HomeMy WebLinkAbout09-24-12 TC Agenda packetThe Regular Meeting of the Town of Westlake Town Council will begin immediately following the conclusion
of the Town Council Workshop but not prior to the posted start time.
Mission Statement
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.
Westlake, Texas – A Premier Knowledge Based Community
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TOWN OF WESTLAKE, TEXAS
Vision Points
Sense of Place; Leadership; Caring Community; Exemplary Governance; and
Service Excellence
TOWN COUNCIL MEETING
AGENDA
September 24 2012
WESTLAKE TOWN HALL
3 VILLAGE CIRCLE, 2ND FLOOR
WESTLAKE, TX 76262
COUNCIL CHAMBERS / MUNICIPAL COURT ROOM
Workshop Session: 5 :00 p.m.
Regular Session 6:30 p.m.
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Workshop Session
1. CALL TO ORDER
2. PLEDGE OF ALLEGIANCE
3. DISCUSS AND REVIEW OF CONSENT AGENDA ITEMS FROM SEPTEMBER 24,
2012, REGULAR MEETING . (30 min)
4. REPORTS
Reports are prepared for informational purposes and will be accepted as presented. (there
will be no presentations associated with the report items) There will be no separate discussion
unless a Board Member requests that report be removed and considered separately.
a. Glenwyck Farms HOA pond dredging report.
b. Report on Results of the Town of Westlake 2012-2013 Salary Survey.
5. DISCUSSION ITEMS
a. Presentation and discussion regarding Stagecoach Hills subdivision pavement
analysis. (10 min)
b. Presentation and discussion regarding SIGS Outcome Strategy 1.3 – FM 1938
completion. (10 min)
c. Presentation and discussion regarding SIGS Outcome Strategy 10 –
Environmental Preservation and Resource Conservation. (10 min)
d. Discussion regarding department evaluation of Emergency Management training.
(15 Min)
e. Discussion of:
i. Proposed Westlake Academy Facility Plan.
ii. Five (5) Year Capital Improvement Plan to Include Review of Three (3)
Specific New Currently/Unapproved/Unfunded Westlake Academy Capital
Projects Proposed as Phase 1 of a Campus Building Improvement
Program, as well as Review of the Operating Cost Pro-Forma, Project
Timing, Site Plan, and Cost Estimates for Same.
iii. Review of Town Council/Board of Trustees Financial Policy Pertaining to
Debt Issuance and Debt Instruments. (30 min)
6. COUNCIL RECAP / STAFF DIRECTION
7. ADJOURNMENT
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Regular Session
1. CALL TO ORDER
2. CITIZEN PRESENTATIONS AND RECOGNITIONS: This is an opportunity for citizens
to address the Council on any matter whether or not it is posted on the agenda. The
Council cannot by law take action nor have any discussion or deliberations on any
presentation made to the Council at this time concerning an item not listed on the
agenda. The Council will receive the information, ask staff to review the matter, or an
item may be noticed on a future agenda for deliberation or action.
Proclamation: Westlake Historical Marker Dedication Day on Saturday, September 29,
2012, for the Shockey-Huffman Homestead
3. CONSENT AGENDA: All items listed below are considered routine by the Town Council
and will be enacted with one motion. There will be no separate discussion of items unless
a Council Member or citizen so requests, in which event the item will be removed from
the general order of business and considered in its normal sequence.
a. Consider approval of the minutes from the meeting held on August 27, 2012.
b. Consider approval of Resolution 12-31, Appointing two members to the
Westlake Academy Foundation Board.
c. Consider approval of Ordinance 685, Amending Ordinance 682 and Section 90-
79(3) to Establish a Speed Zone of 40 miles per hour on FM 1938 between the
Town boundary and State Highway 114.
4. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF ORDINANCE686,
REVISING THE BUDGET FOR THE 2011-2012 FISCAL YEAR; ADOPTING THE
BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR
BEGINNING OCTOBER 1, 2012 AND ENDING SEPTEMBER 30, 2013
INCLUDING INVESTMENT POLICY, FISCAL AND BUDGETARY POLICIES,
COMMITTED AND ASSIGNED FUND BALANCES; PROVIDING AUTHORIZATION
TO THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS UP TO $25,000.
5. CONSIDERATION AND DISCUSSION OF ORDINANCE 687, LEVYING TAXES TO
BE ASSESSED ON ALL TAXABLE PROPERTIES WITHIN THE TOWN LIMITS OF
THE TOWN OF WESTLAKE FOR THE TAX YEAR 2012 (FISCAL YEAR 2012-
2013).
6. EXECUTIVE SESSION
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Section 551.087: Deliberation Regarding Economic Development Negotiations –
to deliberate the offer of a financial or other incentive to a business prospect.
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b. Section 551.071 Consultation with Attorney - to seek advice of counsel on legal
matters involving pending or contemplated litigation, settlement offers, or other
legal matters not related directly to litigation or settlement. Pending or
contemplated litigation and settlement offers include but are not limited to the
following: Michael Eaton vs. Town of Westlake
7. RECONVENE MEETING
8. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
9. FUTURE AGENDA ITEMS: Any Council member may request at a workshop and / or
Council meeting, under “Future Agenda Item Requests”, an agenda item for a future
Council meeting. The Council Member making the request will contact the Town Manager
with the requested item and the Town Manager will list it on the agenda. At the meeting,
the requesting Council Member will explain the item, the need for Council discussion of
the item, the item’s relationship to the Council’s strategic priorities, and the amount of
estimated staff time necessary to prepare for Council discussion. If the requesting
Council Member receives a second, the Town Manager will place the item on the Council
agenda calendar allowing for adequate time for staff preparation on the agenda item.
10. STRATEGIC ISSUES CALENDAR
11. COUNCIL CALENDAR
12. ADJOURNMENT
ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE
SESSION AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER
SECTIONS 551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS
GOVERNMENT CODE.
CERTIFICATION
I certify that the above notice was posted at the Town Hall of the Town of Westlake, 3 Village Circle,
September 19, 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.
Town of Westlake
Item # 2 – Pledge of
Allegiance
Texas Pledge:
"Honor the Texas
flag; I pledge
allegiance to thee,
Texas, one state under
God, one and
indivisible."
CONSENT AGENDA: All items listed below are considered routine by the Town Council
and will be enacted with one motion. There will be no separate discussion of items
unless a Council Member or citizen so requests, in which event the item will be removed
from the general order of business and considered in its normal sequence.
a. Consider approval of the minutes from the meeting held on August 10, 2012.
b. Consider approval of the minutes from the meeting held on August 27, 2012.
c. Consider approval of Resolution 12-31, Appointing two members to the Westlake
Academy Foundation Board.
d. Consider approval of Ordinance 685, Amending Ordinance 682 and Section 90-
79(3) to Establish a Speed Zone of 40 miles per hour on FM 1938 between the
Town boundary and State Highway 114.
Town of Westlake
Item # 2 –
Review of Consent
Agenda Items
REPORTS
Reports are prepared for informational purposes and will be accepted as presented.
(there will no presentations associated with the report items) There will be no separate discussion
unless a Council Member requests that report be removed and considered separately.
a. Glenwyck Farms HOA pond dredging report.
b. Report on Results of the Town of Westlake 2012-2013 Salary Survey.
Town of Westlake
Item # 4–
Reports
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estlake Town Council
TYPE OF ACTION
Workshop - Report
Westlake Town Council Meeting
Monday, September 24, 2012
TOPIC: Glenwyck Farms HOA pond dredging report.
STAFF CONTACT: Jarrod Greenwood, Director of Public Works
Troy J. Meyer, Director of Facilities and Park & Recreation
DECISION POINTS
Start Date Completion Date
Timeframe: September 24, 2012 September 24, 2012
Funding: Amount - Status- N/A Source- N/A
Decision Alignment
VVM Perspective Desired Outcome
Exemplary
Governance Customer Focus CF.Provide Outstanding Service
and Program Delivery
Strategic Issue Outcome
Strategy Staff Action
N/A N/A N/A
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 2
EXECUTIVE SUMMARY
The Glenwyck HOA recently contacted Town staff for permission to utilize a portion of the park
for their dredging operations. The proposed work is intended to remove silt from the pond that
accumulated over a period of time creating shallow water conditions that are not conducive to
healthy water and aquatic conditions. The silt will be placed in a large de-watering bag that will
be hauled away once the work is completed. This work is expected to take approximately 3
weeks to complete. Staff will be meeting with the HOA and contractor and monitoring progress
to minimize interference to residents and park visitors.
ORGANIZATIONAL HISTORY/RECOMMENDATION
0T
ATTACHMENTS
Site location map
9/24/12
PROPOSED GLENWYCK POND
DREDGING SITE MAP
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estlake Town Council
TYPE OF ACTION
Workshop – Report
Westlake Town Council Meeting
Monday, September 24, 2012
TOPIC: Report on Results of the Town of Westlake 2012-2013 Salary Survey.
STAFF CONTACT: Todd Wood, Director of HR & Administrative Services
DECISION POINTS
Start Date Completion Date
Timeframe: October 1, 2012 September 30, 2013
Recommended salary adjustments would occur throughout the fiscal year.
Funding: Amount - $100,000 (Note: this was submitted as a recommended Service Level
Adjustment (SLA) in the Proposed FY12-13 Budget
Status- N/A Source- General Fund, Utility Fund, Visitors Fund
Decision Alignment
VVM Perspective Desired Outcome
Service Excellence
Employee
Investment and
Support
EIS.Attract & Retain a Highly
Skilled Workforce Committed to
Service Excellence
Strategic Issue Outcome
Strategy Staff Action
Human Resources
(Employee
Investment)
5. Budget according
to established
service level
provisions within
departments.
SA 08.1: Staffing Needs
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 2
EXECUTIVE SUMMARY
As a component of the FY 2012-2013 budget, salary adjustments were recommended as a
Service Level Adjustment (SLA) to bring staff closer to market. Due to the distance from
market, this program is recommended to occur over two (2) fiscal years. Phase 1 of this market
adjustment is recommended to be implemented in FY12-13, and Phase 2 will be proposed for
FY 13-14. Historically, most Town Staff salaries have been significantly behind the market for
cities in the market (DFW Metroplex), where Westlake competes for employee talent. This two-
year program is intended, from a policy perspective, to bring municipal employees in alignment
with the compensation policy we have utilized for some time with our education employees by
being within 3 percent of the median of the market.
The Town of Westlake 2012-2013 salary survey is based on data from the Waters Consulting
Group; the most widely used municipal salary database in the state of Texas. Where possible,
data is collected for comparable positions from a list of “core cities”. Core cities surveyed
include Keller, Southlake, Grapevine, Colleyville, Haltom City, Hurst, Euless, Bedford, North
Richland Hills, Richland Hills, Roanoke, Trophy Club, and Watauga.
However, data is not always reported for every position from these core cities, or the positions
listed are not sufficiently comparable. For these reasons, data is obtained from alternate cities in
the DFW area to supplement data provided from the core cities, in order to provide a sufficient
sampling of the market in our geographical region. Alternate cities include:
Addison Forney Little Elm
Allen Frisco Melissa
Azle Gainesville Red Oak
Benbrook Garland Rockwall
Burleson Granbury Saginaw
Cedar Hill Highland Park Sherman
Coppell Hudson Oaks Waxahachie
Corinth Joshua Weatherford
Denton Keller ISD White Settlement
Duncanville Lancaster Wylie
Farmers Branch Lewisville
ORGANIZATIONAL HISTORY/RECOMMENDATION
Town Staff arguably has the highest average levels of education, certification, and tenure of any
municipality in the Dallas-Fort Worth metroplex. In addition to municipal-type duties, many
Staff members provide significant levels of support to the shared services model with Westlake
Academy; and this unique arrangement allows the entire organization to achieve higher levels of
service across multiple disciplinary platforms at at lower cost. As a result, maintaining a
competitive compensation package is essential for staff attraction and retention, as well as
continued service excellence to our community.
ATTACHMENTS
Report, Exhibit “A”
Exhibit “A” – FY 12/13 Salary Survey Results
Results of the salary survey are listed below by position:
Position Minimum
Survey Average
Maximum
Survey Average
Actual Aged
Survey Average
(10/01/2012)
WL Delta from
Actual Survey
Aged Average
Accounting Clerk (level I) $40,591 $57,723 $44,465 -18.0%
Accounting Clerk (level II) $43,728 $63,657 $49,885 -10.8%
Admin. Assistant (senior level) $35,628 $50,824 $44,701 +2.4%
Asst. to Town Manager $80,606 $102,716 $97,971 -29.3%
Communications Director $59,003 $86,960 $78,781 -7.9%
Court Clerk $30,717 $43,004 $33,956 +7.9%
Court Supervisor $39,976 $58,023 $47,044 -8.4%
Finance Director $87,652 $127,605 $116,927 -4.2%
Firefighter/Paramedic $47,182 $58,710 $52,823 -5.5%
Firefighter/Paramedic – Lt. $58,909 $75,258 $66,580 -7.1%
Fire Chief $85,303 $122,700 $104,731 -13.8%
Facilities/Maintenance Technician $29,823 $43,857 $36,084 -6.9%
Human Resources Director $80,569 $117,626 $102,559 -18.7%
Parks & Rec/Facilities Director $66,648 $97,967 $84,486 -20.9%
Planning & Development Director $72,868 $105,692 $95,022 -12.5%
Public Works Director $74,540 $110,646 $95,397 -28.8%
Town Marshal $42,419 $57,266 $55,339 -5.1%
Town Secretary $66,762 $96,899 $81,640 -2.7%
-35.00%
-30.00%
-25.00%
-20.00%
-15.00%
-10.00%
-5.00%
0.00%
5.00%
10.00%7.9%
2.4%
-2.7% -4.2% -5.1% -5.5% -6.9% -7.1%
-7.9% -8.4%
-10.8%
-12.5% -13.8%
-18.0% -18.7%
-20.9%
-28.8% -29.3%
Town of Westlake Salaries
Market comparison of current positions
FY 2012-2013
Salary data is aged forward to 10/1/2012
DISCUSSION ITEMS
a. Presentation and discussion regarding Stagecoach Hills subdivision pavement
analysis. (10 min)
b. Presentation and discussion regarding SIGS Outcome Strategy 1.3 – FM 1938
completion. (10 min)
c. Presentation and discussion regarding SIGS Outcome Strategy 10 – Environmental
Preservation and Resource Conservation. (10 min)
d. Discussion regarding department evaluation of Emergency Management training.
(15 Min)
e. Discussion of:
i. Proposed Westlake Academy Facility Plan.
ii. Five (5) Year Capital Improvement Plan to Include Review of Three (3)
Specific New Currently/Unapproved/Unfunded Westlake Academy Capital
Projects Proposed as Phase 1 of a Campus Building Improvement Program,
as well as Review of the Operating Cost Pro-Forma, Project Timing, Site
Plan, and Cost Estimates for Same.
iii. Review of Town Council/Board of Trustees Financial Policy Pertaining to
Debt Issuance and Debt Instruments. (30 min)
Town of Westlake
Item # 5 –
Discussion Items
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Workshop - Discussion Item
Westlake Town Council Meeting
Monday, September 24, 2012
TOPIC: Presentation and discussion regarding Stagecoach Hills pavement analysis.
STAFF CONTACT: Jarrod Greenwood, Director of Public Works
DECISION POINTS
Start Date Completion Date
Timeframe: September 24, 2012 September 24, 2012
Funding: Amount - 0T Status- N/A Source- N/A
Decision Alignment
VVM Perspective Desired Outcome
Exemplary
Governance
Operational
Processes
OP.Preserve our Infrastructure to
Meet the Life Expectancy of our
Assets
Strategic Issue Outcome
Strategy Staff Action
Capital Investment
1. Existing
Infrastructure
Reinvestment
(Current Assets)
SA 05.3: Capital Reinvestment
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 2
EXECUTIVE SUMMARY
The adopted 5 year Capital Improvement Plan includes several street and drainage
construction projects.
• 2012 CIP Paving Projects:
o Stagecoach Hills - 8” stabilized subgrade with 4” asphalt pavement,
regrading of bar ditches, and replacement of drainage culverts as needed.
This project is 100% complete but has not been accepted. Staff will
conduct a final walk-through at the same time as Roanoke Road.
o Roanoke Road (north of SH 170) - 8” stabilized subgrade with 4” asphalt
pavement, regrading of bar ditches, and replacement of the existing
metal culvert pipe and widen the roadway at the creek to provide a safer
road. This project is 100% complete but has not been accepted. Staff
will conduct a final walk-through at the same time as Stagecoach Hills
project.
As you are aware we experienced some cracking in the asphalt pavement in Stagecoach Hills
subdivision. The Town’s engineer, Graham Associates, and staff have spent a considerable
amount of time inspecting and testing the areas of pavement where the cracks have appeared.
The geotechnical engineer that developed the roadway cross-section design has provided a
comprehensive engineering analysis report (to be provided at the Council Meeting) that identifies
cause of the cracks, as well as, repair recommendations. Additionally, we have consulted other
municipalities and engineering professionals to determine what our surrounding communities are
experiencing. Our research has concluded the cracks were caused by exceptional drought
conditions and that the cracks extend well below the road construction work.
ORGANIZATIONAL HISTORY/RECOMMENDATION
0T
ATTACHMENTS
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Workshop - Discussion Item
Westlake Town Council Meeting
Monday, September 24, 2012
TOPIC: Presentation and discussion regarding SIGS Outcome Strategy 1.3 –
FM 1938 completion.
STAFF CONTACT: Jarrod Greenwood, Director of Public Works
DECISION POINTS
Start Date Completion Date
Timeframe: September 24, 2012 September 24, 2012
Funding: Amount - 0T Status- N/A Source- N/A
Decision Alignment
VVM Perspective Desired Outcome
Sense of Place Customer Focus CF.Enhance and Maintain a Sense
of Community
Strategic Issue Outcome Strategy Staff Action
Capital Investment
6. Maximize the
service provision level
to our customers
through the use of the
shared services
model, public/private
partnerships, and
implementation of
innovative inter-
governmental
agreements.
SA 01.3: FM 1938
Page 2 of 2
Strategy Map or VVM Connection
Strategic Issue Connection
EXECUTIVE SUMMARY
FM 1938 is a major TxDOT project supported by Westlake, Keller, Southlake, and Tarrant
County as a regional effort to facilitate the growing traffic congestion on residential streets.
Planning for this project began many years ago, with project design work beginning in 2000.
Phase 1 (Westlake’s section) of FM 1938, started construction on June 1, 2010 and is expected to
be completed within the next month. The contractor has been working the last couple of weeks
to finish with miscellaneous items including property restoration, drainage, planting
grass/hydromulching, installing permanent soil erosion protection, pressure washing sections of
roadway that have tire tracks from construction equipment, and getting the traffic signals at SH
114 operating.
Realizing the economic, aesthetic, and quality of life impacts that this major corridor would have
on Westlake, the Town Council approved Resolution 11-10 that included streetscape
improvements for enhanced pavement (colors and textures), wheelchair ramps, and sidewalks
that were to be constructed by the TxDOT contractor during FM 1938 road construction.
As you may recall, the Town received a $670,000 landscape enhancement grant for FM 1938
medians last year. This work will begin within the next month and will be TxDOT managed
project. Other FM 1938 streetscape improvements included in the adopted CIP that will be
placed on future Council Agendas for approval will include landscape of the east and west right-
of-ways, rest areas, trail heads, way finding, and light/signage post colors.
ORGANIZATIONAL HISTORY/RECOMMENDATION
0T
ATTACHMENTS
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Workshop - Discussion Item
Westlake Town Council Meeting
Monday, September 24, 2012
TOPIC: Presentation and discussion regarding SIGS Outcome Strategy 10 –
Environmental Preservation and Resource Conservation.
STAFF CONTACT: Jarrod Greenwood, Director of Public Works
DECISION POINTS
Start Date Completion Date
Timeframe: September 24, 2012 September 24, 2012
Funding: Amount - 0T Status- N/A Source- N/A
Decision Alignment
VVM Perspective Desired Outcome
Exemplary
Governance Customer Focus CF.Provide Outstanding Service
and Program Delivery
Strategic Issue Outcome
Strategy Staff Action
Comprehensive
Planning and
Management of
Natural Resources
10. Investigate and
review of
environmental
preservation and
conservation
opportunities.
SA 10.2: Compare Programs
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 2
EXECUTIVE SUMMARY
The Town’s 2011 Strategic Plan utilizes the Strategic Issues-Focused Governance System in
order to more efficiently identify “opportunities and challenges as it relates to our community
and develop action plans to achieve the best results for Westlake.” Included in the Strategic Plan
are outcome strategies developed to help manage and protect our natural resources.
In reviewing items 10.1 and item 10.2 staff felt it would be better served to present both items at
one time as they are directly related and affected by each other.
Staff Action item 10.1 on page 13 directs staff to provide a report showing conservation efforts
that would benefit Westlake citizens.
Staff Action item 10.2 also on page 13 directs staff to identify programs offered by surrounding
communities and their estimated cost to implement.
ORGANIZATIONAL HISTORY/RECOMMENDATION
0T
ATTACHMENTS
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Workshop - Discussion Item
Westlake Town Council Meeting
Monday, September 24, 2012
TOPIC: Discussion of evaluation of all departments Emergency Management
training
STAFF CONTACT: Richard Whitten, Fire Chief
DECISION POINTS
Start Date Completion Date
Timeframe: September 1, 2012 September 21, 2012
Estimated timeframe provided by Hillwood…
Funding: Amount - 0T Status- Funded Source- N/A
0T
Decision Alignment
VVM Perspective Desired Outcome
Service Excellence Customer Focus CF.Promote Community Health,
Safety & Welfare
Strategic Issue Outcome
Strategy Staff Action
Public Safety and
Emergency
Preparedness
12. Plan and
inplement strategies
to enhance the
emergency
preparedness of the
residents and Town
facilities.
SA 12.1: Emergency Training
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 2
EXECUTIVE SUMMARY
Following September 11, 2001, the Federal Government developed the first standardized
national incident management system under the Department of Homeland Security. The
National Incident Management System (NIMS) is an all hazard multi-jurisdictional command
management structure. Although it is not required, it is recommended that all agencies enact
NIMS. However, for an agency to be eligible for Homeland Security grant money, agencies
must be NIMS compliant. The benefits of NIMS area:
• Standardized organizational structures, processes and procedures;
• Standards for planning, training, and exercising;
• Personnel qualifications;
• Equipment acquisition and certification standards;
• Interoperable communications processes, procedures, and systems;
• Information management systems with a commonly accepted architecture.
ORGANIZATIONAL HISTORY/RECOMMENDATION
The town adopted Resolution 05-32 recognizing the importance of a uniform management tool
to operate under in the event of a large-scale emergency and as such, adopting the National
Incident Management System (NIMS) as that tool.
ATTACHMENTS
Report, Exhibit A
Submitted by Richard Whitten
Fire Chief
September 24, 2012
2 | Page
INTRODCUTION
In the aftermath of the September 11, 2001 terrorist attacks on the United States, the
“9/11 Commission” recommended the national adoption of the Incident Command System (ICS)
to enhance command, control, and communications capabilities. In Homeland Security
Presidential Directive -5 (HSPD-5), President Bush instructed the Homeland Security to develop
a national incident management system to provide a consistent nationwide approach for federal,
state, and local governments to work together to prepare for, prevent, respond to and recover
from domest ic incidents, regardless of cause, size or complexity.
On September 12, 2005, the town adopted a resolution (Resolution No. 05-32)
recognizing the importance of a uniform management tool for all departments to operate under in
the event of an emergency and as such, adopted the National Incident Management System
(NIMS) as that tool.
ACTION PLAN
In the first phase of the emergency preparedness program, staff will complete emergency
management classes. The United States Fire Academy and Emergency Management Institute
provide training classes at no cost to municipal entities. Based on response levels, there are a
series of classes that must be completed for NIMS compliance. There are four response levels
(Entry Level, First Line Response, Middle Management [EOC Staff], and Command and
General Staff [Area, Emergency, and EOC Managers]).
The second phase includes a review of and implementation of Town/Academy Standard
Operating Procedures and emergency plans to maintain readiness. The second phase is Staff
Action 12.2 in the Town’s Strategic Issues. It is scheduled for completion in December 2012.
The third phase of the emergency preparedness program is inventory and identifying
availability of recommended Emergency Operations Center components i.e., emergency
operations center/safe room, computers, TVs, Code Red quick notification system, outdoor
3 | Page
warning system, maps, tables, and chairs. The third phase is scheduled for completion June
2013.
DEPARTMENT TRAINING
During the next six months, town staff will complete all necessary training for the Town
of Westlake to become NIMS compliant. A schedule of completion dates will be provided to
each Leadership Team member who will be responsible for ensuring that employees within their
department complete the required training. The majority of classes are available to complete
online through the Emergency Management Institute’s website. Classes include:
ICS-100
IS-700
ICS-200
ICS-300
ICS-400
IS-800
U.S. Department of Homeland Security, FEMA, Emergency Management Institute, NIMS
Training: http://training.fema.gov/IS/Nims.asp
Page 1 of 3
estlake Town Council
TYPE OF ACTION
Workshop - Discussion Item
Westlake Town Council Meeting
Monday, September 24, 2012
TOPIC: Discussion of:
A. Proposed Westlake Academy Facility Plan.
B. Five (5) Year Capital Improvement Plan to Include Review of Three (3)
Specific New Currently/Unapproved/Unfunded Westlake Academy Capital
Projects Proposed as Phase 1 of a Campus Building Improvement Program, as
well as Review of the Operating Cost Pro-Forma, Project Timing, Site Plan,
and Cost Estimates for Same.
C. Review of Town Council/Board of Trustees Financial Policy Pertaining to
Debt Issuance and Debt Instruments.
STAFF CONTACT: Tom Brymer , Town Manager / Superintendent
DECISION POINTS
Start Date Completion Date
Timeframe: October 1, 2012 September 30, 2013 Annual budget.
Funding: Amount - $8,500,000 Status - N/A Source - Proposed Issuance of New
Certificates of Obligation
Decision Alignment
VVM Perspective Desired Outcome
Exemplary
Governance
Leadership
Financial
Stewardship
Customer Focus
FS. Sustain Fiscal Health
CF/ Provide Outstanding Service
and Program Delivery
Strategic Issue Outcome Strategy Staff Action
Page 2 of 3
Fiscal Stewardship &
Organizational
Effectiveness
Capital Investment
5. Budget according
to established service
level provisions
within departments
3. Policy & Cost
Analysis Driven by
Growth (Future
Assets)
SA 05.1: Budget Preparation
SA 3.3: Evaluate Westlake
Academy campus needs and
expansion options
Strategy Map or VVM Connection
Strategic Issue Connection
EXECUTIVE SUMMARY
The Town Council held a workshop on the Proposed FY 12-13 Municipal Budget on August 10,
2012. Discussion at that worksho p included a draft facility plan and associated possible capital
projects for Westlake Academy. Westlake Academy facility improvements were also discussed
at a Board of Trustees workshop meeting on August 13, 2012, and again at the Town Council’s
Workshop on August 27, 2012.
This agenda item is intended to follow-up from t he Council’s August 27th meeting where
Council’s direction to Staff was to move forward with Phase 1 of campus improvements
recommended in the proposed facility plan for Westlake Academy. Phase 1 improvements
would consist of a new secondary class room building, a cafetorium building (with a stage),
and a field house (locker rooms and storage space for athletic equipment) at an estimated
cost of $8.5 million. Council also indicated at the August 27th meeting a desire to continue
review of the pro-forma/five year forecast for this proposed project as it related to class
size for K -G5 and for G6-G12.
Funding for this project is proposed to come from issuance of $8.5 million of certificates of
obligation issue. These certificates of obligation can be serviced by the Town without
impacting the ad valorem tax rate. The debt service payment for this proposed issue, based
on the Town Council’s August 27th direction to Staff, is contained in the Proposed FY12-13
Budget scheduled for Council’s consideration for adoption at the September 24th Regular
Meeting.
ORGANIZATIONAL HISTORY/RECOMMENDATION
Staff recommends that the Town Council discuss at the workshop the information on the topics
included in this agenda item, and then provide Staff any final feedback/direction regarding
moving forward on this proposed $8.5 million certificate of obligation for these WA proposed
capital improvements.
ATTACHMENTS
1. Pro-forma/5 year forecast presented at the 8-27-12 Town Council workshop regarding
WA operating costs as related to a Staff recommended “going forward” enrollment
Page 3 of 3
scenario for K-5 and G6-G-12 class sizes in conjunction with the Proposed Phase 1 WA
campus improvements.
2. Phase 1 Westlake Academy preliminary construction cost estimates and draft master site
plan.
3. Excerpt from Town Council’s approved financial policies related to debt management,
debt issuance, and debt instruments.
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ABCLMNOPQRWX
Fiscal Year Audited FY
10/11
Estimated
11/12 Adopted 12/132013/142014/152015/162016/17
GENERAL FUND BEG. BALANCE $ 767,490 $ 914,660 $ 657,994 $ 686,484 $ 681,210 $ 865,553 $ 1,136,107
REVENUES
Local Revenues
WAF Salary Reimbursement65,003 31,662 54,594 55,685 57,356 59,076 60,849
Gifts & Donations - WAF - - - - - -
Other Local Revenue 28,035 58,000 28,000 59,740 61,532 63,378 65,280
WAF Blacksmith 524,038 680,000 720,000 720,000 872,966 888,300 898,631
Interest Earned 2,295 1,278 2,500 1,316 1,355 1,396 1,438
Food Services 2,000 3,000 3,000 3,090 3,183 3,278 3,377
Donations 3,950 - 303,700 300,000 300,000 300,000 300,000
Athletic Activities 49,198 35,922 33,500 39,000 40,170 41,375 42,616
Transportation/Parking 7,996 23,250 35,000 35,700 36,771 37,874 39,010
Total Local Revenues 682,515 833,112 1,180,294 1,214,531 1,373,332 1,394,677 1,411,201
State Revenue - - - - 1 1
TEA - FSP Funds 3,744,757 4,133,603 4,260,809 4,260,809 5,132,236 5,379,057 5,441,620
TRS On-behalf/Medicare Part B 181,301 234,803 227,452 268,517 344,743 355,012 365,588
Total State Revenues 3,926,058 4,368,406 4,488,261 4,529,326 5,476,979 5,734,069 5,807,209
TOTAL REVENUES 4,608,573 5,201,518 5,668,555 5,743,857 6,850,311 7,128,746 7,218,409
EXPENDITURES
Object Code 61XX - Salaries 3,292,938 3,913,390 4,387,525 4,475,275 5,396,426 5,541,699 5,691,320
Object Code 62XX - Prof. Contracted Services 791,907 1,056,202 719,490 733,880 1,013,501 1,043,906 1,075,224
Object Code 63XX - Supplies & Materials 221,871 223,211 240,936 244,550 251,887 259,443 267,226
Object Code 64XX - Other Operating Costs 211,391 195,954 279,274 282,067 290,529 299,245 308,222
Object Code 65XX - Debt Service - - - - - -
Object Code 66XX - Capital Assets - - - - - - -
TOTAL EXPENDITURES 4,518,107 5,388,757 5,627,225 5,735,772 6,952,343 7,144,293 7,341,992
OTHER RESOURCES/USES
Other Resources 104,844 44,823 38,460 39,230 40,014 -
Other Resources - - - 300,000 300,000 300,000
Other Resources (Water Damage)659,704 - - - - - -
Sub-Total Other Resources 659,704 104,844 44,823 38,460 339,230 340,014 300,000
Extraordinary Item (Water Damage)(603,000) (49,807)
Other Uses - (124,464) (57,663) (51,819) (52,856) (53,913) -
Sub-Total Other Uses (603,000) (174,271) (57,663) (51,819) (52,856) (53,913) -
Excess Revenues Over (Under) Expenditures 147,170 (256,666) 28,490 (5,274) 184,342 270,554 176,417
GENERAL FUND ENDING BALANCE 914,660 657,994 686,484 681,210 865,553 1,136,107 1,312,524
Assigned - Technology/FFE 100,000 - - - - - -
Assigned - Uniform/Equipment Replacement 15,810 3,684 - 14,838 14,838 14,838 14,838
Assigned - Facility Maintenance/FFE - -
ENDING FUND BALANCE 798,850 654,310 686,484 666,372 850,715 1,121,269 1,297,686
12,155 13,752 13,973 14,391 14,821 14,821 905,177
# of Operating Days (based on 365)65 44 45 42 45 57 65
Students Enrolled
Primary 296 308 334 321 399 399 399
Secondary 222 313 330 338 395 409 418
Total Students Enrolled 518 621 664 659 794 808 817
Teaching Staff
Primary 21.921.9 21.23 21.2332.1632.1632.16
Secondary 17.7520.1422.722.722.1622.1622.16
Total Teaching Staff 39.6542.0443.9343.9354.3254.3254.32
Income Statement ‐ Option 2 Hybrid C
3 Sections Whole School (18 Students (GK‐G5) / 25 Students (G6‐G12))
9/18/2012
500 West 7th Street, Suite 1400 | Fort Worth, Texas 76102
817.335.4991 | www.bbptx.com
Tom Brymer
Town Manager/ Superintendent
Town of Westlake/Westlake Academy
3 Village Circle, Suite #202
Westlake, Texas 76262
RE: Westlake Academy Preliminary Construction Cost Estimates and Draft master Plan
Dear Tom:
I am writing to provide a brief overview of the construction cost estimates that we have received, as
well as to provide a copy of the draft illustrative campus facilities master plan, which is attached as
Exhibit A.
Over the past few months, our team has worked in conjunction with Westlake Academy staff and
representatives to develop a variety of programming and master planning scenarios related to
current and future enrollment on the campus. During our discussions it was determined that the
ideal course for phase one of the campus expansion would be to build a new cafetorium, a new field
house and a secondary school building. Working with these three buildings as phase one, we
requested construction cost estimates from both Sedalco and AUI Contractors which are attached as
Exhibit B and Exhibit C respectively.
The construction cost estimates that we received do not include site work, design and engineering,
IT/Security or FFE expenses. In order to provide you with all-in construction costs we have included
these fees as a percentage of estimated hard costs. Additionally, we have included a 10%
contingency to the estimate. Shown below is the average cost estimates from the two contractors for
phase one as described above.
Hard Costs Square Feet
Price per
Square
Foot Total Cost
Cafetorium 9,600$150.20$1,441,881
Field house 9,595$127.63$1,224,583
Secondary School 18,893 $172.09 $3,251,279
Hard Costs 38,088$155.37$5,917,743
Owners Contingency 10%$591,774
Total Hard Costs $6,509,517
Soft Costs
Total Hard
Costs
Percentage
of Hard
Costs Total
Design/Engineering $6,509,51710.0%$650,952
Sitework $6,509,51712.5%$813,690
IT/Security $6,509,5175.0%$325,476
FFE $6,509,517 10.0%$650,952
Total Soft Costs $2,441,069
Total Costs $8,358,811
OPTION 1
Built at same Time
Cafetorium 9,600 170.00$ 1,632,000$
General Classroom Bldg (12th grade)3,200 195.00$ 624,000$
Arts/Science W/ Admin Space 2,660 180.00$ 478,800$
15,460 2,734,800$
Built in Phases
Cafetorium 9,600 192.00$ 1,843,200$
General Classroom Bldg (12th grade)3,200 209.75$ 671,200$
Arts/Science W/ Admin Space 2,660 194.00$ 516,040$
15,460 3,030,440$
OPTION 2
All Buildings Phase out - Option 1
Cafetorium 4,360 214.00$ 933,040$
Secondary School/Science Building 17,960 214.00$ 3,843,440$
Media Center 3,352 274.50$ 920,124$
Auditorium/Performance Hall 13,215 252.50$ 3,336,788$
Field House 8,380 126.00$ 1,055,880$
47,267 10,089,272$
All Buildings Phase out - Option 2
Cafetorium 4,360 214.00$ 933,040$
Secondary School/Science Building/Media 21,312 221.59$ 4,722,526$
Auditorium/Performance Hall 13,215 252.50$ 3,336,788$
Field House 8,380 126.00$ 1,055,880$
47,267 10,048,234$
All Building Built at Once
Cafetorium 4,360 190.00$ 828,400$
Secondary School/Science Building 17,960 190.00$ 3,412,400$
Media Center 3,352 245.00$ 821,240$
Auditorium/Performance Hall 13,215 225.00$ 2,973,375$
Field House 8,380 110.00$ 921,800$
47,267 8,957,215$
WESTLAKE ACADEMY
PRELIMINARY BUDGET
July 20, 2012
WESTLAKE ACADEMY
PRELIMINARY BUDGET
July 20, 2012
OPTION 3
All Buildings Phase out - Option 1
Cafetorium 5,700 203.00$ 1,157,100$
Secondary School & Media Center 28,170 218.14$ 6,144,990$
Kindergarten Building & Science Building 7,060 196.84$ 1,389,693$
Auditorium 15,215 252.50$ 3,841,788$
Field House 9,595 126.00$ 1,208,970$
65,740 13,742,540$
All Buildings Phase out - Option 2
Cafetorium 5,700 203.00$ 1,157,100$
Secondary School 23,670 219.50$ 5,195,565$
Media Center 4,500 274.50$ 1,235,250$
Kindergarten Building & Science Building 7,060 196.84$ 1,389,690$
Auditorium 15,215 252.50$ 3,841,788$
Field House 9,595 126.00$ 1,208,970$
65,740 14,028,363$
All Building Built at Once
Cafetorium 5,700 180.00$ 1,026,000$
Kindergarten Building 5,200 175.00$ 910,000$
Secondary School 23,670 195.00$ 4,615,650$
Media/Library Center 4,500 245.00$ 1,102,500$
Auditorium/Performance Hall 15,215 225.00$ 3,423,375$
Specialized Classrom Building 1,860 185.00$ 344,100$
Field House 9,575 110.00$ 1,053,250$
65,720 12,474,875$
OPTION 4
All Building Built at Once
Cafetorium 9,600 170.00$ 1,632,000$
Field House 9,575 110.00$ 1,053,250$
Secondary School 18,893 195.00$ 3,684,135$
38,068 6,369,385$
Qualifications:
Budget is based on cost history of past similar projects and adjusted as applicable
for phasing of the buildings.
Building cost excludes all work 5' outside of building line - site grading, site utilities,
pavement, sidewalks, landscape & irrigation, site grading, pavement markings, etc.
WESTLAKE ACADEMY
PRELIMINARY BUDGET
July 20, 2012
Budget is based on description in attached email.
Budget is based on attached site plan options dated 6/21/2012.
Assume standard pier & beam foundations with uncased 10' pier depth.
Building pads to be 10' moisture conditioned soils. No other sitework other than
building pads are included.
Excludes franchise utility fees.
Excludes all city related fees (permit, impact, plan review, etc)
Ecludes all material testing.
Excerpt from FY 2012-13 Fiscal and Budgetary Policies
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.
• 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.
BOARD RECAP / STAFF DIRECTION
Town of Westlake
Item #6
Board Recap /
Staff Direction
Town of Westlake
Item # 7 –
Workshop
Adjournment
Back up material has not
been provided for this item.
CITIZEN PRESENTATIONS AND RECOGNITIONS: This is an opportunity for citizens to
address the Council on any matter whether or not it is posted on the agenda. The Council
cannot by law take action nor have any discussion or deliberations on any presentation made to
the Council at this time concerning an item not listed on the agenda. The Council will receive
the information, ask staff to review the matter, or an item may be noticed on a future agenda
for deliberation or action.
Proclamation: Westlake Historical Marker Dedication Day on Saturday, September 29,
2012, for the Shockey-Huffman Homestead
Town of Westlake
Item # 2 – Citizen’s
Presentations and
recognitions
Town of Westlake
Proclamation
WHEREAS, the Westlake Historical Preservation Society finds that there are several sites
within the Town of Westlake worthy of historical note and have petitioned the Town of
Westlake Town Manager and Staff to begin a historical marker program; and
WHEREAS, the Westlake Historical Preservation Society finds that these sites identified
within the town limits of Westlake are believed to be of enough historical significance to
permanently mark and will chair/coordinate these efforts with town staff to help promote
the love and interest of history in Westlake; and
WHEREAS, while these identified historical sites in Westlake may not meet all of the
standards to be designated as an official State of Texas historical marker, they do meet
the standards as set by the Westlake Historical Preservation Society for a local marker
after appropriate research and thus believe a town marker is appropriate; and
WHEREAS, the Town of Westlake, along with the Westlake Historical Preservation Society,
will celebrate our second Westlake historical marker dedication day by holding a brief
ceremony and sharing t he researched historical story and significance behind the
Shockey-Huffman Homestead, located on the current Solana Business Park site at 3
Village Circle in the town of Westlake.
NOW, THEREFORE, I, Laura Wheat, Mayor of the Town of Westlake, Texas, do
hereby proclaim this referenced site and day on Saturday, September 29, 2012 as a:
Westlake Historical Marker
Dedication Day for the
Shockey-Huffman Homestead
In the town of Westlake, Texas and encourage all Westlake residents, including any
Westlake Academy family members and all history enthusiasts throughout our area to
participate in this second, and any future, Westlake Historical Marker Dedication Day.
IN WITNESS WHEREOF, I have hereunto set my hand and caused the official seal of
the Town of Westlake, Texas, to be affixed this 24th day of September 2012.
_________________________________
Laura Wheat, Mayor
CONSENT AGENDA: All items listed below are considered routine by the Town Council
and will be enacted with one motion. There will be no separate discussion of items
unless a Council Member or citizen so requests, in which event the item will be removed
from the general order of business and considered in its normal sequence.
a. Consider approval of the minutes from the meeting held on August 10, 2012.
b. Consider approval of the minutes from the meeting held on August 27, 2012.
c. Consider approval of Resolution 12-31, Appointing two members to the Westlake
Academy Foundation Board.
d. Consider approval of Ordinance 685, Amending Ordinance 682 and Section 90-
79(3) to Establish a Speed Zone of 40 miles per hour on FM 1938 between the
Town boundary and State Highway 114.
Town of Westlake
Item # 3 - Consent
Agenda Items
Town Council Minutes
08/27/12
Page 1 of 6
MINUTES OF THE
TOWN OF WESTLAKE, TEXAS
TOWN COUNCIL MEETING
August 27, 2012
PRESENT: Mayor Laura Wheat and Council Members, Michael Barrett, Clif Cox, David
Levitan, Carol Langdon, and Rick Rennhack.
ABSENT:
OTHERS PRESENT: Town Manager Tom Brymer, Town Secretary Kelly Edwards,
Assistant to the Town Manager Amanda DeGan, Town Attorney
Stan Lowry, Finance Director Debbie Piper, Planning and
Development Director Eddie Edwards, Facilities and Recreation
Director Troy Meyer, Director of Public Works Jarrod Greenwood,
Fire Chief Richard Whitten, Director of Communications &
Community Affairs Ginger Awtry, PYP Principal Rod Harding, MYP
Principal Clint Calzini and WA Administrative Coordinator Ben
Nibarger.
Workshop Session
1. CALL TO ORDER
Mayor Wheat called the workshop to order at 5:60 p.m.
2. PLEDGE OF ALLEGIANCE
Mayor Wheat led the pledge of allegiance to the United States and Texas flags.
3. DISCUSS AND REVIEW OF CONSENT AGENDA ITEMS FROM AUGUST 27, 2012,
REGULAR MEETING.
Town Manager Brymer provided an overview of the final version of the Hillwood 380
agreement.
Town Council Minutes
08/27/12
Page 2 of 6
Mr. Joe Schenider, Hillwood, answered questions regarding the timing and completion of
the Dove Road project.
Facilities and Recreation Director Meyer provided an overview of the school traffic flow for
the PYP entrance.
Mayor Laura stated a change the wording on the August 10, 2012 minutes to read as
follows “They would also like to know the number of students we would need, in order to
issue debt without increasing the property tax while leaving room for Westlake families”.
4. PRESENTATION BY MR. BERT LUMBRERAS, ASSISTANT CITY MANAGER OF
AUSTIN, AWARDING THE TEXAS CITY MANAGERS ASSOCIATION (TCMA)
COUNCIL OF THE YEAR AWARD TO THE WESTLAKE TOWN COUNCIL.
Mayor Wheat asked we move to item 4 prior to the discussion of the consent agenda.
Mr. Bert Lumbreras, President of Texas City Manager Association and Assistant Manager
for the City of Austin, provided an overview of TMCA and presented the TMCA 2013 City
Council of the Year award to the Mayor and Council.
5. DISCUSSION ITEMS
a. Presentation and Discussion regarding the Westlake Public Arts Society achievements
and future plans.
President Bryan Biddle Westlake Public Arts Society provided an overview of the
board accomplishments and future activities.
Discussion ensued regarding the AIR (Artist in Residence) program, the future of the
AIR program, working the Historical Society to produce the art work for the
automobile show, and Art scholarships for students pursuing their education in Art.
b. Discussion regarding the Proposed Budget for the Town of Westlake for FY
2012/2013, Five Year Financial Forecasts, as well as Funded and Unfunded
(Unapproved) Capital Projects.
Town Manager Brymer provided a presentation and overview of the proposed budget
and Capital Project including facilities at Westlake Academy.
Discussion ensued regarding the allocation of the over-site fee from Texas Student
Housing (Council was in agreement to transfer the funds to the Westlake Academy
Foundation for their endowment, the Primary Boundary Analysis by Cohort, the hybrid
option providing for approximately 800 students and a “Westlake Reserve” for
students in the primary boundary, the SDS (School District Strategies) report, and
Financial Forecast and impact on the CIP.
Town Council Minutes
08/27/12
Page 3 of 6
Council advised they would like to build to meet the enrollment number of
approximately 800 as presented and discussed buying down enrollment spaces to for
primary boundary students at later date.
c. Discussion regarding future Trail Connectivity Plans.
Facilities and Recreation Director Meyer provided an overview of the Trail
Connectivity Plan as outlined in the Strategic Plan.
Discussion ensued regarding sharing costs of trail connectivity with the current Solana
management company to install a multi-use trail, the type of materials use for future
trails, and the future of the east Dove Road trail.
6. EXECUTIVE SESSION
The Council convened into executive session at 7:39 p.m.
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Section 551.087: Deliberation Regarding Economic Development Negotiations –
to deliberate the offer of a financial or other incentive to a business prospect.
b. Section 551.071 Consultation with Attorney - to seek advice of counsel on legal
matters involving pending or contemplated litigation, settlement offers, or other
legal matters not related directly to litigation or settlement. Pending or
contemplated litigation and settlement offers include but are not limited to the
following: Town of Westlake Certificate of Convenience & Necessity (CCN) for
water and sewer service.
c. Section 551.071 Consultation with Attorney - to seek advice of counsel on legal
matters involving pending or contemplated litigation, settlement offers, or other
legal matters not related directly to litigation or settlement. Pending or
contemplated litigation and settlement offers include but are not limited to the
following: Michael Eaton vs. Town of Westlake.
7. RECONVENE WORKSHOP
Mayor Wheat reconvened the meeting at 8:51 p.m.
8. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
No Action Taken.
Town Council Minutes
08/27/12
Page 4 of 6
9. COUNCIL RECAP / STAFF DIRECTION
Provide a breakdown using the Foundation’s donation per student.
Move forward with the option growing the facilities to approximately 800 student body,
finish the facilities plan and design contract.
Council requested to review the municipal salary survey.
10. ADJOURNMENT
There being no further business before the Council, Mayor Wheat adjourned the workshop
at 9:02 p.m.
Regular Session
1. CALL TO ORDER
Mayor Wheat called the meeting to order at 9:02 p.m.
2. CITIZEN PRESENTATIONS AND RECOGNITIONS
Mr. Stephen Thorton, 13187 Thorton Drive, asked that additional cleanup be provided to
the construction along Roanoke Road and Thornton Drive. Mr. Thorton provided a list of
issues he would like to see the Town address.
3. CONSENT AGENDA
a. Consider approval of the minutes from the meeting held on June 4, 2012.
b. Consider approval of the minutes from the meeting held on June 18, 2012.
c. Consider approval of the minutes from the meeting held on August 10, 2012.
d. Consider approval of Resolution 12-25, Authorizing the Destruction of Municipal
and Texas Student Housing Records in Compliance with the Texas State Library
and Archive Commission Schedules.
e. Consider approval of Resolution 12-26, Increasing the number of Board
Members on the Westlake Historical Preservation Society.
f. Consider approval of Resolution 12-27, Appointing a new member to the
Westlake Public Arts Society.
g. Consider approval of Resolution 12-28, Appointing a new member to the
Westlake Planning & Zoning Commission.
h. Consider approval of Resolution 12-29, Approving an Economic Development
Program Agreement between the Town of Westlake (Town) and Hillwood Alliance
Services (HAS) for Various Town Funded Improvements Related to the Dove
Road/Ottinger Road Project Per the April 25, 2011 Development Agreement
Between HAS and the Town.
Town Council Minutes
08/27/12
Page 5 of 6
MOTION: Council Member Cox made a motion to approve the consent
agenda with revisions as discussed to the August 10, 2012,
minutes and Economic Development Agreement with Hillwood.
Council Member Langdon seconded the motion. The motion
carried by a vote of 5-0.
4. CONSIDER APPROVAL OF RESOLUTION 12-30 TO PARTICIPATE IN THE DENTON
COUNTY WEST NILE VIRUS AERIAL SPRAYING PROGRAM.
Tom provided an overview regarding the aerial spraying as proposed from Denton County.
Council Members Cox and Levitan did research aerial spraying for the West Nile virus and
both support the program.
Council would like to make sure the dates and times of the spraying
MOTION: Council Member Levitan made a motion to approve Resolution
12-30. Council Member Cox seconded the motion. The motion
carried by a vote of 5-0.
5. EXECUTIVE SESSION
The Council did not convene into executive session.
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Section 551.087: Deliberation Regarding Economic Development Negotiations –
to deliberate the offer of a financial or other incentive to a business prospect.
b. Section 551.071 Consultation with Attorney - to seek advice of counsel on legal
matters involving pending or contemplated litigation, settlement offers, or other
legal matters not related directly to litigation or settlement. Pending or
contemplated litigation and settlement offers include but are not limited to the
following: Town of Westlake Certificate of Convenience & Necessity (CCN) for
water and sewer service.
c. Section 551.071 Consultation with Attorney - to seek advice of counsel on legal
matters involving pending or contemplated litigation, settlement offers, or other
legal matters not related directly to litigation or settlement. Pending or
contemplated litigation and settlement offers include but are not limited to the
following: Michael Eaton vs. Town of Westlake.
6. RECONVENE MEETING
7. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
Town Council Minutes
08/27/12
Page 6 of 6
8. FUTURE AGENDA ITEMS
- None
9. STRATEGIC ISSUES CALENDAR
10. COUNCIL CALENDAR
11. ADJOURNMENT
There being no further business before the Council, Mayor Wheat asked for a motion to
adjourn the meeting.
MOTION: Council Member Rennhack made a motion to adjourn the meeting.
Council Member Langdon seconded the motion. The motion
carried by a vote of 5-0.
Mayor Wheat adjourned the meeting at 9:17 p.m.
APPROVED BY THE TOWN COUNCIL ON SEPTEMBER 24, 2012.
ATTEST: _____________________________
Laura Wheat, Mayor
_____________________________
Kelly Edwards, Town Secretary
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Regular Meeting - Consent
Westlake Town Council Meeting
Monday, September 24, 2012
TOPIC: Consider approval of Resolution Appointing two members to the Westlake
Academy Foundation Board.
STAFF CONTACT: Kelly Edwards, Town Secretary
DECISION POINTS
Start Date Completion Date
Timeframe: September 24, 2012 September 24, 2012
Effective immediately if approved.
Funding: Amount - $0.00 Status- Funded Source- N/A
Decision Alignment
VVM Perspective Desired Outcome
Strategic Issue Outcome
Strategy Staff Action
N/A N/A N/A
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 2
EXECUTIVE SUMMARY
Currently the Foundation has several vacant seats. The Board would like to appoint Karen
Stoltenberg and Andy Sedino to the board.
ORGANIZATIONAL HISTORY/RECOMMENDATION
Appoint the applicants per the request of the Board.
ATTACHMENTS
Applications and Resolution
Resolution 12-13
Page 1 of 2
TOWN OF WESTLAKE
RESOLUTION NO. 12-31
A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS, APPOINTING TWO MEMBERS TO THE WESTLAKE ACADEMY
FOUNDATION BOARD.
WHEREAS, Currently, vacancies exist on the Westlake Academy Foundation board;
and
WHEREAS, the Town Council has received one applications for consideration of
appointment; and
WHEREAS, the meeting at which this Resolution was considered was open to the
public as required by law, and public notice of the time, place, and subject of the meeting has
been given in accordance with Chapter 551, Government Code.
NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true
and correct and are incorporated herein by reference as if copied in their entirety.
SECTION 2: That the Town Council of the Town of Westlake does hereby appoint the
following individuals to serve as members of the Westlake Academy Foundation board for the
term noted below :
Karen Stoltenberg - term expiring June 2013
Andy Sedino – term expiring June 2014
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution 12-13
Page 2 of 2
SECTION 4: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 24th DAY OF SEPTEMBER 2012.
___________________________________
Laura Wheat, Mayor
ATTEST:
____________________________________ __________________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________________
L. Stanton Lowry, Town Attorney
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Westlake Town Council Meeting
Monday, September 24, 2012
TOPIC: Consider approval of an Ordinance amending Chapter 90 Sections 90-
79(3) to establish a permanent speed limit on FM 1938/Davis Blvd in its
entirety within the corporate limits of Westlake.
STAFF CONTACT: Jarrod Greenwood, Director of Public Works
DECISION POINTS
Start Date Completion Date
Timeframe: September 24, 2012 September 24, 2012
Funding: Amount - N/A Status- N/A Source- N/A
Decision Alignment
VVM Perspective Desired Outcome
Exemplary
Governance
Operational
Processes
CF.Promote Community Health,
Safety & Welfare
Strategic Issue Outcome
Strategy Staff Action
N/A N/A N/A
Page 2 of 2
Strategy Map or VVM Connection
Strategic Issue Connection
EXECUTIVE SUMMARY
The proposed ordinance is designed to establish the speed limit within the construction zone on
FM 1938 (Precinct Line Road).
ORGANIZATIONAL HISTORY/RECOMMENDATION
At the April 23, 2012 Town Council meeting, the Town Council approved amending Chapter 90
Sections 90-79(3) of the Westlake Code of Ordinances establishing a construction speed limit of
30 m.p.h. that was to remain in effect for the duration of the construction project. The FM 1938
construction work is now completed to a point that justifies establishing the permanent designed
speed limit of 40 m.p.h. for the section through Westlake. As a result, Staff has prepared the
attached ordinance to comply with the recommendation.
Additionally, TxDOT would desire the speed limit to be set at 45 m.p.h. and has informed staff
that upon completion of road construction, they intend to conduct a speed study. This study is
what TxDOT will use as justification for adjusting the designed 40 m.p.h.
ATTACHMENTS
Ordinance
Ordinance 685
Page 1 of 2
TOWN OF WESTLAKE
ORDINANCE NO. 685
AN ORDINANCE OF THE TOWN OF WESTLAKE AMENDING ORDINANCE NO. 682
AND SECTION 90-79(3) OF THE CODE OF ORDINANCES OF THE TOWN OF
WESTLAKE TO ESTABLISH A SPEED ZONE OF 40 MILES PER HOUR ON FM 1938
BETWEEN THE TOWN BOUNDARY AND STATE HIGHWAY 114; PROVIDING A
SEVERABILITY CLAUSE; DECLARING A PENALTY; AND ESTABLISHING AN
EFFECTIVE DATE.
WHEREAS, the Town Council seeks to amend its current traffic regulations by
increasing the speed limit from the current 30 miles per hour to 40 miles per hour along the
portion of FM 1938;
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE
TOWN OF WESTLAKE, TEXAS:
SECTION 1: That Ordinance No. 682 is hereby deleted in its entirety, and that Chapter 90,
“Traffic and Vehicles,” of the Code of Ordinances of the Town of Westlake, Article II,
Division 3, Sec. 90-79(3) be amended as follows:
FM 1938/Davis Boulevard from State Highway 114 south to the Town limit line
(also described as Station 205 + 74 to Station 98 + 23.74) will be set at 40 m.p.h.
SECTION 2: The Town Manager is hereby authorized to cause to be erected appropriate signs
indicating this speed zone.
SECTION 3: Any person violating any of the provisions of this ordinance shall be deemed
guilty of a misdemeanor and upon conviction thereof shall be fined a sum not to exceed the
maximum amount allowed by law.
SECTION 4: This ordinance shall take effect on its date of passage.
Ordinance 685
Page 2 of 2
SECTION 5: If any section, article, paragraph, sentence, clause, phrase or word in this
Ordinance, or its application to any person or circumstance is held invalid or unconstitutional by
a Court of competent jurisdiction, such holding shall not affect the validity of the remaining
portions of this Ordinance; and the Town Council hereby declares it would have passed such
remaining portions of the Ordinance despite such invalidity, which remaining portions shall
remain in full force and effect.
PASSED AND APPROVED BY THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE, TEXAS, ON THIS 24th DAY OF SEPTEMBER 2012.
_____________________________
ATTEST: Laura Wheat, Mayor
____________________________ ______________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
Page 1 of 3
estlake Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Westlake Town Council Meeting
Monday, September 24, 2012
TOPIC: Conduct a Public Hearing and Consideration of Ordinance, Adopting the Town of
Westlake Estimated Budget for the fiscal year ending September 30, 2012, Adopting
the Proposed Budget for the fiscal Year ending September 30, 2013 including
Investment Policy, Fiscal and Budgetary Policies, Committed and Assigned Fund
Balances, and Providing Authorization to the Town Manger to approve appropriated
funds up to $25,000.
STAFF CONTACT: Tom Brymer, Town Manager
DECISION POINTS
Start Date Completion Date
Timeframe: October 1, 2012 September 30, 2013
Funding: Amount - $26,089,720 Status- Funded Source- N/A
The Town of Westlake’s Proposed FY 2012-2013 budget totals $26,089,720 for all funds
(including $1,923,218 transfers in from fund balance for operating, debt service, capital projects,
major maintenance and equipment replacement needs). Included in this total is Westlake
Academy’s FY 2012-2013 expenditures and transfers out totaling $5,876,479
Decision Alignment
VVM Perspective Desired Outcome
Service Excellence Financial
Stewardship FS.Sustain Fiscal Health
Strategic Issue Outcome
Strategy Staff Action
Fiscal Stewardship &
Organizational
Effectiveness
5. Budget according
to established
service level
provisions within
departments.
SA 05.1: Budget Preparation
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 3
EXECUTIVE SUMMARY
Keeping our fiscal year 2012-2013 budget theme of “Driving Service Excellence” in mind, this
current year budget has been prepared using the following three-fold strategic focus with the
intent of achieving as an end product, an excellent quality of life fo r 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 premier knowledge based community, as well as a
community recognized both state wide and nationally for our innovative approaches to
local government service delivery.
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 budget focuses on the next twelve months of the Town’s future. However, the Council’s
initiative to pursue a strategic planning approach to the Town’s governance is critical to
providing the Council, and the community, with a multi-year focus that couples strategic priority
setting with good financial stewardship decisions that achieve the long-term vision set by the
Council for the Town of Westlake. This team focus, along with the governance system, makes
Westlake a truly unique community that produces top-notch results and a small staff while
maximizing the use of public funds for our Town. Further, the framework links together these
critical governance and management decision making tools called “Governing and Managing for
Outcomes” which is designed to integrate:
Vision driven strategic planning, strategy mapping, and outcome based performance
indicators
Five (5) year financial forecasting, budgeting, and performance measurement linked to
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 planning
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
Page 3 of 3
services. All of these tasks are centered on the vision, values and missions statements the
Council has identified as critical to our success.
ORGANIZATIONAL HISTORY/RECOMMENDATION
This Public Hearing has been advertised as required by law. The recommendation is to first
conduct and close the Public Hearing, followed by Council discussion as needed. Additionally,
it is recommended to adopt the FY 2012-13 municipal budget as proposed.
ATTACHMENTS
Proposed FY 2012-13 Municipal Budget
Ordinance
Ordinance 686
Page 1 of 2
TOWN OF WESTLAKE
ORDINANCE NO. 686
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS,
REVISING THE BUDGET FOR THE 2011-2012 FISCAL YEAR; ADOPTING THE
BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR
BEGINNING OCTOBER 1, 2012 AND ENDING SEPTEMBER 30, 2013 INCLUDING
INVESTMENT POLICY, FISCAL AND BUDGETARY POLICIES, COMMITTED AND
ASSIGNED FUND BALANCES; PROVIDING AUTHORIZATION TO THE TOWN
MANGER TO APPROVE APPROPRIATED FUNDS UP TO $25,000; PROVIDING THAT
THE BUDGET TO BE KEPT IN CITY SECRETARY’S OFFICE; PROVIDING FOR A
SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, public notice of a public hearing on the proposed annual budget, stating the
date, time, and place and subject matter of the public hearing, was given as required by the laws of
the State of Texas and ; and
WHEREAS, a public hearing was duly held and all interested persons were given an
opportunity to be heard for or against any item therein on September 24, 2012; and,
WHEREAS, as required by Texas Local Government Code 102.002, the budget officer has
prepared a municipal budget to cover the proposed expenditures of the municipal government for
the succeeding year; and,
WHEREAS, the Town Council finds that the passage of this Ordinance is in the best
interest of the citizens of Westlake.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF
WESTLAKE, TEXAS:
SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirety
SECTION 2: That the Town Council hereby adopts the revised budget for the fiscal year
beginning October 1, 2011 and ending September 30, 2012 as shown in Exhibit “A.”
SECTION 3: That the Town Council does hereby approve the proposed Municipal Budget
attached as Exhibit “A”, adopting the budget for the fiscal year beginning October 1, 2012 and
ending September 30, 2013.
SECTION 4: That the Town Council hereby gives the Town Manager authorization to
approve any appropriated funds up to the amount of $25,000.
SECTION 5: That a copy of the official adopted 2012-2013 budget document shall be kept
on file in the office of the Town Secretary.
Ordinance 686
Page 2 of 2
SECTION 6: If any portion of this Ordinance shall, for any reason, be declared invalid by
any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof
and the Council hereby determines that it would have adopted this Ordinance without the invalid
provision.
SECTION 7: That this Ordinance shall become effective from and after its date of passage.
PASSED AND APPROVED ON THIS 24TH DAY OF SEPTEMBER 2012.
ATTEST: ________________________________
Laura L. Wheat, Mayor
_______________________________ _________________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
_____________________________
L. Stanton Lowry, Town Attorney
TRANSMITTAL LETTER
Fiscal Year 2012-2013
Proposed Annual
Operating Budget
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Table of Contents
11.. IINNTTRROODDUUCCTTIIOONN
Transmittal Letter 1
Budget Overview and Framework 15
Financial Analysis – All Funds 23
Personnel and Organization 35
22.. GGEENNEERRAALL FFUUNNDD
Program Summary 41
Fund Overview 42
33.. SSPPEECCIIAALL RREEVVEENNUUEE FFUUNNDDSS
4B Economic Development Fund 200
Program Summary 51
Fund Overview 52
Inter-fund Repayment Schedule 53
Economic Development Fund 210
Program Summary 55
Fund Overview 56
Tax Reimbursement Schedule – Fidelity Phase 1 57
Lone Star Public Facilities 418
Program Summary 59
Fund Overview 60
Visitors Association Fund 220
Program Summary 63
Fund Overview 64
Program Budget 65
44.. DDEEBBTT SSEERRVVIICCEE FFUUNNDD
Program Summary 67
Fund Overview 68
Long Term Debt Summary 70
55.. EENNTTEERRPPRRIISSEE FFUUNNDD
Cemetery Fund 255
Program Summary 75
Fund Overview 76
Table of Contents
55.. EENNTTEERRPPRRII SSEE FFUUNNDD ((ccoonnttiinnuueedd))
Utility Fund 500
Program Summary 79
Fund Overview 80
Program Budget 84
Inter-fund Repayment Schedule 85
Debt Payable Schedule – Keller Overhead Storage 86
Project 30 – TRA Assumption of N1 Sewer Line 87
Project 31 – N1 Sewer Line Transfer Inflow/Infiltration Repairs 88
Project 36 – Ground Storage Tank 89
66.. IINNTTEERRNNAALL SSEERRVVIICCEE FFUUNNDDSS
Utility Major Maintenance Fund 510
Program Summary 91
Fund Overview 92
Five Year Projection 93
General Major Maintenance Fund 600
Program Summary 95
Fund Overview 96
Five Year Projection 97
77.. WWEESSTTLLAAKKEE AACCAADDEEMMYY FFUUNNDD 119999
Program Summary 99
Fund Overview 100
Executive Summary 101
88.. CCAAPPII TTAALL PPRROOJJEECCTT FFUUNNDD
Program Summary 123
Fund Overview 124
Five Year Projection 125
Project 20 - FM1938 Streetscape and Wayfinding 126
Project 28 - Streets Survey 127
Project 30 - SH114 and Hwy170 Enhancements 128
Project 31 - Stagecoach Hills Reconstruction and Drainage 129
Project 34 - South Roanoke Road Reconstruction and Drainage 130
Project 40 – Sam School Road Reconstruction and Drainage 131
Project 41 - Dove Road Reconstruction and Drainage 132
Project 42 - Trail Connection at Hwy 114 and Solana Blvd 133
Project 45 – Westlake Portion of Hillwood Projects 134
Project 46 – Westlake Academy North Driveway Lighting 135
Project 47 - Hwy 377 Westport Parkway Signal 136
Project 48 –Westlake Academy Expansion 137
Table of Contents
99.. CCAAPPII TTAALL IIMMPPRROOVVEEMMEENNTTSS
Capital Improvement Plan 139
Approved Capital Projects – 5 Year Projection 140
Unfunded Capital Projects – 5 Year Projection 141
1100.. FFII VVEE YYEEAARR FFOORREECCAASSTT
Five Year Financial Forecast Narrative 143
Five Year Financial Forecast All Municipal Funds 145
1111.. CCOOMMMMUUNNII TTYY PPRROOFFIILLEE
General Information 151
History of Westlake 152
Local Government 154
Community Events 155
Westlake Academy 156
Facts, Figures, Statistics 157
Population and Employers 158
Sales Tax Rates 159
Property Tax 160
1122.. AAPPPPEENNDDIIXX
Glossary of Terms 163
Fiscal and Budgetary Policies 169
Investment Policy 191
Strategic Plan 195
TRANSMITTAL LETTER
TRANSMITTAL
LETTER
The Transmittal Letter is written to the Town Council by the Town Manager and
provides a high-level preview of the Town Manager’s proposed budget. It contains
hard numbers including the proposed tax rate and proposed fund summaries as
well as overviews of the departmental business plans. The letter helps tie together
the core elements which make up the proposed budget and illustrates how those
elements further the Town’s goals found within the Strategic Plan.
TRANSMITTAL LETTER
September 18, 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 infra structure
Investing in our employees, our most important resource for achieving service excellence
Maintaining our position as a premiere knowledge based community, as well as a
community recognized both statewide and nationally for our innovative approaches to
local government service delivery.
During my tenure as your Town Manager / Superintendent, our community has faced many
important decisions which have helped to shape our future and guide our growth. We have
expanded our capacity as an organization through:
the development of strategic plans and identifiable performance measures for both our
municipal and educational operations.
conducting elected official governance and staff professional development sessions to
improve our proficiency in those areas.
keeping a continued short and long-term focus on fiscal management that involves
responsible budgeting and transparency for our citizens.
increasing our communication and outreach efforts to our community via the continued
use of neighborhood meetings, corporate partnerships, and the re-design of our website.
expanding enrollment, providing new course offerings, and emphasizing high student
achievement and student expansion at Westlake Academy.
All of these tasks are necessary to create the one-of-a-kind community that Westlake residents
cherish and enjoy. As a staff, we would like to say ‘thank you’ for the time and effort the Town
Council invests in both the Town and its school, Westlake Academy.
PROPOSED BUDGET OVERVIEW
On behalf of the Leadership Team and all staff members, I am presenting the Proposed Town of
Westlake’s FY 2012-13 budget document for the Council’s consideration as follows:
The FY 12-13 budgeted amount totals $26,089,720 for all funds (including $1,923,218 transfers
in from fund balance for operating, debt service, capital projects, major maintenance and
equipment replacement needs).
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This represents a 25% increase in the total fund balance from the FY 2011-2012 estimated
budget. If only municipal operating expenses were taken into consideration (removal of all
expenses related to capital projects, Westlake Academy and interfund transfers), the
proposed FY 2012-13 budget would show a 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 4,226,543 5,518,605 7,247,103 (1,728,499) 2,498,044 -41%
Special Revenue 1,248,742 1,668,203 1,833,126 (164,923) 1,083,819 -13%
Debt Service Fund 29,796 1,586,452 1,616,248 (29,796) (0) -100%
Enterprise Funds 3,118,937 4,812,694 4,667,844 144,850 3,263,787 5%
Internal Services 948,569 601,875 381,670 220,205 1,168,774 23%
Westlake Academy 683,309 5,884,257 5,876,479 7,778 691,087 1%
Capital 3,049,080 9,327,500 4,467,249 4,860,251 7,909,331 159%
Total $13,304,976 $29,399,586 $26,089,720 $3,309,866 $16,614,842 25%
As can be seen above, the FY 2012-13 budget shows the following changes and trends in fund
balances for the Town’s major funds:
The Capital Projects Fund’s fund balance will increase due to a proposed $8.5M issuance for
Westlake Academy facility expansion. This increase as well as the ongoing implementation
of the (5) Year Capital Improvement Program (CIP) will bring the fund balance to a
proposed $3.3M. The CIP is reviewed, updated, and approved each year by the Town
Council. The FM 1938/ Davis Blvd. streetscaping plan will begin in earnest this coming year
and the final expenditures for the J. T. Ottinger/Dove Road improvements will wind down.
We will also begin to implement the enhancement projects along SH 114/Hwy 170 during
the 12-13 fiscal year and start reconstruction and drainage work on Dove Road east of FM
1938.
The method for funding a second ground storage water tank for our water system is still
under consideration. Because of that, it is proposed in this FY 12-13 budget to transfer,
through an inter-fund loan, funds from the General Fund to the Utility Fund. The amount of
$2,000,000 is proposed to be re-paid over five year with a $400,000 annual payment.
However, if we can work out the ability to issue bonds for this project, that would be the
preferred method of financing this needed facility and an inter-fund loan from the General
Fund to the Utility Fund will not be necessary.
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A transfer from the General Fund to the Major Maintenance and Replacement Fund will
continue in this fiscal year, with transfers out of $550,000. The expenditures will be used for
plant/building maintenance at the Academy, trail repair work, replacement of an existing
vehicle, as well as technology upgrades. A portion of the remaining balance will be held
for the future replacement of the ladder truck for the Fire Department in FY 2016-17. Internal
Service funds show a projected 23% increase of $220,205, due to the transfer of funds into
the two major maintenance and equipment replacement funds (Utility and General), to
accumulate funds for various repair and replacement items.
The net change to Fund balance for Westlake Academy is positive due, in part, to a $300
thousand contribution from the Westlake Academy Foundation which is intended to help
with the negative impact of the reduction in State funding for public schools across Texas.
Special Revenue funds project a 13% decrease in total fund balance in the amount of
$164,923 by the end of FY 2012-13. This reduction is primarily due to the Visitors Association
Fund (i.e. Hotel-Motel Occupancy Tax Fund), where debt service payments are proposed to
be transferred for the bond issue payment related to construction of the Westlake
Academy Sam and Margaret Lee Arts & Sciences Center.
As required by State law, the proposed FY 2011-12 municipal budget has been prepared with
the base assumption that the Town’s first priority is to have a balanced budget. Further, that it is
a Town priority to fund and deliver basic, high quality, municipal services to our residents and
businesses. Service levels are in alignment with residential feedback regarding priorities from
our most recent Direction Finders (citizens’) survey results and the Town’s Strategic Issues-
focused Governance System (SIGS). In FY 2011-12 our previous strategic plan was redesigned
into a comprehensive governance system and contains the Council-developed vision, mission
and community value statements, an issues focused strategic plan, a strategy map, balanced
score card, and financial allocations according to a program based budget. The goal is to
increase our transparency with residents while providing the staff with clear directives and
performance measures related to our comprehensive strategy map.
FY 2012-13 PROPOSED BUDGET IN A FIVE YEAR CONTEXT
Evaluating the adopted budget within a forecast context is important as it shows whether we are
on the right road financially in FY 2012-13 with the theme of “Driving Service Excellence”. This
excerpt from the updated Financial Forecast for the Town’s General Fund illustrates the trend for
the next five years:
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 SECTION
Beginning Fund Balance $3,731,332 $3,323,861 $4,226,543 $2,498,044 $2,601,693 $2,265,899 $2,140,582 $2,111,025
Total Revenues/Transfers In 6,308,147 6,169,127 5,518,605 6,049,681 6,183,870 6,321,468 6,462,566 6,607,255
Total Expenditures/Transfers Out (6,715,618) (5,266,445) (7,247,103) (5,946,032) (6,519,664) (6,446,784) (6,492,123) (6,595,052)
Net Total $3,323,861 $4,226,543 $2,498,044 $2,601,693 $2,265,899 $2,140,582 $2,111,025 $2,123,228
Total Restricted Funds 406,464 254,295 248,025 252,986 258,045 263,206 268,470 273,840
Ending Balance (projected) $2,917,397 $3,972,248 $2,250,019 $2,348,708 $2,007,854 $1,877,376 $1,842,554 $1,849,388
Operating Days 262 308 182 159 134 124 119 117
Excerpt from Five Year Forecast (General Fund section only)
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AD VALOREM TAX ANALYSIS
Ad valorem taxes account for 21% of General Fund revenue ($1,183,514 proposed for FY 2012-13)
and 4% of our overall revenues. This will be the third year the Town has assessed a property tax.
Our ad valorem tax rate is the lowest for municipalities in the immediate area. The ad valorem tax
rate per $100 of assessed valuation is proposed to remain at $.15684 for FY 12-13. This is less than the
effective tax rate of $.19326 that we could levy. As a reminder, the effective tax rate is the tax rate
calculated by a complex formula to determine the tax rate that could be levied to raise exactly
the same amount of revenue as in the preceding fiscal year.
Our assessed valuation increased by 11.2% for FY 12-13. However, the portion of this assessed
valuation that we can actually use to levy an ad valorem tax decreased by 8%. This was due
largely to tax abatements on Fidelity II and Deloitte University. Fidelity is eligible to receive these
abatements in FY12-13; however, they were not eligible in FY 11-12 because they did not meet their
employment targets required in our economic development agreements with them. However,
even with these abatements lowering the portion of our assessed valuation on which we can levy
our property tax in FY 12-13, we are able to use a lower tax rate than the effective tax rate because
of; (a) on-going revenue streams, and (b) one-time sales tax revenue in FY 2011-12 from the Deloitte
University project, as well as other businesses located in Westlake.
The ad valorem tax rate used in this proposed FY 2012-13 budget and compared to the prior year
rate is as follows:
FY 11-12 FY 12-13
Adopted Proposed
Tax Rate Tax Rate Variance
M&O $0.138350 $0.141970 $0.003620
I&S $0.018490 $0.014870 ($0.003620)
Total $0.156840 $0.156840 $0.000000
More property tax revenues than anticipated were received in the prior year. By being able to use
those remaining funds to service our bond payment on the street improvements, we are able to
lower the I&S rate; therefore, increasing the M&O rate to keep our proposed rate the same as FY
2011-12.
The proposed FY 2012-13 tax rate of $0.15684 is 23% less than the effective rate we are allowed to
use by law in FY 2011-12 of $0.19326 per $100 of the assessed valuation. Below is a table noting our
prior year tax revenues as well as the proposed rate for FY 2012-13.
Net Total Total
Fiscal Year Taxable Value Tax Rate Tax Revenue
2013 proposed $833,636,407 $0.156840 $1,307,483
2012 actual $913,119,313 $0.156840 $1,434,151
2011 actual $880,163,946 $0.160100 $1,257,246
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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 $714,260
Strategic Plan Vision Points Impacted:
We are Leaders
Service Excellence
The following projects are allowable through prior/current funding, which was reserved
through transfers to the General Maintenance & Replacement Fund (a fund established to
continually set aside allocations for existing building refurbishment, as well as replacement
of existing equipment/vehicles on an as needed basis). A portion of the reserve from the
General Maintenance & Replacement Fund will fund the following in this fiscal year:
Replacements/Repairs:
$ 49,000 - Fire Chief vehicle
$ 24,000 - Internally illuminated street signs on traffic signal poles
$ 21,250 - Fire hydrant repair and painting
$ 31,200 - Pump/motor repair/replacement at pump station
Reserved for repairs/replacements/maintenance
$76,600 - Westlake Academy physical plant maintenance and building
refurbishment
$ 10,000 - Trail repair work
$ 82,800 - HVAC at Westlake Academy, security system upgrades and refurbish
classrooms
$ 31,500 - Technology upgrades
Funds provided for future costs:
$ 276,100 towards replacement of our existing fire ladder truck in FY 2015-16 as well
as on-going maintenance and replacement needs
Additional funding allocated in the operating funds for the following:
$ 12,560 - Radio investment/communication (note: partially funded through the use
of $4,000 from Court Security restricted fund)
$ 2,500 - Barricade /Cone replacement
$ 3,000 - Community ‘Code Red’ emergency notification system
$ 2,650 - Fire equipment repair and maintenance
$ 12,000 - Marketing / Advertising / Promotional material
$ 23,100 - Pump station landscaping replacement, GIS conversion costs, ROW
maintenance and additional State mandated water testing
$ 56,000 - Records Management/Document Control System–Laser Fiche to provide
for scanning and electronic retrieval capabilities of Town records (note: partially –
funded through shared allocations, $28,000 from GF, $14,000 from VA, $14,000 from
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 – Workforce Attraction and Retention: First year of a 2-year program to
fund for market pay adjustments (includes employer benefit costs)
$ 16,425 – Maintenance of current payroll costs (health, property, vehicle, general
liability)
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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: reduction in utility fund expenses
and finance overtime will be used to offset this cost)
Investment in Infrastructure (Capital Improvement Plan) $8,309,583
Strategic Plan Vision Point Impacted:
Sense of Place
We are Leaders
Service Excellence
$3,117,249 – Street, drainage, streetscape, and trail projects
$1,350,000 – Westlake Academy Facility Expansion
$2,000,000 – Water & sewer utility capital improvements
$1,842,334 – Hillwood Properties’ remaining Dove/Ottinger Road improvements
contribution
FY 2011-12: INVESTMENTS AND ACHIEVEMENTS
Over the past several months, we have accomplished many important milestones in pursuing our
quest for Westlake to be a premiere place to live, work, and raise a family. These range from
strategic-issues focused tasks to meeting various milestones, awards and recognitions, as follows:
The Westlake Town Council received the award for “Council of the Year” from the Texas City
Managers Association. This honor recognizes those governing bodies that have a
demonstrated commitment to ethical service, put the welfare of the citizens above
personal gain, function well as a governance unit, support staff professional development,
and positively impact their community. The award nomination outlined the difficult ad
valorem property tax decision, the continuing commitment to professional management
and development, and the Westlake Town Council’s ability to work together in difficult
situations. This is a great honor and recognition for your commitment to Westlake.
Congratulations!
Received the International City/County Managers Association Community Sustainability
Program Excellence Award for Westlake Windows: Transparent Government in Focus (TGIF).
The category recognizes those communities who have shown a commitment to
“innovation, excellence, and success in balancing that community’s social, economic,
environmental, and cultural needs”. (ICMA). We submitted the award with an emphasis on
our communication efforts as it related to financial sustainability, transparency with capital
improvement efforts, neighborhood meetings, Westlake e-Tube, website redevelopment,
email newsletters, and other forms of community outreach programs.
Completed the first full year of operations for our Communications & Community Affairs
office. Additional notifications and a streamlining of our community outreach was
completed through the use of electronic email “mini-newsletters” which have allowed us to
provide Westlake residents with more timely and relevant Westlake-related material on a bi-
weekly (or more often, if needed) basis. Our Communications Office also assisted in
preparation of materials for Westlake Academy to enhance our faculty recruitment and
prospective parent outreach. These materials included:
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Teacher recruitment brochures
Marketing brochures
Parent prospectus covering our school’s three (3) IB curriculums
The Town’s previous strategic planning document was restructured from a traditional format
to a comprehensive governance system which we call the Strategic Issues-focused
Governance System (SIGS). The system follows a Balanced Scorecard format with a four-
tiered strategy map, an issues-focused set of staff action items, outcome strategies that
align with our community value statements and a program based budget allocation.
Continued implementation of the Town Council’s approved Five (5) Year Capital
Improvement Plan (CIP). The public / private partnership between Hillwood Properties an d
the Town for Dove Road improvements will be finalized by mid-August.
The Stagecoach Hills roadwork project is also now nearing completion, marking the end of
a 3 year program to upgrade that subdivisions drainage, water distribution, and street
systems.
Construction on the State’s $15 Million Phase 1 FM 1938 (Davis Blvd.) project will likely be
finished in the 11-12 fiscal year. We have opened two initial north / south lanes of traffic to
facilitate mobility, and expect the final completion this fall. Once road construction crews
leave the area, Staff will begin working on the Town Council-approved streetscaping plan
(contained in our CIP) to help identify this new and significant entry point and corridor for
our community.
The Town continued to receive recognition for the transparency and high quality of its
financial reporting by:
receiving the Certificate of Achievement for Excellence in Financial Reporting, as well as
the Distinguished Budget Presentation Award from the Governmental Finance Officers
Association (GFOA) in FY 2011-12. This marks the 5th year in a row that we have received
this honor for our municipal budget and the 3rd year for our educational services
budget.
receiving recognition from the Association of School Business Officials International as a
recipient of the International Award for Budget Excellence for the past three years.
completing the Comprehensive Annual Financial Report (CAFR), also known as the
annual audit which has also been recognized through GFOA for the last five years.
The Finance Department also created the Town’s first Popular Annual Financial Report
(PAFR) converting much of the budget document into an easy-to-read format for our
residents. The goal is to encourage resident awareness as it relates to Town finances through
the condensed version of the budget. The report provides an “overview of our financial
position and policies, and conveys our commitment to delivering responsive services and
programs in a fiscally responsible manner.” (PAFR document).
Invested significant time and effort in pursuing development of a facility plan for Westlake
Academy, a process that is still underway.
Deloitte University opened for full operation in October 2011 and has been an
overwhelming success. While being built, it was the largest ($300 million) private
construction project in Texas. It serves as Deloitte’s state -of-the art national and
international learning center for its employees bringing Deloitte employees to Westlake from
all over the world.
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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 communities
in the United States, with a median household income of $250,000. Our community shared
this spotlight with Chevy Chase, MD, a city of twice our population size. The article
mentioned Westlake’s small town feel, limited population, and also touched on many of our
high-profile residents.
Westlake’s Historic Preservation Society implemented their historic markers program with the
first marker being located at the former Buck King homestead at Aspen and Pearson Lanes.
The Society also held their first classic car show which was a major success both in terms of
collector participation and attendance.
The Town’s open enrollment charter school, Westlake Academy, finished its ninth year of
operations with another strong showing of academic and extra-curricular results by our
students. This year’s graduating class had an overall 89% success rate in obtaining the
prestigious International Baccalaureate Diploma and the 28 graduates were offered
collectively over $3.5 million in scholarships and grants. The Academy’s enrollment
continues to grow with a preliminary number of 675 students enrolled for 2012-13 School
Year.
Westlake Academy was also ranked among the best high schools in America. U.S. News &
World Report ranked the school as 37th in the nation, 5th in Texas and 6th in national charter
schools. They further designated the Academy as a Gold Medal recipient. Newsweek
listed the school as the 18th best high school in the United States and the Washington Post
shows them as 36th out of 1,800 schools across the nation.
FY 2012-13 BUDGET PREPARATION METHODOLOGY
Certain assumptions, parameters, and approaches were utilized as the FY 2012-13 budget
document was prepared consistent with our overall Town philosophy of operating our community
with a focus on fiscal responsibility. These include; readily identifying and tracking cost increases as
they relate to maintaining or increasing service levels, identifying the use of fund balances and
inter-fund transfers, delineating the amount for employee compensation increases, and clearly
explaining the conservative approach used for revenue estimating. Also, the Town Council’s
financial policies (contained in the appendix of the budget), were followed in preparation of th e
numbers. Highlights of these approaches and parameters are:
Maintained minimum fund balances to exceed Town Council policy requirements (90 day
fund balance)
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Conservative revenue estimating that identified one-time and on-going revenues. With a
focus on “drill down” analysis to determine our actual on-going sales tax revenue stream on
an annual basis.
Estimated expenditures for current levels of service in FY 2012-13 were achieved by:
a) Adjusting for actual spending in FY 2011-12
b) Deducting one-time FY 2011-12 expenditures to create the adopted base budget for
the coming fiscal year. Any anticipated cost increases, due to inflation or program cost
escalations, were identified and separated from the current base budget in the form of
“service level adjustments” (SLA’s).
Allocating resources to begin a two year process to move municipal employees to a market
competitive position in terms of their compensation that mirrors our policy and practice in
that regard for Westlake Academy faculty, (i.e. target being within 3% of the median of the
market for our various municipal positions). This approach, recommended to be set by
Council policy, has served our school well and Staff in turn recommends we utilize the same
approach for the remainder of the organization, (i.e. target being within 3% of the market
median for municipal employees as well). Most of our municipal positions are far below
market in terms of compensation, even when taking into account the combined nature of
many of our municipal positions (that they wear multi ple “hats” in the execution of their job
duties). This gives us the opportunity to not only invest in this important organizational
investment and resource, but to address it in a way that reasonably assures we are market
competitive and can attract and retain employees within reasonable economic
boundaries. There would be no performance pay proposed for FY 12-13 since Staff is
recommending addressing our pay market deficiencies over the next 2 fiscal years.
All costs for base budgets, as well as service level adjustments due to cost
increases/inflation, were “scrubbed” through review and analysis by the Town Manager and
Finance Director. Programs of service were analyzed during budget review sessions with the
Leadership Team. This helps ensures maximum efficiency, effectiveness, and utilization of
our financial resources. The sustainability of the funding request, as well as the economy
realities we currently face, are a primary concern during any review process.
GOVERNING AND MANAGING FOR OUTCOMES
As our organization has developed, we have created a framework through the progression from a
traditional strategic plan to a comprehensive governance system that is outcome focused. The
end result is to create a high performing team that is focused on the overall goals and objectives
established by the Council, customer service, program provision, financial stewardship and
organizational and personal development. This team focus, along with the governance system,
makes Westlake a truly unique community that produces top-notch results with a small staff while
maximizing the use of public funds for our Town. Further, the framework links together these critical
governance and management decision making tools called “Governing and Managing for
Outcomes” which is designed to integrate:
Vision driven strategic planning, strategy mapping, and outcome based performance
indicators
Ten (10) year financial forecasting, budgeting, and performance measurement linked to
strategic priorities, objectives, and outcomes to ensure a long term approach that provides
financial sustainability
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Aligning resources to prioritized outcomes
Reporting to monitor progress in outcome achievement and accountability for results
Utilizing citizen surveys to gauge service satisfaction levels with Town services and resident
willingness to pay for those services
Maintaining core services
Funding and implementing a Five (5) Year Capital Improvement Plan
The proposed budget delineates the next twelve months of the Town’s financial future and
identifies the important projects and programs within our community. We will continue to focus on
infrastructure development, community engagement, high-quality service provision and further
develop the component of driving service excellence through our staff and program of services.
All of these tasks are centered on the vision, values and missions statements the Council has
identified as critical to our success.
CLOSING THOUGHTS FOR FY 2012-13
As with all transmittal letters, this one is a little different than those from the previous few years.
While we clearly understand the nation as a whole continues to try and recover from the economic
downturn, the Town remains committed to budgeting and forecasting projections based on a
fiscally conservative formula. We have accomplished many great things this past year through our
use of partnerships and inventive strategies to govern our community. We have begun the process
of reinvesting in our infrastructure and will continue to do so over the next several year s – paying
special attention to unique cost sharing opportunities, both public and private. Our overall goal is
to provide our residents with a living experience that is second-to-none.
The Town staff is aware that the Town of Westlake does not create wealth, but instead, is entrusted
with public dollars collected on behalf of our citizens. We are stewards who are fully vested in the
success of the Town of Westlake and Westlake Academy. We exist as a municipal corporation for
one reason and one reason only: to prioritize and deliver the best services possible with the
resources provided to achieve an exceptional quality of life. This is a challenge the Staff takes very
seriously, one that we pursue with vigor every day. High commendation is due to the Leadership
Team for their work on this proposed budget. Additional recognition and thanks are due to
Director of Finance Debbie Piper, and Finance Assistant Jaymi Ford, for their efforts in assembling
this budget document. It takes long hours to make this not only a financial document, but a policy
document that is easy for our citizens to read and understand. I appreciate their dedication and
the effort they have invested in this process.
Finally, on behalf of myself and the entire Town Staff, I would like to extend thanks and appreciation
to the Westlake Town Council. Your countless volunteer hours, invested in governing Westlake to
make it the best community we can be, is critical for our success. This year, all of your hard work
and dedication was validated by receiving in the “Council of the Year” award. An honor that I
know you will cherish, as it represents all the hard decisions, long debates, and many hours you put
in each month, through your service as ambassadors for, and Council members of, the Town of
Westlake!
Sincerely yours,
Thomas E. Brymer
Town Manager/Superintendent Westlake Academy
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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
.
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 $0.14197 90.52%$1,183,514
DEBT SERVICE FUND $0.01487 9.48%$123,962
TOTAL $0.15684 100.00%$1,307,475
Net General Debt Total
Taxable Value Fund Rate Fund Rate Tax Rate
$833,636,407 $0.14197 $0.01487 $0.15684
$913,119,313 $0.13835 $0.01849 $0.15684
$880,163,946 $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
TRANSMITTAL LETTER
BUDGET OVERVIEW
& FRAMEWORK
This section attempts to help explain the meaning behind the numbers which are
presented in this budget document. It gives perspective to the Town’s budgeting
process, basis of budgeting and accounting, how the budget is amended and the
fund accounting system.
BBUUDDGGEETT OOVVEERRVVIIEEWW AANNDD FFRRAAMMEEWWOORRKK
The Town of Westlake’s 2013 fiscal year begins on October 1, 2012 and ends September 30,
2013. It provides the framework to implement the Town’s vision, mission and value statements
as set out by the Town Council. The Town’s annual budget is prepared in the context of a
five (5) year financial forecast. The proposed budget is submitted to the Council
approximately thirty to forty-five days before the beginning of the fiscal year for their
consideration. The Town’s budget is allocated by fund. It is designed to provide a clear
picture of proposed Town spending, allocation of financial resources, and priorities as well as
how they are set to carry out the policy direction of the Council. In addition to a fund format,
the budget is the beginning of efforts to show the allocation of the Town’s resources in
concert with the Town’s strategic planning efforts. A “bottom-up” approach is used to solicit
input from the staff Leadership Team as to their operations’ needs with an emphasis on:
Identifying costs to provide the current level of services.
Identifies additional cost increases needed to maintain the current level of service.
Additional resources necessary to provide new or increased levels of service.
Delineating changes in fund balance levels for each fund.
The Town of Westlake staff is pleased to present the 2012-13 annual operating budget, which
is the product of many hours of preparation as well as a response to ever-changing internal
and external influences. As in previous years, efforts have been made to control
expenditures while continuing to deliver an excellent level of service to our citizens.
Concentrated efforts have been made to produce a document that clearly illustrates the
uses of Town resources in a format that may be utilized as a resource tool by the Town
Council, Town staff, and the citizens of Westlake. Our budget preparation process continues
to be refined on an annual basis, operating within clearly defined budget preparation
guidelines. The following procedures, which are guided by generally accepted budgeting
practices, has been established:
1. The annual operating budget presents appropriations of expenditures and
estimates of revenues for all local government funds. These revenues include sales
and use taxes, ad valorem property tax, citation revenue, franchise taxes, mixed
beverage taxes, license and permit fees, development fees, sales of printed
material, interest income, water and sewer utility revenue, duct bank leases, and
miscellaneous revenues.
2. The annual operating budget illustrates expenditures, anticipated revenues, and
the estimated impact on reserves.
3. Budgets for each department are broken down into specific cost components,
including payroll/salaries, payroll related & benefits, supplies, services, insurance,
repair & maintenance, rent & utilities, economic development incentives, and
capital outlay.
4. Revenue projections are prepared for each revenue source based on an analysis
of historical revenue trends and current fiscal conditions.
5. The budget process includes a multi-year projection of all required capital
improvements.
Page 15
BBUUDDGGEETT OOVVEERRVVIIEEWW AANNDD FFRRAAMMEEWWOORRKK
6. Goals and objectives have been developed for each department and are
incorporated into the evaluation of employees and performance of the
organization.
7. A budget message summarizing local financial conditions and principal budget
issues is presented to the governing council along with the annual budget.
The layout and organization of the budget is designed to help the reader locate both
financial and non-financial information in a timely fashion. The General Fund is divided into
twelve departments. Each department has the following information included:
Description of the fund and it’s program’s trends, goals, highlights, measures and
Vision Point Strategic Plan Impacts
Summary of Employee Staffing and Expenditures
Program budgeting for the Department
The Fund Sections are broken down between General Fund, Westlake Academy Fund,
Special Revenue Funds, Debt Service Fund, Enterprise Funds, Internal Service Funds, and
Capital Projects Fund. Each Fund contains the following information:
“Fund Overview” describing the function of the fund and explaining the variances
between the revenues and expenditures of FY 2011-12 and FY 2012-13
“Program Summary” of revenues and expenditures.
Also included are sections detailing the Capital Improvement Plan and Long-Term Planning.
The final two components include a Community Profile and an Appendix section. The
Community Profile contains historical and current information regarding the Town of
Westlake. The appendices section consists of a Glossary of Budget Terms, the Town’s Fiscal
and Budgetary Policy, Investment Policy, Strategic Plan and the Town ordinance related to
the adoption of the budget (after adoption).
The budget contains financial data spanning two fiscal years. The current budget year
ending September 30, 2012 is presented in its original adopted form, as well as an amended
estimate. Actual totals for the fiscal year ending September 30, 2011 are also presented for
comparison.
BBAASSIISS OOFF AACCCCOOUUNNTTIINNGG//BBUUDDGGEETTIINNGG
The accounts of the Town are organized on the basis of funds, each of which is considered to
be a separate accounting entity. All governmental fund types are budgeted and
accounted for on a Generally Accepted Accounting Practice (GAAP) basis for financial
statement presentations. The Governmental Fund types use a financial resources
measurement focus and utilize the modified accrual basis for accounting and budgeting.
Under the modified accrual basis of accounting, revenues are recorded when susceptible to
accrual, meaning that it is measurable and available. Available revenues are defined as
those funds that are collectable within the current period, or collectable within a timeframe
to pay liabilities of the current period. Expenditures generally represent a decrease in net
financial resources and are recorded when a measurable fund liability is incurred. In some
instances, such as the incurrence of long-term debt, expenditures related to interest on the
debt is recorded in the period that it is due.
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BBUUDDGGEETT OOVVEERRVVIIEEWW AANNDD FFRRAAMMEEWWOORRKK
The Proprietary Fund types are accounted and budgeted for on a cost of services, or
“Capital Maintenance” measurement focus using the accrual basis of accounting. Under
the accrual basis of accounting, revenues are recognized when earned and expenses are
recognized when incurred. For purposes of this budget presentation, depreciation is not
displayed and capital expenditures and bond principal payments are shown as uses of funds.
Governmental Fund Types
Governmental fund types are those through which most governmental functions of the Town
are financed. The acquisition, use, and balances of the Town’s expendable financial
resources and the related liabilities (except those accounted for in the Proprietary and
Fiduciary Fund types) are accounted for through Governmental Fund types. Descriptions of
each fund contained in the Town’s budget are as follows:
1. The General Fund is the general operating fund of the Town. It is used to account
for all Town revenues and expenditures except those required to be accounted for
in other funds. Major functions financed by the General Fund include Finance,
Administration, Building & Code Compliance, Fire/EMS, Public Works, Facilities and
Grounds Maintenance, Human Resources, Parks and Recreation, Information
Technology, and Engineering. Sources of revenue include sales and use taxes,
development fees and permits, court revenue, and franchise taxes. The former
Westlake Property Tax Reduction Sales Tax Fund received its funding from a ½ cent
sales tax levy that was previously earmarked for the 4A Economic Development
Corporation. The purpose of this fund was to reduce local property tax rates
throughout Texas by providing cities with an additional unrestricted revenue source.
These funds may be used for general Town expenditures, capital projects, or debt
service. This fund was closed at FY 2010-2011 year end and revenues are now
being recorded in the General Fund.
2. The Westlake Academy Fund incorporates all funds related to the Academy
encompassing all operations and maintenance related to the school as well as
State public school funding, Federal and state grants, and private donations used
to support the daily school operations of the Academy.
3. Westlake’s Visitors Association Fund receives its primary funding from a 7% hotel
occupancy tax adopted by the Town of Westlake in FY 1999-2000. Proceeds from
the hotel occupancy tax are required to be used in accordance with statutory
parameters including the promotion of travel and tourism in the Town of Westlake.
4. The Economic Development Fund was set up to maintain all receipts and
disbursements of agreements between the Town and various corporations for
economic development. There was confusion regarding the additional revenues
being recorded in the General Fund and offset by expenditures. These balances
offset to zero but skewed the analysis of each. The Town is hoping this fund will
create more transparency to the public regarding these receipts and payments.
5. The 4B Economic Development Corporation Fund is a local option established
under the Texas local government code. 4B funds are generated from a ½ cent
sales tax levy and proceeds are used for debt service.
Page 17
BBUUDDGGEETT OOVVEERRVVIIEEWW AANNDD FFRRAAMMEEWWOORRKK
6. The Lone Star Public Facilities Corporation was founded in 1996 and was designed
“to provide for the acquisition, construction, rehabilitation, repair, equipping,
furnishing and placement in service of public facilities in an orderly, planned
manner and at the lowest possible borrowing costs.” The ideas was to “acquire,
through the issuance of installment sale obligations, office buildings located within
the State of Texas but outside the boundaries of Westlake, whose tenants will be
limited to those entities which are qualifying tenants under applicable federal
income tax law so that the interest payable with respect to the installment sale
obligations will be exempt from federal income taxation.” There has been no
activity in the fund for several years.
7. The Debt Service Fund is established to account for, and the payment of, general
long-term debt principal and interest. This fund provides a clearer accounting of
ongoing debt obligations compared to operating budgets. The Debt Service Fund
is used to make scheduled payments for all bond issues associated with the
building of the Civic Campus as well as a partial refunding of the 2002 series and
various street/trail projects.
8. The Capital Projects Fund tracks the infrastructure and building projects (other than
those financed by proprietary fund types), funded with general operating transfers,
intergovernmental revenue, bond funds and other special funding methods.
Capital expenditures are clearly identified by their respective funding sources, and
projects are shown in a clear, concise format.
Proprietary Fund Types
Proprietary fund types operate in a manner similar to private business utilizing an accrual basis
of accounting.
Enterprise Funds
Account for operations of governmental facilities operated in a manner similar to
commercial enterprises where the intent is to recover, in whole or in part, the costs and
expenses of providing goods and services to the public. Revenues are typically generated
through usage fees based on individual demands of each customer. Enterprise funds may
be used when the governing body has determined that periodic determination of revenue
earned, expenses incurred, and/or net income is appropriate for capital maintenance,
public policy, management control, accountability, or other purposes.
1. The Cemetery Fund includes all operations associated with the 5.5 acre cemetery
located on J.T. Ottinger Road which was acquired during the year ended
September 2008.
2. The Utility Fund accounts for water, wastewater and telecommunications
conveyance (duct bank) services for the residents of the Town. All activities
necessary to provide such services are accounted for in the Fund, including
administration, operations, maintenance, financing and related debt service, and
billing and collection. Additionally, the Town collects monthly solid collection fees
in this fund which are paid to the Town’s solid waste franchisee.
Page 18
BBUUDDGGEETT OOVVEERRVVIIEEWW AANNDD FFRRAAMMEEWWOORRKK
Internal Service Funds
Accounts for services and/or commodities furnished by a designated program to other
programs within the Town. Funds include the following:
1. The General Maintenance & Replacement Fund (GMR) is an account to offset the
future costs of repair and/or replacement of large capital assets due to age and
use. Contributions from the Town’s General Fund are transferred on an annual
basis; resulting in a cash balance which mitigates the cash flow impact of large
maintenance and capital replacement costs.
2. The Utility Maintenance & Replacement Fund (UMR) is an account to offset the
future costs of repair and/or replacement of large capital assets due to age and
use. Contributions from the Town’s Utility Fund are transferred on an annual basis;
resulting in a cash balance which mitigates the cash flow impact of large
maintenance and capital replacement costs.
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FUND NAME 10 11 12 13 14 15 16 17 18 19 20 21 22 23
General Fund
4B Economic Development
Visitors Association
Cemetery Fund
Lone Star Public Facilities
Debt Service
Utility Fund
Utility Maintenance & Replacement
General Maintenance & Replacement
Capital Projects
Westlake Academy
Page 19
BBUUDDGGEETT OOVVEERRVVIIEEWW AANNDD FFRRAAMMEEWWOORRKK
TTHHEE BBUUDDGGEETT PPRROOCCEESSSS
The Town Manager submits the budget to the Town Council. The Town’s fiscal year begins
each year on October 1st and ends on September 30th of the following calendar year.
Prior to the beginning of the fiscal year, the Town Manager must submit a proposed budget,
which includes:
A budget message
A consolidation statement of anticipated revenues and proposed expenditures
for all funds
General fund resources in detail
Special fund resources in detail
A summary of proposed expenditures by department and activity
Detailed estimates of expenditures shown separately to support the proposed
expenditure
A description of all bond issues outstanding
A schedule of the principal and interest payments of each bond issue
The proposed revenues and expenditures must be compared to prior year revenues and
expenditures. The budget preparation process begins early in the calendar year with the
establishment of overall town goals, objectives, and analysis of current year operations
compared to expenditures. Budget policies and procedures are reviewed at the same time
to reduce errors and omissions. In May, the Finance Department prepares such items as
budget forms and instructions for estimating revenues and expenditures. Department heads
submit proposed baseline expenditures for current service levels and any additional one-time
or on-going request they may have for their department. A round-table meeting is
subsequently held with the Town Manager, the finance staff and each department head for
review. After all funding levels are established and agreed upon; the proposed budget is
presented by the Town Manager to the Town Council. A public hearing on the budget is
conducted in accordance with state and local law. This meeting is held after the Council
has reviewed the budget during a workshop. The Town Council approves a level of
expenditure (or appropriation) for each fund to go into effect on October 1st, prior to the
expenditure of any Town funds for that budget year.
BBUUDDGGEETT AAMMEENNDDMMEENNTT PPRROOCCEESSSS
The Town Manager may request that the current year budget be amended. In this process,
the Town Manager will review the documentation and draft an ordinance to formally amend
the current budget. This ordinance is presented to the Town Council for consideration.
Following the consideration of the proposed amendment, the Town Council will vote on the
amendment ordinance. If the amendment is approved, the necessary budget changes are
then made. All budget amendments will be approved by the Town Council prior to the
expenditure of funds in excess of the previously authorized budgeted amounts within each
fund.
Page 20
BBUUDDGGEETT OOVVEERRVVIIEEWW AANNDD FFRRAAMMEEWWOORRKK
FFIINNAANNCCIIAALL PPOOLLIICCIIEESS
The Town of Westlake is committed to financial management through integrity, prudent
stewardship, planning, accountability, full disclosure and communication. The broad
purpose of the Fiscal and Budgetary Policy is to enable the Town to achieve and maintain a
long-term stable financial position and provide guidelines for the day-to-day planning and
operations of the Town’s financial affairs. The Town Council annually reviews and approves
these policies as part of the budget preparation process. A copy of these Policies can be
found in the “Appendix” section of this budget.
FFYY 1122//1133 BBUUDDGGEETT CCAALLEENNDDAARR
MMAARR ** OORRIIEENNTTAATTIIOONN AANNDD OOVVEERRVVIIEEWW OOFF 22001122--1133 BBUUDDGGEETT PPRROOCCEESSSS
** FFIIVVEE YYEEAARR PPRROOJJEECCTTIIOONN SSPPRREEAADDSSHHEEEETTSS DDIISSTTRRIIBBUUTTEEDD FFOORR IINNPPUUTT
** FFOORRMMSS FFOORR CCAAPPIITTAALL PPRROOJJEECCTTSS AANNDD MMAAJJOORR MMAAIINNTTEENNAANNCCEE AAVVAAIILLAABBLLEE
** RREEVVIIEEWW OOFF CCAALLEENNDDAARR AANNDD PPRROOCCEESSSSEESS WWIITTHH CCOOUUNNCCIILL
AAPPRR ** YYEEAARR--EENNDD EESSTTIIMMAATTEE SSPPRREEAADDSSHHEEEETTSS DDIISSTTRRIIBBUUTTEEDD FFOORR 1111//1122 AAMMEENNDDMMEENNTTSS
** FFIINNAANNCCEE AAMMEENNDDSS FFYY 1111//1122 BBUUDDGGEETT -- BBEECCOOMMEESS BBAASSEE FFYY 1122//1133
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** GGOOAALLSS AANNDD OOBBJJEECCTTIIVVEESS AAVVAAIILLAABBLLEE FFOORR EEDDIITTIINNGG OONN SSHHAARREEDD DDRRIIVVEE
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** PPUUBBLLIISSHH NNOOTTIICCEE RREEGGAARRDDIINNGG CCOONNSSIIDDEERRAATTIIOONN OOFF PPRROOPPEERRTTYY TTAAXX
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** NNOOTTIICCEE FFOORR PPUUBBLLIICC HHEEAARRIINNGGSS PPOOSSTTEEDD IINN NNEEWWSSPPAAPPEERR
** PPRREESSEENNTT PPRROOPPOOSSEEDD FFYY1122//1133 MMUUNNIICCIIPPAALL BBUUDDGGEETT TTOO CCOOUUNNCCIILL
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OOCCTT ** FFIISSCCAALL YYEEAARR 22001122--22001133 BBEEGGIINNSS
Page 21
FINANCIAL ANALYSIS
ALL FUNDS
This section gives the reader of this budget document an analysis of the amounts
between the adopted budget for FY 2011/2012 and the estimated budget for the
same year, as well as the variance explanations between the FY 2011/2012
estimated budget and the FY 2012/2013 proposed. Also several different tables are
presented of all fund revenues, expenditures and fund balance amounts.
FY 10/11 vs FY 11/12 FY 12/13 vs FY 11/12
Revision 6 FY 10/11 FY 11/12 FY 12/13 change change change change
Description Actual Estimated Proposed Amount Percent Amount Percent
General Sales Tax 1 4,609,625 17%3,800,000 20%3,560,000 12%(809,625)-18%(240,000)-6%
Property Tax 2 1,257,246 5%1,434,151 7%1,307,483 4%176,905 14%(126,668)-9%
Beverage Tax 3 19,721 0%32,750 0%32,750 0%13,029 66%0 0%
Franchise Fees 4 586,836 2%664,925 3%664,925 2%78,089 13%0 0%
Permits & Fees 5 530,645 2%476,150 2%476,150 2%(54,495)-10%0 0%
Fines & Forfeits 6 605,705 2%640,000 3%560,000 2%34,295 6%(80,000)-13%
Investment Earnings 7 53,883 0%42,715 0%39,965 0%(11,168)-21%(2,750)-6%
Misc Income 8 260,684 1%180,013 1%159,361 1%(80,671)-31%(20,652)-11%
Charge for Services 9 3,140,125 12%2,662,001 14%2,713,085 9%(478,124)-15%51,084 2%
Hotel Tax Revenues 10 527,261 2%535,000 3%540,350 2%7,739 1%5,350 1%
Total Revenues 11 11,591,731 43%10,467,705 54%10,054,068 34%(1,124,026)-10%(413,637)-4%
Transfers In 12 7,100,267 27%2,166,830 11%4,144,760 14%(4,933,437)-69%1,977,930 91%
Other Sources 13 2,152,000 8%0 0%8,500,000 29%(2,152,000)-100%8,500,000 0%
Contributions 14 175,000 1%725,000 4%816,500 3%550,000 314%91,500 13%
Total Other Sources 15 9,427,267 35%2,891,830 15%13,461,260 46%(6,535,437)-69%10,569,430 365%
WA-Revenues 16 4,977,309 19%5,782,921 30%5,839,434 20%805,612 0%56,513 1%
WA-Other Sources 17 659,704 2%104,844 1%44,823 0%(554,860)0%(60,021)-57%
Westlake Academy 18 5,637,013 21%5,887,765 31%5,884,257 20%250,752 0%(3,508)0%
Total Revenues and
Other Sources 19 26,656,012$ 19,247,300$ 29,399,586$ (7,408,712)$ -28%10,152,286$ 53%
Payroll Salaries 20 1,832,157 8%1,997,629 10%2,056,805 8%165,472 9%59,176 3%
Payroll Related 21 565,657 2%630,988 3%625,139 2%65,331 12%(5,849)-1%
Total Payroll 22 2,397,814 10%2,628,617 13%2,681,944 10%230,803 10%53,327 2%
Debt 23 2,277,551 10%1,826,566 9%1,834,266 7%(450,985)-20%7,701 0%
ED Incentives 24 706,391 3%240,758 1%215,758 1%(465,632)-66%(25,000)-10%
Insurance 25 29,725 0%27,800 0%29,776 0%(1,925)-6%1,976 7%
Maintenance 26 234,089 1%269,959 1%259,047 1%35,870 15%(10,912)-4%
Rent & Utilities 27 420,260 2%399,149 2%416,739 2%(21,111)-5%17,590 4%
Service 28 1,827,168 8%2,534,448 13%2,306,191 9%707,280 39%(228,257)-9%
Supplies 29 142,811 1%164,248 1%164,669 1%21,437 15%421 0%
Water Purchases 30 1,015,869 4%1,110,600 5%1,110,600 4%94,731 9%0 0%
Total Expenditures 31 6,653,863 29%6,573,528 33%6,337,046 24%(80,336)-1%(236,481)-4%
Transfers Out 32 7,100,267 31%2,166,830 11%4,144,760 16%(4,933,437)-69%1,977,930 91%
Other Uses 33 0 0%0 0%0 0%0 0%0 0%
Total Other Uses 34 7,100,267 31%2,166,830 11%4,144,760 16%(4,933,437)-69%1,977,930 91%
Capital Outlay 35 126,326 1%210,700 1%38,700 0%84,374 67%(172,000)-82%
Capital Projects 36 1,220,101 5%2,502,858 12%7,010,790 27%1,282,756 105%4,507,933 180%
Total Capital 37 1,346,428 6%2,713,558 13%7,049,490 27%1,367,130 102%4,335,933 160%
WA - Expenditures 38 4,884,985 21%5,947,146 29%5,818,816 22%1,062,161 0%(128,330)-2%
WA-Other Uses 39 603,000 3%174,271 1%57,663 0%(428,729)0%(116,608)-67%
Westlake Academy 40 5,487,985 24%6,121,417 30%5,876,479 23%633,432 0%(244,938)-4%
Total Expenditures
and Other Uses 41 22,986,357$ 20,203,949$ 26,089,720$ (2,782,408)$ -12%5,885,770$ 29%
-
Excess Revenues Over
(Under) Expenditures 42 3,669,655$ (956,649)$ 3,309,866$ (4,626,304)$ -126%4,266,515$ -446%
Beginning Fund Balance 43 10,591,970$ 14,261,625$ 13,304,976$ 3,669,655$ 35%(956,648)$ -7%
Ending Fund Balance 44 14,261,625$ 13,304,976$ 16,614,842$ (956,648)$ -7%3,309,866$ 25%
THREE YEAR ANALYSIS COMPARISONREVENUES, EXPENDITURES, FUND BALANCEALL SOURCESFISCAL YEAR 2012/2013
Page 23
Fund Name Amount Percent
1 General
Fund 4,226,543 5,518,605 7,247,103 2,498,044 15%(1,728,499) -41%
2 4B Economic
Development 237,847 890,500 920,230 208,117 1%(29,730) -12%
3 Economic
Development - 215,758 215,758 - 0%- 0%
4 Lone
Star 13,576 45 - 13,621 0%45 0%
5 Visitors
Association 997,319 561,900 697,138 862,081 5%(135,238) -14%
6 Debt
Service 29,796 1,586,452 1,616,248 (0) 0%(29,796) -100%
7 Cemetery
Fund 148,638 5,575 5,400 148,813 1%175 0%
8 Utility
Fund 2,970,299 4,807,119 4,662,444 3,114,974 19%144,675 5%
9 Utility
Maintenance 92,840 50,125 52,450 90,515 1%(2,325) -3%
10 General
Maintenance 855,729 551,750 329,220 1,078,259 6%222,530 26%
11 Westlake
Academy 683,309 5,884,257 5,876,479 691,087 4%7,778 1%
12 Capital
Projects 3,049,080 9,327,500 4,467,249 7,909,331 48%4,860,251 159%
TOTAL $13,304,976 $29,399,586 $26,089,720 $16,614,842 100%$3,309,866 25%
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 24
ALL FUNDS OVERVIEW
FY 2012/2013
FUND BALANCE COMPARISON
FY 10/11 ACTUAL vs. FY 11/12 ESTIMATED
The estimated ending fund balance at September 30, 2012 totals $13,304,976;
o a 7% decrease of $956,649 from the September 30, 2011 actual ending fund
balance of $14,261,625
FY 10/11 FY 11/12 change change
Fund # Fund Name Actual Estimated Amount Percent
100 General Fund 3,323,861 4,226,543 902,682 27%
200 4B Economic Development 267,577 237,847 (29,730) -11%
210 Economic Development 0 0 0 0%
418 Lone Star 13,531 13,576 45 0%
220 Visitors Association 1,111,281 997,319 (113,962) -10%
300 Debt Service 7,504 29,796 22,292 0%
255 Cemetery 148,963 148,638 (325) 0%
500 Utility Fund 3,103,441 2,970,299 (133,142) -4%
510 Utility Maintenance 42,640 92,840 50,200 118%
600 General Maintenance 691,535 855,729 164,194 24%
199 Westlake Academy 916,961 683,309 (233,652) 0%
410 Capital Projects 4,634,332 3,049,080 (1,585,252) -34%
TOTAL $14,261,625 $13,304,976 -$956,649 -7%
The primary sources of this decrease are noted below by fund:
General Fund increased $902,682
General sales tax revenue increased $1,142,981 (Property tax reduction revenues are
now being recorded in the General Fund. They were recorded in Property Tax
Reduction Fund in FY 10/11).
Service expenses increased $183,614
o Capital outlay expenses increased $94,415 (Primarily due to the purchase of an
attack fire brush truck).
o Payroll and related expenses increased $79,442 (Funding for 1% market pay
adjustments as well as one-time performance pay budgeted in FY 11/12).
Capital Projects Fund decreased by $1,585,252
Project expenditures totaled $1.6M (an increase of $687,735 from the prior year).
Based on 5 year CIP
Project Description FY 10/11
Actuals
FY 11/12
Estimated Change
Aspen Lane Recon/Drainage $ 214,022 $ - $ (214,022)
Mahotea Boone Reconst/Drainage 88,191 - (88,191)
WA Dining Hall Improvements 78,085 - (78,085)
Streets Survey 29,355 20,000 (9,355)
SH114/Hwy170 Enhancements 7,500 - (7,500)
Roanoke Road Recon/Drain South 2,900 - (2,900)
Westlake Academy Expansion - 35,000 35,000
Hwy 377 Westport Parkway Sign - 50,000 50,000
Westlake Portion of Hillwood Projects 4,740 85,000 80,260
Roanoke Road Recon/Drain North 3,348 192,443 189,095
FM1938 Town Improvements 517,956 808,609 290,653
Stagecoach Hills Recon/Drain 7,220 450,000 442,780
$ 953,317 $ 1,641,052 $ 687,735
Page 25
ALL FUNDS OVERVIEW
FY 11/12 ESTIMATED vs. FY 12/13 PROPOSED
The September 30, 2012 proposed ending fund balance totals $16,614,842;
o a 25% increase of $3,309,866 from the September 30, 2012 estimated ending fund
balance of $13,304,976
FY 11/12 FY 12/13 change change
Fund # Fund Name Estimated Proposed Amount Percent
100 General Fund 4,226,543 2,498,044 (1,728,499) -41%
200 4B Economic Development 237,847 208,117 (29,730) -12%
210 Economic Development 0 0 0 0%
418 Lone Star 13,576 13,621 45 0%
220 Visitors Association 997,319 862,081 (135,238) -14%
300 Debt Service 29,796 (0) (29,796) 0%
255 Cemetery 148,638 148,813 175 0%
500 Utility Fund 2,970,299 3,114,974 144,675 5%
510 Utility Maintenance 92,840 90,515 (2,325) -3%
600 General Maintenance 855,729 1,078,259 222,530 26%
199 Westlake Academy 683,309 691,087 7,778 0%
410 Capital Projects 3,049,080 7,909,331 4,860,251 159%
TOTAL $13,304,976 $16,344,842 $3,039,866 25%
The primary sources for this decrease are indicated below by Fund:
General Fund decreased $1,728,499
Contribution revenue decreased $325,000 (Academy will not transfer indirect costs to
the Town during FY 2012/13)
Transfers out increased $2,035,966
o This amount is composed primarily of a $2M transfer in (inter-fund loan) to the
Utility Fund in FY 2012-13 for the construction of a ground storage tank. Funds are
to be repaid over the next five (5) years
Capital Projects Fund increased $4,860,251
Contributions increased $416,500
Service Expenses decreased $400,000
o Transfer of Texas Student Housing Funds to Westlake Academy Foundation
in FY 2011/12
Capital Project expense increased $2,826,198 (Based on 5-Year CIP)
Bond Proceeds increased $8,500,000 (Proposed issuance for Academy facilities)
o These proceeds will be used to fund construction of three new buildings at
Westlake Academy;
Cafetorium – includes stage, dressing area, storage and catering kitchen for
dining and general purposes; approximately 9,600 sf.
Three story Secondary School - includes 15 classrooms, flex and office space; will
be designed to allow for future addition if needed; approximately18,900 sf.
Field-house - will house locker rooms to be used for both athletics and PE; a
visiting team locker room; storage for equipment; offices and space to be used
for the PE program; approximately 9,600 sf.
Page 26
19%20%3%1%2%0%5%32%0%16%0%2%
GF WA 4B ED VA CF DS CP LS UF UM GM FY 12/13 % of FY 11/12 change change
100 199 200 210 220 255 300 410 418 500 510 600 Proposed Total Estimated Amount Percent
General Sales Tax 2,490,000 - 890,000 180,000 - - - - - - - - 3,560,000 12% 3,800,000 (240,000)-6%
Property Tax 1,183,514 - - - - - 123,969 - - - - - 1,307,483 4% 1,434,151 (126,668)-9%
Beverage Tax 32,750 - - - - - - - - - - - 32,750 0.1% 32,750 - 0%
Franchise Fees 664,925 - - - - - - - - - - - 664,925 2% 664,925 - 0%
Permits/Fees 476,150 - - - - - - - - - - - 476,150 2% 476,150 - 0%
Fines/Forfeits 560,000 - - - - - - - - - - - 560,000 2% 640,000 (80,000)-13%
Interest 13,470 - 500 - 2,900 175 - 11,000 45 10,000 125 1,750 39,965 0% 42,715 (2,750)-6%
Misc Income 51,277 - - - 18,650 - - - - 89,434 - - 159,361 1% 180,013 (20,652)-11%
Charge for Services - - - - - 5,400 - - - 2,707,685 - - 2,713,085 9% 2,662,001 51,084 2%
Hotel Tax - - - - 540,350 - - - - - - - 540,350 2% 535,000 5,350 1%
Total Revenues 5,472,086 - 890,500 180,000 561,900 5,575 123,969 11,000 45 2,807,119 125 1,750 10,054,068 34%10,467,705 (413,637)-4%
Transfers In 46,519 - - 35,758 - - 1,462,483 - - 2,000,000 50,000 550,000 4,144,760 14% 2,166,830 1,977,930 91%
Other Sources - - - - - - - 8,500,000 - - - - 8,500,000 29% - 8,500,000 0%
Contributions - - - - - - - 816,500 - - - - 816,500 3% 725,000 91,500 13%
Total Other Sources 46,519 - - 35,758 - - 1,462,483 9,316,500 - 2,000,000 50,000 550,000 13,461,260 46%2,891,830 10,569,430 365%
WA Revenues - 5,839,434 - - - - - - - - - - 5,839,434 20% 5,782,921 56,513 1%
WA Others Sources - 44,823 - - - - - - - - - - 44,823 0.2% 104,844 (60,021)-57%
Westlake Academy - 5,884,257 - - - - - - - - - - 5,884,257 20%5,887,765 (3,508)0%
Total All Funds 5,518,605$ 5,884,257$ 890,500$ 215,758$ 561,900$ 5,575$ 1,586,452$ 9,327,500$ 45$ 4,807,119$ 50,125$ 551,750$ 29,399,586$ 100%$19,247,300 $10,152,286 53%
FISCAL YEAR 2012/2013
PROPOSED REVENUES AND OTHER FINANCING SOURCES
ALL SOURCES - VARIANCE REPORT
FY12 vs FY13
Page 27
ALL FUNDS OVERVIEW
FY 2012/2013
REVENUES AND OTHER FINANCING SOURCES
Comparing the FY 11/12 estimated revenues to FY 12/13 proposed revenues:
• Total Town revenues (all funding sources) are budgeted at $29,399,586
• A 53% increase of $10,152,286 from the FY 11/12 estimate
FY 11/12 FY 12/13 % of Change Change
Fund
# Fund Name Estimated Proposed Total Amount Percent
100 General Fund 6,169,127 5,518,605 19% (650,522) -11%
199 Westlake Academy 5,887,765 5,884,257 20% (3,508) 0%
200 4B Economic Development 950,500 890,500 3% (60,000) -6%
210 Economic Development 240,758 215,758 1% (25,000) -10%
220 Visitors Association 556,550 561,900 2% 5,350 1%
255 Cemetery 5,575 5,575 0% - 0%
300 Debt Service 1,642,320 1,586,452 5% (55,868) -3%
410 Capital Projects 455,800 9,327,500 32% 8,871,700 1946%
418 Lone Star 45 45 0% - 0%
500 Utility Fund 2,756,035 4,807,119 16% 2,051,084 74%
510 Utility Maintenance 50,200 50,125 0% (75) 0%
600 General Maintenance 532,625 551,750 2% 19,125 4%
TOTAL $19,247,302 $29,399,586 100% $10,152,286 53%
The primary sources for this increase is noted below;
General Fund decreased $650,522
• Contributions decreased by $325,000 (no indirect transfer from Academy during FY 12-13)
• General Sales Tax decreased $155,000 (reduction of presumed one-time payments)
• Fines and Forfeitures decreased $80,000
• Property Tax decreased $78,539 (based on certified tax rolls-see page 4 of Transmittal
letter for additional detail)
Capital Projects Fund increased $8,871,700
• Contributions increased $416,500 (primarily due to a $670K Green Belt grant from TxDot
related to landscaping of the medians on FM 1938/Davis Blvd.
• Bond Proceeds increased $8,500,000 (proposed Westlake Academy facility expansion)
Utility Fund increased $2,051,084
• Transfers increased by $2,000,0000 (interfund loan from General Fund for construction of
ground storage tank)
Page 28
ALL FUNDS OVERVIEW
• Charges for Services increased $51,084 (change in accounting practices – showing total
revenues from waste management vs only showing net revenues after payments to
vendor and state)
Largest Revenue Streams:
1. Capital Projects Fund 32%
o 91% Bond Proceeds $8,500,000
o 9% Contributions $ 816,500
2. Westlake Academy 20%
o 76% State Revenues $4,488,261
o 22% Local Revenues $1,281,934
3. General Fund 19%
o 45% General Sales Tax $2,490,000
o 21% Property Tax- $1,183,514
o 12% Franchise Fees $ 664,925
o 10% Fines & Forfeits $ 560,000
o 9% Permits & Fees $ 476,150
4. Utility Fund 16%
o 73% Water Revenue $2,059,000
o 21% Waste/Sewer/Trash $ 528,600
Page 29
28%23%4%1%3%0%6%17%18%0%1%
GF WA 4B ED VA CF DS CP UF UM GM FY 12/13 % of FY 11/12 change change
100 199 200 210 220 255 300 410 500 510 600 Proposed Total Estimated Amount Percent
Payroll Salaries 1,527,768 - - - 255,225 - - - 273,812 - - 2,056,805 8%1,997,629 59,176 3%
Payroll Related 625,139 - - - - - - - - - - 625,139 2%630,988 (5,849) -1%
Payroll & Related 2,152,907 - - - 255,225 - - - 273,812 - - 2,681,944 10%2,628,617 53,327 2%
Debt - - - - - - 1,613,323 - 220,943 - - 1,834,266 7%1,826,566 7,701 0%
ED Incentives - - - 215,758 - - - - - - - 215,758 1%240,758 (25,000) -10%
Insurance 23,678 - - - - - - - 6,098 - - 29,776 0%27,800 1,976 7%
Maintenance 115,747 - - - - 1,800 - - 141,500 - - 259,047 1%269,959 (10,912) -4%
Rent & Utilities 269,770 - - - 35,677 - - - 111,292 - - 416,739 2%399,149 17,590 4%
Services 1,564,764 - - - 213,075 3,600 2,925 - 521,828 - - 2,306,191 9%2,534,448 (228,257) -9%
Supplies 157,219 - - - 450 - - - 7,000 - - 164,669 1%164,248 421 0%
Water Purchases - - - - - - - - 1,110,600 - - 1,110,600 4%1,110,600 - 0%
Total Expenditures 2,131,177 - - 215,758 249,202 5,400 1,616,248 - 2,119,261 - - 6,337,046 24%6,573,528 (236,481) -4%
Transfers Out 2,944,319 - 920,230 - 192,711 - - - 87,500 - - 4,144,760 16%2,166,830 1,977,930 91%
Other Uses - - - - - - - - - - - - 0%- - 0%
Total Other Uses 2,944,319 - 920,230 - 192,711 - - - 87,500 - - 4,144,760 16%2,166,830 1,977,930 91%
Capital Outlay 18,700 - - - - - - - 20,000 - - 38,700 0%210,700 (172,000) -82%
Capital Projects - - - - - - - 4,467,249 2,161,871 52,450 329,220 7,010,790 27%2,502,858 4,507,933 180%
Total Capital 18,700 - - - - - - 4,467,249 2,181,871 52,450 329,220 7,049,490 27%2,713,558 4,335,933 160%
WA - Expenditures - 5,818,816 - - - - - - - - - 5,818,816 22%5,947,146 (128,330) -2%
WA - Other Uses - 57,663 57,663 0%174,271 (116,608) -67%
Westlake Academy - 5,876,479 - - - - - - - - - 5,876,479 23%6,121,417 (244,938) -4%
Total All Funds $7,247,103 $5,876,479 $920,230 $215,758 $697,138 $5,400 $1,616,248 $4,467,249 $4,662,444 $52,450 $329,220 $26,089,720 100%$20,203,949 $5,885,770 29%
PROPOSED EXPENDITURES AND OTHER OPERATING USES
ALL SOURCES - VARIANCE REPORT
FISCAL YEAR 2012/2013
FY12 vs FY13
Page 30
AALLLL FFUUNNDDSS OOVVEERRVVIIEEWW
FY 2012/2013
EXPENDITURES AND OTHER OPERATING USES
Comparing the FY 11/12 estimated expenditures to FY 12/13 proposed expenditures;
• Total Town expenditures (all funding uses) are budgeted at $26,089,720
• A 29% increase of $5,885,770 from FY11/12 estimated expenditures
FY 11/12 FY 12/13 % of Change Change
Fund # Fund Name Estimated Proposed Total Amount Percent
100 General Fund 5,266,445 7,247,103 27% 1,980,659 38%
199 Westlake Academy 6,121,417 5,876,479 22% (244,938) -4%
200 4B Economic Development 980,230 920,230 3% (60,000) -6%
210 Economic Development 240,758 215,758 1% (25,000) -10%
220 Visitors Association 670,512 697,138 3% 26,626 4%
255 Cemetery 5,900 5,400 0% (500) -8%
300 Debt Service 1,620,028 1,616,248 6% (3,780) 0%
410 Capital Projects 2,041,052 4,662,444 18% 2,426,198 119%
418 Lone Star - - 0% - 0%
500 Utility Fund 2,889,177 4,662,444 18% 1,773,267 61%
510 Utility Maintenance - 52,450 0% 52,450 100%
600 General Maintenance 368,431 329,220 1% (39,211) -11%
TOTAL $20,203,949 $26,089,720 100% $5,885,770 29%
The primary source of this increase is noted below:
Capital Projects Fund increased $2,426,198
FY 11/12 FY 12/13
Estimated Proposed
Project Description Budget Budget Variance
31 Stagecoach Hills Recon/Drain 450,000 41,680 (408,320)
99 Donation Expense 400,000 - (400,000)
32 Roanoke Road Recon/Drain North 192,443 - (192,443)
47 Hwy 377 Westport Parkway Sign 50,000 25,000 (25,000)
28 Streets Survey 20,000 30,645 10,645
42 Trail Connection at 114/Solana - 15,000 15,000
46 WA North Driveway Lighting - 40,000 40,000
41 Dove Vaquero to Terra Bella - 221,995 221,995
30 SH114/Hwy170 Enhancements - 345,460 345,460
20 FM1938 Town Improvements 808,609 1,353,469 544,860
45 Hillwood Misc Projects 85,000 1,044,000 959,000
48 Westlake Academy Expansion 35,000 1,350,000 1,315,000
$2,041,052 $4,467,249 $2,426,198
Page 31
AALLLL FFUUNNDDSS OOVVEERRVVIIEEWW
General Fund increased $1,980,659
• Transfers Out to the Utility Fund $2,000,000
o This amount is composed primarily of a $2M transfer out (inter-fund loan) to
the Utility Fund in FY 2012-13 for the construction of a ground storage tank.
Funds are to be repaid over the next five (5) years
Utility Fund increased $1,773,267
• Ground Storage Tank Capital Project $2,000,000
o This amount is composed primarily of a $2M transfer in (inter-fund loan) to the
Utility Fund in FY 2012-13 for the construction of a ground storage tank. Funds
are to be repaid over the next five (5) years
Largest expenditures types include:
1. General Fund 29%
o 30% - Payroll and Related $2,152,907
o 29% - Operating Expenses $2,131,177
o 41% - Transfers Out $2,944,824
2. Westlake Academy 22%
o 77% - Payroll and Related $4,492,764
o 13% - Services $ 749,490
o 5% - Supplies $ 286,576
o 5% - Other Operating $ 289,986
3. Utility Fund 19%
o 51% - Operating Expenses $2,393,073
o 47% - Capital Projects $2,219,796
Page 32
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Page 33
PERSONNEL AND
ORGANIZATION
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)
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
Personnel staffing levels for the Town of Westlake are presented in full-time equivalents (FTE) positions. For example, a position staffed for 40 hours per week
for 52 weeks per year (2,080 hours) equals one full-time equivalent position. An FTE position of .33 refers to a position that is funded for 686.40 hours per year.
Administrative
Clerk (.33)
Page 35
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 -
Part-Time Clerk 0.33 0.00 0.00 0.00 0.00 -
Administrative Clerk 0.00 0.33 0.33 0.33 0.3333 -
Town Secretary 1.00 1.00 1.00 1.00 1.00 -
Fire/EMS Coordinator 0.00 0.00 0.00 0.00 0.00 -
Fire Chief 1.00 1.00 1.00 1.00 1.00 -
Lt. Firefighter/Paramedics 2.00 2.00 2.00 2.00 2.00 -
Firefighter/Paramedics 7.00 6.00 6.00 6.00 6.00 -
Court Administrator 1.00 1.00 1.00 0.25 0.25 -
Supervisor 0.00 0.00 0.00 1.00 1.00 -
Deputy Clerk (1)1.00 1.00 1.00 0.00 0.00 -
Deputy Clerk (2)1.00 1.00 1.00 1.00 1.00 -
Judge 1.00 1.00 1.00 1.00 1.00 -
Marshal 1.00 1.00 1.00 1.00 1.00 -
Warrant Officer 0.00 0.00 0.00 0.00 0.00 -
Part-Time Clerk 0.25 0.50 0.50 0.50 0.50 -
Public Works Superintendent 1.00 1.00 1.00 1.00 1.00 -
Utility Technician 0.50 0.50 0.50 1.00 1.00 -
Part-Time Utility Billing Clerk 0.00 0.00 0.00 0.00 0.75 0.75
Facilities Maintenance Director 0.50 0.50 0.50 0.50 0.50 -
Building Technician 0.25 0.25 0.25 0.00 0.00 -
Part-Time Clerk 0.33 0.00 0.00 0.00 0.00 -
Administrative Clerk 0.00 0.33 0.33 0.33 0.3333 0.00
Finance Director 1.00 1.00 1.00 1.00 1.00 -
Finance Assistant 1.00 1.00 1.00 1.00 1.00 -
Finance Clerk 1.00 1.00 1.00 1.00 1.00 -
Parks & Recreation Director 0.50 0.50 0.50 0.50 0.50 -
Park Technician 0.25 0.25 0.25 0.00 0.00 -
Information Technology Director 0.00 0.00 0.00 0.50 0.25 (0.25)
Human Resources Director 1.00 1.00 1.00 0.50 0.75 0.25
Part-Time Clerk 0.33 0.00 0.00 0.00 0.00 -
Administrative Clerk 0.00 0.33 0.33 0.33 0.3333 -
Communications Director 0.00 0.00 0.00 1.00 1.00 -
Total 28.00 27.00 27.25 27.25 28.00 0.75
Position Summary FY 2012/2013
Page 36
FY 2012/2013 BUDGET SUMMARY
PERSONNEL SUMMARY
Personnel staffing levels for the Town of Westlake are presented in full-time equivalents (FTE)
positions. For example, a position staffed for 40 hours per week for 52 weeks per year (2,080
hours) equals one full-time equivalent position. For firefighter/paramedic positions, an FTE of
2,912 hours per year, or an average of 56 hours per week is used. An FTE position of .50 refers to
a position that is funded for 1,040 hours per year (2,080 x .50). The personnel count includes
vacant positions.
The total personnel staffing for the Town of Westlake in FY2013 is budgeted at 28 FTE positions.
This represents an increase of .75 FTE from the FY2012 total of 27.25.
Public Works department added .75 positions for the addition of a utility billing clerk.
Information Technology changed departmental allocations of .25 FTE resulting in a
decrease to this department and an increase to the Human Resources department.
FY 11/12 FY 12/13 change change
Dept # Department Name Estimated Proposed Amount Percent
11 Town Manager 2.50 2.50 - 9%
12 Planning & Development 1.33 1.33 - 5%
13 Town Secretary 1.00 1.00 - 4%
14 Emergency Services 9.00 9.00 - 32%
15 Municipal Court 4.75 4.75 - 17%
16 Public Works 2.00 2.75 0.75 10%
17 Facilities Maintenance 0.83 0.83 - 3%
18 Finance Dept 3.00 3.00 - 11%
19 Park & Recreation 0.50 0.50 - 2%
20 Information Technology 0.50 0.25 (0.25) 1%
21 Human Resources 0.83 1.08 0.25 4%
22 Communications 1.00 1.00 - 4%
Total Employees 27.25 28.00 0.75 100%
2.50
1.33
1.00
9.00
4.75
2.75
0.83
3.00
0.50
0.25
1.08
1.00
Town Manager
Planning & Development
Town Secretary
Emergency Services
Municipal Court
Public Works
Facilities Maintenance
Finance Dept
Park & Recreation
Information Technology
Human Resources
Communications
Page 37
Employee Allocations by Fund
Department Name General
Fund
Utility
Fund
Visitor
Fund TOTAL
Town Manager 1.98 0.26 0.26 2.50
Planning & Development 1.33 - - 1.33
Town Secretary 1.00 - - 1.00
Emergency Services 9.00 - - 9.00
Municipal Court 4.75 - - 4.75
Public Works 0.75 2.00 - 2.75
Facilities Maintenance 0.42 - 0.42 0.83
Finance Dept 1.25 1.00 0.75 3.00
Park & Recreation 0.25 - 0.25 0.50
Information Technology 0.25 - - 0.25
Human Resources 1.03 0.03 0.03 1.08
Communications - - 1.00 1.00
Total Employees 22.00 3.29 2.71 28.00
As of 2011, there were 992 residents in the Town of Westlake. For FY2013 this equals a ratio of
35.43 residents per each full-time equivalent employee. This is a decrease of .98 based on the
FY2012 FTE postions of 27.25.
Employees by Classsification
Department Name Full
Time
Part
Time TOTAL
Town Manager 1.75 0.75 2.50
Planning & Development 1.33 - 1.33
Town Secretary 1.00 - 1.00
Emergency Services 9.00 - 9.00
Municipal Court 4.75 - 4.75
Public Works 2.00 0.75 2.75
Facilities Maintenance 0.83 - 0.83
Finance Dept 3.00 - 3.00
Park & Recreation 0.50 - 0.50
Information Technology 0.25 - 0.25
Human Resources 1.08 - 1.08
Communications 1.00 - 1.00
Total Employees 26.50 1.50 28.00
General
Fund,
22.00,
79%
Utility
Fund,
3.29 ,
12%
Visitor
Fund,
2.71 ,
9%
Full Time,
26.50 ,
95%
Part
Time,
1.50 , 5%
Page 38
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Page 39
GENERAL
FUND
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 799,043 1,737,500 1,970,000 1,965,000 0%(5,000) 2
3 General Sales Tax One-time 377,976 - 350,000 200,000 -43%(150,000) 3
4 General Sales Tax WA Indirect 325,000 325,000 325,000 325,000 0%- 4
5 Property Tax 1,226,689 1,156,842 1,262,053 1,183,514 -6%(78,539) 5
6 Hotel Tax - - - - 0%- 6
7 Contributions 175,000 304,100 325,000 - -100%(325,000) 7
8 Charge for Services - - - - 0%- 8
9 Beverage Tax 19,721 17,750 32,750 32,750 0%- 9
10 Franchise Fees 586,836 582,550 664,925 664,925 0%- 10
11 Permits & Fees 520,645 480,890 476,150 476,150 0%- 11
12 Fines & Forfeitures 605,705 536,611 640,000 560,000 -13%(80,000) 12
13 Investment Earnings 10,408 15,035 13,470 13,470 0%- 13
14 Misc Income 96,079 52,700 63,929 51,277 -20%(12,652) 14
15 Total Revenues 4,743,102 5,208,978 6,123,277 5,472,086 -11%(651,191) 15
16 Transfers In 1,508,045 38,350 45,850 46,519 1%669 16
17 Other Sources 57,000 - - - 0%- 17
18 Total Other Sources 1,565,045 38,350 45,850 46,519 1%669 18
19 TOTAL REVENUES & OTHER SOURCES 6,308,147 5,247,328 6,169,127 5,518,605 -11%(650,522) 19
20 EXPENDITURES & OTHER USES 20
21 Payroll Salaries 1,151,485 1,161,731 1,165,596 1,202,768 3%37,172 21
22 Payroll Salaries - WA Indirect 325,000 325,000 325,000 325,000 0%- 22
23 Payroll Related & Benefits 565,657 633,278 630,988 625,139 -1%(5,849) 23
24 Supplies 139,482 150,991 155,918 157,219 1%1,301 24
25 Services 1,303,505 1,451,470 1,487,120 1,564,764 5%77,644 25
26 Insurance 24,977 24,822 22,966 23,678 3%712 26
27 Repair & Maintenance 129,639 113,479 112,109 115,747 3%3,638 27
28 Rent & Utilities 289,312 251,860 269,695 269,770 0%75 28
29 Interfund Advance - - - - 0%- 29
30 Debt - - - - 0%- 30
31 Capital Outlay 94,285 190,000 188,700 18,700 -90%(170,000) 31
32 Capital Projects - - - - 0%- 32
33 Total Expenditures 4,023,344 4,302,630 4,358,091 4,302,784 -1%(55,307) 33
34 Transfers Out - Operating 37,633 636,936 378,354 394,319 4%15,966 34
35 Transfers Out - Non Operating 2,654,641 530,000 530,000 2,550,000 381%2,020,000 35
36 Total Other Uses 2,692,274 1,166,936 908,354 2,944,319 224%2,035,966 36
37 TOTAL EXPENDITURES & OTHER USES 6,715,618 5,469,566 5,266,445 7,247,103 38%1,980,659 37
38 EXCESS REVENUES OVER(UNDER) EXPENDITURES (407,471) (222,238) 902,682 (1,728,499) -291%(2,631,181) 38
39 FUND BALANCE, BEGINNING 3,731,332 3,323,861 3,323,861 4,226,543 27%902,682 39
40 FUND BALANCE, ENDING 3,323,861 3,101,622 4,226,543 2,498,044 -41%(1,728,499) 40
41 Restricted/Assigned/Committed Funds 406,464 197,800 254,295 248,025 -2%(6,270) 41
42 UNASSIGNED FUND BALANCE, ENDING 2,917,397 2,903,822 3,972,248 2,250,019 -43%(1,722,229) 42
43 # Days Operating 262 215 308 182 -41%(126) 43
44 Restricted/Assigned/Committed Funds 44
45 C Court Tech - $12.5K 100 10112 00 000 78,079 66,000 92,508 84,633 -9%(7,875) 45
46 C Court Sec - $4K 100 10113 00 000 103,549 89,000 106,247 107,560 1%1,312 46
47 C Court Efficiency 100 10116 00 000 5,148 2,800 5,852 6,144 5%293 47
48 R Reforestation - $170K 100 10110 00 101 190,540 16,000 20,540 20,540 0%- 48
49 R Street Escrow (TB/RA)100 10110 00 102 29,147 24,000 29,147 29,147 0%- 49
50 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 406,464 197,800 254,295 248,025 0%50
vs
Page 41
FFUUNNDD OOVVEERRVVIIEEWW
GGEENNEERRAALL FFUUNNDD
Revenues and Transfers In
Total General Fund revenues and transfers in for FY 2012-13 are projected to be $5,518,605
An 11% decrease of $650,522 from the FY 2011-12 estimated revenues and transfers in of
$6,169,127
o General Sales Tax decreased $155,000
o Property Tax decreased 78,539
o Contributions decreased $325,000 – Academy indirect payroll costs
o Municipal Court fines and forfeitures decreased $80,000
o Misc Income decreased $12,652 – Facility Rental income
FY 11/12 FY 12/13 FY 12/13 change change
Revenue Type Estimated Proposed % of ttl amount percent
General Sales Tax 2,645,000 2,490,000 45% (155,000) -6%
Property Tax 1,262,053 1,183,514 21% (78,539) -6%
Contributions 325,000 - 0% (325,000) -100%
Beverage Tax 32,750 32,750 1% - 0%
Franchise Fees 664,925 664,925 12% - 0%
Permits and Fees 476,150 476,150 9% - 0%
Fines & Forfeitures 640,000 560,000 10% (80,000) -13%
Interest 13,470 13,470 0% - 0%
Misc Income 63,929 51,277 1% (12,652) -20%
Transfer In 45,850 46,519 1% 669 1%
TOTAL $6,169,127 $5,518,605 100% -$650,522 -11%
FY 12/13
Proposed
Revenues
General Sales
Tax 45%
Property Tax
21% Franchise
Fees 12%
Permits and
Fees 9%
Fines &
Forfeitures
10%
Page 42
FFUUNNDD OOVVEERRVVIIEEWW
General Sales Tax
Sales tax receipts comprise 45% of FY 2012-13 General Fund revenues.
Sales taxes for the General Fund are budgeted to decrease by $155,000.
On-going sales tax is anticipated to decrease by $5,000 based on current year trend and
analysis.
Presumed one-time amounts are projected to decrease by $150,000 (as an effort to be
conservative with this type of projection).
Sales taxes are collected on the sale of goods and services within the Town as authorized by
the State of Texas.
The maximum sales tax allowed in the State of Texas is 8.25% per dollar on all taxable goods
and services. Funds are collected by the Texas Comptroller of Public Accounts and remitted
to the Town on a monthly basis.
An amount equal to 1.50% of the taxable sales (75% of local collections) is appropriated to
the Town’s General Fund.
The Town also receives an additional .50% sales tax that is recorded in the 4B Economic
Development Corporation Fund.
Property Tax
Property tax receipts comprise 21% of FY 2012-13 General Fund revenues.
FY 2010-11 was the first year the Town of Westlake imposed an ad valorem property tax.
The total tax rate of $.15684 will remain unchanged for FY 2012-13
Fiscal
Year
Net Taxable
Value
General
Fund Rate
Debt Fund
Rate
Total Tax
Rate
2013 proposed $833,636,407 $0.14197 $0.01487 $0.15684
2012 actual $913,119,313 $0.13835 $0.01849 $0.15684
2011 actual $880,163,946 $0.15620 $0.00390 $0.16010
$0.00
$0.25
$0.50
$0.75
$1.00
$1.25
$1.50
$1.75
$2.00
$2.25
$2.50
$2.75
$3.00
$3.25
$3.50
$3.75
$4.00
$4.25
$4.50
$4.75
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12
estimated
FY 12/13
projected
$1.49
$1.95
$2.40 $2.60 $2.59
$2.27 $2.55
$3.76
$3.20 $3.13
$0.40
$0.91
$0.40
$0.42
$0.75
$0.21 $0.18
$0.25
$0.30
$0.89 $0.77
$0.79
$0.35
$0.20
M
i
l
l
i
o
n
s
Base Sales Tax Economic Development Agreement Audit Payment Presumed One-Time Payment
10 Year General Sales Tax Analysis
Page 43
FFUUNNDD OOVVEERRVVIIEEWW
Contributions
Contributions from Westlake Academy for payment of indirect payroll costs of $325,000 were
not budgeted for FY 2012-13.
Beverage Tax
The Town collects a 14% gross receipt tax on mixed beverages.
Of this percentage, 10.7% of gross liquor receipts are remitted to the Town, and the
remaining 3.3% is retained by the State of Texas.
No increase of alcoholic beverage tax revenue is anticipated.
Franchise Taxes
Franchise taxes represent revenues collected from utilities operating within the Town that use
the Town rights-of-way to conduct their business.
A flat rate is charged to both telephone operators (adjusted annually) and Tri-County
Electric based on the number of access lines and services rendered, respectively.
These fees are anticipated to remain substantially flat for FY 2012-13.
Permits and Fees
License and permit revenues include fees charged by the Town for certain types of operator
licenses, as well as permits for construction and other items regulated by Town ordinances.
Projected revenues for FY 2012/2013 are $476,150 are based on 10 new home permits
No major permits/fees are anticipated for FY 2012-13.
$0
$100
$200
$300
$400
$500
$600
$700
$800
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12
estimated
FY 12/13
projected
$337 $352
$457
$560
$649 $624 $603 $587
$665 $665
Th
o
u
s
a
n
d
s
10 Year Franchise Fee Revenue Analysis
$0.00
$0.25
$0.50
$0.75
$1.00
$1.25
$1.50
$1.75
$2.00
$2.25
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12
estimated
FY 12/13
projected
$0.802 $0.740 $0.748
$0.900
$1.108
$0.861
$1.747
$0.531 $0.476 $0.476 Mi
l
l
i
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s
10 Year Permit and Fee Revenue Analysis
Page 44
FFUUNNDD OOVVEERRVVIIEEWW
Court Revenue
The revenue generated from the Municipal Court is based on citations and warrants issued.
The Keller Police Department will continue to perform its contractual patrol of Westlake roads
in FY 2012-13.
Transfers In
Transfers In represents those funds transferred from one fund to another. These transfers may
be utilized as a means to fund projects or debt service from multiple sources. Transfers In
may also be used to transfer funds collected by one fund and should be properly recorded
in a different fund.
Transfer in from the Visitor Association Fund $ 9,019
o Funds represent operating expenditures for Department 22 - Communications &
Community Affairs
Transfer in from the Utility fund $37,500
o This is for collection of Fort Worth Impact Fees, which are collected with initial water
deposits and tap fees on new water meters.
o These funds are collected by the Utility Fund and transferred to the General Fund as
a result of an agreement with the City of Fort Worth.
o When the transferred total reaches $2,000,000 (remaining balance is $1.4M) these
funds will be paid to the City of Fort Worth in compliance with the wholesale water
customer agreement.
$0
$200
$400
$600
$800
$1,000
$1,200
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12
estimated
FY 12/13
projected
$681
$1,009
$750
$650
$553 $522
$646 $605 $640 $560
Th
o
u
s
a
n
d
s
10 Year Municipal Court Revenue Analysis
$0
$25
$50
$75
$100
$125
$150
$175
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12
estimated
FY 12/13
projected
$47
$72
$35 $44
$23
$68
$20
$145
$38 $38
Th
o
u
s
a
n
d
s
Transfer in from Utility Fund for Impact Fees Revenue
Page 45
FFUUNNDD OOVVEERRVVIIEEWW
Expenditures and Transfers Out
Total General Fund expenditures and transfers out for FY 2012-13 are projected to be
$7,247,103
o A 38% increase of $1,980,659 from the FY 2011-12 estimated expenditures and
transfers out of $5,266,445.
o This amount is composed primarily of a $2M transfer out (inter-fund loan) to the Utility
Fund in FY 2012-13 for the construction of a ground storage tank. Funds are to be
repaid over the next five (5) years
FY 11/12 FY 12/13 % of change change
Expense Type Estimated Proposed total amount percent
Payroll & Related 2,121,584 2,152,907 30% 31,323 1%
Operating Expenses 2,047,807 2,131,177 29% 83,370 4%
Capital Outlay/Projects 188,700 18,700 0% (170,000) -90%
Transfers Out 908,354 2,944,319 41% 2,036,471 224%
TOTAL $ 5,266,445 $ 7,247,103 100% $ 1,980,659 38%
As in recent years, Town staff continues to operate conservatively by controlling costs while
maintaining the highest possible levels of service.
o These goals are only possible through continued strategic planning and the
innovative use of available resources.
o Our overall budget philosophy focuses on meeting stated goals and objectives and
maintaining a 90 day fund balance.
Payroll/Salaries and Related Taxes/Insurance
Comprise 30% of expenditures with a total of $2,152,907
This is a 1% increase of $31,323 from the FY 2011-12 estimated payroll expenditures $2,121,584
o This increase includes a $100,000 market pay increase (inclusive of taxes and
insurance) for work force attraction and retention and is the first year of a 2 year
program. A portion of this increased expenditure is subsidized by transfers in from the
Utility Fund ($10K) and the Visitors Association Fund ($10K).
o Another portion of this increase ($18,096) is for the addition of a part time utility billing
clerk that will be subsidized 100% by a transfer in from the Utility Fund and offset by a
reduction of overtime in the Finance Department
o Performance pay budgeted in FY11/12 of approximately $46K was not budgeted in
FY 2012-13.
o Payroll taxes and insurance will decrease by $18,648 for FY 2012-13 due in large part
to a reduction in medical insurance costs.
All payroll and related expenditures for the Town are paid via the General Fund. Portions of
these expenditures are subsidized by the Utility Fund and the Visitors Association Fund.
o Operating transfers in from the Utility Fund are $273,812
o Operating transfers in from the Visitors Association Fund are $255,225
Operating Expenditures
Comprise 29% of expenditures with a total of $2,131,177
The is an increase of $83,370 from the FY 2011-12 estimated expenditures of $2,047,807
o The biggest portion of this increase ($77,644) is related to service expenditures.
Records Management Laser Fische $27,800
Keller Police Contract $18,474
FM1938 ROW Landscaping $10,000
Training/Seminars/Meetings $12,835
Page 46
FFUUNNDD OOVVEERRVVIIEEWW
Capital Outlay
Comprises .3% of expenditures with a total of $18,700
This is a decrease of $170,000 due to the purchase of an Attack Fire Truck for the Fire
department in the prior year.
Transfers Out
Comprise 41% of expenditures with a total of $2,944,824 and includes these transfers
o Increase - Transfer out to Utility Fund $2M – for ground storage tank project
o Increase - Transfer out to Debt Service Fund $50,966
o Increase - Transfer out to General Maintenance Fund $20,000
o Decrease – Transfer out to Capital Projects Fund ($35,000)
Fund Balance
FY 11/12 FY 11/12 Change Change
Adopted vs Estimated Adopted Estimated Percent Amount
Receipts 5,208,978 6,123,277 18% 914,299
Transfers In 38,350 45,850 20% 7,500
Deductions 4,302,630 4,358,091 1% 55,461
Transfers Out 1,166,936 908,354 -22% (258,583)
Net $ (222,238) $ 902,682 -323% $ 718,677
Beginning Fund Balance 3,323,861 3,323,861 0% -
Ending Fund Balance 3,101,622 4,226,543 36% 1,124,921
Designated funds 197,800 254,295 29% 56,495
Undesignated Fund Balance $ 2,903,822 $ 3,972,248 37% $ 1,068,426
Operating Days 215 308 43% 93
The audited beginning fund balance as of October 1, 2011 was $3,323,861
FY 2011-12 Adopted Budget
o Projected an excess of expenditures and other financing uses over revenues and
other financing sources by $(222,238) due primarily to a transfer out to the General
Maintenance and Replacement Fund of $530,000. This would have resulted in a
budgeted fund balance of $2,903,822.
FY 2011-12 Estimated Budget
o Projects an excess of revenues and other financing sources over expenditures and
other financing uses by $902,682.
o This represents an increase in fund balance of $718,677 from the adopted budget
and is due primarily to the following:
General Sales tax increased $582,500 (Primarily due to additional presumed
one-time payments, audits and more than anticipated revenues related to
our economic development agreement with Deloitte)
Property Tax increased $105,211 (Adopted budget was based on preliminary
certified numbers. The values were updated subsequent to approval of the
budget)
Beverage Tax Increased $15,000 (Additional beverage taxes due to the
opening of Deloitte University)
Page 47
FFUUNNDD OOVVEERRVVIIEEWW
Contributions increased $20,900
Franchise fees increased $82,375 (Supplemental payment of $18K received in
current year as well as a first time large payment receipt when typically a
minimal amount)
Citation revenue increased $104,389
Miscellaneous Income increased $11,229 (Rental income for Redeemer
Church increased due to additional space they leased during the current
year)
Services expenses increased $35,650
Rent & Utility expenses increased $17,835
Transfers Out decreased $258,583 (Due to additional sales tax receipts being
paid from 4B Economic Development Fund; therefore, reducing funds
needed from General Fund for debt service)
o The ending fund balance as of September 30, 2012 is estimated at $4,226,543
o The undesignated balance of $3,972,248 represents coverage for 308 operating
days.
FY 2012-13 Proposed Budget
o Projects an excess of expenditures and other financing uses over revenues and other
financing sources of $(1,728,499)
due primarily to a transfer out to the Utility Fund of $2M for the ground storage
tank project.
o Results in a budgeted ending fund balance of $2,498,044
o The unassigned balance of $2,250,019 represents coverage for 182 operating days
FY 11/12 FY 12/13 Change Change
Estimated vs Proposed Estimated Proposed Percent Amount
Receipts 6,123,277 5,472,086 -11% (651,191)
Transfers In 45,850 46,519 1% 669
Deductions 4,358,091 4,302,784 -1% (55,307)
Transfers Out 908,354 2,944,319 224% 2,035,966
Net 902,682 (1,728,499) 147% 1,330,136
Beginning Fund Balance 3,323,861 4,226,543 27% 902,682
Ending Fund Balance 4,226,543 2,498,044 -41% (1,729,004)
Designated funds 254,295 248,025 -2% (6,270)
Undesignated Fund Balance $ 3,972,248 $ 2,250,019 -43% $ (1,722,229)
Operating Days 308 182
Page 48
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Page 49
4B ECONOMIC
DEVELOPMENT FUND
The 4B Economic Development Fund collects a ½ cent sales tax to be allocated
to qualified development projects. The 4B Fund has been committed to the
repayment of the debt incurred for the Town’s Civic Campus project.
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
vs
Page 51
FFUUNNDD OOVVEERRVVIIEEWW
4B ECONOMIC DEVELOPMENT FUND
The 4B Economic Development Fund collects a ½ cent sales tax to be allocated to qualified
development projects. The 4B Fund has been committed to the repayment of the debt incurred
for the Town’s Civic Campus project.
Revenues
FY 12/13 revenues are projected to be $890,500
A 6% decrease of $60,000 from the FY 11/12 estimated budget of $950,500
Expenditures and Other Uses
Transfers out to the Debt Service Fund for FY 12/13 are projected at $920,230
This represents the total of the anticipated revenues as well as an inter-fund repayment
from the Utility Fund in the amount of $29,731.
Page 52
$119,622 $293,842 $119,688 $533,152
Pymt #
Due
Date
Beginnig
Balance
GW Farms
Waterline
Knox Road
Connection
Knox Road
Connection TOTAL
Ending
Balance
0 Nov-03 533,152$ -$ 87,189$ -$ 87,189$ 445,962$
1 Aug-05 445,962 7,975 13,777 7,979 29,731 416,232
2 Aug-06 416,232 7,975 13,777 7,979 29,731 386,501
3 Aug-07 386,501 7,975 13,777 7,979 29,731 356,770
4 Aug-08 356,770 7,975 13,777 7,979 29,731 327,039
5 Aug-09 327,039 7,975 13,777 7,979 29,731 297,308
6 Aug-10 297,308 7,975 13,777 7,979 29,731 267,577
7 Aug-11 267,577 7,975 13,777 7,979 29,731 237,846
8 Aug-12 237,846 7,975 13,777 7,979 29,731 208,116
9 Aug-13 208,116 7,975 13,777 7,979 29,731 178,385
10 Aug-14 178,385 7,975 13,777 7,979 29,731 148,654
11 Aug-15 148,654 7,975 13,777 7,979 29,731 118,923
12 Aug-16 118,923 7,975 13,777 7,979 29,731 89,192
13 Aug-17 89,192 7,975 13,777 7,979 29,731 59,461
14 Aug-18 59,461 7,975 13,777 7,979 29,731 29,731
15 Aug-19 29,731 7,975 13,777 7,979 29,731 (0)
$ 119,622 $ 293,842 $ 119,688 $ 533,152
4B Economic Development Fund
Interfund Repayment Schedule
Due from Utility Fund
TOTAL
Page 53
ECONOMIC
DEVELOPMENT FUND
The Economic Development Fund was set up to maintain all receipts and
disbursement of funds pertaining to agreements between the Town and various
corporations for economic development.
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
vs
Page 55
FFUUNNDD OOVVEERRVVIIEEWW
EECCOONNOOMMIICC DDEEVVEELLOOPPMMEENNTT FFUUNNDD
The Economic Development Fund was set up to maintain all receipts and disbursement of funds
pertaining to agreements between the Town and various corporations for economic development.
There was confusion regarding the additional revenues being recorded in the General Fund and
offset by expenditures. These balances offset to zero but skewed the analysis of each. The Town is
hoping this fund will bring more transparency to the public regarding these receipts and payments.
Fidelity (Phase I) – A schedule has been set up to repay $35,758 regarding this agreement
thru FY 15/16.
Deloitte’s agreement includes a 50% reimbursement of sales tax receipts.
Revenues and Transfers In
Total revenues for FY 12/13 are $215,758
$180,000 sales tax from Deloitte
$35,758 transfer in from General Fund for the payment to Fidelity (Phase I)
Expenditures
Total expenditures for FY 12/13 are $215,758
Page 56
Pymt FY End Beginning 100.46520.11 100.46522.11 Total Ending
#Date Balance Principal Interest Pymt Due Balance
1 Sep-02 536,374$ -$ -$ -$ 536,374$
2 Sep-03 536,374 21,461 85,814 107,275 429,099
**3 Sep-04 429,099 - - - 429,099
4 Sep-05 429,099 17,477 18,281 35,758 393,341
5 Sep-06 393,341 16,426 19,333 35,758 357,582
6 Sep-07 357,582 15,314 20,444 35,758 321,824
7 Sep-08 321,824 14,138 21,620 35,758 286,066
8 Sep-09 286,066 12,895 22,863 35,758 250,308
9 Sep-10 250,308 11,581 24,178 35,758 214,549
10 Sep-11 214,549 10,190 25,568 35,758 178,791
11 Sep-12 178,791 8,720 27,038 35,758 143,033
12 Sep-13 143,033 7,166 28,593 35,758 107,275
13 Sep-14 107,275 5,522 30,237 35,758 71,516
14 Sep-15 71,516 3,783 31,975 35,758 35,758
15 Sep-16 35,758 1,944 33,814 35,758 0
$ 146,616.20 $ 389,757.40 $ 536,373.60 $ -
**FY 02/03 Payment of $107,274.72 included FY 01/02, FY 02/03, and FY 03/04 ($35,758.24 x 3)
See Transfers Out in Economic Development Fund
ECONOMIC DEVELOPMENT FUND
Fidelity (Phase I)
TOTAL
Tax Reimbursement Schedule
Page 57
LONE STAR PUBLIC
FACILITIES FUND
This fund was set up initially with donations from several involved corporations that were
going to benefit from tax-exempt bonds. The Lone Star Public Facilities Corporation
was founded in 1996 and was designed “to provide for the acquisition, construction,
rehabilitation, repair, equipping, furnishing and placement in service of public facilities
in an orderly, planned manner and at the lowest possible borrowing costs.”
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
vs
Page 59
FFUUNNDD OOVVEERRVVIIEEWW
LLOONNEE SSTTAARR PPUUBBLLIICC FFAACCIILLIITTIIEESS FFUUNNDD
This fund was set up initially with donations from several involved corporations that were going to
benefit from tax-exempt bonds. The Lone Star Public Facilities Corporation was founded in 1996 and
was designed “to provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing
and placement in service of public facilities in an orderly, planned manner and at the lowest
possible borrowing costs.”
The ideas was to “acquire, through the issuance of installment sale obligations, office buildings,
located within the State of Texas but outside the boundaries of Westlake, whose tenants will be
limited to those entities which are qualifying tenants under applicable federal income tax law so the
interest payable with respect to the installment sale obligations will be exempt from federal income
taxation.”
No bonds were ever issued.
The fund is earning interest annually.
Revenues
Total revenues for FY 12/13 are $45 in interest earnings.
Expenditures
There have been no expenditures from this fund since inception
Page 60
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Page 61
VISITORS ASSOCIATION
FUND
The Visitors Association Fund was established in late FY 1999/2000 and collects a 7%
hotel occupancy tax from the Marriott Solana and any future Westlake hotels.
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 18,650 18,650 0%- 12
13 Total Revenues 547,904 557,175 556,550 561,900 1%5,350 13
14 Transfers In - - - - 0%- 14
15 Total Other Sources - - - - 0%- 15
16 TOTAL REVENUES & OTHER SOURCES 547,904 557,175 556,550 561,900 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 - 255,339 255,225 0%(114) 21
22 Supplies - 850 450 450 0%- 22
23 Services 170,978 186,075 188,300 213,075 13%24,775 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 356,368 221,102 479,766 504,427 5%24,661 32
33 Transfers Out 181,197 445,434 190,746 192,711 1%1,965 33
34 Total Other Uses 181,197 445,434 190,746 192,711 1%1,965 34
35 TOTAL EXPENDITURES & OTHER USES 537,564 666,536 670,512 697,138 4%26,626 35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES 10,340 (109,361) (113,962) (135,238) 19%(21,276) 36
37 FUND BALANCE, BEGINNING 1,100,941 1,111,281 1,111,281 997,319 -10%(113,962) 37
38 FUND BALANCE, ENDING 1,111,281 1,001,920 997,319 862,081 -14%(135,238) 38
39 Restricted/Assigned/Committed Funds 180,935 182,416 182,396 183,692 1%1,296 39
40 UNASSIGNED FUND BALANCE, ENDING 930,346 819,504 814,922 678,389 -17%(136,534) 40
41 # Days Operating 632 449 444 355 -20%(88) 41
42 Restricted/Assigned/Committed Funds 42
43 Debt Service 180,935 182,416 182,396 183,692 1%1,296 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
vs
Page 63
FFUUNNDD OOVVEERRVVIIEEWW
VVIISSIITTOORRSS AASSSSOOCCIIAATTIIOONN FFUUNNDD
The Visitors Association Fund was established in late FY 1999/2000 and collects a 7% hotel occupancy
tax from the Marriott Solana and any future Westlake hotels.
FY 2004/2005 saw the launch of a new program in partnership with the Marriott to operate a shuttle
service which delivers and returns Marriott visitors to DFW Airport.
Hotel Occupancy Taxes are allocated to this fund and obtained through the assessment of a 7%
hotel occupancy tax. Authority granted by the State of Texas allows cities to levy a tax not to
exceed 7% of the rental rate for a hotel/motel room. Funds generated by the occupancy tax may
be used in a manner that directly enhances and promotes tourism and the convention and hotel
industry.
Revenues
Total revenues for FY 12/13 are $561,900
This is a 1% increase of $5,350 compared to the FY 11/12 estimated revenues.
Expenditures and Transfers Out
Total expenditures for FY 12/13 are $697,138
This represents a 4% increase of $26,626 from the FY 11/12 estimated expenditures.
A large portion of this increase ($14,000) is for an electronic records storage and
management system (laserfische) intended to reduce the record storage footprint/space,
improve records retrieval and management for all departments. This system is HIPPA and
DOD certified and has been approved by the Texas State Library and Archives which
establishes the record retention requirements. We currently use the Laserfiche software for
the Town Council and Board of Trustees minutes.
Advertising costs increased $5,918 to place additional ads for better exposure and
awareness in the Westlake community.
Transfers Out increased $1,965 of which $1,296 is for transfers out to the Debt Service fund for
the 2008 bond payment on the Arts and Sciences center construction.
Fund Balance
Fund balance is expected to decrease by $135,238
Page 64
Visitors Association Fund
Activity Budget Percent
Municipal Administration
1 Support Services - Administrative 9,871 1.39%
2 Support Services - Facilities Maintenance 100 0.01%
3 Support Services - Human Resources 5,963 0.84%
4 Contract Management 77,917 10.98%
5 Affiliate Board Liaison & Support 100 0.01%
$ 93,951 13.24%
Citizen Communication & Engagement
1 Communication 117,450 16.55%
2 Neighborhood Gatherings & Outreach 80 0.01%
3 Community Activities 9,475 1.34%
4 Direction Finders and Other Surveys 6,170 0.87%
$ 133,175 18.77%
Accounting Services - Municipal
1 Accounts Payable 2,288 0.32%
2 Accounts Receivable 2,288 0.32%
3 Payroll 2,288 0.32%
4 Financial Reporting 9,038 1.27%
5 Cash & Investment Management 2,288 0.32%
6 Budget Program 450,224 63.45%
$ 468,412 66.02%
Municipal Governance
1 Policy Development, Council Meetings & Workshops - 0.00%
$ - 0.00%
Academic Governance
1 Policy Development, Council Meetings & Workshops - 0.00%
$ - 0.00%
Comprehensive Planning & Economic Development
1 Development Recruiting & Assistance - 0.00%
2 Development Oversight & Regulation - 0.00%
$ - 0.00%
Municipal Administration
1 Contract Management 14,000 1.97%
2 Agenda Preparation & Calendar Maintenance - 0.00%
3 Strategic Plan Development & Implementation - 0.00%
4 Professional Development - 0.00%
5 Direction of Leadership Team - 0.00%
$ 14,000 1.97%
Academic Administration
1 Departmental Coordination & Employee Management - 0.00%
2 Agenda Preparation & Calendar Maintenance - 0.00%
3 Strategic Plan Development & Implementation - 0.00%
4 Organizational Development - 0.00%
5 Parent & Student Communication - 0.00%
6 Affiliate Board Liaison & Support - 0.00%
$ - 0.00%
709,538$ 100.00%
PROGRAM BUDGET
Ginger Awtry
817.490.5719
Program
Department Director
Department Phone
Page 65
DEBT SERVICE FUND
The Debt Service Fund was created to clearly illustrate the Town’s debt service
picture. The Town’s obligations are consolidated into one fund with payments
being transferred from 4B Economic Development Fund, Property Tax
Reduction Fund (in prior years), General Fund (in subsequent years) and the
Visitors Association Fund. Future CO’s and General Obligation debt issuances
would also be paid from this fund.
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 30,558 154,608 172,098 123,969 -28%(48,129) 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 30,586 154,708 172,098 123,969 -28%(48,129) 13
14 Transfers In 1,505,539 1,501,324 1,470,222 1,462,483 -1%(7,739) 14
15 Total Other Sources 1,505,539 1,501,324 1,470,222 1,462,483 -1%(7,739) 15
16 TOTAL REVENUES & OTHER SOURCES 1,536,125 1,656,032 1,642,320 1,586,452 -3%(55,868) 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 1,130 2,925 159%1,795 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 1,618,898 1,613,323 0%(5,575) 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 1,620,028 1,616,248 0%(3,780) 32
33 Transfers Out - - - - 0%- 33
34 Total Other Uses - - - - 0%- 34
35 TOTAL EXPENDITURES & OTHER USES 1,528,620 1,656,032 1,620,028 1,616,248 0%(3,780) 35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES 7,504 - 22,292 (29,796) -234%(52,088) 36
37 FUND BALANCE, BEGINNING 0 7,504 7,504 29,796 297%22,292 37
38 FUND BALANCE, ENDING 7,504 7,504 29,796 (0) -100%(29,796) 38
39 Restricted/Assigned/Committed Funds 7,504 7,504 29,796 (0)0%(29,796) 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
vs
Page 67
FUND OVERVIEW
DEBT SERVICE FUND
The Debt Service Fund was created to clearly illustrate the Town’s debt service picture. The
Town’s obligations are consolidated into one fund with payments being transferred from 4B
Economic Development Fund, Property Tax Reduction Fund (in prior years), General Fund (in
subsequent years) and the Visitors Association Fund. Future CO’s and General Obligation debt
issuances would also be paid from this fund.
The Debt Service Fund is used for the payment of general long-term debt principal, interest and
related costs of Town issued debt. The Town of Westlake implemented an ad valorem property
tax for the first time during FY 2010-11. There is no direct limit on debt for the Town. The
Constitution of the State of Texas provides that the ad valorem tax levied by the Issuer for
general purposes and for the purpose of paying debt service requirements of the Issuer’s
general obligation debt shall not exceed $1.50 for each $100 of assessed valuation of taxable
property.
Shown below is the Town’s debt position as of the beginning of FY 2012-13 for outstanding
General Obligation Bonds and Certificates of Obligation;
Principal $ 21,057,000
Interest 11,137,538
Total $ 32,194,538
Debt service payments are made for the following:
Issues made for the construction of the Westlake Academy facilities:
$12,400,000 Series 2002 Certificates of Obligation
$ 6,410,000 Series 2003 Certificates of Obligation
$ 7,465,000 Series 2007 General Obligation Refunding Bonds (partial refund of $12.4 CO issue)
$ 2,500,000 Series 2008 General Obligation Bonds
$ 7,375,000 Series 2011 General Obligation Refunding Bonds (partial refund of $12.4 CO and $6.4M issue)
Additional issue for various street projects:
$ 2,095,000 Series 2011 Certificates of Obligation
If adopted - payments will also be made on (a) Series 2012 Certificates of Obligation in the
amount of $8.5M for the construction of additional facilities at the Westlake Academy campus;
(2) Series 2013 General Obligation Refunding amount of $4.6 of Series 2003 and 2008. If
refunded, the Town will see approximately $650K savings. These estimated payments are
detailed in the following schedules.
Revenues and Transfers In
• Current debt service on the Westlake Civic Campus is paid by
o Transfers in from Visitors Association Fund
o Transfers in from 4B Economic Development Fund
o Transfers in from General Fund
• Debt service on various street projects is paid by
o Ad Valorem Property Taxes
Page 68
FUND OVERVIEW
Expenditures
• FY12/13 expenditures are $1,616,753
• This is a $3,275 decrease compared to FY11/12 estimated expenditures of $1,620,027. This
is in conjunction with the 2011 issue of $7,375,000 that was for the partial refunding of the
$12.4 CO 2002 issue as well as the proposed 2012 CO issuance and 2013 General
Obligation refunding issuance.
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4
6
5
$0
.
4
0
7
Mi
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Annual Debt Requirements
Interest
Principal
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Debt Service FundLong-Term Debt Summary
Pymt Fiscal 300.48840.00.13 300.48850.00.13 300.48840.00.12 300.48850.00.12 300.48840.00.11 300.48850.00.11 300.48840.00.10 300.48850.00.10
No.Year Principal Interest Principal Interest Principal Interest Principal Interest
1 2013 125,000 62,717 187,717 - 175,474 175,474 90,000 63,765 153,765 100,000 225,200 325,200
2 2014 305,000 86,770 391,770 200,000 242,848 442,848 93,000 60,791 153,791 100,000 223,200 323,200
3 2015 320,000 85,360 405,360 200,000 238,848 438,848 97,000 57,704 154,704 440,000 217,800 657,800
4 2016 295,000 83,601 378,601 205,000 234,798 439,798 100,000 54,503 154,503 100,000 212,400 312,400
5 2017 130,000 82,090 212,090 210,000 230,648 440,648 75,000 79,475 154,475 275,000 207,275 482,275
6 2018 120,000 80,878 200,878 215,000 226,398 441,398 79,000 75,625 154,625 700,000 192,650 892,650
7 2019 130,000 79,340 209,340 220,000 222,048 442,048 83,000 71,575 154,575 715,000 171,425 886,425
8 2020 135,000 77,383 212,383 225,000 217,035 442,035 87,000 67,325 154,325 730,000 149,750 879,750
9 2021 135,000 75,088 210,088 230,000 211,060 441,060 91,000 62,875 153,875 750,000 127,550 877,550
10 2022 140,000 72,473 212,473 235,000 204,666 439,666 96,000 58,200 154,200 770,000 104,750 874,750
11 2023 140,000 69,603 209,603 245,000 198,066 443,066 101,000 53,275 154,275 790,000 81,350 871,350
12 2024 140,000 66,593 206,593 250,000 190,948 440,948 106,000 48,100 154,100 820,000 55,150 875,150
13 2025 145,000 63,385 208,385 255,000 183,373 438,373 111,000 42,675 153,675 260,000 36,250 296,250
14 2026 155,000 59,896 214,896 265,000 175,573 440,573 117,000 36,975 153,975 260,000 27,150 287,150
15 2027 150,000 56,275 206,275 275,000 167,473 442,473 123,000 30,975 153,975 275,000 17,100 292,100
16 2028 150,000 52,600 202,600 280,000 159,148 439,148 129,000 24,675 153,675 290,000 5,800 295,800
17 2029 455,000 44,810 499,810 290,000 150,598 440,598 136,000 18,050 154,050 - - -
18 2030 465,000 32,734 497,734 300,000 141,748 441,748 143,000 11,075 154,075 - - -
19 2031 480,000 20,093 500,093 310,000 132,598 442,598 150,000 3,750 153,750 - - -
20 2032 495,000 6,806 501,806 320,000 123,148 443,148 - - - - - -
21 2033 - - - 325,000 113,473 438,473 - - - - - -
22 2034 - - - 335,000 103,573 438,573 - - - - - -
23 2035 - - - 345,000 93,373 438,373 - - - - - -
24 2036 - - - 360,000 82,618 442,618 - - - - - -
25 2037 - - - 370,000 71,303 441,303 - - - - - -
26 2038 - - - 380,000 59,678 439,678 - - - - - -
27 2039 - - - 395,000 47,369 442,369 - - - - - -
28 2040 - - - 405,000 34,369 439,369 - - - - - -
29 2041 - - - 420,000 20,963 440,963 - - - - - -
30 2042 - - - 435,000 7,069 442,069 - - - - - -
$4,610,000 $1,258,492 $5,868,492 $8,500,000 $4,460,273 $12,960,273 $2,007,000 $921,388 $2,928,388 $7,375,000 $2,054,800 $9,429,800
*partial refunding of 2003/2008 Certificates of Obligation
SERIES 2012 CO
(If Adopted)
Certificates of Obligation
SERIES 2011 GO-Refunding
*partial refunding of 2002/2003
SERIES 2013 GO-Refunding
(If Adopted)SERIES 2011 CO
TOTAL TOTAL TOTAL TOTAL
TOTAL
funded by 4B Fund/General Fund funded by DS 300 Property Taxfunded by 4B Fund/General Fund funded by 4B Fund/General Fund
n adopted - Anticipated - November, 201 December 29, 2011
Original Issue:$4,610,000 $2,095,000$8,500,000 $7,375,000
Use:Partial refunding of 2003 & 2008 Various street projectsConstruction at WA Partial refunding of 2002 & 2003
Issue Date:If adopted - Anticipated -January, 2013 March 29, 2011
Page 71
300.48840.00.08 300.48850.00.08 300.48840.00.07 300.48850.00.07 300.48840.00.03 300.48850.00.03 300.48840.00.02 300.48850.00.02
Principal Interest Principal Interest Principal Interest Principal Interest Principal Interest Total Debt
- 41,846 41,846 25,000 295,545 320,545 - 51,851 51,851 315,000 41,925 356,925 655,000 958,323 1,613,323
- - - 35,000 294,608 329,608 - - - 330,000 21,450 351,450 1,063,000 929,666 1,992,666
- - - 35,000 293,295 328,295 - - - - - - 1,092,000 893,006 1,985,006
- - - 410,000 291,983 701,983 - - - - - - 1,110,000 877,284 1,987,284
- - - 425,000 276,608 701,608 - - - - - - 1,115,000 876,095 1,991,095
- - - 40,000 259,608 299,608 - - - - - - 1,154,000 835,158 1,989,158
- - - 40,000 258,008 298,008 - - - - - - 1,188,000 802,395 1,990,395
- - - 45,000 256,408 301,408 - - - - - - 1,222,000 767,900 1,989,900
- - - 50,000 254,608 304,608 - - - - - - 1,256,000 731,180 1,987,180
- - - 55,000 252,608 307,608 - - - - - - 1,296,000 692,696 1,988,696
- - - 60,000 250,408 310,408 - - - - - - 1,336,000 652,701 1,988,701
- - - 65,000 248,008 313,008 - - - - - - 1,381,000 608,798 1,989,798
- - - 645,000 245,408 890,408 - - - - - - 1,416,000 571,090 1,987,090
- - - 670,000 219,608 889,608 - - - - - - 1,467,000 519,201 1,986,201
- - - 700,000 192,808 892,808 - - - - - - 1,523,000 464,630 1,987,630
- - - 730,000 164,808 894,808 - - - - - - 1,579,000 407,030 1,986,030
- - - 760,000 134,695 894,695 - - - - - - 1,641,000 348,153 1,989,153
- - - 790,000 103,345 893,345 - - - - - - 1,698,000 288,901 1,986,901
- - - 825,000 70,560 895,560 - - - - - - 1,765,000 227,000 1,992,000
- - - 855,000 35,910 890,910 - - - - - - 1,670,000 165,864 1,835,864
- - - - - - - - - - - - 325,000 113,473 438,473
- - - - - - - - - - - - 335,000 103,573 438,573
- - - - - - - - - - - - 345,000 93,373 438,373
- - - - - - - - - - - - 360,000 82,618 442,618
- - - - - - - - - - - - 370,000 71,303 441,303
- - - - - - - - - - - - 380,000 59,678 439,678
- - - - - - - - - - - - 395,000 47,369 442,369
- - - - - - - - - - - - 405,000 34,369 439,369
- - - - - - - - - - - - 420,000 20,963 440,963
- - - - - - - - - - - - 435,000 7,069 442,069
$0 $41,846 $41,846 $7,260,000 $4,398,830 $11,658,830 $0 $51,851 $51,851 $645,000 $63,375 $708,375 $30,397,000 $13,250,854 $43,647,854
$0 $0 $0
SERIES 2002* COSERIES 2008 GO SERIES 2007 GO-Refunding SERIES 2003* CO
General Obligation Bonds *partial refunding of 2002 Certificates of Obligation
GRAND TOTAL
funded by 4B Fund 200 funded by 4B Fund 200funded by 4B Fund/General Fund
TOTAL TOTAL TOTAL
Certificates of Obligation
funded by Visitor Fund 220
TOTAL
June 18, 2008 March 15, 2007
$2,500,000 $7,465,000
Second phase construction of
WA First phase construction of WA
June 23, 2003
Construction of A&S Center Partial refunding of Series 2002
$6,410,000 $12,400,000
January 15, 2002
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CEMETERY FUND
The Cemetery program includes all operations associated with the 5.5 acre
cemetery located on J.T. Ottinger Road. This includes interment, lot sales,
record keeping, and all maintenance associated with the grounds, fences,
trees and flower beds. The cemetery was donated and conveyed by deed to
the Town during FY2008-09.
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
vs
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FFUUNNDD OOVVEERRVVIIEEWW
CEMETERY FUND
The Cemetery program includes all operations associated with the 5.5 acre cemetery located
on J.T. Ottinger Road. This includes interment, lot sales, record keeping, and all maintenance
associated with the grounds, fences, trees and flower beds. The cemetery was donated and
conveyed by deed to the Town during FY2008-09.
Revenues
Total revenues for FY 2012-13 are $5,575
Revenue will remain flat when compared to FY 11/12 estimated revenues.
Expenditures
Total expenditures for FY 2012-13 are $5400
This is an 8% decrease of $500 compared to FY 2011-12 estimated expenditures.
Fund Balance
The projected ending fund balance for FY 2012-13 is $148,813.
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Page 77
UTILITY FUND
The Utility Fund is utilized for: the operation, maintenance, repair, and installation
of 130,000 LF of water lines, 94,000 LF of waste water lines, and 57,000 LF of duct
bank lines; maintaining public records and regulatory requirements
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 60,835 60,835 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 89,434 89,434 0%- 11
12 Total Revenues 3,283,239 2,721,266 2,756,035 2,807,119 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 2,756,035 4,807,119 74%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 - 251,694 273,812 9%22,118 20
21 Supplies 2,878 7,000 7,380 7,000 -5%(380) 21
22 Services 345,526 453,744 454,299 521,828 15%67,529 22
23 Insurance 4,748 5,827 4,834 6,098 26%1,264 23
24 Repair & Maintenance 103,449 141,500 156,050 141,500 -9%(14,550) 24
25 Rent & Utilities 97,638 111,292 93,777 111,292 19%17,515 25
26 Capital Outlay 15,007 20,000 22,000 20,000 -9%(2,000) 26
27 Debt 603,858 219,399 207,668 220,943 6%13,275 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 2,308,302 2,413,073 5%104,771 29
30 Capital Projects 213,364 603,603 493,375 2,161,871 338%1,668,496 30
31 Transfers Out 145,216 331,694 87,500 87,500 0%- 31
32 Total Other Uses 358,580 935,297 580,875 2,249,371 287%1,668,496 32
33 TOTAL EXPENSES & OTHER USES 2,751,145 3,004,659 2,889,177 4,662,444 61%1,773,267 33
34 EXCESS REVENUES OVER(UNDER) EXPENSES 532,094 (283,393) (133,142) 144,675 -209%277,817 34
35 FUND BALANCE, BEGINNING 2,571,347 3,103,441 3,103,441 2,970,299 -4%(133,142) 35
36 FUND BALANCE, ENDING 3,103,441 2,820,048 2,970,299 3,114,974 5%144,675 36
37 Restricted/Assigned/Committed Funds 143,780 149,050 149,050 153,522 3%4,472 37
38 UNASSIGNED FUND BALANCE, ENDING 2,959,661 2,670,998 2,821,249 2,961,453 5%140,204 38
39 Operating Expenditures 2,392,565 2,069,362 2,308,302 2,413,073 5%104,771 39
40 # Days Operating 452 471 446 448 109%488 40
41 Restricted/Assigned/Committed Funds 41
42 R Water/Sewer Deposits Cash 10112 143,780 149,050 149,050 153,522 3%4,472 42
43 - - - - 0%- 43
44 - - - - 0%- 44
45 - - - - 0%- 45
46 - - - - 0%- 46
47 - - - - 0%- 47
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 143,780 149,050 149,050 153,522 3%4,472 48
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FFUUNNDD OOVVEERRVVIIEEWW
UUTTIILLIITTYY FFUUNNDD
REVENUES AND OTHER RESOURCES
Total revenues for FY 2012-13 are $4,807,119
A 74% increase of $2,051,084 from the FY 11/12 estimated revenues of $2,756,035.
This amount is composed primarily of a $2M transfer in (inter-fund loan) from the General
Fund in FY 2012-13 for the construction of a ground storage tank. Funds are to be repaid
over the next five (5) years.
FY 11/12 FY 12/13 % of change change
REVENUES Estimated Proposed total amount percent
Water Revenue 2,059,000 2,059,000 43% - 0%
Sewer/Trash/Other 536,766 587,850 12% 51,084 10%
Contributions - - 0% - 0%
Tap/Impact Fees 60,835 60,835 1% - 0%
Interest/Misc Income 99,434 99,434 2% - 0%
Transfers In - 2,000,000 42% 2,000,000 100
TOTAL $2,756,035 $4,807,119 100% $2,051,084 74%
Utility Fund revenue is primarily comprised of fees for water and wastewater service.
The fund also receives a small portion of its revenue through tap fees and interest income,
and currently serves as a mechanism for collecting and distributing debt service and impact
fees.
Water Revenue
The Utility Fund is the recipient of all revenue generated from water sales in the Town. With the
construction of Westlake’s master-planned residential developments, the Town placed new water
infrastructure into service in 2000.
As Westlake’s customer base continues to expand, additional demands will be placed on the utility
system, requiring incremental expansion and maintenance of infrastructure.
Effective October 1, 2012, Fort Worth rates increased by 2.9% ($1.7376/1000 gal to $1.6848/1000 gal).
FY12/13
Proposed
Revenues
Water Revenue
43%
Sewer/Trash/
Other 12%
Transfers In
42%
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FFUUNNDD OOVVEERRVVIIEEWW
Wastewater Revenues
Wastewater revenue is another major component of the Utility Fund. Wastewater revenue is
expected to grow proportionate to future non-irrigation water demands. These future increases can
be attributed to both residential and commercial growth. Effective December 1, 2012, TRA rates will
increase by 22.7% ($3.902/1000 gal to $4.788/1000 gal) due to higher treated sewage volumes,
capital project funding needs and associated operating costs.
Waste Management
During FY 2008-09, the Town took over the billing and collection of residential solid waste user fees for
its franchised hauler. The Town changed from twice a week pick up schedule to once a week pick
up schedule in lieu of a rate increase. The current rate for solid waste and recycling service remains
unchanged since 2008. The Town receives a 12% fee from its franchisee for providing this service.
Ductbank
The ductbank is a series of Town owned conduit that houses underground telecommunication
infrastructure in portions of Westlake. Revenues from the ductbank are contingent upon utility
companies leasing out portions of the conduit. The Town continues to execute new leases with
telecommunications companies.
EXPENSES AND OTHER USES
Total expenditures for FY 2012-13 are $4,662,444
A 61% increase of $1,773,267 from the FY 2011-12 estimated expenses.
Capital projects funded by the Utility Fund are described in the capital improvements portion
of this overview.
FY 11/12 FY 12/13 % of change change
EXPENSES Estimated Proposed total amount percent
Operating Expenses 2,286,302 2,393,073 51% 106,771 5%
Capital Outlay/Projects 515,375 2,181,871 47% 1,666,496 323%
Transfers Out 87,500 87,500 2% - 0%
TOTAL $ 2,889,177 $ 4,662,444 100% $ 1,773,267 61%
$0.00
$0.25
$0.50
$0.75
$1.00
$1.25
$1.50
$1.75
$2.00
$2.25
$2.50
$2.75
$3.00
$3.25
$3.50
$3.75
FY 03/04
actual
FY 04/05
actual
FY 05/06
actual
FY 06/07
actual
FY 07/08
actual
FY 08/09
actual
FY 09/10
actual
FY 10/11
actual
FY 11/12
estimated
FY 12/13
projected
$1.204
$2.096
$1.944
$1.740
$2.113
$2.428
$2.217
$3.283
$2.756 $2.807
Mi
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10 Year Analysis - Revenue Trend
Page 81
FFUUNNDD OOVVEERRVVIIEEWW
Services Provided
The Utility Fund accounts for water and wastewater services for the residents of the Town. All
activities necessary to provide such services are accounted for in the fund, including administration,
operations, maintenance, financing and related debt service, and billing and collection.
This fund also contains the planning and implementation of the ductbank. This is a series of
underground conduit designed to house telecommunications services in Westlake. The ductbank is
a public/private partnership that utilizes public and private sector capital, town planning and
engineering and town operation. Phase I was completed in FY 2000-01 and became ready for
occupancy in FY 2001-02 with leases following completion of construction. FY 2004-05 saw the
completion of the ductbank extension from Vaquero to Pearson Road with a lease following the
construction. The development of the Terra Bella subdivision extended the ductbank from Sam
School Road through the subdivision to Dove Road.
In 2010, Deloitte University constructed new ductbank through their development that connected
the section at Dove/Pearson Lane to Ottinger Road at the Deloitte service entrance with leases
following completion of construction.
The Utility Fund is responsible for all water, sewer, and telecommunications ductbank service in the
Town. The Town continues to use new automated technologies to control inflows into our storage
facilities and minimize the annual peak payment charges from the City of Fort Worth.
The fund is also burdened with three outstanding long-term obligations.
11.. The first is the proportionate buyout of infrastructure owned by the Hunt Trust which sold
the Circle T Ranch to Hillwood. The Town’s agreement with Hillwood is that in exchange
for dissolution of the Municipal Utility Districts (MUDs), the Utility Fund will reimburse
Hillwood the share of purchased MUDs infrastructure for each development based upon
the acres removed from the MUDs. Hillwood, in turn, must deposit these funds into an
escrow account owned by the Hunt Trust.
-
50
100
150
200
250
300
350
400
450
500
550
600
FY 03/04
actual
FY 04/05
actual
FY 05/06
actual
FY 06/07
actual
FY 07/08
actual
FY 08/09
actual
FY 09/10
actual
FY 10/11
actual
FY 11/12
estimated
FY 12/13
projected
204
294 325
359
420 450 475 480 481 482
Nu
m
b
e
r
o
f
A
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10 Year Analysis - Utility Billing Accounts
Page 82
FFUUNNDD OOVVEERRVVIIEEWW
22.. The second long term liability is the loan from Hillwood to the Town to construct the 16”
and 20” transmission water lines and the US 377 Pump Station. The Town is contractually
obligated to pay for this infrastructure through a surcharge on water rates. The Town is
divided into two service areas, one being the Circle T Ranch, and the remaining areas
within the Town’s limits which constitute the “Town” service area. The Town pays Hillwood
$.25 cents per 1,000 gallons of water distributed to consumers in these two service areas.
Each service area pays its respective portion of the overall debt based on the volume of
water used from the customers. The contract clearly stipulates that this is not a general
obligation of the Town. It is, however, required to be paid back through this assessment
being attached to the water rate. The rate would have to be significantly increased to
pay this debt off in the twenty years contemplated under the agreement. Hillwood has
stated that once the Town and Hillwood agree on proportionate future infrastructure
funding, this liability will be erased. Nevertheless, the obligation does exist and water rates
should always be reviewed with this obligation in mind.
33.. The third long term liability is the joint Westlake/Keller water tower that was constructed to
provide the necessary water storage and pressures within Westlake.
Staff is committed to maintaining an up to date utility rate analysis to maintain the integrity of the
fund. The budget is based on an adjustment in water and sewer rates from a rate study conducted
in FY 2010-11. The fund revenues were estimated based on a water and sewer rates approved by
the Town Council on December 13, 2010 and became effective January 1, 2011. The purpose of the
rate increase was to fully recover all system costs as well as provide for capital improvements and
maintenance of our water and sewer utility. In addition to the rate increase on December 13, 2011,
Council also approved a “pass-through” rate adjustment ordinance that provides for an automatic
adjustment to rates based on unit volume costs from the Town’s wholesale providers.
Page 83
Utility Fund Public Works
Activity Budget Percent
Water Services
1 Maintenance & Repairs 212,415 8.80%
2 Regulatory Monitoring & Reporting 43,257 1.79%
3 Water Conservation 19,685 0.82%
4 Customer Service 58,828 2.44%
5 Meter Testing & Replacement 71,507 2.96%
6 Wholesale Water Purchases 1,110,601 46.02%
7 Contract Management 166,711 6.91%
$ 1,683,003 69.75%
Sewer Services
1 Maintenance & Repairs 23,647 0.98%
2 Regulatory Monitoring & Reporting 5,969 0.25%
3 Wastewater Treatment 394,221 16.34%
4 Contract Management 24,393 1.01%
$ 448,230 18.58%
Solid Waste & Recycling
1 Solid Waste 71,117 2.95%
2 Recycling 20,033 0.83%
$ 91,151 3.78%
Utility Billing Services
1 Utility Billing 68,011 2.82%
$ 68,011 2.82%
Municipal Governance
1 Town Council Meetings/Workshops 47,922 1.99%
$ 47,922 1.99%
Citizen Engagement and Communication
1 Neighborhood Gatherings & Outreach 5,425 0.22%
$ 5,425 0.22%
Accounting Services - Municipal
4 Financial Reporting 19,470 0.81%
$ 66,813 2.77%
**Represents Total Expenses net of Debt & Capital Projects 2,413,073$ 100%
PROGRAM BUDGET
Program
Jarrod Greenwood
817-490-5717
Department Director
Department Phone
Page 84
$119,622 $293,842 $119,688 $533,152
Pymt #
Due
Date
Beginnig
Balance
GW Farms
Waterline
Knox Road
Connection
Knox Road
Connection TOTAL
Ending
Balance
1 Nov-03 533,152$ -$ 87,189$ -$ 87,189$ 445,962$
2 Aug-05 445,962 7,975 13,777 7,979 29,731 416,232
3 Aug-06 416,232 7,975 13,777 7,979 29,731 386,501
4 Aug-07 386,501 7,975 13,777 7,979 29,731 356,770
5 Aug-08 356,770 7,975 13,777 7,979 29,731 327,039
6 Aug-09 327,039 7,975 13,777 7,979 29,731 297,308
7 Aug-10 297,308 7,975 13,777 7,979 29,731 267,577
8 Aug-11 267,577 7,975 13,777 7,979 29,731 237,846
9 Aug-12 237,846 7,975 13,777 7,979 29,731 208,116
10 Aug-13 208,116 7,975 13,777 7,979 29,731 178,385
11 Aug-14 178,385 7,975 13,777 7,979 29,731 148,654
12 Aug-15 148,654 7,975 13,777 7,979 29,731 118,923
13 Aug-16 118,923 7,975 13,777 7,979 29,731 89,192
14 Aug-17 89,192 7,975 13,777 7,979 29,731 59,461
15 Aug-18 59,461 7,975 13,777 7,979 29,731 29,731
16 Aug-19 29,731 7,975 13,777 7,979 29,731 (0)
$ 119,622 $ 293,842 $ 119,688 $ 533,152 TOTAL
Utility Fund
Due to 4B Economic Development Fund
Interfund Repayment Schedule
Page 85
Pymt Pymt
#Date Principal Interest Total Payable Principal Interest Total Balance
1 Sep-06 190,000$ 173,730$ 363,730$ 116,554$ 60,884$ 55,670$ 116,554$ 1,257,727$
2 Sep-07 200,000 163,344 363,344 116,429.87 64,088.00 52,341.87 116,430 1,193,639
3 Sep-08 210,000 151,575 361,575 115,863 67,292 48,571 115,863 1,126,347
4 Sep-09 225,000 138,219 363,219 116,389.82 72,099.00 44,290.82 116,390 1,054,248
5 Sep-10 235,000 127,169 362,169 116,053 75,303 40,750 116,053 978,944
6 Sep-11 245,000 118,463 363,463 116,467.93 78,507.80 37,960.13 116,468 900,436
7 Sep-12 255,000 109,088 364,088 116,668 81,712 34,956 116,668 818,724
8 Sep-13 270,000 98,906 368,906 118,212.32 86,518.80 31,693.52 118,212 732,205
9 Sep-14 285,000 87,806 372,806 119,462 91,325 28,137 119,462 640,880
10 Sep-15 295,000 76,206 371,206 118,949.33 94,529.80 24,419.53 118,949 546,350
11 Sep-16 310,000 64,106 374,106 119,879 99,336 20,542 119,879 447,014
12 Sep-17 325,000 51,163 376,163 120,537.51 104,143.00 16,394.51 120,538 342,871
13 Sep-18 340,000 37,406 377,406 120,936 108,950 11,986 120,936 233,921
14 Sep-19 355,000 23,072 378,072 121,149.35 113,756.20 7,393.15 121,149 120,165
15 Sep-20 375,000 7,875 382,875 122,688 120,165 2,523 122,688 -
4,115,000$ 1,428,127$ 5,543,127$ 1,776,240$ 1,318,611$ 457,629$ 1,776,240$
TOTAL
UTILITY FUND
Debt Payable Schedule
Keller Overhead Storage
TOTAL PAYABLE WESTLAKE'S PORTION OF PAYABLE 32%
Page 86
Vision Point: Leadership
Project Description:
Est. thru Proposed Project
Expense Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Engineering - 127,338 - - - - 127,338
Construction - - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
TOTAL - 127,338 - - - - 127,338
Est. thru Proposed Project
Funding Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Utility Fund - Cash - 127,338 - - - - 127,338
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
TOTAL - 127,338 - - - - 127,338
Est. thru Proposed Project
Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
Debt Service - - - - - - -
TOTAL - - - - - - -
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2012/2013
TRA Assumption of N-1 Sewer Line
PROJECT EXPENSE
Planned
Planned
Thisproject is intended to transferownershipof a sectionofsewer
line from WestlakeandSouthlake to TRA.It includesthedesignand
constructionof a meteringstation with SCADA equipmentatthe
proposed Town ofWestlake"Pointof Entry."Westlake will be
required to conductanextensiveinflowand infiltration studyand
perform repairs (separate capital improvement).
500-16600-00-30
Page 87
Vision Point: Leadership
Project Description:
Est. thru Proposed Project
Expense Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Engineering 130,000 34,533 - - - - 164,533
Construction - - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL 130,000 34,533 - - - - 164,533
Est. thru Proposed Project
Funding Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Utility Fund - Cash 130,000 34,533 - - - - 164,533
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
FUNDING TOTAL 130,000 34,533 - - - - 164,533
Est. thru Proposed Project
Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENT
Fiscal Year 2012/2013
N-1 Sewer Line Transfer / Inflow & Infiltration Repairs
PROJECT EXPENSE
Planned
Planned
As a conditionofthe N-1 sewer line transferWestlake was required to
conductanextensiveinflowand infiltration study.Thestudy will
identify repairs that need to be made.
500-16600-00-31
Page 88
Vision Point: Leadership
Project Description:
Est. thru Proposed Project
Expense Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Engineering - - - - - - -
Construction - 2,000,000 - - - - 2,000,000
- - - - - - -
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - 2,000,000 - - - - 2,000,000
Est. thru Proposed Project
Funding Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Utility Fund - Cash - 2,000,000 - - - - 2,000,000
interfund loan from General Fund - - - - - - -
to be repaid over five years - - - - - - -
- - - - - - -
- - - - - - -
FUNDING TOTAL - 2,000,000 - - - - 2,000,000
Est. thru Proposed Project
Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
IMPACT ON OPERATING BUDGET
Planned
Planned
PROJECT FUNDING
CAPITAL IMPROVEMENT
Fiscal Year 2012/2013
Ground Storage Tank
PROJECT EXPENSE
Planned
Thisproject will consist ofdesigningandconstructing a newground
storagetankattheexistingpumpstation.We anticipatethistank will
be a 1,000,000gallontankand will beneeded to augmentservices
onceDeloittehasbecome fully staffed.Maintenance(consistingof
inspection and cleaning) would not be expected until year two.
500-16600-00-36
Page 89
UTILITY MAINTENANCE
& REPLACEMENT FUND
The Utility-Maintenance & Replacement Fund (UMR) was created to provide
a mechanism for repair and replacement of capital assets such as pump
stations, lift stations, elevated and ground storage facilities, etc. This fund
receives planned portions of revenues from the Utility Fund allocated to future
capital repair and replacement.
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 112 100 200 125 -38%(75) 11
12 Misc Income - - - - 0%- 12
13 Total Revenues 112 100 200 125 -38%(75) 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 50,200 50,125 0%(75) 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 50,200 (2,325)-105%(52,525)36
37 FUND BALANCE, BEGINNING 42,528 42,640 42,640 92,840 118%50,200 37
38 FUND BALANCE, ENDING 42,640 61,540 92,840 90,515 -3%(2,325)38
39 Restricted/Assigned/Committed Funds 42,640 61,540 92,840 90,515 -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 92,840 90,515 -3%(2,325)43
44 44
45 45
46 46
47 47
48 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 42,640 61,540 92,840 90,515 -3%(2,325)48
vs
Page 91
FFUUNNDD OOVVEERRVVIIEEWW
UTILITY- MAINTENANCE & REPLACEMENT FUND
The Utility-Maintenance & Replacement Fund (UMR) was created to provide a mechanism for
repair and replacement of capital assets such as pump stations, lift stations, elevated and
ground storage facilities, etc. This fund receives planned portions of revenues from the Utility
Fund allocated to future capital repair and replacement. As in the General-Maintenance and
Replacement Fund, this was anticipated to help avoid future bond programs and force a more
conservative pattern of spending in light of uncertain future revenues.
This fund consists of systematic water and sewer line repairs and major maintenance projects
funded by an operating transfer from the Utility Fund. Projects are included each year from a
long-range maintenance schedule which incorporates routine scheduled maintenance and
recommended replacement and upgrading of lines and permanent capital assets.
Revenues and Transfers In
FY2012/2013 revenues are $50,125
A 0.1% decrease of $75 from the FY 11/12 estimated revenues of $50,200
Expenditures
FY2012/2013 expenditures are $52,450
A 100% increase from the FY 11/12 estimated expenses of $0
o $21,250 – Fire Hydrant Repair and Painting
o $31,200 – Pump Motor Repair and Replacement
Fund Balance
Fund balance at FY 12/13 year-end is projected to be $90,515
Page 92
FUND 510 6.60 1.00 1.00
Actuals Estimated Proposed
2003 - 2012 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 TOTALS
1 Sewer R&M - SS I&I 23,864$ -$ -$ -$ -$ -$ -$ 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 93
GENERAL MAINTENANCE
& REPLACEMENT FUND
The General Maintenance & Replacement Fund (GMR) was created to
provide a mechanism for the long term repair and replacement of large
capital assets such as HVAC, walls, floors and ceilings, plumbing, electric,
roadways, etc.
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 2,625 1,750 -33%(875) 11
12 Misc Income - - - - 12
13 Total Revenues 271 250 2,625 1,750 -33%(875) 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 670,919 530,250 532,625 551,750 4%19,125 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 41,037 418,520 368,431 329,220 -11%(39,211) 31
32 Total Expenditures 41,037 418,520 368,431 329,220 -11%(39,211) 32
33 Transfers Out - - - - 33
34 Total Other Uses - - - - 34
35 TOTAL EXPENDITURES & OTHER USES 41,037 418,520 368,431 329,220 -11%(39,211) 35
36 EXCESS REVENUES OVER(UNDER) EXPENDITURES 629,881 111,730 164,194 222,530 36%58,336 36
37 FUND BALANCE, BEGINNING 61,654 691,535 691,535 855,729 24%164,194 37
38 FUND BALANCE, ENDING 691,535 803,265 855,729 1,078,259 26%222,530 38
39 Restricted/Assigned/Committed Funds 691,535 803,265 855,729 1,078,259 26%222,530 39
40 UNASSIGNED FUND BALANCE, ENDING - - - - 40
41 41
42 Restricted/Assigned/Committed Funds 42
43 A Cash 600 10110 00 000 691,535 803,265 833,729 1,056,259 27%222,530 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 691,535 803,265 855,729 1,078,259 26%222,530 48
vs
Page 95
FFUUNNDD OOVVEERRVVIIEEWW
GENERAL MAINTENANCE & REPLACEMENT FUND
The General Maintenance & Replacement Fund was created to provide a mechanism for the
long term repair and replacement of large capital assets such as HVAC, walls, floors and
ceilings, plumbing, electric, roadways, etc.
This fund receives planned portions of revenues from each operating fund that owns and
maintains capital assets to set aside for future capital repair and replacement. This helps to
avoid future bond programs and encourages a more conservative pattern of spending in light
of uncertain future revenues. Currently, because of our financial situation, the fund is not being
able to be used as we had anticipated.
This fund supports systematic facility repairs and major maintenance projects funded by
operating transfers from other Town funds. Project lists are developed annually from a long-
range facility maintenance schedule, and incorporated into a routine schedule for
maintenance and replacement of major facility equipment and infrastructure and permanent
capital assets.
Revenues and Transfers In
FY12/13 revenues are $551,750 and are comprised of
o $550,000 transfers in from the General Fund
o $1,750 interest income
A 4% increase from the FY 11/12 estimated budget of $532,625
Expenditures/Projects
FY11/12 expenditures are $329,220
An 11% decrease of $39,211 from the FY 11/12 estimated budget of $368,431
Dept # Project # Description Amount
14 30 Fire Chief Vehicle 49,000
16 35 Illuminated Street Signs 24,000
17 7 WA - Relocate Pump Irrigation System 16,000
17 8 WA - Carpet/VCT flooring 20,500
17 10 WA - Environmental building upgrades - lighting -water 1,500
17 11 WA - Exterior paint - wood treatment & replacement 5,000
17 12 WA - Painting/cloth wall coverings repairs 18,200
17 13 WA - Seal roof and overhangs 13,400
17 17 WA - Refurbish classrooms 25,000
17 18 WA - Update Security System 6,000
17 19 WA - Update Security Cameras 8,000
17 23 WA - Interior Building R&M 12,000
17 24 WA - 15 Ton Split HVAC System 32,300
17 25 WA - 2 Ton Roof Top Units 40,500
17 29 WA - Heater boilers 10,320
17 36 WA - Plumbing Repair & Replacement 10,000
9 14 Trail Repairs 10,000
20 20 Cisco Call Manager Upgrade/Domain Controller 3,500
20 21 Network Printers 5,000
20 27 Replacement of Routers/Switches 7,000
20 28 Telephones/Peripheral Devices 5,000
20 33 Server Replacements 7,000
GRAND TOTAL $ 329,220
Fund Balance
Fund balance at FY 12/13 year-end is projected to be $1,078,259
Page 96
Actuals Estimated Proposed
Description 2003 - 2011 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 TOTALS
Ambulance Box, Chassis and Equipment 16 - 200,000 - - - - - 200,000
Fire Chief Vehicle 30 - - 49,000 - - - - 49,000
Ladder/Pumper 34 - - - - - - 1,400,000 1,400,000
Dept 14 - Total Fire/EMS - 200,000 49,000 - - - 1,400,000 1,649,000
Illuminated Street Signs 35 - - 24,000 - - - - 24,000
Dept 16 - Total Public Works - - 24,000 - - - - 24,000
WA - Relocate Pump Irrigation System 7 - 18,000 16,000 - - 3,000 - 37,000
WA - Carpet/VCT flooring 8 2,515 - 20,500 - - 5,000 - 28,015
WA - Exterior environmental improvements - irrigation 9 - 7,200 - 5,000 5,000 - 7,000 24,200
WA - Environmental building upgrades - lighting -water 10 14,281 9,100 1,500 5,500 - 10,000 - 40,381
WA - Exterior paint - Wood treatment & replacement 11 13,938 7,000 5,000 11,000 11,000 5,000 - 52,938
WA - Painting/cloth wall coverings repairs 12 - 5,000 18,200 - - 10,000 8,000 41,200
WA - Seal roof and overhangs 13 - 5,000 13,400 - - 8,000 - 26,400
WA - Parking Lot 15 - 17,600 - - - 10,000 18,000 45,600
WA - Refurbish classrooms 17 - 25,000 25,000 25,000 25,000 25,000 25,000 150,000
WA - Update Security System 18 - - 6,000 - 10,000 - 5,000 21,000
WA - Update Security Cameras 19 4,803 5,000 8,000 5,500 - - 6,000 29,303
WA - Interior Building R&M 23 - 3,500 12,000 - - - 12,000 27,500
WA - 15 Ton Split HVAC System 24 - 8,000 32,300 20,900 - - 12,000 73,200
WA - 2 Ton Roof Top Units 25 5,500 6,000 40,500 - - 5,000 - 57,000
WA - A/C 2 ton & 7.5 ton (server room)26 - - - - - 6,000 - 6,000
WA - Heater boilers 29 - 10,000 10,320 - 10,000 - - 30,320
WA - HVAC System replacement 32 - - - 5,500 5,000 5,000 13,000 28,500
WA - Plumbing Repair & Replacement 36 - - 10,000 5,000 5,000 5,000 5,000 30,000
Dept 17 - Total Facilities & Grounds Maintenance 41,037 126,400 218,720 83,400 71,000 97,000 111,000 748,557
Trail Repairs 14 - 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 20 - 14,000 3,500 - - - - 17,500
Network Printers 21 - 630 5,000 5,000 5,000 5,000 5,000 25,630
Replacement of Routers/Switches 27 - 438 7,000 16,500 20,000 20,000 20,000 83,938
Telephones/Peripheral Devices 28 - 8,200 5,000 10,000 5,000 7,500 10,000 45,700
Server Replacements 33 - 8,763 7,000 7,000 10,000 10,000 10,000 52,763
Dept 20 - Total Information Technology - 32,031 27,500 38,500 40,000 42,500 45,000 225,531
41,037 368,431 329,220 131,900 121,000 149,500 1,556,000 2,697,088 GRAND TOTAL
Projection
General - Maintenance and
5 Year Projection
Page 97
WESTLAKE ACADEMY
This fund was incorporated into the Town’s budget beginning in FY 10/11.
Westlake Academy opened its doors in September 2003 when the Town of
Westlake officials took advantage of the State of Texas’ acceptance of
chartered schools and thus, became the firs t and only municipality in the state
to receive a chartered school designation. This section includes an excerpt from
the adopted Westlake Academy operating budget for FY 2012/2013 including
the transmittal letter and the five year forecast.
The complete operating budget for FY 2012/2013 can be found on the Westlake
Academy’s website.
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 4,380,317 4,488,261 2%107,944 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 4,977,309 5,484,842 5,782,921 5,839,434 1%56,513 14
15 Other Sources 659,704 36,967 104,844 44,823 -57%(60,021)15
16 Total Other Sources 659,704 36,967 104,844 44,823 -57%(60,021)16
17 TOTAL REVENUES & OTHER SOURCES 5,637,013 5,521,809 5,887,765 5,884,257 0%(3,508)17
18 EXPENDITURES & OTHER USES 18
19 61 Payroll Related & Benefits 3,450,208 3,957,924 4,138,744 4,492,764 9%354,020 19
20 62 Professional & Contracted Services 849,942 971,025 1,149,978 749,490 -35%(400,488)20
21 63 Supplies and Materials 338,308 260,447 360,672 286,576 -21%(74,096)21
22 64 Other Operating Costs 246,527 385,824 297,752 289,986 -3%(7,766)22
23 65 Debt Service - - - - 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 4,884,985 5,575,220 5,947,146 5,818,816 -2%(128,330)31
32 Other Uses 603,000 49,807 174,271 57,663 -67%(116,608)32
33 Total Other Uses 603,000 49,807 174,271 57,663 -67%(116,608)33
34 TOTAL EXPENDITURES & OTHER USES 5,487,985 5,625,027 6,121,417 5,876,479 -4%(244,938)34
35 EXCESS REVENUES OVER(UNDER) EXPENDITURES 149,028 (103,218)(233,652)7,778 -103%241,430 35
36 FUND BALANCE, BEGINNING 767,933 916,961 916,961 683,309 -25%(233,652) 36
37 FUND BALANCE, ENDING 916,961 813,743 683,309 691,087 1%7,778 37
38 Restricted/Assigned/Committed Funds 115,810 3,684 24,396 0 -100%(24,396)38
39 UNASSIGNED FUND BALANCE, ENDING 801,151 810,059 658,913 691,087 5%32,174 39
40 # of Operating Days 65 55 45 45 0%0 40
41 Restricted/Assigned/Committed Funds 41
42 A Technology/FFE - - - - 0%0 42
43 A Uniform/Equipment Replacement - - - - 0%0 43
44 44
45 45
46 46
46 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS - - - - 0%- 46
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Page 99
FUND OVERVIEW
WESTLAKE ACADEMY
This fund was incorporated into the Town’s budget beginning in FY 10/11. Westlake Academy
opened its doors in September 2003 when the Town of Westlake officials took advantage of the
State of Texas’ acceptance of chartered schools and thus, became the first and only
municipality in the state to receive a chartered school designation.
As a chartered school, Westlake Academy is an open enrollment public school. In 2008 the
Texas Education Agency (TEA) renewed the Academy’s charter until 2016. The officials who
pioneered the school also decided to follow another brave path in offering the globally
recognized International Baccalaureate (IB) curriculum which is now being provided in over 900
schools nationwide and over 2,300 in 128 countries worldwide.
Westlake Academy is owned and operated by the Town of Westlake and is the largest
operating department of the Town. The TEA requires a separate budget be submitted to the
state. A portion of that budget is now incorporated into the Town’s annual budget. The
Academy’s fiscal year begins on September 1st and ends of August 31st.
Revenues and Other Resources
• FY 12/13 is budgeted at $5,884,257
• A decrease of ($3,508) under the ending estimated FY 11/12 budget of $5,887,765
Expenditures and Other Uses
• FY 12/13 is budgeted at $5,876,479
• A decrease of ($244,938) over the ending estimated FY 11/12 budget of $6,121,417
• Transfers of indirect operating expenditures of $325,000 were not budgeted for FY12/13.
Fund Balance
• The projected ending fund balance for FY12/13 is estimated at $676,249
Page 100
Executive Summary
August 13, 2012
Honorable President & Board of Trustees
Westlake Academy
2600 J. T. Ottinger Road
Westlake, TX 76262
RE: Transmittal of FY 2012 – 2013 Westlake Academy Budget:
“Holding to the Vision, Rising to the Challenge”
As Superintendent for Westlake Academy, I am submitting for your consideration the Budget for FY
12/13. This Budget for Westlake Academy encompasses all teaching and extra-curricular operating
expenditures as well as State public school funding and private donations used to support the daily
school operations of Westlake Academy in the 2012/13 school year.
This 2012/2013 All Funds Budget totals $5,818,815 representing a 2% decline primarily due to the loss of
one-time, federal and local, special revenue funds. The adopted FY 12/13 budget increases the General
Fund, Fund Balance by $28,490. The increase is the result of an additional contribution from the
Westlake Academy Foundation of $303,700, which will cover a portion of the costs associated with
instructional personnel, curriculum, and professional development. With the continued support of the
Westlake Academy Foundation, in addition to the Westlake Blacksmith Annual Fund, the Academy will
be able to balance the budget through FY 12/13. If the State does not increases public education
funding in the next biennium, it will be necessary to utilize the Academy’s fund balance to balance the
budget following FY 12/13.
Figure 1 – All Funds Budget Summary
EstimatedAdopted $$%%
BudgetBudgetIncreaseIncrease
FY 11/12FY 12/13(Decrease)(Decrease)
Beginning Fund Balance 914,661$ 683,310$ (231,351)$ -25%
Revenues 5,782,921 5,839,434 56,513 1%
Expenditures 5,947,148 5,818,815 (128,332) -2%
Net Revenues over (under) Expenditures(164,226) 20,619 184,845
Other Resources 104,844 44,823 (60,021) -57%
Other Uses (174,271) (57,663) 116,608 -67%
Ending Fund Balance 683,309$ 691,088$ 7,779$ 1%
Assigned 24,396 - (24,396) -100%
Ending Fund Balance (Unassigned)658,913$ 691,088$ 32,174$ 5%
# Days Operating (Based on 365)45 45 0
Daily operating expense 14,764$ 15,417$ 653 4%
Page 101
Budget Presentation
I welcome the opportunity to present and discuss operational plans and related financial impact with all
interested parties. Interaction among interested groups consistently leads to operational and
educational improvements which become available to the students and parents of Westlake Academy.
The development, review, and consideration of the 2012/13 Governmental Fund Budgets (the General
Fund, and Special Revenue Funds) were completed with a detailed and exhaustive review of every
revenue and expenditure item within the context of the Academy’s Vision, Mission and Values
statements, Strategic Planning efforts, and Board Policy.
The budget document and the year-end annual audit are the primary vehicles to present the financial
plan and the results of operations at the Academy. The budget document is organized into the following
sections:
Introductory Section – Introduces the reader to the document as a whole. It highlights
important information contained in the budget. Users rely on this section to get an overview – a
snapshot of what they can expect to find in the rest of the document.
Organizational Section – Provides the context and framework within which the budget is
developed and managed. The context for the budget is substantially predicated on the type and
level of service to be provided the students of the Academy. The framework also includes the
Academy’s organizational and financial structure as well as the controls that direct and regulate
the development and administration of the budget.
Financial Section – Presents the heart of the Academy’s budget document. The budget financial
schedules present the adopted budget for the Academy compared with the results of past
budget plans and with future projections.
Informational Section – Contains information on past and future budgets and factors
influencing the adopted budget. It puts the adopted budget into context and it explains past
budget decisions.
Page 102
Westlake Academy Mission, Vision & Values
Westlake Academy is a public charter school offering the International Baccalaureate (IB) curriculum.
Founded in 2003, with a mission to achieve academic excellence and develop life-long learners who
become well-balanced, responsible global citizens, Westlake Academy is the first and only municipally-
owned school in the state to receive a charter designation. Westlake Academy is the fifth school of only
ten in the United States, and the only public school, to offer the full IB curriculum for grades K-12.
During this year’s budget retreat great care and consideration were given to the mission and vision of
the Academy and the impact that these have on both the long-term goals of the Academy and its day-
to-day operation. The vision and mission statements represent the outcome of this discussion and
evidence the Board’s continued dedication to academic excellence and personal achievement. The
values statements are currently being reviewed by the Board and are listed here for reference only.
MISSION:
“Westlake Academy is an IB World School whose mission is to provide students with an internationally
minded education of the highest quality, so they are well-balanced and respectful life-long learners.”
VISION:
“Westlake Academy inspires students to achieve their highest individual potential
in a nurturing environment that fosters the traits found in the IB learner profile.”
~ Inquirers, Knowledgeable, Thinkers, Communicators, Principled,
Open-minded, Caring, Risk-takers, Balanced, and Reflective~
VALUES
Maximizing Personal Development
Academic Excellence
Respect for Self and Others
Personal Responsibility
Compassion and Understanding
The following desired outcomes summarize the goals and objectives established by the Board of Trustees
and leadership staff at the Academy. The vision, mission and organizational goals and objectives are
discussed in greater detail in the Organizational section of this document (see pages 26-31).
Desired Outcomes
High Student Achievement
Strong Parent & Community Connections
Financial Stewardship & Sustainability
Student Engagement-Extracurricular Activities
Effective Educators & Staff
Page 103
Budget Framework - “Governing and Managing for Outcomes”
The budget document is but one part of a system designed to link together critical governance and
management decision making tools. This system is called “Governing and Managing for Outcomes” and
is designed to integrate:
Strategic planning
Five (5) year financial forecasting,
budgeting, and performance measurement
linked to priorities, objectives, and
outcomes
Reporting to monitor progress in outcome
achievement and accountability for results
Aligning resources to prioritized outcomes
Long term approach to ensure financial
sustainability
Working within Board adopted financial
policies for the Academy
Maintaining core services
Budget Process
The process of projecting the budgeting needs of the Academy is a continual process that responds to
the changing needs of the Academy students and staff as well as changes in the fiscal environment such
as the current State funding reductions. The process of developing the Academy budget for fiscal year
2012/13 began with the Westlake Board of Trustees meeting that was held in February of 2012.
Following is a summary of the main steps taken in preparation of the adopted budget.
BOARD OF TRUSTEE BUDGET REVIEW
The Board of Trustees regularly receives quarterly budget updates, some of which are detailed
in the trend analysis and the five-year financial forecast discussed later in this document. Upon
receipt of the adopted annual budget, the Board holds budget workshops to review adopted
changes, their associated outcomes for the next fiscal year, as well as their impact in a five (5)
year financial forecast.
BUDGET ADOPTION
The Board of Trustees holds the required public meeting and adopts the budget in August prior
to beginning the fiscal year which runs from September 1st to August 31st.
BUDGET AMENDMENTS
The Final Amended Budget for the Year Ending August 31, 2012 will be submitted at the August,
2012 Board meeting. It will reflect all amendments previously approved by the Board of
Trustees plus any final amendments. Often, these amendments influence the shaping of the
current budget as actual trends in revenues and expenditures are realized and accounted for.
Page 104
Figure 2 Budget Process
Academy Approach
The Academy approach to coping with the combination of fast student growth in a restricted funding
environment along with increasing academic standards requires that the budget process is
instructionally driven and guided by the Academy’s Strategic Plan. During the budget development
process the staff reviewed all revenues and expenditures and focused on aligning the allocation of
resources, both personnel and financial, with the accomplishment of established goals and objectives.
Timeline Description of Activities
October - DecemberStrategic Plan preperation process occurs
December Westlake Academy Leadership Team (WALT) begins planning FY 12/13 Budget
January WALT meets with WA affiliates for joint planning for FY 2012/13
January - MarchDevelop CIP, Five Year Projection & Personnel Cost Estimates
February Broad overview of 2012/13 Budget with BOT
April Develop improvement plans for each grade level/dept.
May Strategic Plan preparation process occurs, preliminary budgets developed
June - July Current Budget Review
June 7th BOT Budget Retreat
August 13th BOT consideration/adoption of Westlake Academy FY 2012/13 Budget
September - AugustBudget Amendments for FY 2012/13
Fall 2012 Begin strategic plan update/review process for FY 2012/13
January 2013 Annual Financial Report for FY 2011/12
Page 105
Explanation & Summary of Major Budget Components
REVENUES
The revenues received by Westlake Academy are classified into one of three broad categories: Federal,
State or Local. State funding is the Academy’s largest revenue source making up over 76% of revenues
from all funds. Staff estimates that the average level of total state aid paid through the Foundation
School Program (FSP) in FY 12/13 will be approximately $6,463 per student; approximately an eight
percent (8%) decrease from the FY 10/11 levels. As an open-enrollment charter school, Westlake
Academy has the ability to establish specific class sizes and set limitations on secondary boundary
enrollment. Enrollment for FY 12/13 is projected at 650 students in accordance with the current plan to
attempt to maintain 20 students per class.
Federal funding is received through grants that support special education and accounts for less than 5%
of revenues for all funds; this funding is projected to decrease due to the reduction of the Education
Jobs Grant.
Local funding consists of two major sources, the Town and the Westlake Academy Foundation. As a
municipally-owned charter school Westlake Academy does not have taxing authority; the Town of
Westlake is responsible for debt service and capital improvements, these costs are estimated at
$1,498,528 for FY 12/13. The Westlake Academy Foundation is an independent non-profit organization
that raises funds through donations and fund raising; the FY 12/13 forecast is $1,108 per student, or
approximately $720,000.
EXPENDITURES
Compensation and benefits are the largest operating cost for Westlake Academy. The current teacher
pay scale is based on the Board policy of being within 3% of the median of the nine (9) surrounding
public school districts. Per Board direction, the salary scale was held flat for FY 11/12; however, the
adopted FY 12/13 budget has built in a 1% pay increase for all faculty and staff members. The increase
for all applicable staff equals $36,077 (approximately 2%, including step-increases).
The indirect operating costs were paid by the Academy in FY 11/12, but due to the reduction of state
funding in the current biennium and the uncertainty of future funding scenarios, the indirect operating
cost transfer has been removed from the FY 12/13 budget. The following table reflects these transfers
with the indirect costs included in the FY 11/12 adopted budget.
Figure 3 - Overall Total Cost Summary – All Governmrntal Funds and Municipal Debt Service Payments
Estimated
FY 11-12
Proposed
FY 12-13
5,947,147$ 5,763,815$
- 306,900
Subtotal All Operating Costs 5,947,147 6,070,715
1,498,450 1,498,528
Grand Total All Costs 7,445,597$ 7,569,243$
Overall Cost Summary
Proposed Westlake Academy Budget
Estimated Town Funded Indirect Operational Costs (Support Services)
Annual Debt Service Payment (Paid through Town)
Page 106
Other Considerations
MULTI-YEAR FINANCIAL FORECAST
The current financial forecast shows the Academy’s utilizing the entire fund balance by FY 16/17. Unless
revenues increase or operating expenditures are reduced, Westlake Academy’s estimated unassigned
Fund Balance will drop below the TEA recommendation of maintaining a 45 day operating balance which
was has been adopted by the board as a financial policy in FY 13/14.
Figure 4 – Revenues, Expenditures & Fund Balance – General Fund Summary
Historically, revenues and expenditures have increased at relatively the same rate which has dictated the need for a
higher fund balance in order to sustain the 45-day minimum requirement established by Board policy.
PROGRAMS & FACILITIES
In FY 10/11 and FY 11/12 the Academy increased the course offerings in foreign languages, theater arts,
technology, and science. This expansion of programs and facilities was primarily funded through the
addition of a third section of 20 students in grades seven through grade eleven (G7 – G11) in FY 11/12.
Due the increase in program offerings and student enrollment, facilities are operating at close to 100%
capacity and required the addition of three portable buildings which were added in FY 11/12. Additional
facility studies have been conducted by Project Management Services, Inc. (PMSI), and the Academy’s
original architectural firm, Bennett, Benner, and Pettit. A Campus Master Plan and Facility Plan is
expected to be completed and presented to the Board of Trustees for adoption in FY 12/13.
FY
03/04
FY
04/05
FY
05/06
FY
06/07
FY
07/08
FY
08/09
FY
09/10
FY
10/11
FY
11/12
FY
12/13
FY
13/14
FY
14/15
FY
15/16
FY
16/17
Revenues 1.09M 1.83M 2.41M 2.88M 3.17M 3.66M 4.28M 4.61M 5.24M 5.2M 5.68M 5.66M 5.7M 5.67M
Expenditures 1.07M 1.61M 2.21M 2.62M 3.23M 3.71M 3.92M 4.52M 5.33M 5.39M 5.68M 5.79M 5.9M 6.01M
Fund Balance 12K 232K 428K 692K 634K 502K 754K 915K 811K 658K 654K 507K 288K -71K
$0
$1
$2
$3
$4
$5
$6
$7
Mi
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s
WA Programme Growth
(Revenue, Expenditure, Fund Balance)
Page 107
Financial Summary
The budget is developed within the guidelines predicated by the Texas Education Agency and is
organized into a series of accounts called funds. The total revenue for all funds for the Academy is
estimated to be $5,839,434 and total expenditure appropriations amount to $5,818,815.
The following schedules present a comparison of revenues and expenditures for all Governmental Funds
in the Academy’s Budget. Budgets for the General Fund, the Food Service Fund (a Special revenue Fund)
and the Debt Service Fund must be included in the official district budget (legal or fiscal year basis). The
Academy does not maintain a Food Service Fund or a Debt Service Fund; therefore; the only fund legally
adopted will be the General Fund. For informational purposes only, budgets for Special Revenue Funds
are included throughout the presentation.
Figure 5 – Table: Revenue Summary – All Governmental Funds
Figure 6 – Graph: Revenue Summary – All Governmental Funds
Adopted Estimated Adopted
Audited Audited Audited Budget Budget Budget
FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 11/12 FY 12/13
REVENUES
Federal Program Revenues 56,134$ 199,436$ 157,445$ 150,844$ 163,919$ 69,239$
State Program Revenues 3,163,129 3,687,706 3,945,658 4,494,586 4,380,317$ 4,488,261$
Local Revenues 538,992 656,508 874,207 839,412 1,238,685$ 1,281,934$
Total Revenues 3,758,255$ 4,543,649$ 4,977,310$ 5,484,842$ 5,782,921$ 5,839,434$
Federal Program
Revenues
3%
State Program
Revenues
76% Local Revenues
21%
Revenues
Page 108
The largest revenue source for Westlake Academy is State Foundation School Program funding which makes up 76% of All
Governmental fund revenues.
Figure 7 Table: Expenditure Summary – All Governmental Funds
Figure 8 – Expenditure Summary – All Governmental Funds
The largest expenditure category is Payroll & Related items which makes up approximately 77% of all Governmental fund
expenditures.
AdoptedEstimatedAdopted
AuditedAuditedAuditedBudget BudgetBudget
EXPENDITURES (BY FUNCTION)FY 08/09FY 09/10FY 10/11FY 11/12FY 11/12FY 12/13
11 - Instructional 2,120,372$ 2,428,184$ 2,764,022$ 3,029,625$ 3,278,462$ 3,377,707$
12 - Resources & Media 62,513 87,511 73,398 90,134 82,929 140,756
13 - Staff Development 36,973 95,387 111,933 126,230 99,068 126,952
21 - Instructional Leadership 11,660 97,623 125,265 131,742 138,136 127,812
23 - School Leadership 179,554 286,307 294,931 333,805 345,030 353,683
31 - Guidance & Counseling 163,575 159,850 165,245 220,628 236,725 234,011
33 - Health Services 58,845 56,963 53,513 59,700 60,853 58,324
35 - Food Services 15,448 8,135 - 9,657 12,363 9,544
36 - CoCurricular/ Extra. Activities 111,738 116,808 7,275 134,726 101,818 186,036
41 - Administrative 527,000 318,624 105,472 601,746 697,464 314,263
51 - Maintenance & Operations 279,485 265,969 301,672 587,169 621,629 607,211
53 - Data Processing 88,720 157,923 525,273 159,874 174,781 166,686
61 - Community Services 66,822 59,592 154,962 66,244 79,010 91,890
71 - Debt Service 82,991 41,495 69,739 - - -
81 - Facility Acquisition/Construction - - 132,286 23,940 18,878 23,940
Total Expenditures 3,805,696$ 4,180,369$ 4,884,985$ 5,575,220$ 5,947,147$ 5,818,815$
61XX - Payroll &
Related Items
77%
62XX - Contracted
Services
13%
63XX - Supplies &
Materials
5%
64XX - Other
Operating
5%
Expenditures by Object
Page 109
Budget Trends
GENERAL FUND - STATE FUNDING
Despite a 4% historical average annual growth rate, the State of Texas continues to lag behind the
national average for per pupil funding, providing $1,000 to $1,500 less per pupil than the national
average. Due to its Charter status, Westlake Academy receives less State funding per student than other
non-charter public schools because public charter schools in the State of Texas do not receive facility
funding. The Academy’s State funding per pupil has declined by approximately $745 per pupil since FY
09-10.
Figure 9 Average Funding per Student
The difference between the amount of Texas State funding and Westlake Academy is the amount dedicated to facilities
funding. Public charter schools in Texas do not receive facility funding.
-
2,000
4,000
6,000
8,000
10,000
12,000
03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12
Estimated
12/13
Adopted
Average Funding / Student
WA Mean Texas Mean National Mean
Page 110
The largest funding sources for Westlake Academy continue to be State funding and the Blacksmith
Apprentice Program. State funding has averaged between 80% and 86% of General Fund revenues from
FY 07/08 to FY 12/13 while Blacksmith contributions have averaged between 10% and 15%.
Figure 10 General Fund Revenues by Source
GENERAL FUND - LOCAL FUNDING
As the student population has grown, the Blacksmith annual program contributions have increased.
However, the average contribution per student was declining from FY 06/07, but has begun an upward
trend in the last two fiscal years.
Figure 11 Blacksmith Contributions
The FY 12/13 Blacksmith contributions of $720,000 are based on an estimated per-student average donation of $1,108.
$0
$1
$2
$3
$4
$5
$6
FY 07/08
Audited
FY 08/09
Audited
FY 09/10
Audited
FY 10/11
Audited
FY 11/12
Estimated
FY 12/13
Adopted
Mi
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s
FY 12/13 Revenues by Source
All Other Local
Athletics
Transportation
Lunchroom Revenues
Investment Earnings
WAF Salary
Reimbursement
Blacksmith Apprentice
Program
FY
04/05
FY
05/06
FY
06/07
FY
07/08
FY
08/09
FY
09/10
FY
10/11
Est.
FY
11/12
Propos
ed
FY
12/13
Total Raised $239,446 $335,727 $388,377 $407,012 $394,129 $431,409 $524,038 $679,000 $720,000
Average per Student 907 1,036 1,122 1,074 945 879 989 1,113 1,108
600
800
1,000
1,200
1,400
1,600
1,800
2,000
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
To
t
a
l
C
o
n
t
r
i
b
u
t
i
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s
Blacksmith Program Contributions
Page 111
Service Level Adjustments
This budget makes use of Service Level Adjustments (SLA’s) to track any cost changes. These cost
changes will fall into one of four categories: first, increased operating costs to maintain current levels of
service; second, increased operating costs due to expanded levels of service; third, increased costs due
to the development of new services, and fourth, cost savings. Cost savings may occur for any number of
reasons, but primarily arise due to increased efficiency, service level reductions, or not expending the
budgeted resources.
Generally speaking, Service Level Adjustments (SLA’s) in this budget fall into the category of increased
operating costs for existing programs. Some SLA’s are due to existing program expansion, such as
increasing the number of international teachers at Westlake Academy.
SLA’s involving new expenditure areas to target for recommendation to the Board for FY 11/12, staff
recommended several areas: new positions, employee compensation.
Instructional Salary Related Expenditures Total: $188,266
Desired Outcome: High Student Achievement
In FY 12/13 we will have 69.93 full-time equivalent employees (FTE’s), an increase of 2.45 FTE’s. The
increase in expenditures is the result of a combination of adding new positions, the years of experience
our new teachers, an increase in unemployment insurance and other employer contributions, as well as
the increased cost associated with teacher classifications and international teacher stipends.
Asst. to Secondary Principal (.50)
PYP Reading Specialist (.60)
PYP Spanish (.40)
DP Humanities (.50)
MYP Foreign Language (.34)
MYP/DP Reading Specialist (.41)
PYP PE Teaching Aide (.70)
Librarian/Aide (-1.0)
Page 112
Lapse of Education Job Grant (Federal Funding to Save Teaching Positions) Total: $91,375
Desired Outcome: High Student Achievement
In FY 11/12 the Academy received $91,375 in a federal entitlement grant for teacher retention. This was a one
year grant that was utilized to offset the salaries of approximately 1.75 FTE teaching positions. With the lapse
of the federal funding, these teaching positions were moved back into the General Fund.
Employee Compensation and Benefits Total: $36,077
Desired Outcomes: Effective Educators & Staff – High Student Achievement
In FY 11/12 the Board directed staff to prepare the budget holding teachers’ salaries flat. In FY 11/12 several
of the surrounding districts increased their teacher pay and in order to maintain the Board policy of being
within 3% of the median, it will be necessary to increase salaries 1% in FY 12/13. With over 70% of the
Academy’s expenditures being directly related to employee pay and benefits, it is important that we offer
competitive salaries, wages, and benefits to attract and retain a strong faculty base, even in a difficult
economy.
Media & Resource (Library) Total: $58,109
Desired Outcome: High Student Achievement
With the renovation to the Scott Bradley Library and the introduction of the Media Center / Research
environment, the staffing requirements shifted and two full-time teachers will be working with students in the
PYP, MYP, and DP program on computer aided research and database utilization skills.
Athletics Department Total: $65,921
Desired Outcome: Student Engagement & Extra-Curricular Activities
The majority of this cost increase is related to the experience level of the Athletic Director, the increase in
expenditures of assigned funds for equipment and uniform replacement, and anticipation of greater
participation in athletics, requiring additional field rentals, referees, etc. The Academy collects player fees to
help offset the cost of extra-curricular activities.
Professional Development Total: $50,233
Desired Outcome: Effective Educators & Staff; High Student Achievement
In FY 11/12, Westlake Academy received thousands of dollars in special revenue funds (grants) targeting
professional development. Without the renewal of all these grants, the professional development budget was
moved back into the General Fund.
Ending In-Direct Operating Cost Transfer from Academy Budget to Town Budget Total: -$306,900
Desired Outcome: Financial Stewardship and Responsibility
In FY 11/12 the Academy reimbursed the Town for the in-direct operating costs for administrative services
shared with the Town of Westlake. This includes the Superintendent, Finance Director, Human Resources
Director, Facilities Director, and support personnel. This had been paid by the Town of Westlake from the
inception of the school in 2003. The amount represents $325,000 less the 25% portion of the IT Tech and the
Maintenance Engineer for time allocated to the Town.
Page 113
Individual Fund Summary
GENERAL FUND
The General Fund is a governmental fund with budgetary control which is used to show transactions resulting
from operations of on-going organizations and activities from a variety of revenue sources.
FY /13 Adopted: Revenues = $5,608,555 Expenditures =$5,572,225
Figure 12 Revenue & Expenditure Comparison – General Fund
Expenditures have exceeded revenues over the last two fiscal years. This is due to the State’s reduction in public education
funding, approximately an eight percent (8%) decline.
$1
.
0
9
$1
.
8
3
$2
.
4
1
$2
.
8
8
$3
.
1
7
$3
.
6
6
$4
.
2
8
$4
.
5
9
$5
.
2
4
$1
.
0
7
$1
.
6
1
$2
.
2
1
$2
.
6
2
$3
.
2
3
$3
.
7
1
$3
.
9
2
$4
.
6
1
$5
.
3
3
$-
$1
$2
$3
$4
$5
$6
FY 03/04
audited
FY 04/05
audited
FY 05/06
audited
FY 06/07
audited
FY 07/08
audited
FY 08/09
audited
FY 09/10
audited
FY 10/11
estimated
FY 11/12
Adopted
Mi
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Revenue & Expenditure Comparison
Revenues Expenditures
Page 114
SPECIAL REVENUE FUNDS
The Special Revenue Funds are the funds that account for local, state and federally financed programs or
expenditures legally restricted for specified purposes or where unused balances are returned to the grantor at
the close of a specified project period.
FY 12/13 Adopted: Revenues =$170,879 Expenditures =$191,591
Figure 13 – Special Revenue Funds Comparison
Variance
Estimated Adopted Estimated
FY 11/12 FY 12/13 to Adopted
SPECIAL REVENUE FUNDS
Federal Grants through TEA
Fund 224 - IDEA B 72,544 69,239 (3,305)
Fund 225 - IDEA B Preschool - - -
Fund 266 SFSF (ARRA) - - -
Fund 287 - Education Jobs 91,375 - (91,375)
Sub-total Federal Grants 163,919 69,239 (94,680)
State Grants through TEA
Fund 397 - Advanced Placement Incentive 5,220 - (5,220)
Fund 404 - Student Success Initiative 2,200 - (2,200)
Fund 410 - Material Allotment Disbursment 3,566 - (3,566)
Fund 411 - Technology - - -
Fund 429 - AP/IB Campus Awards 925 - (925)
Sub-total State Grants 11,911 - (11,911)
Local Activities
Fund 461 - Local Campus Activity 31,143 30,000 (1,143)
Sub-total Local Activities 31,143 30,000 (1,143)
Hudson Foundation Grants
Fund 481 - Hudson Foundation - - -
Fund 483 - Hudson Technology - - -
Fund 484 - Hudson Teacher Development 35,000 - (35,000)
Fund 485 - Hudson Teacher Grant 10,000 - (10,000)
Fund 486 - Hudson Ron Clark: Teacher Effectiveness 28,430 - (28,430)
Sub-total Hudson Foundation Grants 73,430 - (73,430)
Westlake Academy Foundation Grants
Fund 482 - WAF Fund100 19,259 - (19,259)
Fund 487 - WAF Technology for the Next Generation 100,000 - (100,000)
Fund 488 - WAF Support Mathematics Teacher 4,235 - (4,235)
Fund 489 - WAF Rosetta Stone 10,995 - (10,995)
Fund 490 - WAF Whole School Professional Development 36,980 - (36,980)
Fund 491 - WAF Accept the Best, Nothing Less! Phase I 15,167 - (15,167)
Fund 492 - WAF Accept the Best, Nothing Less! Phase II 26,742 36,000 9,258
Fund 493 - IB Learns Grant - 35,640 35,640
Fund 494 - WAF Library Fund-an-Item 61,000 - (61,000)
Fund 495 - WAF Coop Tables Grant 26,622 - (26,622)
Sub-total Foundation WA Grants 301,000 71,640 (229,360)
Grant Total - All Special Revenue Funds 581,403 170,879 (410,524)
Page 115
Informational Summary
CHANGES IN DEBT
Debt service for the Academy’s capital infrastructure is included in the Town of Westlake’s municipal budget.
The amount of debt outstanding including interest is approximately $32,194,538; this debt will be retired in
2021. The average annual debt service for Academy facilities paid by the Town of Westlake is approximately
$1,500,000. Discussion of current and future capital projects may be found in the Organizational Section of
this document (see pages 40 & 41).
FACILITIES
The Academy was designed and built to service approximately 620 students, with the addition of almost 50
students; the facilities at the Academy are projected to reach full capacity at the beginning of the FY 13/14
school year. However, curriculum and course schedules play an equally important role in determining facility
use; the IB curriculum places a unique demand on staff and resources. In addition to the permanent structures
on the campus, the lease cost for three temporary buildings was added as a budget amendment to the FY
10/11 Academy budget and placed into service in FY 11/12. The buildings are used to support expanded
curriculum offerings in the DP programme. These buildings do not meet the criteria for “capital” expenses and
are paid for from the Academy’s operating budget. The 3 year lease includes a standard purchase option
however, no commitment has been made at this time; the Board is currently discussing how this and other
facility needs will be met in the future.
PERSONNEL TRENDS
The Academy has added personnel each year since its opening to support new grade levels and classes as well
as curriculum expansion. In FY 11/12 the Academy added 8.4 FTE positions to support additional course
offerings and student expansion. In FY 12/13 an additional 2.45 FTE positions for a total of 69.93 FTE
employees (see page 95 in the Informational section for a complete list of all positions).
Page 116
Figure 14 Westlake Academy FTE Staff
Staff
levels have increased steadily since the Academy opened in FY 03/04. Staffing levels have increased each year as the program
offerings and each grade level is fully filled. The Academy has added 14.68 FTE positions since reaching full grade level expansion
in FY 09/10.
18.85
25.15
32.40 36.40
43.00
48.10
55.62 59.44
67.48 69.93
-
10
20
30
40
50
60
70
80
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13
Faculty & Staff Growth
FY 03/04 - FY 12/13
Instructional Staff Instructional Aides School Leadership
Office Staff Counselors IT
Nurse Facilities Total
Page 117
STUDENT ENROLLMENT TRENDS
Westlake Academy’s student enrollment is established by two sets of boundaries. The primary boundary
encompasses the Town of Westlake and allows Westlake residents automatic entry into Westlake Academy.
The secondary boundaries are comprised of 31 of the surrounding school districts. While any school-age child
from these districts is allowed to attend the Academy, demand for entrance has exceeded the Academy’s
capacity necessitating an annual lottery system that is carried out according to the standards and practices
dictated by Federal law.
Student enrollment has grown since the Academy’s opening in FY 03/04 with the addition of one new grade
level each year. The Academy opened with Grades 1 through 6 and completed adding grade levels in FY 09-10.
The Academy’s enrollment continued to expand in FY 10/11 with an increase in target class sizes of 20 pupils
per class and the addition of a third section in the secondary programme. In FY 13/14 the campus facilities at
the Academy are expected to reach full capacity (including the three portable buildings discussed earlier in this
document). Any future growth in student population may necessitate building or leasing additional space.
Figure 15 Westlake Academy Student Enrollment
Total enrollment has increased steadily since FY 03/04 in harmony with the expansion of grade levels. The increase from 530 in
FY 10/11 to 610 in FY 11/12 is due to the Board’s decision to expand class sizes in an effort to increase program offerings. Future
enrollment increases or decreases are at the sole discretion of the Board.
195
264
324 346 379 417
491 530
610 650
0
100
200
300
400
500
600
700
FY 03/04
G1-6
FY 04/05
K-7
FY 05/06
K-8
FY 06/07
K-9
FY 07/08
K-10
FY 08/09
K-11
FY 09/10
K-12
FY 10/11
K-12
FY 11/12
K-12
FY 12/13
K-12
WA Student Enrollment
Page 118
Performance Results
The State of Texas utilizes the Texas Assessment of Knowledge and Skills (TAKS) test to assess students’
attainment of reading, writing, math, science, and social studies skills required under Texas education
standards. Although the test was created before the passage of the No Child Left Behind Act (NCLBA), it
complies with the law. The charts below utilize TEA data to compare Westlake Academy’s performance with
several benchmark school districts including the three districts that have boundaries within the Town of
Westlake (Carroll ISD, Keller ISD and Northwest ISD).
Of the
school districts listed above, Westlake Academy had the highest or second-highest 2011 TAKS performance for every category
except science.
Westlake Academy’s spending per pupil declined sharply in FY 10/11 due to the State Education funding reductions.
Recent enrollment increases have improved efficiencies and reduced the per student cost. Benchmarking
against the surrounding local ISDs, Westlake Academy’s expenditures are near the median when comparing
expenditures per student excluding debt service and capital expenditures.
0
10
20
30
40
50
60
70
80
90
100
TAKS %
Passing
Reading/ELA
TAKS %
Passing
Writing
TAKS %
Passing
Mathematics
TAKS %
Passing
Science
TAKS %
Passing
Social
Studies
2011 TAKS Results Benchmark Comparisons
Lewisville
Northwest
Arlington
Birdville
Fort Worth
Keller
Hurst-Euless-Bedford
Carroll
Westlake Academy Charter
$5,500
$6,500
$7,500
$8,500
$9,500
FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11
Operating Costs per Student
(Excluding Debt Service & Capital Expenditures)
Lewisville Northwest Arlington
Birdville Fort Worth Keller
Hurst-Euless-Bedford Carroll Westlake Academy Charter
Page 119
PARENT SURVEY RESULTS
Westlake Academy is focused on delivering high quality educational services and depends upon the constant
input from stakeholders. Each year Westlake Academy conducts an Annual Parent Survey to help identify any
future needs and to prioritize resource allocation. The FY 10/11 Westlake Academy Parent Survey was
conducted in June 2011 and achieved significant improvements in satisfaction (>5%) in thirteen (13) of the
nineteen (19) service areas and programs rated. Westlake anticipates completing a parent satisfaction survey
every other year to continue to track overall performance and satisfaction.
83% of the parent’s surveyed were very satisfied or satisfied with the overall quality of education Westlake Academy delivers to
its students.
AWARDS
The Association of School Business Officials International (ASBO) presented a Meritorious Budget Award to
Westlake Academy for its Annual Operating Budget for the fiscal year beginning September 1, 2010. This is the
second year the Academy has been honored with this award. Additionally, the Academy received the
Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA);
representing the fourth year the Academy has received this award.
These awards represent a significant achievement that reflect the dedication and commitment the Board of
Trustees and staff have given to meeting the highest principles of governmental accounting. These awards are
valid for one year only. We believe our current budget continues to conform to program requirements, and
we are submitting it to ASBO and GFOA to determine its eligibility.
Very Satisfied
41%
Satisfied
42% Dissatisfied
14%
Neutral
3%
Overall Satisfaction with
Quality of Education
Page 120
SUMMARY
Westlake Academy’s students, faculty, and staff continue down the path towards excellence, appearing in the
top 50 public schools in the nation in three different national rankings. This shows that we lived up to our last
year’s theme, “Continued Excellence in the Face of Change”.
In FY 11/12, we spent many hours in discussion about the future of Westlake Academy, our vision, mission,
and values. About how best we can reach our ultimate destination in this climate of uncertainty, and constant
change. Keeping in mind our last year’s budget theme of continuing excellence in the face of change, I would
offer for the FY 12/13 budget theme, “Holding to the Vision, Rising to the Challenge”.
While we have many successes to celebrate, we are constantly striving to improve the Academy through
multiple avenues, including: getting the right people on the bus, making sure that we are consistently taking
measure of our course, and making adjustments as we move towards our goal; it is through our talented
faculty, staff, students, and their supportive families, that we are able to unfailingly rise to the challenges, and
hold to our vision.
On behalf of our entire learning community, I would like to thank the Board for their leadership, dedicatio n
to excellence, and their support in making Westlake Academy and the Town of Westlake, truly a shining
example of what can be accomplished when people come together with a common purpose: great things
can happen!
As with all good teams, it becomes necessary to draw attention to performers who go above and beyond to
make sure we accomplish our goals. I would like to recognize the hard work of the Westlake Academy and
Municipal Leadership Team, and specifically Debbie Piper and Ben Nibarger for their efforts in completing
this award winning document. I know with the team we have in place, we will continue “Holding to the
Vision, and Rising to the Challenge ”.
Thomas E. Brymer
Town Manager/Superintendent Westlake Academy
Page 121
CAPITAL PROJECTS
FUND
This fund tracks the infrastructure and building projects funded with general
fund operating transfers, intergovernmental revenue, bond funds and other
special fund sources. Capital projects are those projects over $25,000 that may
extend over one fiscal year to complete and reflect multiple expense
categories such as engineering, design and construction. All capital projects
illustrate not only the expenditure and revenue sources, but ongoing
operational impact.
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 - - 400,000 816,500 104%416,500 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 12,800 11,000 -14%(1,800) 11
12 Misc Income - - 8,000 - -100%(8,000) 12
13 Total Revenues 27,055 27,800 420,800 827,500 97%406,700 13
14 Transfers In 3,290,659 - 35,000 - -100%(35,000) 14
15 Bond Proceeds 2,095,000 - - 8,500,000 100%8,500,000 15
16 Total Other Sources 5,385,659 - 35,000 8,500,000 24186%8,465,000 16
17 TOTAL REVENUES & OTHER SOURCES 5,412,714 27,800 455,800 9,327,500 1946%8,871,700 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 1,641,052 4,467,249 172%2,826,198 32
33 Total Expenditures 989,762 2,047,545 2,041,052 4,467,249 119%2,426,198 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 2,041,052 4,467,249 119%2,426,198 36
37 EXCESS REVENUES OVER(UNDER) EXPENDITURES 4,414,052 (2,019,745) (1,585,252) 4,860,251 -407%6,445,503 37
38 FUND BALANCE, BEGINNING 220,279 4,634,332 4,634,332 3,049,080 -34%(1,585,252) 38
39 FUND BALANCE, ENDING 4,634,332 2,614,587 3,049,080 7,909,331 159%4,860,251 39
40 Restricted/Assigned/Committed Funds 4,634,332 2,614,587 3,049,080 7,909,331 159%4,860,251 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 3,049,080 7,909,331 159%4,860,251 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 3,049,080 7,909,331 159%4,860,251 49
vs
Page 123
FFUUNNDD OOVVEERRVVIIEEWW
CCAAPPIITTAALL PPRROOJJEECCTTSS FFUUNNDD
This fund tracks the infrastructure and building projects funded with general fund operating
transfers, intergovernmental revenue, bond funds and other special fund sources. Capital
projects are those projects over $25,000 that may extend over one fiscal year to complete and
reflect multiple expense categories such as engineering, design and construction. All capital
projects illustrate not only the expenditure and revenue sources, but ongoing operational
impact.
Completion of CIP projects may have a fiscal impact to the Town’s operating funds as routine
maintenance and operational expenditures are necessary to utilize the completed project.
When an operating impact has been identified, it is included on the project description sheet,
and costs are projected for the next three years. Upon approval of the project for an annual
expenditure, the fiscal impact is integrated into the operating budget.
Revenues
• FY12/13 projected revenues are $9,327,500.
• This represents an increase of $8,871,700 from the FY 11/12 estimated budget of $455,800
o Contributions increased $416,500 - TSH proceeds ($400K) were received in FY11/12
and a Green Belt grant from TxDot in the amount of $816,500 is proposed in
FY12/13 for median landscaping of FM1938/Davis Blvd.
o Interest income is project at $11,000 for FY12/13 – this is a decrease of $1,800
compared to FY11/12.
o Bond Proceeds are projected at $8.5M for FY12/13. These proceeds will be used
to fund construction of three new buildings at Westlake Academy (if approved);
Cafetorium – includes stage, dressing area, storage and catering kitchen
for dining and general purposes; approximately 9,600 sf.
Three story Secondary School - includes 15 classrooms, flex and office
space; will be designed to allow for future addition if needed;
approximately18,900 sf.
Field-house - will house locker rooms to be used for both athletics and PE;
a visiting team locker room; storage for equipment; offices and space to
be used for the PE program; approximately 9,600 sf.
Expenditures
• FY 12/13 project expenditures are projected to $4,467,249
Project # Project Description Amount
CP20 FM1938 Streetscape/Wayfinding 1,353,469
CP28 Streets Survey 30,645
CP30 SH114/Hwy170 Enhancements 345,460
CP31 Stagecoach Hills Reconstruction/Drainage 41,680
CP41 Dove Vaquero to Terra Bella 221,995
CP42 Trail Connection at 114/Solana 15,000
CP45 Westlake Portion of Hillwood Projects 1,044,000
CP46 WA North Driveway Lighting 40,000
CP47 Hwy 377 Westport Parkway Sign 25,000
CP48 Westlake Academy Expansion 1,350,000
Total Project Expense $ 4,467,249
Fund Balance
• FY 12/13 ending fund balance is projected to be $7,909,331
Page 124
Actuals Estimated Proposed
Proj No.Description 2003 - 2011 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 TOTALS
Revenues and Other Sources
n/a Contributions - TSH Proceeds - 400,000 - - - - - 400,000
n/a Transfer in from GF for WA Expansion - 35,000 - - - - - 35,000
CP47 Hwy 377 Westport Parkway Signal - - 16,500 - - - - 16,500
CP20 FM 1938 Streetscape/Wayfinding - - 800,000 172,000 - - - 972,000
Total Revenues and Other Sources -$ 435,000$ 816,500$ 172,000$ -$ -$ -$ 1,423,500$
Capital Project Detail
CP20 FM 1938 Streetscape/Wayfinding 592,877 808,609 1,353,469 567,100 253,100 - - 3,575,155
CP28-B Streets Survey 29,355 20,000 30,645 - - - - 80,000
CP30 SH 114/Hwy 170 Enhancements 7,500 - 345,460 390,940 336,000 - - 1,079,900
CP31-B Stagecoach Hills Street Reconstruction & Drainage 7,220 450,000 41,680 - - - - 498,900
CP32-B N. Roanoke Road Reconstruction & Drainage 3,348 192,443 - - - - - 195,790
CP34 S. Roanoke Road Reconstruction & Drainage 2,900 - - - 453,000 - - 455,900
CP40 Sam School Road Reconstruction & Drainage - - - 216,000 - - - 216,000
CP41 E. Dove Road Reconstruction & Drainage (Vaq - TB)- - 221,995 404,945 - - - 626,940
CP42 Trail Connection at 114/Solana - - 15,000 - - - - 15,000
CP45 Hillwood Misc Project Expense 4,740 85,000 1,044,000 - - - - 1,133,740
CP46 WA North Driveway Lighting - - 40,000 - - - - 40,000
CP47 Hwy 377 Westport Parkway Signal - 50,000 25,000 - - - - 75,000
CP48 Westlake Academy Expansion - 35,000 1,350,000 2,225,000 2,820,000 2,105,000 - 8,535,000
n/a TSH Donation Expense to WA Foundation - 400,000 - - - - - 400,000
Total Capital Projects 647,940$ 2,041,052$ 4,467,249$ 3,803,985$ 3,862,100$ 2,105,000$ -$ 16,927,325$
(647,940)$ (1,606,052)$ (3,650,749)$ (3,631,985)$ (3,862,100)$ (2,105,000)$ -$ (15,503,825)$
Projection
5 Year Projection
Capital Projects Fund
Page 125
Vision Point: Inviting Neighborhoods
Project Description:
Est. thru Proposed Project
Expense Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Engineering - - - - - - -
Construction 1,401,486 1,353,469 567,100 253,100 - - 3,575,155
- - - - - - -
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL 1,401,486 1,353,469 567,100 253,100 - - 3,575,155
Est. thru Proposed Project
Funding Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Capital Projects Fund - Cash 1,401,486 1,353,469 567,100 253,100 - - 3,575,155
Contributions/Grants - - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
FUNDING TOTAL 1,401,486 1,353,469 567,100 253,100 - - 3,575,155
Est. thru Proposed Project
Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Supplies - - - - - - -
Maintenance (ROW)- 10,000 10,000 10,000 10,000 10,000 50,000
Services - - - - - - -
Equipment - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT TOTAL - 10,000 10,000 10,000 10,000 10,000 50,000
CAPITAL IMPROVEMENTFiscal Year 2012/2013
FM 1938 Streetscape/Wayfinding
Planned
Project consist of the design and construction of landscape and hardscape improvements to the
FM 1938 corridor from SH 114 south to Randol Mill Road, including sidewalks, trailheads,
signage, rest areas, plantings, entry monuments. Per developer's agreements: Fidelity is to
provide funding for landscape enhancements to the median and ROW (est. $322K) and Vaquero
(Discovery Land) was to provide landscape enhancements to the median (est. $217K). We
anticipate the Fidelity and Discovery Land amounts will need to be negotiated as the developer's
agreements don't provide a cap nor scope of work to be designed to. The Town is required to
install sidewalk on the west side of FM 1938 from Dove to SH 114 per the Fidelity developer's
agreement at our cost. Utility relocations will be necessary to accomodate construction, including
adjusting manholes, fire hydrants, valves and meters as necessary. Maintenance is for irrigation
only.
410-74400-00-20
Planned
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
PROJECT EXPENSE
Page 126
Vision Point: Inviting Neighborhoods
Project Description:
Est. thru Proposed Project
Expense Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Engineering 49,355 30,645 - - - - 80,000
- - - - - - -
EXPENDITURES TOTAL 49,355 30,645 - - - - 80,000
Est. thru Proposed Project
Funding Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Series 2011 CO $2,095,000 49,355 30,645 - - - - 80,000
- - - - - - -
FUNDING TOTAL 49,355 30,645 - - - - 80,000
Est. thru Proposed Project
Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
PROJECT FUNDING
Planned
IMPACT ON OPERATING BUDGET
Planned
CAPITAL IMPROVEMENTFiscal Year 2012/2013
Street Survey
PROJECT EXPENSE
Planned
TheStreetSurvey will evaluatethecurrentstatusofstreetsand
thouroughfares within Westlake's Town limits.Thisinformation will
beused to establish a prioritizationforrepairsandreplacementsas
well asfurtherdefinitionoffuturestandardsofconstructionand
repair.We will reviewstreetdesignstandardsandupdateas
necessary.
410-73000-00-28
Page 127
Vision Point: Inviting Neighborhoods
Project Description:
Est. thru Proposed Project
Expense Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Engineering 7,500 - - - - - 7,500
Construction - 345,460 390,940 336,000 - - 1,072,400
- - - - - - -
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL 7,500 345,460 390,940 336,000 - - 1,079,900
Est. thru Proposed Project
Funding Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Series 2011 CO $2,095,000 7,500 345,460 - - - - 352,960
Pending Bond issue - - 390,940 336,000 - - 726,940
- - - - - - -
-
-
FUNDING TOTAL 7,500 345,460 390,940 336,000 - - 1,079,900
Est. thru Proposed Project
Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
CAPITAL IMPROVEMENTFiscal Year 2012/2013
SH114 & Hwy 170 Enhancements
Thisprojectwouldbe a cooperativeeffortbetweenWestlake,Trophy
Club,andRoanokeconsistingofthedesignandconstructionof
landscapeandhardscapeimprovements to the SH 1170 &114
interchange to includeplantings,painting,andentrymonuments.
Maintenance is forirrigationonly.Project costs are estimated to be
$3,000,000forconstructionand$200,000forengineeringdesign.
Funding participation is anticipated to be 1/3 from each party.
Planned
410-74400-00-30
Planned
PROJECT FUNDING
Planned
IMPACT ON OPERATING BUDGET
PROJECT EXPENSE
Page 128
Vision Point: Inviting Neighborhoods
Project Description:
Est. thru Proposed Project
Expense Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Engineering - - - - - - -
Construction 457,220 41,680 - - - - 498,900
- - - - - - -
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL 457,220 41,680 - - - - 498,900
Est. thru Proposed Project
Funding Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Series 2011 CO $2,095,000 457,220 41,680 - - - - 498,900
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
FUNDING TOTAL 457,220 41,680 - - - - 498,900
Est. thru Proposed Project
Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Supplies - - - - - - -
Maintenance - 2,000 2,000 2,000 2,000 2,000 10,000
Services - - - - - - -
Equipment - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT TOTAL - 2,000 2,000 2,000 2,000 2,000 10,000
CAPITAL IMPROVEMENTFiscal Year 2012/2013
Stagecoach Hills Street Reconstruction and Drainage
PROJECT EXPENSE
Planned
Planned
Theproject will providestabilizationofroadsubgradeand2"of
asphalt to theapproximate4,500LFofpavement in theStagecoach
Hills Subdivisionandreplace/improveculvertsandditches.Foresee
crack sealingduringthe2ndyearaftercompletion.Thisproject is not
a candidate for Tarrant County participation.
410-74400-00-31
IMPACT ON OPERATING BUDGET
Planned
PROJECT FUNDING
Page 129
Vision Point: Inviting Neighborhoods
Project Description:
Est. thru Proposed Project
Expense Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Engineering - - - - - - -
Construction 2,900 - - 453,000 - - 455,900
- - - - - - -
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL 2,900 - - 453,000 - - 455,900
Est. thru Proposed Project
Funding Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Series 2011 CO $2,095,000 2,900 - - - - - 2,900
Pending Bond issue - - - 453,000 - - 453,000
- - - - - - -
- - - - - - -
FUNDING TOTAL 2,900 - - 453,000 - - 455,900
Est. thru Proposed Project
Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Supplies - - - - - - -
Maintenance - - - - - 2,000 2,000
Services - - - - - - -
Equipment - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT TOTAL - - - - - 2,000 2,000
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENTFiscal Year 2012/2013
Roanoke Road Reconstruction and Drainage (South)
PROJECT EXPENSE
Planned
Planned
Theproject will providestabilizationofroadsubgradeand6"of
asphalt to approximately4,000LFofRoanokeRoadand
replace/improveculvertsandditches.Projectimprovements will be
from Highway170south to the Town Limits.Foresee crack sealing
duringthe2ndyearaftercompletion.The cost belowreflects
constructionbyprivatecontractorwithoutparticipation from Tarrant
County.
410-74400-00-34
Page 130
Vision Point: Inviting Neighborhoods
Project Description:
Est. thru Proposed Project
Expense Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Engineering - - - - - - -
Construction - - 216,000 - - - 216,000
- - - - - - -
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - - 216,000 - - - 216,000
Est. thru Proposed Project
Funding Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Series 2011 CO $2,095,000 - - - - - - -
Pending Bond issue - - 216,000 - - - 216,000
- - - - - - -
- - - - - - -
- - - - - - -
FUNDING TOTAL - - 216,000 - - - 216,000
Est. thru Proposed Project
Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Supplies - - - - - - -
Maintenance - - - 1,000 1,000 1,000 3,000
Services - - - - - - -
Equipment - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT TOTAL - - - 1,000 1,000 1,000 3,000
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENTFiscal Year 2012/2013
Sam School Road Reconstruction and Drainage
PROJECT EXPENSE
Planned
Planned
Theproject will providestabilizationofroadsubgradeand6"of
asphalt to approximately2,000LFofSamSchoolRoadand
replace/improveculvertsandditches.Anticipate crack sealing2nd
year from completion.The cost belowreflectsconstructionby
private contractor without Tarrant County participation.
410-74400-00-40
Page 131
Vision Point: Inviting Neighborhoods
Project Description:
Est. thru Proposed Project
Expense Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Engineering - - - - - - -
Construction - 221,995 404,945 - - - 626,940
- - - - - - -
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - 221,995 404,945 - - - 626,940
Est. thru Proposed Project
Funding Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Series 2011 CO $2,095,000 - 221,995 - - - - 221,995
Pending bond issue - - 404,945 - - - 404,945
- - - - - - -
- - - - - - -
- - - - - - -
FUNDING TOTAL - 221,995 404,945 - - - 626,940
Est. thru Proposed Project
Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Supplies - - - - - - -
Maintenance - - - - 2,000 2,000 4,000
Services - - - - - - -
Equipment - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT TOTAL - - - - 2,000 2,000 4,000
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENTFiscal Year 2012/2013
Dove Road Reconstruction and Drainage (Vaquero -Terra Bella)
PROJECT EXPENSE
Planned
Planned
Theproject will providestabilizationofroadsubgradeand6"of
asphalt to approximately6,500LFof Dove Roadandreplace/improve
culvertsandditches.Anticipate crack sealing2ndyear from
completion. The cost below reflects construction by private contractor
withoutTarrantCountyparticipation.This work will alsoinclude
constructionof a pedestrian trailfrom FM 1938 to theGlenwyck
Farms.
410-73000-00-41
Page 132
Vision Point: Inviting Neighborhoods
Project Description:
Est. thru Proposed Project
Expense Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Engineering - 15,000 - - - - 15,000
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - 15,000 - - - - 15,000
Est. thru Proposed Project
Funding Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Series 2011 CO $2,095,000 - 15,000 - - - - 15,000
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
FUNDING TOTAL - 15,000 - - - - 15,000
Est. thru Proposed Project
Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
Planned
PROJECT FUNDING
Planned
Planned
IMPACT ON OPERATING BUDGET
PROJECT EXPENSE
CAPITAL IMPROVEMENTFiscal Year 2012/2013
Trail Connection at Hwy 114 and Solana
Thisproject will be a cooperativeeffortbetweenWestlake,Trophy
Club,andSouthlakeconsistingofthedesignandengineeringofan
intra-citytrail system.Theengineering/design costs are estimatedat
$45,000.Constructionandlandscaping cost estimateshavenot yet
beencompleted.Fundingparticipation is anticipated to be1/3 from
each party.
410-74400-00-42
Page 133
Vision Point: Inviting Neighborhoods
Project Description:
Est. thru Proposed Project
Expense Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Engineering 89,740 - - - - - 89,740
Construction - 50,000 - - - - 50,000
Construction (per Council Amendment)- 994,000 - - - - 994,000
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL 89,740 1,044,000 - - - - 1,133,740
Est. thru Proposed Project
Funding Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Series 2011 CO $2,095,000 89,740 182,417 - - - - 272,157
Capital Projects Fund - Cash - 861,583 - - - - 861,583
- - - - - - -
- - - - - - -
- - - - - - -
FUNDING TOTAL 89,740 1,044,000 - - - - 1,133,740
Est. thru Proposed Project
Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
Planned
PROJECT FUNDING
IMPACT ON OPERATING BUDGET
CAPITAL IMPROVEMENTFiscal Year 2012/2013
Westlake Portion of Hillwood Projects
PROJECT EXPENSE
Planned
Planned
The Dove RoadandOttingerRoadprojectsinclude work that is
required to bepaidbythe Town for misc constructionrelated to issues
that were notpartoftheapprovedsetofplans within the Hillwood
developer agreement.
410-46190-00-45
Town Councilapprovedanamendment to thedeveloperagreementon
August27,2012 to appropriate$994,000ofadditionalfundsneeded to
complete Dove RoadandOttingerRoadimprovements.Includesthe
trail from Vaquero to Westlke Academy
Page 134
Vision Point: Inviting Neighborhoods
Project Description:
Est. thru Proposed Project
Expense Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Engineering - - - - - - -
Construction - 40,000 - - - - 40,000
- - - - - - -
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL - 40,000 - - - - 40,000
Est. thru Proposed Project
Funding Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Series 2011 CO $2,095,000 - - - - - - -
Capital Projects Fund - Cash - 40,000 - - - - 40,000
- - - - - - -
- - - - - - -
- - - - - - -
FUNDING TOTAL - 40,000 - - - - 40,000
Est. thru Proposed Project
Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
PROJECT FUNDING
Planned
IMPACT ON OPERATING BUDGET
Planned
CAPITAL IMPROVEMENTFiscal Year 2012/2013
Westlake Academy North Driveway Lighting
Theproject will providepermanentlightingfixturesalongthenew
Westlake Academy north entry road.
PROJECT EXPENSE
Planned
410-73000-00-46
Page 135
Vision Point: Leadership
Project Description:
Est. thru Proposed Project
Expense Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Engineering - - - - - - -
Construction 50,000 25,000 - - - - 75,000
- - - - - - -
- - - - - - -
- - - - - - -
EXPENDITURES TOTAL 50,000 25,000 - - - - 75,000
Est. thru Proposed Project
Funding Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Series 2011 CO $2,095,000 50,000 8,500 - - - - 58,500
Contributions - 16,500 - - - - 16,500
(reimbursment from Tarrant County - - - - - - -
for Tarrant County and Keller portion)- - - - - - -
- - - - - - -
FUNDING TOTAL 50,000 25,000 - - - - 75,000
Est. thru Proposed Project
Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Supplies - - - - - - -
Maintenance - - - - - - -
Services - - - - - - -
Equipment - - - - - - -
Debt Service - - - - - - -
OPERATING IMPACT TOTAL - - - - - - -
PROJECT FUNDING
Planned
IMPACT ON OPERATING BUDGET
Planned
CAPITAL IMPROVEMENTFiscal Year 2012/2013
Hwy. 377 & Westport Parkway Signal
PROJECT EXPENSE
Planned
410-73000-00-47
Thisintersection is currentlyuncontrolled(doesnothave a traffic
signal).This is a regionalprojectbetweenWestlake,TarrantCounty,
Fort Worth,and TxDOT that will includetheinstallationof traffic
signalsthat will beoperatedandmaintainedby TxDOT.Westlake will
beresponsiblefor1/3oftheconstruction costs.Staff hasalso
includedadditionalfunding to upgradethepoles to powdercoating
similar to the existing signals at Westlake Parkway.
Page 136
Vision Point: Leadership
Project Description:
Est. thru Proposed Project
Expense Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Engineering - 150,000 25,000 20,000 25,000 - 220,000
Construction - 1,000,000 1,700,000 2,500,000 1,085,000 - 6,285,000
FF&E - - - - 900,000 - 900,000
Design 35,000 150,000 250,000 100,000 55,000 - 590,000
Contingency - 50,000 250,000 200,000 40,000 - 540,000
EXPENDITURES TOTAL 35,000 1,350,000 2,225,000 2,820,000 2,105,000 - 8,535,000
Est. thru Proposed Project
Funding Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Capital Projects Fund - Cash 35,000 - - - - - 35,000
Series 2012 CO $8,500,000 (if issued)- 8,500,000 - - - - 8,500,000
- - - - - - -
- - - - - - -
- - - - - - -
FUNDING TOTAL 35,000 8,500,000 - - - - 8,535,000
Est. thru Proposed Project
Description 09/30/12 FY 12/13 13/14 14/15 15/16 16/17 Total
Supplies - - - 10,000 10,000 5,000 25,000
Maintenance - - - 8,000 15,000 20,000 43,000
Services - - - 5,000 13,000 15,000 33,000
Other Operating Costs - - - 20,000 20,000 20,000 60,000
Miscelleaneous - - - 5,000 5,000 5,000 15,000
OPERATING IMPACT TOTAL - - - 48,000 63,000 65,000 176,000
Planned
IMPACT ON OPERATING BUDGET
Planned
PROJECT EXPENSE
CAPITAL IMPROVEMENTFiscal Year 2012/2013
Westlake Academy Expansion
410-74400-00-48
This project consists of the construction of a three new buildings:
2)Three story SecondarySchoolatapprx.18,900 sf.Includes15
classrooms,flexand office space.Designed to allowforfuture
addition in needed.
3)Fieldhouseatapprox.9,600 sf.Will houselockerrooms to be
usedforbothathleticsand PE,a visiting teamlockerroom,storage
for equipment, offices and space to be used for the PE program.
1)Cafetorium with stage,dressingarea,storageandcateringkitchen
for dining and general purposes at approx. 9,600 sf.
Planned
PROJECT FUNDING
Page 137
CCAAPPIITTAALL IIMMPPRROOVVEEMMEENNTT PPLLAANN
CAPITAL IMPROVEMENT
PLAN
The purpose of a Capital Improvement Plan (CIP) is to more formally structure
the process for pricing, prioritizing, and determining the scope of all Town
capital projects. The CIP helps both the elected officials and the staff to see
the most accurate picture possible of the Town’s infrastructure and public
building needs over the next five (5) years. The complete CIP document can
be found on the Town’s website.
Page 138
CCAAPPIITTAALL IIMMPPRROOVVEEMMEENNTT PPLLAANN
A Town capital project should be defined as construction or reconstruction of any public
building or infrastructure identified as a community need, whether funding is currently available
or not. If funding is not currently available, but the project is determined by the Council to be
important, the project is still included in the Council’s approved five (5) year CIP and shown as
unfunded. If funding is later made available, the project is already on the “radar screen”,
although it may be scheduled in the out years of the 5 year planning period.
The Council approved the Town’s formal Five (5) Year CIP on April 23, 2012. By going through
the effort of a formally prepared CIP in the prior year, subsequent years’ CIP should be more of
an annual update to make sure of the following:
The staff has identified all the capital projects the Council sees on the horizon.
The Council can remove the projects that no longer are seen as a priority in terms of not
meeting the community’s strategic needs (assuming that no funding has been spent on
design thus far).
Annual Council review allows project timing to be adjusted in terms of which year in the 5
year time span the project is assigned.
Annual review of the Council approved 5 year CIP allows this review to be performed at
the same time as the review of the 5 year financial forecast (this is completed to see the
impact of a capital project not only on the capital side, but also on the
operations/maintenance side).
With Council’s adoption of this 5 year CIP, along with the adopted financial policies, no
capital project, regardless of funding source, is put into the CIP until it first comes through
the annual update “call for projects” prepared each Spring by the staff and is included
in the CIP approved by the Council.
Page 139
Actuals Estimated Proposed PROJECT
Proj#PROJECT DESCRIPTION 2000-2011 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 TOTALS
CONTRIBUTIONS/GRANTS
CP20 FM 1938 Streetscape/Wayfinding - - 800,000 172,000 - 972,000
CP47 Hwy 377 Westport Parkway Signal - - 16,500 - - 16,500
TOTAL CONTRIBUTIONS/GRANTS $ - $ - $ 816,500 $ 172,000 $ - $ 988,500
UTILITY FUND PROJECTS
UF30 TRA Assumption of N1 Sewer Line - - 127,338 - - - - 127,338
UF31 N-1 Sewer Line Transfer I & I Study/Repairs - 130,000 34,533 - - - - 164,533
UF36 Ground Storage Tank - - 2,000,000 - - - - 2,000,000
UF37 Stagecoach Hills waterline connection Phase II - 363,375 - - - - - 363,375
TOTAL UTILITY FUND PROJECTS $ - $ 493,375 $ 2,161,871 $ - $ - $ - $ - $ 2,655,246
GENERAL GOVERNMENTAL PROJECTS
CP20 FM 1938 Streetscape/Wayfinding 592,877 808,609 1,353,469 567,100 253,100 - - 3,575,155
CP26 Mahotea Boone Reconst/Drainage (COMPLETE)88,191 - - - - - - 88,191
CP28 Streets Survey 29,355 20,000 30,645 - - - - 80,000
CP29 WA Dining Hall Improvements (COMPLETE)78,085 - - - - - - 78,085
CP30 SH 114/Hwy 170 Enhancements 7,500 - 345,460 390,940 336,000 - - 1,079,900
CP31 Stagecoach Hills Street Reconstruction & Drainage 7,220 450,000 41,680 - - - - 498,900
CP32 N. Roanoke Road Reconstruction & Drainage 3,348 192,443 - - - - - 195,790
CP33 Aspen Lane Recon/Drainage (COMPLETE)214,022 - - - - - - 214,022
CP34 S. Roanoke Road Reconstruction & Drainage 2,900 - - - 453,000 - - 455,900
CP40 Sam School Road Reconstruction & Drainage - - - 216,000 - - - 216,000
CP41 E. Dove Road Reconstruction & Drainage (Vaq - TB)- - 221,995 404,945 - - - 626,940
CP42 Trail Connection at 114/Solana - - 15,000 - - - - 15,000
CP45 Town Portion of Hillwood Project (Bonds)4,740 85,000 182,417 - - - - 272,157
CP45 Town Portion of Hillwood Project (Cash)- - 861,583 - - - - 861,583
CP46 WA North Driveway Lighting - - 40,000 - - - - 40,000
CP47 Hwy 377 Westport Parkway Sign - 50,000 25,000 - - - - 75,000
CP48 Westlake Academy Expansion - 35,000 1,350,000 2,225,000 2,820,000 2,105,000 - 8,535,000
TOTAL GENERAL GOVERNMENTAL PROJECTS $ 1,028,238 $ 1,641,052 $ 4,467,249 $ 3,803,985 $ 3,862,100 $ 2,105,000 $ - $ 16,907,624
GRAND TOTAL ALL PROJECTS 1,028,238$ 2,134,427$ 6,629,120$ 3,803,985$ 3,862,100$ 2,105,000$ -$ 19,562,870$
$2,095,000
$8,500,000
$1,800,885
$4,511,738
$16,907,624
Future Bond Funding (Pending approval)
$8,500,000 - Series 2012 CO issued 09/14/12 (pending approval)
Cash/Transfers In/Fund Balance
General Government Funding Summary Total
- - - - - - - - - P R O J E C T I O N - - - - - - - - -
ALL SUBMITTED CAPITAL PROJECTS
BY FUNDING SOURCE
$2,095,000 - Series 2011 CO issued 03/29/11
Page 140
5 YEAR PROJECTION
Estimated Proposed
Project Description FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 TOTALS
1 Cemetery Improvements -$ -$ -$ 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 141
FFIIVVEE YYEEAARR FFOORREECCAASSTT NNAARRRRAATTIIVVEE
FIVE YEAR
FORECAST
The purpose of a forecast is to get a general picture of what the
organization’s financial condition over time could be, based upon
conservative assumptions. The term “conservative” used in the context of
financial forecasting means revenues are forecast at low growth levels or
even at a decline (depending on the revenue source).
FFIIVVEE 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 five
(5) year planning period, that the forecast is showing that the Town will have available
funds for additional debt service as well as building a fund balance for future capital
and major maintenance and replacement. This is the reason forecasting is a good tool,
as it gives the Council time to strategize as to course we may want to make financially,
both in the short and long term.
Finally, it is important to remember the criticality that economic conditions play in
forecasting, particularly as it relates to sales tax, which can be a volatile revenue
source. If economic conditions improve, sales tax receipts are affected (usually
positively) as well as building permit revenue.
FORECAST ASSUMPTIONS - FY 2012-2013 PROPOSED BUDGET
The five year financial forecast is based upon the following assumptions:
REVENUES:
• General Fund
o Sales tax revenue is projected at a 6% decrease (primarily due to the
reduction of economic development funds and conservative estimates of
presumed one-time revenues as well as audit receipts).
o Conservative one-time audit and presumed one time payments have been
estimated at $100,000 each. In prior years these two numbers have been
anywhere from $100,000 to $1,000,000 combined. Because of the uncertainly
of the funds, we have been very conservative with these estimates. The on-
going sales tax receipts are forecasted to increase by 3% from FY 2011-2012.
o Includes the Property Tax Reduction portion of the Sales tax receipts
o No additional one-time revenues related to economic development
agreements are anticipated to be received
o Property tax revenue is estimated at $1,183,514 based on Certified Tax Roll and
M&O adopted tax rate of $.14197 per $100 of valuation.
Page 143
FFIIVVEE YYEEAARR FFOORREECCAASSTT NNAARRRRAATTIIVVEE
o No new gas well revenue is projected.
o Building permits/inspection/plan review fees are based on 10 new homes
o Franchise fees remained flat
o Contribution of indirect cost totaling $325,000 from Westlake Academy has
been discontinued beginning 10/01/2013
• Utility Fund
o Revenues are projected to increase by approximately 2%
o Interfund Transfer from the General fund of $2M and capital project for same
regarding the ground storage tank
EXPENDITURES:
• Specific Funds
o General Fund – Operating expenditures remained fairly flat while transfers out
increased due to the $2M transfer to the Utility Fund
Transfer out of $2M (interfund loan to UF) for ground storage tank
Transfer out of $550K to General Maintenance and Replacement Fund
Transfer supplemental funds to Debt Service for debt payments in
excess of sales taxes received in 4B Economic Development Fund
o Visitors Association Fund – Expenditures and transfers out increased by 4%
o Utility Fund - Expenditures increased by 5%
o CIP – Based on adopted CIP and anticipated bond sale
• All Funds
o Includes all adopted maintenance projects and equipment replacement to
maintain current level of service
o Salary and wages remain flat
o Assume first phase of market adjustments at $100,000
FORECAST ASSUMPTIONS - FY 2013-2014 AND BEYOND PROJECTION
REVENUES:
o Sales tax revenue is projected to increase 3% annually
o Property tax revenue is projected to increase 2% annually
o Other revenue is projected to increase by 2%
EXPENDITURES:
o Includes all adopted maintenance projects and equipment replacement to
maintain current level of service
o Salary and wages increase by 2% after second phase of market adjustment in
FY 2013-14 of $115,000
o Other expenditures increase by 3% (excluding any one-time expenditures)
o CIP based on adopted CIP
Page 144
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
Revision 6
AUDITED ESTIMATED PROPOSED 1 2 3 4 5
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
Sales Tax (ongoing 100% minus one time)3.0%4,609,625 3,450,000 3,360,000 3,460,800 3,564,624 3,671,563 3,781,710 3,895,161
Sales Tax (audit/one-time)0.0%- 350,000 200,000 200,000 200,000 200,000 200,000 200,000
Sales Tax Allocation to 4B linked (2,436,973) (950,000) (890,000) (915,200) (941,156) (967,891) (995,427) (1,023,790)
Sales Tax Allocation to ED 3.0%(670,632) (205,000) (180,000) (185,400) (190,962) (196,691) (202,592) (208,669)
Sales Tax Subtotal 1,502,019 2,645,000 2,490,000 2,560,200 2,632,506 2,706,981 2,783,691 2,862,701
Property Tax 2.0%1,226,689 1,262,053 1,183,514 1,207,184 1,231,328 1,255,955 1,281,074 1,306,695
Property Tax Subtotal 1,226,689 1,262,053 1,183,514 1,207,184 1,231,328 1,255,955 1,281,074 1,306,695
Beverage Tax 2.0%19,721 32,750 32,750 33,405 34,073 34,755 35,450 36,159
Franchise Fees 2.0%586,836 664,925 664,925 678,224 691,788 705,624 719,736 734,131
Permits and Fees 2.0%520,645 476,150 476,150 485,673 495,386 505,294 515,400 525,708
Fines & Forfeitures 2.0%605,705 640,000 560,000 571,200 582,624 594,276 606,162 618,285
Interest 2.0%10,408 13,470 13,470 13,739 14,014 14,294 14,580 14,872
Misc Income 2.0%96,079 63,929 51,277 52,303 53,349 54,416 55,504 56,614
Contributions 0.0%175,000 325,000 - - - - - -
Other Sources 0.0%57,000 - - - - - - -
Other Revenues 2,071,394 2,216,224 1,798,572 1,834,543 1,871,234 1,908,659 1,946,832 1,985,768
Transfer In - UF 500 Impact linked 145,216 37,500 37,500 38,464 39,233 40,018 40,819 41,635
Transfer In - UF (Interfund loan payment on $2M )400,000 400,000 400,000 400,000 400,000
Transfer In - VA 220 Dept 22 3.0%262 8,350 9,019 9,290 9,568 9,855 10,151 10,455
Transfer In - A&S 411 0.0%4,515 - - - - - - -
Transfer In - LS 418 0.0%102 - - - - - - -
Transfer In - ED 210 0.0%153 - - - - - - -
Transfer in - CP 410 0.0%139 - - - - - - -
Transfer In - 4B 200 0.0%112 - - - - - - -
Transfer In - PTR 260 0.0%1,357,548 - - - - - - -
Transfers In 1,508,045 45,850 46,519 447,754 448,802 449,873 450,969 452,090
Total Revenues & Transfers In 6,308,147 6,169,127 5,518,605 6,049,681 6,183,870 6,321,468 6,462,566 6,607,255
Payroll Salaries 2.0%(1,832,512) (1,997,629) (1,956,805) (2,097,941) (2,257,200) (2,302,344) (2,348,391) (2,395,359)
Payroll Market Increases (inc. taxes, etc)2.0%(100,000) (115,000) - - - -
Payroll Insurance/Taxes 1.0%(565,657) (630,988) (625,139) (631,390) (637,704) (644,081) (650,522) (657,027)
Payroll Transfers In 3.0%356,026 507,033 529,037 544,908 561,255 578,093 595,436 613,299
Operating Expenditures 3.0%(1,981,201) (2,236,507) (2,149,877) (2,214,374) (2,280,805) (2,349,229) (2,419,706) (2,492,297)
Expenditures (4,023,344) (4,358,091) (4,302,784) (4,513,797) (4,614,454) (4,717,561) (4,823,183) (4,931,384)
Transfer Out - ED 210 0.0%(35,758) (35,758) (35,758) (35,758) (35,758) (35,758) - -
Transfer Out - CP 410 linked (2,085,659) (35,000) - - (206,618) - - -
Transfer Out - FM 252 0.0%(1,875) - - - - - - -
Transfer Out - VE 257 0.0%(68,982) - - - - - - -
Transfer Out - GMR 600 fixed (500,000) (530,000) (550,000) (550,000) (550,000) (500,000) (300,000) (300,000)
Transfer Out- WA (K-5 Westlake reserve slots)- - (300,000) (300,000) (300,000) (300,000)
Transfer Out - UF (interfund loan to UF/storage tank)- - (2,000,000) - - - - -
Transfer Out - DS (Unapproved Road projects $3M (75K/$1M)- - (106,000) (225,000) (225,000)
Transfer Out - DS (Bldg bond pymt $52K/$1M) $8.5M (175,474) (442,848) (438,848) (439,798) (440,648) (441,398)
Transfer Out - DS 300 linked - (307,595) (183,087) (403,629) (373,987) (347,667) (403,293) (397,270)
Transfers Out (2,692,274) (908,354) (2,944,319) (1,432,235) (1,905,211) (1,729,223) (1,668,941) (1,663,668)
Total Expenditures & Transfers Out (6,715,618) (5,266,445) (7,247,103) (5,946,032) (6,519,664) (6,446,784) (6,492,123) (6,595,052)
NET R&TI Over(Under) E&TO (407,471) 902,682 (1,728,499) 103,649 (335,795) (125,316) (29,558) 12,203
Beginning Fund Balance 3,731,332 3,323,861 4,226,543 2,498,044 2,601,693 2,265,899 2,140,582 2,111,025
Ending Fund Balance 3,323,861 4,226,543 2,498,044 2,601,693 2,265,899 2,140,582 2,111,025 2,123,228
Restricted/Committed/Assigned 2.0%406,464 254,295 248,025 252,986 258,045 263,206 268,470 273,840
Unassigned Ending Balance (projected)2,917,397 3,972,248 2,250,019 2,348,708 2,007,854 1,877,376 1,842,554 1,849,388
Operating Days 262 308 182 159 134 124 119 117
VISITOR ASSOCIATION FUND 220
Hotel Tax 2.0%527,261 535,000 540,350 551,157 562,180 573,424 584,892 596,590
Other Revenues 2.0%20,643 21,550 21,550 21,981 22,421 22,869 23,326 23,793
Transfers In - GF for Debt Service - - - - - - - -
Total Revenues & Transfers In 547,904 556,550 561,900 573,138 584,601 596,293 608,219 620,383
Expenditures 3.0%(204,288) (224,427) (249,202) (256,678) (264,378) (272,310) (280,479) (288,893)
Payroll Transfers to GF New acct 3.0%(152,079) (255,339) (255,225) (262,882) (270,768) (278,891) (287,258) (295,876)
Transfer Out - GF 100 Dept 22 linked (262) (8,350) (9,019) (9,290) (9,568) (9,855) (10,151) (10,455)
Transfer Out - DS 300 fixed (180,935) (182,396) (183,692) (180,000) (180,000) (180,000) (100,000) (75,000)
Total Expenditures & Transfers Out (537,564) (670,512) (697,138) (708,849) (724,715) (741,056) (677,888) (670,225)
NET R&TI Over(Under) E&TO 10,340 (113,962) (135,238) (135,711) (140,114) (144,764) (69,669) (49,842)
Beginning Fund Balance 1,100,941 1,111,281 997,319 862,081 726,369 586,255 441,492 371,822
Ending Fund Balance 1,111,281 997,319 862,081 726,369 586,255 441,492 371,822 321,981
Restricted/Committed/Assigned 180,935 182,396 183,692 180,000 180,000 180,000 100,000 75,000
Unassigned Ending Balance (projected)930,346 814,922 678,389 546,369 406,255 261,492 271,822 246,981
Operating Days 632 444 355 281 205 129 146 135
DESCRIPTION
Page 145
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
Revision 6
AUDITED ESTIMATED PROPOSED 1 2 3 4 5
FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18
DESCRIPTION
CEMETERY FUND 255
Revenues 2.0%13,417 5,575 5,575 5,687 5,800 5,916 6,035 6,155
Transfers In 2.0%- - - - - - - -
Total Revenues & Transfers In 13,417 5,575 5,575 5,687 5,800 5,916 6,035 6,155
Expenditures 3.0%(5,604) (5,900) (5,400) (5,562) (5,729) (5,901) (6,078) (6,260)
Transfers Out 3.0%- - - - - - - -
Total Expenditures & Transfers Out (5,604) (5,900) (5,400) (5,562) (5,729) (5,901) (6,078) (6,260)
NET R&TI Over(Under) E&TO 7,813 (325) 175 125 71 16 (43) (105)
Beginning Fund Balance 141,149 148,963 148,638 148,813 148,937 149,009 149,024 148,981
Ending Fund Balance 148,963 148,638 148,813 148,937 149,009 149,024 148,981 148,876
Restricted/Committed/Assigned 148,963 148,638 148,813 148,937 149,009 149,024 148,981 148,876
Unassigned Ending Balance (projected)- - - - - - - -
ECONOMIC DEVELOPMENT FUND 210
General Sales Tax linked to GF alloc to EDlinked 670,785 205,000 180,000 185,400 190,962 196,691 202,592 208,669
Transfers In End FY2016fixed 35,758 35,758 35,758 35,758 35,758 35,758 - -
Total Revenues & Transfers In 706,543 240,758 215,758 221,158 226,720 232,449 202,592 208,669
Expendures (706,391) (240,758) (215,758) (221,158) (226,720) (232,449) (202,592) (208,669)
Transfers Out (153) - - - - - - -
Total Expenditures & Transfers Out (706,543) (240,758) (215,758) (221,158) (226,720) (232,449) (202,592) (208,669)
NET R&TI Over(Under) E&TO - - - - - - - -
Beginning Fund Balance - - - - - - - -
Ending Fund Balance - - - - - - - -
Restricted/Committed/Assigned - - - - - - - -
Unassigned Ending Balance (projected)- - - - - - - -
4B ECONOMIC DEVELOPMENT FUND 200
Sales tax (on-going)linked 873,487 850,000 877,500 915,200 941,156 967,891 995,427 1,023,790
Sales tax (one-time)fixed 345,000 100,000 12,500 25,000 25,000 25,000 25,000 25,000
Interest fixed 396 500 500 500 500 500 500 500
Transfers In - - - - - - - -
Total Revenues & Transfers In 1,218,883 950,500 890,500 940,700 966,656 993,391 1,020,927 1,049,290
Expendures - - - - - - - -
Transfer Out (1,248,614) (980,230) (920,230) (940,700) (966,656) (993,391) (1,020,927) (1,049,290)
Total Expenditures & Transfers Out (1,248,614) (980,230) (920,230) (940,700) (966,656) (993,391) (1,020,927) (1,049,290)
NET R&TI Over(Under) E&TO (29,731) (29,730) (29,730) - - - - -
Beginning Fund Balance 297,308 267,577 237,847 208,117 208,117 208,117 208,117 208,117
Ending Fund Balance 267,577 237,847 208,117 208,117 208,117 208,117 208,117 208,117
Restricted/Committed/Assigned 267,577 237,847 208,117 208,117 208,117 208,117 208,117 208,117
Assigned Ending Balance (projected)- - - - - - - -
DEBT SERVICE FUND 300
Property Tax 30,558 172,098 123,969 153,765 153,791 154,704 154,503 154,475
Interest 28 - - - - - - -
Misc Income - - - 50 50 50 50 50
Transfer in - GF 100 - 307,595 182,986 403,629 373,987 347,667 403,293 397,270
Transfer in - GF for Academy 175,575 442,848 438,848 439,798 440,648 441,398
Transfer In - VA 220 linked to VA Fundlinked 180,935 182,396 183,692 180,000 180,000 180,000 100,000 75,000
Transfer In - 4B 200 linked to 4B Fundlinked 1,248,502 980,230 920,230 940,700 966,656 993,391 1,020,927 1,049,290
Transfer In - PTR 260 0.0%76,102 - - - - - - -
Total Revenues & Transfers In 1,536,125 1,642,320 1,586,452 2,120,992 2,113,332 2,115,609 2,119,421 2,117,483
Bank Services Charges (1,130) (1,130) (2,925) (2,925) (2,925) (2,925) (2,925) (2,925)
Bond Principal (555,000) (668,000) (655,000) (863,000) (892,000) (905,000) (905,000) (939,000)
Bond Interest (972,490) (950,898) (782,849) (686,819) (654,159) (642,486) (645,448) (608,760)
Expenditures - 2014 CO - $2.2M ($57K/$1M)linked - - - (125,400) (125,400) (125,400) (125,400) (125,400)
Expenditure - 2012 CO - Academy facilities - - (175,474) (442,848) (438,848) (439,798) (440,648) (441,398)
Total Expenditures & Transfers Out (1,528,620) (1,620,028) (1,616,248) (2,120,992) (2,113,332) (2,115,609) (2,119,421) (2,117,483)
NET R&TI Over(Under) E&TO 7,504 22,292 (29,796) - - - - -
Beginning Fund Balance - 7,504 29,796 0 0 0 0 0
Ending Fund Balance 7,504 29,796 0 0 0 0 0 0
Restricted/Committed/Assigned - - - - - - - -
Assigned Ending Balance (projected)7,504 29,796 0 0 0 0 0 0
Page 146
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
Revision 6
AUDITED ESTIMATED PROPOSED 1 2 3 4 5
FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18
DESCRIPTION
UTILITY FUND 500
Water/Sewer/Waste Revenues 2.0%2,939,180 2,595,766 2,646,850 2,699,787 2,753,783 2,808,858 2,865,036 2,922,336
Water/Sewer Tap Fees 2.0%42,429 23,125 23,125 23,588 24,059 24,540 25,031 25,532
Fort Worth Impact Fees 2.0%145,216 37,710 37,710 38,464 39,233 40,018 40,819 41,635
Misc Income 2.0%146,716 89,434 89,434 91,223 93,047 94,908 96,806 98,742
Interest 2.0%9,699 10,000 10,000 10,200 10,404 10,612 10,824 11,041
Contributions 0.0%- - - - - - - -
Transfers In - GF (Interfund Loan)0.0%- - 2,000,000 - - - - -
Total Revenues & Transfers In 3,283,239 2,756,035 4,807,119 2,863,261 2,920,527 2,978,937 3,038,516 3,099,286
Expenditures 3.0%(988,194) (738,340) (807,718) (831,949) (856,908) (882,615) (909,093) (936,366)
Water Purchases 3.0%(1,015,869) (1,110,600) (1,110,600) (1,143,918) (1,178,236) (1,213,583) (1,249,990) (1,287,490)
Debt Service (Hillwood)3.0%(97,943) (73,000) (73,000) (75,190) (77,446) (79,769) (82,162) (84,627)
Debt Service (Keller OH Storage)ends fy2020 linked (37,960) (134,668) (118,212) (119,462) (118,949) (119,879) (120,538) (120,936)
IFA Debt Pymt to 4B ends fy2019 fixed - - (29,731) (29,731) (29,731) (29,731) (29,731) (29,731)
Bad Debt Expense 0.0%(49,007) - - - - - - -
Payroll Transfers to GF new acct 3.0%(203,592) (251,694) (273,812) (282,026) (290,487) (299,202) (308,178) (317,423)
Transfer Out - GF 100 Payroll 0.0%- - - - - - - -
Transfer Out - UMR 510 fixed - (50,000) (50,000) (200,000) (200,000) (200,000) (200,000) (200,000)
Transfer Out - GF 100 Impact Fees linked (145,216) (37,500) (37,500) (38,464) (39,233) (40,018) (40,819) (41,635)
Transfer Out - GF (Interfund loan)- (400,000) (400,000) (400,000) (400,000) (400,000)
Capital Projects 0.0%(213,364) (493,375) (2,161,871) - - - - -
Total Expenditures & Transfers Out (2,751,145) (2,889,177) (4,662,444) (3,120,741) (3,190,990) (3,264,796) (3,340,510) (3,418,208)
NET R&TI Over(Under) E&TO 532,094 (133,142) 144,675 (257,479) (270,463) (285,859) (301,994) (318,922)
Beginning Fund Balance 2,571,347 3,103,441 2,970,299 3,114,974 2,857,495 2,587,032 2,301,173 1,999,179
Ending Fund Balance 3,103,441 2,970,299 3,114,974 2,857,495 2,587,032 2,301,173 1,999,179 1,680,257
Restricted/Committed/Assigned 2.0%143,780 149,050 153,522 156,592 159,724 162,919 166,177 169,501
Unassigned Ending Balance (projected)2,959,661 2,821,249 2,961,452 2,700,903 2,427,308 2,138,254 1,833,001 1,510,756
Total Operating Expenditures 2,392,565 2,308,302 2,413,073 2,482,276 2,551,756 2,624,778 2,699,692 2,776,573
Operating Days 452 446 448 397 347 297 248 199
UTILITY - MAINTENANCE & REPLACEMENT FUND 510
Revenues 1.0%112 200 125 126 128 129 130 131
Transfers In - UF 500 linked - 50,000 50,000 200,000 200,000 200,000 200,000 200,000
Total Revenues & Transfers In 112 50,200 50,125 200,126 200,128 200,129 200,130 200,131
Expenditures - - (52,450) (188,000) (185,000) (165,000) (175,000) (175,000)
Transfers Out - - - - - - - -
Total Expenditures & Transfers Out - - (52,450) (188,000) (185,000) (165,000) (175,000) (175,000)
NET R&TI Over(Under) E&TO 112 50,200 (2,325) 12,126 15,128 35,129 25,130 25,131
Beginning Fund Balance 42,528 42,640 92,840 90,515 102,641 117,768 152,897 178,027
Ending Fund Balance 42,640 92,840 90,515 102,641 117,768 152,897 178,027 203,159
Restricted/Committed/Assigned 42,640 92,840 90,515 102,641 117,768 152,897 178,027 203,159
Assigned Ending Balance (projected)- - - - - - - -
GENERAL- MAINTENANCE & REPLACEMENT FUND 600
Revenues 1.0%271 2,625 1,750 1,768 1,785 1,803 1,821 1,839
Transfers In - PTR 260 0.0%41,274 - - - - - - -
Transfers In - GF 100 linked 500,000 530,000 550,000 550,000 550,000 500,000 300,000 300,000
Transfers in - VE 257 0.0%129,374 - - - - - - -
Total Revenues & Transfers In 670,919 532,625 551,750 551,768 551,785 501,803 301,821 301,839
Expenditures (41,037) (368,431) (329,220) (131,900) (121,000) (149,500) (1,556,000) (200,000)
Transfers Out - - - - - - - -
Total Expenditures & Transfers Out (41,037) (368,431) (329,220) (131,900) (121,000) (149,500) (1,556,000) (200,000)
NET R&TI Over(Under) E&TO 629,881 164,194 222,530 419,868 430,785 352,303 (1,254,179) 101,839
Beginning Fund Balance 61,654 691,535 855,729 1,078,259 1,498,127 1,928,912 2,281,215 1,027,036
Ending Fund Balance 691,535 855,729 1,078,259 1,498,127 1,928,912 2,281,215 1,027,036 1,128,875
Restricted/Committed/Assigned 691,535 855,729 1,078,259 1,498,127 1,928,912 2,281,215 1,027,036 1,128,875
Unassigned Ending Balance (projected)- - - - - - - -
Page 147
TOWN OF WESTLAKE
FIVE YEAR FORECAST
All Municipal Funds
Revision 6
AUDITED ESTIMATED PROPOSED 1 2 3 4 5
FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18
DESCRIPTION
LONE STAR PUBLIC FUND 418
Revenues 3.0%36 45 45 46 48 49 51 52
Transfers In 3.0%- - - - - - - -
Total Revenues & Transfers In 36 45 45 46 48 49 51 52
Expenditures 3.0%- - - - - - - -
Transfers Out 3.0%(102) - - - - - - -
Total Expenditures & Transfers Out (102) - - - - - - -
NET R&TI Over(Under) E&TO (66) 45 45 46 48 49 51 52
Beginning Fund Balance 13,598 13,531 13,576 13,621 13,668 13,715 13,765 13,815
Ending Fund Balance 13,531 13,576 13,621 13,668 13,715 13,765 13,815 13,867
Restricted/Committed/Assigned 13,531 13,576 13,621 13,668 13,715 13,765 13,815 13,867
Unassigned Ending Balance (projected)- - - - - - - -
CAPITAL PROJECT FUND 410
FM1938 Streetscape/Wayfinding - - 800,000 172,000 - - - -
Hwy 377 Westport Parkway Signal - - 16,500 - - - - -
Contributions - TSH Proceeds - 400,000 - - - - - -
Interest Income 24,164 11,000 11,000 - - - - -
Interest Income - Bond Proceeds 2,891 1,800 - - - - - -
Misc Revenue - 8,000 - - - - - -
Transfer in from GF linked 2,085,659 35,000 - - 206,618 - - -
Transfer in from PTR 1,205,000 - - - - - - -
Other Sources - Bond Proceeds 2,095,000 - 8,500,000 2,200,000 - 3,000,000 - -
Total Revenues & Transfers In 5,412,714 455,800 9,327,500 2,372,000 206,618 3,000,000 - -
Westlake Portion of Hillwood Projects (4,740) (85,000) (1,044,000) - - - - -
TSH Donation Expense to WA Foundation - (400,000) - - - - - -
Bond Issuance Costs (36,446) - - - - - - -
Transfer Out to GF (139) - - - - - - -
Transfer Out to PTR (8,761) - - - - - - -
Mahotea Boone Reconst/Drainage (88,191) - - - - - - -
Dove/Ottinger Recon/Drainage - - - - - - - -
Streets Survey (29,355) (20,000) (30,645) - - - - -
SH 114/Hwy 170 Enhancements (7,500) - (345,460) (390,940) (336,000) - - -
Stagecoach Hills Street Reconstruction & Drainage (7,220) (450,000) (41,680) - - - - -
N. Roanoke Road Reconstruction & Drainage (3,348) (192,443) - - - - - -
Aspen Lane Recon/Drainage (214,022) - - - - - - -
S. Roanoke Road Reconstruction & Drainage (2,900) - - - (453,000) - - -
Sam School Road Reconstruction & Drainage - - - (216,000) - - - -
E. Dove Road Reconstruction & Drainage (Vaq - TB)- - (221,995) (404,945) - - - -
FM 1938 Streetscape/Wayfinding (517,956) (808,609) (1,353,469) (567,100) (253,100) - - -
WA Dining Hall Improvements (78,085) - - - - - - -
Trail Connection at 114/Solana - - (15,000) - - - - -
WA North Driveway Lighting - - (40,000) - - - - -
Hwy 377 Westport Parkway Signal - (50,000) (25,000) - - - - -
Westlake Academy Expansion - (35,000) (1,350,000) (2,225,000) (2,820,000) (2,105,000) - -
Unapproved Road Projects (2,576,100) (423,700)
Total Expenditures & Transfers Out (998,662) (2,041,052) (4,467,249) (3,803,985) (3,862,100) (4,681,100) (423,700) -
NET R&TI Over(Under) E&TO 4,414,052 (1,585,252) 4,860,251 (1,431,985) (3,655,482) (1,681,100) (423,700) -
Beginning Fund Balance 220,279 4,634,332 3,049,080 7,909,331 6,477,346 2,821,864 1,140,764 717,064
Ending Fund Balance 4,634,332 3,049,080 7,909,331 6,477,346 2,821,864 1,140,764 717,064 717,064
Restricted/Committed/Assigned 4,634,332 3,049,080 7,909,331 6,477,346 2,821,864 1,140,764 717,064 717,064
Unassigned Ending Balance (projected)- - - - - - - -
SUMMARY
Total Revenues & Transfers in 21,017,124 13,359,535 23,515,329 15,898,557 13,960,084 16,946,044 13,960,276 14,210,545
Total Expenditures & Transfers Out (22,984,482) (20,203,949) (26,089,720) (23,240,692) (24,150,262) (25,216,974) (22,628,268) (21,252,637)
NET R&TI Over(Under) E&TO (1,967,358) (6,844,414) (2,574,391) (7,342,135) (10,190,179) (8,270,930) (8,667,992) (7,042,092)
9,766,781 13,344,664 12,621,667 15,923,755 14,634,393 10,678,571 8,829,028 6,775,065
13,287,408 12,621,667 15,923,755 14,634,393 10,678,571 8,829,028 6,775,065 6,545,423
6,529,756 4,983,451 10,033,895 9,038,413 5,837,154 4,551,906 2,827,687 2,938,298
Unassigned Ending Balance (projected) 6,757,652 7,638,216 5,889,860 5,595,980 4,841,416 4,277,122 3,947,378 3,607,125
Restricted/Committed/Assigned
Beginning Fund Balance
Ending Fund Balance
Page 148
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Page 149
COMMUNITY PROFILE
This section presents an informative overview of the Town of Westlake. A
location and history of the Town is provided along with a list of Westlake Council
Members. Additional information including demographics, recent trends in
development and survey results is also provided in this section.
CCOOMMMMUUNNIITTYY PPRROOFFIILLEE
General Information
The Town of Westlake is a one-of-a-kind community, an oasis with rolling hills, grazing longhorns, and
soaring red-tailed hawks, located in the heart of the Fort Worth-Dallas metropolitan area. Inviting
neighborhoods and architecturally vibrant corporate campuses find harmony among our
meandering roads and trails, lined with native oaks and stone walls. We are leaders in education,
known for our innovative partnerships between the Town-operated Charter school and our
corporate neighbors. We are environmental stewards exemplifying the highest standards. Hospitality
finds its home in Westlake, as a community, we are fully involved and invested in our rich heritage,
vibrant present and exciting, sustainable future.
Location
Westlake is conveniently located between DFW Airport and Alliance Airport, on the south side of
State Highway 114, providing quick, easy access to all areas of the Dallas-Ft. Worth Metroplex. The
unique location of Westlake is ideal for many of its major corporate campuses and residential
communities. A common ideal shared by our corporate and individual residents is their support of
the existing character and charm of the community as well as a commitment to excellence in new
development.
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History of Westlake
In the beginning…
The Town of Westlake has a short but fascinating history. The
geographic region, known as the place where the cross timbers met
the prairie, holds tales of settlers from the Peters Colony, Indian treaties
signed by Sam Houston, tremendous archeological treasures, and
some of the oldest settlements in north Texas. The region has always
been known for its natural bounty, its trade value, and its wonderful
people. The Town of Westlake and northeast Tarrant County has
maintained that distinction over the years, becoming one of the most
desirable and sought after places to live in America.
Early Settlers… 1847
The Town of Westlake was settled by Charles and Matilda Medlin
when they arrived in the area with about 20 other families in 1847.
They initially settled along Denton Creek but moved south to higher
ground after weathering ferocious floods from the creek. Until 1997,
the three-story Medlin barn was a local historic landmark. When it had
to be removed, after what was believed to be 130 years, for safet y
concern. Legends include those of Sam Bass and Bonnie and
Clyde hiding in the barn.
The 1870’s…
Dove Road was the cardinal road between Grapevine and
Roanoke. The road took its name from the Dove Community
which was located between the two towns. Dove Road
originated in the 1870’s and got its name from the Lonesome
Dove Baptist Church located in the community.
The 1930’s…
In the late 1930s, Ted Dealey, turned his attention to a lush and untouched piece of the Cross Timbers
region. It was there he built a stunning country place designed by prominent architect, Charles
Dilbeck. This place was known as the 220 Ranch. The Dealey Home, off Dove Road near Ottinger
Road, is now known as Paigebrooke Farm.
The 1940’s – 1950’s
It was late in the 1940’s after World War II, at about the same time that Dealey built his home, that
Circle T Ranch has its beginnings with J. Glenn Turner. He used the place to raise and train Tennessee
Walking horses, and as a retreat and showplace. Circle T
Ranch was expanded throughout the 1950’s to
approximately 2,300 acres. In 1955, there were rumors of
an attempt to disannex Circle T Ranch; as a defensive
move, J Glenn Turner organized the neighboring ranches
and homeowners in the surrounding community into
forming their own city. On the 27th day of December
in1956, citizens attended a meeting to declare the Town of
Westlake into existence thru incorporation and to swear in
the first Board of Aldermen. The area included what is
known today as Westlake, plus the area north, to the
northern shore of Denton Creek. This northern land was
disannexed from Westlake and formed the town of Trophy
Club in the 1970’s.
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The 1960’s…
In 1969, the Circle T Ranch was purchased by oil millionaire Nelson Bunker Hunt.
The ranch became known for its glamorous parties attended by celebrities
from all over the world.
The 1970s …
In the early 1970’s, the state decided to name one of Westlake’s well -known
streets after the person who was living in the first house on the road. That
person was J.T. Ottinger. Also in the early 1970s, Houston developers and
professional golfer Ben Hogan approached Westlake about building a golf
course, country club, and a housing development. In 1973, Westlake
disannexed what is now known as the town of Trophy Club, clearing the way
for the upscale housing development and golf course.
The 1980’s …
In the mid-1980s, IBM built Solana, the multi use office complex. IBM maintained a large presence
until the mid 1990's. At that time, several of the office buildings became available for use by other
corporations. Eventually, IBM sold its partnership interest.
The 1990’s …
In 1989, Nelson Bunker Hunt declared bankruptcy and the Circle T
Ranch was purchased by Ross Perot Jr. in 1993. In 1997, to the
dismay of residents, there was an attempt to dissolve the Town of
Westlake. Many court battles, including appeals to the Texas
Supreme Court, were waged as emotions rose. Ultimately Town
leadership prevailed
The 2000’s …
2000 - The Westlake Historical Preservation Society was established for the purpose of
recording and preserving the rich history of the Town of Westlake.
2002 – VIP’s and residents of Westlake gather at the site of the new Westlake Academy to
help raise the first wall of the school. Westlake approved the purchase of the first Fire truck
and ambulance.
Westlake Historical Preservation Society holds the first Annual Decoration Day on Memorial
Day. Westlake Academy opens. The hope is that the new school will spur growth and unite
the Westlake community.
2006 – Celebrations began to commemorate the 50th anniversary of the incorporation of
Westlake in December 1956.
2007 – The Town of Westlake dedicated and sealed a time capsule containing a variety of
special items. This time capsule will remain sealed until September 8, 2057, during the town's
100th anniversary celebration.
2008 – The development of Terra Bella, a 54.7 acre high-
end single family subdivision began off Dove Road.
2009 – Deloitte University announces Westlake as the site
for its $300 million learning and leadership center.
2009 - Westlake Academy Arts & Sciences Center was
completed.
2010 - Westlake’s first gas well was successfully drilled in
Solana.
2011- New retail growth began along the Town’s western
boundary with construction of a new Quick Trip
convenience store and a Centennial Fine Wine & Liquor store.
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Westlake Local Government
The Town was incorporated in 1956 as a Type A General Law Town under the rules of the State of
Texas. The Town Council is comprised of a Mayor and five Council Members who are elected at
large for a two year staggered term each May. The Council is entirely responsible for creating Town
policy. The Council directs the Town Manager to administer the daily operations of the Town and
ensure that Town policies are enforced.
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Westlake Operations
The Town of Westlake has approved an operating budget of $24,909,946 for fiscal year 2012/20123
and includes approximately 105 full-time equivalent employees (municipal and academic). The
Town of Westlake provides a full level of public services to its citizens as well as operates the only
municipally owned Charter School in the state. The Town of Westlake utilizes a private firm for solid
waste collection and disposal, as well as contracts with Keller, a neighboring community, for police
services.
Strategic Plan Overview
During the 2011 strategic planning process, the Town Council and staff Leadership Team developed
an overview of the strategic issues facing Westlake and developed action plans to monitor the
success and completion of the projects. The vision and mission statements were updated to reflect
the unique characteristics found within our community and the values which are important to our
residents. The information is contained within five vision points which describe the areas that the
Council and staff have determined are vital to maintaining our Town and providing services to
enhance the lives of our residents and community.
The Town’s strategic plan was developed according to a Strategic Issues format, which identified
events through a SWOT (strengths, weaknesses, opportunities, and threats) analysis that would affect
our community over the next 24 months. This type of issues-focused version of a traditional strategic
plan is designed to allow the organization to scan our environment for opportunities or challenges as
it relates to our community and develop action plans to achieve the best results for Westlake.
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Westlake Community Events
Westlake is a family-friendly environment where events are held to help get our residents out and
participating in activities with their children and neighbors.
Arbor Day…
The Westlake Arbor Day Celebration is held each
October. This annual celebration is an afternoon of
activities, live entertainment, best cookie competitions,
auctions, and a variety of great food. Kids' activities
have included pony rides, face painting, games, crafts,
and an obstacle course. In addition, there are
educational sessions on tree care advice, and
complimentary trees. Admission is free.
Decoration Day…
The Westlake Preservation Historical Society
sponsors its annual "Decoration Day" event each
Memorial Day in Westlake at the Odd Fellow
Cemetery. This community event is a public
commemoration of veterans, both past and
present, who have served our country and
defended our freedom and liberties.
Activities include live music, treasure hunts for the
kids, and a homemade ice-cream competition.
Past events have included live reenactments of
people and events pertaining to Westlake’s history.
The event ends at sunset.
Masterwork Concert Series…
The Masterworks Music Series is a variety of free music
programs sponsored by the Town of Westlake, Maguire
Partners, and ARTSNET. These free concerts are for arts
lovers of all ages and feature instrumental a vocal music
ranging from Country & Western to Blues & Jazz with the
entertainment of local, regional and national artists.
The concert season begins in April and features an exciting
performance each Thursday through the month of May.
Performances are held at the Solana Village Center.
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Westlake Academy
The Westlake Academy is an Open Enrollment Charter School that opened
September 1, 2003. Westlake Academy distinguishes itself among neighboring
educational offerings with a particular focus on producing students who are
globally minded.
The programs of the International Baccalaureate Organization (Primary Years
Program, Middle Years Program, Diploma Program) have been selected as the
educational model utilized at the Academy. Educational technology will be
pervasive and will infuse the classroom curriculum.
An environment rich with heritage, the Westlake Academy mission is to provide educational
opportunities to each child in keeping with his or her
individual needs.
The primary geographic service area for Westlake
Academy is the town limits of Westlake; students from
other locations may be considered if seats are
available.
Westlake Academy is a K-12 public charter school and
was recently ranked:
#36 in the United States in the Washington Post
Challenge Index
#18 in the United Stated by Newsweek
#5 in the State of Texas
#6 against all Charter Schools in the United States
#37 out of approximately 22,000 public high schools in the United States by U.S. News & World
Report
Westlake Academy is a premier learning establishment and prides itself on providing a learning
environment where students have the resources and facilities to excel.
Westlake Academy Campus
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Westlake Facts, Figures, & Statistics
The Town of Westlake has experienced exponential growth in the last decade; the national census
reported 207 residents in 2000 and 992 residents in 2010.
The Town is approximately 20% built out with the majority of development continuing to be corporate
campuses. There has been an increase over the last decade in high-end residential development
located around the Vaquero Golf Course and in Glenwyck Farms. The Town’s focus on high -quality
development has led to more than 1.4 million square feet of commercial space, valued at over $300
million, being added since 2005. The Town has seen a slight decrease in building permits however,
the construction size and value have increased significantly over the last 10 years. In 2012, the
average size of new home construction was 13,500 square feet with an average estimated
construction cost of $1.57 million.
F.M. 1938, Precinct Line Road construction began in FY 09/10 and will create a major north, south
corridor. In addition, Deloitte University completed construction of their $160 million dollar, 160 acre,
international training facility. The facility features over 800 rooms, office space, conference centers,
amenity centers, as well as many parks, trails, and water features. This development represents
another step towards Westlake’s goal to become an education-centered community.
Vaquero Estates Vaquero Estates Country Club
Deloitte University Campus
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2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
289 303 328 355
698 703
785 803 847
992
Population
Growth
Westlake Population and Employers
Average Age Percent
18 – 34 years 3.5%
35 – 54 years 52.2%
55 – 74 years 39.2%
75+ years 3.9%
Source: 2011 Westlake Citizen Survey
Household Income Percent
Under $50K 2.7%
$50K - $149K 6.3%
$150K - $500K 42.7%
$500K plus 32.9%
Source: 2011 Westlake Citizen Survey
Population
The Town of Westlake has experienced exponential growth in the last decade; the national census
reported 07 residents in 2000 and 992 residents in 2011.
The Solana Office
Complex was the first
of many corporate
headquarters built by
IBM in the 1980’s.
Since then Westlake
has collected
additional corporate
residents like, Fidelity
Investments, Core
Logic, Chrysler
Financial, Levi
Strauss, Deloitte and
many more.
Fidelity,
3,580,
47%
Core Logic,
1,500 , 5%
Chrysler
Financial,
950 , 16%
Top 3 Employers in Westlake
Westlake Employers
The DFW Metro area is home to more Fortune 500
companies than any other area in the United States.
Several major employers are located within the Town of
Westlake as listed the pie chart below.
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CCOOMMMMUUNNIITTYY PPRROOFFIILLEE
Sales Tax Rate
.
General
50%
PTR
25%
4B
25%
Tax Distribution
Sales & Use Taxes
Many people don’t know that most of their
sales and use tax is remitted to the State of
Texas; in fact, for every dollar of taxable
sales, the state receives six and one quarter
cents (or 6.25%)
In the State of Texas local municipalities
have the option to adopt up to an
additional two cents (or 2%) for local use for
a total maximum combined rate of 8.25%.
This local tax must be in accordance with
state law and be utilized for specific
purposes as identified by the state’s local
government code.
Property Tax Reduction Tax – This tax represents a 1/2 cent sales
tax levy used to reduce the property tax burden on local
residents and businesses by providing Westlake with an additional
unrestricted revenue source.
4B Economic Development Fund – This fund utilizes the revenues
generated from a ½ cent sales tax to fund qualified development
projects. Currently, the 4B Fund is committed to the repayment of
the debt incurred for the construction of Westlake Academy.
General Fund Allocation – The Town levies 1% in sales tax that is
utilized to offset expenditures in the General Fund.
Hotel Occupancy Tax
In addition to sales and use tax
collections, the Town receives a 7%
hotel occupancy tax from the
Marriott Solana and any future
hotels in Westlake.
This revenue is recognized in the
Visitors Association Fund and is
used to help fund a shuttle
program for hotel guests as well as
other marketing and promotional
activities.
2009 2010 2011 2012
estimated
2013
proposed
$498 $458 $527 $535 $540
Th
o
u
s
a
n
d
s
Hotel Occupancy Tax
2009 2010 2011 2012
estimated
2013
proposed
$3.66 $3.79 $4.61 $3.80 $3.56
Mi
l
l
i
o
n
s
General Sales Tax
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CCOOMMMMUUNNIITTYY PPRROOFFIILLEE
0.1
0.2
0.3
0.4
0.5
0.156840
2013 Ad Valorem Tax Comparison per $100
Trophy Club
Southalke
Flower Mound
Keller
Roanoke
Colleyville
Grapevine
Haslet
Westlake
Property Tax
The Town of Westlake instituted a property tax in 2010.
The current adopted rate for FY 2012-2013 is $.15684
Maintenance and operations (M&O) is $0.14197
Debt service or interest & sinking (I&S) is $0.01487
Jurisdictions
The Town of Westlake contracts with the Tarrant County Tax Assessor Collector’s Office to collect the
Town’s portion of local property tax.
There are multiple taxing jurisdictions within Westlake’s boundaries; whether or not a business or
residence is required to pay tax to a particular jurisdiction is determined by where they are located
within Westlake and the boundaries of the respective t axing jurisdictions.
Currently, the following taxing jurisdictions collect property taxes in Westlake:
Independent School Districts; Carroll, Keller and Northwest
Tarrant County; College and Hospital
Denton County and Trophy Club MUD 1
Westlake residents can determine which taxing jurisdictions apply to their property as well as obtain
current property tax rate information by conducting a property search on the appropriate appraisal
district website:
Denton Central Appraisal District or Tarrant Appraisal District.
Homestead Exemptions
The Westlake Town Council approved a homestead exemption of 20%, which is the maximum
amount allowed by the State of Texas.
Tax Freeze
The Town Council also
approved a tax freeze
for all residential
accounts identified as
over 65 by the tax
appraisal district. To learn
more information about
the tax freeze or find out
if you qualify, please visit
the following websites:
Denton Central Appraisal
District or Tarrant
Appraisal District.
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APPENDIX
SECTION
GGLLOOSSSSAARRYY OOFF TTEERRMMSS
Account: A separate
financial reporting unit for
budgeting, management,
or accounting purposes.
All budgetary transactions,
whether revenue or
expenditure, are recorded
in accounts.
Adopted Budget: The
budget as modified and
finally approved by the
Town Council. The
adopted budget is
authorized by resolution
that sets the legal
spending limits for the fiscal
year.
Accounts Payable: A
liability account reflecting
amount of open accounts
owed to private persons or
organizations for goods
and services received by a
government (but not
including amounts due to
other funds of the same
government or to other
governments).
Accounts Receivable: An
asset account reflecting
amounts owed to open
accounts from private
persons or organizations for
goods or services furnished
by the government.
Accrual Accounting:
Recognition of the
financial effects of
transactions, events, and
circumstances in the
period(s) when they occur
regardless of when the
cash is received or paid.
Activity: A service
performed by a
department or division.
Allocation: A part of a
lump-sum amount, which is
designated for
expenditure by specific
organization units and/or
for special purposes,
activities, or objects.
Amortization: Payment of
principal plus interest over
a fixed period of time.
Appropriation: An
authorization made by the
legislative body of a
government, which
permits officials to incur
obligations against and to
make expenditures of
governmental resources.
Specific appropriations are
usually made at the fund
level and are granted for a
one-year period.
Appropriation Ordinance:
The official enactment by
the legislative body
establishing the legal
authority for officials to
obligate and expend
resources.
Assets: Resources owned
or held by the Town which
has monetary value.
Audit: An examination,
usually by an official or a
private accounting firm
retained by the Town
Council, of organization
financial statements and
the utilization of resources.
Balance Sheet: The basic
financial statement, which
discloses the assets,
liability, and equities of an
entity at a specific date in
conformity with General
Accepted Accounting
Principles.
Balanced Budget: A
budget adopted by the
Town Council and
authorized by resolution
where the proposed
expenditures are equal to
or less than the proposed
revenues plus fund
balances.
Basis of Accounting: A
term used referring to
when revenue,
expenditures, expenses,
and transfers – and related
assets and liabilities – are
recognized in the
accounts and reported in
the Town’s financial
statements.
Bond: A written promise to
pay a specified sum of
money, called the face
sum of money, called the
principal amount, at a
specified date or dates in
the future, called the
maturity date(s), together
with periodic interest at a
specified rate.
Bond Covenant: A legally
enforceable agreement
with bondholders that
requires the governmental
agency selling the bond to
meet certain conditions in
the repayment of the
debt.
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GGLLOOSSSSAARRYY OOFF TTEERRMMSS
Bond Ordinance: A law
approving the sale of
bonds that specifies how
proceeds may be spent.
Bond Funds: Resources
derived from issuance of
bonds for financing capital
improvements.
Budget: The Town's
financial plan for a specific
fiscal year that contains an
estimate of proposed
expenditures and the
proposed means of
financing them.
Budget Amendment: A
revision of the adopted
budget that, when
approved by the Council,
replaces the original
provision.
Budget Calendar:
Schedule of key dates
which the Town follows in
the preparation and
adoption of the budget.
Budget Document:
Instrument used by the
budget-making authority
to present a
comprehensive financial
plan of operations to the
Town Council.
Budgetary Control: The
control or management of
the organization in
accordance with an
approved budget for the
purpose of keeping
expenditures within the
limitations of available
appropriations and
revenues.
Capital Expenditures: Any
major non-recurring
expenditure or
expenditure for facilities,
including additions or
major alterations,
construction of highways
or utility lines, fixed
equipment, landscaping
or similar expenditures.
Cash Basis: A basis of
accounting under which
transactions are
recognized when cash
changes hand
Certificates of Obligations
(CO’s): Similar to general
obligation bonds except
certificates require no
voter approval.
Comprehensive Annual
Financial Report (CAFR):
This report summarizes
financial data for the
previous fiscal year in a
standardized format.
Contingency: A budgetary
reserve set aside for
emergencies or
unforeseen expenditures
not otherwise budgeted.
Contractual Services: The
costs related to services
performed for the Town by
individuals, businesses, or
utilities.
Cost: The amount of
money or other
consideration exchanged
for property or services.
Cost may be incurred
before money is paid; that
is, as soon as liability is
incurred.
Council: The Mayor and
five council members
collectively acting as the
legislative and
policymaking body of the
town
Current Assets: Those
assets which are available
or can be made readily
available to finance
current operations or to
pay current liabilities. Those
assets which will be used
up or converted into cash
within one year. Some
examples are cash,
temporary investments,
and accounts receivable
collected within one year.
Current Liabilities: Debt or
other legal obligation
arising out of transactions
in the past which must be
liquidated, renewed, or
refunded within one year.
Debt Service Fund: A fund
used to account for the
moneys set aside for the
payment of interest and
principal to holders of the
Town's general obligation
and revenue bonds, the
sale of which finances
long-term capital
improvements, such as
facilities, streets and
drainage, parks and
water/wastewater systems.
Deficit: The excess of
expenditures over
revenues during an
accounting period; or, in
the case of proprietary
funds, the excess of
expense over income
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GGLLOOSSSSAARRYY OOFF TTEERRMMSS
during an accounting
period.
Department: A major
administrative division of
the Town that indicates
overall management
responsibility for an
operation or a group of
related operations within a
functional area.
Depreciation: Change in
the value of assets
(equipment, buildings, etc.
with a useful life of 5 years
or more) due to the use of
the asset.
EMS: Emergency Medical
Services
Encumbrances: The
commitment of
appropriated funds to
purchase an item or
service.
Enterprise Fund: A fund
established to account for
operations that are
financed and operated in
a manner similar to private
business enterprises –
where the intent of the
governing body is that the
costs of providing goods or
services to the general
public on a continuing
basis be financed or
recovered primarily
through user charges.
Excess Fund Balance: The
excess of a fund’s current
assets over its current
liabilities and required
reserve limits.
Exempt: Personnel not
eligible to receive
overtime pay and who are
expected to work
whatever hours are
necessary to complete
their job assignments.
Expenditures: Outflow or
non-enterprise funds paid
or to be paid for an asset
obtained or goods and
services obtained.
Expenses: Outflow of
enterprise funds paid or to
be paid for an asset
obtained or goods and
services obtained.
Fiscal Policy: The Town’s
policies with respond to
spending and debt
management as they
relate to government
services, programs, and
capital investments.
Reflect a set off principals
for the planning and
programming of
government budgets.
Fiscal Year: A 12-month
period to which the annual
operating budget applies
and at the end of which a
government determines its
financial position and the
result of its operations. The
Town of Westlake’s fiscal
year begins each October
1st and ends the following
September 30th.
Fixed Assets: Assets of a
long-term character,
which are intended to
continue to be held or
used, such as land,
buildings, improvements
other than buildings,
machinery, and
equipment.
Franchise Fee: A fee
levied by the Town Council
on businesses that use
Town property or right-of-
way. This fee is usually
charged as a percentage
of gross receipts.
Full-Time Equivalent (FTE):
The measure of authorized
personnel often referred to
as worker-years. The full
time equivalent of 1
person (1 FTE)
approximately represents
2080 hours of work per
year.
Fund: A fiscal and
accounting entity with a
self-balancing set of
accounts recording cash
and other financial
resources, together with all
related liabilities and
residual equities or
balances, and changes
therein, which are
segregated for the
purpose of carrying on
specific activities or
attaining certain
objectives in accordance
with special regulations,
restrictions, or limitations.
Fund Accounting: A
governmental accounting
system that is organized
and operated on a fund
basis.
Fund Balance: The excess
of a fund's current assets
over its current liabilities,
sometimes called working
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GGLLOOSSSSAARRYY OOFF TTEERRMMSS
capital or fund equity. A
negative fund balance is
often referred to as a
deficit.
GAAP-Generally
Accepted Accounting
Principles: Uniform
minimum standards and
guidelines for financial
accounting and reporting.
They govern the form and
content of the financial
statements of an entity.
GAAP encompass the
conventions, rules and
procedures necessary to
define accepted
accounting practice at a
particular time. They
include not only broad
guidelines of general
applications, but also
detailed practices and
procedures. GAAP
provide a standard by
which to measure financial
presentations.
GASB: Acronym for
Government Accounting
Standards Board, an
independent, non-profit
agency responsible for the
promulgation of
accounting and financial
reporting procedures for
governmental entities.
GFOA: Government
Finance Officers
Association of the United
States and Canada
General Fund: The fund
used to account for all
financial resources except
those required to be
accounted for in another
fund. The General Fund is
tax supported.
General Obligation Bonds:
Bonds sold and
guaranteed by the Town,
in which the full faith and
credit of the Town is
pledged for repayment.
Governmental Funds: The
funds through which most
governmental functions
typically are financed. The
acquisition, use, and
financial resources and the
related current liabilities
are accounted for through
governmental funds
(General, Special
Revenue, Capital Projects,
and Debt Service Funds).
Goal: Generalized
statements of where an
organization desires to be
at some future time with
regard to certain
operating elements (e.g.
financial condition, service
levels provided, etc.)
Grant: A contribution by a
government or other
organization to support a
particular function.
Typically, these
contributions are made to
local governments from
state or federal
governments.
Infrastructure: Basic public
investments such as streets,
storm drainage, water and
sewer lines, streetlights and
sidewalks.
Inter-fund transfer: The
transfer of money from one
fund to another.
Investments: Securities and
real estate held for the
production of revenues in
the form of interest,
dividends, rentals, or lease
payments.
L.F. (Linear feet): Length in
feet.
Lift Station: The Town’s
collection system relies on
gravity to collect water.
When the system gets to
an unreasonable depth, a
lift station pumps the water
to a higher elevation so
the gravity process can
begin again.
Line-item budget: A
budget format in which
departmental outlays are
grouped according to the
items that will be
purchased.
MGD: Million gallons per
day.
Maintenance: The upkeep
of physical properties in
condition for use or
occupancy. Examples are
the inspection of
equipment to detect
defects and the making of
repairs.
Modified Accrual
Accounting: This method
of accounting is a
combination of cash and
accrual accounting since
expenditures are
immediately incurred as a
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GGLLOOSSSSAARRYY OOFF TTEERRMMSS
liability while revenues are
not recorded until they are
actually received or are
“Measurable” and
“available for
expenditure”. This type of
accounting basis is
conservative and is
recommended as the
standard for most
government funds.
Municipal: Of or
pertaining to a Town or its
government.
Non-departmental:
Accounts for expenditures
or professional services
and other general
government functions,
which cannot be
allocated to individual
departments.
Non-exempt: Personnel
eligible to receive
overtime pay when
overtime work has been
authorized or requested by
the supervisor.
Object Code: The
standard classification of
the expenditures such as
office supplies or rental of
equipment.
Objectives: Specific,
measurable targets set in
relation to goals.
Operating Budget: Plan for
current expenditures and
the proposed means of
financing them. The
annual operating budget
is the primary means by
which most of the
financing, acquisition,
spending, and service
delivery activities of the
Town are controlled. The
use of annual operating
budgets is required by
State law.
Operating Expenditure:
Expenditure on an existing
item of property or
equipment that is not a
capital expenditure.
Ordinance: An
authoritative command or
order. This term is used for
laws adopted by a
municipality.
Performance Measures:
Specific quantitative
measures of work
performed within an
activity or program. They
may also measure results
obtained through an
activity or program.
Personnel Services:
Expenditures for salaries,
wages and related fringe
benefits of Town
employees.
Prompt Payment Act:
Adopted in July, 1985 by
the State, the Act requires
the Town to pay for goods
and services within 30 days
of receipt of invoice or the
goods or services,
whichever comes later. If
this is not satisfied, the
Town may be charged
interest on the unpaid
balance at the rate of 1%
per month.
Property Tax Reduction
Sales Tax (PTR): ½ cent
sales tax approved by the
Town of Westlake voters in
May, 2006. Texas law
allowed the Town to
collect the new ½ cent
sales tax that does not
share the restrictive
spending limitations on
revenues designated to
the 4A Economic
Development Fund ½ cent
sales tax. 4A sales tax was
dissolved and replaced
with this sales tax.
Proposed Budget: The
financial plan initially
developed by
departments and
presented by the Town
Manger to the Town
Council for approval.
Proprietary Funds:
Operation that operates
like a private operation, in
which services are
financed through user
charges and expenditures
include the full cost of
operations.
Public Hearing: An open
meeting regarding
proposed operating or
capital budget allocations,
which provide citizens with
an opportunity to voice
their views on the merits of
the proposals.
PVC: Acronym for polyvinyl
chloride, a plastic
compound used for water
and sewer pipes.
Reserve: An account used
to indicate that a portion
of fund resources is
restricted for a specific
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GGLLOOSSSSAARRYY OOFF TTEERRMMSS
purpose, or is not available
for appropriation and
subsequent spending.
Resolution: A formal
statement of opinion or
determination adopted by
an assembly or other
formal group.
Resources: Total dollars
available for
appropriations, including
estimated revenues, fund
transfers, and beginning
fund balances.
Retained Earnings: The
excess of total assets over
total liabilities for an
enterprise fund. Retained
earnings include both
short-term and long-term
assets and liabilities for an
enterprise fund.
Revenues: Funds that the
government receives as
income. It includes such
items a tax payment, fees
from specific services,
receipts from other
governments, fines for
forfeitures, grants, shared
revenues and interest
income.
ROW: Acronym for right-of-
way.
Sales Tax: A general “sales
tax” is levied on persons
and businesses selling
merchandise or services in
the town limits on a retail
basis. The categories for
taxation are defined by
state law. Monies
collected under
authorization of this tax are
for the use and benefit of
the town.
SCADA: Acronym that
stands for Supervisory
Control and Data
Acquisition. SCADA refers
to a system that collects
data from various sensors
at a remote location and
then sends this data to a
central computer which
then manages and
controls the data.
Special Revenue Fund: A
fund used to account for
the proceeds of specific
revenue sources that are
legally restricted to
expenditure for specified
purposes.
Supplies: A cost category
for minor items (individually
priced at less than $5,000)
required by departments
to conduct their
operations.
TMRS: Acronym for the
Texas Municipal
Retirement System, a
pension plan for
employees of member
cities within the State of
Texas.
TRA: Trinity River Authority –
A separate governmental
entity responsible for
providing water and
wastewater services in the
Trinity River basin. The
Town contracts with TRA
for treatment of
wastewater.
TXDOT: Texas Department
of Transportation
Transfer-In: Funds
expended in one fund and
received in other.
User Charges: The
payment of a fee for direct
receipt of a public service
by the party benefiting
from the service.
Working Capital: Budgeted
working capital is
calculated as a fund’s
current assets less current
liabilities and outstanding
encumbrances. Working
capital does not include
long-term assets or
liabilities. For budgetary
purposes, working capital,
rather than retained
earnings, is generally used
to reflect the available
resources of enterprise
funds.
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MUNICIPAL OPERATIONS
I. STATEMENT OF PURPOSE
The overall intent of the following Fiscal and Budgetary Policy Statements is to enable the
Town to achieve a long-term stable and positive financial condition. The watchwords of
the Town’s financial management include integrity, 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 maintain
salary levels within three percent (3%) of the median of surveyed schools. (Existing
language)
VI. FUND BALANCE
Fund Balance Reporting - The District shall report governmental fund balances per GASB 54
definitions in the balance sheet as follows: Nonspendable, Restricted, Committed, Assigned,
and Unassigned.
General Fund Unassigned Fund Balance - The Academy shall strive to maintain the General
Fund unassigned fund balance at 45 days of operation.
Use of Fund Balance - Fund Balance will be targeted to only be used with Board approval
and can be only be used for the following: emergencies, non-recurring expenditures, such
as technology/FF&E (furniture, fixtures and equipment), or major capital purchases that
cannot be accommodated through current year savings. Should such use reduce the
balance below the appropriate level set as the objective for that fund, recommendations
will be made on how to restore it. The Board of Trustees shall approve all commitments by
formal action. The action to commit funds must occur prior to fiscal year-end, to report such
commitments in the balance sheet of the respective period, even though the amount may
be determined subsequent to fiscal year-end. A commitment can only be modified or
removed by the same formal action.
The Board of Trustees delegates the responsibility to assign funds to the Superintendent or
his/her designee. The Board of Trustees shall have the authority to assign any amount of
funds. Assignments may occur subsequent to fiscal year-end.
The Board of Trustees will utilize funds in the following spending order: Restricted, Committed,
Assigned, Unassigned
VII. INTERGOVERNMENTAL RELATIONSHIPS
Inter-local Cooperation in Delivering Services - In order to promote the effective and
efficient delivery of services, the Academy shall actively seek to work with other local entities
in joint purchasing consortium, sharing facilities, sharing equitably the costs of service
delivery, and developing joint programs to improve service to its students.
Legislative Program - The Academy shall cooperate with other entities to actively oppose
any state or federal regulation or proposal that mandates additional Academy programs or
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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
Page 188
TTOOWWNN OOFF WWEESSTTLLAAKKEE // WWEESSTTLLAAKKEE AACCAADDEEMMYY
FFIISSCCAALL AANNDD BBUUDDGGEETTAARRYY PPOOLLIICCIIEESS
(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.
Page 189
IINNVVEESSTTMMEENNTT PPOOLLIICCYY
I. POLICY STATEMENT
It is the policy of the Town of Westlake (the “Town") that the administration of its funds
and the investment of those funds shall be handled as its highest public trust. Investments
shall be made in a manner which will provide the maximum security of principal invested
through limitations and diversification while meeting the daily cash flow needs of the
Town and conforming to all applicable state and Town statutes governing the
investment of public funds. The receipt of a market rate of return will be secondary to
the requirements for safety and liquidity.
It is the intent of the Town to be in complete compliance with local law and the Texas
Public Funds Investment Act (the "Act", Texas Government Code 2256). The earnings
from investments will be used in a manner that best serves the public trust and interests of
the Town.
II. SCOPE
This Investment Policy applies to all the financial assets and funds held of the Town.
Any new funds created by the Town will be managed under the provisions of this Policy
unless specifically exempted by the Town Council and this Policy.
III. OBJECTIVES AND STRATEGY
It is the policy of the Town that all funds shall be managed and invested with four primary
objectives, listed in order of their priority: safety, liquidity, diversification and yield. These
objectives encompass the following.
Safety of Principal - Safety of principal is the foremost objective of the Town.
Investments shall be undertaken in a manner that seeks to insure the preservation
of capital in the overall portfolio. The suitability of each investment decision will
be made on the basis of safety.
Liquidity - TThhee TToowwnn''ss iinnvveessttmmeenntt ppoorrttffoolliioo wwiillll rreemmaaiinn ssuuffffiicciieennttllyy lliiqquuiidd ttoo eennaabbllee iitt
ttoo mmeeeett aallll ooppeerraattiinngg rreeqquuiirreemmeennttss wwhhiicchh mmiigghhtt bbee rreeaassoonnaabbllyy aannttiicciippaatteedd..
IInnvveessttmmeenntt ddeecciissiioonnss wwiillll bbee bbaasseedd oonn ccaasshh ffllooww aannaallyyssiiss ooff aannttiicciippaatteedd
eexxppeennddiittuurreess..
Diversification - Diversification is required in the portfolio's composition.
Diversification of the portfolio will include diversification by maturity and market
sector and will include the use of a number of broker/dealers or banks for
diversification and market coverage. Competitive bidding will be used on each
sale or purchase.
Yield - The Town's investment portfolio shall be designed with the objective of
attaining a reasonable market yield, taking into account the Town's risk
constraints and cash flow needs. A reasonable market yield for the portfolio will
be defined as the six month (180 day) U.S. Treasury Bill which compares to the
portfolio's maximum weighted average maturity of six months.
The authorized investment purchased will be of the highest credit quality and
marketability supporting the objectives of safety and liquidity. Securities, when not
matched to a specific liability, will be short term to provide adequate liquidity. The
portfolio shall be diversified to protect against market and credit risk in any one sector.
Page 190
IINNVVEESSTTMMEENNTT PPOOLLIICCYY
The maximum weighted average maturity of the portfolio will be no more that 180 days
and the maximum stated maturity of any security will not exceed two years. The funds
are combined for investment purposes but the unique needs of all the funds in the
portfolio are recognized and represented.
Effective cash management is recognized as essential to good fiscal management.
Cash management is defined as the process of managing monies in order to ensure
maximum cash availability. The Town shall maintain a cash management program
which includes timely collection of accounts receivable, prudent investment,
disbursement of payments within invoice terms and the management of banking
services.
IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY
Specific investment parameters for the investment of public funds in Texas are stipulated
in the Public Funds Investment Act, Chapter 2256, Texas Government Code, (the "Act").
The Act is attached as Exhibit A.
The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies
collateral requirements for all public funds deposits. The Collateral Act is attached as
Exhibit B.
The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes local
governments in Texas to participate in a Texas investment pool established thereunder.
V. DELEGATION OF INVESTMENT AUTHORITY
The Finance Director, acting on behalf of the Council, is designated as the Investment
Officer of the Town and is responsible for all investment management decisions and
activities. The Council is responsible for considering the quality and capability of staff,
investment advisors, and consultants involved in investment management and
procedures. All participants in the investment process shall seek to act responsibly as
custodians of the public trust.
The Investment Officer shall develop and maintain written administrative procedures for
the operation of the investment program which are consistent with this Investment Policy.
Procedures will include safekeeping, wire transfers, banking services contracts, and other
investment related activities.
The Investment Officer shall be responsible for all transactions undertaken and shall
establish a system of controls to regulate the activities of subordinate officials and staff.
The Investment Officer shall designate a staff person as a liaison/deputy in the event
circumstances require timely action and the Investment Officer is not available.
No officer or designee may engage in an investment transaction except as provided
under the terms of this Policy and the procedures established by the Investment Officer
and approved by the Town Manager.
VI. PRUDENCE
The standard of prudence to be used in the investment function shall be the "prudent
person" standard and shall be applied in the context of managing the overall portfolio.
Page 191
IINNVVEESSTTMMEENNTT PPOOLLIICCYY
This standard states:
"Investments shall be made with judgment and care, under circumstances then
prevailing, which persons of prudence, discretion, and intelligence exercise in the
management of their own affairs, not for speculation, but for investment,
considering the probable safety of their capital as well as the expected income
to be derived."
Limitation of Personal Liability - The Investment Officer and those delegated investment
authority, when acting in accordance with the written procedures and this Policy and in
accord with the Prudent Person Rule, shall be relieved of personal liability in the
management of the portfolio provided that deviations from expectations for a specific
security's credit risk or market price change are reported in a timely manner and that
appropriate action is taken to control adverse market effects.
VII. INTERNAL CONTROLS
The Investment Officer shall establish a system of written internal controls which will be
reviewed annually with the independent auditor of the Town. The controls shall be
designed to prevent loss of public funds due to fraud, employee error, and
misrepresentation by third parties, or imprudent actions by employees of the Town.
VIII. AUTHORIZED INVESTMENTS
Acceptable investments under this policy shall be limited to the instruments listed below.
The choice of high-grade government investments and high-grade, money market
instruments are designed to assure the marketability of those investments should liquidity
needs arise.
Obligations of the United States Government, its agencies and instrumentalities,
not to exceed two (2) years to stated maturity and excluding mortgage backed
securities;
Fully insured or collateralized certificates of deposit from a bank doing business in
the State of Texas and under the terms of a written depository agreement with
that bank, not to exceed one year to stated maturity;
No-load, SEC registered money market mutual funds. No more than 80% of the
entity's monthly average balance may be invested in money market funds
Public Funds interest bearing accounts; and
Constant dollar, AAA-rated Texas Local Government Investment Pools as defined
by the Public Funds Investment Act.
If additional types of securities are approved for investment by public funds by state
statute, they will not be eligible for investment until this Policy has been amended and
the amended version adopted by the Council.
Delivery versus Payment - All investment security transactions shall be conducted on a
delivery versus payment (DVP) basis to assure that the Town has control of its assets
and/or funds at all times.
Page 192
IINNVVEESSTTMMEENNTT PPOOLLIICCYY
IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS
Securities broker/dealers may be primary or regional broker/dealers and will meet other
criteria as determined by the Investment Officer including state registration and
completion of a Town Broker/Dealer questionnaire (attached as Exhibit D). The following
criteria must be met by authorized firms.
annual provision of an audited financial statement,
proof of certification by the National Association of Securities Dealers (NASD)
proof of current registration with the Texas State Securities Commission, and
completion of the Town's broker/dealer questionnaire.
Every bank and broker/dealer with whom the Town transacts business will be provided a
copy of this Investment Policy to assure that they are familiar with the goals and
objectives of the investment program. The firm will be required to return a signed copy
of the Certification Form (attached as Exhibit C) certifying that the Policy has been
received and reviewed and only those securities approved by the Policy will be sold to
the Town.
X. DIVERSIFICATION AND MATURITY LIMITATIONS
It is the policy of the Town to diversify its investment portfolio. Invested funds shall be
diversified to minimize risk or loss resulting from over-concentration of assets in a specific
maturity, specific issuer, or specific class of securities. Diversification strategies shall be
established and periodically reviewed.
XI. SAFEKEEPING AND COLLATERALIZATION
The laws of the State and prudent treasury management require that all purchased
securities be bought on a delivery versus payment (DVP) basis and be held in
safekeeping by either an approved, independent third party financial institution or the
Town's designated depository.
Securities Owned by the Town - All safekeeping arrangements shall be approved by the
Investment Officer and an agreement of the terms executed in writing. The safekeeping
bank may not be within the same holding company as the bank from which the
securities are purchased. The custodian shall be required to issue original safekeeping
receipts to the Town listing each specific security, rate, description, maturity, CUSIP
number, and other pertinent information.
Collateral - Collateralization shall be required on all bank time and demand deposits for
principal and accrued interest amounts over the FDIC insurance coverage of $100,000
(by tax identification number). In order to anticipate market changes and provide a
level of additional security for all funds, collateral with a market value equal to 102% of
the total deposits are required. The pledging bank will be made contractually liable for
monitoring and maintaining the collateral levels at all times. All collateral will be held by
an independent third party bank outside the holding company of the bank, pledged to
the Town.
Authorized collateral will include only:
Obligations of the US Government, its agencies and instrumentalities to include
mortgage backed securities which pass the bank test,
Municipal obligations rated at least A by two nationally recognized rating
agencies.
The custodian shall be required to provide original safekeeping receipts clearly
marked that the security is pledged to the Town.
Page 193
IINNVVEESSTTMMEENNTT PPOOLLIICCYY
XII. REPORTING
The Investment Officer shall submit quarterly reports to the Council containing sufficient
information to permit an informed outside reader to evaluate the performance of the
investment program and in full compliance with the Act. At a minimum the report shall
contain:
Beginning and ending market value of the portfolio by market sector and total
portfolio
Beginning and ending book value of the portfolio by market sector and total
portfolio
Change in market value during the period
Detail on each asset (book, market, description, par ad maturity date)
Earnings for the period
Overall weighted average maturity of the portfolio
The report will be prepared jointly by all involved in the investment activity and be signed
by the Investment Officer. It will contain all elements as required by the Act and be
signed by the Investment Officers as in compliance with the Act and this Policy. Market
prices for assignment of market values will be obtained from an independent source.
The three month Treasury Bill average yield for the reporting period will be reported as a
gauge of performance and risk.
XIII. DEPOSITORIES
The Town will designate one banking institution through a competitive process as its
central banking services provider at least every five years. This institution will be used for
normal banking services including disbursements, deposits, and safekeeping of Town
owned securities. Other banking institutions from which the Town may purchase only
certificates of deposit will also be designated as a depository.
All banking arrangements will be in written form in accordance with FIRREA which
requires a resolution of approval of the agreement by the Bank Council or Bank Loan
Committee.
XIV. INVESTMENT POLICY ADOPTION BY COUNCIL
The Town's Investment Policy and its incorporated strategies shall be adopted by
resolution annually by the Council.
Page 194
In order to focus our efforts as it pertains to serving the residents and businesses as well as creating a dynamic
strategic planning document, the Council and staff developed a Strategic Issues-Focused Governance System (SIGS).
The system is designed to combine the strategic plan, Balanced Scorecard Strategy Map and program based budget
document into a comprehensive tool to guide the Town Council and staff as well as create an achievable vision for
Westlake.
The plan is organized according to Strategic Issues, identified as affecting our community over the next 24 months.
This type of issues-focused version of a traditional strategic plan is designed to allow the organization to scan our envi-
ronment for opportunities or challenges as it relates to our community and develop action plans to achieve the best
results for Westlake.
The Strategy Map from the Balanced Scorecard component of the SIGS outlines the Town Council directives which
are vital to our service provision levels for our community and identify measurable objectives to indicate our
performance in these areas of achievement.
The Program Based Budget is an effort to quantify the cost of services by program rather than the traditional line-item
budget format. The financial costs are identified by each program, rather than by each department, along with an
explanation of the core services and program objectives.
The philosophy of the Town of Westlake’s team embraces a “shared services model” as the most cost effective method
to deliver excellent public services to the community through our dedicated and professional staff members. The
community consists of our local residents, the children, parents and staff of Westlake
Academy, our corporate citizens, the employees who work in Westlake and various
other customers, developers and visitors who do business in and around our town.
Through the use of a hybrid of internal direct service provision, inter-local agreements,
public/private partnerships and the shared provision of programs at Westlake Academy,
the staff strives to maintain Westlake as a premiere choice for
families and corporate neighbors while operating in a
financially responsible manner.
Each departmental director and their staff teams are cross-trained and provide support
or management of the service programs for both the Town of Westlake and the Town-
owned charter school, Westlake Academy. These programs include facilities
maintenance, development, human resources, IT support, financial services, communica-
tions, and executive level management.
The final results are a group of individuals who are actively engaged in creating a unique
living experience through community events, educational opportunities and distinctive
neighborhoods, which cannot be experienced anywhere else.
Strategic Issues-Focused Governance System
Strategic Plan
2011/12 Town of Westlake
“Westlake, a premier knowledge based community”
Table of Contents
Balanced Scorecard Strategy Map 2
Business Cycle Chart 3
Mission, Vision & Community
Values Statements
5
Strategic Plan 5
Program Based Budget Summary 14
Vaquero
Approved ~ December 12, 2011
Page 195
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Page 19
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.
Vision Statement
Westlake is an oasis of tranquility and natural beauty amidst an ever expanding
urban landscape.
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.”
3 Village Circle, Suite 202, Westlake, Texas 76262
www.westlake-tx.org (817) 430-0941
Strategic Plan
2011/12 Town of Westlake
“Westlake, a premier knowledge based community”
Innovation
Educational leaders
Family friendly and welcoming
Engaged citizens
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.
Preservation of our natural beauty
Strong aesthetic standards
Transparent government
Fiscal responsibility
Community Values
Vision Points
Page 5
Page 19
Approximately 992 residents currently occupy the Town of Westlake’s 6.6 square miles,
which is situated in the northern triangle of the Fort Worth—Dallas area.
Originally settled in 1847, Westlake was incorporated in 1956. Today, the Town of
Westlake is home to several neighborhoods, all of which share a commitment to
excellence, but possess unique character and charm. All residents live in single-family
homes and there is an award winning private golf course in town.
The median age in Westlake is 38, and 51% of the residents are female. Some of the
community’s top employers are: Fidelity Investments, TD Auto Finance, and CoreLogic.
Several companies have offices in Solana, a high-profile corporate campus near State
Highway 114. Solana’s Village Circle also provides a mix of retail spaces and restau-
rants, plus offers the 296-room Marriott Solana hotel.
The sales tax rate in Westlake is 8.25%. Of the money collected, 6.25% is paid to the state
of Texas, 1% to the Town, and the remaining 1% to a local property tax relief fund and
an economic development fund.
History and Demographics
Solana Office Complex
Top Employers
Fidelity Investments
TD Auto Finance
CoreLogic
Wells Fargo Bank
McKesson Corporation
Deloitte University
Marriott — Solana
“Good business
leaders create a
vision, articulate
the vision, and
relentlessly drive
it to completion.”
- Jack Welch
Page 6 Town of Westlake
Recent Infrastructure Re-investment & Development Projects
FM 1938—Construction of major north/south thoroughfare
Deloitte University
Dove Road and Ottinger Road Improvements
Stagecoach Hills Waterline & Paving/Drainage Improvements
Aspen Lane, Mahotea Boone and Roanoke Road Paving/Drainage
Improvements
SH 114 / SH 1170 Interchange
Page
SENSE OF PLACE — The Town is home to several different types of community
developments, which include residential, corporate and agricultural uses. Our largest
residential neighborhood is home to a state of the art golf facility and many beautiful
homes. Stagecoach Hills airpark is located along the historic stagecoach line which
once transported passengers from Keller to Denton. Westlake residential
neighborhoods include:
Aspen Lane ● Glenwyck Farms ● Mahotea Boone ● Paigebrooke Farms
Stagecoach Hills ● Terra Bella ● Vaquero ● Wyck Hill
The Town is located along the Tarrant and Denton County borders and has portions of
major State highways that surround its perimeter. We are an ideal location for
businesses and have enjoyed a long history with our corporate campus developments.
During the 2011 strategic planning process, the Town Council and staff Leadership
Team developed an overview of the strategic issues facing Westlake and developed
action plans to monitor the success and completion of the projects. The vision and
mission statements were updated to reflect the unique characteristics found within our
community and the values which are important to our residents.
The information is contained within five vision points which describe the areas that the
Council and staff have determined are vital to maintaining our Town and providing
services to enhance the lives of our residents and community.
Vision Point One—Sense of Place
Vision Point Two—Leadership
Vision Point Three—Caring Community
Vision Point Four—Exemplary Governance
Vision Point Five—Service Excellence
Strategic Plan Overview
LEADERSHIP — Town leaders foresaw the need for a facility to educate the children of
Westlake in a local setting and to provide the citizens with a civic campus and a sense
of community.
In 2003, the Town raised funds to build Westlake Academy, the only open-enrollment
charter school owned and operated by a municipality in the State. The Academy of-
fers the rigorous International Baccalaureate curriculum, for grades K-12, and all resi-
dents are eligible to enroll their children.
The Town also utilizes the “shared services” configuration to provide cutting edge
service delivery to our residents and customers. The staff steps outside the traditional
roles associated with each department in a municipality and works in a cross-
functional manner between the Town and the Academy programs. This assists us in
keeping our overhead to a minimum while serving our community.
Page 7 Town of Westlake
“Vision without
action is a dream.
Action without
vision is simply
passing the time.
Action with vision
is making a
positive difference.”
- Joel Barker
Page 20
Page 8 Town of Westlake
EXEMPLARY GOVERNANCE — Westlake is governed by a Mayor and Town Council with
each of the five council members serving a two-year term. The Town Council also serves
as the governing board for Westlake Academy, in the capacity of the Board of Trustees.
The dual service configuration supports the cooperative delivery of program services for
the Westlake community.
The Town Council appoints the Town Manager, who also functions as the Academy’s
Superintendent, establishes town policies, and serves as the legislative body of the Town.
In this capacity, the Council also approves the Town budget.
The community is fortunate to have a dedicated group of residents who serve on our
various boards and strive to promote the vision of the Town.
CARING COMMUNITY — In an effort to foster citizen engagement, enhance our
neighborhoods and increase participation in the community, many of the residents serve
on various advisory boards that are committed to furthering the mission of the Town and
ensuring Westlake is truly a unique community.
The Westlake Historical Preservation Society was created to identify, preserve, and
perpetuate the history of the Town and the Cross Timbers region.
The Town is committed to protecting and improving the quality of life of Westlake
residents, businesses and students by encouraging, inspiring, educating and entertaining
artistic and creative endeavors. The Public Art Society of Westlake provides a wide range
of professional and artistic presentations to foster the arts in the community and we are a
co-sponsor of the MasterWorks Concert Series with the Arts Council Northeast, who
promote local artists through public concert events.
Westlake also hosts several local events to foster community involvement through the
annual Christmas Tree Lighting Event, Decoration Day, Vintage Car Show and Arbor
Days.
SERVICE EXCELLENCE — The Town is staffed by a group of professionals who provide
our residents and customers with the highest quality of public services in an efficient and
responsive manner. The staff is involved in community gatherings, such as the
neighborhood and parent meetings, concerts series, and various holiday based events—as
well as striving to maintain personal relationships with our residential population to
foster the Sense of Place and Caring Community found in Westlake.
The Town’s Leadership Team of department directors brings more than 150 years of
collective municipal experience and knowledge to the Town along with a strong
commitment to public service excellence.
Entrance to Glenwyck Farms
Page 20
The Town’s strategic plan was developed according to a Strategic Issues format, which
identified events through a SWOT (strengths, weaknesses, opportunities, and threats)
analysis that would affect our community over the next 24 months. This type of issues-
focused version of a traditional strategic plan is designed to allow the organization to
scan our environment for opportunities or challenges as it relates to our community and
develop action plans to achieve the best results for Westlake. The five component
issues we identified as strategic are:
Capital Investment
Fiscal Stewardship & Organizational Effectiveness
Human Resources (Employee Investment)
Comprehensive Planning and Management of Natural Resources
Public Safety and Emergency Preparedness
Under each outcome strategy, staff has created action items necessary to support or
achieve the desired result, which is linked to the Strategy Map.
Strategic Issues
Westlake Academy
Page 9 Town of Westlake
Strategic Plan
CAPITAL INVESTMENT — Ensure the infrastructure and capital investments of the Town are
maintained to sustain the community’s quality of life.
Outcome Strategies:
1. Existing Infrastructure Reinvestment (Current Assets)
Leadership Team Member(s): Tom Brymer / Eddie Edwards / Jarrod Greenwood / Troy
Meyer
Staff Action 1.1: Facilities — Review of long-term rental options in comparison to
building a permanent structure.
Strategy Map: Financial Stewardship ~ Sustain Fiscal Health
Completion Date: April, 2012
Staff Action 1.2: Cemetery — Analysis of long-term sustainability and marketing
opportunities to increase the return on investment in the facility.
Strategy Map: Financial Stewardship ~ Sustain Fiscal Health
Completion Date: December, 2013
Staff Action 1.3: Completion of FM 1938 (Precinct Line Road) - Implementation of
streetscaping projects.
Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community
Completion Date: FM 1938 — Summer, 2012; Final Streetscaping — Fall, 2015
Staff Action 1.4: FM 114/170 Interchange — Partner with TxDoT, the Town of Trophy
Club and City of Roanoke to complete the streetscaping project.
Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community
Completion Date: Summer, 2013
“Westlake has been
a lot of things, but it
has never been
ordinary.”
Fort Worth
Star Telegram
Page 20
Glenwyck Park
Page 10 2011/12
Outcome Strategies:
5. Budget according to established service level provisions within departments.
Leadership Team Member(s): Town Manager and All Departmental Directors
Staff Action 5.1: Prepare budgets in a fiscally responsible manner to maintain a low tax rate while serving our stakeholders.
Strategy Map: Financial Stewardship ~ Prepare the Budget with Linkages to the Strategic Priorities
Completion Date: Annually by October 1st.
FISCAL STEWARDSHIP AND ORGANIZATIONAL EFFECTIVENESS — Maintain a balanced approach to revenue forecast-
ing and expenditure allocation to ensure the necessary resources for long-term sustainability.
Strategic Issues, (cont.)
2. Technology and Equipment Investment
Leadership Team Member(s): Todd Wood / Richard Whitten / Eddie Edwards
Staff Action 2.1: Capital Investment in Vehicles—Review of emergency and fleet
maintenance needs and replacement opportunities.
Strategy Map: Operational Processes ~ Preserve our Infrastructure to Meet the Life
Expectancy of Our Assets
Completion Date: October, 2012
Staff Action 2.2: Radio Accessibility of Emergency Services — Examine public safety
communication interoperability of the Westlake emergency radio system.
Strategy Map: Customer Focus ~ Promote Community Health, Safety & Welfare
Completion Date: June, 2012
CAPITAL INVESTMENT, (cont.)
Staff Action 2.3: Capital Investment in Technology —Review of current technology needs and forecast anticipated
requirements for internal operations, citizen engagement and equipment replacement in the form of a
technology plan.
Strategy Map: Customer Focus ~ Promote Community Health, Safety & Welfare
Completion Date: June, 2012
3. Policy and Cost Analysis Drive by Growth (Future Assets)
Leadership Team Member(s): Tom Brymer / Debbie Piper / Jarrod Greenwood / Eddie Edwards / Todd Wood / Troy Meyer
Staff Action 3.1: Conduct feasibility study for water/sewer impact fees to offset the cost of infrastructure development.
Strategy Map: Financial Stewardship ~ Sustain Fiscal Health
Completion Date: June, 2012
Staff Action 3.2: Park Land and Trail Development — Work in partnership with surrounding municipalities to allow for
connection of trails within Westlake to our neighboring communities.
Strategy Map: Customer Focus ~ Promote Community Health, Safety & Welfare
Completion Date: July, 2012
Staff Action 3.3: Evaluate Westlake Academy campus needs and expansion options.
Strategy Map: Operational Processes ~ Optimize the Use of Our Shared Services Model
Completion Date: August, 2012
4. Hwy 170/NTTA project
Staff Action 4.1: Monitor the construction of the Hwy 170/NTTA project and provide Council with updates as to the impact
on mobility in Westlake.
Strategy Map: Customer Focus ~ Promote Community Health, Safety & Welfare
Completion Date: Annual Report in November
Page 20
Entrance to Stagecoach Hills
Page 11 Town of Westlake
Strategic Issues, (cont.)
6. Maximize the service provision level to our customers through the use of the shared
services model, public/private partnerships and the implementation of innovative
inter-governmental agreements.
Leadership Team Member(s): Town Manager and All Departmental Directors
Staff Action 6.1: Seek additional partnerships through either the use of Memorandums
of Understanding (MOU’s) or Interlocal Agreements (ILA’s) relative to
items such as economic development, tourism, cost reductions or
enhanced efficiencies in service delivery mechanisms, infrastructure
developments, mobility activities, etc.
Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery
Completion Date: Provide annual December report to Council
Staff Action 6.2: While maintaining high standards, continue to create incentive
mechanisms that encourage businesses to locate in Westlake. These
include flexible “development friendly” ordinances, adequate or
expandable infrastructure, simplified fee structures and review
procedures, and responsive staff support.
Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery
FINANCIAL STEWARDSHIP AND ORGANIZATIONAL EFFECTIVENESS, (cont.)
7. Develop a communication and marketing plan that is comprehensive in nature to encourage dialogue with our residents
and foster community involvement.
Leadership Team Members(s): Ginger Awtry / Tom Brymer / Todd Wood
Staff Action 7.1: Provide consistent and timely communication to promote resident and stakeholder engagement in the
business, events and opportunities in Westlake.
Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community
Completion Date: Provided through Monthly and Quarterly Publications
Staff Action 7.2: Implement new website and monitor/update content material for relevancy and timeliness.
Strategy Map: Customer Focus ~ Provide Excellent, Responsive Customer Service
Completion Date: February, 2012
Staff Action 5.2: Continually monitor our revenue income and expenditures as it relates to the program budgeting
function to provide Council with comprehensive financial information.
Strategy Map: Financial Stewardship~ Sustain Financial Health
Completion Date: Provided through Quarterly Financial Reports
Staff Action 5.3: Examine Town’s capacity for re-investment in technology, FFE, capital expenditures, etc.
Strategy Map: Financial Stewardship ~ Identify and Allocate Funding for Maintenance of Public Assets
Completion Date: June, 2012
Staff Action 5.4: Develop/propose a financial policy to provide for future replacement needs of technology, FFE, etc.
Strategy Map: Financial Stewardship ~ Identify and Allocate Funding for Maintenance of Public Assets
Completion Date: December, 2012
Page 20
Terra Bella Entry
Page 12 2011/12
Spring Flowers
Strategic Issues, (cont.)
Outcome Strategies:
9. Update Town’s Comprehensive Plan
Leadership Team Member(s): Troy Meyer / Eddie Edwards / Jarrod Greenwood
A. Review of Current Comprehensive Planning document.
Staff Action 9.A.1: Review existing plan provisions and incorporate into new proposal;
Examine the possibility of hiring an outside consultant to assist in
the process.
Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community
Completion Date: June, 2012
B. Review of Land Use Plan & Financial Analysis of Impact to Sustainability
Staff Action 9.B.1: Understanding the impact of the current land use plan on future
growth and financial sustainability of the Town’s municipal services,
fees, and infrastructure necessary to support future development.
Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community
Completion Date: March, 2013
C. Supporting Master Plans
Thoroughfare Plan
Parks/Trail/Open Space
Utilities (Water, Sewer, Duct Bank)
Staff Action 9.C.1: Draft supporting master plans according to concepts approved by
Council in the Comprehensive Planning document.
Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community
Completion Date: March, 2013
COMPREHENSIVE PLANNING AND MANAGEMENT OF NATURAL RESOURCES —
Ensure the standards are maintained and promoted in the management of growth and development
within the Town to foster our unique character and rural-like atmosphere.
HUMAN RESOURCES (Employee Investment) — Provide the appropriate staffing levels at the Town as it relates to
service delivery to our community.
Outcome Strategies:
8. Include personnel estimates in the five-year financial forecast based on expansion of service provision to the
Academy and community as directed by growth/demand for services.
Leadership Team Member(s): Town Manager and All Departmental Directors
Staff Action 1.1: In conjunction with 5-year financial forecast, department heads to identify staffing needs for all
programs of service.
Strategy Map: Operational Processes ~ Optimize the Use of Our Shared Services Model
Completion Date: Annually by August, 2012
Staff Action 1.2: Continually evaluate ways to maximize our delivery methods by cross-training employees and
identifying skill sets which would be beneficial across the organization (i.e., security at the
Academy, event preparation and volunteering, communication efforts through dynamic publica-
tions, IT services between the Academy/Town, etc.)
Strategy Map: Operational Processes ~ Encourage Stakeholder and Staff Engagement
Completion Date: Report in August, 2012
Page 20
PUBLIC SAFETY AND EMERGENCY PREPAREDNESS — Provide a safe community for our residents and business
partners.
Page 13 2011/12
Strategic Issues, (cont.)
12. Plan and implement strategies to enhance the emergency preparedness of the residents
and Town facilities.
Leadership Team Member(s): Town Manager and All Departmental Directors
Staff Action 2.1: Evaluate on the local level that all departments have adequate training, equipment, and
communication tools, to effectively address emergency situations as they arise.
Strategy Map: Customer Focus ~ Promote Community Health, Safety and Welfare
Completion Date: May, 2012
Staff Action 2.2: Review Town/Academy Standard Operating Procedures and emergency plans to maintain readiness.
Strategy Map: Customer Focus ~ Promote Community Health, Safety and Welfare
Completion Date: December, 2012
Staff Action 2.3: Inventory and identify availability of recommended Emergency Operations Center components.
Strategy Map: Customer Focus ~ Promote Community Health, Safety and Welfare
Completion Date: June, 2013
COMPREHENSIVE PLANNING AND MANAGEMENT OF NATURAL RESOURCES, (Cont.)
D. Review and recommend necessary changes to existing ordinances to align with Comprehensive Plan
Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery
Completion Date: March, 2013
10. Investigate and review of environmental preservation and conservation opportunities.
Leadership Team Member(s): Jarrod Greenwood / Troy Meyer
Staff Action 10.1: Provide Council with report outlining programs that would benefit the residents in their
conservation efforts.
Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery
Completion Date: Report to Council in April, 2012
Staff Action 10.2: Compare and contrast the programs relative to surrounding communities and the options found
in the environmental conservation “best practices” of local government, to include an estimated
cost of service provision.
Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery
Completion Date: April, 2013
Outcome Strategies:
11. Consistently seek an effective service delivery method to provide comprehensive
police services for the Town residents.
Leadership Team Member(s): Town Manager and All Departmental Directors
Staff Action 11.4: Monitor and report on the success of the current police services
contract to ensure a safe environment for our residents.
Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery
Completion Date: Annual report in February/March
Page 20
Terra Bella Entry
Page 14 2011/12
Spring Flowers
Programs of Service
Program
Comprehensive Planning & Economic Development
Building Inspections
Code Enforcement
Transportation Services
Parks & Recreation Maintenance
TOTAL
Vision Point One ~ Sense of Place: Distinctive neighborhoods, architecturally
vibrant corporate campuses, grazing longhorns, soaring red-tailed hawks, meandering
roads and trails, lined with natural stone and native oaks.
Total Allocation
$ 84,199
$ 38,253
$ 5,182
$ 39,646
$ 106,031
$ 273,311
Key Service Delivery Dept.
Dept. 11 — Administration
Dept. 12 — Planning & Dev.
Dept. 12 — Planning & Dev.
Dept. 16 — Public Works
Dept. 19 — Parks & Rec.
Vision Point Two ~ Leadership: A premiere place to live, leadership in public
education, corporate and governmental partnerships, and high development standards.
Program
Plan Review & Inspections
Gas Well Permit Administration
Planning & Zoning
Water Services
Sewer Services
Solid Waste & Recycling
Westlake Academy Foundation Support Services
Academic Support Services
Texas Student Housing
TOTAL
Total Allocation
$ 48,945
$ 8,197
$ 39,252
$1,662,660
$ 444,994
$ 33,533
$ 20,501
$ 139,151
$ 28,767
$2,426,000
Key Service Delivery Dept.
Dept. 12 — Planning & Dev.
Dept. 12 — Planning & Dev.
Dept. 12 — Planning & Dev.
Dept. 16 — Public Works
Dept. 16 — Public Works
Dept. 16 — Public Works
Dept. 18 — Finance
Dept. 21 — Human Resources
Dept. 13 — Town Secretary
The program budget allocations are used as a means of providing our residents and Council
with the costs associated with each public service provision according to the specific
program rather than the traditional line-item designations. It has been developed with a
governance approach that places greater emphasis on the services and activities provided to
our stakeholders rather than the individual departments that carry out the assigned work
duties.
The information listed below, groups the programs with the Vision Point most closely related
to the service and identifies the department that is primarily responsible for ensuring the
necessary work is completed to reach our goals and objectives.
The program budget may also be utilized as a tool for prioritizing services and making
organizational funding decisions. Deciding how responsive, effective or efficient a particular
service should be carries implicit costs. Westlake continues to deliver the highest quality
services possible while maintaining relatively low provision costs. The professional staff at
the Town of Westlake takes pride in the work they do and the services they offer to our
residents.
Page 20
Page 15 2011/12
Programs of Service, (cont.)
Vision Point Three ~ Caring Community: Informed residents, small town charm and
values, historical preservation.
Program
Emergency Prevention
Citizen Engagement & Communications
TOTAL
Total Allocation
$ 70,023
$ 117,221
$ 187,244
Key Service Delivery Dept.
Dept. 14 — Fire & EMS
Dept. 22 — Communications
Vision Point Four ~ Exemplary Governance: Town officials, both elected and
appointed, exhibit respect, stewardship, vision, and transparency.
Program
Municipal Governance
Academic Governance
TOTAL
Total Allocation
$ 183,083
$ 78,384
$ 261,467
Key Service Delivery Dept.
Dept. 11 — Administration
Dept. 11 — Administration
Vision Point Five ~ Service Excellence: Public service that is responsive and
professional, while balancing efficiency, effectiveness, and financial stewardship.
Program
Financial Management
Municipal Administration
Academic Administration
Records Management
Emergency Operations
Emergency Operations — Billing Services
Emergency Operations — Support Services
Police Services
Municipal Court—Case Processing
Municipal Court — Docketing
Warrant & Jail Services
Municipal Court - Collection Services
Judiciary & Administration
Utility Billing & Processing
Municipal Accounting Services
Human Resources — Administration
Human Resources —Total Compensation
Human Resources — Risk Management
Human Resources — Employment Services
Right-of-Way (ROW) Management
Election Administration
Municipal IT Operations
Municipal Network Operations
TOTAL
Total Allocation
$ 291,888
$ 656,508
$ 274,369
$ 29,621
$ 991,454
$ 12,000
$ 30,504
$ 775,326
$ 61,478
$ 52,013
$ 96,525
$ 17,393
$ 37,024
$ 67,419
$ 202,190
$ 6,501
$ 2,000
$ 4,210
$ 3,166
$ 143,096
$ 12,928
$ 81,592
$ 6,363
$ 3,855,570
Key Service Delivery Dept.
Dept. 11 — Administration
Dept. 11 — Administration
Dept. 11 — Administration
Dept. 13 — Town Secretary
Dept. 14 — Fire & EMS
Dept. 14 — Fire & EMS
Dept. 14 — Fire & EMS
Dept. 23 — Police
Dept. 15 — Municipal Court
Dept. 15 — Municipal Court
Dept. 15 — Municipal Court
Dept. 15 — Municipal Court
Dept. 15 — Municipal Court
Dept. 18 — Finance
Dept. 18 — Finance
Dept. 21 — Human Resources
Dept. 21 — Human Resources
Dept. 21 — Human Resources
Dept. 21 — Human Resources
Dept. 16 — Public Works
Dept. 13 — Town Secretary
Dept. 20 — Information Tech.
Dept. 20 — Information Tech.
“We are limited,
not by our abilities,
but by our own
vision.”
- Anonymous
Page 20
Page 1 of 2
estlake Town Council
TYPE OF ACTION
Regular Meeting - Action Item
Westlake Town Council Meeting
Monday, September 24, 2012
TOPIC: Consideration and discussion of an Ordinance Levying Municipal Ad Valorem
(Property) Taxes for the 2012 Year in accordance with the Fiscal Year 2012-13
Proposed Budget.
STAFF CONTACT: Tom Brymer, Town Manager
DECISION POINTS
Start Date Completion Date
Timeframe: October 1, 2012 September 30, 2012
Funding: Amount - $26,089,720 Status- Funded Source- Ad valorem Tax
The Town of Westlake’s Proposed FY 2012-2013 budget totals $26,089,720 for all funds
(including $1,923,218 transfers in from fund balance for operating, debt service, capital projects,
major maintenance and equipment replacement needs). Included in this total is Westlake
Academy’s FY 2012-2013 expenditures and transfers out totaling $5,876,479
Decision Alignment
VVM Perspective Desired Outcome
Service Excellence Financial
Stewardship FS.Sustain Fiscal Health
Strategic Issue Outcome
Strategy Staff Action
Fiscal Stewardship &
Organizational
Effectiveness
5. Budget according
to established
service level
provisions within
departments.
SA 05.1: Budget Preparation
Strategy Map or VVM Connection
Strategic Issue Connection
Page 2 of 2
EXECUTIVE SUMMARY
On June 28, 2010 the Town Council set the residential homestead tax exemption at the maximum
(20%) allowed by State law. There were also exemptions adopted by that earlier Resolution
(which is restated and confirmed in the tax levy ordinance) for an exemption for people who are
disabled or over 65 and an exemption for Freeport goods. In addition, there is a provision in the
current Town Code for a “tax freeze” for people over 65 or who are disabled and have a
Westlake residence homestead.
The ad valorem tax rate used in this proposed 2012-13 Budget and compared to the rates used for
FY 2011-12 is as follows:
FY 11-12 FY 12-13
Adopted Proposed
Tax Rate Tax Rate Variance
M&O $0.13835 $0.14197 $ 0.00362
I&S $0.01849 $0.01487 $ (0.00362)
$0.15684 $0.15684 $ (0.00000)
The proposed FY 12-13 tax rate of $.15684 is 19% less than the effective rate we are allowed to
use by law in FY 12-13 of $.193260 per $100 of the assessed valuation. We have budgeted a
total of $1,307,483 in the FY 2012-13 proposed budget.
ORGANIZATIONAL HISTORY/RECOMMENDATION
Recommend adoption of an ordinance levying a municipal ad valorem (property) tax totaling
$0.15684 per $100 of assessed valuation.
ATTACHMENTS
Ordinance
Ordinance 687
Page 1 of 3
TOWN OF WESTLAKE
ORDINANCE NO. 687
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE,
TEXAS LEVYING TAXES TO BE ASSESSED ON ALL TAXABLE PROPERTIES
WITHIN THE TOWN LIMITS OF THE TOWN OF WESTLAKE FOR THE TAX YEAR
2012 (FISCAL YEAR 2012-2013); SETTING OUT EXEM PTIONS AND LIMITATION;
NO STATE LAW STATEMENTS REQUIRED; PROVIDING FOR THE COLLECTION
OF DELINQUENT TAXES AND A COLLECTION PENALTY TO BE ADDED TO
DELINQUENT TAXES; PROVIDING FOR A SEVERABILITY CLAUSE; AND
DECLARAING AN EFFECTIVE DATE.
WHEREAS, a public hearing on the proposed annual budget for the Town of Westlake,
Texas, for the fiscal year beginning on October 1, 2012 and ending on September 30, 2013, was
duly advertised giving the date, time, place and subject matter of the public hearing, and
WHEREAS, a public hearing was set by the Town Council in a duly posted Town
Council meeting on September 24, 2012, and all citizens were invited to participate and be
heard; and
WHEREAS, all requirements of state law were met, including Open Meetings Act,
Texas Government Code chapter 551 requirements and the requirement of Texas Local
Government Code 102.002 that the budget officer prepare a municipal budget to cover the
proposed expenditures of the municipal government for the succeeding year; and
WHEREAS, it is deemed to be in the best interest of the citizens of the Town of
Westlake, Texas to levy a tax as set forth below, on all taxable properties within the Town limits
of Westlake in order to provide the necessary funds to provide municipal services to its citizens
and to meet all municipal commitments; and
WHEREAS, the Town of Westlake will not be raising more taxes for the 2012-2013
fiscal year than the amount that was raised for the 2011-2012 fiscal year;
WHEREAS, the Town of Westlake has passed exemptions to certain applicable taxes
which were previously adopted by earlier Resolution and recognized and adopted a tax limitation
set out in the Town Municipal Code and such exemptions and limitation are included and
adopted as part of this Ordinance; and
WHEREAS, the Town Council finds the passage of this Ordinance to be in the best
interest for the citizens of Westlake, for the preservation of public health, safety and welfare of
the citizens of the Town;
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN
OF WESTLAKE, TEXAS:
Ordinance 687
Page 2 of 3
SECTION 1: That all matters stated in the findings hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirely.
SECTION 2: That the Town Council of the Town of Westlake, Texas shall hereby levy
the following taxes on each One Hundred Dollars ($100.00) of taxable valuation on all taxable
property within the Town limits of the Town of Westlake, Texas to be assessed and collected by
the Tax Assessor / Collector for the tax year 2012 (Fiscal year 2012-2013) for the purposes
stipulated below, to -wit:
(a) For General Fund Maintenance and Operations (M&O) levied on the $100.00 of
taxable valuation: $0.14197
(b) For Interest and Sinking Fund (debt ser vice) levied on $100.00 of taxable
valuation: $0.01487
SECTION 3: Exemptions: That the Town Council authorizes the following exemptions
and limitations:
(a) Homestead exemption - That it is the intent of the Town Council of the Town of
Westlake to adopt the highest possible homestead exemption, which would be a homestead
exemption in the amount of twenty percent (20%) of the value of the homestead, and in any
event, the exemption shall be at least a minimum of Five Thousand dollars ($5,000.00). For
purposes of this section "residential homestead" is defined as a structure (including a mobile
home) or a separately secured and occupied portion of a structure (together with land, no to
exceed ten (10) acres, and improvements used in the residential occupancy of the structure and
the land and improvements have identical ownership) that (1) is owned by one or more
individuals, either directly or through a beneficial interest is a qualifying trust; (2) is designed or
adapted for a human residence; (3) is used as a residence; and (4) is occupied as his or her
principal residence by an owner or, for property owned through a beneficial interest in a
qualifying trust, by a trustee of the trust who qualifies for the exemption.
(b) Over 65 or Disabled exemption - That an exemption for a resident over 65 or
disabled, pursuant to section 11.13(b) of the Texas Tax Code shall be authorized in the amount
of $10,000. A resident is eligible for an exemption under this section if the resident is over 65 or
disabled, but the resident shall not be entitled to two exemptions under this section, as set out in
section 11.13(b) of the Texas Tax Code.
(c) The Town of Westlake previously adopted an ad valorem tax limitation in section
86-2 of the Town Code, for elderly and disabled citizens according to Article VIII, Section 1-b of
the Texas Constitution and Texas Tax Code § 11.261, which provides “The county, municipality,
or junior college district may not increase the total annual amount of ad valorem taxes the
county, municipality, or junior college district imposes on the residence homestead of a disabled
individual or an individual 65 years of age or older above the amount of the taxes the county,
municipality, or junior college district imposed on the residence homestead in the first tax year,
other than a tax year preceding the tax year in which the county, municipality, or junior college
district established the limitation described by Subsection (a), in which the individual qualified
that residence homestead for the exemption provided by Section 11.13(c) for a disabled
Ordinance 687
Page 3 of 3
individual or an individual 65 years of age or older.” This provision, commonly referred to as a
“tax freeze” means that residents who are already eligible for the provisions of that section will
not have any increase in their taxes from the time that they became eligible, as citizens of
Westlake, for that section.
SECTION 4: State Law Required Statements:
(A) Because the Town of Westlake will not be raising more taxes this year than were raised
in the prior year, the state law statements that are required to be made when more taxes are raised
are not applicable to the Town of Westlake for this upcoming fiscal year.
(B) The tax rate for the upcoming fiscal year will remain the same at $0.15684 (M & O of
$0.14197 and interest and sinking fund of $0.01487 totaling $0.15684). The taxes raised fo r
maintenance and operations will be approximately $113.57 on a $100,000 home with a
homestead exemption.
SECTION 5: The Town of Westlake will pursue collection of delinquent taxes and
adopts the provisions of Section 33.07 of the Texas Tax Code so that hereafter an additional
penalty of Twenty (20) percent of the delinquent tax, penalty and interest on delinquent taxes
will be imposed on taxes becoming delinquent as provided by the Texas Tax Code and the
Town’s collection agreement .
SECTION 6: If any portio n of this Ordinance shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Ordinance without the
invalid provision.
SECTION 7: That this Ordinance shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 24th DAY OF SEPTEMBER 2012.
ATTEST: _____________________________
Laura L. Wheat, Mayor
____________________________
Kelly Edwards, Town Secretary ______________________________
Thomas E. Brymer, Town Manager
APPROVED AS TO FORM:
____________________________
L. Stanton Lowry, Town Attorney
EXECUTIVE SESSION
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Section 551.087: Deliberation Regarding Economic Development Negotiations
– to deliberate the offer of a financial or other incentive to a business
prospect.
b. Section 551.071 Consultation with Attorney - to seek advice of counsel on
legal matters involving pending or contemplated litigation, settlement offers,
or other legal matters not related directly to litigation or settlement. Pending
or contemplated litigation and settlement offers include but are not limited to
the following: Michael Eaton vs. Town of Westlake
Town of Westlake
Item # 6 –
Executive Session
Town of Westlake
Item # 7 – Reconvene
Meeting
The Council will conduct a closed session pursuant to Texas Government Code,
annotated, Chapter 551, Subchapter D for the following:
a. Section 551.087: Deliberation Regarding Economic Development Negotiations – to
deliberate the offer of a financial or other incentive to a business prospect.
b. Section 551.071 Consultation with Attorney - to seek advice of counsel on legal matters
involving pending or contemplated litigation, settlement offers, or other legal matters
not related directly to litigation or settlement. Pending or contemplated litigation and
settlement offers include but are not limited to the following: Michael Eaton vs. Town of
Westlake
Town of Westlake
Item # 8 – Take any
Necessary Action, if
necessary
FUTURE AGENDA ITEMS: Any Council member may request at a workshop and / or
Council meeting, under “Future Agenda Item Requests”, an agenda item for a future
Council meeting. The Council Member making the request will contact the Town Manager
with the requested item and the Town Manager will list it on the agenda. At the meeting,
the requesting Council Member will explain the item, the need for Council discussion of
the item, the item’s relationship to the Council’s strategic priorities, and the amount of
estimated staff time necessary to prepare for Council discussion. If the requesting Council
Member receives a second, the Town Manager will place the item on the Council agenda
calendar allowing for adequate time for staff preparation on the agenda item.
- None
Town of Westlake
Item #9 - Future
Agenda Items
Strategic Issue August - 2012 September – 2012 October - 2012 November - 2012 December - 2012 January - 2013
Capital Investment
• Report on trail
connectivity with
surrounding
communities (pg. 10, SA
3.2 )
• Evaluation of WA
campus needs and
expansion options (pg.
10, SA 3.3)
• FM 1938
Completion (pg. 9, SA
1.3)
• Review of emergency
and fleet
maintenance needs
and replacement (pg.
10, SA 2.1)
• Review current
technology plans –
draft technology plan
(pg. 10, SA 2.3)
• Report on Hwy 170 /
NTTA project (pg. 10, SA
4.1)
MOVED FROM NOVEMBER
• Feasibility study for
water/sewer impact
fees –Tentative (pg. 10,
SA 3.1)
Fiscal Stewardship &
Organizational
Effectiveness
• Budget Preparations
(pg. 10, SA 5.1)
• Examine Town’s
capacity for
reinvestment in
technology, FFE and
capital expenditures,
etc. (pg. 11, SA 5.3)
• Prepare a financial
policy to provide for
the future
replacement of
technology
needs/FFE, etc. (pg.
11, SA 5.4)
• Report on
partnership
opportunities
through MOU’s,
ILA’s, etc. (pg.11, SA
6.1)
• Report on business
incentive
opportunities (pg. 11,
SA 6.2
Human Resources
(Employee Investment)
• Prepare report on
staffing needs as part
of 5-year forecast (pg.
12, SA 1.1)
• Report on cross-
training and shared
services evaluations
(pg. 12, SA 1.2)
Comprehensive
Planning and
Management of Natural
Resources
• Provide Council with
report outlining
programs that would
assist residents in
recycling efforts (pg.
13, SA 10.1)
Public Safety and
Emergency
Preparedness
• Evaluate that all
departments have
adequate training,
etc. to address
emergency situations
(pg. 13, SA 12.1)
• Review
Town/Academy
SOP’s and
emergency plans to
maintain readiness
(pg. 13, SA 12.2)
Updated 08/22/12
COUNCIL CALENDAR
o Historical Marker Dedication Day hosted by WHPS
September 29, 2012; 11:00-12:00 pm; Solana, west side of Diego’s
o Board of Trustees Workshop & Meeting
October 1, 2012; 5:00 pm; Council Chambers
o Northwest Metroport Chamber’s “State of the Cities” Luncheon
October 2, 2012; 11:30 – 1:30 pm; Trophy Club Country Club
o 4th Annual Westlake Baja at Vaquero hosted by WAF
October 2, 2012; 5-10:00 pm; Vaquero Club
o WA Student Holiday; PYP Conferences and Teacher Work Day
October 5-8, 2012
o WA Homecoming Football Game
October 5, 2012; 5:00 pm
o Senior Night – Varsity Volleyball
October 11, 2012; 5:30 pm; WA Gym
o Van Cliburn Foundation Community Concert
October 15, 2012; Home of Dr. Clif & Kelly Cox; Time TBD
o WA Student Early Release – Teacher Work Day
October 19, 2012; Noon
o Westlake Fire-EMS Open House & Community BBQ
October 20, 2012; 5:00 – 8:00 pm; Fire Station
o Town Council Workshop & Meeting
October 22, 2012; 5:00 pm; Council Chambers
o 2nd Annual Westlake Classic Car Show hosted by WHPS
October 27, 2012; 11 – 4:00 pm; Solana Club parking
o Monster Mash hosted by HOC
October 27, 2012; Time TBA; WA Campus
Town of Westlake
Item # 11 –
Council Calendar
o Board of Trustees Workshop & Meeting
November 5, 1012; 5:00 pm; Council Chambers
o Town Council Workshop & Meeting
November 12, 2012; 5:00 pm; Council Chambers
o Texas Municipal League 100th Annual Conference
November 13-16, 2012; at the Gaylord in Grapevine
o WA Thanksgiving Break
November 19-23, 2012
o Thanksgiving Holiday – Town & Academy
November 22-23, 2012
o Westlake Community Tree Lighting
November 27, 2012; 6-8:00 pm; Town Green
o Board of Trustees Workshop & Meeting
December 3, 1012; 5:00 pm; Council Chambers
o Westlake’s Annual Employee Award & Christmas Dinner
Tentative: Evening of Dec 8 or Dec 15; details TBD
o Town Council Workshop & Meeting
December 10, 2012; 5:00 pm; Council Chambers
o WA Final Exam Week – student early release
December 17-20, 2012
o WA Holiday Break
December 21-January 4, 2012
o Christmas Holiday – Town & Academy
December 24-25, 2012
o IB Diploma Ceremony
January 11, 2012, time TBA; WA Gym
o NE Transportation Summit
February 15, 2013, Hurst Conference Center
Town of Westlake
Item # 12 –
Adjournment
Back up material has not
been provided for this item.