
those grants that are consistent with the objectives and high priority needs previously
identified by Academy Board of Trustees. The potential for incurring ongoing costs, to include
the assumption of support for grant funded positions from local revenues, will be considered
prior to applying for a grant.
Grant Review - All grant submittals shall be reviewed for their cash match requirements, their
potential impact on the operating budget, and the extent to which they meet the
Academy's policy objectives. If there are cash match requirements, the source of fundin g
shall be identified prior to application. Staff will focus on one-time grants to avoid long-term
implications related to additional expenditures in future years.
Grant Program Termination - The Academy shall terminate grant funded programs and
associated positions when grant funds are no longer available unless alternate funding is
identified and obtained.
IX. FISCAL MONITORING
Financial Status and Performance Reports - Quarterly reports comparing expenditures and
revenues to current budget, noting the status of fund balances to include dollar amounts
and percentages, and outlining any remedial actions necessary to maintain the Academy's
financial position shall be prepared for review by the Superintendent and the Board of
Trustees. Student roster information will also be included in the quarter reports submitted to
the Board of Trustees.
Compliance with Board Policy Statements - The Fiscal and Budgetary Policies will be
reviewed annually by the Board of Trustees and updated, revised or refined as deemed
necessary. Policy statements adopted by the Board of Trustees 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.
X. FINANCIAL CONSULTANTS
The Academy employs the assistance of qualified financial advisors and consultants as needed
in the management and administration of the Academy's financial functions. These areas
include but are not limited to investments, debt administration, financial accounting systems,
program evaluation, and financial impact modeling. Advisors shall be selected on a
competitive basis using objective questionnaires and requests for proposals based on the scope
of the work to be performed.
XI. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING
The Academy strives to comply with prevailing local, state, and federal regulations relative to
accounting, auditing, and financial reporting. Accounting practices and financial reporting
shall conform to generally accepted accounting principles as promulgated by the
Governmental Accounting Standards Board (GASB), the American Institute of Certified Public
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Accountants, (AICPA), and the Government Finance Officers Association (GFOA). The Board
shall select an independent firm of certified public accountants to perform an annual audit of all
operations. Required Texas Education Agency (TEA) account coding will be used for all revenue
and expenditure reporting.
Accounting - Currently, the Education Service Center (Region XI) books all revenues and
expenditures, and prepares bank reconciliations. Academy staff is responsible for all coding
and approval of expenditures and revenues. Documentation and coding of deposits are
forwarded to the Town’s Finance Department for review and preparation of deposit slips.
Town’s Finance Director and staff are responsible for review and transfer of invoices and
other documentation to the Service Center for processing as well as the physical deposit of
funds. It is the responsibility of the Superintendent or his designate and Academy staff to
review the monthly reports for any discrepancies and report to the Town’s Finance Director
for analysis and re-class of questioned bookings, if appropriate.
External Auditing - Academy will be audited annually by outside independent accountants
(auditors). The auditors must be a CPA firm and must demonstrate significant experience in
the field of local government auditing. They must conduct the Academy’s au dit in
accordance with generally accepted auditing standards. The auditors’ report on
Academy’s financial statements will be completed within a timely period of the Academy’s
fiscal year-end. The auditor will jointly review the management letter with the Academy
Board of Trustees, if necessary. In conjunction with this review, the Finance Director shall
respond in writing to the Academy Board of Trustees regarding the auditor’s Management
Letter, addressing the issued contained therein. The Academy will not require auditor
rotation, but will circulate request for proposal for audit services on a periodic basis as
deemed appropriate.
Responsibility of Auditor to Academy Board of Trustees - The auditor is retained by and is
accountable directly to the Academy Board of Trustees and will have access to direct
communication with the Academy Board of Trustees if the Academy Staff is unresponsive to
auditor recommendations or if the auditor considers such communication necessary to fulfill
its legal and professional responsibilities.
Internal Financial Reporting - The Finance Department will prepare internal financial reports
sufficient for management to plan, monitor, and control Academy’s financial affairs.
XII. INTERNAL CONTROLS
Written Procedures - Whenever possible, written procedures will be established and
maintained by the Finance Director and utilized by all Academy personnel for all functions
involving purchasing, cash handling and/or accounting throughout the Academy. These
procedures will embrace the general concepts of fiscal responsibility set forth in this policy
statement.
Academy Staff Responsibilities - The Superintendent or his designate, in consultation with the
Finance Director, will be responsible for ensuring that appropriate internal controls are
followed throughout the Academy, that all directives or internal controls are implemented,
and that all independent auditor internal control recommendations are addressed. Staff will
develop and periodically update written internal control procedures.
XIII. ASSET MANAGEMENT
Investments – The Finance Director shall promptly invest all Academy funds with the
depository bank in accordance with the provisions of the current Bank Depository
Agreement or in any negotiable instrument authorized by the Academy Board of Trustees.
The Academy Board of Trustees has formally approved a separate Investment Policy for the
Academy of Westlake that meets the requirements of the Public Funds Investment Act
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(PFIA), Section 2256 of the Texas Local Government Code. The Academy’s investment
practices will be conducted in accordance with this policy. The Finance Director will issue
quarterly reports on investment activity to the Academy Board of Trustees.
Cash Management - Academy’s cash flow will be managed to maximize the cash available
to invest. Such cash management will entail the centralization of cash collections, where
feasible, including field trips, and other collection offices as appropriate. Periodic review of
cash flow position will be performed to determine performance of cash management and
conformance to investment policies. The underlying theme will be that idle cash will be
invested with the intent to (1) safeguard assets, (2) maintain liquidity, and (3) maximize
return.
Fixed Assets and Inventory - Such assets will be reasonably safeguarded and properly
accounted for and prudently insured. The fixed asset inventory will be updated regularly.
Capital Assets – Currently all capital assets of Westlake Academy are owned and purchased
by the Town of Westlake. In subsequent years, additional asset purchases may be paid with
Westlake Academy funds.
Capitalization Criteria – For purposes of budgeting and accounting classification, the
following criteria must be capitalized:
o The asset is owned by the Westlake Academy
o The expected useful life of the asset must be longer than one year, or extend the life on
an identifiable existing asset by more than one year
o The original cost of the asset must be at least $5,000
o The asset must be tangible
o On-going repairs and general maintenance are not capitalized
o New Purchases – All costs associated with bringing the asset into working order will be
capitalized as a part of the asset cost. This includes startup costs, engineering or
consultant type fees as part of the asset cost once the decision or commitment to
purchase the asset is made. The cost of land acquired should include all related costs
associated with its purchase
o Improvements and Replacement – Improvement will be capitalized when they extend
the original life of an asset or when they make the asset more valuable than it was
originally. The replacement of assets components will normally be expenses unless they
are a significant nature and meet all the capitalization criteria.
Computer System/Data Security – The Academy shall provide security of its
computer/network system and data files through physical and logical security systems that
will include, but are not limited to: network user authentications, firewalls, content filtering,
spam/virus protection, and redundant data backup.
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