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Ord 753 Revising the Budget for Fiscal Year 14-15 and Adopting the Budget for Fiscal Year 15-16TOWN OF WESTLAKE ORDINANCE NO. 753 AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS, REVISING THE BUDGET FOR THE 2014-2015 FISCAL YEAR; ADOPTING THE BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2015 AND ENDING SEPTEMBER 30, 2016 INCLUDING INVESTMENT POLICY, FISCAL AND BUDGETARY POLICIES, RESTRICTED, COMMITTED AND ASSIGNED FUND BALANCES; PROVIDING AUTHORIZATION TO THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS UP TO $25,000; PROVIDING THAT THE BUDGET TO BE 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 21, 2015; 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, 2014 and ending September 30, 2015 as shown within Exhibit "A." SECTION 3: That the Town Council does hereby approve the proposed Municipal Budget attached as Exhibit "A", adopting the budget for the fiscal year beginning October 1, 2015 and ending September 30, 2016. SECTION 4: That the Town Council hereby gives the Town Manager authorization to approve any appropriated funds up to the amount of $25,000. Ordinance 753 Pagel of 2 SECTION 5: That a copy of the official adopted 2015-2016 budget document shall be kept on file in the office of the Town Secretary. SECTION 6: If any portion of this Ordinance shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Ordinance without the invalid provision. SECTION 7: That this Ordinance shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 21nd DAY OF SEPTEMBER 2015. ATTEST: r Kelly�Edwar s Town Secretary Laura L. Wheat, Mayor Thomas E. Br, erP�vn na, Mager O Ordinance 753 Page 2 of 2 o' Te ,.a Opep,aT[Ilq Iftv ace B uOqeTw ow 1 FiscaL YeaiZ 2015-2016 ,ten l � s T4 -SIT is i�ct�,rctiaaa�� ��aa� TOWN OF WESTLAKE FISCAL YEAR 2015-2016 ANNUAL BUDGET This budget will raise more revenue from property taxes than last year's budget by an amount of $66,748, which is a 4.88 percent increase from last year's budget. The property tax revenue to be raised from new property added to the tax roll this year is $84.477. TOWN COUNCIL RECORD VOTE The members of the governing body voted on the proposal to consider the budget as follows: FOR: Michael Barrett Alesa Belvedere Carol Langdon Wayne Stoltenberg AGAINST: None PRESENT but abstained from Voting: None ABSENT: Rick Rennhack PROPERTY TAX RATE COMPARISON Adopted Adopted Tax Rate FY 15/16 FY 14/15 Property Tax Rate $0.15634/100 $0.15634/100 Effective Tax Rate $0.15677/100 $0.15634/100 Effective Maintenance & Operations Tax Rate: $0.14586/100 $0.14238/100 Rollback Tax Rate: $0.18510/100 $0.18277/100 Debt Rate: $0.01684/100 $0.01924/100 MUNICIPAL DEBT OBLIGATIONS The total amount of outstanding municipal debt obligations (including principal and interest) secured by property taxes is $154,903. BUDGET GUIDE & TABLE OF CONTENTS The Town of Westlake * 3 Village Circle, Suite #202 * Westlake, Texas 76262 1. INTRODUCTION 01 Vision Statement and Vision Points 02 Value and Mission Statement 03 Council Members 04 Boards & Commissions 05 Administrative Officials 06 GFOA Distinguished Budget Award 08 Community Profile Z. EXECUTIVE SECTION • Transmittal Letter - This section is written to the Town Council by the Town Manager and provides a high- level preview of the Town's proposed budget. It contains information including the Ad Valorem Tax rate, fund summaries as well as short term and long term trends. The letter helps tie together the core elements which make up the budget and illustrates how those elements further the Town's goals found within the strategic management system. 25 Budget Theme, Trends & Overview 26 The Challenges in Forging Westlake 29 Fund Balance Challenges by Fund Type 30 Service Level Adjustments 32 Balanced Scorecard Overview 33 Budget Costs by Perspective and Objective 34 Revenue Analysis 36 Adopted Budget in a Multi -Year Context 36 Budget Approach, Format, Methodology 38 Investments and Achievements 39 Prior Fiscal Year's Budget Theme 39 Closing Thoughts • Strategic Plan - The Town has adopted a Strategic Management System (SMS) which drives the way the Town conducts its business. The department directors contribute to the SMS by developing a corporate business plan and aligning their yearly budget proposals to that plan. 42 Balanced Scorecard 43 Mission, Vision, Values 44 Strategic Perspectives and Themes 45 Objectives and Performance Measures 46 Strategy Map 47 Budget Cycle J r • Budget Overview & Process - This section explains 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. • Overview 50 Basis of Accounting 50 Basis of Budgeting 51 Layout and Organization 51 Budget Fund Structure 52 Governmental Fund Types 54 Proprietary Fund Type 56 Relationship between Funds & Departments • Process 58 Budget Preparation 59 Effect of Planning Processes on the Budget 60 Balanced Budget 60 Budget Amendment Process 60 Budget Process 63 FY 15116 Budget Calendar 3. FINANCIAL ANALYSIS • Financial Summaries and Analysis - This section gives an analysis of the amounts between the current year adopted and estimated budget, as well as the variance explanations between the current year estimated and next year adopted budget. Several different tables are presented of all fund revenues, expenditures and fund balance amounts. 67 All Funds - Combined Program Summary 68 All Funds - Combining Statement 69 All Funds - Overview 70 Ad Valorem Property Tax Analysis • Personnel and Organization - Since salaries make up the greatest portion of the expenditure budget, it is logical to apply forecasting techniques that can provide a true picture of where payroll dollars are headed. The Town uses forecasting procedures that result in more accurate personnel expenditure projections. 72 Organizational Chart 73 Personnel Position Summary 74 Payroll and Related Costs 75 Employee Allocation Analysis 77 Municipal Employees 78 Municipal Employee Benefits 78 Compensation Plan BUDGET GUIDE & TABLE OF CONTENTS The Town of Westlake * 3 Village Circle, Suite #202 * Westlake, Texas 76262 Long Term Planning - The Long -Range Financial Forecast takes a forward look at the Town's revenues and expenditures. Its purpose is to identify financial trends, shortfalls, and issues so the Town can proactively address them. It does so by projecting into the future the fiscal results of continuing the Town's current service levels and policies, providing a snapshot of what the future may look like as a result of the decisions made in the recent past. 82 Forecast Narrative 84 Financial Forecast - All Municipal Funds 88 Five Year Forecast at a Glance 89 General Fund 91 Enterprise Funds 92 Internal Service Funds 93 Special Revenue Funds 94 Debt Service Fund 94 Academic Services Fund 95 Capital Project Funds 4. GENERAL FUND • The Town's principal operating fund, which is supported by taxes, fees, and other revenues that may be used for any lawful purpose. The fund of the Town that accounts for all activity not specifically accounted for in other funds. It includes such operations as police, fire, planning, finance and administration. 99 Program Summary 100 Fund Overview 105 Dept 10 - General Services 109 Dept I I - Town Manager 117 Dept 12 - Planning and Zoning 123 Dept 13 - Town Secretary 129 Dept 14 - Emergency Services 135 Dept 15 -Municipal Court 141 Dept 16 - Public Works 147 Dept 17 - Facilities Maintenance 153 Dept 18 - Finance 161 Dept 19 - Parks and Recreation 167 Dept 20 - Information Technology 175 Dept 21 - Human Resources 181 Dept 22 - Communications 189 Dept 23 - Police Services 5. ENTERPRISE FUNDS GAAP requires state and local governments to use enterprise fund types to account for "business -type activities". These activities include services primarily funded through user charges. Water and sewer utilities are common examples of government enterprises. 197 Combined Program Summary 198 Combining Statement iii 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 FY 2008-09. 200 Program Summary 201 Fund Overview Utility Fund - The Utility Fund is an enterprise or business fund. This means that the direct beneficiaries of the "business" pay for all costs through fees or rates. Water, sewer service, and garbage service revenues generated through our rates, as well as the expenses for providing these services are accounted for in the Utility Fund. As with the General Fund, prudent financial management and bond requirements make it necessary to have healthy reserves. 204 Program Summary 205 Program Budget 206 Fund Overview 209 Debt Payable - Keller Overhead Storage 210 Debt Payable - Ground Storage Tank 211 Project - TRA Assumption of N 1 Sewer Line 212 Project - Meter Reading & Equipment 6. INTERNAL SERVICE FUNDS • Internal service funds are used for operations serving other funds or departments within a government on a cost -reimbursement basis. 215 Combined Program Summary 216 Combining Statement Utility Majpr Maintenance - 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. 218 Program Summary 219 Fund Summary Overview 220 Five Year Forecast General Major Maintenance - 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. 222 Program Summary 223 Fund Summary Overview 224 Five Year Forecast BUDGET GUIDE & TABLE OF CONTENTS The Town of Westlake * 3 Village Circle, Suite #202 * Westlake, Texas 76262 Vehicle Major Maintenance - The Vehicle Maintenance & Replacement Fund (VMR) was created to provide a mechanism for the long term repair and replacement of Town vehicles. 226 Program Summary 227 Fund Summary Overview 235 Five Year Forecast 7. SPECIAL REVENUE FUNDS • This section provides a detailed spending plan for funds which account for proceeds of specific revenue sources that are legally restricted for certain purposes. 239 Combined Program Summary 240 Combining Statement 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. 242 Program Summary 243 Fund Overview 46 Economic Development - The 413 Economic Development Fund collects a'/2 cent sales tax to be allocated to qualified development projects. The 413 Fund has been committed to the repayment of the debt incurred for the Town's Civic Campus project. 246 Program Summary 247 Fund Overview Economic Development - 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. 250 Program Summary 251 Fund Overview Public Improvement District Fund - accounts for monies received from bond proceeds, inspection fees and payments related to the Solana Public Improvement District. The District was created by ordinance in February 2014 to finance the construction of public infrastructure (such as water lines and streets) in the Entrada subdivision. Revenues deposited into the PID Fund are used to cover engineering, consulting, legal, and advertising costs attributable to Entrada development and construction. 254 Program Summary 255 Fund Overview iv Lone Star Public Facilities - 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." 258 Program Summary 259 Fund Overview H. DEBT SERVICE FUND AND DEBT SCHEDULES . This section provides a summary of the annual principal and interest payments for all outstanding bonded debt and capital leases. Also included are some fast facts about the Town's use of debt and how that debt is funded both through property tax revenue and through dedicated, self- supportingrevenue streams such as sales tax revenues. The Town issues general obligation bonds and certificates of obligation to provide for the acquisition and construction of major capital facilities and infrastructure. 263 Program Summary 264 Fund Overview 270 Long Term Debt Summary 9. WESTLAKE ACADEMY FUND • This fund was incorporated into the Town's budget beginning in FY 2010-11. Westlake Academy opened its doors in September 2003 when the Town of Westlake officials took advantage of the State of Texas' acceptance of chartered schools and thus, became the first and only municipality in the state to receive a chartered school designation. 275 Program Summary 276 Fund Overview 277 Executive Summary 279 The History of Westlake Academy 281 Budget Document Structure 282 Board Member & Administration 283 Mission, Vision and Values 284 Budget Framework 286 Summary of Major Budget Components 287 Debt Service & Capital Expenditures 288 Financial Summary 290 Individual Fund Summary 291 Service Level Adjustments 292 Budget Trends 295 Personnel Trends and Program & Facilities 296 Student Enrollment & Benchmark Data 301 Parent Survey Results 302 Awards BUDGET GUIDE & TABLE OF CONTENTS The Town of Westlake * 3 Village Circle, Suite #202 * Westlake, Texas 76262 10. CAPITAL IMPROVEMENT PLAN A Capital Improvements Program (CIP) is for the purchase, construction or replacement of the physical assets of the Town. This section includes a listing of projects for the current year as well as projects that are planned for implementation over a five-year period. Town staff plans for a five-year period, but has also identified a number of projects that cannot be addressed given funding limitations. 308 Capital Improvement Plan Overview 313 Approved Capital Projects - 5 Year 314 Unfunded Capital Projects - 5 Year 315 Parks/Cemetery Overview & Projects 319 Facilities Overview & Projects 329 Road Improvements & Trails 345 Utility Improvements Overview & Projects 11. CAPITAL PROJECT FUNDS • The Capital Projects funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary fund types). 351 Combined Program Summary 352 Combining Statement 353 Policy Intended Outcomes 354 Capital Budget Program 355 Capital Maintenance & Replacement Capital Project Funds - This fund tracks the infrastructure and building projects funded with general fund operating transfers, bond funds, intergovernmental revenue 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. 358 Program Summary 359 Fund Overview 360 Five Year Projection 361 Dove Road Reconstruction & Drainage 362 Fire Station Complex 363 Municipal Building 364 FM 1938 Dove Road Signolization Westlake Academy Expansion - Bond Proceeds of $8.5M were received in FY12/13. These proceeds were used to fund construction of three new buildings at Westlake Academy with the final expenditures continuing into FY 14/15. 366 Program Summary 367 Fund Overview V 12. FISCAL AND BUDGETARY POLICIES . The overall intent of the following Fiscal and Budgetary Policy Statements is to enable the Town to achieve a long-term stable and positive financial condition. The watchwords of the Town's financial management include integrity, prudence, stewardship, planning, accountability, and full disclosure. 371 Fiscal and Budgetary Policies 13. INVESTMENT POLICY . The Investment Policy is the policy of the Town of Westlake that the administration of its funds and the investment of those funds shall be handled as its highest public trust. 389 Investment Policy 14. GLOSSARY AND ACRONYMS • A glossary is included for any terminology (including abbreviations and acronyms) related to finance and accounting, as well as non-financial terms related to the entity. 397 Glossary 403 Acronyms 15. APPENDIX 406 Ordinance to Adopt Property Tax Rate 409 Ordinance to Adopt FY 15-16 Budget Zz 1{L L T4 -SIT is i�ct�,rctiaaa�� ��aa� 'yVritixr /4/ el" T4 -SIT is i�ct�,rctiaaa�� ��aa� VISION STATEMENT An oasis of natural beauty that maintains our open spaces in balance with distinctive developments, trails, and quality of life amenities amidst an ever expanding urban landscape. VISION POINTS fto A SENSE OF PLACE Distinctive neighborhoods, architecturally vibrant corporate campuses, grazing longhorns, soaring red-tailed hawks, meandering roads and trails, lined with natural stone and native oaks. fto WE ARE LEADERS A premiere place to live, leadership in public education, corporate and governmental partnerships, and high development standards. z�­ MJ L� � WE ARE A CARING COMMUNITY— Informed residents, small town charm and values, historical preservation. P- 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. 0 VALUE STATEMENTS Transparent / Integrity -driven Government Fiscal Responsibility Family Friendly & Welcoming Educational Leaders Sense of Community Innovation Strong Aesthetic Standards Informed & Engaged Citizens Preservation of our Natural Beauty Planned / Responsible Development MISSION STATEMENT Westlake is a unique community blending preservation of our natural environment and viewscapes, while serving our residents and businesses with superior municipal and academic services that are accessible, efficient, cost-effective, and transparent. MISSION TAG LINE One -of -a -kind community; natural oasis - providing an exceptional level of service. 2 WESTLAKE COUNCIL MEMBERS Mayor Laura Wheat (wheat@westlake-tx.org Mayor Pro -Tem Carol Langdon clangdon@westlake-tx.org Council Member Michael Barrett mbarrett@westlake-tx.org Council Member Alesa Belvedere abelvedere@westlake-tx.org Council Member Rick Rennhack rrennhack@westlake-tx.org Council Member Wayne Stoltenberg wstoltenberg@westlake-tx.org WESTLAKE BOARDS & COMMISSIONS Westlake Historical Preservation Society 9 - Westlake Academy Foundation Planning & Zoning Commission Texas Student Housing Authority 9- 4B Economic Development Board Arbor Day Advisory Committee Public Arts Committee 3 WESTLAKE ADMINISTRATIVE OFFICIALS TOWN MANAGER'S OFFICE Tom Brymer Town Manager tbrymer@westlake-tx.org Amanda DeGan Asst. Town Manager adegan@westlake-tx.org TOWN SECRETARY'S OFFICE Kelly Edwards Town Secretary FINANCE DEPARTMENT Debbie Piper Jaymi Ford Daniela White Melinda Brown MUNICIPAL COURT Sharon Wilson Troy Crow Martha Solis Director Supervisor Acctg Technician Acctg Technician Administrator Marshal Deputy Clerk kedwards@westlake-tx.org dpiper@westlake-tx.org jford@westlake-tx.org dwhite@westlake-tx.org mrbown@westlake-tx.org swilson@westlake-tx.org tcrow@westlake-tx.org msolis@westlake-tx.org COMMUNICATIONS AND COMMUNITY AFFAIRS Ginger Awtry Director gawtry@westlake-tx.org Susan McFarland Specialist smcfarland@westlake-tx.org HUMAN RESOURCES AND ADMINISTRATIVE SERVICES Todd Wood Director twood@westlake-tx.org Dana Thomas Generalist dthomas@westlake-tx.org PARKS & RECREATION AND FACILITIES MAINTENANCE Troy Meyer Director tmeyer@westlake-tx.org PLANNING AND DEVELOPMENT Eddie Edwards Director PUBLIC WORKS Jarrod Greenwood Director Paul Andreason Technician EMERGENCY SERVICES Richard Whitten Fire Chief Jason Martin Lieutenant Daniel Robertson Lieutenant Aaron Wilson Lieutenant INFORMATION TECHNOLOGY Jason Power Director Ray Workman Technician CUSTOMER SERVICE Sherry Lewis Coordinator Lauri Tillman Representative eedwards@westlake-tx.org jgreenwood@westlake-tx.org pandreason@westlake-tx.org rwhitten@westlake-tx.org jmartin@westlake-tx.org drobertson@westlake-tx.org awilson@westlake-tx.org jpower@westlakeacademy.org rworkman@westlakeacademy.org slewis@westlake-tx.org Itillman@westlake-tx.org 4 817-490-5720 817-490-5715 817-490-5710 817-490-5712 817-490-5721 817-490-5737 817-490-5728 817-490-5746 817-490-5716 817-490-5748 817-490-5710 817-490-5736 817-490-5711 817-490-5734 817-490-5735 817-490-5726 817-490-5720 817-490-5731 817-490-5785 817-490-5783 817-490-5783 817-490-5783 817-490-5750 817-490-5751 817-490-5732 817-490-5730 GFOA DISTINGUISHED BUDGET AWARD GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO Town of Westlake Texas For the Fiscal Year Beginning October 1, 2014 The Government Finance Officers Association of the United States and Canada (GFOA) has presented a Distinguished Budget Presentation Award to the Town of Westlake for its annual budget for the fiscal year beginning October 1, 2015. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 5 GFOA DISTINGUISHED BUDGET AWARD The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the Town of Westlake for its annual budget for the fiscal year beginning October 1, 2014. The Town has received this award for eight consecutive years (fiscal years beginning 2007-2014). In order to receive this award, the Town must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. THE BUDGET AS A POLICY DOCUMENT This criterion involves including a Town -wide statement of budget policies, goals and objectives for the year, and an explanation of the budgeting process to the reader, describing the short-term and operational policies that guide the development of the budget. The criterion also relates to the longer -term Town -wide policies that are expected to continue in effect for a number of years. The budget award criterion also requires the inclusion of a budget message and/or transmittal letter by the Town Manager. GFOA REVIEWER COMMENTS FROM FY14/15 BUDGET (FINANCIAL PLAN) "I thought the staff did an exceptional job outlining each revenue stream for the municipality and how those funds were utilized." GFOA REVIEWER COMMENTS FROM FY14/15 BUDGET (POLICY) ------------------------------------- "Budget document was outstanding in identifying the short- term organization -wide factors that influence the decisions in the making of this budget. Again, the budget document did an outstanding job of highlighting the priorities and issues of the entity against the constraints." THE BUDGET AS A FINANCIAL PLAN This criterion involves including an explanation of the financial structure and operations of the Town, and the Town's major revenue sources and fund structure. The budget should contain an all -inclusive financial plan for all funds and resources of the Town, including projections of financial condition at the end of the fiscal year, projections of current year financial activity, and provide a basis for historical comparisons. The budget should also present a consolidated picture of all operations and financing activities in a condensed format and an explanation of the budgetary accounting basis, whether prepared on a generally accepted accounting principles (GAAP) basis, cash basis, modified accrual basis, or any other acceptable method. THE BUDGET AS AN OPERATIONS GUIDE This criterion involves including information in the document explaining the relationship between organizational units (departments) and programs; including an organization chart, a description of the departmental organizational structure and staffing levels, and historical comparisons of staffing levels; explaining how capital spending decisions will affect operations; providing objectives and performance measures; and describing the general directions given to department heads through the use of goals and objectives, reorganizations, statement of functions, or other methods. GFOA REVIEWER COMMENT FROM FY14/15 BUDGET (COMMUNICATIONS) "I learned quite a bit about the community so I rated this section as outstanding." GFOA REVIEWER COMMENTS FROM FY14/15 BUDGET (OPERATIONS) ------------------------------------- "I was able to find within the document a description of the goals and objectives for each of the departments so I rated this section as outstanding." THE BUDGET AS A COMMUNICATIONS DEVICE This criterion relates to having the budget document available for public inspection; providing summary information suitable for use by interested citizens and/or the media; avoiding the use of complex technical language and terminology; explaining the basic units of the budget, including funds, departments or activities; and disclosing sources of revenues and explanations of revenue estimates and assumptions. The intent is to enhance the communication aspects of the budget document, so that information in the budget can be communicated to a reader with a non-financial background. This award is valid for a period of one year only. We believe our current budget document continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 9 Fl Section I Introduction Community Profile GENERAL INFORMATION Westlake is an oasis of natural beauty that maintains open spaces in balance with distinctive development, trails, and quality of life amenities amidst an ever expanding urban landscape. Nestled in the DFW Metroplex, Westlake is a Gold Level Scenic City and home to many small independent businesses and several corporate campuses Distinctive developments 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 strive to maintain strong aesthetic standards and preserve the natural beauty in our town. Hospitality finds its home in Westlake, as a community, we are family friendly, welcoming, fully involved and invested in our rich heritage, vibrant present and exciting, sustainable future. Rerman DzWon ponce, _..._.... _._ McKrnnle- ax po,°a bttleElrh ww.w ' +( 7 - 797 " Fris[o Pan:egc f � - � Springs e.s�n o,^P 121 79 � Ig�q -.- 1..�,a BenMnnk 193 ellen � Aft.... I. r Fe ry or �iRo rCar e v v .The coleyPe f 7 �. ama 61m Barco^,°na Double Oak sub.er. 6uncanvlzle �J r"' -i�11 "Yf c.a n, a Flawer L'ewisville- +e_ ° Pa . N:nem'_na e+,sir i Maund rau.. pI b 77 .•,rack p¢SP[u .,aaton yr<ramru c:�bine Crawley 9 R Carrollton ochardsan Ceaar Hlll a_ Peee wallet SP 2halce GopPell Addison ta!r cl: o Pebra. 297 977 K,Per Grapey :—_. D fiuck.ngnam i,.a 7 , N:arsaw r - _,.�I�e { Fems Azle 91 Gobeyvlle 47 ,{ 75 K Red 01k Inaia s. ry orffl / 1fi1O/r= BI nod RonhNand 1-10, EuYess Lke Ray sa9i nsw —. 169 Irving ! w• Q Hubbard ream MCLenaon .akar ue HeHurstR.:: lio Gfy k:crv�ena 12 ""r,' kar' erx.. 67 eke oRn '�• cls _ aY P k .SrnnWale kn 121 Oaks V7aQQas - B9 s v s .-�, , _ Fort Worth 99 � Grand °�' Mesq°ile FPmey ''I'a3e Arlington Prairie :- 1 n 34 �r' 175 Balch 297 Pan:egc f � `., � Springs e.s�n 360 'lake Ig�q -.- 1..�,a BenMnnk 193 ` � TaRr Fwn) gecl:rz. ea N &_-. ;S.F 377. a Kn ,eaal• sub.er. 6uncanvlzle 'utrhlirs ue 4wv=Ire :mok R7n1 rYerman Joe '+r •,I „mnaall N:nem'_na e+,sir rau.. .•,rack p¢SP[u .,aaton yr<ramru c:�bine Crawley Ceaar Hlll La n.aater 17 oea ,a,,,. " Mansfiel6 ta!r cl: Burleson ke!ro 67 Rel' n!s. n N:arsaw z67 _,.�I�e Fems .. n.s° Red 01k Inaia s. ry 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. 0 HISTORY OF WESTLAKE In the beginning... The Town of Westlake has a 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. Section I Introduction Community Profile Early Settlers... 1847 - The Town of Westlake was settled by Charles and Matilda Medlin when they arrived in fine area witr 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 of use, for safety concerns. Legends include those of Sam Bass and Bonnie and Clyde hiding in the barn. 0- 4' The 1870's... - Dove Road was the cardinal road between Grapevine and a 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, which has been relocated to a new location off Dove 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, Circle T Ranch had 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 fi expanded throughout the 1950's to approximately 2,300 * acres. In 1955, there were rumors of an attempt to annex ° = Circle T Ranch; as a defensive move, J Glenn Turner - '== organized the neighboring ranches and homeowners in the surrounding community into forming their own city. On the'"a 27th day of December in] 956, citizens attended a meeting to =- declare the Town of Westlake into existence thru' incorporation and to swear in the first Board of Aldermen. The area included what is known today as Westlake, plus the area north, to the northern shore of Denton Creek. This northern land was annexed from Westlake and formed the town of Trophy Club in the 1970's. that Section I Introduction Community Profile The 1960's... In 1969, the Circle T Ranch was purchased by oil millionaire Nelson Bunker Hunt. The ranch became known for its glamorous parties attended by celebrities from all over the world. The 1970s ... In the early 1970's, the state decided to name one of Westlake's well-known streets after the person who was living in the first house on the road. That person was J.T. Ottinger. Also in the early 1970s, Houston developer and professional golfer Ben Hogan approached Westlake about building a golf course, country club, and a housing development. In 1973, Westlake deannexed 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 for over 10 years. 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 '— 1!Fjl r kvlbSrar 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 * 'Ie T'mas be disannex� leadership prevailed. In 1999, the Town hired the first professional manager to oversee operations. 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. 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. 2009 Deloitte University announces Westlake as the site for its $300 million learning and leadership center. 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. 2013 The Town's open enrollment charter school, Westlake Academy, completed its 10th year of operations. Completed construction on the State's $15 Million Phase 1 FM 1938 project. 2014 Installation of a secondary ground storage water tank. Completed Phase I expansion construction of three buildings on the Westlake Academy campus that will accommodate new students. 2015 Work began on Granada, a new 84 home housing development, and Entrada, a mixed- use development modeled after historic villages in Spain. i[s7 Section I Introduction Community Profile WESTLAKE LOCAL GOVERNMENT The Town of Westlake was incorporated in 1956 as a Type A general -law municipality under the rules of the state of Texas. The Town operates under the Council -Manager form of government. The Council is comprised of a mayor and five (5) council members and is responsible for, among other things, passing ordinances, adopting the budget, appointing committees, and hiring the Town Manager. The Mayor and Town Council members serve two (2) year terms. All elected officials are elected at large for a two year staggered term each May. The Town Manager is responsible for carrying out the policies and ordinances of the Council, for overseeing the day-to-day operations of the Town and appointing and supervising heads of various departments. The Council meets the 4th Monday of each month with the Mayor presiding at official meetings and work sessions. Laura Wheat Mayor Michael Barrett Council Member ;t. Aleso Belvedere Council Member Carol Langdon Mayor Pro -Tem Rick Rennhack Wayne Stoltenberg Council Member Council Member The Town provides municipal and academic services that are necessary for our residents, and delivered with an eye to maintaining fiscal stewardship for the resources that are entrusted to the government. Major services provided under the general government and enterprise functions are: fire and emergency medical services, police, water and sewer utility services, park and recreational facilities, financial accounting, communications and community affairs, street improvements, education and other related administrative services. The Town utilizes a combination of both, direct service delivery along with outsourced services. The decision as to which service to deliver directly versus out -sourcing is based on analysis of cost-effectiveness, citizen responsiveness, and customer service quality. Section I Introduction Community Profile WESTLAKE OPERATIONS The Town of Westlake employs approximately 130 full-time equivalent employees (municipal and academic) and 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. III ifiNTAIVNIP Westlake is a family -friendly environment where events are held, which provide opportunites for our residents to gather and participat in activities with their children and neighbors. Arbor Day... Held annually each spring, Arbor Day promotes tree conservation and is a fun -filled family event held on a Saturday. 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. Historical Marker Dedication Days Held bi-annually in the spring and fall, this short, informative dedication program is held on a local site in Westlake, previously identified by the Westlake Historical Preservation Society as having strong historical roots in the development of Westlake and the surrounding Cross Timbers region. Decoration Day... Held annually on Memorial Day in May, Decoration Day honors those who have bravely upheld our freedoms by serving our country - past and present. The Westlake Preservation Historical Society sponsors its annual "Decoration Day" event which is usually held in Westlake at the International Order of Odd Fellows Cemetery. Activities include live music, treasure hunts for the kids, and a homemade ice-cream competition. The event ends at sunset. Community Tree Lighting Held annually the week following Thanksgiving, the Community Tree Lighting is a free community event with music, warm beverages, and family fun while citizens light up the town tree on the Westlake Academy campus. 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. Performances are held at the Solana Village Center. 12 Section I Introduction Community Profile WESTLAKE ACADEMY E,1 7 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 • _ 1 k° Program, Middle Years Program, Diploma Program) have been selected as the j. W ° 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. Westlake Academy is a premier learning establishment and prides itself on providing a learning environment where students have the resources and facilities to excel. 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 just completed it's 1 1'h year of operations and graduated our 5th class of seniors with 53 students. Westlake Academy continues to have excellent academic and extra -curricular results and is ranked among the best high schools in America. 13 RESIDENTIAL SUBDIVISIONS The Town of Westlake is home to several communities, all of which share a commitment to excellence but possess unique character and charm. Section I Introduction Community Profile Glenwyck Farms - a wonderful private community situated on over 100 wooded acres in a quiet rural setting. Glenwyck has one acre home sites in a park -like setting with mature trees, a running trail, and several natural ponds. This neighborhood is also home to Glenwyck Farms Park, 13.5 acres of open space with a variety of 60 feet oak and pecan trees. The park includes a running brook, three rustic bridges and a paved walking path. Oak and pecan trees, some of which tower 60 feet, decorate the lush area. Mahotea Boone - Westlake's oldest subdivision, having been Stagecoach Hills - In this 30 -house subdivision, platted about 1978, Mahotea Boone has fourteen lots, eleven airplanes are almost as common as cars. The subdivision's name comes from its location on of which currently have older homes. It is zoned for minimum an old stagecoach trail from Keller to Denton. two acre lots and appears to be redeveloping with larger homes. The developer was Bill Boone, who named the street after his grandmother. Terra Bella - a 28 lot, 54.7 acre, gated Planned Development subdivision with a 22.6 acre open space/nature preserve featuring a hike and bike trail. As Westlake's newest subdivision, the first house was permitted for construction in August 2009. Terra Bella is accessible from Dove Road and Sam School Road, on the eastern border of Westlake. Vaquero - Gently rolling hills and picturesque meadows comprise the private oasis of Vaquero, With approximately 333 homes, this guard -gated community surrounds a world-class golf course designed by Tom Fazio, complete with shimmering ponds and countless groves of majestic oaks. This subdivision offers the highest quality in home design and construction, maintain plus A strong sense of community pride abounds with state-of-the- art private club facilities and personalized concierge services all within this beautiful family enclave. Wyck Hill, Aspen Lane, Paigebrooke Farms, and coming soon... Granada! 14 Section I Introduction Community Profile WESTLAKE FACTS, FIGURES, & STATISTICS The Town of Westlake has experienced exponential growth in the last decade; the national census reported 207 residents in 2000 and 992 residents in 2010. The Town is approximately 25% 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 increase in building permits and the construction size and home values have increased significantly over the last few years. In 2015, the average size of new home construction was 9,693 square feet with an average estimated construction cost of $1.679 million. Vaquero Estates Vaquero Estates Country Cluo F.M. 1938, Precinct Line Road construction began in FY 09/10 and creates a major north, south corridor for our community. In addition, Deloitte University operates their $160 million dollar, 160 acre, international training facility. The facility features over 800 rooms, office space, conference centers, amenity centers, as well as many parks, trails, and water features. This development represents another step towards Westlake's goal to become an education -centered community. Deloitte University Campus 15 Section I Introduction Community Profile WESTLAKE POPULATION The Town of Westlake has experienced exponential growth over the last decade; the national census reported 207 residents in 2001 and 992 residents in 2011. Q 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Tarant County Unemployment Rate Year Rate 2000 3.60% 2001 4.50% 2002 6.10% 2003 6.30% 2004 5.30% 2005 5.10% 2006 4.60% 2007 4.30% 2008 5.10% 2009 8.10% 2010 8.10% 2011 7.90% 2012 6.20% 2013 6.00% 2014 5.00% Average Age I Percent 18 - 34 years -7 5% 35 - 54 years 50% 55 - 74 years 39% 75+ years 6% Source: 2015 Westlake Citizen Survey A proposed smoking ordinance was passed during the October 20th, 2015 Town Council meeting. The ordinance will be effective January I st, 2016 and prohibits smoking in parks and trails (including medians) and within 25 feet of a building entrance. Household Income - Percent Under $50K 4% $50K - $149K 5% $150K - $500K 29% $500K plus 45% Source: 2015 Westlake Citizen Survey 16 Section I Introduction Community Profile DEMOGRAPHIC AND ECONOMIC STATUS Calendar Estimated Personal Per Capita Year Population Income Personal Location Income 2000 207 $8,743,059 $42,237 . Northeast Tarrant 2001 255 $11,416,661 $44,771 County 2002 289 $13,715,216 $47,457 2003 303 $15,242,398 $50,305 7 square miles 2004 328 $41,027,552 $125,084 (approximate) 2005 355 $45,292,916 $127,586 • 12 miles west of 2006 698 $90,835,901 $130,137 Dallas -Fort Worth 2007 703 $93,316,319 $132,740 International Airport 2008 785 $115,891,905 $147,633 0 7 miles east of Fort 2009 803 $120,920,285 $150,586 Worth Alliance 2010 847 $102,852,057 $121,431 Airport 2011 992 $126,678,400 $127,700 2012 1,063 $138,423,531 $130,254 • Elevation 574 feet 2013 1,109 $147,292,890 $132,859 2014 1,184 $160,462,095 $135,516 Tarrant County, Community College, Hospital & School Taxes • Carroll ISD - $2.582277 • Keller ISD - $2.344777 • Northwest ISD - $2.466577 Climate Denton County and School Taxes • Days of sunshine: 137 • Northwest ISD - $2.0741 • Mean winter temperature: 54 F Major Developments & Planned Developments • Deloitte University Mean summer • TD Auto (formerly Chrysler Financial Services - temperature: 92 F Westlake Campus) . Mean annual • Fidelity Investments North Texas Campus precipitation: 33.7 • Solana Corporate Campus inches • Westlake Corners - at SH 377/SH 170 intersection • Mean annual • Entrada - an exquisite 85 acre mixed-use snowfall: 3.1 inches d1,w,InnmPnt 17 i 18 Section I Introduction Community Profile WESTLAKE EMPLOYERS The DFW Metro area is Employer Employees Percentage home to more Fortune 500 companies than Fidelity Investments 5,003 51.7% any other area in the Core Logic 1,790 18.5 United States. Wells Fargo 574 5.9% Several major Deloitte 478 4.9% employers are located TD Auto Finance 390 4.0% within the Town of Westlake. Sabre JILL Facilities 317 3.3% First American Title 262 2.7% The Solana Office Verizon Wireless 331 3.4% Complex was the first of many corporate Town of Westlake 28 0.3% headquarters built by Westlake Academy 100 1.0% IBM in the 1980's. Vaquero Country Club 123 1.3% Since then Westlake has Marriott Solana Hotel 108 1.1% added several Travelocity 90 0.9% additional corporate Lev Strauss 80 0.8% residents. Total 9,674 100.0% SALES TAX RATE 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. 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. Section I Introduction Community Profile General Sales Tax (shown in millions) 2010 2011 2012 2013 2014 2015 2016 estimated adopted 4B Economic Development Fund - This fund utilizes the revenues generated from a '/2 cent sales tax to fund qualified development projects. Currently, the 4B Fund is committed to the repayment of the debt incurred for the construction of Westlake Academy. General Fund Allocation - The Town levies 1 '/2 % in sales tax that is utilized to offset expenditures in the General Fund and is used to reduce the property tax burden on local residents and businesses by providing Westlake with an additional unrestricted revenue source. W1 Section I Introduction Community Profile PROPERTY TAX The Town of Westlake instituted a property tax in 2010. The current asopted rate for FY 2015-2016 is $.15634 Maintenance and operations (M&O) is $0.13947 Debt service or interest & sinking (I&S) is $0.01687 Direct and Overlapping Propoerty Taxes City Direct Rates Ad Valorem Property Tax General Fund 0.15620 0.13835 0.14197 0.13710 Debt Service Fund 0.00390 0.01849 0.01487 0.01924 Total Direct Overlapping Rates School Districts Carroll ISD Northwest ISD Keller ISD Counties 0.16010 0.15684 0.15684 0.15634 1.41500 1.41500 1.40000 1.40000 1.37500 1.37500 1.37500 1.45250 1.53060 1.54000 1.54000 1.54000 Denton 0.27736 0.28287 0.28287 0.27220 Tarrant 0.26400 0.26400 0.26400 0.26400 Other Tarrant College 0.13764 0.14897 0.14897 0.14950 Tarrant Hospital 0.22790 0.22790 0.22790 0.22790 Trophy Club Mud # 1 0.19500 0.17500 0.13339 0.13339 Total Indirect 5.42250 5.42874 5.37213 5.43949 Jurisdictions - The Town of Westlake contracts with the Tarrant County Tax Assessor Collector's Office to collect the Town's portion of local property tax. There are multiple taxing jurisdictions within Westlake's boundaries; whether or not a business or residence is required to pay tax to a particular jurisdiction is determined by where they are located within Westlake and the boundaries of the respective taxing jurisdictions. Currently, the following taxing jurisdictions collect property taxes in Westlake: Independent School Districts; Carroll, Keller and Northwest Tarrant County, College and Hospital Denton County and Trophy Club MUD 1 20 Section I Introduction Community Profile 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. 0.5 0.4 0.3 0.2 0.1 FY2014 Ad Valorem Tax Comparison per $100 GENERAL BONDED DEBT OUTSTANDING Trophy Club Southalke Flower Mound Keller Roanoke Col leyville Grapevine Haslet Westlake 21 General Certificates Fiscal Obligation Of Grand Debt Year Bonds Obligation Total Population Per Capita 2002 - 12,400,000 12,400,000 289 42,907 2003 - 331 18,810,000 303 62,079 2004 - 18,810,000 18,810,000 328 57,348 2005 - 18,810,000 18,810,000 355 52,986 2006 - 18,460,000 18,460,000 698 26,447 2007 7,365,000 11,755,000 19,120,000 703 27,198 2008 9,850,000 11,375,000 21,225,000 785 27,038 2009 9,735,000 10,975,000 20,710,000 803 25,791 2010 9,630,000 10,555,000 20,185,000 847 23,831 2011 8,962,656 12,210,000 21,172,656 992 21,343 2012 16,770,000 4,877,000 21,647,000 1063 20,369 2013 16,590,000 13,622,000 30,212,000 1109 27,251 2014 18,260,000 11,044,000 29,304,000 1 184 24,748 21 T4 -SIT is i�ct�,rctiaaa�� ��aa� 22 23 T4 -SIT is i�ct�,rctiaaa�� ��aa� 24 Section 2 Executive Transmittal Letter September 21, 2015 Honorable Mayor and Town Council: On behalf of the Town of Westlake's Senior Leadership Team, I am pleased to submit for your consideration the FY 2015-16 Budget. This year's budget theme is "Forging Westlake, Writing the Next Chapter". This is an exciting time for Westlake! I. BUDGET THEME, TRENDS & OVERVIEW Almost a quarter of a century ago, the Town of Westlake stood at a cross roads. Recognizing that growth of the Dallas Fort Worth Metroplex was imminent, the Board of Aldermen (now Town Council), Planning & Zoning Commission, and a citizen advisory committee worked diligently on and ultimately adopted Westlake's first Comprehensive Plan (Comp Plan). Retrospectively, this 1992 Comprehensive Plan played an important role in guiding Westlake's development and growth. However, in 2013 the Town Council recognized that our circumstances had greatly changed since drafting the original 1992 version of the Comp Plan. They also recognized that our community now stood at a new crossroads as a strong possibility existed that growth in Westlake's portion of the DFW Metroplex (Metro or Metroplex) would accelerate. These conditions served as the impetus to review and update Westlake's Comprehensive Plan to help in our planning and visioning for the next 30 years. Titled Forging Westlake, the Town's new Comp Plan was adopted in March 2015 after an 18 month period of extensive community involvement and input. The process to create Westlake's new Comp Plan began by focusing on the Town's vision statement: Westlake is a unique community blending preservation of our natural environment and viewscapes, while serving our residents and businesses with superior municipal and academic services that are accessible, efficient, cost-effective, and transparent. Forging Westlake, is based on an assessment by urban planners of Westlake's past growth and their projections regarding the growth we will likely face over the next 30 years. Westlake finds itself in the "vortex" of one of DFW's most desirable executive housing corridors in the Metroplex located along State Highway 1 14. The potential of development from existing zoning entitlements in Westlake, as well as growth in the communities that surround us, present daunting challenges for the future. These include maintaining Westlake's unique bucolic character, exceptional quality of life, and high end housing standards while at the same time managing the potential of exponential growth in both population and traffic. The Comp estimates a large population increase for the Highway 114 corridor, including Westlake, which is projected to be almost 250,000 residents. Growth projections of this magnitude require that we plan, be proactive, and prudent in our decision making, all while continuing to offer the high quality services Westlake currently enjoys. Our goal is to maintain our position as a premier community. "Forging Westlake and writing our next chapter" in a manner that honors our past, but embraces our future, so we can sustain our quality of life is the challenge we face in the FYI 5-16 Budget. 25 Section 2 Executive Transmittal Letter II. THE CHALLENGES IN "FORGING WESTLAKE" FYI 5-16 will be our first opportunity to fully utilize our new Comprehensive Plan as a guide to making major decisions for the community, especially as it pertains to land use and the corresponding impact of growth on both our municipal and academic services. What are these challenges? They are both regional and local in nature. Local challenges for Westlake begin at the State and/or regional level, and then migrate down to our community. REGIONAL CHALLENGES 1. DFW Metro Area Growth: Since 1970, the DFW Metro area has grown by more than 150% - a faster pace than the state and nation. At 9,500 square miles it is larger in total area than 5 of our states. With a population of nearly 6.8 million, it is the fourth largest metropolitan area in the country. Forecasts from the North Central Texas Council of Governments (NCTCOG) predict employment to grow in this 12 county standard metropolitan statistical (SMSA) area by almost 70% over the next 30 years. Population growth over this same 30 year period is forecast by NCTCOG to be 69%. This regional growth will certainly impact Westlake. 2. Water Demand: Westlake is located in the State's Region C water planning area that covers all or a part of 16 North Central Texas counties. The population of Region C is projected to grow from what was nearly 6.5 million in 2010 to just over 9.9 million in 2040 and ultimately to over 14.3 million by 2070. Dry -year water demands in Region C are expected to reach 2.2 million acre-feet per year by 2040, and 2.9 million acre-feet per year by 2070, largely due to population growth. This increased demand will create a projected shortage of 1.2 million acre-feet per year by 2070 - which is why planning and development of new water management strategies is so critical. 3. Transportation, Mobility, and Traffic Congestion: With the region's population and employment growth, traffic and the associated congestion has also increased. The recent 2014 amendment to Mobility 2035, the region's transportation plan, estimates that between now and 2035, an estimated $395.3 billion is needed to eliminate the worst levels of congestion in our region. This plan only identifies $94.5 billion in funding for these projects, meaning that congestion will worsen and mobility will be further impeded over time. LOCAL CHALLENGES 1. Westlake's Permanent Population Growth: This is the portion of our population considered to be our permanent residents. An increase in population of 185 in 1990 to the present 1,150 represents a 522% increase for a net gain of 965 residents. We will need to be monitor and plan for the continued increase in these numbers in light of Forging Westlake's forecast of 7.12% population growth between now and 2040. 26 Population Growth 992 106311091150 785 803 847 355 698 703 2005 2006 2007 2008 2009 2010 20112012 2013 2014 Section 2 Executive Transmittal Letter 2. Traffic Demands Due to Growth in Westlake and Surrounding Cities': The 4 cities that surround Westlake are also projected to have a combined population of 215,000 people by 2040. As stated earlier, Westlake is estimated to grow to 7,000 by that same time. Internally current zoning entitlements, if executed, would create an estimated 300,000 vehicle trips per day. Local impacts associated with this level of growth affects the Town's street infrastructure, water and sewer system capital investment requirements, as well as demand for daily municipal services 3. Balanced Growth to Impact Cost of Municipal Services: Likewise, the ability to pay for municipal services utilizing a cost effective revenue format requires balanced growth that provides for commercial development and a diversified tax base, while maintaining the community's bucolic atmosphere. At the same time, we must continue to ensure the policy direction of the Town is focused on growth paying for the infrastructure for which it creates the demand. 4. Housing Start Increases: This past year, we continued 50 50 to see single family residential construction as a result Housing 40 of Granada Phase 1 receiving a final plat. Existing Starts 28 subdivisions such as Vaquero and Terra Bella also had strong home construction activity. This is depicted in 127V the side -chart - prerecession starts were at 38 per -✓� year and we are estimating 50 for the coming fiscal year. Housing starts in Westlake, due to the high FY FY FY FY FY FY value, adds taxable value, but impacts the demand 10/11 11/12 12/13 13/14 14/15 15/16 for our municipal services, especially the Town's charter school. 5. Management of Development - As the economy and the surrounding cities in the Metroplex experience commercial development and individuals continue to make the North Texas Region their home, we will need to manage our distinctive housing developments to ensure we maintain our community as an 'oasis of natural beauty' as outlined in our Vision statement. 6. Daytime Population: Because Westlake is the home of many major corporate office campuses, its Monday -Friday daytime population swells to approximately 10,000 - 12,000 individuals. These office complexes are comprised of notable corporate clients that include Deloitte LLP, Core Logic and Fidelity Investments. Staff will continue to monitor our corporate stakeholders and attempt to identify avenues to strengthen these relationships and assist in drawing new corporations to Westlake. 7. Continued Impact of Westlake Academy on Residential Growth: The number of Westlake residents who are selecting Westlake Academy as the educational choice for their students has doubled in the past five years. Resident surveys continually indicate that the Academy is one of the main reasons they moved to Westlake, and why they plan to remain in our community. For example, the 2015 survey results indicate that 96% of the parents say that enrollment at Westlake Academy was very/somewhat important to their decision to live in the community. 27 Section 2 Executive Transmittal Letter 8. Increase in Westlake Academy Overall Enrollment and Opening of New School Buildings: The Academy has experienced steady enrollment growth from 491 in SY 2009-10 to a projected 832 in SY 2015-16 The current increase of student population is a result of the Phase I expansion efforts on the Academy campus and our community growth. It will require that we carefully manage our student enrollment processes to provide adequate space for children of Westlake residents. Approximately 39,000 sq. ft. of new facilities spaces was opened in SY 14/15, which was comprised of a secondary classroom building, field house, and a primary years' multi -use Westlake Academy Lottery Waiting List 2,128 2,197 21177 2,400 1,027 los FY FY FY FY FY FY 10/11 11/12 12/13 13/14 14/15 15/16 building. All of these buildings increased our capacity and allowed for decompression of our current facilities. The lottery waiting list for admissions continues to grow from 705 in 2011 to 2,400 students for this coming school year. 9. Public Education Funding Shortfall: State funding of public education was decreased by the State Legislature in 2011. While it has increased somewhat since then, the allocation has not kept pace with basic cost increases. This negatively impacts Westlake since it owns and operates a public charter school, Westlake Academy, which receives 79% of its operational funding from the State. 10. Implementation of the Comprehensive Plan: With adoption of the Town's new Comp Plan, Forging Westlake, a number of our ordinances need to be rewritten and new ones drafted so that the Plan's recommendations can be implemented. The task of implementing the changes to the ordinances will require additional staff time and oversight to ensure we reflect the direction of the Council and the Comp Plan. 11. Pursuit of Infrastructure and Services Reinvestment While Combating Certain Cost Increases: With growth comes the need for reinvestment through capital spending for infrastructure, equipment, as well as work force attraction/retention. This must be facilitated in concert with the consideration of additional staffing needs to maintain our service levels. We have balanced all these components in light of maximizing staff efficiencies and processes to help contain large expenditure drivers such as employee health insurance. 12. Continued emphasis on long-range financial planning: The FY15-16 budget contains an updated Long -Range Financial Forecast which identifies key revenue and expenditure drivers while assessing historical financial trends and their potential impact upon the town's financial stability. The forecast must be monitored and updated during the budget formulation process as well as reviewed with the Town Council as the budget is being prepared. Staff will also continue to produce a quarterly financial report for the Council that monitors and analyzes trends in the General Fund, Utility Fund, and Visitor Association Fund. The report serves as a valuable tool to assist in developing a proactive, rather than reactive, approach to our changing financial trends. M. Section 2 Executive Transmittal Letter With these challenges in mind, the FYI 5-16 budget was formulated to address them within the context of Town Council financial policies, available resources, our Strategy Map, and a conservative 5 year financial forecast. III. FUND BALANCE CHANGES BY FUND TYPE On behalf of the Senior Leadership Team and all Westlake staff members, I am presenting the FY 2014-15 budget document for the Council's consideration as follows: Fund Categories General Fund Enterprise Funds Internal Services Capital Funds Special Revenue Debt Service Westlake Academy TOTAL Projected Total Total Projected Academic Services 89,960 Beginning Revenues Expenditures Ending Percent Fund And Other And Other Fund Of Change Change Balance Sources Uses Balance Total Amount Percent 6,808,755 8,545,767 8,146,779 7,207,742 35% 398,987 6% 4,117,310 3,622,626 5,287,754 2,452,182 12% (1,665,128) -40% 510,977 776,383 418,080 869,280 4% 358,303 70% 2,528,345 10,927,504 5,365,000 8,090,849 39% 5,562,504 220% 1,108,029 2,798,083 2,879,650 1,026,462 5% (81,566) -7% 22,476 1,991,018 2,013,494 0 0% (22,476) 0% 1,153,303 7,986,626 7,896,666 1,243,263 6% 89,961 0% 16,249,195 36,648,008 32,007,424 20,889,779 10070 o 4,640,584 28.607. BUDGET OVERVIEW Total Expenditures and Other Uses $ 32,007,424 Fund Balance increase percentage 28.6% Fund Balance Increase Amount $ 4,640,584 General Operating Fund $ 398,987 Capital Projects Funds 5,562,504 Academic Services 89,960 Internal Service Funds 358,303 Increase to Fund Balance $ 6,409,754 Enterprise Funds $ (1,665,128) Debt Service Fund (22,476) Special Revenue Funds (81,566) Decrease to Fund Balance $ (1,769,170) 29 • The FY 2015-16 budgeted expenditure amount totals $32.007M for all funds • Fund balance shows a 28.6% increase of $4.640M from the FY 2014-15 estimated budget. • Operating needs total $6.409M with capital projects at $5.562M. • This increase includes $1.769M transfers in from fund balance. o $600K transfer to Capital Project Fund from Utility Fund, o $82K from Visitors Association Fund o $1.05M payment to the City of Fort Worth. If only Municipal Operating Expenditures were taken into consideration (removal of all expenses related to capital projects/outlay, Westlake Academy and inter -fund transfers), the FY 2015-16 budget would show a 0.2% increase of $27,639. FY 14/15 FY 15/16 Estimated Adopted Expenditures Expenditures $ 21,514,925 $ 23,598,199 Section 2 Executive Transmittal Letter FY 14/2015 FY15/2016 Change Change Estimated Adopted Amount Percent Payroll $ 3,658,128 $ 4,1 15,956 $457,828 12.52% Expenditures 10,267,203 9,837,014 (430,189) -4.2% TOTAL $ 13,925,331 $ 13,952,970 $ 27,639 0.27o If Westlake Academy is removed Change Change from this comparison then Municipal Amount $ Percent Expenditures would show a 8.83% $2,083,274 8.83% increase of $2.083M IV. SERVICE LEVEL ADJUSTMENTS The Town utilizes "service level adjustments" to create an organizational outcome of being fiscal stewards and tracking our cost increases or decreases. A service level adjustment (SLA) is a request for any dollars in excess of the baseline/target budget. (FY 2014-15 budget, adjusted for year-end estimates, less one-time purchases). There are 2 types of "Service Level Adjustments". 1. Maintain o Same level of service as previous year, but increased due to inflation, etc. o Activities that require additional resources to maintain the current level of service due to growth, new equipment, etc. are considered additions to the baseline/target budget and are included in the "SLA". i. New or expanded level of service. o All requests for new personnel, programs or equipment that represent a new addition to the current operation are considered additions to the baseline/target budget and are included in the new costs. o Show any revenues or reduction in current expenses the new or expanded levels of service will create o Designate if item represents an "Unfunded Mandate". An unfunded mandate is a statute or regulation that requires a state or local government to perform certain actions, yet provides no money for fulfilling the requirements. TOTAL AMOUNT REVENUES $ 9,229,377 $ percentage EXPENDITURES $ 5,907,757 $ percentage 30 ONE-TIME 8,741,183 $ 95% 5,268,270 $ 89% ON-GOING 488,194 5% 639,487 11% Section 2 Executive Transmittal Letter The FY 2015-16 budget reflects a net impact of $3,321,620 in service level adjustments which are invested in major areas of emphasis through service level adjustments as follows: REVENUE SLA REQUESTS SERVICE LEVEL ADJUSMENT TYPE TOTAL AMOUNT ONE-TIME COSTS ON-GOING COSTS Other resources 96.1% 8,741,183 8,741,183 0 All other 3.9% 488,194 0 488,194 TOTAL REVENUES $ 9,229,377 $ 8,741,183 $ 488,194 percentage 95% 5% EXPENDITURE SLA REQUESTS SERVICE LEVEL ADJUSMENT TYPE TOTAL AMOUNT ONE-TIME COSTS ON-GOING COSTS Operating Expenditures Maintenance/replacement 6.9% 9,280 9,280 0 Repair& maintenance 5.1% 6,885 4,000 2,885 Rent& utilities 30.6% 41,234 0 41,234 Service/supplies 57.4% 77,463 83,990 ($6,527) TOTAL 134,862 $ 97,270 37,592 percentage 72% 28% Payroll and Related Maintain current 40.0% 240,556 0 240,556 Market adjustment 44.7% 269,033 0 269,033 New employees 15.3% 92,306 0 92,306 TOTAL 601895 $ 0 601895 percentage 0% 100% Capital Improvement Capital Projects 100.0% 5,171,000 5,171,000 0 Other Projects 0.0% 0 0 0 TOTAL $5,171,000 $5,171,000 $ 0 percentage 100% 0% TOTAL EXPENDITURES $ 5,907,757 $ 5,268,270 $ 639,487 percentage 89% 11% NET IMPACT $ 3,321,620 $ 3,472,913 $ (151,293) 31 Section 2 Executive Transmittal Letter V. BALANCED SCORECARD STRATEGIC THEMES guide the way the Town does business and helps us determine how we should invest our time and resources. Themes are also indicators of our "pillars of excellence" which translates our vision and mission statements into focus areas for our community. The Council identifies each theme and creates a strategic result (or definition) to assist us in telling the Westlake story. In the budget process, this allows for increased transparency, clarity, and accountability, providing the Town a framework for demonstrating results. The continued quality and success of this community does not happen without the diligent effort of a committed team of residents, Natural Oasis Preserve and maintain a perfect blend of the community's natural beauty. STRATEGIC THEMES Exemplary Service & Governance We set the standard by delivering unparalleled municipal and educational services at the lowest cost. High Quality Planning, Design, & Development We are a desirable, well planned, high-quality community that is distinguished by exemplary design standards. businesses, community leaders, and staff members. A STRATEGIC PERSPECTIVE is a view of the Town's strategy from a specific vantage point. The Town's operational model encompasses our mission, vision, and values statement, and utilizes the four Perspectives as a framework. As the name implies "a balanced scorecard" is divided into these perspectives that help ensure that we focus on the components necessary to achieve our strategy and aligns our work with the vision and mission for our community. Exemplary Education — Westlake Academy Westlake is an international educational leader where each individual's potential is maximized. SLA COSTS BY PERSPECTIVE TOTAL ONE-TIME ON-GOING PERSPECTIVE AMOUNT COSTS COSTS Citizens, Students 168,751 81,000 87,751 & Stakeholders Financial (9,229,377) (8,721,183) (488,194) Stewardship Municipal & Academic 175 83,990 (83,815) Operations People, Facilities, 5,738,831 5,103,280 635,551 and Technology GRAND TOTAL $ (3,321,620) $ (3,472,913) $ 151,293 Our current perspectives encompass the areas of People, Facilities, and Technology (organizational capacity building), Municipal & Academic Operations (operational processes), Financial Stewardship (public funds and financial oversight), and Citizen, Students, & Stakeholders (customer service). All work together to ensure we create a vibrant and responsive community for our residents. 32 Section 2 Executive Transmittal Letter VI. BUDGET COSTS PER PERSPECTIVE & OUTCOME OBJECTIVE This budget aligns our organizational priorities contained in the Town's Balanced Score Card by Perspective, with the resources needed to fund Service Level Adjustments (SLA). This also shows how these SLA's impact the BSC's strategic objectives within each of the BSC perspective. Further, it connects how each SLA within each Perspective addresses challenges identified in Section II of this letter. CITIZEN, STUDENTS & STAKEHOLDERS Outcome Objectives: Preserve Desirability & Quality of Life; Increase CSS Satisfaction • These expenditures include among other programs: promotional videos for the community, website redesign for residential access, snow plow purchases for safety, pavement repair, landscape maintenance for quality of life, an increase in our police services contract, etc. • Continued progress in this area will address both the regional and local challenges relative to traffic congestion/demands and mobility. FINANCIAL STEWARDSHIP Outcome Objectives: Increase Financial Capacity & Reserves; Increase Revenue Streams • The reductions in revenue associated with this perspective include among other programs: reduced expenditures costs for attorney, consulting, engineering, and filing fees, increases in bond revenue for the fire station, increases in building permit fees, increases in citation revenue, franchise fees, bond refunding, etc. • Focus on this perspective and the related objectives will help us meet the challenge of balanced growth impacting the cost of municipal services. MUNICIPAL & ACADEMIC OPERATIONS Outcome Objectives: Maximize Efficiencies & Effectiveness, Encourage Westlake's Unique Sense of Place, Increase Transparency, Accessibility & Communications • Bond refunding costs (offset in stewardship SLA's), attorney fees for ordinance updates, sewer cleanout in remote sections of town, records management software modules, updating of engineering standards and ordinances with Comp Plan, water utility engineering and testing etc. • Gains in our operational efficiencies will allow us to improve in several challenge areas - such as, the management of development, implementation of the Comprehensive Plan, and service to our growing permanent population. PEOPLE, FACILITIES & TECHNOLOGY Outcome Objectives: Attract, Recruit, Retain & Develop the Highest Quality Workforce, Improve Technology, Facilities & Equipment, Optimize Planning & Development Capabilities • Includes capital projects for a new fire station and municipal building, reconstruction and drainage projects, classroom upgrades, software upgrades, the addition of a full time firefighter/paramedic, the cost of maintaining existing staffing levels and providing a market adjustment for current employees, along with increases in insurance and taxes, etc. • Any request for staffing increases (other than the firefighter/paramedic) will be evaluated in conjunction with the performance of our sales/use tax revenue in April of 2016. The market pay adjustment SLA is being processed with an effective date at the beginning of the corresponding pay period. • Challenges in this area will work in tandem with many of the gains found in our operational improvements; we will enhance our service delivery to our daytime population, manage enrollment at Westlake Academy and reinvest in our service delivery team 33 TAL CCE TOTAL $168,751 TOTAL $(9,229,377) TOTAL $175 TOTAL $5,738,831 VII. REVENUE ANALYSIS GENERAL SALES TAX Section 2 Executive Transmittal Letter • Sales taxes for the General Fund are budgeted to increase by $148,000 (4.0%) o On-going sales tax (all funds) is anticipated to increase by $200,000 based on current year trend and analysis. o Presumed one-time amounts are projected to be reduced to $100,000 (as an effort to be conservative with this type of projection). • Sales taxes are collected on the sale of goods and services within the Town as authorized by the State of Texas. • The maximum sales tax allowed in the State of Texas is 8.25% per dollar on all taxable goods and services. Funds are collected by the Texas Comptroller of Public Accounts and remitted to the Town on a monthly basis. • An amount equal to 1.50% of the taxable sales (75% of local collections) is appropriated to the Town's General Fund. This total includes the .50% that is received for "Property Tax Reduction". • The Town also receives an additional .50% sales tax that is recorded in the 4B Economic Development Corporation Fund. AD VALOREM PROPERTY TAX This will be the 6'" year the Town has assessed a property tax. The ad valorem tax rate for the Town of Westlake continues to be the lowest for municipalities in the immediate area. The table to the right compares the ad valorem tax rate in the FY 15/16 adopted budget to the tax M&o rate in the FY 14/15 budget. I&S FY 14/15 FY 15/16 Adopted Adopted Change Tax Rate Tax Rate Amount $0.13710 $ 0.13947 $ 0.00237 $0.01924 $ 0.01687 $(0.00237) $0.15634 $ 0.15634 $ 0.00000 The adopted ad valorem tax rate per $100 of assessed valuation will be the same as the 2014-2015 tax rate of $.15634. This is less than the calculated effective rate of $.15677. As a reminder, the effective tax rate is the total tax rate calculated to raise the same amount of property tax revenue for the Town from the same properties in both the 2015 tax year and the 2016 tax year. This year's property tax levy will raise more revenue from property taxes than in the preceding year by $66,748, which is a 4.88% increase from last year's budget. The property tax revenue to be raised from new property added to the tax roll this year is $84,477. The Total debt obligation for the Town secured by property taxes for various street projects totals $154,903. 34 Section 2 Executive Transmittal Letter Below is a table noting our prior year tax information as well as the estimated revenue for FY 2015- 16. Based on our July certified values, the Town's "net taxable value" increased by $39,035,633 over September's supplemental information for FY 14-15. This is attributable to an 8% increase in residential and a 9% increase in commercial offset by a decrease of 20% in personal property. HOTEL OCCUPANCY TAX Hotel Occupancy Taxes are obtained through the assessment of a 7% hotel occupancy tax. Authority granted by the State of Texas allows cities to levy a tax not to exceed 7% of the rental rate for a hotel/motel room. Funds generated by the occupancy tax may be used in a manner that directly enhances and promotes tourism and the convention and hotel industry. Additionally, because Westlake has broader statutory authority under State law than most cities to spend hotel/motel occupancy tax funds for any municipal purpose, the Town has used these funds to cover costs of various municipal operational costs and capital projects (an example would be payment of a portion of the debt service for Westlake Academy related bonds). • Total revenues for FY 2015/16 are budgeted to be $910,000 • Hotel Tax revenues are projected to increase two percent ($20,000) when compared to FY 2014/15 estimated revenues. UTILITY FUND REVENUES 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. • Total adopted revenues for FY 2015/16 are budgeted to be $3,615,226 • A 3.2% increase of $111,938 from the FY 2014/15 estimated revenues of $3,503,288 35 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Actual Actual Actual Estimated Adopted Total $1,106,203,390 $1,224,659,971 $1,243,070,187 $1,272,169,255 $1,301,226,486 Appraised $65,527,041 $118,456,581 $18,410,216 $29,099,068 $29,057,231 Value 6.30% 10.71% 1.50% 2.34% 2.28% Net $917,972,309 $862,968,337 $867,800,338 $901,648,714 $940,684,347 Taxable 67,008,931 -55,003,972 4,832,001 33,848,376 39,035,633 Value 7.87% -5.99% 0.56% 3.90% 4.33% Total $1,442,069 $1,366,542 $1,353,355 $1,426,249 $1,470,666 Tax 184,823 -75,527 -13,187 72,893 44,417 Revenue 14.70% -5.24% -0.96% 5.39% 3.11% HOTEL OCCUPANCY TAX Hotel Occupancy Taxes are obtained through the assessment of a 7% hotel occupancy tax. Authority granted by the State of Texas allows cities to levy a tax not to exceed 7% of the rental rate for a hotel/motel room. Funds generated by the occupancy tax may be used in a manner that directly enhances and promotes tourism and the convention and hotel industry. Additionally, because Westlake has broader statutory authority under State law than most cities to spend hotel/motel occupancy tax funds for any municipal purpose, the Town has used these funds to cover costs of various municipal operational costs and capital projects (an example would be payment of a portion of the debt service for Westlake Academy related bonds). • Total revenues for FY 2015/16 are budgeted to be $910,000 • Hotel Tax revenues are projected to increase two percent ($20,000) when compared to FY 2014/15 estimated revenues. UTILITY FUND REVENUES 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. • Total adopted revenues for FY 2015/16 are budgeted to be $3,615,226 • A 3.2% increase of $111,938 from the FY 2014/15 estimated revenues of $3,503,288 35 Section 2 Executive Transmittal Letter VIII. ADOPTED BUDGET IN A MULTI-YEAR CONTEXT Evaluating the budget within the context of a longer term forecast is important as it shows whether we are on the right road financially in FY 2015-16. This excerpt from the updated Financial Forecast for the Town's General Fund illustrates the trend for the next five years: GENERAL ESTIMATED ADOPTED FIVE YEAR PROJECTION FUND FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Revenues & Transfers In 8,257,892 8,545,767 9,369,793 8,332,690 8,645,366 9,945,772 9,095,465 Expenditures & (8,238,101) (8,146,779 ) 9,137,573 ( ) 9,189,487 ( ) 9,224,625 ( ) 9,612,063 ( ) ( 9,843,734) Transfers Out Net Total $19,791 $398,987 $232,220 -$856,797 -$579,260 $333,710 -$748,268 Beginning 6,788,964 6,808,755 7,207,742 7,439,962 6,583,165 6,003,906 6,337,615 Fund Balance Ending Balance $6,808,755 $7,207,742 $7,439,962 $6,583,165 $6,003,906 $6,337,615 $5,589,347 (projected) Total 295,886 306,659 312,792 319,048 325,429 331,938 338,576 Restricted Funds Operating 338 339 304 257 230 233 199 Days IX. BUDGET APPROACH, FORMAT, AND METHODOLOGY BUDGET APPROACH As required by State law, the Town's FY 2015-16 municipal budget has been prepared with the base assumption that the Town's first priority is to have a balanced budget. The budget has also been prepared according to these criteria: • It is our priority to fund and deliver high quality core municipal services along with academic services for our citizens, students and stakeholders. • Service levels are in alignment with residential feedback regarding priorities from our most recent 2015 Direction Finders (citizens') survey results and the Town's strategic planning efforts through our comprehensive work in identifying strategic themes, outcome objectives, and staff initiatives. BUDGET FORMAT: GOVERNING & MANAGING FOR OUTCOMES As our community has grown our organization has developed a comprehensive governance system through the use of our citizen survey results, policy development by the governing board, and our strategic framework with a strategy map to help guide staff efforts to achieve our mission and vision for the Town. Our system also integrates the following elements: • Five (5) year financial, personnel, and equipment forecasting, budgeting, and performance measurement linked to strategic priorities, objectives, and outcomes to ensure a long term approach that provides financial sustainability • Aligning resources to prioritized outcomes • Reporting to monitor progress in outcome achievement and accountability for results • Utilizing citizen surveys to gauge service satisfaction levels with Town services and resident willingness to pay for those services • Maintaining core services • Funding and implementing a Five (5) Year Capital Improvement Plan (CIP) and major maintenance and replacement 36 Section 2 Executive Transmittal Letter BUDGET METHODOLOGY Certain assumptions, parameters, and approaches were utilized as the budget document was prepared, which are consistent with our overall Town philosophy of focusing on fiscal stewardship and responsibility while providing services for our community. These include: • Readily identifying and tracking cost increases as they relate to maintaining or increasing services • Identifying the use of fund balance(s), inter -fund transfers, employee compensation increases • Adherence to the Council's financial policies • Maintaining minimum fund balances that exceed the Council policy requirements (90 day fund balance) • Conservative revenue estimating that identifies one-time and on-going revenues • Review of all base budgets, as well as service level adjustments due to cost increase and/or inflation. Programs of service were analyzed and 'scrubbed' during budget review sessions with the Senior Leadership Team. • Estimated expenditures for current levels of service in FY 2015-16 were achieved by: o Adjusting for actual spending in FY 2014-15 o Deducting one-time FY 2014-15 expenditures to create the base budget for the coming fiscal year. Any anticipated cost increases (due to inflation or program cost escalations) were identified and separated from the current base budget in the form of Service Level Adjustments (SLA's). FUND BALANCE POLICIES As a small community, we are always mindful of our existing resources and the goal we hold to be fiscally responsible. All budgetary expenditures are submitted while keeping these factors in mind and our need to maintain a healthy fund balance is monitored on a consistent basis. The policy document contains our management philosophy as it relates to being fiscally conservative, which is thoroughly explained to any new employee and routinely discussed with existing staff when expanded service levels are proposed. For instance, we consistently look to leverage intergovernmental relationships through the utilization of our surrounding municipalities for service provision and/or through the use of public-private partnerships with our stakeholders. We routinely monitor our fiscal position and report our efforts to the Council on a quarterly basis. Our Capital Improvement Plan (CIP) is prepared prior to our budget discussion to ensure we have an accurate long-term view on infrastructure needs and the impact to our operating finances and we have created capital replacement funds with an annual analysis of fleet, facilities, and equipment needs. Our revenue stream projections are prepared in a conservative manner to provide our elected officials with an accurate overview of our positions and to avoid any potential negative impact to our collection efforts that would create a budget shortfall. In looking toward our debt management policies, our CIP projects are prioritized and evaluated each year in tandem with our current debt service levels and in the review of potential new investments over an extended period of time. One of our guiding principles is to provide a comprehensive financial document that ensures we continue to serve the Westlake community with the necessary resources. 37 Section 2 Executive Transmittal Letter X. INVESTMENTS AND ACHIEVEMENTS Over the previous fiscal year, the Town has achieved and/or is continuing to work toward important initiatives and projects that will allow us to balance our "distinctive development, trails, and quality of life amenities amidst an ever expanding urban landscape." These include: • Achievement and recognition for our transparency efforts and our fiscal stewardship through receipt of the following: o Distinguished Budget Presentation Award from the Governmental Finance Officers Association (GFOA) marking the 7,h year in a row that we have received this honor for our municipal budget and the 5th year for our educational services budget (Westlake Academy). o International Award for Budget Excellence from the Association of School Business Officials International for the past five years. o Certificate of Achievement for Excellence in Financial Reporting for our Comprehensive Annual Financial Report (CAFR), also known as the annual audit which has also been recognized through GFOA for the last six years. o Award for Outstanding Achievement in Popular Annual Financial Reporting (PAFR), by converting much of the CAFR document into an easy -to -read format for our residents. This was the Town's second year to achieve this award. • Invested in an update of our existing Comprehensive Planning document as we worked with the Town Council, residents, and the appointed steering committee members to memorialize our community vision in the new document. Our current version was compiled in 1992 and many changes have occurred since that time. Progress continues through the facilitation efforts of an outside consultant as we move into the final phases with the updating of the associated ordinances that support the Plan. • Invested in the third iteration of our strategic plan through the use of the Balanced Scorecard system. Council members worked with an outside consultant to create strategic themes and updated our vision, mission, and values statements for Westlake. Staff then identified outcome objectives, created a Tier One Strategy Map, and developed performance measures for Council adoption. We also began reporting the approved performance measures to the governing board this fiscal year. • Invested in the Town's open enrollment charter school as Westlake Academy, completed its 121h year of operation and graduated our 6th class of seniors with 54 students. o Westlake Academy continues to have excellent academic and extra -curricular results and is ranked among the best high schools in America: Washington Post ranked us as 42nd out of 2,300 schools across the nation. • Invested in the Town's CIP ($1.7M) mainly through the continued progress of Phase 3 of the FM 1938/Davis Blvd. Streetscaping improvements. o Invested approximately $100K in trail and park improvements; $100K in an outdoor warning siren for emergency weather related events o Invested a total of $316K in the Town's infrastructure through reconstruction and drainage improvements on Sam School Rd. and Dove Rd. W. Section 2 Executive Transmittal Letter XI. PRIOR FISCAL YEAR'S BUDGET THEME As stated previously, the theme for the budget is "Forging Westlake, Writing the Next Chapter". In 2010-11, the Council set an ad valorem tax rate to address our financial sustainability, and also began investing in our infrastructure through our Capital Improvement Plan to help maintain the sense of place for Westlake. We have also experienced growth in residential developments, a potential mixed-use project, physical plant expansion at the Academy and multiple avenues of organizational growth. Over the last several years, we have incorporated a `theme' into our budget document identifying the current trends or issues facing our community and as a method to focus our service provision levels for our community. The last few themes are shown below: • FY 2011-12 - "Investing in Our Future" (ad valorem property tax implemented to stabilize our revenue streams and provide for financial sustainability) • FY 2012-13 - "Driving Service Excellence" (focused on our ability to deliver excellent customer service) • FY 2013-14 - "Moving Forward Together. A Growing Community, A Growing School" (expansion at the Academy and infrastructure reinvestment) • FY 2014-15 "Community Growth on the Horizon" (recognizing the growth that was about to occur) XII. CLOSING THOUGHTS The development of a comprehensive budget document, such as this, is the result of a high performing team focused on the overall goals and objectives established by the Council according to the perspectives that create a high performance organization: customer service, excellent service delivery (operations), financial stewardship and organizational and personal development. As previously mentioned, we are extremely fortunate to have a staff team and governance structure, focused on developing Westlake into a truly unique community. We have worked with the Council to refine our strategic direction for municipal services and communicate this through the organization. This type of investment will produce relationships that sustain our community and ensure the responsible use of the public funds that have been entrusted to us for our Town. Our community has recently faced many decisions which have helped to shape our future and guide our growth. We have expanded our capacity as an organization through: • Continued work and professional development with the Balanced Scorecard Institute to refine and develop our strategic planning document. • The reporting of our performance measures for municipal services. W1 Section 2 Executive Transmittal Letter • Elected official governance and professional development sessions to improve our proficiency in those areas. • Short and long-term focus on fiscal management that involves responsible budgeting and transparency for our citizens. • Communication and outreach efforts to our stakeholders via the continued use of personalized neighborhood meetings, social media outreach (Facebook, Twitter), corporate partnerships, and our website information. As well as through or Simply Westlake magazine publication. • The first full use of the building expansions for the Academy campus with a Fieldhouse, Multi- purpose building and Secondary educational classrooms. • The first full academic year of an Executive Principal / Director of Education for Westlake Academy and an MYP Principal. • The redevelopment of the Academy strategic planning document; the Tier One Strategy Map was cascaded to our academics services department and a Tier Two map was developed to address the specific needs of the service area while maintaining alignment to the long term strategy for the Town of Westlake. • Final platting and development for Phase 1 of, Granada, a new 84 home residential development; along with the associated public open space and trail enhancements that are included in the project. • Initiation of infrastructure and construction for, Entrada, our 84 acre mixed-use development. All of these efforts are necessary to create the one -of -a -kind community that Westlake residents cherish and enjoy, one that allows us to continue to focus in the coming fiscal year on growth and responsible development. We exist as a municipal corporation for one reason and one reason only: to prioritize and deliver the best services possible with the resources provided to achieve an exceptional quality of life. The staff members remain committed to this challenge and pursue this goal each day. High praise is due to the Senior Leadership Team for their work on this budget. Additional recognition and thanks are due to our Director of Finance Debbie Piper, and Finance Supervisor Jaymi Ford, for their efforts in assembling the budget document. It takes long hours and attention to detail to assimilate all the various factors that may affect our community into a comprehensive financial and policy document that is `user friendly'. I appreciate their dedication and the effort they have invested in this process. Finally, on behalf of myself and the entire Town Staff, I would like to extend thanks and appreciation to the Westlake Town Council. Your countless volunteer hours, late evenings, and continued support, are invested in the governance of and leadership for Westlake, which makes it a true honor to serve the community, and your dedication is foundational to any success we achieve! Respectfully, Thomas E. Brymer Town Manager/Superintendent Westlake Academy 40 41 Section 2 Executive Strategic Plan BALANCED SCORECARD The Town Council and staff retained the services of a consultant from the "Balanced Scorecard Institute" to review our existing strategic framework, along with the mission, vision, and values statement of the Town. The balanced scorecard system is designed to communicate our strategy throughout the organization/community, align our daily work activities to the overall vision, serve as the framework for prioritizing services, and utilize performance measures to evaluate our successes and opportunities. The Balanced Scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. In short, it is a tool that businesses use to ensure that their work meets their goals in a measurable way by connecting organizational strategy to the work people do on a day-to-day basis, i.e. "You said ... we did..." The graphic at the right illustrates the Balanced Scorecard approach and the following pages of this section demonstrate how Westlake has aligned with this framework. Components include the o Vision, Mission, Values, o Perspectives, o Strategy Map, Performance Measures o Strategic Initiatives. Each element is critical to the success of the municipality and helps us evaluate and communicate our performance. Upon review of the existing mission and vision statements, the Council provided feedback to the Town staff and requested STRATEGIC PLANNING & MANAGEMENT WITH A BALANCED SCORECARD STRATEGIC ALTITUDE 30,000 ft. MISSION I VISION 25,000 ft. STRATEGIC PERSPECTIVES STRATEGIC THEMES AND RESULTS 15,000 ft. STRATEGIC OBJECTIVES $ STRATEGY MAP 11/ PERFORMANCE MEASURES AND TARGETS Ground STRATEGIC INITIATIVES Level an updated version for review. Staff reviewed the previous version and created a more succinct statement that identifies the unique service provision programs, describes our commitment to personal customer service, and outlines the financial stewardship component which is important to our community. After the staff analyzed the Town's strengths and weaknesses, as well as the opportunities and threats we face (SWOT), the information was presented to the governing Council during a retreat in May of 2013. 42 Section 2 Executive Strategic Plan MISSION The mission statement describes what must be done to achieve the adopted vision. Town Council has adopted the following Mission statement for the Town: Westlake is a unique community blending preservation of our natural environment and viewscapes, while serving our residents and businesses with superior municipal and academic services that are accessible, efficient, cost-effective, and transparent. VISION The town's vision statement outlines what we strive to be. Upholding such a statement is a task that requires effort on multiple levels. The balanced scorecard system will help ensure that the Vision of the Town remains true in years to come. "An oasis of natural beauty that maintains our open spaces in balance with distinctive developments, trails, and quality of life amenities amidst an ever expanding urban landscape." VALUES Driving how the Town accomplishes its work are our corporate values. These are the principles that we hold important and standards by which the Town operates. These values, as adopted by the Town Council, and are designed to guide Town staff in their day to day work and the Council as it conducts its business: INTEGRITY -DRIVEN GOVERNMENT Transparent Sense of Community Strong Aesthetic Standards Informed & Engaged Citizens Preservation of our Natural Beauty 43 Innovation Fiscal Responsibility Educational Leaders Family Friendly & Welcoming Planned Responsible Development Section 2 Executive Strategic Plan STRATEGIC PERSPECTIVES A Perspective is a view of the Town from a specific vantage point. Four basic perspectives are traditionally used to encompass a Balanced Scorecard organization's activities. The Town's business model, which encompasses mission, vision, and strategy, utilizes the four Perspectives as a framework: A balanced scorecard is divided into four unique perspectives that help the Town focus on the strategy that has been aligned to the vision and mission for our community. The four perspectives of the plan, which were customized by the Council, are as follows: STRATEGIC PERSPECTIVES Citizens, Students, and Stakeholders: viewed through the eyes of our customers and stakeholders STRATEGIC THEMES Financial Stewardship: _ Financial oversight; effective use of resources Municipal and Academic Operations: focuses on processes that create value for the customers and stakeholders People, Facilities, & Technologies: involves, work culture, innovation, leadership, governance, tools and technology necessary to provide services The Council grouped this information along with the major components of our previous strategic plan and ranked the importance of the concepts according to each area of concern. The final activity involved the formation of our "strategic themes" for the municipal services. Town staff then constructed strategy maps for each theme, identified a strategic result, Natural populated the maps with Oasis strategic objectives and Preserve and created an objective maintain a commentary document. All of perfect blend this sets the framework for a of the community's STRATEGIC THEMES Exemplary Service & Governance We set the standard by delivering unparalleled municipal and comprehensive Tier One map natural educational for the municipal program of beauty. services at the services. The current Balance lowest cost. Scorecard was adopted by Council in September 2014. High Quality Planning, Design, & Development We are a desirable, well planned, high- quality community that is distinguished by exemplary design standards. Exemplary Education Westlake is an international educational leader where each individual's potential is maximized. The Town Council has worked closely with staff to adopt a management system based on the Balanced Scorecard framework. This was developed to help the Town direct its own destiny rather than allow future events to do so. Through sound business principles the Town is able to more effectively provide services to the citizens of Westlake, increasing both efficiency and customer satisfaction. Ultimately, it guides the way the Town does business and helps us determine how we should invest our time and resources. In the budget process, this allows for increased transparency, clarity, and accountability, providing the Town a framework for demonstrating results. The continued quality and success of this community does not happen without the diligent effort of a committed team of residents, businesses, community leaders, and staff. Years of consistent planning and strategic thinking has brought Westlake where it is today. 44 Section 2 Executive Strategic Plan OBJECTIVES AND PERFORMANCE MEASURES Performance measures hold government departments accountable. While allowing them to recognize their successes and adjust programs of service that are under performing. Because performance measures are determined according to the Strategy Map, it becomes evident how each department aligns with Town goals, and how well departments are meeting the expectations set by the Strategy Map. PERSPECTIVES OBJECTIVES PERFORMANCE MEASURES Alignment between comp plan, zoning & dev. Regulations Preserve Desirability • Ratio of exemplary schools in/around Westlake & Quality of Life • Enrollment composite (capacity vs. wait list) Citizens, • Student successes from WA Students, • Direction Finder survey results And Attrition rate Stakeholders • Average length of time residents live in Westlake Increase Percentage of leavers (all) CSS External validation points (awards per year) Satisfaction Direction Finder survey results • Percentage of violations issued to residents due to failure to meet development/code requirements i Increase Financial . Fund Balance Financial Capacity & Reserves • Quarterly financial report data Stewardship Increase • Local revenue monitoring Revenue Streams • Percent of revenues budgeted • Percentage of time spent on Q2 planning and implementation Maximize Efficiencies • Number of policies and procedures updated/passed & Effectiveness (quarterly) • Number of internal processes reviewed and updated each Municipal quarter And Encourage . Percentage of first submission plans that meet Academic Westlake's Unique environment/development goals Sense of Place • Percentage of CSS participation events/meetings Operations • Increased survey completion (All) Increase Transparency, Direction Finder survey (effectiveness of town Accessibility & communications, effort to keep residents informed, Communications opportunities for public input and availability of town records. • Email/website statistics • Percentage of qualified candidates within applicant pools Attract, Recruit, Retain Time to fill positions & Develop the Highest Percent of increased competency specific Quality Workforce Employee turnover rate People, Employee satisfaction results Facilities, Overtime vs. Comp time and Improve Technology, Critical infrastructure downtime Facilities & Equipment Cost of repairs vs. replacement costs Technologies Projected CSS growth Optimize Planning & Direction Finder survey results Development Capabilities Percentage of deadline compliance 45 Section 2 Executive Strategic Plan These performance measures help determine the quantity and quality of our work, as identified in our plans. We consistently evaluate our work and review our performance quarterly because we firmly believe that what gets measured gets done. In addition to monitoring these performance measures, the Town of Westlake also desires the opinion of its citizens. Every two years Westlake undertakes a broad citizen survey designed to measure government performance and to gauge the current and future needs of residents. This survey is an incredibly useful tool within the strategic management system, and it allows Town services to be tailored based upon citizen attitudes. Westlake's performance measures are evolutionary and undergo on-going review. As we improve our ability to gather and mine data about our work, we will be able to add performance measures to the departmental business plans as a gauge of success. These departmental efficiency and effectiveness measures will be grouped with the appropriate outcome objective then fed into the Town -wide scorecard to give an overall picture of the Town's performance. As the Town continues to develop these scorecards, measurement units, data sources, and targets will be refined. Through quarterly performance reviews, departmental performance is documented. Trends are also tracked over time through budget documents. TOWN OF WESTLAKE STRATEGY MAP Citizens, Preserve Students & Desirability & Increase CSS Quality of Life Satisfaction Stakeholders Financial Increase Increase Financial Capacity Revenue Stewardship / Reserves Streams Municipal & Maximize Encourage Increase Academic Efficiencies & Westlake's Transparency Effectiveness Unique Sense Accessibility & Operations �� of Place Communications__0 People, Attract, Recruit, Improve Optimize Facilities & Retain &Develop Technology, Planning & Technology the Highest Quality Facilities & Development gy Workforce Eauipment Capabilities 46 Section 2 Executive Strategic Plan WESTLAKE'S STRATEGIC DEVELOPMENT / BUDGET CYCLE Establishing a link between a Town's strategy and budget is fundamental to effective public budgeting. Westlake works hard to connect the strategy management system to the budget process. Incorporating the Strategy Map into resource allocation decisions ensures the Town budget reflects the priorities of the Town Council. The illustration below depicts the annual process of developing the Town's budget. The budget process, like the Strategy Map, connects each department to the organization as a whole. At the micro level, Town departments work to provide quality services to the citizens of Westlake. At the macro level, departments use the Strategy Map to make budgetary requests to help and guide long range planning so that these services can be performed. As the Budget Cycle illustration indicates, the process never ceases. At the beginning of each fiscal year, in October, we conduct or review the results from the most recent citizen survey; this aids staff in focusing its work for the coming year. Then a meeting with Town Council provides an opportunity to review the strategic direction, followed by the creation of departmental business plans. In order for funding to be allocated, departments must follow the Strategy Map to align requests December N ove m b Prpato Anal Audit TMOIDepts F-ke Annual Hepar[ October Gens s FJnpbo ece dTk llavarinr January Februa �aY.. Annual Audit Pre�t Annual Audit 1st Quarter M C—n. Reporting March Sunney Preparation W .t 1—ter carting •tis 'CIP Plsnnng with the goals, lune mission, and vision of Westlake. Strategic planning plays an integral role in the development of each year's budget and ensures the Town's ability to meet the needs of a growing community. effective, the Town must direct resources to those areas most essential to the community's wellbeing. 47 -Budget icciicoff -Cr _ SmreY To be T4 -SIT is i�ct�,rctiaaa�� ��aa� m Evi Section 2 Executive Budget Overview BASIS OF ACCOUNTING The term "basis of accounting" is used to describe the timing of recognition, that is, when the effects of transactions or events should be recognized. 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 GOVERNMENTAL presentations. Accounting/Budgeting Basis; The Town's accounting system is organized and operated on a fund basis. A fund is a group of functions combined into a separate accounting entity having its own assets, liabilities, equity, revenue and expenditures/expenses. Modified Accrual General Fund 2. Lone Star Fund 3. Visitor Association Fund 4. Economic Development Fund 5. 413 Economic Development Fund The types of funds used are determined by 6. Debt Service Fund generally accepted accounting principles. The number of funds established within each type is 7. Westlake Academy determined by sound financial administration. 8. Capital Projects Fund 9. Westlake Academy Expansion Fund BASIS OF BUDGETING 10. Public Improvement District The term "basis of budgeting" refers to the conversions for recognition of costs and revenue in budget development and in establishing and reporting PROPRIETARY appropriations that are the legal authority to spend or Accounting/Budgeting collect revenues. Basis; Full Accrual The Town uses a modified accrual basis for budgeting 1. Cemetery Fund governmental funds. Proprietary funds are budgeted using 2. Utility Fund full accrual concepts. All operating and capital expenditures and revenue are identified in the budgeting 3. Utility Maintenance process because of the need for appropriation authority. & Replacement Fund 4. General Maintenance The budget is fully reconciled to the accounting system at & Replacement Fund the beginning of the fiscal year, and in preparing the CAFR 5. Vehicle Maintenance at the end of the fiscal year. A number of GAAP & Replacement Fund adjustments are made to reflect balance sheet requirements and their effect on the budget. These include changes in designations and recognition, via studies and analysis, of accrued liabilities. Amounts needed for such long-term liabilities as future payoff of accumulated employee vacation is budgeted as they budgeted as projections and once recognized are adjusted for actual amounts. 50 Section 2 Executive Budget Overview F 'L�11� r -en, , 111 VA_A WOUI The budget is designed to help the reader locate both financial and non-financial information in a timely fashion. 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 2014/15 and FY 2015/16 • "Program Summary" of revenues and expenditures. Also included are sections detailing the Capital Improvement Plan, Long -Term Planning, Glossary of Terms, Acronyms, Fiscal and Budgetary Policy, Investment Policy, Strategic Plan and the Town ordinance related to the adoption of the budget (after adoption). The final component is an Appendix section. BUDGET FUND STRUCTURE Governmental Fund types: The 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. Proprietary Fund types: The 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. Major funds represent the significant activities of the Town and basically include any fund whose revenues or expenditures, excluding other financing sources and uses, constitute more than 10% of the revenues or expenditures of the appropriated budget 51 MAJOR FUND PERCENT' General Fund 420 Utility Fund 35% Westlake Academy 7% Section 2 Executive Budget Overview 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. Ca, Inte Sr L The General Fund is the general operating fund of the Town. It is used to account for all Town revenues and expenditures except those required to be accounted for in other funds. Major functions financed by the General Fund include Finance, Administration, Building & Code Compliance, Fire/EMS, Public Works, Facilities and Grounds Maintenance, Human Resources, Parks and Recreation, Information Technology, and Engineering. Sources of revenue include sales and use taxes, development fees and permits, court revenue, and franchise taxes. The former Westlake Property Tax Reduction Sales Tax Fund received its funding from a '/2 cent sales tax levy that was previously earmarked for the 4A Economic Development Corporation. The purpose of this fund was to reduce local property tax rates throughout Texas by providing cities with an additional unrestricted revenue source. These funds may be used for general Town expenditures, capital projects, or debt service. This fund was closed at FY 2010/2011 year end and revenues are now being recorded in the General Fund. 52 Overview 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 scheduled payments for all bond issuances. The 4B Economic Development Corporation Fund is a local option established under the Texas local government code. 4B funds are generated from a Y2 cent sales tax The Economic Development Fund was set up to maintain all receipts and disbursements of agreements between the Town and various corporations for 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. This fund is used to create more transparency to the public regarding these receipts and payments. The Public Improvement District Fund accounts for monies received from bond is, inspection fees and payments related to the Solana Public Improvement The District was created by ordinance in February 2014 to finance the construction of public infrastructure (such as water lines and streets) in the Entrada subdivision. Revenues deposited into the PID Fund are used to cover engineering, consulting, legal, and advertising costs attributable to Entrada development and construction. The 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. Additionally, because Westlake has broader statutory authority under State law than most cities to spend hotel/motel occupancy tax funds for any municipal purpose, the Town has used these funds to cover costs of various municipal operational costs and capital projects (an example would be payment of a portion of the debt service for Westlake Academy related bonds). 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. 53 Section 2 Executive Budget Overview 4. Capital Project Funds consist of the following; • 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. • The Westlake Academy Expansion Fund tracks the Westlake Academy Master Facility Plan that was adopted by the Westlake Town Council/Board of Trustees in November 2012. An Economic Development Agreement was executed between the Town and Maguire Partners -Solana Land, L.P. requiring the developer to pay $10,000 for each residential lot associated with the Granada subdivision. These funds are transferred to the WAE fund for future expansion use. 5. The Westlake Academy Fund incorporates all funds related to the Town of Westlake's Charter School, Westlake Academy. This fund encompasses 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. PROPRIETARY FUND TYPES Proprietary fund types operate in a manner similar to private business utilizing an accrual basis of accounting. 54 Section 2 Executive Budget Overview Enterprise Funds Account for operations of governmental facilities operated in a manner similar to commercial enterprises where the intent is to recover, in whole or in part, the costs and expenses of providing goods and services to the public. Revenues are typically generated through usage fees based on individual demands of each customer. Enterprise funds may be used when the governing body has determined that periodic determination of revenue earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. • The Cemetery Fund includes all operations associated with the 5.5 acre cemetery located on J.T. Ottinger Road which was acquired during the year ended September 2008. • The Utility Fund accounts for water, wastewater and telecommunications conveyance (duct bank) services for the residents of the Town. All activities necessary to provide such services are accounted for in the Fund, including administration, operations, maintenance, financing and related debt service, and billing and collection. Additionally, the Town collects monthly solid collection fees in this fund which are paid to the Town's solid waste franchisee. Internal Service Funds Account for services and/or commodities furnished by a designated program to other programs within the Town. Funds include the following: • The General Maintenance & Replacement Fund (GMR) is an account to offset the future costs of repair and/or replacement of large capital assets due to age and use. Contributions from the Town's General Fund are transferred on an annual basis; resulting in a cash balance which mitigates the cash flow impact of large maintenance and capital replacement costs. • The Utility Maintenance & Replacement Fund (UMR) is an account to offset the future costs of repair and/or replacement of large capital assets due to age and use. Contributions from the Town's Utility Fund are transferred on an annual basis; resulting in a cash balance which mitigates the cash flow impact of large maintenance and capital replacement costs. • The Vehicle Maintenance & Replacement Fund (VMR) was created to provide a mechanism for the long term repair and replacement of Town vehicles. 55 71 Section 2 Executive Budget Overview RELATIONSHIP BETWEEN FUNDS AND DEPARTMENTS 56 W T z O a z p O W Z O W o p� ¢ W z w �' W W' z o V1 W Q �J N % O Y O c¢Q W z O p W F- U U_ i Q F. VI l7 z N z W J Q d C In W W z Q z z w N W z z z z z W U z U ma J z O Q 2 c� C U a a W 2 a LL s a z = U a FUND NAME 10 11 12 13 14 15 16 17 18 19 20 21 22 23 GENERAL FUND General Fund ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ SPECIAL REVENUE FUNDS 4B Economic Development ✓ Economic Development ✓ Public Improvement District ✓ ✓ ✓ ✓ ✓ ✓ Visitors Association ✓ ✓ ✓ ✓ ✓ ✓ ✓ Lone Star Public Facilities ✓ DEBT SERVICE FUNDS Debt Service ✓ ENTERPRISE FUNDS Cemetery Fund ✓ ✓ 500 Utility Fund ✓ ✓ ✓ ✓ ✓ INTERNAL SERVICE FUNDS Utility Maintenance & Replacement ✓ General Maintenance & Replacement ✓ ✓ ✓ ✓ ✓ Vehicle Maintenance & Replacement ✓ ✓ ✓ ✓ ✓ CAPITAL PROJECT FUNDS Capital Project Fund ✓ ✓ ✓ ✓ Westlake Academy Expansion ✓ ✓ ✓ ACADEMIC FUNDS Westlake Academy ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ 56 G1I Section 2 Executive Budget Process The Town of Westlake staff is pleased to present the 2015/16 annual operating budget, which is the product of many hours of preparation as well as a response to ever-changing internal and external influences. The Town of Westlake's 2016 fiscal year begins on October 1, 2015 and ends September 30, 2016. It provides the framework to implement the Town's vision, mission and value statements as set out by the Town Council. BUDGET PREPARATION 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. 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. 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 following procedures, which are guided by generally accepted budgeting practices, has been established: • The annual operating budget presents appropriations of expenditures and estimates of revenues for all local government funds. These revenues include sales and use taxes, ad valorem property tax, citation revenue, franchise taxes, mixed beverage taxes, license and permit fees, development fees, sales of printed material, interest income, water and sewer utility revenue, duct bank leases, and miscellaneous revenues. • The annual operating budget illustrates expenditures, anticipated revenues, and the estimated impact on reserves. • Budgets for each department are broken down into specific cost components, including payroll/salaries, payroll related & benefits, supplies, services, insurance, repair & maintenance, rent & utilities, economic development incentives, and capital outlay. • Revenue projections are prepared for each revenue source based on an analysis of historical revenue trends and current fiscal conditions. • The budget process includes a multi-year projection of all required capital improvements. • Goals and objectives have been developed for each department and are incorporated into the evaluation of employees and performance of the organization. • A budget message summarizing local financial conditions and principal budget issues is presented to the governing council along with the annual budget. W Section 2 Executive Budget Process EFFECT OF PLANNING PROCESSES ON THE OPERATING BUDGET The Town of Westlake utilizes several planning processes that affect the development of the operating budget. Effective planning processes assist the Town in assessing the financial implications of current and proposed policies, programs, and assumptions. An effective plan illustrates the likely outcomes of particular courses of actions. W1 Type Of Description Of Budget Name Planning Process Planning Process Impact General Government Five-year operating plan Forecast of revenues, Allows for Long -Range to facilitate financial expenditures, service levels reallocation of Financial Forecast planning and staffing needs resources Facilities Capital Five-year plan by facility The prioritization of Stability of General Maintenance and maintenance activity departmental requests for fund appropriations or project projects along with known maintenance requirements Parks Capital Five-year plan by facility, Identifies, prioritizes and Stability of General Maintenance maintenance activity or schedules improvements to fund appropriations project parks, medians and grounds Street Maintenance Five-year plan to maintain Inspection, prioritization and Stability of General and improve roadways, scheduling of surface repair fund appropriations sidewalks, curbs and and preventive maintenance gutters of streets Vehicle and Five-year plan of Development of replacement Timing and sizing of Equipment scheduled vehicle and intervals based on equipment debt issues and Replacement heavy equipment age, usage, and lifetime payments replacement repair costs Computer Plan for the replacement Development of replacement Stability of General Replacement of computers and other intervals based on equipment fund appropriations technology items age, usage, and lifetime repair costs Capital Five-year plan of major Council identification of Predictable funding Improvements Plan infrastructure projects; prioritizing; costing; levels, debt service development and timing; financing and project planning improvements management W1 Section 2 Executive Budget Process BALANCED BUDGET As per State Law, current operating revenues, including Property Tax Reduction Sales Tax (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. BUDGET AMENDMENT PROCESS 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. 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. THE 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: • personnel costs • base budget for operations and maintenance costs • service level adjustments for increases of existing service levels or additional services • 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. Section 2 Executive Budget Process The Town Manager submits the budget to the Town Council. The Town's fiscal year begins each year on October I,' 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. Revenue Estimates for Budgeting: In order to maintain a stable level of services, the Town shall use a conservative, objective, and analytical approach when preparing revenue estimates. The process shall include analysis of probable economic changes and their impacts on revenues, historical collection rates, and trends in revenues. This approach should reduce the likelihood of actual revenues falling short of budget estimates during the year and should avoid mid -year service reductions. Central Control: Modifications within the operating categories (salaries, supplies, maintenance, services, capital, etc.) can be made with the approval of the Town Manager. Modifications to reserve categories and interdepartmental budget totals will be made only by Town Council consent with formal briefing and Council action. Planning: The budget process will be coordinated so as to identify major policy issues for Town Council by integrating it into the Council's overall strategic planning process for the Town. Each department shall have a multi-year business plan that integrates with the Town's overall strategic plan. 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. N Section 2 Executive Budget Process 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? In May, the Finance Department prepares such items as budget forms and instructions for estimating revenues and expenditures. Department heads submit proposed baseline expenditures for current service levels and any additional one-time or on-going request they may have for their department. A round -table meeting is subsequently held with the Town Manager, the finance staff and each department head for review. After all funding levels are established and agreed upon; the proposed budget is presented by the Town Manager to the Town Council. A public hearing on the budget is conducted in accordance with state and local law. This meeting is held after the Council has reviewed the budget during a workshop. The Town Council approves a level of expenditure (or appropriation) for each fund to go into effect on October 1 st, prior to the expenditure of any Town funds for that budget year. Budget Adoption: Upon the determination and presentation of the final iteration of the proposed budget as established by the Council, a public hearing date and time will be set and publicized. The Council will subsequently consider a resolution which, if adopted, such budget becomes the Town's Approved Annual Budget. The adopted budget will be effective for the fiscal year beginning October 1. The approved budget will be placed on the Town's web site. Budget Award: Each year the Council approved operating budget will be submitted annually to the Government Finance Officers Association (GFOA) for evaluation and consideration for the Award for Distinguished Budget Presentation. 62 Section 2 Executive Budget Process FY 15/16 BUDGET CALENDAR MAR * ORIENTATION AND OVERVIEW OF FY 2015/16 BUDGET PROCESS * FIVE YEAR PROJECTION SPREADSHEETS DISTRIBUTED FOR INPUT * FORMS FOR CAPITAL PROJECTS AND MAJOR MAINTENANCE AVAILABLE * REVIEW OF CALENDAR AND PROCESSES WITH COUNCIL * REVIEW OF OVERALL TOWN GOALS APR * YEAR-END ESTIMATE SPREADSHEETS DISTRIBUTED FOR FY 14/15 AMENDMENTS * FINANCE AMENDS FY 14/15 BUDGET- BECOMES BASE FY 15/16 * DEPARTMENTS ACCESS BUDGET TO REMOVE ONE TIME REVENUES AND EXPENDITURES * OPERATING BASELINE BUDGET AVAILABLE FOR EDITING * SERVICE LEVEL ADJUSTMENT FORMS AVAILABLE ON SHARED DRIVE MAY * DETAIL REVIEW BY FINANCE DEPARTMENT * GOALS AND OBJECTIVES AVAILABLE FOR EDITING ON SHARED DRIVE * TOWN MANAGER AND FINANCE BEGIN REVIEWS WITH DEPARTMENTS JUN * BUDGET MODULE OPEN FOR CHANGES TO BUDGETS PER REVIEWS * PRESENTATION OF 5 -YEAR FORECAST JUL * PREPARATION FOR BUDGET RETREAT * PREPARATION OF POWER POINT AUG * BUDGET RETREAT * PUBLISH NOTICE REGARDING CONSIDERATION OF PROPERTY TAX * BUDGET WORKSHOP * NOTICE FOR PUBLIC HEARINGS POSTED IN NEWSPAPER * PRESENT PROPOSED FY15/16 MUNICIPAL BUDGET TO COUNCIL SEP * PUBLISH NOTICE OF PUBLIC HEARING ON BUDGET * PUBLIC HEARING ON BUDGET * ADOPTION OF FY 15/16 OPERATING BUDGET AND TAX RATE OCT * FISCAL YEAR 2015/16 BEGINS 63 T4 -SIT is i�ct�,rctiaaa�� ��aa� 64 --7 T4 -SIT is i�ct�,rctiaaa�� ��aa� ALL FUNDS - ALL SOURCES COMBINED PROGRAM SUMMARY FISCAL YEAR 2015/2016 Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget Vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated REVENUES & OTHER SOURCES General Sales Tax On-going General Sales Tax One-time Property Tax Hotel Tax Charge for Services Donations Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Intergovernmental Contributions Misc Income Total Revenues Transfers In Other Sources Total Other Sources GF Academic Revenues GF Academic Other Sources Total Academic TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Economic Developmer Water Purchases Debt Total Operations & Maintenance Maintenance & Replacement Funds Capital Project Funds Transfers Out Other Uses Total Other Uses GF Academic Expenditures GF Academic Other Uses Total Academic TOTAL EXPENDITURES & OTHER USES $ 5,000,000 100,000 1,413,765 910,000 3,41 1,772 53,025 849,733 2,307,786 710,000 37,589 460,000 259,404 15,513,074 4,692,163 8,456,145 13,148,308 7,941,626 45,000 7,986,626 36,648,008 3,017,646 459,648 267,606 371,055 4,115,956 220,422 4,504,774 40,329 323,660 51 1, 641 187,000 1,280,600 2,350,209 9,418,634 13,5 50,990 418,080 5,414,435 5,883,505 4,692,663 4,692,663 7,851,667 45,000 7,896,667 32,007,424 $ 200,000 $ 4,347,868 $ 4,535,000 $ 4,800,000 377,976 100,000 100,000 1,353,355 1,376,063 1,424,594 796,480 777,000 890,000 3,037,689 3,278,520 3,287,434 210,129 225,796 233,382 51,601 50,500 50,500 795,322 795,383 809,270 1,175,075 1,460,500 1,561,350 730,442 670,000 690,000 32,377 27,490 25,168 3,540 1,280, 600 - 80,473 760,000 957,541 714,963 270,748 517,098 13,497,162 14,101, 204 15,112, 954 3,321,064 4,797,277 4,609,659 2,396,082 1,125,000 470,005 5,717,146 5,922,277 5,079,664 6,560,140 7,445,897 7,699,024 239,009 45,000 45,000 6,799,149 7,490,897 7,744,024 26,013,456 27,514,378 27,936,642 $ 5,000,000 100,000 1,413,765 910,000 3,41 1,772 53,025 849,733 2,307,786 710,000 37,589 460,000 259,404 15,513,074 4,692,163 8,456,145 13,148,308 7,941,626 45,000 7,986,626 36,648,008 3,017,646 459,648 267,606 371,055 4,115,956 220,422 4,504,774 40,329 323,660 51 1, 641 187,000 1,280,600 2,350,209 9,418,634 13,5 50,990 418,080 5,414,435 5,883,505 4,692,663 4,692,663 7,851,667 45,000 7,896,667 32,007,424 $ 200,000 2,263,599 2,862,360 2,719,210 314,296 456,028 413,616 194,757 226,713 234,261 202,719 283,131 291,041 2,975,371 3,828,232 3,658,128 210,129 225,796 233,382 2,634,188 3,352,971 4,602,144 36,062 36,404 40,329 260,233 314,675 316,775 454,441 468,812 469,617 147,680 170,000 185,000 1,048,218 1,280, 600 1,280,600 2,884,902 2,593,742 2,331,801 7,675,852 8,443,000 9,459,648 3 41,229 36,280 13,117,776 50,605 609,548 1,467,000 1,742,140 9,803,561 4,492,305 1,851,286 10,454,338 5,995,585 3,644,031 3,513,064 4,797,277 4,609,659 1,925,315 - - 5,438,379 4,797,277 4,609,659 6,733,873 7,554,617 7,570,239 - 45,000 45,000 6,733,873 7,599,617 7,615,239 33,277,814 30,663,712 28,986,705 $ 5,000,000 100,000 1,413,765 910,000 3,41 1,772 53,025 849,733 2,307,786 710,000 37,589 460,000 259,404 15,513,074 4,692,163 8,456,145 13,148,308 7,941,626 45,000 7,986,626 36,648,008 3,017,646 459,648 267,606 371,055 4,115,956 220,422 4,504,774 40,329 323,660 51 1, 641 187,000 1,280,600 2,350,209 9,418,634 13,5 50,990 418,080 5,414,435 5,883,505 4,692,663 4,692,663 7,851,667 45,000 7,896,667 32,007,424 EXCESS REVENUES OVER(UNDER) EXPENDITURES(7,264,357) 1 (3,149,334) (1,050,063) F 4,640,5841 1 5,690,646 542% FUND BALANCE, BEGINNING 24,210,1561 16,274,740 1 17,299,258 11 (1,050,063) -6% FUND BALANCE, ENDING $ 16,945,799 $ 13,125,406 $ 16,249,195 $ 20,889,7791 1 $ 4,640,584 29% 67 $ 200,000 4% - 0% (10,829) -1% 20,000 2% 124,338 4% - 0% 2,525 5% 40,463 5% 746,436 48% 20,000 3% 12,421 49% - 0% (497,541) -52% (257,694) -50% 400,120 3% 82,504 2% 7,986,140 1699% 8,468,764 167% 242,602 3% 83,004 0% 242,602 3% 9,111,486 33% EXCESS REVENUES OVER(UNDER) EXPENDITURES(7,264,357) 1 (3,149,334) (1,050,063) F 4,640,5841 1 5,690,646 542% FUND BALANCE, BEGINNING 24,210,1561 16,274,740 1 17,299,258 11 (1,050,063) -6% FUND BALANCE, ENDING $ 16,945,799 $ 13,125,406 $ 16,249,195 $ 20,889,7791 1 $ 4,640,584 29% 67 298,436 11% 46,032 11% 33,345 14% 80,015 27% 457,828 13% (12,960) -6% (97,371) -2% - 0% 6,885 2% 42,024 9% 2,000 1% - 0% 18,408 1% (41,014) 0% 416,814 3% 385 1% (1,324,060) -76% 3,563,149 192% 2,239,474 61% 83,004 2% - 0% 83,004 2% 281,428 4% - 0% 281,428 4% 3,020,719 10% EXCESS REVENUES OVER(UNDER) EXPENDITURES(7,264,357) 1 (3,149,334) (1,050,063) F 4,640,5841 1 5,690,646 542% FUND BALANCE, BEGINNING 24,210,1561 16,274,740 1 17,299,258 11 (1,050,063) -6% FUND BALANCE, ENDING $ 16,945,799 $ 13,125,406 $ 16,249,195 $ 20,889,7791 1 $ 4,640,584 29% 67 ALL FUNDS - ALL SOURCES COMBINING REVENUES, EXPENDITURES AND FUND BALANCE FISCAL YEAR 2015/2016 REVENUES AND OTHER SOURCES General Sales Tax Property Tax Hofel Tax Charge for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Total Other Sources Academic Revenues Academic Others Sources Total Academic TOTAL REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES Payroll Salaries Payroll Transfers Payroll Insurance Payroll Taxes Payroll Retirement Total Payroll & Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Economic Development Water Purchases Debt Total Operations 8 Maintenance TOTAL OPERATING EXPENDITURES Capital Outlay Maintenance & Replacement Capital Project Funds Total Capital Transfers Out Other Uses Total Other Uses Academic Expenditures Academic Others Uses Total Academic TOTAL NON-OPERATING Infernal S ectal Capital General Enter nse Debf GF -Westlake p• P P Service Revenue Project TOTAL Fund Funds Funds Funds Service Academy Funds 26,210 24,780 - - - - 50,990 $ 1,377,000- - - 490,920 - - - 133,507 - - - - 910,000 - - - 3,411,772 - - - - 5,241,000 490,920 1,609,534 1,202,078 - 1,881,050 3,906 - - 4,692,663 - 368,580 - 6,000 730,700 - - - 1,609,534 1,202,078 1,881,050 6,100 2,050 3,425 - - 17,144 - - 450,000 - - - 204,754 - 21,900 - - - 3,622,626 8,050 3,493,025 133,507 631,679 17,144 - 768,333 35,758 1,857,511 - 1,723,515 - - - - 8,456,145 768,333 35,758 1,857,511 10,179,660 - - - - 7,941,6261 - 7,986,626 3,622,626 776,383 3,528,783 1,991,018 7,986,626 10,196,804 26,210 24,780 - - - - 50,990 - - - 490,920 - - - 418,080 - 173,435 - - - 5,241,000 5,414,435 26,210 198,215 418,080 5,241,000 490,920 1,609,534 1,202,078 - 1,881,050 3,906 - - 4,692,663 - 368,580 2,400 - - 1,609,534 1,202,078 1,881,050 - 36,435 - - - - 187,000 - - - - - - - 45,000 - 35,758 2,011,094 - - 631,679 2,013,494 7,896,666 - 1,122,600 2,013,494 1,881,050 - 26,210 24,780 - - - - 50,990 - - 418,080 - - - - 418,080 - 173,435 - - - 5,241,000 5,414,435 26,210 198,215 418,080 5,241,000 5,883,505 1,609,534 1,202,078 - 1,881,050 - - - 4,692,663 1,609,534 1,202,078 1,881,050 4,692,663 - - - - 7,851;666 - 7,851,666 - - - - - 45,000 - 45,000 7,896,666 7,896,666 1,635,744 1,400,293 418,080 1,881,050 7,896,666 5,241,000 18,472,834 TOTAL EXPENDITURES AND OJWIES I8,146,779 5,287,754 418,080 3,003,650 2,013,494 7,896,666 5,241,000 32,00_, EXCESS REVENUES OVER (UNDER) 398,987 (1,665,128) 358,303 525,134 (22,476) 89,960 4,955,804 4,640,584 EXPENDITURES BEGINNING FUND BALANCE 6,808,755 4,117,310 510,977 1,462,319 22,476 1,153,303 2,174,055 16,249,195 ENDING FUND BALANCE $ 7,207,742 $ 2,452,182 $ 869,280 $ 1,487,452 $ 0 $ 1,243,264 $ 7,129,859 $ 20,889,779 •i Section 3 Financial Analysis Fund Overview All Funds Revenues and Transfers In Revenues and transfers in for FY 2015/16 are budgeted to be $36,648,008, a 33% increase of $9,111,486 from FY 14/15 estimated revenues and transfers in of $27,936,642. Revenues are budgeted at $15,513,074; a 3% increase of $400,120 o General Sales Tax - increased $200,000 o Permits and Fees - increased $746,436 o Charges for Services - increased $124,338 o Contributions - decreased $497,541 o Misc Income - decreased $257,694 • Other Sources are budgeted at $13,148,308; a 167% increase of $8,468,764 o Transfers In - increased $82,504 o Bond Proceeds - increased $7,986,140 • Academic Revenues are budgeted at $7,98,6626; a 3% increase of $242,602 Expenditures and Transfers Out Expenditures and transfers out for FY 2015/16 are budgeted to be $32,007,424, a10% increase of $3,020,719 from the FY 14/15 estimated expenditures and transfers out of $28,986,705. • Payroll and Related is budgeted at $4,115,956; a 13% increase of $457,828 o Wages - increased $298,436 o Insurances - increased $46,032 o Taxes - increased $33,345 o Retirement - increased $80,015 Operations and Maintenance is budgeted at $9,418,634; a .01 % decrease of $41,014 o Supplies - decreased $12,960 o Services - decreased $97,371 o Repair & Maintenance - increased $6,885 o Rent & Utilities - increased $42,024 o Economic Development - increased $2,000 o Debt - increased $18,408 • Capital is budgeted at $5,883,505; a 61% increase of $2,239,474 o Capital Outlay- increased $385 o Maintenance and Replacement Funds- decreased $1,324,060 o Capital Project Funds - increased $3,563,149 • Other Uses is budgeted at $4,692,663; a 2% increase of $83,004 o Transfers In - increased 83,004 • Academic Expenditures are budgeted at $7,986,667; a 4% increase of $281,428 .0 AD VALOREM PROPERTY TAX SIX YEAR ANALYSIS Fiscal Year 2015/2016 APPRAISED VALUES FY 10/11 Actual FY 11/12 Actual FY 12/13 Actual FY 13/14 Actual FY 14/15 Estimated FY 15/16 Adopted $ 1,040,676,349 $ 1,106,203,390 $ 1,224,659,971 $ 1,243,070,187 $ 1,272,169,255 $ 1,301,226,486 amount change 65,527,041 118,456,581 18,410,216 29,099,068 29,057,231 percentchange 6.30% 10.71% 1.50% 2.347. 2.28% NET TAXABLE VALUES FY 10/11 Actual FY 11 /12 Actual FY 12/13 Actual FY 13/14 Actual FY 14/15 Estimated FY 15/16 Adopted $ 850,963,378 $ 917,972,309 $ 862,968,337 $ 867,800,338 $ 901,648,714 $ 940,684,347 amount change 67,008,931 1 (55,003,972)1 4,832,001 1 33,848,376 1 39,035,633 percent chance 7.87% -5.99% 0.56% 3.90% 4.331 Residential $ 451,789,354 $ 463,311,801 $ 471,409,028 $ 494,062,920 $ 530,229,036 $ 573,040,585 Commercial $ 354,361,708 $ 398,732,749 $ 294,559,502 $ 288,880,663 $ 288,318,142 $ 313,254,102 Personal $ 72,900,417 $ 86,462,635 $ 115,049,496 $ 115,051,251 $ 110,305,420 $ 88,007,021 TOTAL TAX REVENUE GENERATED FY 10/11 Actual FY 11/12 Actual FY 12/13 Actual FY 13/14 Actual FY 14/15 Estimated FY 15/16 Adopted $ 1,257,246 $ 1,442,069 $ 1,366,542 $ 1,353,355 $ 1,426,249 $ 1,470,666 amount change 184,823 (75,527) (13,187) 72,894 44,417 percent change 14.70% -5.247. -0.96% 5.39% 3.11% TAX RATE DISTRIBUTION $ $ General Fund Debt Service TOTAL FY 10/11 Actual FY 11 /12 Actual FY 12/13 Actual FY 13/14 Actual FY 14/15 Estimated FY 15/16 Adopted 0.15620 0.13835 0.14197 0.13907 0.13710 0.13947 0.00390 0.01849 0.01487 0.01777 0.01924 0.01687 $ 0.16010 $ 0.15684 $ 0.15684 $ 0.15684 $ 0.15634 $ 0.15634 amount change (0.00326) 100% 100% (0.00050) - percent change -2.04% 0.00% 0.00% -0.32% 0.00% TAX RATE DISTRIBUTION % 70 FY 10/11 Actual FY 11/12 Actual FY 12/13 Actual FY 13/14 Actual FY 14/15 Estimated FY 15/16 Adopted General Fund 97.56% 88.21% 90.52% 88.67% 87.69% 89.21% Debt Service 2.44% 11.79% 9.48% 11.33% 12.31% 10.79% TOTAL 10070 100% 100% 100% 100% 100% 70 71 LAd Court Attorney Administrator P ublic Works Town Secretary Deputy Clerk Customer Service Marshal Asst Principal / Part Time Part Time W.A. Foundation Court Clerks J Court Judge Human Resources I HR r;onoralicr Information Technology WA Technician Police Services (contracted thru the Intern Communications Communication Specialist Fire Chief 3 Lieutenants 7 FTE Firefighter Paramedics 1.50 PT Firefighter Housing WA Technician w Part Ti— rl—k Planning & Development/ Building Inspector P ublic Works Town Secretary Technician Customer Service Coordinator Asst Principal / Athletic Director Part Time W.A. Foundation Clerk Representative Student Services Supervisor Administrator Facilities Maintenance Administrative / Parks & Recreation _ Staff WA Technician w Part Ti— rl—k Planning & Development/ Building Inspector 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 72 Nurse PYP Primary Principal PYP Teachers Librarian MYP Secondary Principal MYP Coordinator Academic Dean MYP Teachers DP Principal Coordinator Diploma Teachers College Counselor P ublic Works y Finance J Technician Customer Service Coordinator Executive Director W.A. Foundation Customer Service Representative Assistant Supervisor l Municipal y Academic 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 72 Nurse PYP Primary Principal PYP Teachers Librarian MYP Secondary Principal MYP Coordinator Academic Dean MYP Teachers DP Principal Coordinator Diploma Teachers College Counselor Personnel Position Summary All Years 73 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Dept Position change Actual Actual Estimated Adopted 11 Town Manager 1.00 1.00 1.00 1.00 - Assistant Town Manager - 0.75 0.90 1.00 0.10 Assistant to the Town Manager 0.75 - - - - Part -Time Interns 1.00 0.75 0.50 0.50 - 12 Planning & Development Director 1.00 1.00 1.00 1.00 - Customer Service Coordinator - 0.33 0.33 0.33 - Customer Service Representative - 0.33 0.33 0.33 - 13 Town Secretary 1.00 1.00 1.00 1.00 - Part -Time Clerk - - - 0.25 0.25 14 Fire Chief 1.00 1.00 1.00 1.00 - Lt. Firefighter/Paramedics 2.00 3.00 3.00 3.00 - Fire Marshal part-time - 0.75 0.75 0.75 - Firefighter/Paramedics FTE 6.00 6.00 7.00 8.00 1.00 Firefighter/Paramedics part-time 1.50 1.50 1.50 1.50 - 1 Court Administrator 0.25 0.25 0.10 - (0.10) Supervisor 1.00 1.00 1.00 1.00 - Deputy Clerk 1.00 1.00 1.00 1.00 - Judge 1.00 1.00 1.00 1.00 - Marshal 1.00 1.00 1.00 1.00 - Part -Time Clerk 0.50 0.50 1.00 1.00 - 16 Public Works Director 1.00 1.00 1.00 1.00 - Utility Technician 1.00 1.00 1.00 1.00 - Customer Service Coordinator - 0.33 0.33 0.33 - Customer Service Representative - 0.33 0.33 0.33 - 17 Facilities Maintenance Director 0.50 0.50 0.50 0.50 - PT Summer Technicians 0.25 0.25 0.25 0.25 - Administrative Assistant 0.33 - - 0.25 0.25 Customer Service Coordinator - 0.17 0.17 0.17 - Customer Service Representative - 0.17 0.17 0.17 - Finance Director 1.00 1.00 1.00 1.00 - Finance Supervisor 1.00 1.00 1.00 1.00 - Finance Assistant - - - - - Accounting Technicians 1.00 1.00 2.00 2.00 - 19 Parks & Recreation Director 0.50 0.50 0.50 0.50 - Customer Service Coordinator - 0.17 0.17 0.17 - Customer Service Representative - 0.17 0.17 0.17 - 20 Information Technology Director 0.25 - 1.00 1.00 - 21 Human Resources Director 0.75 1.00 1.00 1.00 - Part -Time Clerk 0.50 - - - - Administrative Assistant 0.34 - - - - HR Generalist - 1.00 1.00 1.00 - 22 Communications Director 1.00 1.00 1.00 1.00 - Specialist - 0.25 1.00 1.00 - 99 Westlake Academy 73.07 77.18 89.55 93.65 4.10 Grand Total All Positions 103.57 110.18 126.55 132.15 5.60 73 Section 3 Financial Analysis Personnel Summary Overview 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 is based on 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. PAYROLL & RELATED COSTS • Payroll related expenses comprise 13% of Combined All Funds expenditures with a total of $3,220,541. • This amount represents an 11 % increase of $327,130 from FY 14/15 estimated payroll expenditures of $2,893,411. Description FY 14/15 Estimated FY 15/16 Adopted Change Amount Change Percent Wages 2,719,210 3,017,646 298,436 11% Insurance 413,616 459,648 46,032 11% Taxes 234,261 267,606 33,345 14% Retirement 291,041 371,055 80,015 27% Transfers In (764,717) (895,415) (130,698 17% TOTAL $2,893,411 $3,220,541 $327,130 11% • This includes the following Maintain Staffing Market Additional Adjustments Employees 208,761 59,509 30,167 24,687 - 21,345 9,432 18,242 5,670 50,163 24,070 5,782 (54,800) (75,898 - $ 59,648 $ 175,175 1 $ 92,306 o An increase of $59,648 to maintain our current staffing levels. o An increase of $175,175 in market pay adjustments (inclusive of taxes and insurance) for work force retention and attraction. o Personnel additions totaling $92,306: ■ Full time firefighter/paramedic; start date of January 1, 2016. ■ Part time clerk for Town Secretary; start date no earlier than April 1, 2016. ■ Part time clerk for facilities/parks; start date no earlier than April 1, 2016. • All payroll and related expenditures are paid via the General Fund. Portions of these expenditures are subsidized by the Utility Fund and the Visitors Association Fund. o Total payroll transfers in are $895,414 o Utility Fund $404,494 o Visitors Association Fund $490,920 74 Section 3 Financial Analysis Personnel Summary Overview EMPLOYEE ALLOCATIONS BY DEPARTMENT • The total personnel staffing for the Town of Westlake in FY 2015-2016 is budgeted at 132.15 positions. • This represents an increase of 5.60 employees from the FY 2014-2015 total of 126.55. • Police Services continue to be outsourced and contracted through the Keller Police Department. Department Name Town Manager Planning & Development Town Secretary Emergency Services Municipal Court Public Works Facilities Maintenance Finance Department Park & Recreation Information Technology Human Resources Communications Municipal Employees Westlake Academy Total Employees FY 14/15 FY 15/16 Change Percent Estimated Adopted Amount of total 2.40 2.50 0.10 2% 1.67 1.67 - 1% 1.00 1.25 0.25 1% 13.25 14.25 1.00 11% 5.10 5.00 (0.10) 4% 2.67 2.67 - 2% 1.08 1.33 0.25 1 % 4.00 4.00 - 3% 0.83 0.83 - 1 % 1.00 1.00 - 1 % 2.00 2.00 - 2% 2.00 2.00 - 2% 37.00 38.50 1.50 297o 89.55 93.65 4.10 71% 126.55 132.15 5.60 4% 75 General Fund, Utility Fund, 3.19 2.4% Visitor Fund, 11 1% Academy, 93.65 70.9% Section 3 Financial Analysis Personnel Summary Overview EMPLOYEE ALLOCATIONS BY FUND EMPLOYEES BY CLASSIFICATION Department Name General Utility Visitor Westlake 2.00 Department Name Fund Fund Fund Academy TOTAL Town Manager 1.75 0.38 0.38 Emergency Services 2.50 Planning & Development 1.67 - - 1.00 1.67 Town Secretary 1.25 - 2.67 Facilities Maintenance 1.25 Emergency Services 14.25 Finance Department 4.00 - 14.25 Municipal Court 5.00 - 0.83 Information Technology 5.00 Public Works 0.50 2.17 - - 2.67 Facilities Maintenance 0.67 - 0.67 Westlake Academy 1.33 Finance Department 2.80 0.60 0.60 3.75 4.00 Park & Recreation 0.42 - 0.42 0.83 Information Technology 1.00 - - 1.00 Human Resources 1.90 0.05 0.05 2.00 Communications - - 2.00 2.00 Westlake Academy - - - 93.65 93.65 Total Employees 31.20 3.19 4.11 93.65 132.15 EMPLOYEES BY CLASSIFICATION Department Name Full Time Part Time TOTAL Town Manager 2.00 0.50 2.50 Planning & Development 1.67 - 1.67 Town Secretary 1.00 - 1.25 Emergency Services 12.00 2.25 14.25 Municipal Court 4.00 1.00 5.00 Public Works 2.67 - 2.67 Facilities Maintenance 1.33 - 1.33 Finance Department 4.00 - 4.00 Park & Recreation 0.83 - 0.83 Information Technology 1.00 - 1.00 Human Resources 2.00 - 2.00 Communications 2.00 - 2.00 Westlake Academy 93.65 - 93.65 Total Employees 128.40 3.75 132.15 76 Part Time, 3.75 , 2.8% Full Time, 128.40 , 97.2% 11 Section 3 Financial Analysis Personnel Summary Overview RATIO OF MUNICIPAL EMPLOYEES TO RESIDENTS At the end of FY 14/15 there is projectedto be 1,191 residents and 37 employees. This equals a ratio of 32.19 residents per each full-time equivalent employee. This is a decrease of 2.66 based on the FY 13/14 FTE postions of 33 and 1,150 residents. ❑ Munici Court 5.00 , ] Municipal Employees ■ Town Secretary, ❑ Infnrmation iology, 1,3% 4.00,10% ® Public Works, 2.67,7% 77 ■ Planning & Development, 1.67,4% ■ Facilities & Parks, 2.17,6% nan Resources 2.0015% nunications .00,5% lager, L.Jv, I% FY09/10 FY10/11 FY11/12 FY12/13 FY13/14 FY14/15 Change Position Actual Actual Actual Actual Estimated Estimated Municipal 28.50 28.75 29.50 30.50 33.00 37.00 4.00 Employees Westlake 847 992 1063 1109 1150 1191 41 Residents Residents per 29.72 34.50 36.03 36.36 34.85 32.19 (2.66) Employee ❑ Munici Court 5.00 , ] Municipal Employees ■ Town Secretary, ❑ Infnrmation iology, 1,3% 4.00,10% ® Public Works, 2.67,7% 77 ■ Planning & Development, 1.67,4% ■ Facilities & Parks, 2.17,6% nan Resources 2.0015% nunications .00,5% lager, L.Jv, I% Section 3 Financial Analysis Personnel Summary Overview MUNICIPAL EMPLOYEES BENEFITS COMPENSATION PLAN Municipal employee benefits have increased $159,392 (17%). This increase is caused by many factors, including the addition 1.5 additional employees and increases in wages for existing employees. Non -Exempt Positions All non-exempt (hourly) positions are eligible for overtime compensation. Bi -weekly wages are based on a 40 -hour work week (2,080 hours per year), equaling one full-time equivalent (FTE) position. There are 26 pay periods per year. This work schedule applies to all hourly regular, year- round employees, except for Fire/EMS employees. Non -Exempt Positions (Fire/EMS Department) Non-exempt (hourly) positions in the Fire/EMS Department are eligible for overtime pay. Pay periods are 15 days in length, and there are 24 pay periods per year. Full-time employees are scheduled to work five (5) 24-hour shifts per pay period, totaling 120 hours. Full-time employees are scheduled to work an average of 2,912 hours annually over 24 pay periods. Exempt Positions Exempt (salaried) positions are not eligible for overtime compensation. Salary amounts are not calculated or based on the number of hours worked. Exempt positions include managers and directors, and classifications are determined by Department of Labor guidelines. Fair Labor Standards Act (FLSA) The Fair Labor Standards Act established minimum wage, overtime, recordkeeping, and child labor standards and applies to all full-time and part-time employees. As amended in 1985, the FLSA provides the option for compensatory time in lieu of overtime compensation for non-exempt employees. Executive, administrative, and professional employees meeting Department of Labor exemption guidelines are exempt from FLSA overtime requirements. The Town will comply with the FLSA for all employees. FA FY 14/15 FY 15/16 Change Change Description Estimated Adopted Amount Percent Medical Insurance 368,355 411,919 1 43,565 1 12% Dental Insurance 24,681 26,087 1,406 6% LTD/AD&D/Life Insurance 20,581 21,641 1,061 5% Total Insurance 413,616 459,648 46,032 11% Social Security I 161,926 187,077 25,151 16% Medicare 37,823 1 43,697 5,873 16% Unemployment Taxes 3,060 1 3,914 854 28% Worker's Compensation 31,452 32,919 1,467 5% Total Taxes 234,261 267,606 33,345 14% TMRS 266,841 346,855 80,015 30% ICMA 457 Plan 24,200 24,200 - 0% Total Retirement 291,041 371,055 80,015 27% TOTAL EMPLOYEE BENEFITS $ 938,918 $1,098,310 $159,392 17% COMPENSATION PLAN Municipal employee benefits have increased $159,392 (17%). This increase is caused by many factors, including the addition 1.5 additional employees and increases in wages for existing employees. Non -Exempt Positions All non-exempt (hourly) positions are eligible for overtime compensation. Bi -weekly wages are based on a 40 -hour work week (2,080 hours per year), equaling one full-time equivalent (FTE) position. There are 26 pay periods per year. This work schedule applies to all hourly regular, year- round employees, except for Fire/EMS employees. Non -Exempt Positions (Fire/EMS Department) Non-exempt (hourly) positions in the Fire/EMS Department are eligible for overtime pay. Pay periods are 15 days in length, and there are 24 pay periods per year. Full-time employees are scheduled to work five (5) 24-hour shifts per pay period, totaling 120 hours. Full-time employees are scheduled to work an average of 2,912 hours annually over 24 pay periods. Exempt Positions Exempt (salaried) positions are not eligible for overtime compensation. Salary amounts are not calculated or based on the number of hours worked. Exempt positions include managers and directors, and classifications are determined by Department of Labor guidelines. Fair Labor Standards Act (FLSA) The Fair Labor Standards Act established minimum wage, overtime, recordkeeping, and child labor standards and applies to all full-time and part-time employees. As amended in 1985, the FLSA provides the option for compensatory time in lieu of overtime compensation for non-exempt employees. Executive, administrative, and professional employees meeting Department of Labor exemption guidelines are exempt from FLSA overtime requirements. The Town will comply with the FLSA for all employees. FA Section 3 Financial Analysis Personnel Summary Overview Salary Survey In the previous fiscal year, staff received a 3% across-the-board market adjustment. This adjustment was to coincide with the development of a comprehensive compensation plan. After issuing an RFP for a market survey and development of the compensation plan, staff determined that the market survey would be conducted internally, and the Town would continue to solicit the services of an independent consultant to complete the compensation plan in FY 15-16. The market survey utilized data from cities in the immediate geographical area, in addition to cities with similar demographics and citizen expectations of the high quality customer service. In previous years, the Town's salary survey focused on average actual salaries of other cities, rather than the respective pay ranges of the positions. The survey for FY 15-16 focused on the average midpoint of the pay ranges, rather than average actuals. From a policy perspective, this methodology brings municipal employees into alignment with the compensation policy we have utilized for some time with our academic employees, by being within 3 percent of the median of the market. The Town of Westlake salary survey has historically utilized data from the Waters Consulting Group. Data was gathered from this database in addition to data obtained directly from other cities. Where possible, data has been collected for comparable positions from a list of "core cities." 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 has also obtained from alternate cities in the DFW area to supplement data from the core cities in order to provide a sufficient sampling of the market in our geographical region. In FY 2015-2016, the methodology for our annual salary survey will be reviewed by an outside consultant in conjunction with the development of the compensation plan. The ultimate goal of the compensation plan is to attract and retain top talent, and utilize best practices in all systems and processes supporting the plan. AL Core Cities I Bedford Hurst Colleyville Keller Coppell Lewisville Euless North Richland Hills Flower Mound Roanoke Frisco Southlake Grapevine University Park W6 Alternate Cities im Burleson McKinney Cedar Hill Northwest ISD Denton Richland Hills Garland Highland Park Rockwall The Colony Lancaster White Settlement Keller ISD Section 3 Financial Analysis Personnel Summary Overview Pay Increases It is the policy of the Town of Westlake to conduct salary survey of surrounding cities. Salary adjustments will be made in order to remain competitive. Merit increases are awarded at the discretion of the Town Manager. At the Town Manager's discretion, employees may receive additional pay adjustments above the standard annual merit increase. In the event that additional pay adjustments are authorized, the authorization date will become the new anniversary date for future pay increases. This policy does not apply to one-time merit payments. All forms of compensation (including but not limited to; and pay increases, cost of living adjustments, merit pay, market adjustments, and position reclassifications) are subject to available funding and approved appropriation of the Town Council. Market Adjustments The Human Resources Department will conduct a yearly market analysis. If any market adjustment is approved, all pay ranges and steps will be adjusted accordingly on the first day of the fiscal year. The Town maintains a compensation plan for all employees, except the Town Manager, whose compensation is determined by the Town Council. In FY 15-16, the Town will utilize the services of a outside consultant to design and implement an employee compensation plan. This plan will be designed to meet the needs of the Town's unique organizational structure, and maintain a competitive compensation and benefit package. :1 r� E:I Section 3 Financial Analysis Forecast Narrative GOALS OF LONG-RANGE PLANNING The Long -Range Financial Forecast takes a forward look at the Town's revenues and expenditures. It sets the stage for the budget process, facilitating both Council and staff in establishing priorities and allocating resources appropriately. Forecasting gives the Council time to strategize as to course we may want to make financially, both in the short and long term. To maximize the benefit of long-range planning, Council has established the following goals: • Sustain existing programs at high service levels. • Maintain a healthy General Fund balance of at least 90 operating days annually. • Maintain competitive employee compensation within 3% of the median for the market. • Provide adequate and stable funding for street and KEY REVENUE DRIVERS Tax Rate Net Taxable Value Sales Tax Mixed Beverage Tax Franchise Fees Licenses & Permits Charges for Services Intergovernmental Revenues Fines & Forfeitures facility maintenance projects. Interest Income Its purpose is to identify financial trends, shortfalls, and issues so the Town can proactively address them. It does so by projecting out into the future the fiscal results of continuing the Town's current service levels and policies, providing a snapshot of what the future will look like as a result of the decisions made in the recent past. KEY EXPENDITURE DRIVERS The purpose of the forecast is to get an idea (based on Overtime Costs conservative assumptions) regarding what will happen in the Operating Supplies regional and state economy, and on near-term and long- Apparatus & Tools term revenue and expenditure drivers during the five (5) year Motor Vehicle Fuel planning period. The term "conservative" used in the context Maintenance of financial forecasting means revenues are forecast at low Travel, Training & Dues growth levels or even at a decline (depending on the Utility Costs revenue source). Professional Services Insurance Costs Expenditures, while not necessarily being forecast as Fleet Replacements declining, are generally forecast with a 2-3% escalation rate, depending on inflation. Forecasts generally have at least Capital Equipment Replacements 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. M Section 3 Financial Analysis Forecast Narrative It is important to remember 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. Fund balance - is a term used to describe the net position of governmental funds calculated in accordance with generally accepted accounting principles (GAAP). Budget professionals commonly use this same term to describe the net position of governmental funds calculated on a government's budgetary basis. 1. GAAP financial statements report up to five separate categories of fund balance based on the type and source of constraints placed on how resources can be spent (presented in descending order from most constraining to least constraining): a. nonspendable fund balance, b. restricted fund balance, c. committed fund balance, d. assigned fund balance, e. unassigned fund balance. The total of the amounts in these last three categories (where the only constraint on spending, if any, is imposed by the government itself) is termed unrestricted fund balance. 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. Use of Fund Balance - The Council delegates the responsibility to assign funds to the Town Manager or his/her designee. The Council shall have the authority to assign any amount of funds. Assignments may occur subsequent to fiscal year-end. The Council will utilize funds in the following spending order: Restricted, Committed, Assigned, Unassigned Fund Balance will be targeted to only be used with Council approval and can be only be used for the following: • Emergencies, • 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. ME Section 3 Financial Analysis Forecast Narrative FORECAST ASSUMPTIONS FY 2015-16 ADOPTED BUDGET REVENUES AND OTHER FINANCING SOURCES: ■ General Fund o Sales tax revenue is budgeted at a 4% increase ■ The Town's economic development funds appear to be stabilizing at approximately $17,000/monthly of which 50% must be returned. ■ One-time revenues and audit receipts have been conservatively estimated at $100,000 each. In prior years these two numbers have been anywhere from $100,000 to $1,000,000 combined; therefore, because of the uncertainly of the funds, we are conservative with these estimates. ■ On-going sales tax receipts are forecasted to increase by approximately 10% from FY 2014-2015 based on the prior years' trending. ■ Includes the Property Tax Reduction portion of the Sales tax receipts o Property tax revenue is estimated at $1,413,765 based on Certified Tax Roll and M&O tax rate of $.13947 per $100 of valuation. o No new gas well revenue is projected o No additional one-time revenues related to economic development agreements are anticipated to be received o Building permits/inspection/plan review fees are increased by 7% due primarily to the Granada and Entrada developments o Based on current year receipts, franchise fees are budgeted at a 5% increase EXPENDITURES AND OTHER FINANCING USES: • General Fund o Payroll and Related operating expenditures increased approximately 5.7% ■ This increase includes $327K in personnel changes which includes an increase in base costs of $50,085 to maintain our current staff levels along with $190,224 in market pay adjustments (inclusive of the taxes and insurance noted below) for work force attraction and retention. o $46,032 increase for medical, dental and life Insurance costs (1 1%) o $33,345 increase for social security and Medicare taxes (14%) o $80,015 increase for ICMA and TMRS costs (28%) ■ This increase also includes the following personnel changes o Full time firefighter/paramedic o Part time clerk for Town Secretary o Part time clerk for Facilities/Parks Department o Operating expenditures and transfers out decreased by $420K primarily due to the reduction of the transfer out to Debt Service Fund because more funds are being paid from 4B Economic Development fund based on projected sales tax. Section 3 Financial Analysis Forecast Narrative • Visitors Association Fund - Total expenditures and other uses increased by 10% primarily due to operating transfers related to payroll and the transition of a part-time Communication Specialist to full time and additional funds budgeted for marketing and web -site upgrade • Utility Fund - Total expenses and other uses increased 9% and is composed primarily of a $600K transfer from this fund to the Capital Projects Fund for the allocated use of the future municipal building. • CIP - Based on adopted CIP • All Funds - Includes all adopted maintenance projects and equipment replacement to maintain current level of service. FY 2015/2016 Fund Categories General Fund Enterprise Funds Internal Services Capital Funds Special Revenue Debt Service Westlake Academy Projected Total Total Beginning Revenues � Expenditures Fund And Other And Other Balance Sources Uses 6,808,755 8,545,767 8,146,779 4,1 17,310 3,622,626 5,287,754 510,977 776,383 418,080 2,528,345 10,927,504 5,365,000 1,108,029 2,798,083 2,879,650 22,476 1,991,018 2,013,494 1,153,303 7,986,626 7,896,666 Projected Ending Percent Fund Of Change Change Balance Total Amount Percent 7,207,742 35% 398,987 6% 2,452,182 12% (1,665,128) -40% 869,280 4% 358,303 70% 8,090,849 39% 5,562,504 220% 1,026,462 5% (81,566) -7% 0 0% (22,476) 0% 1,243,263 6% 89,961 0% TOTAL 16,249,195 36,648,008 32,007,424 20,889,779 100% 4,640,584 28.6% .s • Projected ending fund balance for FYI 5/16 is $20.889M; this is a 28.6% increase of $4.640M from the FY 2014-15 estimated budget. • Operating needs total $6.409M with capital projects at $5.562M. • This increase includes $1.769M transfers in from fund balance. o $600K transfer to Capital Project Fund from Utility Fund, o $82K from Visitors Association Fund o $1.05M payment to the City of Fort Worth. Section 3 Financial Analysis Forecast Narrative FORECAST ASSUMPTIONS FY 2016-2017 AND BEYOND PROJECTION REVENUES AND OTHER FINANCING SOURCES: • Sales tax revenue - increase 3% annually • Property tax revenue - currently increased 2% for current evaluation o Estimate value on the roll two years from date of permit for new construction- separate line -item on forecast • Other revenue -increase 2% annually o Building permits/inspection/plan review fees are currently only increased by 2%. o Breakout of additional building permits/fees/inspections based on Granada growth is reflected on separate line. o Anticipate commercial revenues of $1.0M in FY 19/20 EXPENDITURES AND OTHER FINANCING USES: • Includes all adopted maintenance projects and equipment replacement to maintain current level of service • Salary and wages increase by 3% annually • Payroll - increase by fire department personnel only until there are 4 per shift • Includes 5 -year personnel forecast • Includes capital projects impact to operating budget • Includes anticipated debt payments based on adopted CIP • Includes 5 -year technology plan • Other expenditures increase by 3% (excluding any one-time expenditures) • CIP based on adopted CIP • Reduces Fire Department current expenditure related to utilities, etc. in future years upon construction of Fire Station • Westlake Academy reserve - $30OK/annually (Student enrollment remains flat) • Transfer from GF to CPF of one-time permits from Entrada/Granada for FY 15-16 and subsequent years (Based on forecast ) • Granada lot fees of $1 OK/lot transferred to Westlake Academy Expansion for future construction • Annual transfers to maintenance and replacement funds FUND BALANCE ANALYSIS FORECASTED ENDING FUND BALANCE BY FUND CATEGORIES $18.710 Adopted FY 16-17 FY 17-18 5.8% FY 15-16 General Fund 7,207,742 7,439,962 6,583,165 Enterprise Funds 2,452,182 2,654,827 2,167,992 Internal Service Funds 869,280 961,716 1,433,106 Capital Project Funds 7,129,859 1,931,547 1,983,105 Special Revenue Funds 1,987,452 1,869,234 1,779,224 Debt Service Funds 0 0 0 Academic Funds 1,243,262 1,274,905 1,345,741 11 Section 3 Financial Analysis Forecast Narrative FY 18-19 FY 19-20 FY 20-21 6,003,906 6,337,615 5,589,347 2,673,738 3,169,245 3,787,245 1,780,498 2,336,894 2,792,959 3,830,629 2,995,454 3,497,289 1,675,293 1,562,561 1,813,607 0 0 0 1,351,404 1,291,300 1,229,995 ENDING FUND BALANCE $20,889,778 $16,132,191 $15,292,334 $17,315,467 $17,693,069 $18,710,442 J $20.890 FY 15-16 Ending Fund Balance - Five Year Forecast (shown in millions) 716.13 $15.292 FY 16-17 FY 17-18 FUND BALANCE CHANGES Ending Fund Balance $20.890 -W $16.132 Change $ from PY -$4.758 Change % from PY -22.8% $17.315 11$17.691M $18.710 FY 18-19 FY 19-20 FY 20-21 $15.292 * $17.315 -$0.840 $2.023 -5.2% 13.2% 87 $17.69M1 $18.710 $0.378 $1.017 2.2% 5.8% FIVE YEAR FORECAST AT -A -GLANCE Revenues/Other Sources Expenditures/Other Uses Beginning Fund Balance GENERAL FUND operating da s 8,545,767 (8,146,779) 6,805,755 33 7,400 (13,940) 141,789 $135,249 3,615,226 (5,273,814) 3,975,522 �$2,3�16,13�34 300,300 (45,000) 231,135 $486,435 357,750 (373,080) 211,508 $196,178 118,333 68,333 $186,667 :r 7,400 7,400 PROJECTION 7,400 7,400 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 9,369,793 8,332,690 8,645,366 9,945,772 9,095,465 (9,137,573) (9,189,487) (9,224,625) (9,612,063) (9,843,734) 7,207,742 $7,439,962 304 7,439,962 $6,583,165 157 6,553,165 $6,003,906 130 6,003,906 $6,337,615 ® 233 6,337,615 $5,589,347 199 7,400 7,400 7,400 7,400 7,400 (13,940) (13,940) (13,940) (13,940) (13,940) 135,249 128,709 122,169 115,629 109,089 $128,709 $122,169 $115,629 $109,089 $102,549 31687,531 31761,282 3,836,507 3,913,237 3,991,502 (3,478,346) (4,241,576) (3,324,222) (3,411,190) (3,366,962) 2,316,934 2,526,118 2,045,824 2,558,109 3,0601157 $2,526,118 $2,045,824 $2,558,109 $3,060,157 $3,684,697 148,333 148,333 148,333 148,333 140,000 300,303 300,306 300,309 300,312 300,315 (187,500) (90,000) (90,000) (135,000) (90,000) 486,435 599,235 809,544 1,019,853 1,185,165 $599,238 $809,544 $1,019,853 $1,185,165 $1,395,481 478,750 478,750 478,750 478,750 478,750 (597,450) (316,000) (340,000) (236,000) (273,000) 196,178 77,478 240,228 378,978 621,728 $77,478 $240,228 $378,978 $621,728 $827,478 148,333 148,333 148,333 148,333 140,000 (50,000) (50,000) (150,000) - (100,000) 186,667 285,000 383,333 381,667 530,000 $285,000 $383,333 $381,667 $530,000 $570,000 9,746,304 904,187 304,161 2,585,019 205,451 201,330 (5,241,000) (6,643,000) (703,105) (1,037,998) (1,341,131) - 1,733,939 6,239,243 500,430 101,486 1,648,507 512,827 $6,239,243 $500,430 $101,486 $1,648,507 $512,827 $714,157 450,500 540,501 450,502 300,503 300,504 300,505 $0 440,117 890,617 1,431,118 1,881,620 2,182,123 2,482,627 $890,617 $1,431,118 $1,881,620 $2,182,123 $2,482,627 $2,783,132 730,700 157,541 - - - - (124,000) (157,541) (372,844) (372,844) (372,844) - 354,290 960,990 960,990 588,146 215,301 (157,542) $960,990 0•0$4,045,931 $960,990 $588,146 $215,302 -$157,542 $2,837,912 -$157,542 $3,339,747 1,362,250 1,400,103 1,439,091 1,479,248 1,520,611 (1,362,250) (1,400,103) (1,439,091) (1,479,248) (1,520,611) SO $0 $0 $0 $0 731,760 646,646 501,661 506,809 512,093 (731,760) (646,646) (501,661) (506,809) (512,093) $0 $0 $0 $0 $0 25 25 25 25 25 13,690 13,715 13,740 13,765 13,790 $13,715 $13,740 $13,765 $13,790 $13,815 866,300 1,283,130 1,300,297 1,317,807 1,335, 667 (984,544) (1,000,320) (1,031,409) (1,057,719) (1,084,646) 1,012,772 894,528 1,177,338 1,446,226 1,706,313 $894,528 r: $1,177,338 $1,446,226 $1,706,313 i ,103 $1,957,334 $1,971,149 Revenues/Other Sources 1,991,018 2,494,855 2,492,090 2,491,944 2,663,608 2,661,111 Expenditures/Other Uses (2,013,494) (2,494,855) (2,492,090) (2,491,944) (2,663,608) (2,661,111) Be innin Fund Balance 22,476 0 0 0 0 0 DEBT SERVICE FUNDr r r r Revenues/Other Sources 7,986,626 7,942,058 7,950,784 7,955,332 7,959,984 8,119,184 Expenditures/Other Uses (7,596,666) (7,910,415) (7,879,949) (7,949,669) (5,020,088) (8,180,459) Be innin Fund Balance 1,153,302 1,243,262 1,274,905 1,345,741 1,351,404 1,291,300 ACADEMIC SERVICE FUND $1,274,905 $1,345,741 $1,351,404 $1,291,300 $1,229,995 ENDING FUND BALANCE ® $ 16,132,191 $ 15,292,334 $ 17,315,467 $ 17,693,069 $ 18,710,442 88 TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds Bring to Market 100%; Additional Staff Delayed in 15/16; 1 firefighter in 16/17 No additional beverage/sales tax on new commercial DESCRIPTION 2 3 4 5 ll -IS FY 18-19 FY 1940 FY 20.21 Sales Tax (ongoing 100% minus one time) 5,198,410 3.0% 4,900,000 Sales Tax (audit/one-time) 200,000 fixed 200,000 Sales Tax- additional due to commercial 200,000 2.0% 0 Sales Tax Allocation to 4B 51,000 linked (1,275,000) Sales Tax Allocation to ED (1,388,591) 3.0% (102,000) Sales Tax Subtotal (108,212) (111,458) 3,723,000 Property Tax 3,830,190 2.0% 1,280,258 Additional Property Tax residential 1,305,863 0 Additional Property Tax commercial 1,413,508 0 Property Tax Subtotal 261,792 309,709 1,280,258 Liquor Permit Fees 10 2.0% 3,310 Other Misc Permits 10 2.0% 1,450 EMS Revenues 14 2.0% 136,500 Firefighter Equipment Fees 14 2.0% 2,000 Fire Code Inspections 14 2.0% 525 EMS Permit/Inspection Fees 14 2.0% 13,650 Court Administrative Fees 15 2.091 81800 Total Permits and Fees OTHER DEPTS 2,208 536 166,235 Reforestation Tree Escrow 12 2.0% 5,100 Grading/Excavation Permits 12 2.0% 22,889 Gas Well Misc Fees 12 2.0% 22,950 Insurance & Surety Review Fees 12 0.0% 3,000 Renewal Fees 12 0.0% 1,000 Engineer Review/Civil 12 2.0% 15,000 Development Fees 12 2.0% 44,829 Contractor Registration Fees 12 2.0% 14,523 Inspection/Plan Reviews 12 2.0% 204,000 Building Permits 12 2.0% 139,155 Increased permits/fees for Granada 1,000 1,000 479,850 Increased permits/fees for Entrada residential 16,236 100,665 Increased permits/fees other lots residential 47,573 351,890 Major Commerical - Entrada commercial 15,110 0 Small Commercial - Entrada commercial 208,080 0 Major Commerical - All Other commercial 225,232 0 Total Permits and Fees P&D DEPT 12 ONLY 147,672 150,626 1,404,851 Flex Plan Gain 10 1.0% 0 Facility Rental 10 2.0% 4,450 Parking Lot Rental 10 2.0% 13,000 Special Events 10 1.0% 2,750 Insurance Refund/Equity Return 10 0.0% 9,800 Misc Revenue Dept 10 10 1.0% 2,500 Misc Revenue Dept 12 12 1.0% 250 Misc Income 0 2,246,759 32,750 AT&T/SBC 1,944,841 2.0% 318,150 Verizon 0 2.0% 52,242 TXU/Atmos Gas 4,630 2.0% 47,828 Charter 13,260 2.0% 1,258 One Source 14,353 2.0% 4,594 Southwestern Bell 2,862 1.0% 184 Tri -County Electric 9,800 2.0% 349,965 Trinity Waste/AWIN Mgmt 2,550 2.0% 27,313 Misc. Franchise Fees 253 2.0% 48,200 Franchise Fees 263 33,154 849,733 Beverage Tax 34,412 2.0% 53,025 Fines & Forfeitures (Court) 337,623 0.0% 710,000 Interest 54,353 2.0% 8,870 Contributions 48,784 2.0% 10,000 Other Revenues 52,805 1,283 781,895 Transfer In - UF 500 Impact 1,361 linked 37,500 Transfer In - OF (Loan repymt of $500K plus int) 4,875 4,972 256,245 Transfer In - VA 220 Dept 22 187 3.091. 13,300 Transfersln 356,964 364,104 307,045 Dotal Revenues & Transfers In 386,390 L 8,545,767 5,047,000 5,198,410 5,354,362 5,514,993 5,680,443 200,000 200,000 200,000 200,000 200,000 0 0 50,000 51,000 52,020 (1,311,750) (1,349,603) (1,388,591) (1,428,748) (1,470,111) (105,060) (108,212) (111,458) (114,802) (118,246) 3,830,190 3,940,596 4,104,314 4,222,443 4,344,106 1,305,863 1,331,980 1,358,620 1,385,792 1,413,508 82,260 178,299 261,792 309,709 347,137 0 0 105,485 105,485 105,485 1,388,123 1,510,279 1,725,897 1,800,986 1,866,130 3,376 3,444 3,513 3,583 3,655 1,479 1,509 1,539 1,570 1,601 139,230 142,015 144,855 147,752 150,707 2,040 2,081 2,122 2,165 2,208 536 546 557 568 580 13,923 14,201 14,485 14,775 15,071 8,976 9,156 9,339 9,525 9,716 169,560 172,951 176,410 179,938 183,537 5,202 5,306 5,412 5,520 5,631 23,347 23,814 24,290 24,776 25,271 23,409 23,877 24,355 24,842 25,339 3,000 3,000 3,000 3,000 3,000 1,000 1,000 1,000 1,000 1,000 15,300 15,606 15,918 16,236 16,561 45,726 46,640 47,573 48,524 49,495 14,813 15,110 15,412 15,720 16,035 208,080 212,242 216,486 220,816 225,232 141,938 144,777 147,672 150,626 153,638 383,880 0 0 0 201,330 301,995 201,330 201,330 201,330 223,930 159,950 159,950 159,950 159,950 731,981 0 0 0 0 223,823 0 0 0 0 0 0 0 1,072,500 0 2,246,759 953,316 862,399 1,944,841 882,482 0 0 0 0 0 4,539 4,630 4,722 4,817 4,913 13,260 13,525 13,796 14,072 14,353 2,778 2,805 2,833 2,862 2,890 9,800 9,800 9,800 9,800 9,800 2,525 2,550 2,576 2,602 2,628 253 255 258 260 263 33,154 33,566 33,985 34,412 34,847 324,513 331,003 337,623 344,376 351,263 53,287 54,353 55,440 56,549 57,680 48,784 49,760 50,755 51,770 52,805 1,283 1,309 1,335 1,361 1,389 4,686 4,779 4,875 4,972 5,072 186 187 189 191 193 356,964 364,104 371,386 378,813 386,390 27,859 28,417 28,985 29,565 30,156 49,164 50,147 51,150 52,173 53,216 866,726 884,058 901,738 919,771 938,164 54,086 55,167 56,271 57,396 58,544 710,000 710,000 710,000 710,000 710,000 9,047 9,228 9,413 9,601 9,793 10,200 10,404 10,612 10,824 11,041 783,333 784,799 786,295 787,821 789,378 38,250 39,015 39,795 40,591 41,403 0 0 0 0 0 13,699 14,110 14,533 14,969 15,418 51,949 53,125 54,329 55,560 56,821 k 9,369,793 8,332,690 8,645,366 9,945,772 9,095,465 Payroll Salaries 3.0% (2,867,659) (2,953,689) (3,042,299) (3,133,568) (3,227,575) (3,324,403) Payroll Insurance (Health/Dental/Life) 11.5% (459,648) (512,508) (571,446) (637,162) (710,436) (792,136) Payroll Taxes (SSM/WC/TWC) 3.0% (267,606) (275,635) (283,904) (292,421) (301,193) (310,229) Payroll Retirement (TMRS/ICMA) 2.0% (371,055) (378,476) (386,046) (393,767) (401,642) (409,675) Payroll Transfers In 3.0% 895,415 922,277 949,945 978,444 1,007,797 1,038,031 Staff Forecast - TS Clerk (15/16) 0.50000 3.0% (20,303) (20,912) (21,539) (22,186) (22,851) (23,537) Staff Forecast- Firefighter(2) 15/16 1.00000 3.0% (102,410) (105,482) (108,647) (111,906) (115,263) (118,721) Staff Forecast- FM Clerk (15/16) 0.62500 3.0% (27,274) (28,092) (28,935) (29,803) (30,697) (31,618) Staff Forecast- Firefighter(3) 16/17 1.00000 3.0% 0 (105,482) (108,646) (111,906) (115,263) (118,721) Total Payroll and Related (3,220,541) (3,457,999) (3,601,517) (3,754,275) (3,917,124) (4,091,009) Service (inc CP operational impact for 14-15) 3.0% (2,205,434) (2,271,597) (2,339,744) (2,409,937) (2,482,235) (2,556,702) Service(K-5 Westlake reserve slots) (300,000) (300,000) (300,000) (300,000) (300,000) (300,000) Additional Plan Review/Insp Expenditure $3K/lot 0 (126,000) (81,000) (54,000) (54,000) (54,000) Additional Infrastructure Inspection Expenditure 0 (100,000) Total Service Expenditures (2,505,434) (2,797,597) (2,720,744) (2,763,937) (2,836,235) (2,910,702) a TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds Bring to Market 100%; Additional Staff Delayed in 15/16; 1 firefighter in 16/17 No additional beverage/sales tax on new commercial DESCRIPTION 6,808,755 7,207,742 1 2 3 4 5 7,207,742 7,439,962 6,583,165 16-17 ll -IS FY 18-19 FV 19-20 _ FY 20-21 Office Rent (70% of total $242,860) 3.0% (141,706) (145,957) (150,336) (154,846) (159,492) (164,276) Additional needed for proposed RENT 5,678,477 6,005,677 0 (19,666) (15,156) (10,510) (5,726) Electric Service (70% of $4071) 3.0% (22,000) (22,660) (23,340) (24,040) (24,761) (25,504) Electric Service - Fire Station 3.0% (4,430) (4,563) (4,700) (4,841) (4,986) (5,136) Electric Service -Public Works 3.0% (1,700) (1,751) (1,804) (1,858) (1,913) (1,971) Electric Service - Parks/Rec 3.0% (8,780) (9,043) (9,315) (9,594) (9,882) (10,178) Electric Service - Parchamn 3.0% (20) (21) (21) (22) (23) (23) Telephone Service -Town 3.0% (5,750) (5,923) (6,100) (6,283) (6,472) (6,666) Telephone Service - Fire Dept 3.0% (4,295) (4,424) (4,557) (4,693) (4,834) (4,979) Telephone Service -Court 3.0% (350) (361) (371) (382) (394) (406) Internet Service - Town 3.0% (7,600) (7,828) (8,063) (8,305) (8,554) (8,810) Internet Service - Fire Dept 3.0% (850) (876) (902) (929) (957) (985) Internet Service - Court 3.0% (2,387) (2,459) (2,532) (2,608) (2,687) (2,767) Internet Service - Facilities 3.0% (500) (515) (530) (546) (563) (580) Water Service - Town 3.0% 0 0 0 0 0 0 Water Service - Fire Dept 3.0% (2,450) (2,524) (2,599) (2,677) (2,757) (2,840) Water Service - ROW Irrigation 3.0% (135,000) (139,050) (143,222) (147,518) (151,944) (156,502) Water Service - Parks&Rec 3.0% (575) (592) (610) (628) (647) (667) Gas Service - Town 3.0% 0 0 0 0 0 0 Gas Service - Fire Station 3.0% (1,500) (1,545) (1,591) (1,639) (1,688) (1,739) Total Rent & Utilities (339,893) (350,090) (380,259) (386,566) (393,063) (399,755) Supplies 3.0% (207,816) (214,050) (220,472) (227,086) (233,898) (240,915) Insurance 3.0% (33,229) (34,226) (35,253) (36,310) (37,399) (38,521) Repair&Maintenance 3.0% (167,445) (172,468) (177,642) (182,972) (188,461) (194,115) Capital Operating Impact- Parks/Rec Project 0 (6,323) (6,513) (6,708) (6,909) (7,117) Capital Operating Impact - Facilities Project 0 (6,550) (264,197) (224,872) (226,019) (232,800) Capital Operating Impact- Roads Project 0 (5,305) (5,464) (10,568) (10,885) (11,212) Total Operating Expenditures (408,490) (438,922) (709,541) (688,516) (703,572) (724,679) Debt (repayment to BBP loan 1) (36,678) (36,678) (36,678) (36,678) (36,678) (36,678) Total Debt (36,678) (36,678) (36,678) (36,678) (36,678) (36,678) Capital Outlay 3.0% (26,210) (26,996) (27,806) (28,640) (29,500) (30,385) Total Capital (26,210) (26,996) (27,806) (28,640) (29,500) (30,385) Transfer Out - ED 210 (35,758) 0 0 0 0 0 Transfer Out -GMR 600 (350,000) (475,000) (475,000) (475,000) (475,000) (475,000) Transfer Out -VMR 605 (110,000) (140,000) (140,000) (140,000) (140,000) (140,000) Transfer Out - DS (Including 5 -year CIP) (440,261) (380,349) (350,775) (303,665) (428,381) (387,322) Transfer Out- DS (for Academy Exp $8.5M) 0 (448,732) (445,172) (446,018) (451,180) (446,875) Transfers Out - Operating (936,019) (1,444,082) (1,410,947) (1,364,683) (1,494,561) (1,449,196) Transfer Out - CP 410 (93,000) 0 0 0 0 0 Transfer out - CP 410-(Entrada/Granada fees) .J E (580,515), r& (585,210) (301,995) (201,330) (201,330) (201,330) Transfers Out - Non Operating (673,515) (585,210) (301,995) (201,330) (201,330) (201,330) Total Expenditures & Transfers Out AM 1 (8,146,779) (9,137,573) (9,189,487) (9,224,625) (9,612,063) (9,843,734) 398,987 1 232,220 (856,797) (579,260) 333,71( Beginning Fund Balance 6,808,755 7,207,742 7,439,962 6,583,165 6,003,906 6,337,615 Ending Fund Balance 7,207,742 7,439,962 6,583,165 6,003,906 6,337,615 5,589,347 Restricted/Committed/Assigned 2.0% 306,659 312,792 319,048 325,429 331,938 338,576 Unassigned Ending Balance 6,901,083 7,127,170 6,264,117 5,678,477 6,005,677 5,250,770 $ per Dayfor Operations (Inducing GMR transfer) 20,329 23,431 24,349 24,721 25,783 26,418 Operating Days 339 304 257 230 233 ad ERAL FUND TOTAL 8,332,690 Total Revenues & Transfers in 8,545,767 Total Expenditures & Transfers Out (8,146,779) NET R&TI Over(Under) E&TO Beginning Fund Balance 6,808,755 Ending Fund Balance 7,207,742 Restricted/Committed/Assigned 306,659 Unassigned Ending Balance 6,901,083 $ per Day for Operations 20,329 Operating Days 339 9,369,793 8,332,690 8,645,366 9,945,772 9,095,465 (9,137,573) r (9,189,487) (9,224,625) r (9,612,063) r (9,843,734) (748,268) 7,207,742 7,439,962 6,583,165 6,003,906 6,337,615 7,439,962 6,583,165 6,003,906 6,337,615 5,589,347 312,792 319,048 325,429 331,938 338,576 7,127,170 6,264,117 5,678,477 6,005,677 5,250,770 23,431 24,349 24,721 25,783 26,418 304 257 230 233 199 all TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds Bring to Market 100%; Additional Staff Delayed in 15/16; 1 firefighter in 16/17 No additional beverage/sales tax on new commercial DESCRIPTION 2.0% 2,516,326 2 3 4 5 2.0% 43,000 Waste Management ll -IS FY 18-19 FY 19-20 FY 20-21 722,817 Sewer Revenue - Keller 2.0% 1,248 Water Tap Fees 2.0% �CEMETERY, Sewer Tap Fees 2.0% 10,764 Fort Worth Impact fees 2.0% 37,500 Revenues 0.0% 7,400 7,400 7,400 7,400 7,400 7,400 Expenditures 0.0% (13,940) (13,940) (13,940) (13,940) (13,940) (13,940) NET R&TI • • Insurance Refund/Equity Return 4 4 4 4 4 Beginning Fund Balance 141,789 135,249 128,709 122,169 115,629 109,089 Ending Fund Balance 135,249 128,709 122,169 115,629 109,089 102,549 Restricted/Committed/Assigned 135,249 128,709 122,169 115,629 109,089 102,549 Unassigned Ending Balance 3.0% (500) Water - Pump Station 3.0% (20,600) Electric - Pump Station Water Revenue 2.0% 2,516,326 DS - Hillwood Service Area 2.0% 48,000 DS - Town Service Area Accts 2.0% 43,000 Waste Management 2.0% 5,252 Sewer Revenue - Westlake 2.0% 722,817 Sewer Revenue - Keller 2.0% 1,248 Water Tap Fees 2.0% 19,916 Sewer Tap Fees 2.0% 10,764 Fort Worth Impact fees 2.0% 37,500 Meter Repair & Replacement 2.0% 1,970 Interest Income 2.0% 6,000 Duct Bank Leases 2.0% 30,964 TRA Wastewater Settle -Up 2.0% 91,655 Duct Bank Permit Fees - other 2.0% 74,400 Insurance Refund/Equity Return 2.0% 1,650 Misc Revenue Dept 16 2.0% 3,765 Total Revenues & Transfers In 2,175 3,615,226 PR Transfer Out 3.0% (404,494) Office Rent (15% of total $242,860) 3.0% (30,675) Electric Service (15% of $4071) 3.0% (3,560) Telephone Service Dept 10 3.0% (1,100) Telephone Service Dept 16 3.0% (2,000) Internet Service 3.0% (1,600) Water Service -Town 3.0% (500) Water - Pump Station 3.0% (20,600) Electric - Pump Station 3.0% (72,100) Electric - Lift Station 3.0% (2,678) Gas Service Dept 10 3.0% (500) Capital Outlay 3.0% (24,780) Insurance 3.0% (7,100) Repair&Maintenance 3.0% (149,000) Service 3.0% (572,135) Supplies 3.0% (8,200) Fort Worth Payment 0.0% (1,050,000) Water Purchases 3.0% (890,000) Water Service Charge 3.0% (600) Peak Payment 3.0% (390,000) Transfer Out - UMR 510 fixed (300,000) Transferto Capital Project for Municipal Bldg (1/3) (515) (600,000) Transfer Out -VMR Fund 605 linked (8,333) Transfer Out -GF 100 Loan Repayment linked (256,245) Transfer Out- GF 100 Impact Fees linked (37,500) N1 Sewer Line Transfer 0.0% (96,435) Meter Reading Equipment 0.0% (77,000) DS- Principal Keller OH Storage (3,014) (99,336) DS- Interest Keller OH Storage (530) (20,542) DS- Hillwood Service Area 3.0% (48,240) DS - Town Service Area 3.0% (43,215) DS - Principal - 2013 CO Ground Storage Tank $1.025M (21,450) DS - Interest - 2013 CO Ground Storage Tank (7,991) (33,896) Total Expenditures &Transfers Out NET R&TI Over(Under) E&TO (158,074) (5,273,8141 Beginning Fund Balance (172,732) 3,975,522 Ending Fund Balance (625,187) 2,316,934 Restricted/Committed/Assigned 2.0% 1,268,625 Unassigned Ending Balance (9,229) r 1,048,309 2,566,652 2,617,985 2,670,345 2,723,752 2,778,227 48,960 49,939 50,938 51,957 52,996 43,860 44,737 45,632 46,545 47,475 5,357 5,464 5,573 5,685 5,799 737,273 752,018 767,059 782,400 798,048 1,273 1,298 1,324 1,351 1,378 20,314 20,721 21,135 21,558 21,989 10,979 11,199 11,423 11,651 11,884 38,250 39,015 39,795 40,591 41,403 2,009 2,050 2,091 2,132 2,175 6,120 6,242 6,367 6,495 6,624 31,583 32,215 32,859 33,516 34,187 93,488 95,358 97,265 99,210 101,195 75,888 77,406 78,954 80,533 82,144 1,683 1,717 1,751 1,786 1,822 3,840 3,917 3,995 4,075 4,157 3,687,531 3,761,282 3,836,507 3,913,237 3,991,502 (416,629) (429,128) (442,002) (455,262) (468,920) (31,595) (32,543) (33,519) (34,525) (35,561) (3,667) (3,777) (3,890) (4,007) (4,127) (1,133) (1,167) (1,202) (1,238) (1,275) (2,060) (2,122) (2,185) (2,251) (2,319) (1,648) (1,697) (1,748) (1,801) (1,855) (515) (530) (546) (563) (580) (21,218) (21,855) (22,510) (23,185) (23,881) (74,263) (76,491) (78,786) (81,149) (83,584) (2,758) (2,841) (2,926) (3,014) (3,105) (515) (530) (546) (563) (580) (25,523) (26,289) (27,078) (27,890) (28,727) (7,313) (7,532) (7,758) (7,991) (8,231) (153,470) (158,074) (162,816) (167,701) (172,732) (589,299) (606,978) (625,187) (643,943) (663,261) (8,446) (8,699) (8,960) (9,229) (9,506) 0 (1,000,000) 0 0 0 (916,700) (944,201) (972,527) (1,001,703) (1,031,754) (618) (637) (656) (675) (696) (401,700) (413,751) (426,164) (438,948) (452,117) (300,000) (300,000) (300,000) (300,000) (300,000) (316,667) 0 0 0 0 (8,333) (8,333) (8,333) (8,333) 0 0 0 0 0 0 (38,250) (39,015) (39,795) (40,591) (41,403) 0 0 0 0 0 0 0 0 0 0 (104,143) (108,950) (113,756) (120,165) 0 (16,395) (11,986) (7,393) (2,523) 0 (49,687) (51,178) (52,713) (54,295) (55,923) (44,511) (45,847) (47,222) (48,639) (50,098) (22,000) (22,000) (22,550) (23,650) (23,650) (33,461) (33,021) (32,576) (32,114) (31,582) (3,478,346) r• (4,241,576) ,:r (3,324,222) (3,411,190) r r,•,i (3,366,962) 2,316,934 2,526,118 2,045,824 2,558,109 3,060,157 2,526,118 2,045,824 2,558,109 3,060,157 3,684,697 270,197 1,272,982 276,211 281,386 161,253 2,255,921 772,842 2,281,898 2,778,771 3,523,444 TOTALNPRISE FUND Total Revenues & Transfers in 3,622,626 3,694,931 3,768,682 3,843,907 3,920,637 3,998,902 Total Expenditures & Transfers Out NET R&TI • • (5,287,754) (3,492,286) 202,645r (4,255,516) (3,338,162) (3,425,130) r• (3,380,902) 618,000 Beginning Fund Balance 4,117,310 2,452,182 2,654,827 2,167,992 2,673,738 3,169,245 Ending Fund Balance 2,452,182 2,654,827 2,167,992 2,673,738 3,169,245 3,787,245 Restricted/Committed/Assigned 1,403,874 398,906 1,395,151 391,839 390,474 263,802 Unassigned Ending Balance - ® 778 771 3,523,444 N TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds Bring to Market 100%; Additional Staff Delayed in 15/16; 1 firefighter in 16/17 No additional beverage/sales tax on new commercial DESCRIPTION 2 3 4 5 17 -IS FY 15-19 FY 19-20 FY 20-21 Revenues 1.0% 300 Transfers In - OF 500 linked 300,000 Total Revenues & Transfers In 6,000 Expenditures linked (45,000) Transfers Out Insurance Proceeds Total Expenditures & Transfers Out - NET R&T1 • - • Beginning Fund Balance rr 231,135 Ending Fund Balance 486,435 Restricted/Committed/Assigned 486,435 Assigned Ending Balance (projected) 68,333 Misc Income Receivable 1.0% - Firefighter Equipment Fees Transfer in from OF 500 6,000 Interest Income 300,000 1,750 Insurance Proceeds Dept 15 Court Vehicle - Transfer in from GF - 350,000 Other Sources Total Expenditures & Transfers Out - Total Revenues & Transfers In 68,333 357,750 Expenditures dept 14 - Expenditures dept 16 (60,000) Expenditures dept 17 (261,330) Expenditures dept 19 (22,000) Expenditures dept 20 (29,750) Transfers Out dept 99 - Total Expenditures & Transfers Out 77,478 (373,080) NET R&TI Over(Under) E&TO Beginning Fund Balance 621,728 211,508 Ending Fund Balance 240,228 196,178 Restricted/Committed/Assigned 827,478 196,178 Unassigned Ending Balance 381,667 Q :RNAL SERVICE FUNDS Total Revenues & Transfers in 776,383 Total Expenditures & Transfers Out (418,080) NET R&TI Over(Under) E&TO Beginning Fund Balance 510,977 Ending Fund Balance 869,280 Restricted/Committed/Assigned 869,280 ,unassigned Ending Balance 303 306 309 Transfer in from GF 100 110,000 Transfer in from OF 500 8,333 Total Revenues & Transfers In118,333 300,000 Dept 14 Fire Vehicles - Dept 15 Court Vehicle - Dept 16 Public Works Vehicle - Dept 17 Facilities Vehicles (90,000) Total Expenditures & Transfers Out mill NET R&TI Over(Under) E&TO, Beginning Fund Balance 68,333 Ending Fund Balance 186,667 Restricted/Committed/Assigned 186,667 Unassigned Ending Balance 809,544 1,019,853 :RNAL SERVICE FUNDS Total Revenues & Transfers in 776,383 Total Expenditures & Transfers Out (418,080) NET R&TI Over(Under) E&TO Beginning Fund Balance 510,977 Ending Fund Balance 869,280 Restricted/Committed/Assigned 869,280 ,unassigned Ending Balance 303 306 309 312 315 300,000 300,000 300,000 300,000 300,000 300,303 300,30f�300,309 300,312 300,315 (187,500) (90,000) (90,000) (135,000) (90,000) 112,803 41 210,306 210,309 (135,000) 165,312 (90,000) 210,315 486,435 599,238 809,544 1,019,853 1,185,165 599,238 809,544 1,019,853 1,185,165 1,395,481 599,238 809,544 1,019,853 1,185,165 1,395,481 (236,000) (273,001 196,178 2,000 2,000 2,000 2,000 2,000 1,750 1,750 1,750 1,750 1,750 475,000 475,000 475,000 475,000 475,000 478,750 140,000 478,750 E8,750 478,750 8,333 8,333 8,333 8,333 (463,000) r. (224,450) (80,000) (60,000) - - (258,000) (131,000) (225,000) (176,000) (218,000) (10,000) (10,000) (10,000) (15,000) (10,000) (105,000) (95,000) (45,000) (45,000) (45,000) (597,450) 9W (316,000) (236,000) (273,001 196,178 77,478 240,228 378,978 621,728 77,478 240,228 378,978 621,728 827,478 77,478 240,228 378,978 621,728 827,478 285,000 383,333 381,667 530,000 570,000 140,000 140,000 140,000 140,000 140,000 8,333 8,333 8,333 8,333 (463,000) r. IL 148,333 148,333 148,333 148,333 140,..... (50,000) - (150,000) - - - (50,000) - - - - - - - (50,000) (50,000) (50,000) 98,333 (50,000) 98,333 (150,000) - 148,333 (100,00.: ,,, 186,667 285,000 (1,667) 383,333 381,667 530,000 285,000 383,333 381,667 530,000 570,000 285,000 383,333 381,667 530,000 570,000 sm 927,386 927,389 927,392 927,396 919,065 (834,950) 92,436 (456,000) 471,389 (580,000) 347,392 (371,000) 556,396 (463,000) r. 869,280 961,716 1,433,106 1,780,498 2,336,894 961,716 1,433,106 1,780,498 2,336,894 2,792,959 961,716 1,433,106 1,780,498 2,336,894 2,792,959 92 TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds Bring to Market 100%; Additional Staff Delayed in 15/16; 1 firefighter in 16/17 No additional beverage/sales tax on new commercial DESCRIPTION 2 3 4 5 ll -IS FY 15-19 FY 1940 FY 20-21 Hotel Tax (Marriott & Deloitte) 2.0% 825,000 Hotel Tax (Entrada) (50% occupancy) 910,867 1,428,748 Interest 400,000 2,900 Misc Income 2,900 21,900 Total Revenues & Transfers In 2,900 849,800 Office Rent (15% of total $242,860) 3.0% (30,675) Electric Service (15% of $4071) 3.0% (3,560) Telephone Service 3.0% (1,000) Internet Service 3.0% (1,200) PR Transfer Out 3.0% (490,920) Service 3.0% (244,580) Supplies 3.0% (3,906) Transfer Out - GF 100 Dept 22 exp linked (13,300) Transfer Out - DS 300 Schedule (142,250) Total Expenditures &Transfers Out (1,351) (931,391 NET R&TI Over(Under) E&TO Beginning Fund Balance (520,818) 1,094,364 Ending Fund Balance (569,111) 1,012,772 Restricted/Committed/Assigned (267,259) 142,250 Unassigned Ending Balance (4,023) 870,522 841,500 858,330 875,497 893,007 910,867 1,428,748 400,000 400,000 400,000 400,000 2,900 2,900 2,900 2,900 2,900 21,900 21,900 21,900 21,900 21,900 866,300 1,283,130 1,300,297 1,317,807 1,335,66.. (31,595) (32,543) (33,519) (34,525) (35,561) (3,667) (3,777) (3,890) (4,007) (4,127) (1,030) (1,061) (1,093) (1,126) (1,159) (1,236) (1,273) (1,311) (1,351) (1,391) (505,648) (520,818) (536,442) (552,535) (569,111) (251,917) (259,475) (267,259) (275,277) (283,535) (4,023) (4,144) (4,268) (4,396) (4,528) (13,699) (14,110) (14,533) (14,969) (15,418) (169,950) (162,400) (169,463) (171,025) (172,463) 3.0% (1,000,320) 282,910 (1,031,409) 268,887 (1,057,719) 260,088 (1,084,646) 251,021 (118,244) 1,012,772 894,528 1,177,338 1,446,226 1,706,313 894,528 1,177, 338 1,446,226 1,706,313 1,957,334 169,950 162,400 169,463 171,025 17 2, 463 724,578 1,014,938 1,276,763 1,535,288 1,784,871.' Sales tax (on-going) linked 1,225,000 1,311,750 1,349,603 1,388,591 1,428,748 1,470,111 Sales tax (one-time) fixed 50,000 50,000 50,000 50,000 50,000 50,000 Interest fixed 500 500 500 500 500 500 Transfer Out -D5300 (1,275,500) (1,362,250) (1,400,103) (1,439,091) (1,479,248) (1,520,611) NET R&TI • dE&TO Beginning Fund Balance - - - - - - Ending Fund Balance - - - - - (646,646) Restricted/Committed/Assigned (506,809) (512,093) - - - iiLnassigned Ending Balance E STAR FUND General Sales Tax 2.0% 102,000 Hotel/Motel Tax 2.0% 85,000 Economic Development for WA 1OK/Lot 450,000 otal Revenues & Transfers In 672,758 ED Principal - Fidelity 1 (30,237) ED Interest - Fidelity 1 (5,522) ED - Deloitte Sales Tax (102,000) ED - Deloitte Hotel Tax (85,000) Transfer Out to WA Expansion (450,000) Total Expenditures & Transfers Out (672,758) Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Unassigned Ending Balance 105,060 108,212 111,458 114,802 118,246 86,700 88,434 90,203 92,007 93,847 540,000 450,000 300,000 300,000 300,000 731,760 646,646 501,661 506,809 512,09 960,990 588,146 215,302 (157,542) Ending Fund Balance (105,060) (108,212) (111,458) (114,802) (118,246) (86,700) (88,434) (90,203) (92,007) (93,847) (540,000) (450,000) (300,000) (300,000) (300,000) Ir (731,760) (646,646) (501,661) (506,809) (512,093) - - - Revenues 3.0% 730,700 157,541 - - - - Expenditures NET R&TI • • 3.0% (124,000) r, rr (157,541) (372,844) (372,844) (372,844) - Beginning Fund Balance 1,675,293 354,290 960,990 960,990 588,146 215,302 (157,542) Ending Fund Balance ir 724,578 960,990 960,990 588,146 215,302 (157,542) (157,542) Restricted/Committed/Assigned 960,990 960,990 588,146 215,302 (157,542) (157,542) Unassigned Ending Balance - - - - - E STAR FUND E Revenues 3.0% 25 25 25 25 25 25 Expenditures NET R&TI • : 3.0% - - - - - - Beginning Fund Balance 13,665 13,690 13,715 13,740 13,765 13,790 Ending Fund Balance 13,690 13,715 13,740 13,765 13,790 13,815 Restricted/Committed/Assigned 13,690 13,715 13,740 13,765 13,790 13,815 Unassigned Ending Balance TOTAL-1AL REVENUES FUNDS Total Revenues & Transfers in 3,528,783 Total Expenditures & Transfers Out (3,003,650) NET R&TI Over(Under) Beginning Fund Balance 1,462,319 Ending Fund Balance 1,987,452 Restricted/Committed/Assigned 1,116,930 Unassigned Ending Balance ONE 870,522 3,117,876 3,329,903 3,241,073 3,303,888 3,368,395 (3,236,095) (118,219) (3,419,913) (90,009) (3,345,005) r (3,416,620) (3,117,350) r,. 1,987,452 1,869,234 1,779,224 1,675,293 1,562,561 1,869,234 1,779,224 1,675,293 1,562,561 1,813,607 1,144,655 764,286 398,530 27,273 28,736 ir 724,578 1,014,938 1,276,763 1,535,288 1,784,87 93 TOWN OF W ESTLAKE Bring to Market 100%; Additional StaffDelayed in 15/16; 1 firefighter in 16/17 FIVE YEAR FORECAST No additional beverage/sales tax on new commercial All Municipal Funds DESCRIPTION 2 ll -IS DEBT SERVICE FUND Property Tax 0.05% 133,507 133,574 133,641 Transfer in - GF 100 -including 5 -year ClP (7,537) 380,349 350,775 Transfer in - GF 100- Phase l 447,798 448,732 445,172 Transfer In -VA 220 linked 142,250 169,950 162,400 Transfer In -4B 200 linked 1,275,000 1,362,250 1,400,103 Total Revenues & Transfers In 1,991,018 jr 2,494,855 2,492,090 3 FY 18-19 133,707 303,665 446,018 169,463 1,439,091 4 FY 19-20 133,774 428,381 451,180 171,025 1,479,248 2,663,608 5 FY 20-21 133,841 387,322 446,875 172,463 1,520,611 2,661,111 DS Principal - Issue 2007 GORE, Refunding (410,000) 8,119,184 (425,000) (40,000) (40,000) (45,000) (50,000) DS Interest - Issue 2007 GORB Bank Charge 2007 GORB (291,983) NET R&TI • •31,643 (276,608) (259,608) (258,008) (256,408) (254,608) - (400) 1,153,302 (400) (400) (400) (400) (400) DS Principal - Issue 2011 GORB Refunding(100,000) 1,243,262 1,274,905 (275,000) (700,000) (715,000) (730,000) (750,000) DS Interest - Issue 2011 GORB (212,400) 136,350 (207,275) (192,650) (171,425) (149,750) (127,550) Bank Charge -2011 GORB (4 00) 1,215,054 (400) (400) (400) (400) (400) DS Principal - Issue 2011 CO (100,000) (75,000) (79,000) (83,000) (87,000) (91,000) DS Interest -Issue 2011 CO (54,503) (79,475) (75,625) � (71,575) (67,325) (62,875) Bank Charge - 2011 CO (400) (400) (400) (400) (400) (400) DS Principal - Issue 2013 CO WA (173,550) (178,000) (178,000) (182,450) (191,350) (191,350) DS Interest - Issue 2013 CO Expansion (274,248) (270,732) (267,172) (263,568) (259,830) (255,525) Bank Charge - 2013 CO (400) (400) (400) (400) (400) (400) DS Principal - Issue 2013 GORE, Ref 2008 (100,000) (130,000) (125,000) (135,000) (140,000) (145,000) DS Interest - Issue 2013 GORB A&5 (42,250) (39,950) (37,400) (34,463) (31,025) (27,463) Bank Charge - 2013 GORB (400) (400) (400) (400) (400) (400) DS Principal - Issue 2014 GORE, Ref 2003 (185,000) (5,000) (5,000) (5,000) (5,000) (5,000) DS Interest - Issue 2014 GORB (67,160) (65,220) (65,040) (64,860) (64,680) (64,500) Bank Charge -2014 GORE (400) - - - - - 2015-16 CO (FS Land/Bldg) ($60K per $1M) (30yr)($8.4M) - (465,595) (465,595) (465,595) (465,595) (465,595) Total Expenditures & Transfers Out NET R&TI •E&TO (2,013,494) (2,494,855) (2,492,090) (2,491,944) (2,663,608) (2,661,111) Beginning Fund Balance 22,476 0 0 0 0 Ending Fund Balance 0 0 .. 0 0 0 Restricted/Committed/Assigned 0 0 0 0 0 Unassigned Ending Balance - -111116 TOTALDEBT SERVICE FUND Total Revenues & Transfers in 1,991,018 2,494,855 2,492,090 2,491,944 2,663,608 2,661,111 Total Expenditures & Transfers Out (2,013,494) (2,494,855) (2,492,090) (2,491,944) (2,663,608) (2,661,111) NET R&TI • d Beginning Fund Balance 22,476 0 0 0 0 0 Ending Fund Balance 0 0 0 0 0 0 Restricted/Committed/Assigned 0 0 0 0 0 0 1Unassigned Ending Balance Total Revenues 2.00% 7,986,626 7,942,058 7,950,784 7,955,332 7,959,984 8,119,184 Total Expenditures 2.00% (7,896,666) (7,910,415) (7,879,949) (7,949,669) (8,020,088) (8,180,489) NET R&TI • •31,643 70,836(60,103) r Beginning Fund Balance 1,153,302 1,243,262 1,274,905 1,345,741 1,351,404 1,291,300 Ending Fund Balance 1,243,262 1,274,905 1,345,741 1,351,404 1,291,300 1,229,995 Restricted/Committed/Assigned 136,350 136,350 136,350 136,350 136,350 136,350 Unassigned Ending Balance ® Wr 1,138,555 1,209,3911W 1,215,054 1,154,950 94 TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds Bring to Market 100%; Additional Staff Delayed in 15/16; 1 firefighter in 16/17 No additional beverage/sales tax on new commercial DESCRIPTION �CAPITAL PROJECTS FM1938 Streetscape/Wayfinding Contribution Interest Income Fire Station Complex - Bond Proceeds Streets - Bond Proceeds 500 - 16,644 8,456,145 - 1 FY 16-17 - 2,310 - - 2 17-I8 - 2,166 - - 3 FY 18-19 - 4,560 - 29 4 FY 1940 - 4,121 - - 5 FY 20-21 - - - Total Revenues 501,835 8,472,789 2,310 2,166 2,383,689 4,121 - Transfer in from OF (1/3 Municipal Bldg) 890,617 600,000 316,667 - - - 10,196,804 Transfer in from GF (regular) linked 93,000 - - - - - Transfer in from GF (Addl permits Granada) linked 4,264,752 Unassigned Ending Balance $9,926,826 201,330 201,330 201,330 Total Transfers In 11,652,73 1,273,515 901,877 301,995 201,330 201,330 201,330 Total Revenues & Transfers In 904,187 304,161 2,585,019 205,451 201,330 FIRE STATION COMPLEX NEW (2,815,000) (5,200,000) (421,145) - - - MAINTENANCE & STORAGE FACILITY NEW - (40,000) - - - - MUNICIPALTOWNHALLBUILDING NEW (1,800,000) (950,000) - - - - FM 1938/DOVE ROAD SIGNALIZATION NEW (260,000) - - - - S. Roanoke Road Reconstruction & Drainage - (453,000) - - - - Sam School Road Reconstruction & Drainage - - (281,960) - - E. Dove Road Reconstruction & Drainage (Vaq - TB) ' (366,000) - - (343,857) (56,228) - Pearson Lane Recon/Drain One Project - - - (404,125) - - Trail - Dove/Pearson/Aspen - - - (290,016) - - Ottinger Road Recon/Drain One Project - - - - (983,954) - Trail - WA to Cemetery - - (300,949) Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO (5,241,000) (6,643,000) (703,105) (1,037,998) (1,341,131) Beginning Fund Balance 1,733,939 6,239,243 500,430 101,486 1,648,507 512,827 Ending Fund Balance 6,239,243 500,430 101,486 1,648,507 512,827 714,157 Restricted/Committed/Assigned 6,239,243 500,430 101,486 1,648,507 512,827 714,157 Unassigned Ending Balance Interest Earned 500 Transfer in from ED 200 ada/Entrada $10K/lot 450,000 Total Revenues & Transfers In 450,500 Expenditures - Transfers Out 501,835 Total Expenditures & Transfers Out 1,931,547 NET R&TI Over(Under) E&TO Beginning Fund Balance r rr 440,117 Ending Fund Balance 890,617 Restricted Funds 890,617 Unassigned Ending Balance (projected 3,497,289 ITAL PROJECTTOTAL 1,983,105 Total Revenues & Transfers in 10,196,804 Total Expenditures & Transfers Out 'NET R&TI Over(Under) E&TO (5,241,000) Beginning Fund Balance 2,174,055 Ending Fund Balance 7,129,859 Restricted/Committed/Assigned 7,129,859 Unassigned Ending Balance I 501 502 503 504 505 540,000 450,000 300,000 300,000 300,000 ` 540,501 450,502 300,503 300,504 300,505-� 540,501 r 300 0r 0, 300,505 890,617 1,431,118 1,431,118 ,503 1,431,118 1,881,620 1,881,620 2,182,123 1,881,620 2,182,123 2,182,123 2,482,627 2,482,627 2,482,627 2,783,132 2,783,132 (1,341,131) 501,835 7,129,859 1,931,547 1,444,688 754,663 2,885,522 505,955 501,835 (6,643,000) (703,105) (1,037,998) (1,341,131) 501,835 7,129,859 1,931,547 1,983,105 3,830,629 2,995,454 1,931,547 1,983,105 3,830,629 2,995,454 3,497,289 1,931,547 1,983,105 3,830,629 2,995,454 3,497,289 17,315,467 17,693,069 18,710,442 Restricted/Committed/Assigned 10,093,672 Total Revenues & Transfers in 0 36,648,008 28,064,201 26,628,813 29,063,144 28,299,846 27,744,893 Total Expenditures & Transfers Out • • 0 (32,007,424) (32,914,225) tr (27,940,059) (27,387,403) (28,478,639) (27,183,585) r Beginning Fund Balance o 1 16,249,194 20,889,778 16,132,191 15,292,334 17,315,467 17,693,069 Ending Fund Balance 1 20,889,778 16,132,191 15,292,334 17,315,467 17,693,069 18,710,442 Restricted/Committed/Assigned 10,093,672 3,924,250 4,597,940 5,082,777 3,881,489 4,264,752 Unassigned Ending Balance $9,926,826 $ 11,246,224 $ 9,261,288 $ 10,452,192 $ 11,474,687 $ 11,652,73 95 T4 -SIT is i�ct�,rctiaaa�� ��aa� /I T4 -SIT is i�ct�,rctiaaa�� ��aa� 0 General Fund Program Summary Fiscal Year 2015/2016 REVENUES & OTHER SOURCES General Sales Tax On-going General Sales Tax One-time Property Tax Charge for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES 8 OTHER USES Payroll Salaries Payroll Transfers In from OF & VF Payroll Insurance Payroll Taxes Payroll Retirement Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Debt Total Operations & Maintenance TOTAL OPERATING EXPENDITURES Capital Outlay Total Capital Transfers Out -Operating (DS/ED/GMR) Transfers Out - Non Operating (CP/UF/WAE) Total Other Uses TOTAL EXPENDITURES & OTHER USES $ 3,093,368 377,976 1,198,373 51,601 795,322 1,171,075 730,442 8,433 70,328 7,496,918 56,419 56,419 3,337 2,256,210 (607,660) 314,296 194,757 202,719 2,360,322 200,468 1,813,609 30,626 110,836 319,399 36,558 2,511,495 4,871,817 15,741 15,741 867,398 822,000 1,689,398 6,576,955 6,118,448 Adopted Estimated Adopted FY 15/16 Adopted Actual 1,248,094 Budget Budget Budget vs FY 13/14 809,270 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated $ 3,093,368 377,976 1,198,373 51,601 795,322 1,171,075 730,442 8,433 70,328 7,496,918 56,419 56,419 3,337 2,256,210 (607,660) 314,296 194,757 202,719 2,360,322 200,468 1,813,609 30,626 110,836 319,399 36,558 2,511,495 4,871,817 15,741 15,741 867,398 822,000 1,689,398 6,576,955 EXCESS REVENUES OVER(UNDER) EXPENDITURES 976,382 j 1 (670,515) 19,791 FUND BALANCE, BEGINNING 5,812,583 FUND BALANCE, ENDING 6,788,964 Restricted/Assigned/Committed Funds 273,524 UNASSIGNED FUND BALANCE, ENDING 6,515,440 Operating Days (without non-operating transfers) 413 Daily Operating Expense 15,767 Restricted/Assigned/Committed Funds 6,118,448 $ 3,276,250 $ 3,475,000 100,000 100,000 1,209,094 1,248,094 226,713 234,261 50,500 50,500 795,383 809,270 1,458,500 1,486,050 670,000 690,000 8,670 8,670 159,060 10,000 60,094 73,344 7,628,491 7,950,927 306,965 306,965 306,965 306,965 5,456 24,410 EXCESS REVENUES OVER(UNDER) EXPENDITURES 976,382 j 1 (670,515) 19,791 FUND BALANCE, BEGINNING 5,812,583 FUND BALANCE, ENDING 6,788,964 Restricted/Assigned/Committed Funds 273,524 UNASSIGNED FUND BALANCE, ENDING 6,515,440 Operating Days (without non-operating transfers) 413 Daily Operating Expense 15,767 Restricted/Assigned/Committed Funds 6,118,448 2,862,360 2,719,210 (809,308) (764,717) 456,028 413,616 226,713 234,261 283,131 291,041 3,018,925 2,893,411 213,041 222,166 2,572,259 2,524,006 31,614 33,229 159,060 159,145 299,842 300,647 18,339 36,678 3,294,154 3,275,870 6,313,079 6,169,281 16,280 24,410 16,280 24,410 1,126,612 780,082 1,150,000 1,264,328 2,276,612 2,044,410 8,605,971 8,238,101 EXCESS REVENUES OVER(UNDER) EXPENDITURES 976,382 j 1 (670,515) 19,791 FUND BALANCE, BEGINNING 5,812,583 FUND BALANCE, ENDING 6,788,964 Restricted/Assigned/Committed Funds 273,524 UNASSIGNED FUND BALANCE, ENDING 6,515,440 Operating Days (without non-operating transfers) 413 Daily Operating Expense 15,767 Restricted/Assigned/Committed Funds 6,118,448 6,808,755 197,800 C Court Technology 100 10112 00 000 C Court Security 100 10113 00 000 C Court Efficiency 100 10116 00 000 R Reforestation 100 10110 00 101 R Street Escrow (TB/RA) 100 10110 00 102 OTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 287,874 3.5% 74,414 110,975 7,693 51,294 29,147 $ 273,524 6,788,964 6,788,964 6,118,448 6,808,755 197,800 295,886 5,920,648 6,512,869 290 341 20,427 19,106 •1 $ 3,623,000 100,000 1,280,258 53,025 849,733 1,571,086 710,000 8,870 10,000 32,750 8,238,722 307,045 307,045 8,545,767 3,017,646 (895,415) 459,648 267,606 371,055 3,220,541 207,816 2,505,434 33,229 167,445 339,893 36,678 3,290,494 6,511,035 26,210 26,210 936,019 673,515 1,609,534 8,146,779 398,987 66,000 92,446 89,000 114,536 2,800 8,463 16,000 51,294 24,000 29,147 •1 $ 3,623,000 100,000 1,280,258 53,025 849,733 1,571,086 710,000 8,870 10,000 32,750 8,238,722 307,045 307,045 8,545,767 3,017,646 (895,415) 459,648 267,606 371,055 3,220,541 207,816 2,505,434 33,229 167,445 339,893 36,678 3,290,494 6,511,035 26,210 26,210 936,019 673,515 1,609,534 8,146,779 398,987 379,196 1 -1916.0% 6,808,755 7,207,742 306,659 6,901,084 337 20,475 97,068 120,263 8,886 51,294 29,147 306,659 19,791 0.3% 398,987 $ 148,000 4.3% - 0.0% 32,164 2.6% - 0.0% 2,525 5.0% 40,463 5.0% 85,036 5.7% 20,000 2.9% 200 2.3% - 0.0% (40,594) -55.3% 287,794 3.6% 80 0.0% 287,874 93.8% 287,874 3.5% 398,987 379,196 1 -1916.0% 6,808,755 7,207,742 306,659 6,901,084 337 20,475 97,068 120,263 8,886 51,294 29,147 306,659 19,791 0.3% 398,987 298,436 11.0% (130,698) 17.1% 46,032 11.1% 33,345 14.2% 80,015 27.5% 327,130 11.3% (14,350) -6.5% (18,572) -0.7% - 0.0% 8,300 5.2% 39,246 13.1% - 100.0% 14,624 0.4% 341,754 5.7% 1,800 7.4% 1,800 7.4% 155,937 20.0% (590,813) -46.7% (434,876) -21.37o (91,322) -1.1% 398,987 379,196 1 -1916.0% 6,808,755 7,207,742 306,659 6,901,084 337 20,475 97,068 120,263 8,886 51,294 29,147 306,659 19,791 0.3% 398,987 5.9% 10,772 3.6% 388,215 6.0% (4) -1.1% 0.0% 4,622 5.0% 5,727 5.0% 423 5.0% - 0.0% 0.0% 10,772 1 3.6% Section 4 General Fund Overview Revenues and Transfers In Total General Fund revenues and transfers in for FY 2015/16 are budgeted to be $8,545,767, a 3.5% increase of $287,874 from FY 14/15 estimated revenues and transfers in of $8,257,892. Revenue increases are attributable to: • General Sales Tax - $148,000 • Property Tax - $32,164 • Beverage Tax - $2,525 • Franchise Fees - $40,463 • Permits and Fees - $85,036 • Fines and Forfeitures - $20,000 • Franchise Fees - $40,463 FY 15/16 Adopted Revenues General Sales Tax • Sales tax receipts comprise 43% of FY 2015/16 General Fund revenues. • Sales tax monies allocated to the General Fund are budgeted to increase by $148,000. o Total sales tax receipts (all funds) are anticipated to increase by $200,000 based on current year trend and analysis. • 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. 6.25% per dollar is kept by the State; municipalities receive a maximum of 2%. 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 taxable sales is appropriated to the Town's General Fund. This total includes .50% that is received for property tax reduction. • The Town also receives an additional .50% sales tax that is recorded in the 4B Economic Development Corporation Fund. M Beverage Tax • The Town collects a 14% gross receipt tax on mixed beverages. • Of this percentage, 10.7% of gross liquor receipts are remitted to the Town, and the remaining 3.3% is retained by the State of Texas. • A $2,525 increase is budgeted for FY 15/16. Section 4 General Fund Overview Property Tax Revenues (shown in millions) FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Property Tax I estimated adopted • Property tax receipts comprise 15% of General Fund revenues. • The total tax rate of $.15634 remains the same as FY 14/15. Franchise Taxes • Franchise fees comprise 10% of General Fund revenues. • Fees are collected from utilities and telecommunications companies that use Town right-of-way. • 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. • Franchise fee revenue is projected to increase by 5% ($40,463) in FY 2015/16. Permits and Fees • Permits and Fees comprise 18% of General Fund revenues. • Revenues for FY 15/16 are anticipated to be $1,571,086 based on continuing growth in residential construction. • 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. Permits and Fees (shown in thousands) FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 estimated adopted Increased permits and fees are projected for residential development in the Entrada subdivision. I� Section 4 General Fund Overview Municipal Court Revenue • Fines and Forfeitures comprise 8% of General Fund revenues. • Revenue generated from the Municipal Court is based on citations and warrants issued. • The Keller Police Department will continue to provide police services for Westlake in FY 15/16. Transfers In • Transfers In account for 3% of General Fund revenues, including: o Transfer In from the Visitor Association Fund of $13,300 ■ This transfer in will be used to offset the operating expenditures for Department 22, Communications & Community Affairs. o Transfer In from Utility Fund of $293,745 ■ $256,245 for Utility Fund loan repayment for construction of Ground Storage Tank in FY 13/14. This is the second of two total payments. ■ $37,500 for the collection of Fort Worth Impact Fees, which are collected with initial water deposits and tap fees on new water meters. These funds are collected by the Utility Fund and transferred to the General Fund due to an agreement with the City of Fort Worth. When the transferred total reaches $2,000,000 (remaining balance is $1.226M) the accumulated funds will be paid to the City of Fort Worth in compliance with the wholesale water customer agreement. Expenditures and Transfers Out Total General Fund expenditures and transfers out for FY 2015/16 are budgeted to be $8,146,779, a 1.1% decrease of $91,822 from the FY 14/15 estimated expenditures and transfers out of $8,238,601. As in recent years, Town staff continues to operate conservatively by controlling costs while maintaining the highest possible levels of service. These goals are only possible through continued strategic planning and the innovative use of available resources. Our overall budget philosophy focuses on meeting stated goals and objectives and maintaining a 90 day operating fund balance. Payroll & Related - Base Salaries, Taxes, Insurance and Retirement • Payroll related expenses comprise 40% of General Fund expenditures with a total of $3,220,541. • This amount represents an 11.3% increase of $327,130 from FY 14/15 estimated payroll expenditures of $2,893,411. 102 Section 4 General Fund Overview TYPE MAINTAIN MARKET NEW TOTAL Base Salaries 30,167 208,761 59,509 298,436 Insurance 24,687 - 21,345 46,032 Taxes 9,432 18,242 5,670 33,345 Retirement 50,163 24,070 5,782 80,015 Transfers In (54,800) (75,898 - (130,698) GRAND TOTAL $ 59,648 $ 175,175 $ 92,306 $ 327,130 This includes the following o An increase of $59,648 to maintain our current staffing levels. o An increase of $175,175 in market pay adjustments (inclusive of taxes and insurance) for work force retention and attraction. o Personnel additions totaling $92,306: ■ Full time firefighter/paramedic; start date of January 1, 2016. ■ Part time clerk for Town Secretary; start date no earlier than April 1, 2016. ■ Part time clerk for facilities/parks, start date no earlier than April 1, 2016. All payroll and related expenditures are paid via the General Fund. Portions of these expenditures are subsidized by the Utility Fund and the Visitors Association Fund. o Total payroll transfers in are $895,414 o Utility Fund $404,494 o Visitors Association Fund $490,920 Operations and Maintenance • Operations and Maintenance account for 40% of General Fund expenditures. • Projected expenditures are $3,290,794, an increase of $14,924 from FYI 4/15 estimated expenditures of $3,275,870. Transfers Out • Transfers Out comprises 20% of General Fund expenditures. Projected Transfers Out are $1,609,534, a decrease of $435,376 from FY 14/15 estimated expenditures of $2,044,910. Transfers Out include: o Debt Service Fund - $440,261 ■ Supplements debt service payments associated with Westlake Academy facilities and various street projects o Economic Development Fund - $35,758 ■ Sales tax refunded to Fidelity Investments as part of an economic development agreement (final payment) o General Maintenance and Replacement Fund - $350,000 ■ Planned transfer to cover future capital repair and replacement costs o Capital Projects Fund -$673,515 ■ Transfer primarily due to Dove Road reconstruction and drainage project and FM1938/Dove Road signalization project o Vehicle Maintenance and Repair Fund - $110,000 ■ Planned transfer to cover future vehicle repair and replacement costs 103 Section 4 General Fund Overview Fund Balance • The audited beginning fund balance as of October 1, 2014 was $6,788,964. • FY 2014/15 Adopted Budget o Projected an excess of expenditures and other financing uses over revenues and other financing sources by $670,515. o This would have resulted in a budgeted fund balance of $6,118,448. • FY 2014/15 Estimated Budget o Projects an excess of revenues and other financing sources over expenditures and other financing uses by $19,791. o This amount represents an increase in estimated over adopted fund balance of $690,306 o Increase in fund balance is primarily due to: ■ $199K increase in sales tax revenues ■ $39K increase in property tax ■ $14K increase in franchise fee revenues ■ $28K increase in building permits and inspection/plan review revenues ■ $20K increase in fines and forfeitures ■ $18K decrease in operations and maintenance expenditures ■ $126K decrease in payroll and related expenses ■ $231 K decrease in transfers out o The ending fund balance as of September 30, 2015 is estimated at $6,808,755. o The undesignated balance of $6,901,084 represents coverage for 337 operating days. FY 2015/16 Adopted Budget o Projects an excess of revenues and other financing uses over expenditures and other financing sources by $398,987. o Results in a budgeted ending fund balance of $7,207,742 o The unassigned balance of $6,901,084 represents coverage for 337 operating days. 104 Program Summary Department 10 General Services REVENUE CATEGORIES General Sales Tax Property Tax Permits and Fees Fines & Forfeitures Franchise Fees Contributions Beverage Tax Interest Intergovernmental Misc Income GRAND TOTAL EXPENDITURE CATEGORIES Capital Outlay Debt Service Economic Development Insurance Repair and Maintenance Rent and Utilities Service Supplies GRAND TOTAL Adopted Estimated Adopted FY 15/16 Proposed Actual Budget Budget Budget Vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 3,471,344 1,198,373 1,525 795,322 51,601 8,052 23,155 $ 5,549,372 18,339 22,749 7 153,645 193,736 32,737 $ 421,213 M, 3,723,000 1,280,258 4,760 849,733 53,025 7,400 28,050 $ 5,946,226 36,678 23,613 177,076 666,535 26,727 $ 930,629 ■ 3,376,250 3,575,000 1,209,094 1,248,094 3,710 4,760 22,978 23,613 795,383 809,270 173,600 173,620 50,500 50,500 7,200 7,200 $ 974,354 $ 991,095 15,050 28,050 $ 5,457,187 $ 5,722,874 M, 3,723,000 1,280,258 4,760 849,733 53,025 7,400 28,050 $ 5,946,226 36,678 23,613 177,076 666,535 26,727 $ 930,629 ■ 4.1% 148,000 18,339 36,678 0.0% - 22,978 23,613 5.0% 40,463 173,600 173,620 723,615 718,257 35,822 38,927 $ 974,354 $ 991,095 M, 3,723,000 1,280,258 4,760 849,733 53,025 7,400 28,050 $ 5,946,226 36,678 23,613 177,076 666,535 26,727 $ 930,629 ■ 4.1% 148,000 2.6% 32,164 0.0% - 0.0% - 5.0% 40,463 0.0% - 5.0% 2,525 2.8% 200 0.0% $ (60,466) 0.0% - 3.9% $ 223,352 0.0% 0.0% 0.0% 0.0% 0.0% - 2.0% 3,456 -7.2% (51,722) -31.3% (12,200) -6.1% $ (60,466) Program Summary Department 10 General Services TOTAL POSITIONS PAYROLL & REALTED CATEGORIES Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement GRAND TOTAL 106 Adopted Estimated Adopted FY 15/16 Proposed Actual 0.0. Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated TOTAL POSITIONS PAYROLL & REALTED CATEGORIES Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement GRAND TOTAL 106 0.0% 0.0% 0.0% 0.0. Program Budget 1 Legislative & Authorizing Agency Affairs General Services 1.32% 0.74% Pr ro am Activity Budget I Per Municipal Governance 28,976 3 1 Legislative Affairs 23,295 2.50% 2 Policy Development, Council Meetings and Workshops 44,592 4.79% 2.80% 3 Council Governance Training and Education 42,545 4.57% 25,517 $ 110,432 11.87% Academic Governance Financial Management 1 Managing and Budgeting for Outcomes 1 Legislative & Authorizing Agency Affairs 12,245 1.32% 0.74% 2 Policy Development, Board Meetings and Workshops 7,917 0.85% 28,976 3 Board Governance Training and Education 5,870 0.63% Comprehensive $ Planning and Economic Development 26,032 2.80% 2.71% 1 Development Recruiting and Assistance 25,517 2.74% 2 Comprehensive Planning 16,920 1.82% 3 Development Oversight and Regulation 16,920 1.82% 4 Development Agreement Oversight $ 16,920 76,277 1.82% 8.207. Financial Management 1 Managing and Budgeting for Outcomes 11,045 1.19% 2 Oversight of Five -Year Financial Forecast 6,885 0.74% 3 Review and Planning for Financial Sustainability 11,045 1.19% $ 28,976 3.11% Municipal Administration 1 2 Departmental Coordination and Employee Management Contract Management 100,291 91,706 10.78% 9.85% 3 Agenda Preparation and Calendar Maintenance 21,206 2.28% 4 Strategic Plan Development and Implementation 21,206 2.28% 5 Professional Development 25,301 2.72% 6 Direction of Leadership Team 25,215 2.71% 7 Affiliate Board Liaison and Support $ 21,206 306,130 2.28% 32.89% Academic Administration 1 2 3 4 5 6 7 Departmental Coordination and Employee Management Financial Management and Budget Preparation Agenda Preparation and Calendar Maintenance Strategic Plan Development and Implementation Organizational Development Parent and Student Communication Affiliate Board Liaison and Support Citizen Enaaaement and Communication 316,310 33.99% 5,870 0.63% 5,870 0.63% 5,870 0.63% 9,879 1.06% 5,870 0.63% 5,870 0.63% $ 355,540 38.20% 1 Communication 5,870 0.63% 2 Neighborhood Gatherings and Outreach 9,631 1.03% 3 Community Activities 5,870 0.63% 4 Direction Finders and Other Surveys 5,870 0.63% $ 27,242 2.93% $ 930,629 100% 107 Goals and Objectives 10 General Services Strategic Theme & Objective(s) • Theme Exemplary Service & Governance • Objective(s) -- Increase Financial Capacity & Reserves Program Description • The General Service Program is comprised of costs in the budget that may not be specifically identifiable to any operational budget. The activity is administered by the Finance Department and funds various charges that are not defined or directly related to any specific department or activity of the Town. • Examples of cost include, electricity, insurance, professional services, contingencies, etc. These types of expenditures affect all budgets and are generally not prorated. M Program Summary Department 11 Town Manager's Office REVENUE CATEGORIES General Sales Tax Property Tax Permits and Fees Fines & Forfeitures Franchise Fees Contributions Beverage Tax Interest Intergovernmental Misc Income GRAND TOTAL EXPENDITURE CATEGORIES Capital Outlay Debt Service Economic Development Insurance Repair and Maintenance Rent and Utilities Service Supplies GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget Vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 2,355 29,974 2,464 $ 34,793 32,018 32,018 3,825 41200 $ 35,843 $ 36,218 32,018 4,200 $ 36,218 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ 0.0% 0.0% $ - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ Program Summary Department 11 Town Manager's Office EMPLOYEE STAFFING Assistant Town Manager Administrator Deputy Clerk Judge Marshal Part -Time Clerks TOTAL POSITIONS PAYROLL & REALTED CATEGORIES Payroll Wages Payroll Transfers In Payroll Insurance Payroll Taxes Payroll Retirement GRAND TOTAL 1� Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 0.25 1.00 1.00 1.00 1.00 0.50 4.75 Westlake Academy Town Secretary Public Works Parks & Recreastion Facilities Maintenance Planning and Developemnt Westlake Academy Foundation 269,536 (102,708) 28,592 18,122 62,149 $ 275,691 Io 345,380 (139,755) 40,895 27,599 64,022 $ 338,142 -100.0% (0) 0.0% (123,293) 0.0% 36,272 0.0% 23,632 0.0% 54,462 0.0% $ 280,509 -2.2% ' (0.10) Io 345,380 (139,755) 40,895 27,599 64,022 $ 338,142 296,611 289,436 (123,293) (123,293) 36,272 36,272 23,632 23,632 54,462 54,462 $ 287,684 $ 280,509 Io 345,380 (139,755) 40,895 27,599 64,022 $ 338,142 19.3% 55,944 13.4% (16,462) 12.7% 4,623 16.8% 3,967 17.6% 9,561 20.5% $ 57,633 Program Budget Town Manager's Office Program Activity Budget I Percent Municipal Governance 1 Legislative Affairs 3,579 0.96% 2 Policy Development, Council Meetings and Workshops 6,960 1.86% 3 Council Governance Training and Education 6,960 1.86% $ 17,499 4.67% Academic Governance 1 2 3 Legislative & Authorizing Agency Affairs 3,579 0.96% Policy Development, Board Meetings and Workshops 6,960 1.86% Board Governance Training and Education 6,960 1.86% $ 17,499 4.67% ahensive Planning and Economic Development 1 Development Recruiting and Assistance 2,717 0.73% 2 Comprehensive Planning 2,182 0.58% 3 Development Oversight and Regulation 6,115 1.63% 4 Development Agreement Oversight 5,439 1.45% $ 16,452 4.39% Financial Management 1 I Managing and Budgeting for Outcomes 22,740 6.07% 2 Oversight of Five -Year Financial Forecast 22,740 6.07% 3 Review and Planning for Financial Sustainability 22,740 6.07% $ 68,220 18.22% Municipal Administration 1 2 Departmental Coordination and Employee Management Contract Management 7,710 6,960 2.06% 1.86% 3 Agenda Preparation and Calendar Maintenance 17,104 4.57% 4 Strategic Plan Development and Implementation 19,894 5.31% 5 Professional Development 35,833 9.57% 6 Direction of Leadership Team 7,583 2.03% 7 Affiliate Board Liaison and Support $ 6,960 102,045 1.86% 27.26% Academic Administration 1 2 3 4 5 6 7 Departmental Coordination and Employee Management 10,342 Financial Management and Budget Preparation 34,012 Agenda Preparation and Calendar Maintenance 17,104 Strategic Plan Development and Implementation 32,321 Organizational Development 23,867 Parent and Student Communication 13,723 Affiliate Board Liaison and Supporti 3,579 $ 134,947 Citizen Enaaaement and Communication 2.76% 9.09% 4.57% 8.63% 6.38% 3.67% 0.96% 36.05% 1 Communication 6,960 1.86% 2 Neighborhood Gatherings and Outreach 3,579 0.96% 3 Community Activities 3,579 0.96% 4 Direction Finders and Other Surveys 3,579 0.96% $ 17,696 4.73% $ 374,360 1 100% Goals and Objectives 1 I Town Manager's Office Strategic Theme(s) & Objective(s) • Themes - Natural Oasis; Exemplary Service & Governance; Exemplary Education - Westlake Academy; High Quality Planning, Design, & Development • Objective(s) - Increase Citizen, Student, Stakeholder Satisfaction; Preserve Desirability & Quality of Life Program Description ® The Administration Department coordinates and manages all facets of the Town's operations. ® The Town Manager, reporting to the Town Council, serves as the chief executive officer for all Town operations including serving as Superintendent for Westlake Academy. His duties include implementation of the goals and objectives established by the Town Council, preparation and submission of an annual municipal budget for Board review and adoption, as well as the implementation and oversight of the adopted budget throughout its effective fiscal year. ® The Town Manager guides, coordinates, and facilitates recommendations to the Council on strategic planning initiatives and policies as well as their implementation. ® Responsible for attracting, retaining, and developing a municipal/educational work force for delivering top quality municipal and academic services. Program Broad Goals ® Assure all growth is compliant with Westlake development standards. • Maintain and develop a competent and competitive municipal/Academy work force. ® Analyze and report new revenue generating ventures as well as analyze and report new ways to partner with public and private sector service providers to control cost and improve services. ® Monitor the municipal and academic budgets and oversee all finances of the Town so as to apprise the Town Council of the Town's financial condition and future needs in a timely manner. ® Assist the Board of Trustees/Town Council with the growth and development of Westlake Academy. • Provide support for Council appointed advisory committees and commissions. 112 Goals and Objectives 1 1 Town Manager's Office ® The Town Manager's Office participates in the following specific programs of service: o Municipal governance o Academic governance o Comprehensive Planning and Economic Development o Financial Development o Municipal Administration o Academic Administration o Citizen Engagement and Communication Program Trends ® Current residential growth remains comparable with the previous year's permit requests and is expected to trend higher in the coming fiscal years. ® The Town recently approved, Granada, a Centurion American residential development consisting of 84 new homes at the corner of Solana Blvd. and Davis Blvd. (FM 1938); Phase 1 is well underway with 1 1 homes having received their permit and Phase 2 will be reviewed for a final plat in the coming fiscal year. ® Centurion American is also developing an 85 acre tract on Hwy 114 as a mixed-use development site; construction for this project is also in progress with the preparation of the infrastructure prior to the commercial/residential components. ® Facility related Capital Improvement Projects (CIP) have been approved by the Council for the coming fiscal year; with $4.9 million in projects for the beginning of the Fire Station Complex, Dove Road Reconstruction/Drainage, TRA Assumption of N-1 Sewer Line, meter reading equipment. ® Major roadway and mobility related Capital Improvement Projects (CIP) are in the final stages of completion with our FM 1938 / Davis Blvd. project in Phase 3 of the landscaping work. This is a major north/south thoroughfare for our community and is viewed as a showpiece project. Enrollment requests and lottery applications at Westlake Academy continue to remain at an all-time high, with over 2,400 students on the current waiting list. DID YOU KNOW Westlake owns and operates the only public charter school in the state of Texas. As such, we are also the only municipality in which the town manager also serves in their official capacity as the superintendent of a public school. Westlake is entering the sixth year of our assessment of an ad -valorem property tax. Although the calculated effective tax rate was $.15677 per $100 of assessed valuation, the tax rate is proposed to be the same as FY 14/15 at $.15634. 113 Goals and Objectives 1 1 Town Manager's Office 2014-2015 Highlights Development related activities continued to progress over this fiscal year with the realization and mobilization of construction crews in both the new residential project, Granada, and the mixed-use development, Entrada. ® All 42 home sites have been sold in Phase I of the Granada project and 11 homes are currently under construction. ® Graduated our sixth class of seniors from Westlake Academy with each student being accepted into at least one 4 -year college; o projected enrollment for 2015/2016 school year is expected to be 832 students (K-12); 0 opened the latest expansion project on the campus with over 39K square feet of new educational space for the students. ® FM 1938 (Precinct Line Rd) streetscaping Phase 3 is in its final round of completion; delays were experienced due to the contractor delays, and weather related issues. The new shade structures and sidewalks are complete and they are being used by both residents and visitors to the community. This type of project helps us achieve our outcome objective of creating a Sense of Place and Preserving Desirability & Quality of Life within Westlake for our residents and stakeholders. ® Completed the update to the Town's Comprehensive Plan, which had last been updated in 1992. Plans are now underway to align our ordinances with the information and vision set by the community. • The Town Council and staff team completed the third iteration of our Balanced Scorecard strategic planning system along with a corresponding organization -wide Tier One strategy map. Performance measures were developed and reported out for each outcome objective to help provide our community, staff and Council with an overview of our progress. ® We also cascaded the Tier One Strategy Map to the Academy through the development of A Tier Two Departmental Strategy Map specific to their operations. This will provide them with a communication tool and road map to help reach our mission and vision for the department. 114 Goals and Objectives 1 1 Town Manager's Office 2015-2016 Goals and Objectives ® Continue integration of the Municipal and Academy operations into a cohesive, unified organization. ® Strengthen Academy management and internal support systems. • Facilitate the Academy and Town's approved strategic plans along with the approved Balanced Scorecard structure and the corresponding strategy map objectives; update the academic strategic planning document and link to the Academy budget process. ® Develop applicable performance measures for the academic service team and report out on our progress to the Board of Trustees. ® Strengthen the municipal performance measures through additional refinement and professional development for staff. ® Institute the concepts conveyed through SEI and LEAD to further develop high performance teams and department directors for both the Academy and Town staff. • Further advancement of the vision, mission, and values created by the elected officials for both municipal and academic services. Efficiency/Effectiveness Measures Performance Measure 1. Produce monthly update for Town Council 2. Complete program of services within adopted or amended budget 3. Maintain annual 90 day balance in General Fund Actual Adopted FY 13/14 FY 14/5 100% 100% Estimated Adopted FY 14/15 FY 15/16 100% 100% 100% 100% 100% 100% 413 days IW, 290 days 324 days 313 days T4 -SIT is i�ct�,rctiaaa�� ��aa� um Program Summary Department 12 Planning and Development REVENUE CATEGORIES General Sales Tax Property Tax Permits and Fees Fines & Forfeitures Franchise Fees Contributions Beverage Tax Interest Intergovernmental Misc Income GRAND TOTAL EXPENDITURE CATEGORIES Capital Outlay Debt Service Economic Development Insurance Repair and Maintenance Rent and Utilities Service Supplies GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget Vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 1,039,770 200 $ 1,039,970 422 72 369,288 2,750 $ 372,532 1,309,990 1,326,990 - 250 $ 1,309,990 $ 1,327,240 117 0.0% 0.0% 1,404,851 5.9% 77,861 - 0.0% - 0.0% 0.0% 0.0% 0.0% - 0.0% 250 0.0% - $ 1,405,101 5.9% $ 77,861 1,685 489 395,895 28,300 $ 426,369 -39.8% 2,800 0.0% 0.0% 489 489 0.0% 0.0% 452,455 455,105 27,600 27,735 $ 480,544 $ 486,129 117 0.0% 0.0% 1,404,851 5.9% 77,861 - 0.0% - 0.0% 0.0% 0.0% 0.0% - 0.0% 250 0.0% - $ 1,405,101 5.9% $ 77,861 1,685 489 395,895 28,300 $ 426,369 -39.8% (1,115) 0.0% 0.0% 0.0% 0.0% 0.0% -13.0% (59,210) 2.0% 565 -12.3% $ (59,760) Program Summary Department 12 Planning and Development EMPLOYEE STAFFING Service Representative er Service Coordinator POSITIONS r -,W,- LM L 3 M H � PAYROLL & REALTED CATEGORIES Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 1.00 0.33 0.33 1.67 Director 129,687 20,029 10,119 10,084 $ 169,919 156,758 31,567 12,962 18,074 $ 219,361 1.00 1.00 0.33 0.33 0.33 0.33 14,708 14,708 $ 199,859 $ 196,952 1.67 1.67 156,758 31,567 12,962 18,074 $ 219,361 144,158 141,241 29,062 29,062 11,932 11,942 14,708 14,708 $ 199,859 $ 196,952 156,758 31,567 12,962 18,074 $ 219,361 11.0% 15,517 8.6% 2,505 8.5% 1,021 22.9% 3,367 11.4% $ 22,409 Program Budget Planning and Development Pr ro am Activity Budget I Per Buildina Inspections Plan 1 Code Research, Interpretation, & Technical Clarification 35,874 5.56% 2 Code/Fee Schedule Update 35,874 5.56% 3 Permitting / Plan Review Coordination and Fee Calculation 35,874 5.56% 4 Coordinate Addressing with other Depts & Agencies 35,874 5.56% 4 $ 143,496 22.22% Review & Inspections Administration of the Gas Well Provisions 35,874 5.56% 1 Building Code - Plan Review 35,874 5.56% 2 Building Code - Inspections 35,874 5.56% 3 Zoning/Code - Plan Review 35,874 5.56% 4 Zoning/Code - Inspections 35,874 5.56% Fire Prevention $ 143,496 22.227. Gas Well Permit Administration Mu oal Governance 1 Municipal Administration 1 2 119 Contract Management 35,874 5.56% Support Services 35,874 5.56% $ 71,748 11.11% $ 645,730 100% Administration of the Gas Well Provisions 35,874 5.56% 35,874 5.56% Code Enforcement 1 F Notices and Citations 35,874 5.56% $ 35,874 5.567. Fire Prevention 1 Coordinate Fire/Building Code Inspections & Plan Review 35,874 5.56% 2 Code Research, Interpretation & Technical Clarification 35,874 5.56% 3 Assist Fire Dept access to Buildings & Subdivisions 35,874 5.56% $ 107,622 16.67% Planning and Zoning 1 I Process Zoning, SUP, Site Plan, ZBA & Platting Cases, etc. 35,874 5.56% 2 Comprehensive Plan Update 35,874 5.56% $ 71,748 11.11% Mu oal Governance 1 Municipal Administration 1 2 119 Contract Management 35,874 5.56% Support Services 35,874 5.56% $ 71,748 11.11% $ 645,730 100% Goals and Objectives 12 Planning and Development Strategic Theme & Objective(s) • Theme - High Quality Planning, Design, & Development • Objective(s) -- Encourage Westlake's Unique Sense of Place Optimize Planning & Development Capabilities Program Description • The Planning and Development Department is responsible for processing platting and zoning requests and ensuring that proposed development will conform to the Town of Westlake's comprehensive plans. • This also requires the continuous updating and amending of ordinances to address ever- changing development concerns. • The Building and Code Compliance Division is responsible for the administration and enforcement of the Town's adopted building codes and ordinances to assure that development is executed and maintained in compliance with ordinances and approved development plans. Program Broad Goals Prepare ordinances to amend existing ordinances as necessary to efficiently and logically guide development within the Town of Westlake. Provide the administrative, technical, and clerical services necessary to professionally regulate the codes and ordinances related to the construction and use of Commercial and Residential structures and properties within the community. Insure code and ordinance compliance through effective communication, accurate records management, and by taking appropriate action when necessary to obtain compliance. 120 Goals and Objectives 12 Planning and Development Program Trends • Permanent Population Growth: Residential and mixed-use developments have the potential to significantly increase our permanent population. • Over the past year, our community has had the opportunity to invest in our growth through the approval of a new Comprehensive Plan. • The second phase of the Granada residential subdivision, at the corner of Solana Blvd. and FM 1938/Davis Blvd., should be completed in this budget year. • The adopted Entrada mixed-use development, along SH 114, is planned to be constructed over the next several years. It will include both commercial and residential components and feature a Spanish village theme. • Housing Start Increases: Westlake is expecting continued single family residential construction as a result of Granada. This is depicted in the side -chart - prerecession starts were at 38 per year and we are estimating 50 for the coming fiscal year. • Management of Development: As the economy and the surrounding cities in the Metroplex experience commercial development and the influx of individuals continues to make the North Texas Region their home, we will need to manage our distinctive housing developments to ensure we maintain our community as an 'oasis of natural beauty' as contained in our Vision statement. * Percentage of expenditures in comparison to revenues generated $1,500,000 $1,250,000 $1,000,000 $750,000 $500,000 $250,000 $0 — FY 11/12 actual FY 12/13 actual FY 13/14 actual FY 14/15 estimated FY 15/16 adopted ■ Revenue $446,172 $775,488 $1,039,970 $1,327,240 $1,405,101 - Expenditure $183,480 $191,698 1 $542,451 1 $683,081 1 $645,730 % Comparison 41% 25% 52% 51% 46% 2014-2015 Highlights • Provided Maximum 10 day turn -around time for SFR plans review submittal to permit issued. • Established a system for the annual renewal processes for Gas Well Pad Sites and Gas Wells, including the monitoring of compliance requirements unique to each site. • Process all applications for platting, zoning, and site plans within prescribed deadlines. 121 Completed the Comprehensive Plan Update process. Held Public Input meeting and formed Stakeholder Steering Committee which met on numerous occasions to guide the update process. The Comprehensive Plan Update included updating the following Master Plans: ® Land Use ® Master Thoroughfare • Open space / Trails • Water and Sewer ® Streetscape / Landscape 2015-2016 Goals and Objectives Goals and Objectives 12 Planning and Development • Implementation of the Comprehensive Plan - The next step towards implementation of the Comprehensive Plan is to adopt ordinances supporting the recommendations and guidelines contained within the Comprehensive Plan. This will include the update of the applicable ordinance documents that will help guide our future developments and all the corresponding plan elements. • Update all departmental information on the town web site. • Continue to update and revise the forms used for processing permits and tracking inspections. • Develop a system for regulating the Entrada Development and build -out process by tracking the Site Plans, Developer's Agreements, and amendments to the PD 1-2 Zoning and Development Plan. Efficiency/Effectiveness Measures Objective Actual Actual Estimated Adopte FY12/13 FY13/14 FYI 4/15 FY 15/1 1. % Single-family residential plans reviewed within 10 100% 100% 100% 100% days of submittal. 2. % Commercial plans reviewed within 30 days of 95% 95% 95% 95% submittal. 3. % Building inspections made within 24 hours of 90% 95% 95% 95% request. 122 Program Summary Department 13 Town Secretary's Office REVENUE CATEGORIES General Sales Tax Property Tax Permits and Fees Fines & Forfeitures Franchise Fees Contributions Beverage Tax Interest Intergovernmental Misc Income GRAND TOTAL EXPENDITURE CATEGORIES Capital Outlay Debt Service Economic Development Insurance Repair and Maintenance Rent and Utilities Service Supplies GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget Vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 36,459 $ 36,459 21,811 4,161 $ 25,973 40,594 40,594 $ 40,594 $ 40,594 31,797 31,987 3,773 3,773 $ 35,570 $ 35,760 123 31,987 3,773 $ 35,760 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ -100.0% (40,594) -100.0%1$ (40,594) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ Program Summary Department 13 Town Secretary's Office EMPLOYEE STAFFING Assistant Town Manager Administrator Deputy Clerk Judge Marshal Part -Time Clerks TOTAL POSITIONS C PAYROLL & REALTED CATEGORIES Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 0.25 1.00 1.00 1.00 1.00 0.50 4.75 Town Secretary 82,339 10,196 6,669 6,474 $ 105,677 0.10 0.10 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 0.50 4.60 4.60 Town Secretary 82,339 10,196 6,669 6,474 $ 105,677 124 1.00 1.00 1.00 1.00 0.50 4.50 87,680 85,930 12,327 8,327 7,031 7,031 8,946 8,946 $ 115,983 $ 110,233 124 1.00 1.00 1.00 1.00 0.50 4.50 :2 97,665 8,180 7,923 10,182 $ 123,949 -100.0% (0) 0.0% (147) 0.0% 892 0.0% 1,236 0.0% $ 13,716 0.0% -2.2% (0.10) :2 97,665 8,180 7,923 10,182 $ 123,949 13.7% 11,735 -1.8% (147) 12.7% 892 13.8% 1,236 12.4% $ 13,716 Program Budget Town Secretary's Office J Program I Activity Budget I Percent Municipal Governance 1 Agenda and Packet Preparation 21,032 13.17% 2 Minute Preparation 6,386 4.00% 3 Board Appointments 3,379 2.12% $ 30,797 19.287. Academic Governance 1 2 Election Administration 1 Records Management 1 2 3 Municipal Administration 1 2 Agenda and Packet Preparation 18,773 11.75% Minutes Preparation 5,746 3.60% $ 24,519 15.357. Town Records Management Codification Public Information Request Support Marketing/Communications/Public I 125 22,859 14.31% $ 22,859 14.317. 39,307 24.61% 19,756 12.37% 8,020 5.02% $ 67,083 42.007. 11,969 7.49% 2,482 1.55% $ 14,451 9.057. $ 159,709 100% Goals and Objectives 13 Town Secretary's Office Strategic Theme & Objective(s) • Theme - Exemplary Service & Governance ® Objective(s) -- Increase Transparency, Accessibility & Communications Encourage Westlake's Unique Sense of Place Maximize Efficiencies & Effectiveness Program Description ® Perform tasks outlined in the Texas Municipal Law and Procedure for General Law Type A Cities. • Coordinating municipal elections • Providing support of the Town Council, Board of Trustees, Planning and Zoning Commission, and the Zoning Board of Adjustments. • Oversight of the Town's (municipal and academic) records management programs. • The Town Secretary is also responsible for the communicating meeting information to the community. Program Broad Goals ® A commitment to leadership that ensures quality public service based on honesty, dependability, integrity, consistency, respectfulness, and fairness. ® Maintain accurate records that are available to the public, Boards, and staff through a user- friendly records management program in compliance with state law and our ordinances. ® Conduct elections accurately, efficiently, and in accordance with state law. ® Ensure the Code of Ordinances is updated as additions and revisions are approved by the Town Council. ® Maintain the majority of records in digital form. Program Trends ® The duties and responsibilities of the department indicate an increase in the number of activities/functions that impact the workload of this office. • Additional agenda postings for boards and commission meetings. • An increase in meeting notifications spurred by development. • Assisting departments with the implementation of individual department records management storage within Laserfiche. • Assisting multiple departments with the design concept and implementation of workflows to streamline and automate records management within Laserfiche. ® Continue increasing the number of documents departments scan and import into the Laserfiche Records Management software which provides staff with the ease of locating electronic records and should decrease the time for departments to locate responsive documents for public information requests. 126 Goals and Objectives 13 Town Secretary's Office Town of Westlake ® Meetings continue to be scheduled once a month for the Town Council, Board of Trustees and Planning and Zoning Commission. Planning and Zoning meetings may continue increase due to the recent approval of zoning changes allowing for a new subdivision and mixed use development. ® Time required on pre and post meeting activities are impacted by the actual number of meetings per year and the information generated for each meeting packet. The amount of time will fluctuate year to year based on the total number of meetings. Agenda preparation includes: • Electronic packet preparation • Posting requirements • Distribution of meeting notifications • Preparation of minutes • Legal advertisements • Maintaining records associated with each meeting • Facility preparation for meeting 2014-2015 Highlights DID YOU KNOW Since the law was enacted in 1995 the Town has been able ® Continued a separate meeting email notification for to cancel 10 out of 24 Town residents through Constant Contact. Council elections. ® Prepared agendas, electronic packets and minutes for approval in a timely manner. ® Continued the implementation of Laserfiche Records Management software for Town records by Department. ® Completed Graduate Institute and Election Law training to maintain the Municipal Clerks certification. ® Continued an inventory of records, encouraged all departments to continue adding records to Laserfiche and completed two destructions of records (Town, TSH and WA) reducing file storage space on and off-site. ® Completed an electronic records inventory and paper destruction of Texas Student Housing Authority Records. • Increased transparency by adding additional records, Town and Academy resolutions, to the public information searchable archive on the website. ® Laserfiche department accomplishments include: • Academy - scanning 3 grades of student records and the Class of 2014 • Communications - Importing the Westlake Wire and Black Cow • Utility Billing - scanning all current and original applications • Texas Student Housing - scanning all budgets and audits 127 Goals and Objectives 13 Town Secretary's Office ® Design and oversee the implementation of the Laserfiche workflow for Personnel and Student records. ® Increased transparency by redesign the Building Inspection webpage to include a monthly building report reducing monthly request for information. Added a link providing access to Food Inspection Scores as provided by Tarrant County Health Department. 2015-2016 Goals and Objectives ® Continue with the implementation of Laserfiche workflow automating the process for Finance Accounts Payables. ® Collaborate with departments to begin Laserfiche Forms. ® Attend Municipal Clerks training as necessary to maintain the Texas Municipal Clerk's certification. • Continue destruction of paper records further reducing on and off-site storage. ® Electronic records inventory of the Town's Secretary's Office, encourage all departments to upload additional records into Laserfiche and complete an electronic destruction for records which have met retention requirements. • Implement workflows for Personnel and Student records automating the records management process of documents. ® Continue to increase transparency by uploading Planning and Zoning, Zoning Board of Adjustments, Public Arts Society and Historical Society minutes to Laserfiche Weblink searchable database. Efficiency/Effectiveness Measures Performance Measure 1. Post all Board meeting agendas to website at least 72 -hours prior to the meeting date and time. Actual Actual Estimated Adopted FY 12/13 FY 13/14 14/15 FY 15/16 100% 100% 100% 100% 2. Complete Minutes of regularly scheduled meetings 98% 99% 99% 99% and workshops within five (5) business days. 3. Respond to all open records request within 10 100% 100% 100% 100% business days. Program Summary Department 14 Emergency Services REVENUE CATEGORIES General Sales Tax Property Tax Permits and Fees Fines & Forfeitures Franchise Fees Contributions Beverage Tax Interest Intergovernmental Misc Income GRAND TOTAL EXPENDITURE CATEGORIES Capital Outlay Debt Service Economic Development Insurance Repair and Maintenance Rent and Utilities Service Supplies GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget Vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 119,653 3,540 $ 123,194 12,769 18,220 7,046 48,453 16,722 72,997 118,125 $ 294,332 136,000 145,500 10,000 $ 136,000 $ 155,500 129 152,675 10,000 $ 162,675 MMMM- 15,900 8,395 45,345 13,525 75,646 82,168 $ 240,979 10,480 15,900 0.0% 4.9% 7,175 7,425 8,395 45,345 45,345 13,525 13,525 73,906 75,646 76,883 79,168 $ 227,564 $ 237,979 129 152,675 10,000 $ 162,675 MMMM- 15,900 8,395 45,345 13,525 75,646 82,168 $ 240,979 0.0% 0.0% 4.9% 7,175 0.0% - 0.0% 0.0% 0.0% - 0.0% 3,000 0.0% $ 3,000 0.0% 4.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% - 3.8% 3,000 1.3% $ 3,000 Program Summary Department 14 Emergency Services EMPLOYEE STAFFING Fire Chief Lieutenants Fire Marshal (part-time) Firefighter Paramedics (full-time) Paramedics (part-time) TOTAL POSITIONS L W 4-0 tw r 4-0 M •N cn = a 3 PAYROLL & REALTED CATEGORIES Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 1.00 3.00 0.75 6.00 1.50 12.25 Fire Chief 813,961 100,970 78,610 51,182 $ 1,044,723 130 t3 1.00 .00 0.75 8.00 1.50 14.25 1,076,956 160,886 103,627 124,173 $ 1,465,643 1.00 1.00 3.00 3.00 0.75 0.75 7.00 7.00 1.50 1.50 13.25 13.25 130 t3 1.00 .00 0.75 8.00 1.50 14.25 1,076,956 160,886 103,627 124,173 $ 1,465,643 1,007,506 988,256 169,595 129,595 89,237 90,627 94,656 94,656 $ 1,360,994 $ 1,303,134 130 t3 1.00 .00 0.75 8.00 1.50 14.25 1,076,956 160,886 103,627 124,173 $ 1,465,643 0.0% 88,701 0.0% 31,291 0.0% 13,000 14.3% 1.00 0.0% - 7.5% 1.00 9.0% 88,701 24.1% 31,291 14.3% 13,000 31.2% 29,517 12.5% $ 162,509 Program Budget Emergency Services Pro ram I Activity Budget I Percent 1 I Fire/Emergency Services 461,238 27.03% 2 Emergency Medical Services 463,109 27.14% 3 Part Time Employees 280,346 16.43% $ 1,204,693 70.59% Operations S 1 2 3 Prevention Medical Director Hydrant Maintenanc( R 2,151 19,236 4,209 $ 25,596 0.13% 1.13% 0.25% 1.50% 1 I Inspection Services 105,903 6.21% 2 Plan Review 5,305 0.31% 3 Public Education 15,985 0.94% $ 127,193 7.457o I Services 1 Billing Services 12,000 0.70% $ 12,000 0.707. Municipal Administration 1 2 131 Administration and Manage Staff Training and Develop 284,283 16.66% 52,857 3.10% $ 337,139 19.75% $ 1,706,622 100% Goals and Objectives 14 Emergency Services Strategic Vision Points • Theme Exemplary Service & Governance • Objective(s) Preserve Desirability & Quality of Life Maximize Efficiencies & Effectiveness Increase Citizen, Student, & Stakeholder Satisfaction Program Description ® The Fire - EMS Department provides for the public safety needs of the Town via a variety of programs and services. ® The majority of these services are Fire and Emergency Medical Services (EMS) related but also includes hazardous materials mitigation, fire prevention and public education. ® Many civic organizations also benefit from these types of services through the training activities and inspection/prevention programs that the Department provides. ® The Department will continue to provide the most efficient method of delivering the traditional services - Fire Protection, Emergency Medical Services, Fire Inspections and Public Education while continuing to seek further avenues of outreach into the community. Program Broad Goals • Provide safe, efficient, and professional emergency services to the Town. ® Broaden the foundation of the department to initiate superior programs and interact with the citizens. ® Work towards achieving the Texas Fire Chief's Best Practices. ® Develop the Department using the Center for Public Safety Excellence (CFAI) model. ® Continue efforts in professional development for personnel through multi -faceted avenues. ® Improve prevention and public education programs by providing a variety of all hazard safety and prevention classes for residents and corporate offices. • Continue the advancement of prevention and inspection programs. ® Continue relationship building with the corporate business network group. 132 Goals and Objectives 14 Emergency Services Program Trends ® The level of activity historically trends into four main areas: Emergency Operations, Training, Routine Activities and Public Orientated Activities. ® Personnel continue to take advantage of joint training exercises and contracts, which reduces cost and increases familiarity with personnel and equipment of our mutual aid agencies. • Specialized training targets firefighter development that enhances our current services through state certification levels. ® Ongoing efforts to increase public involvement through education, relationship development, and services. ® Daily activities and work details are the most time consuming activities due to their nature. These activities are necessary to maintain the proper condition and operation of the equipment. 2014-2015 Highlights • Implemented programs and policies in compliance with the Texas Fire Chief's Best Practices. ® Conducted numerous CPR, AED, and fire extinguisher classes. ® Completed the installation of three outdoor warning sirens, which will enhance our Early Warning Notification System. ® Purchased a new fire engine, which will enhance our service level capabilities. • Began the process of acquiring the necessary property for a new fire station 133 DID YOU KNOW • Each year more than 2,500 people die and 12,600 are injured in home fires in the United States. • In just two minutes, a fire could kill you. • In five minutes, a house could be swallowed in flames." Retrieved from http://www.ready.gov Goals and Objectives 14 Emergency Services 2015-2016 Goals and Objectives Continue training the public in the use of CPR and AEDs (Automatic External Defibrillators). • Continue training the public in the use of fire extinguishers. • Implementing programs and policies to improve the Insurance Service Office (ISO) rating. ® Conduct a Community Risk Analysis. ® Develop a Standard's of Cover (SOC). • Continue performing emergency drills for local business as they relate to fire and severe weather. ® Continue training for all personnel in all disciplines of certification and career development. • Enhance our public education and prevention programs within Westlake Academy. Target subjects include home safety principles, health and medical awareness programs such as weather related safety programs, CPR and AED training, babysitting safety tips, and general operational and maintenance of home sprinkler systems. Efficiency/Effectiveness Measures EstimatedAdopted FY 14/15 A FY 15/16 41.3% 55`70 67.5% 75`70 3, EMS incidents with a turn -out time 57.0% 39.7% 43.1% 75% of 60 seconds or less ■ Turn -out time (reaction time) is the timeframe that a call is dispatched to the time that units respond. ■ NR = Not Reported. 134 Actual Actual Performance Measure FY 12/13 FY 13/14 1. Emergency incidents with a 56.8% 48.2% response time of 6 minutes or less 2. Fire incidents with a turn -out time of 76.8% 59.3% 80 seconds or less EstimatedAdopted FY 14/15 A FY 15/16 41.3% 55`70 67.5% 75`70 3, EMS incidents with a turn -out time 57.0% 39.7% 43.1% 75% of 60 seconds or less ■ Turn -out time (reaction time) is the timeframe that a call is dispatched to the time that units respond. ■ NR = Not Reported. 134 Program Summary Department 15 Municipal Court REVENUE CATEGORIES General Sales Tax Property Tax Permits and Fees Fines & Forfeitures Franchise Fees Contributions Beverage Tax Interest Intergovernmental Misc Income GRAND TOTAL EXPENDITURE CATEGORIES Capital Outlay Debt Service Economic Development Insurance Repair and Maintenance Rent and Utilities Service Supplies GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget Vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 10,128 730,442 380 $ 740,950 408 818 90,950 9,789 $ 101,966 8,800 8,800 670,000 690,000 1,470 1,470 $ 680,270 $ 700,270 135 8,800 710,000 1,470 $ 720,270 2,325 490 2,600 2,737 117,413 10,826 $ 136,391 1,000 2,325 0.0% 0.0% 480 490 2,600 2,600 2,737 2,737 117,413 117,413 10,796 10,826 $ 135,026 $ 136,391 135 8,800 710,000 1,470 $ 720,270 2,325 490 2,600 2,737 117,413 10,826 $ 136,391 0.0% 0.0% 0.0% 2.9% 20,000 0.0% - 0.0% 0.0% 0.0% 0.0% $ 0.0% - 2.9% $ 20,000 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ Program Summary Department 15 Municipal Court EMPLOYEE STAFFING Assistant Town Manager Deputy Clerk Marshal Part -Time Clerks TOTAL POSITIONS PAYROLL & REALTED CATEGORIES Court Administrator. Payroll Wages Payroll Insurance 0.10 1.00 1.00 Adopted Estimated Adopted 0.10 FY 15/16 Adopted Actual 1.00 Budget Budget Budget 1.00 vs FY 13/14 1.00 FY 14/15 FY 14/15 FY 15/16 4.75 FY 14/15 Estimated Court Administrator. Payroll Wages Payroll Insurance 0.10 1.00 1.00 $ Payroll Taxes 0.25 0.10 - 1.00 1.00 1.00 1.00 1.00 1.00 0.50 1.00 1.00 1.00 1.00 1.00 0.50 4.60 1.00 1.00 1.00 0.50 0.50 4.75 4.60 4.50 Court Administrator. Payroll Wages Payroll Insurance 208,739 45,919 16,963 15,133 $ Payroll Taxes Payroll Retirement GRAND TOTAL $ 286,754 136 3.0% 234,921 55,064 233,564 228,139 56,526 56,526 18,825 18,940 20,575 27,086 21,831 21,831 330,746 $ 325,436 $ 337,646 136 3.0% 6,782 -2.6% (1,463) 8.6% 1,634 24.1% 5,256 3.8% $ 12,210 Program Budget Municipal Court J Program I Activity Budget I Percent 18.44% Jail Processing 39,376 8.31% Case Processing 29.837. 1.90% $ 1 Citation Management 41,415 8.74% Monthly Reporting, Financial Oversight and Budgeting 2 Customer Service 41,383 8.73% $ 3 Financial Processing 22,885 4.83% $ 105,683 22.297. Docketin 1 2 3 Warrant and Jail Services 1 2 3 Collection Services 1 2 3 Judiciary & Administration Plea Docket 44,275 9.34% Pre -Trial Docket 42,315 8.93% Trial Docket 23,266 4.91% $ 109,856 23.17% Issuance Function 14,631 3.09% Field & Office Arrests 87,402 18.44% Jail Processing 39,376 8.31% $ 141,409 29.837. Case Submission 4,598 0.97% Financial Processing 17,189 3.63% Contract Management 8,993 1.90% $ 30,780 6.497o 1 Case Review & Archival 24,501 5.17% 2 Staff Management 23,432 4.94% 3 Legislative & Legal Compliance 28,468 6.01% 4 Monthly Reporting, Financial Oversight and Budgeting 9,908 2.09% $ 86,310 18.21% $ 474,037 1100% 137 Strategic Theme & Objective(s) • Theme Exemplary Service & Governance • Objective(s) - Maximize Efficiency & Effectiveness Increase Financial Capacity / Reserves Program Description *The Municipal Court performs the duties necessary to support municipal judicial functions, assist the public and manage court operations. The program will uphold the integrity of the Court and build public trust by providing unbiased quality service and accurate information delivered in an efficient and professional manner. Program Broad Goals Goals and Objectives 15 Municipal Court WE s1'i.0 • Court staff will provide prompt assistance in a courteous manner. This includes telephone service, mail service and customers who appear in person. • Court staff will work to enter citations in a timely manner and complete daily court deposits. *The Court will conduct hearings and trials in a professional and dignified manner in order to provide an impartial setting for cases to be adjudicated by the Municipal Court Judge. Court staff will continue to work in conjunction with the collection agency and other involved agencies to reduce the number of outstanding arrest warrants. The collection efforts will be monitored and updates reported to the Department Director. Court staff will work in partnership with the Texas Department of Public Safety to operate the driver's license suspension program for defendants who have outstanding or delinquent fines in the Court. Program Trends DID YOU KNOW An epidemic is sweeping across America? The epidemic causes drivers everywhere to black out for 5 Processes consistent workload of approximately 7,000 new seconds at a time! case filings annually. It's called: *The issuance levels in the speeding citations show a TEXTING & DRIVING. projected increase of 09% for the current fiscal year, due to targeted enforcement within the community. *The equipment, insurance, and driver license related violations (expired registration, expired license, failure to maintain financial resp., etc.) show a continued decrease of 28% this year. The legislature eliminated the violation for an expired inspection, which contributes to the decrease. Staff continues to participate in the State-wide Warrant Round -up (seventh year) with the following results, approximate decrease of 14% (252 vs. 291) of cases cleared and a 59% decrease in cash collections ($34,950 vs. $84,300) in comparison to last year's program. This was hampered by several weather related events, which resulted in office closures. 138 10,000 8,000 6,000 4,000 2,000 0 3,000 2,500 2,000 1,500 1,000 500 0 Police Initiated Case Fil FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 actual actual actual estimated projected Expired Dismissable Violations FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 actual actual actual estimated projected Number of Cleared Arrest Warrants 1,750 1,500 1,250 1,000 750 500 250 0 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 actual actual actual estimated projected 2014-2015 Highlights 2,500 2,40C 2,30( Goals and Objectives 15 Municipal Court W Collected Fine & Warrant Revenue 600,000 500,000 400,000 300,000 200,000 100,000 0 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 actual actual actual estimated projected • State-wide Warrant Round -up participation; 1,544 warrants issued; 252 cleared = 17% clearance rate • Leading, Educating, and Developing (LEAD) training opportunities were extended to court staff this year. The department now has more than 50% of the staff trained as "LEAD"ers. • Integration that allows our court software to talk to Laserfiche is finally completed, allowing us to move forward to a paper -lite system. • A new reporting system has been developed for the court. This tool will allow us to track our progress on a monthly basis helping us to achieve our goals. • The court welcomed a new part-time employee this year. We will now be able to process our cases to closure much quicker and work on reducing the backlog of outstanding warrants. 139 Goals and Objectives 15 Municipal Court 2015-2016 Goals and Objectives • Institute additional "Rules of the Court" to guide staff in routine issues per the Judges direction and utilize as basis for policy and procedures manual for front office. • Begin court observation process for court supervisor to obtain Level III certification; work toward Level I certification for deputy court clerk. • Expand jail transfers for individuals arrested on Westlake warrants in partnership with the Keller Police Department. • Facilitate marshal field service of arrest warrants a minimum of two (2) days per week • Establish monthly team meetings for the department. $900 $800 $700 $600 f° M $500 o $400 t $300 $200 $100 $0 10 Year Analysis - Municipal Court Revenues 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 actual actual actual actual actual actual actual actual estimated proposed Efficiency/Effectiveness Measures 140 Actual Actual Estimated Adopted Performance Measures FY 12/13 FY 13/14 FY 14/15 FY 15/16 1. Violations entered within 3 95% 95% 100% 100% business days of receipt 2. Collections of warrant division in 15% above 4% above 20% above At both cash and non-cash benchmark benchmark benchmark benchmark clearances. Benchmark is equal to $35,000 per month 3. Issue arrest warrants at 45 day 80% 90% 100% 100% delinquency 140 Program Summary Department 16 Public Works REVENUE CATEGORIES General Sales Tax Property Tax Permits and Fees Fines & Forfeitures Franchise Fees Contributions Beverage Tax Interest Intergovernmental Misc Income GRAND TOTAL EXPENDITURE CATEGORIES Capital Outlay Debt Service Economic Development Insurance Repair and Maintenance Rent and Utilities Service Supplies GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget Vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 617 34,437 141,319 102,504 5,249 $ 284,126 141 500 29,000 136,700 98,500 4,216 $ 268,916 500 500 0.0% 0.0% 0.0% 25,000 25,000 100,700 100,910 60,500 60,835 3,041 3,716 $ 189,741 $ 190,961 141 500 29,000 136,700 98,500 4,216 $ 268,916 0.0% 0.0% 0.0% 0.0% 0.0% 4,000 0.0% 35,790 0.0% 37,665 0.0% 500 0.0% $ 77,955 0.0% 0.0% $ - 0.0% 0.0% 0.0% 0.0% 16.0% 4,000 35.5% 35,790 61.9% 37,665 13.5% 500 40.8% $ 77,955 Program Summary Department 16 Public Works EMPLOYEE STAFFING lity Technician er Service Coordinator er Service Representative TOTAL POSITIONS Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 1.00 1.00 0.33 0.33 2.67 L bA oM Director �- M PAYROLL & REALTED CATEGORIES Payroll Wages Payroll Transfer In Payroll Insurance Payroll Taxes Payroll Retirement GRAND TOTAL 154,044 (171,113) 25,309 15,289 12,112 $ 35,642 142 203,538 (217,745) 26,392 20,797 23,468 $ 56,450 1.00 1.00 1.00 1.00 0.33 0.33 0.33 0.33 18,309 18,309 $ 49,848 $ 41,312 2.67 2.67 142 203,538 (217,745) 26,392 20,797 23,468 $ 56,450 179,456 174,790 (198,748) (198,748) 32,515 28,515 18,315 18,445 18,309 18,309 $ 49,848 $ 41,312 142 203,538 (217,745) 26,392 20,797 23,468 $ 56,450 16.4% 28,748 9.6% (18,997) -7.4% (2,123) 12.7% 2,351 28.2% 5,159 36.6% $ 15,139 Program Budget Public Works Pro ram Activity Budget I Percent ROW Manaaement 1 Drainage 67,983 20.89% 2 Line Locates 3,730 1.15% 3 Duct Bank Management 7,460 2.29% 4 Open Space Services 173,943 53.46% 11,147 $ 253,117 77.797o Transoortation Services $ 325,366 100% 143 1 Sign and Signal Maintenance 10,737 3.30% 2 Pavement & Shoulder Maintenance 37,933 11.66% 3 Street Reconstruction 11,147 3.43% Municipal Governance $ 59,817 18.38% 1 Town Council Meetings/Workshops 11,190 3.44% Citizen Engagement and Communication $ 11,190 3.447. 1 Neighborhood Gatherings and Outreach 1,243 0.38% $ 1,243 0.38% $ 325,366 100% 143 Strategic Theme & Objective(s) • Theme - Exemplary Service & Governance • Objective(s) -- Improve Technology, Facilities, & Equipment Maximize Efficiencies & Effectiveness Program Description • The Public Works Department is responsible for: the operation, maintenance, repair, and installation of the Town's traffic signs, signals, roadway markings, and approximately 10 miles of street pavement and storm drainage; maintaining public records and regulatory requirements; • Public Works also assists other departments, the Academy, and volunteer groups as needed: • Setting up for community events • Providing traffic control devices for DPS use • Supervision of community service workers • Provide back-up coordinating/inspecting work for facility maintenance Program Broad Goals Goals and Objectives 16 Public Works • Maintain streets and shoulders in safe travelable condition. ® Maintain water and waste water infrastructure to provide safe and reliable potable water to Town customers. • Maintain accurate inventory of streets and their current condition. • Manage all Public Works capital projects to be on schedule and within budget. Program Trends The Town's population continues to increase (see Planning & Development Section), which also generates a significant increase in the demand for Public Works services. With the continued influx of new residents we experience a demand for services that rivals surrounding municipalities as many are accustomed to receiving a broad base of public services. Staff 144 Goals and Objectives 16 Public Works manages these expectations and provides an accessible department that values the personal relationship with our residents. The Entrada and Granada developments as well as additional development projects will require staff attention as our community continues to expand within the DFW Metroplex. 2014-2015 Highlights • Implemented the new cellular based meter upgrade program to be completed over two fiscal years. • Worked with TxDOT to complete the FM 1938 Median Landscape enhancements after the contractor abandoned the project. ® Completed the FM 1938 Phase 3 Landscape enhancements and transferred maintenance responsibilities to adjacent developments. • Completed the SCADA system upgrades to improve reliability and infrastructure management as the system was 10 years old and had reached the end of its anticipated life span. The new system enhances our ability to monitor and control the system. 2015-2016 Goals and Objectives DID YOU KNOW Westlake and Keller have a shared elevated storage tank that is a "tank inside of a tank" design. It is the only one known in existence.- • Continue to work with Streetscape consultant for enhancement of FM 1938 and SH1 14/170 projects. • Continue to pursue transfer of N-1 sewer line to TRA. • Continue to work with the Entrada and Granada developer to ensure adherence to our approved plans, Town standards, and the developer agreements. Efficiency/Effectiveness Measures Performance Measures LF of Drainage Ditch and Culvert Repair/Maintenance rreeT reconsrrucTion Actual FY 12/13 2,500 LF 10,000 LF 145 Actual Estimated Adopted FY 13/14 FY 14/15 FY 15/16 300 LF 250 LF 200 LF 0 LF 100 LF 100 LF T4 -SIT is i�ct�,rctiaaa�� ��aa� 146 Program Summary Department 17 Facilities Maintenance REVENUE CATEGORIES General Sales Tax Property Tax Permits and Fees Fines & Forfeitures Franchise Fees Contributions Beverage Tax Interest Intergovernmental Misc Income GRAND TOTAL EXPENDITURE CATEGORIES Capital Outlay Debt Service Economic Development Insurance Repair and Maintenance Rent and Utilities Service Supplies GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget Vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 10,482 $ 10,482 10,718 510 7,040 7,188 $ 25,457 4,450 4,450 $ 4,450 $ 4,450 147 4,450 $ 4,450 1,500 242 31,000 500 22,568 16,968 $ 72,778 0.0% 1,500 0.0% - 0.0% 242 242 23,615 23,700 500 500 22,633 22,678 13,043 13,368 $ 60,033 1 $ 60,488 147 4,450 $ 4,450 1,500 242 31,000 500 22,568 16,968 $ 72,778 0.0% 1,500 0.0% - 0.0% 0.0% - 0.0% 7,300 0.0% - 0.0% (110) 0.0% 3,600 0.0% $ 12,290 0.0% 0.0% $ - #DIV/01 1,500 0.0% - 0.0% 0.0% - 30.8% 7,300 0.0% - -0.5% (110) 26.9% 3,600 20.3% $ 12,290 Program Summary Department 17 Facilities Maintenance EMPLOYEE STAFFING or 0.500 0.250 0.167 0.167 Adopted Estimated Adopted (part-time) FY 15/16 Adopted Actual 0.250 Budget Budget Budget 0.167 vs FY 13/14 - FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated EMPLOYEE STAFFING or 0.500 0.250 0.167 0.167 y Technician (part-time) mer Service Coordinator mer Service Representative (part-time) TOTAL POSITIONS 1 1 1.084 L i dA cDirector PAYROLL & REALTED CATEGORIES Payroll Wages Payroll Transfer In 67,354 (24,629) 11,069 5,940 Payroll Insurance 0.500 0.500 0.500 0.250 0.250 0.250 0.167 0.167 0.167 0.167 0.167 0.167 - - 0.250 1.084 1.084 1.334 Payroll Wages Payroll Transfer In 67,354 (24,629) 11,069 5,940 Payroll Insurance Payroll Taxes Payroll Retirement 4,918 GRAND TOTAL $ 64,652 148 75,999 74,541 (55,416) (55,416) 19,728 13,228 7,350 7,350 7,754 7,754 $ 55,416 $ 47,457 148 Program Budget Facilities Maintenance Pro ram I Activity I Budget I Percent Academic Administration 1 I Support Services 16,514 12.14% 2 Life Safety 5,472 4.02% 3 Facilities Maintenance 53,531 39.36% $ 75,517 55.53% Municipal Administration 1 Life Safety 3,263 2.40% 2 Facilities Maintenance 10,426 7.67% 3 Open Space Services 16,980 12.49% 4 Support Services 16,659 12.25% $ 47,328 34.80% Academic Governance 1 Municipal Governance 1 Board of Trustee Town Council ''I 5,563 4.09% $ 5,563 4.097. 7,584 5.58% $ 7,584 5.58% $ 135,991 100% Strategic Theme & Objective(s) • Theme - Natural Oasis ® Objective(s) -- Improve Technology, Facilities, & Equipment Program Description ® The Town of Westlake will plan for and provide facilities to enhance present and future community and educational programs and endeavors. ® Long-range plans include: maintenance, renovation, construction of facilities as related to civic use and educational programs - efficient facilities meeting program needs. • Westlake Civic Campus facilities are generally available to the community. The Town will continue to develop cooperative projects with the community and agencies. Program Broad Goals Goals and Objectives 17 Facilities Maintenance ® Ensure the Town has an effective long-range plan for facilities development and maintenance. • Facilities planning process will be communicated in a clear and concise format, including input from residents, Academy and Town staff. ® Town facilities will be operated in a cost efficient and energy efficient manner. Trends ® Continued maintenance and oversight of the various capital assets for the community, including the facilitation of any expansion planning and construction along with temporary rental units. o Arts and Sciences Center parking lot expansion which added 128 paking spaces to the campus. o Replacement of the temporary fire station, from a 14' X 60' mobile home, with a pre- owned 40' X 60' mobile home that was donated in January 2011 by WB Texas Resort Communities, LP. o Oversight of the rented facilities for municipal administration at the Solana office complex. o Acquisition and maintenance of the Parchman property and the IOOF cemetery. 150 Goals and Objectives 17 Facilities Maintenance o Installation of three (3) temporary classroom buildings to the west of the Sam & Margaret Lee Arts and Sciences Center for an additional 4,680 sq. ft. of classroom space and restrooms. ® A facility master plan was drafted for our Westlake Academy campus in the spring of 2011 and updated by an additional architect firm. o Staff continues to oversee the evolution of the master plan with updates and evaluation according to building construction and student enrollment. ® Westlake Academy increased the student population to approximately 812 in FY 2014-15. ® Security remains a priority on campus, with a full security audit completed in April 2013 including the interviewing of staff, accessing security systems, written plans, and threat assessment. As a result the front office was remolded to improve how visitors check in and out of the school. DID YOU I 1 V N OW ® Jacob Engineering completed a second traffic 1 V 1���1 1111 study for the pick-up and drop-off flow for both MYP and PYP due to an increase in stunent Westlake Academy Phase enrollment in the fall 2014 and input from the one expansion was D.O.G parent group. completed in the fall of 2014 • Repairs on the spillway location on the east side of the park were completed in August 2015. Two which brings powers rack in the park were also updated. the campus to a total ® Completed fire station location study in the summer of 108,000 sq. ft. 2015. 2014-2015 Highlights ® Staff is conducting bi-monthly table exercise with the emergency response and Westlake Academy staff. • The Secondary building was completed in August 2014 followed by the Sam & Margaret Lee Fieldhouse in October 2014. ® Completed irrigation project for the cemetery in September 2015. • Completed the extension of the temporary fire station metal building to provide living quarters after the mobile home burned in December of 2014. Completed the northwest parking lot improvement at the Westlake Academy for the 2014 - 2015 school year. 151 Goals and Objectives 17 Facilities Maintenance 2015-2016 Goals and Objectives ® Facilities Plan will be developed, including an annual maintenance, periodic maintenance, and facilities use plan. ® The Westlake Academy facility master plan will be reviewed. ® Ensure the Christmas Lighting, Arbor Day and Decoration Day events have a quality setting. ® Create a safe working and learning environment for teachers, administration staff, students and visitors, by maintaining a quarterly and monthly maintenance agreement for the Academy, Solana, Fire Station and Municipal Campus for the following _ systems: ■ Cleaning service - Daily and semi- Ito annual, window, carpet and the floors _ ■ HVAC and heating - Quarterly _l _ ■ Electrical systems - Quarterly- ■ Security systems - Semi-annual ■ Fire sprinkler and alarm systems -r�'' - Annual ■ Maintain the campus landscaping: 36 mowings, fertilizations, weed control *Athletic Field Maintenance: - • Athletic Field - 2 field mowings around athletic field ■ Athletic Field - 36 mowings by staff ® Parchman house maintenance ® Cemetery maintenance ® Fire station maintenance ® Serve as back-up for the Public Works department Efficiency/Effectiveness Measures 01 Performance Measures Actual Actual Estimated Adopted FY 12/13 FY 13/14 FY 14/15 FY 15/16 1. 100% compliant with fire sprinkler and alarm 100% 100% 100% 100% inspection schedule 2. Projects completed on time (Remodeling, A 100% 100% 100% 100% & S, Water Well, Camera update, etc.) 3. Maintain the campus and park contract Yes Yes Yes Yes services 152 Program Summary Department 18 Finance Department REVENUE CATEGORIES General Sales Tax Property Tax Permits and Fees Fines & Forfeitures Franchise Fees Contributions Beverage Tax Interest Intergovernmental Misc Income GRAND TOTAL EXPENDITURE CATEGORIES Capital Outlay Debt Service Economic Development Insurance Repair and Maintenance Rent and Utilities Service Supplies GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget Vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 21,000 3,961 $ 24,961 153 2,800 38,591 6,340 $ 47,731 2,800 2,800 0.0% 0.0% 0.0% 0.0% 0.0% 38,341 38,591 5,675 6,340 $ 46,816 $ 47,731 153 2,800 38,591 6,340 $ 47,731 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ 0.0% 0.0% $ - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ Program Summary Department 18 Finance Department Adopted Estimated I Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated EMPLOYEE STAFFING Director 1.00 1 1.00 1 1.00 1.00 1 0.0% Supervisor 1.00 1.00 1.00 1.00 0.0% Accounting Technician Municipal 1.00 1.00 1.00 1.00 0.0% Accounting Technician Academic - 1.00 1.00 1.00 0.0% TOTAL POSITIONS 3.00 4.00 4.00 1 4.00 0.0% AL W Municipal Technician Vf Director Supervisor .N Academic Q Technician3 PAYROLL & REALTED CATEGORIES Payroll Wages Payroll Transfer In 238,251 (172,465) 31,686 19,082 18,727 Payroll Insurance Payroll Taxes Payroll Retirement GRAND TOTAL $ 135,281 154 319,489 (222,940) 63,898 25,656 36,837 $ 222,940 329,023 322,023 (172,952) (172,952) 37,911 53,221 20,894 21,021 26,580 26,580 $ 241,455 $ 249,892 154 319,489 (222,940) 63,898 25,656 36,837 $ 222,940 -0.8% (2,535) 28.9% (49,987) 20.1% 10,677 22.1% 4,635 38.6% 10,257 -10.8% $ (26,953) Program Budget Finance Office Program I Activity Budget I Percent Financial Management - Municipal 1 Municipal Annual Budget 53,909 19.92% Capital Improvement Plan (CIP) 8,749 3.23% $ 62,658 23.1576 Utility Billing Utility Billing and Processing 2,893 1.07% $ 2,893 1.0717. Accountinq Services - Municipal 1 Accounts Payable 7,388 2.73% 2 Accounts Receivable 5,819 2.15% 3 Payroll 23,208 8.57% 4 Financial Reporting 49,570 18.31% 5 Cash & Investment Management 10,160 3.75% 6 $ 96,144 35.527. Municipal Governance 1 Town Council Meetings/Workshops 6,974 2.58% $ 6,974 2.587. Accountina Services - Academic 1 Accounts Payable 4,625 1.71% 2 Accounts Receivable 3,689 1.36% 3 Payroll 7,092 2.62% 4 Financial Reporting 28,799 10.64% 5 Cash & Investment Management 3,656 1.35% 6 Academic Annual Budget $ 32,499 80,360 12.01% 29.69% Academic Governance Board of Trustees Accountinq Services - Foundation Foundation Governance 155 Board $ 270,671 100% Goals and Objectives 18 Finance Office Strategic Theme & Objective(s) • Theme - Exemplary Service & Governance ® Objective(s) -- Increase Financial Capacity/ Reserves Increase Revenue Streams Program Description *The Finance Department is responsible for collecting, recording, summarizing, and reporting the results of all financial transactions of the following entities in a timely manner and in accordance with generally accepted accounting principles while ensuring compliance with applicable state and federal statutes, bond covenants and grant contracts by reviewing financial data and reporting such in a timely manner. • Town of Westlake • Westlake Academy • Westlake Academy Foundation 0 GOVERNMENT FINANCE OFFICERS ASSOCIATION Certificate of Achievement for Excellence in Financial Reporting Presented to Town of Westlake Texas For its Comprehensive Annual Financial Report for the Fiscal Year Ended Sentember 30.2014 Payroll Processing - The Finance Department is responsible for the payment of salaries and wages according to established procedures on specified days according to the adopted payroll calendar. The Town of Westlake operates two payroll systems concurrently; one for employees who are on a normal 40 -hour work week, and another cycle for DPS employees who work 24-hour shifts. This dual system is commonplace in cities to accommodate FLSA requirements. Budgets - The Town's annual budget is prepared in the context of a five (5-8) year financial forecast. The proposed budget is submitted to the Council approximately thirty to forty-five days prior to the beginning of the fiscal year for their consideration. The Town's budget is allocated by fund and is designed to provide a clear picture of the Town's spending, allocation of financial resources, and priorities as well as how they are set to carry out the policy direction of the Council. ® Westlake Academy - The Department works with the Education Service Center (Region XI) to maintain Westlake Academy's financial system and fiscal controls, i.e. general ledger, payroll, accounts payable, accounts receivable and cash management. 156 Goals and Objectives 18 Finance Office Cash Collections - The establishment of strong internal controls for cash collections is necessary to prevent mishandling of funds and to safeguard against loss. In addition, strong internal controls are designed to protect employees from inappropriate charges of mishandling funds by defining employee responsibilities in the cash handling process. Cash is considered to include coin, currency, checks, money orders, and credit card transactions. *Audits - In conjunction with maintaining financial records, the Department is responsible for the preparation for and coordination of the annual external financial audits for the Town of Westlake, Westlake Academy and Westlake Academy Foundation. ® Fraud - The Town of Westlake is committed to protecting its revenue, property, information and other assets from any attempt, either by members of the public, contractors, agents, intermediaries or its own employees, to gain by deceit, financial or other benefits. It is Westlake's intent to fully investigate any suspected acts of fraud, misappropriation or other similar irregularity. DID YOU KNOW • If you could stack 14.5 million dollars, in $1 notes; that pile of currency would reach a mile high. In 1861, when the U.S. issued its first major issue of paper currency, each note had to be signed by hand by representatives of the Register of the Treasury of the Treasurer. Accounts Payable - The Accounts Payable Section of the Finance Department is responsible for reviewing all invoices for making payments of all legally incurred and property authorized obligations. Payments will be issued in a manner to maintain the credit worthiness of Westlake Academy and to take advantage of all available discounts. Program Broad Goals • Provide Town Council, management, departments and citizens with accurate and timely financial records and reports in the most efficient manner. • Maintain the accounting and financial reporting systems in conformance with all state and federal laws, Generally Accepted Accounting Principles (GAAP), standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). • Provide sound and conservative fiscal management in compliance with all state and federal regulations. • Adhere to policies established by the Public Funds Investment Act, applicable bond covenants, and the Town's adopted investment policy and ensure proper collateralization of bank deposits. 157 Goals and Objectives 18 Finance Office Program Trends • Finance and accounting are core functions that often expand in direct correlation with an organization that continues to expand • Increases in the number of Academy employees, the number of utility customers, and the number of necessary fiduciary processes over past five years • Plans for continued future expansion at Westlake Academy combined with residential population increases and economic development will continue to challenge the Finance Department's ability to maintain the highest levels of service and quality with existing staffing. 2014-2015 Highlights Prepared, submitted and received the Town's • Distinguished Budget Presentation Award for recognition from the Government Finance Officers Association. Awards received for 2007 thru 2014 • Comprehensive Annual Financial Report for recognition from the Government Finance Officers Association. Awards received for 2007 thru 2014 • Popular Annual Financial Reporting Award for recognition from the Government Finance Officers Association. Awards received for 2011 thru 2014 0 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award Presented to Town of Westlake Texas For the Fiscal Year Beginning Prepared, submitted and received Westlake Academy's I October 1, 2014 • Distinguished Budget Presentation Award for recognition from the Government Finance Officers Association. Awards received for 2009 thru 2014 • International Award for Budget Excellence for recognition from the Association of School Business Officials International. Awards. received for 2009 thru 2014 _ ® Received an unqualified audit opinion on the 09/30/2014 Comprehensive Annual Financial Report. ® Documents are continuing to be scanned and available to be retrieved by not only the finance department but all departments which has completely eliminated the need to contact the department for research. ® Efficiencies were gained during the current year with the implementation of several improvements to the payroll process. The benefits accrual, which was hand prepared previously, is now being tracked with the software. Additionally, check stub copies are now electronically e-mailed to each employee. They now have access to review a portal with all prior payroll information available and the access to make changes to exemptions and addresses. M Goals and Objectives 18 Finance Office 2015-2016 Goals and Objectives Prepare and submit the budget for a Distinguished Budget Presentation Award for recognition from Government Finance Officers Association for the Town of Westlake and Westlake Academy. ® Prepare and submit the Town's Comprehensive Annual Financial Report (CAFR) for recognition from the Government Finance Officers Association recognition. ® Prepare and submit the Town's Popular Annual Financial Report (PAFR) for recognition from the Government Finance Officers Association. ® Receive an unqualified audit opinion on the Comprehensive Annual Financial Report. 0 GOVERNMENT FINANCE OFFICERS ASSOCIATION Award for Outstanding Achievement in Popular Annual Financial Reporting Presented to Town of Westlake Texas For its Annual Financial Report for the Fiscal Year Ended September 30, 2014 Streamline the accounts payable process using Workflow through Laserfiche. Invoices will be scanned and forwarded to each department for coding and approval; alleviating the down-time between receiving the invoice in Finance and routing to each Department Head for approval. Once the approval and coding is complete, the invoice can be paid and the system will automatically match the check and the invoice and file in Laserfiche, saving both time and effort. Efficiency/Effectiveness Measures 159 Actual Actual Estimated Adopted Performance Measures FY 12/13 FY 13/14 FY 14/15 FY 15/16 1. Auditor prepared audit 4 2 5 5 adjustments not to exceed 5 2. Prepare five year budget May May May May forecast for subsequent year 3. Annual CIP update May May May May 159 T4 -SIT is i�ct�,rctiaaa�� ��aa� 10 Program Summary Department 19 Parks and Recreation REVENUE CATEGORIES General Sales Tax Property Tax Permits and Fees Fines & Forfeitures Franchise Fees Contributions Beverage Tax Interest Intergovernmental Misc Income GRAND TOTAL EXPENDITURE CATEGORIES Capital Outlay Debt Service Economic Development Insurance Repair and Maintenance Rent and Utilities Service Supplies GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget Vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 16,330 10,744 35,844 288 $ 63,206 161 1,500 59,500 9,355 52,250 8,978 $ 131,583 1,500 1,500 0.0% 0.0% 0.0% 62,500 62,500 8,780 9,355 49,250 49,250 8,933 8,978 $ 130,963 $ 131,583 161 1,500 59,500 9,355 52,250 8,978 $ 131,583 0.0% 0.0% 0.0% 0.0% 0.0% (3,000) 0.0% - 0.0% 3,000 0.0% - 0.0% $ 0.0% 0.0% $ - 0.0% 0.0% 0.0% 0.0% -4.8% (3,000) 0.0% - 6.1% 3,000 0.0% - 0.0% $ Program Summary Department 19 Parks and Recreation EMPLOYEE STAFFING er Service Coordinator er Service Representatve TOTAL POSITIONS L 3 M O M H PAYROLL & REALTED CATEGORIES Payroll Wages Payroll Transfer In Payroll Insurance Payroll Taxes Payroll Retirement GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 0.500 0.167 0.167 0.834 Director 63,249 (24,538) 11,079 5,626 4,918 $ 60,334 162 79,367 (54,124) 13,156 6,573 9,151 $ 54,124 0.500 0.500 0.167 0.167 0.167 0.167 7,099 7,100 7,499 7,499 $ 53,639 $ 45,832 0.834 0.834 162 79,367 (54,124) 13,156 6,573 9,151 $ 54,124 73,500 72,042 (53,639) (53,639) 19,181 12,831 7,099 7,100 7,499 7,499 $ 53,639 $ 45,832 162 79,367 (54,124) 13,156 6,573 9,151 $ 54,124 Program Budget Parks and Recreation Pro ram Activity Budget I Per Parks and Recreation Maintenance 1 1 Open Space Services 85,520 46.05% 2 Trail Development and Maintenance 55,876 30.09% $ 141,396 76.147o Citizen Communication & Engagement Academic Administration 1 Municipal Administration 1 2 Academic Governance 1 Municipal Governance It Community Services 12,080 6.50% 12,080 6.50% Academy Partnerships 114,325 7.71% $ 14,325 7.717. Purchasing 4,352 2.34% Support Services 7,059 3.80% $ 11,411 6.14% Board of Trustee Meetings/Workshops 13,247 1.75% $ 3,247 1.75% Town Council Meetings/Workshops 3,247 1 1.75% $ 3,247 1.75% $ 185,707 100% 163 Goals and Objectives 19 Parks and Recreation Strategic Theme & Objective(s) * Theme - Natural Oasis ® Objective(s) Encourage Westlake's Unique Sense of Place Preserve Desirability & Quality of Life Program Description • The Park and Recreation Department maintains a 39.5 acre park and open spaces, which includes Glenwyck Farms, Terra Bella sub -division and Parchman property. • The trees along roadways and the cemetery are also maintained to ensure the safety of drivers and pedestrians. * Trails and pedestrian underpasses run throughout the community. Westlake Academy, IOOF cemetery, and the town owned park, located in Glenwyck Farms, provide the facilities and space for recreational use to the public. These locations also host sporting events, facility rentals, Arbor Day, Bandana Bonanza, Christmas Tree Lighting and Decoration Day. Program Broad Goals • Provide park and common open spaces adequate in size and condition to serve our citizens. ® Use the park system to preserve and protect environmentally significant areas for public enjoyment and education. • Maintain, secure and manage parks in a manner which encourages their appropriate use. ® Maximize public/private partnerships to assist in all aspects of parks and recreation planning and development. Program Trends The population growth, both permanent and daytime population, has increased the use of the park and trail system. The Town prides itself on offering community stewardship opportunities to those within Westlake - to the benefit of our residents and those serving the surrounding communities. Such as those listed below: 164 Goals and Objectives 19 Parks and Recreation o Community Storehouse continues to lease the Academy buildings for three weeks in July to provide a reading camp for 1 st and 2nd grade students of the surrounding communities. We are in our fifth year of this partnership. o Ongoing opportunities are provided for Eagle Scout projects o Boy Scout Troop 170 continues to partner with the Town through the establishment of a wood lot adjacent to the Parchman property in exchange for cleaning up the cemetery and parks. ® In tandem with our CIP and partnership projects that include roadways, we are expanding our trail systems to promote `walk -ability' and fulfill our strategic outcome objective of "Encourage Westlake's Unique Sense of Place" by connecting these systems for our residents and visitors. This trend is anticipated to be a priority for the future. The Town partnered with TD Financial to plant 10 trees in the Town's open space on Roanoke Road for the 2014 annual Arbor Day event. In April, 2014, the Town received its fifteenth (15th) Tree City USA award from the National Arbor Day Foundation. Due to the wet weather the 2015 Arbor Day event was canceled. Staff and students planted six trees on the WA campus and educated student on how to plant and prune trees and received our sixteenth (16th) Tree City USA award. 2014-2015 Highlights • Three Eagle Scout projects were completed in the cemetery. • Received 15th annual Tree City USA award. ® Completed trail from Capital Parkway to Dove Rd. on the west side of FM 1938. • The Town's comprehensive plan was adopted in February 2015 which included elements that contain the parks and trail systems. • Added irrigation system to the cemetery for watering purposes. ® Parking improvement which included lighting in Glenwyck Park, repair to the pond on the east side of the park and updating the electrical panels. • New playground equipment was installed in August 2015 at the Westlake Academy campus. • Updated the Dove Rd median to the west of FM 1938 and the Dove Rd. Randol Mill triangle. Goals and Objectives 19 Parks and Recreation 2015-2016 Goals and Objectives • Work with Planning and Development to coordinate park land acquisition with long range growth and development planning. • Enhance and expand the linear park system along creeks and roadways. • Limit usage within environmentally sensitive areas to passive recreation. • Continue updating existing parks & facilities standards and guidelines. • Recognize and promote the concept that parks and recreation needs evolve over time with changes in the population. ® Design parks and open spaces that are durable, easily maintained and are not detrimental to surrounding uses. • Utilize partnerships, wherever appropriate, to help develop, manage and maintain parks and recreation facilities. • Accelerate park system improvements. • Develop marketing strategies for the Westlake I.O.O.F. Cemetery which will increase sales. Efficiency/Effectiveness Measures Actual Actual Estimated Adopted Performance Measures FY12/13 FY13/14 FY 14/15 FY 15/16 1. Dove Road - 30 medians mowed, 100% 100% 100% 100% fertilized and weed controlled i 2. Park - 5 field mows and 36 mows 100% 100% l 00% 100% around walkways and open spaces 3. Other - annual tree trimming for 100% 100% 100% 100% road ways and park area Program Summary Department 20 Information Technology REVENUE CATEGORIES General Sales Tax Property Tax Permits and Fees Fines & Forfeitures Franchise Fees Contributions Beverage Tax Interest Intergovernmental Misc Income GRAND TOTAL EXPENDITURE CATEGORIES Capital Outlay Debt Service Economic Development Insurance Repair and Maintenance Rent and Utilities Service Supplies GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget Vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 27,335 9,357 $ 36,692 81,250 30,000 14,250 14,250 $ 95,500 $ 44,250 167 52,200 5,850 $ 58,050 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 22,200 0.0% (8,400) 0.0% $ 13,800 0.0% 0.0% $ - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 74.0% 22,200 -58.9% (8,400) 31.2% $ 13,800 Program Summary Department 20 Information Technology EMPLOYEE STAFFING Director TOTAL POSITIONS PAYROLL & REALTED CATEGORIES Adopted Estimated I Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated Payroll Wages Payroll Insurance 29,861 2,605 2,410 2,146 $ Payroll Taxes Payroll Retirement GRAND TOTAL $ 37,023 j Director 120,860 120,860 $ 168 102,922 77,997 11,628 10,763 5,878 8,235 7,910 11,867 103,413 $ 133,787 32.0% 24,925 -7.4% (865) 40.1%1 2,358 50.0% 3,957 29.4% $ 30,374 PROGRAM BUDGET Information Technology Program I Activity IT Operations Budget Percent 1 Information Technology Support 37,442 19.52% 2 PC Support 51,721 26.96% 3 Enterprise Support Systems 23,109 12.05% 4 Data Center 8,274 4.31% 5 Website Services 4,334 2.26% 6 $ 124,879 1 65.10% Network 1 1 WAN Operations 8,274 4.31% 2 Physical & Electronic Network Security 5,537 2.89% $ 13,812 7.2017. Westlake Academy 1 Information Technology Support 10,894 5.68% 2 PC Support 655 0.34% 3 Enterprise Support Systems 25,109 13.09% 4 Data Center 4,792 2.50% 5 Website Services 667 0.35% 6 WAN Operations 4,792 2.50% 7 Physical & Electronic Network Security 6,237 3.25% $ 53,147 27.707. $ 191,837 1 100% Goals and Objectives 20 Information Technology Strategic Theme & Objective(s) Theme Exemplary Service & Governance Exemplary Education Westlake Academy Objective(s) -- Improve Technology, Facilities, & Equipment Program Description * Information Technology works with the Town Manager to establish IT policy, evaluate and recommend technology solutions for specific departmental needs and provide administrative support to network infrastructure, systems, and staff. Program Broad Goals • Provide support to all Town departments (both municipal and academic) through the design, deployment, and maintenance of systems to support departmental objectives. • Provide systems administration by maintaining IT systems with prudent provisions for security, data archiving, and disaster recovery. Program Trends �e �r x0q! rko --im • Information Technology is in a state of perpetual change, and policies, strategies, and system implementation must accommodate these realities. • Network/system security requires ongoing analysis and adjustments to meet emerging threats. • Equipment must be updated to remain reliable and secure. • Data communication links between locations require evaluation of alternate information storage and backup process to ensure optimal performance. Service demands of internal and external customers continue to increase exponentially each year. The number of devices and staff the IT department supports has increased more than 1000% in the past five years (from approximately 300 devices total in 2009 to over 3000 devices in 2015) while the number of IT staff has increased 33.3% (from 1.5 in 2009 to 2 in 2012). The number of overall FTE (does not include part-time/temporary positions) staff supported by the IT Department has also increased over 50% in the past five years (from 89 employees in 2009 to 133 employees in 2015). 170 Goals and Objectives 20 Information Technology 2014-2015 Highlights Overall: • Reduced costs by keeping outsourced technical services to a minimum. • Successful and timely resolutions to over 700 IT -related incidents and requests reported through our SchoolDude tracking system since May 2014. Academy: • Successfully opened three new buildings on campus incorporating additional network devices into our existing network. • Installed 20 additional wireless access points across campus to support increased number of devices on network and our 1 -to -1 initiative. • Successfully implemented 1 -to -1 iPad mini's which includes 874 iPad Mini's and 40 AppleTV's (for wireless projection) for Staff and Grades 1 through 12. • Installed 15 SMART Boards the new Secondary School and 12 SMART LCDs in the PYP buildings and Portable Buildings. DID YOU KNOW Computers are user-friendly; unfortunately they are very selective about who their friends are. Town Hall / Municipal Court: Replaced large format printer with current model Upgraded to newer version of Laserfiche including setting up another server dedicated to hosting the Laserfiche SQL database Fire Department: * Computer and laptop upgrades 2015-2016 Goals and Objectives • Implement enhanced backup and disaster recovery solutions • Perform on-going security assessments to validate the efficacy of existing measures and to evaluate and deploy solutions for new threats. • Identify and implement additional information technologies to improve the efficiency and/or security of business processes. 171 J � 1 Goals and Objectives 20 Information Technology • Identify and implement additional information technologies to improve transparency to our citizens, stakeholders, and students. • Continue to reduce costs through the use of internal staff and third -party vendors. • Continue to simplify our network where possible while maintaining the highest levels of security, reliability, and functionality for system users. • Expand the effective use of technology in the classroom to maximize each child's learning potential. • Explore and implement additional systems to enhance services provided to external customers. Efficiency/Effectiveness Measures Performance Measures 1. Network connectivity and telephone functionality at or above 99.5% 2. Response to all service requests with 24 hours at or above 99% Actual Actual Estimated Adopted FY12/13 FY 13/14 FY14/15 FY15/16 99.7% 99.8% 99.8% 99.8% 99.5% 99.5% 99.5% 99.5% 172 Goals and Objectives 20 Information Technology Academy Technology Forecast Actual Estimated Proposed Projection 5,000 5,000 FY 13-14 FY 14-15 FY 15-16 FY 16-17 1 FY 17-18 TOTAL LIFECYCLE MAINTENANCE & REPLACEMENT Server Replacements 2,500 2,500 5,000 5,000 5,000 20,000 [Pad /Tablet Replacements 30,000 - 10,000 10,000 10,000 60,000 Laptop / iMac Replacements 60,000 10,000 70,000 20,000 20,000 180,000 PC Replacements 2,500 1,500 1,500 1,500 1,500 8,500 Telephone System Replacements 2,500 2,500 2,500 2,500 2,500 12,500 Network Hardware Replacements 5,000 5,000 10,000 10,000 10,000 40,000 Security / Disaster Recovery Equipment & Support $102,500 $21,500 $99,000 $49,000 $49,000 $321,000 ONGOING TECHNOLOGY PROGRAMS Information Technology Training 2,500 2,500 3,500 3,500 3,500 15,500 Campus Security System / Upgrades 6,000 8,000 9,000 10,000 10,000 43,000 Hardware & Software Support Contracts 6,000 8,000 15,000 20,000 25,000 74,000 Website Hosting, Maintenance, Upgrades 1,500 15,000 3,000 2,000 2,000 23,500 Email Service & Archival 2,200 2,400 2,600 2,800 2,800 12,800 Internet & Network Service & Support 16,000 17,000 20,000 22,500 25,000 100,500 Security / Disaster Recovery Equipment & Support 7,500 7,500 7,500 7,500 7,500 37,500 $41,700 $60,400 $60,600 $68,300 $75,800 $306,800 GROWTH Expand Network Infrastructure 7,000 12,000 15,000 15,000 15,000 64,000 Network Monitoring & Management System 1,500 1,500 3,000 3,000 3,000 12,000 Procure Additional End -User & Educational Equipment 25,000 25,000 25,000 25,000 25,000 125,000 $33,500 $38,500 $43,000 $43,000 $43,000 $201,000 173 Goals and Objectives 20 Information Technology Municipal Technology Forecast I Actual I Estimated I Proposed I Projection I FY 13-14 1 FY 14-15 1 FY 15-16 1 FY 16-17 1 FY 17-18 1 TOTAL I LIFECYCLE MAINTENANCE & REPLACEMENT Servers (moving to hosted rather than physical assets) 7,000 25,000 17,500 19,000 21,000 89,500 PC/iPad/Tablet Replacements 4,000 2,000 5,000 6,000 6,000 23,000 Printer Replacements 7,500 8,000 5,000 5,000 5,000 30,500 Security System Upgrades & Replacements 2,000 2,000 1,000 1,000 1,000 7,000 Network Hardware/ Telephone Replacements 12,000 15,000 15,000 20,000 15,000 77,000 Internet & Network Service & Support $32,500 $52,000 $43,500 $51,000 $48,000 $227,000 STRATEGIC INITIATIVES/PROJECT IMPLEMENTATION Laserfiche Implementation / Licensing / Support 11,500 13,000 15,000 15,000 15,000 69,500 Online Utility Billing Payment System & Support 1,500 1,500 1,500 1,500 1,500 7,500 Security System Upgrades / Support 2,000 1,000 1,000 1,000 1,000 6,000 GIS service for Public safety Dispatch 7,000 7,000 7,000 7,000 7,000 35,000 Application software service & Support $22,000 $22,500 $24,500 $24,500 $24,500 $118,000 ONGOING TECHNOLOGY PROGRAMS Information Technology Training 2,500 3,500 3,500 4,000 4,000 17,500 Email Service & Archival 6,000 9,300 10,000 100,000 100,000 225,300 Website Hosting, Maintenance, Upgrades 5,000 5,000 5,000 5,000 5,000 25,000 Hardware & software support contracts 5,000 5,000 15,000 16,000 17,000 58,000 Application software service & Support 13,000 40,000 17,500 19,000 21,000 110,500 Internet & Network Service & Support 16,000 17,000 19,000 21,000 23,000 96,000 Security / Disaster Recovery Equipment & Support 7,500 7,500 7,500 7,500 7,500 37,500 $55,0001 $87,300 $77,500 $172,500 $177,500 $569,800 GROWTH Network Monitoring & Management System 1,500 1,500 2,000 2,000 2,000 9,000 Additional PCs / laptops / tablets 3,500 4,000 4,500 5,000 5,000 22,000 $5,000 $5,500 $6,500 $7,000 $7,000 $31,000 174 Program Summary Department 21 Human Resources REVENUE CATEGORIES General Sales Tax Property Tax Permits and Fees Fines & Forfeitures Franchise Fees Contributions Beverage Tax Interest Intergovernmental Misc Income GRAND TOTAL EXPENDITURE CATEGORIES Capital Outlay Debt Service Economic Development Insurance Repair and Maintenance Rent and Utilities Service Supplies GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget Vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 7,247 2,741 $ 9,989 11,400 14,545 4,900 41970 $ 16,300 $ 19,515 175 14,545 4,970 $ 19,515 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ 0.0% 0.0% $ - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ Program Summary Department 21 Human Resources EMPLOYEE STAFFING a TOTAL POSITIONS L 4-1 tw r— M to r- ollool M •N 2 a 3 F° PAYROLL & REALTED CATEGORIES Payroll Wages PR Transfer In Payroll Insurance Payroll Taxes Payroll Retirement GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated Di recto r44- 108,540 (7,740) 15,705 8,877 8,435 $ 133,817 1.00 1.00 1.00 1.00 28,225 16,725 12,560 12,560 15,952 15,952 $ 202,440 $ 189,240 2.00 2.00 Di recto r44- 108,540 (7,740) 15,705 8,877 8,435 $ 133,817 176 m7 167,146 (10,804) 16,259 13,413 19,272 $ 205,285 156,356 154,656 (10,655) (10,655) 28,225 16,725 12,560 12,560 15,952 15,952 $ 202,440 $ 189,240 176 m7 167,146 (10,804) 16,259 13,413 19,272 $ 205,285 8.1% 12,489 1.4% (150) -2.8% (466) 6.8% 852 20.8% 3,320 8.5% $ 16,045 Program Budget Human Resources Pr ro am Activity Budget I Percent Human Resources Administration 1 Administrative Support Services 10,888 4.84% 2 Employee Records 3,110 1.38% 3 Payroll 6,221 2.7776 $ 20,219 8.99% Total Compensation 1 2 Compensation and Classification Benefits Management 3,110 3,110 1.38% 1.38% Risk Management $ 6,220 2.77% 3 1 Property & Casulty Insurance Management 10,375 4.62% Compensation and Classification 2 Worker's Compensation 1,555 0.69% 20,715 3 Loss Prevention 1,165 0.52% 3.46% $ 13,095 5.83% Employment Services 1 Employment Application Services 5,180 2.30% 2 Recruitment and Placement 2,334 1.04% 3 Employee Skills Development 2,334 1.04% $ 9,848 4.38% Westlake Academy Foundation 1 Fundaising Support 779 0.35% 2 Employment services 388 0.17% 3 General Administrative Support 779 0.35% $ 1,945 0.87% Westlake Academv 1 Administrative Support Services 41,427 18.43% 2 Employee Records 20,715 9.21% 3 Payroll 20,715 9.21% 4 Compensation and Classification 15,534 6.91% 5 Benefits Management 20,715 9.21% 6 Property & Casulty Insurance Management 7,768 3.46% 7 Worker's Compensation 2,589 1.15% 8 Loss Prevention 5,179 2.30% 9 Employment Application Services 15,534 6.91% 10 Recruitment and Placement 18,125 8.06% 11 Employee Skills Development 5,176 2.30% $ 173,475 77.1717. $ 224,801 1 1007. 177 Strategic Theme & Objective(s) ® Theme Exemplary Service & Governance ® Objective(s) -- Attract, Recruit, Retain and Develop the Highest Quality Workforce Program Description • The HR & Administrative Services Department provides a diverse array of services to internal and external customers, as well as providing support to the organization's general operations. • These services include all HR functions, including General Administrative Services, Recruiting & Hiring, Payroll Processing, Benefits Administration, Organizational Goals and Objectives 21 Human Resources Training & Development, Policy Compliance, and Risk Management. Support is offered in partnership with other departments for bidding & purchasing, strategic planning, policy development, general administration, and finance. ® In addition to providing these services to the Town of Westlake, the department continues to successfully support Westlake Academy through our shared services model. * The Department also provides support services to all other Town Departments, including the Westlake Academy Foundation, Westlake Historical Preservation Society, and the Westlake Public Art Committee. Program Broad Goals • Continually monitor the external business environment for trends and issues related to compensation and benefits and make recommendations to maintain competitive and motivated work force. • Administer guidance and support for policy compliance to all Departments. • Continually research, recommend and implement strategic organizational improvements. ® Develop and implement effective policies, procedures, and guidelines in support of the organization's stated mission, vision, values, goals, and objectives. • Ensure compliance with pertinent laws and best practices through continual and proactive monitoring of the organization's work processes and procedures. • Reduce exposure to liability and property losses through identification of potential vulnerabilities, employee training, and implementation of policies and procedures to reflect best practices. • Maintain affordable and competitive insurance policies through a comprehensive bidding process. Goals and Objectives 21 Human Resources * Recruit and retain the highest quality employees to sustain excellent customer service reflective of a High -Performance Organization (HPO). Program Trends • Continued growth of Town and Academy staff, resulting in higher annual administrative service demands, as well as expanded responsibilities in the areas of Human Resources, Risk Management, and Benefits Administration. • Increases in cost, administration, and legal compliance of employee benefits. • Volatile economic conditions combined with the unpredictability of state school funding continue to create challenges in maintaining competitive employee compensation packages. • New federal and state laws result in ongoing compliance challenges, resulting in constant change of Human Resources best practices. 2014-2015 Highlights * Processed all payroll, benefit transactions, and regulatory filings in a timely manner In partnership with the Finance Department. ® Facilitated all tasks and procedures pertaining to Risk Management, in response to the organization's required service demands. ® Completed updates to the Town and Academy's personnel manuals with additional and amended policies. ® Facilitated the recruiting and/or onboarding process of 67 full-time and part-time employees for the Town and Westlake Academy. • Completed comprehensive municipal and academic salary surveys to ensure competitive employee compensation. • Began development of a new web -based employee evaluation system. • Was elected as a voting member of the Region XI Benefits Cooperative Board for 2015-2016. • Implemented a web portal for access to attendance and payroll data for municipal employees. Completed SHRM-SCP certification. 1JW*A DID YOU KNOW? The Town of Westlake HR Department receives over 1,200 job applications each year; more than Westlake's residential population. Goals and Objectives 21 Human Resources 2015-2016 Goals and Objectives • Implement a comprehensive municipal employee compensation plan in cooperation with the Leadership Team and independent consulting firm. ® Implement a new employee performance evaluation instrument and establish completion timeframes to enhance employee performance and development. • Complete an annual risk assessment of all areas affected by potential property, liability, or worker's compensation losses. • Complete the implementation of an electronic employee absence request and attendance tracking system for municipal employees. • Develop a performance pay component to complement the current teacher compensation system, including analysis of and improvements of current stipend and extra -duty payment practices in cooperation with the Westlake Academy LEAD Team. Efficiency/Effectiveness Measures I:� Actual Actual Estimated Adopted Performance Measures FY12/13 FY 13/14 FYI 4/15 FY15/16 1. Review need for policy Semi- Semi- Semi -Annually Semi -Annually amendments, additions, and Annually Annually deletions 2. Development and N/A N/A N/A March 2016 implementation of a comprehensive compensation plan for the Town of Westlake 3. Research and development of a N/A N/A N/A April 2016 performance pay component for Westlake Academy teachers. 4. Average time to fill vacant N/A N/A 43 days 40 days positions is 45 days or less 5. All positions analyzed by N/A N/A Annually Annually actual job duty and review of I position descriptions 6. Full Implementation a web -based N/A N/A N/A December performance evaluation system 2015 for municipal employees I:� Program Summary Department 22 Communications & Community Affairs REVENUE CATEGORIES General Sales Tax Property Tax Permits and Fees Fines & Forfeitures Franchise Fees Contributions Beverage Tax Interest Intergovernmental Misc Income GRAND TOTAL EXPENDITURE CATEGORIES Capital Outlay Debt Service Economic Development Insurance Repair and Maintenance Rent and Utilities Service Supplies GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget Vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 8,134 1,656 $ 9,790 9,520 9,520 4,500 4,500 $ 14,020 $ 14,020 181 8,800 4,500 $ 13,300 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (720) 0.0% - 0.0% $ (720) 0.0% 0.0% $ - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -7.6% (720) 0.0% - -5.1% $ (720) Program Summary Department 22 Communications & Community Affairs EMPLOYEE STAFFING Ist TOTAL POSITIONS .N Ln I_ PAYROLL & REALTED CATEGORIES I Wages I Transfer In I Insurance ITaxes I Retirement GRAND TOTAL L Q) tw M a M 2 3 Adopted Estimated I Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated Director 44- 90,649 (115,277) 11,139 7,049 6,440 $ (0) 1.00 1.00 1.00 1.00 14,684 17,684 9,837 9,734 12,436 12,436 $ (0) $ (0) 2.00 2.00 Director 44- 90,649 (115,277) 11,139 7,049 6,440 $ (0) 142,537 (189,872) 19,432 11,469 16,435 (0) 157,647 110,159 (194,605) (150,014) 14,684 17,684 9,837 9,734 12,436 12,436 $ (0) $ (0) 142,537 (189,872) 19,432 11,469 16,435 (0) PROGRAM BUDGET Communications and Community Affairs Program , Activity _ Municipal Governance 1 I Policy Development, Council Meetings and Workshc Academic Governance I IT Comprehensive Planning and Economic 1 2 3 Financial Ma I i ent Municipal Administration Policy Development, Board Meetings and ment Budget Percent 665 5.00% $ 665 5.007. Development Recruiting and Assistance 266 2.00% Development Oversight and Regulation 133 1.00% Development Agreement Oversight 133 1.00% $ 532 4.00% Managing and Budgeting for O 1 Departmental Coordination and Employee Management 665 5.00% 2 Contract Management 266 2.00% 2 Agenda Preparation and Calendar Maintenance 399 3.00% 3 Strategic Plan Development and Implementation 532 4.00% 4 Professional Development 532 4.00, 5 Direction of Leadership Team 399 3.00% 6 Affiliate Board Liaison and Support 532 5.00% $ 3,325 26.00% Academic Administration 1 Departmental Coordination and Employee Management 266 2.00% 2 Financial Management and Budget Preparation 266 2.00% 3 Agenda Preparation and Calendar Maintenance 266 2.00% 4 Strategic Plan Development and Implementation 133 1.00% 5 Organizational Development 266 2.00% 6 Parent and Student Communication 532 4.00% 7 Affiliate Board Liaison and Support 266 2.00% $ 1,995 15.00% Citizen Engagement and Communication 1 Communication 2,926 22.00% 2 Neighborhood Gatherings and Outreach 1,330 10.00% 3 Community Activities 1,330 10.00% 4 Direction Finders and Other Surveys 266 1.00% $ 5,852 43.00% $ 13,300 10091, Goals and Objectives 22 Communications & Community Affairs Strategic Theme & Objectives(s) ® Theme -- Exemplary Service & Governance ® Objective(s) -- Increase Transparency, Accessibility, & Communications Program Description ® The department of Communications & Community Affairs is responsible for leadership and representation on matters related to Town (both municipal and academic) services' communications, promotion, and citizen/parent engagement. • The Director position has senior level management duties and reports to the Town Manager. The position coordinates facilitation of neighborhood and WA parent meetings, publication of our email blasts, advertising, web site development, various community events and gatherings, social media, serves/supports our local chambers of commerce at meetings and events, assists in various economic development efforts for the Town, and serves/supports the Westlake Historical Preservation Society as Town liaison. ® The Communications Specialist/Administrative Assistant position reports to the director of communications and provides overall assistance as requested/expected with department responsibilities. This position is responsible for all aspects of the town's social media platforms; and also executes main duties of website updates and maintenance, town meeting summary notes, photography and video work, department's records management with laser fiche, and heavily assists with media relations and coordination regarding press releases, events, and also with the WHPS board as needed. Trends ® Over the past two years, Direction Finders Survey results show an approximate approval rate average of 74% for overall satisfaction concerning the Town's communication effectiveness. ® Survey results taken from the bi-annual Westlake Academy Parents demonstrated an approximate approval rate of 78% regarding the quality of communication received from the Academy; a 20% increase over the last two years. ® Benchmarks are now set with the implementation of the Balanced Score Card for the communications department regarding the municipality's website, social media platform, and citizen engagement; areas will be monitored for growth and exposure of our organization on a monthly basis, reporting to Council on a quarterly basis. Goals and Objectives 22 Communications & Community Affairs Advertising and events in major local and social publications/websites on state level and in DFW publications regularly occur throughout the year in order to maintain awareness and knowledge about Town of Westlake and Westlake Academy on a local level. This process was also implemented on the international level during the 2014-15 FY, and now we will work to raise and/or maintain our awareness and knowledge on this additional level each year. Program Broad Goals ® Continue to develop key relationships with community affairs and public information strategies and programs designed to inform and engage residents, parents, all Town/Academy employees, media contacts and members of the business community in order to increase awareness and promotion of both Town and Academy. ® Increase the review, consistency, & transparency of information on the municipal and academic websites for relevant data and work with respective department directors as it relates to content development; All communication department personnel are to serve as primary contact for municipal website updates. ® Continually review internal procedures for Westlake Academy employees to include and submit information to the department in order to improve visibility and promote awareness of accomplishments and events; including regular meetings with Academy personnel to share student and staff achievements. 0 Develop, implement, and collaborate on strategic plans, programs, tactics and initiatives related to all Town and Academy communication, promotion, public information and citizen/parent engagement to build sense of community and community - mindedness with multiple target audiences, including, but not limited to, Town residents, DID YOU KNOW... The industry standard for open rates of governmental agency's emails per Constant Contact is 34%; and, our Town's open rate for the Westlake Wire consistently averages 51%, indicating our communication & citizen engagement efforts are working. Academy parents, Town/Academy employees, students, alumni, area businesses, development interests, and other support groups; including consistent efforts to streamline communication processes for all stakeholders M Goals and Objectives 22 Communications & Community Affairs • Communication department personnel serve as primary contact/Town representative to local chambers of commerce and provide support including attendance at meetings, events, etc. to increase knowledge of Westlake community while building relationships and assistance in economic development efforts. ® Communication department personnel serve as liaison to the Westlake Historical Preservation Society, attend board meetings and provide support when possible, and help organize related community events and promotion. 2014-2015 Highlights ® Increased Facebook Likes to 283 and Twitter Followers to 375 in first 1 1 /2 years of municipal Facebook and Twitter social media sites' existence ® Set effective benchmarks per Balanced Score Card and completed first quarterly report to Council. ® Hosted and coordinated our 6th annual graduation ceremony for Westlake Academy at the Southlake Hilton Town Square hotel with a 2016 U.S. presidential candidate as guest speaker and over 750 people in attendance. • Added full-time position of a Communication Specialist/Administrative Assistant to the department of communications and community affairs. ® Received many positive comments via email and during Neighborhood Town Meetings regarding success of department's efforts to strengthen relationship with police personnel thus providing more timely and effective communications for residents with burglary/crime incidents, safety programs, and services. ® Department personnel attended first national social medial conference, learning best practices to increase Town's exposure to citizens, increase resident satisfaction with social media communication, and with community relations and engagement, as a whole. ® Completed Laserfiche initiative for increased transparency and municipal records' availability in department for all Westlake Wires, press releases, and WA Black Cow issues. 0 Proactively implemented and completed Westlake communication campaign regarding Ebola crisis, thus eliminating any negative problems and garnering positive comments regarding our efforts to inform and educate all stakeholders I:. Goals and Objectives 22 Communications & Community Affairs • Successfully completed citizen engagement campaign for completed Comp Plan regarding citizen input and accessibility of final product via numerous media efforts; e.g. Westlake Wire, website, meetings, press releases, community magazine, and mailings. ® Increased attendance at MasterWorks spring concerts with an average of 50+ in attendance, possibly as a result of providing fewer numbers of concerts with better known bands, and good weather! ® Partnered with IT department regarding new Academy website and formed stakeholder input committee from WA to help staff successfully complete implementation of new website for the 2015-16 school year. • Began production of new promotional video for Westlake Academy via vendor selection, planning and process meetings, and partial filming of student/alumni interviews for completion next fiscal year. ® Department director completed TCU post graduate course to become a Certified Public Communicator, completing 96 hour program and a detailed outline for Town's first communication plan. 2015-2016 Goals and Objectives ® Continue/consistent monitoring of benchmarks now set for new municipal social media and on-going academic social media; review growth and engagement efforts; review new survey results; report these results at least quarterly to Council and/or Town Manager. ® Complete WA video to be used over next several years for awareness and promotion; Also begin work for production of new municipal video to be used for economic development and promotional purposes. Continue and complete records management with laser fiche for remaining department items such as advertisements, resident mail outs, meeting notes, event flyers and programs. ® Perform in-depth review of department's operations to streamline processes for better efficiency since addition of Communications Specialist. ® Continue and seek ways to improve and/or keep fresh the annual resident and school -parent meetings to help increase citizen/parent engagement, support, and open/transparent lines of communication; Similar in relation to events, volunteer Ili Goals and Objectives 22 Communications & Community Affairs opportunities, and citizen's knowledge of both municipal and academic operations and amenities through our various communication efforts. ® Continue to attend at least two related professional development organizational conferences and/or training seminars; share information with other staff members to improve internal and external communication at All Staff Q2 Sessions. ® Continue work on organizational communication plan from outline completed during Certified Public Communicator course at TCU. Efficiency/Effectiveness Measures Performance Measure Actual Actual Estimated Adopted FY12/13 FY13/14 FY14/15 FY15/16 1. Update all printed publications for the Town on 100% 100% 80% 100% an annual basis 2. Coordinate and schedule four neighborhood 100% 100% 100% 100% meetings 3. Coordinate and schedule new resident and new 100% 100% 100% 100% parent meetings 4. Coordinate and schedule one extended 100% 100% 100% 100% boundary parent meeting 5. Draft and distribute a minimum of 12 resident 100% 100% 100% 100% email blasts per year and one electronic Westlake 188 Program Summary Department 23 Police Services REVENUE CATEGORIES General Sales Tax Property Tax Permits and Fees Fines & Forfeitures Franchise Fees Contributions Beverage Tax Interest Intergovernmental Misc Income GRAND TOTAL EXPENDITURE CATEGORIES Capital Outlay Debt Service Economic Development Insurance Repair and Maintenance Rent and Utilities Service Supplies GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget Vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 825,748 $ 825,748 868,161 868,161 $ 868,161 $ 868,161 898,486 $ 898,486 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 30,325 0.0% - 0.0% $ 30,325 0.0% 0.0% $ - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 3.5% 30,325 0.0% - 3.5% $ 30,325 Program Summary Department 23 Police Services EMPLOYEE STAFFING Police Services are Contracted thru the City of Keller Police Dept TOTAL POSITIONS PAYROLL & REALTED CATEGORIES Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement GRAND TOTAL Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated L 3 City of Keller Police Department 1.00 1.00 190 1.00 1.00 0.0% 0.0% 0.0% 0.0% $ F- 1.00 1.00 City of Keller Police Department 1.00 1.00 190 0.0% 0.0% 0.0% 0.0% 0.0% $ Program Budget Police Services Program Activity I Budget I Percent Police Services IUO Police Serviced $ 898,486 1 100.00% 898,486 1 100.00% $ 898,486 100% Strategic Theme & Objective(s) ® Theme Exemplary Service & Governance • Objective(s) Preserve Desirability & Quality of Life Program Description ® The Keller Police Department provides law enforcement services for the Town of Westlake. In June of 2002, the communities entered into an interlocal agreement, which would benefit both organizations through the provision of police related services for the Westlake citizens and bring additional staff resources via the contract commitments for the City of Keller. • The police department was accredited through the Commission on Accreditation for Law Enforcement Goals and Objectives 23 Police Services Agencies (CALEA) in July of 2006 and in March of 2015 completed the CALEA Gold Standard Assessment. Only 2% of police departments in the United States achieve this recognition. The police department also received Texas Law Enforcement Best Practices Recognition in 2013 making it the only municipal police agency in Texas that is dual accredited. ® Jail, Emergency Communications, and Animal Services are provided through a regional configuration - serving the communities, of Westlake, Keller, Roanoke, Southlake and Colleyville. Program Broad Goals ® Deliver the highest quality of police services to the Town of Westlake with a fully staffed and equipped nationally and state accredited agency. ® Continue to develop and maintain personal relationships with our partners - including, residents/stakeholders within the community, Westlake staff members, and surrounding municipalities. 192 Goals and Objectives 23 Police Services Program Trends ® Westlake experienced 34, Part 1 Crimes in 2014, a third of the reported Part 1 Crimes occurred during a single episode in September where the perpetrator was apprehended. ® The frequency and severity of motor vehicle collisions on the streets within the Town remains a priority for the police department and they continue to monitor traffic enforcement and direct patrols to maintain the lowest possible number of injuries and accidents. ® Over the course of our service provision arrangement and as the community has continued to grow, we noted the following: o Citizen calls for service decreased approximately 16% from 2013 (3,000 in 2013 to 2,528 in 2014) o Animal control calls have decreased approximately 34% from 2013 (1 14 in 2013 to 75 in 2014) ® School security and the safety of the students at Westlake Academy also remains a high priority and the department has been working with Academy staff to take steps to improve school security. 2014-2015Highlights ® The Campus Patrol Program increased police presence at the school on a daily basis. ® Continued to utilize social media to improve traffic safety. ® Attended several neighborhood meetings with staff. ® Provided K-9 drug prevention services to corporate campuses. 2015-2016 Goals and Objectives • Continue an emphasis on school security and safety with the Campus Patrol Program. ® Attend neighborhood meetings with elected officials and staff. DID YOU KNOW ® Assess and monitor traffic safety on the newly improved roadways. The Keller Police Department recently increased their transparency efforts by `tweeting' their daily traffic enforcement efforts for both the Westlake and Keller communities. ® Work with developers to prevent thefts at construction sites. ® Continue to provide Crime Prevention material through the Director of Communication and Community Affairs. • Continue to be proactive and highly responsive to the corporate campuses in Westlake. 193 Goals and Objectives 23 Police Services Efficiency/Effectiveness Measures 194 Actual Actual Estimated Adopted Performance Measure FY 12/13 FY 13/14 FY 14/15 FY 15/16 1. Traffic Enforcement Stops 11,861 9,562 9,700 10,600 2. Respond to Citizen Calls for 2,880 2,557 2,718 3,000 Service 3. Part 1 Reported Crime 9 34 24 20 4. Fire/EMS Calls Dispatched 445 403 450 500 194 F*F �1 T4 -SIT is i�ct�,rctiaaa�� ��aa� IM ENTERPRISE FUNDS Cemetery Fund - Utlity Fund Combined Program Summary Fiscal Year 2015/2016 Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budges vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 0% 0% REVENUES & OTHER SOURCES General Sales Tax On-going General Sales Tax One-time Property Tax Hotel Tax Charge for Services Donations Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Transfer Out Payroll Insurance Payroll Taxes Payroll Retirement Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Economic Development Water Purchases Debt Total Operations & Maintenance TOTAL OP ... NG EXPENQJjW Capital Outlay Capital Projects Total Capital Transfers Out Other Uses Total Other Uses TOTAL EXPENDITURES & OTHER USES EXCESS REVENUES OVER(UNDER) EXPENDITURES 3,037,689 7,107 405,062 3,449,858 32,102 32,102 7,389 321,554 328,943 5,745 580,764 5,437 149,397 97,255 1,048,218 769,070 2,655,886 2,984;829 25,488 (139,495) (114,007) 245,150 245,150 3,115,971 365,989 3,41 1,772 6,100 204,754 3,622,626 3,622,626 404,494 404,494 8,700 1,628,360 7,100 156,215 135,313 280,600 266,679 3,482,967 3,887,461 24,780 173,435 198,215 1,202,078 1,202,078 5,287,754 $ 0% 352,198 352,198 - 0% 0% 3,278,520 3,287,434 352,198 352,198 8,600 8,475 569,489 1,604,894 4,790 7,100 155,615 157,630 6,100 6,100 - 0% 192,004 217,154 3,476,624 3,510,688 2,398,616 3,438,221 ,814 790,419 20,000 24,780 3,476,624 3,510,688 3,41 1,772 6,100 204,754 3,622,626 3,622,626 404,494 404,494 8,700 1,628,360 7,100 156,215 135,313 280,600 266,679 3,482,967 3,887,461 24,780 173,435 198,215 1,202,078 1,202,078 5,287,754 $ 0% 352,198 352,198 - 0% 0% 124,338 4% 352,198 352,198 8,600 8,475 569,489 1,604,894 4,790 7,100 155,615 157,630 132,535 132,535 - 0% 1,280,600 1,280,600 246,987 246,987 2,398,616 3,438,221 ,814 790,419 20,000 24,780 288,500 288,500 308,500 313,280 743,745 752,078 - 0% 743,745 752,078 3,803,059 4,855,777 3,41 1,772 6,100 204,754 3,622,626 3,622,626 404,494 404,494 8,700 1,628,360 7,100 156,215 135,313 280,600 266,679 3,482,967 3,887,461 24,780 173,435 198,215 1,202,078 1,202,078 5,287,754 (326,435) (1,345,089) (1,665,128) (320,039) -247. FUND BALANCE, BEGINNING 12,389,793 5,462,400 1 5,462,400 1 4,117,310 (1,345,089) -25% FUND BALANCE, ENDING 1 $ 12,755,782 $ 5,135,965 1 $ 4,117,310 F 2,452,182 (1,665,128) -40% 197 $ 0% 52,296 0% - 0% 0% 124,338 4% - 0% 225 0% 23,466 0% - 0% (1,415) 0% 2,778 0% - 0% (12,400) -6% 111,938 3% - 0% - 0% 111,938 100% 111,938 3% (326,435) (1,345,089) (1,665,128) (320,039) -247. FUND BALANCE, BEGINNING 12,389,793 5,462,400 1 5,462,400 1 4,117,310 (1,345,089) -25% FUND BALANCE, ENDING 1 $ 12,755,782 $ 5,135,965 1 $ 4,117,310 F 2,452,182 (1,665,128) -40% 197 0% 52,296 15% - 0% 0% 0% 52,296 15% 225 3% 23,466 1 % - 0% (1,415) -1% 2,778 2% - 0% - 0% 19,692 8% 44,746 1% 97,042 3% - 0% (115,065) -40% (115,065) -37% 450,000 60% - 0% 450,000 60% 431,977 F 9% (326,435) (1,345,089) (1,665,128) (320,039) -247. FUND BALANCE, BEGINNING 12,389,793 5,462,400 1 5,462,400 1 4,117,310 (1,345,089) -25% FUND BALANCE, ENDING 1 $ 12,755,782 $ 5,135,965 1 $ 4,117,310 F 2,452,182 (1,665,128) -40% 197 ENTERPRISE FUNDS COMBINING REVENUES, EXPENDITURES AND FUND BALANCE FISCAL YEAR 2015/2016 Utility Fund Cemetery TOTAL Fund REVENUES AND OTHER SOURCES General Sales Tax $ $ $ Property Tax 404,494 404,494 Beverage Tax - - Franchise Fees Permits/Fees - - Fines/Forfeits 404,494 404,494 Interest 6,000 100 6,100 Misc Income 204,404 350 204,754 Charge for Services 3,404,822 6,950 3,411,772 Contributions - - - Hotel Tax - - - Total Revenues 3,615,226 7,400 3,622,626 Transfers In - - - Other Sources 1,280,600 1,280,600 Total Other Sources 3,469,027 13,940 3,482,967 TOTAL REVENUES AND OTHER SOURCES 3,615,2261 7,4001 3,622,626 EXPENDITURES AND OTHER USES Payroll Salaries - - Payroll Transfers 404,494 404,494 Insurance - - Taxes Retirement - - Total Payroll & Related 404,494 404,494 Supplies 8,200 500 8,700 Services 1,622,135 6,225 1,628,360 Insurance 7,100 - 7,100 Maintenance 149,000 7,215 156,215 Rent & Utilities 135,313 - 135,313 Interfund Advance - - Debt 266,679 266,679 Water Purchases 1,280,600 1,280,600 Total Operations & Maintenance 3,469,027 13,940 3,482,967 Capital Outlay 24,780 24,780 Maintenance and Replacement Funds - - Capital Project Funds 173,435 173,435 Total Capital 198,215 198,215 Transfers Out 1,202,078 1,202,078 Other Uses - - Total Other Uses 1,202,078 1,202,078 TOTAL EXPENDITURES AND OTHER USES 5,273,814 13,940 5,287,754 EXCESS REVENUES OVER (UNDER) EXPENDITURES 1 (1,658,588) (6,540) (1,665,128) BEGINNING FUND BALANCE 3,975,522 1 141,789 1 4,117,310 ENDING FUND BALANCE 1 $ 2,316,934 1 $ 135,249 1 $ 2,452,182 Fund 255 del WIM Cemetery Fund Program Summary Fiscal Year 2015/2016 REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Total Other Sources TOTAL REVENUES & OTHER SOUR EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Operations & Maintenance TOTAL OPERATING EXPENDITURES Capital Outlay Capital Projects Total Capital Transfers Out Total Other Uses TOTAL EXPENDITURES & OTHER USES Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 14/15 FY 14/15 Estimated 7,750 79 7,829 7,829 0 596 6,525 EE �- 7,122 7,122 7,122 6,950 100 350 7,400 7,400 500 6,225 7,215 13,940 13,940 13,940 0% 0% 0% 0% 0% 0% 100% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% EXCESS REVENUES OVER(UNDER) EXPENDITURES 707 (7,880) (6,540) (6,540) - 07. FUND BALANCE, BEGINNING 140,449 147,621 FUND BALANCE, ENDING 141,789 148,329 Restricted/Assigned/Committed Funds 5,960 6,950 $ 0 500 500 6,225 6,225 100 100 7,215 7,215 - 350 6,060 7,400 13,940 13,940 6,060 7,400 6,950 100 350 7,400 7,400 500 6,225 7,215 13,940 13,940 13,940 0% 0% 0% 0% 0% 0% 100% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% EXCESS REVENUES OVER(UNDER) EXPENDITURES 707 (7,880) (6,540) (6,540) - 07. FUND BALANCE, BEGINNING 140,449 147,621 FUND BALANCE, ENDING 141,789 148,329 Restricted/Assigned/Committed Funds 148,328 UNASSIGNED FUND BALANCE, ENDING $ 0 500 500 6,225 6,225 7,215 7,215 13,940 13,940 13,940 13,940 13,940 13,940 6,950 100 350 7,400 7,400 500 6,225 7,215 13,940 13,940 13,940 0% 0% 0% 0% 0% 0% 100% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% EXCESS REVENUES OVER(UNDER) EXPENDITURES 707 (7,880) (6,540) (6,540) - 07. FUND BALANCE, BEGINNING 140,449 147,621 FUND BALANCE, ENDING 141,789 148,329 Restricted/Assigned/Committed Funds 148,328 UNASSIGNED FUND BALANCE, ENDING $ 0 Restricted/Assigned/Committed Funds A Cash 255 10110 00 000 Cemetery Lot Inventory MMITTED FUNDS $ 50,198 98,130 $ 148,328 148,329 148,329 140,449 141,789 140,448 141,789 $ 0 $ (0) 200 141,789 - 0% 135,249 0% 135,249 - 0% $ (0) $ 0% $ 65,667 69,582 135,249 $ 7,400 13% )13,940) -17% (6,540) -57. $ 44,062 $ 58,267 96,386 83,522 $ 140,448 $ 141,789 200 141,789 - 0% 135,249 0% 135,249 - 0% $ (0) $ 0% $ 65,667 69,582 135,249 $ 7,400 13% )13,940) -17% (6,540) -57. Section 5 Enterprise Funds Cemetery Fund Overview The Cemetery Fund includes all operations associated with the 5.5 acre cemetery located on J.T. Ottinger Road. Program activities include 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 FY 2008/09. Revenues • Total revenues for FY 2015/16 are $7,400 • Revenue will remain flat compared to FY 2014/15 estimated revenues Expenditures • Total expenditures for FY 2015/16 are $13,940 • Expenditures will remain flat compared to FY 2014/15 estimated expenditures Fund Balance • Projected ending fund balance for FY 2015/16 is $135,249 o $42,574 Operating Cash o $92,675 Open Cemetery Lots 201 T4 -SIT is i�ct�,rctiaaa�� ��aa� 202 Fund 500 MOTH Utility Fund Program Summary Fiscal Year 2015/2016 REVENUES & OTHER SOURCES 5,314,071 5,314,071 Charges for Services Water Charges for Services Sewer Charges for Services Trash Charges for Services Other Franchise Fees 352,198 Permits & Fees 352,198 Fines & Forfeitures 7,975 Investment Earnings 6,000 Contributions 7,100 Misc Income 216,804 Total Revenues 3,503,288 Transfers In 246,987 Other Sources 24,780 Total Other Sources 1,280,600 TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Debt Capital Outlay Water Purchases Total Operating Expenses TOTAL EXPENSES Capital Projects Total Capital Transfers Out Total Other Uses TOTAL EXPENSES & OTHER USES EXCESS REVENUES OVER(UNDER) EXPENSES FUND BALANCE, BEGINNING FUND BALANCE, ENDING Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING Operating Expenditures # Operating Days Restricted/Assigned/Committed Funds R Water/Sewer Deposits 10112 A Fort Worth Water Payment TOTAL RESTRICTED/ASSIGNED/COMMITTED Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 2,091,489 851,196 5,432 81,822 7,028 405,062 3,442,029 32,102 32,102 3,474,131 5,410 323,533 328,943 5,745 580,168 5,437 142,872 97,255 769,070 25,488 1,048,218 2,674,252 3,003,195 (139,495) (139,495) 245,150 245,150 3,108,849 365,262 (318,555) (1,338,549) 5,550,572 5,314,071 5,314,071 2,510,544 2,510,544 696,216 696,216 5,050 5,050 60,750 68,674 352,198 352,198 352,198 352,198 8,100 7,975 6,000 6,000 4,790 7,100 192,004 216,804 3,470,564 3,503,288 246,987 246,987 20,000 24,780 1,280, 600 1,280,600 3,470,564 3,503 (318,555) (1,338,549) 5,550,572 5,314,071 5,314,071 5,915,854 4,995,516 3,975,522 194,710 197,465 1,268,010 5,721,144 4,798,051 352,198 352,198 352,198 352,198 8,100 7,975 563,264 1,598,669 4,790 7,100 148,400 150,415 132,535 132,535 246,987 246,987 20,000 24,780 1,280, 600 1,280,600 2,404,676 3,449,061 2,756,874 3,801,259 288,500 288,500 288,500 288,500 743,745 752,078 743,745 752,078 3,789,119 4,841,837 (318,555) (1,338,549) 5,550,572 5,314,071 5,314,071 5,915,854 4,995,516 3,975,522 194,710 197,465 1,268,010 5,721,144 4,798,051 2,707,512 3,028,683 2,776,874 3,826,039 689 631 258 2,607,326 724,065 5,252 68,180 6,000 204,404 3,615,226 3,615,226 404,494 404,494 8,200 1,622,135 7,100 149,000 135,313 266,679 24,780 1,280,600 3,493,807 3,898,301 173,435 173,435 1,202,078 1,202,078 5,273,814 (1,658,588) 3,975,522 2,316,934 1,270,190 1,046,744 3,923,081 97 194,710 218,010 218,010 220,190 - 1,050,000 1,050,000 $ 1,270,190 204 (320,039) 24% (1,338,549) -25% (1,658,588) 96,782 4% 27,849 4% 202 4% (494) -1% - 0% 52,296 0% 225 0% 23,466 0% - 0% (12,400) -6% 111,938 3% 19,692 0% - 0% - 0% 111,938 3% (320,039) 24% (1,338,549) -25% (1,658,588) -42% 0% 0% 0% -61% 0% 3% 0% 52,296 15% 52,296 15% 225 3% 23,466 1% - 0% (1,415) -1% 2,778 2% 19,692 8% - 0% - 0% 44,746 17. 97,042 3% (115,065) -40% (115,065) -405/ 450,000 60% 450,000 60% 431,977 9% (320,039) 24% (1,338,549) -25% (1,658,588) -42% 2,180 0% (1,660,768) -61% 97,042 3% (161) -62% 2,180 1% 0% 0% 0% $ 2,180 0% Program Budget Utility Fund 1 Program I Water Services Activity Budget I Percent 1 Maintenance & Repairs 267,617 6.86% 2 Regulatory Monitoring & Reporting 56,332 1.45% 3 Water Conservation 24,337 0.62% 4 Customer Service 72,327 1.86% 5 Meter Testing & Replacement 88,332 2.27% 6 Wholesale Water Purchases 1,280,601 32.85% 7 Contract Management 225,142 5.78% $ 2,014,687 51.7% Sewer Services 1 Maintenance & Repairs 29,874 0.77% 2 Regulatory Monitoring & Reporting 8,647 0.22% 3 Wastewater Treatment 430,001 11.03% 4 Contract Management 31,870 0.82% 5 $ 500,391 12.8% Solid Waste & 2 Z Utility Billing Services 1 Solid Waste 1,088,1331 27.91% Recycling 28,133 0.72% $ 1,116,267 1 28.6% 98,2631 2.52% 98,263 1 2.5% Municipal Governance 1 Town Council Meetings/Workshops 67,042 1.72% $ 67,042 1.7% Citizen Engagement and Communication 1 Neighborhood Gatherings & Outreach 7,753 0.20% $ 7,753 1 0.2% Accountina Services - Municipal Mu 1 Accounts Payable 6,056 0.16% 2 Accounts Receivable 5,752 0.15% 3 Payroll 8,602 0.22% 4 Financial Reporting 24,136 0.62% 5 Cash & Investment Management 2,860 0.07% 6 Annual Budget 37,007 0.95% $ 84,413 1 2.2% al Administration * Does not include Capital Projects 205 $ 3,898,302 1 100% Section 5 Enterprise Funds Utility Fund Overview The Utility Fund is responsible for water, wastewater, and ductbank services. All activities related to the provision of these services are accounted for in the fund, including administration, operations, maintenance, financing and related debt service, billing, and collection. Capital and operating costs associated with Town utility services are financed primarily through user charges. The Town continues to use advanced automated technologies to control storage facility inflows and minimize annual peak payment charges from the City of Fort Worth. Revenues and Other Resources • Total revenues for FY 2015/16 are budgeted to be $3,615,226, which is a 3% increase of $111,938 from FY 2014/15 estimated revenues of $3,503,288. • Utility Fund revenue is primarily comprised of fees for water and wastewater services. • 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. Impact FE 1% FY15/16 Adopted Tap Fees 1% Revenues Sewer Rev 20% Duct Rank TRA Wastewater Water Revenue • Water revenues comprise 72% of FY 2015/16 Utility Fund revenues. o The Utility Fund is the recipient of all revenue generated from water sales in the Town. o As Westlake's customer base continues to expand, additional demands will be placed on the utility system, requiring incremental expansion and maintenance of infrastructure. Revenue Trends (shown in millions) $3.28 ti nr, $3.39 $3.44 $3.50 $3.62 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 estimated adopted 206 Section 5 Enterprise Funds Utility Fund Overview Wastewater Revenue • Wastewater revenues comprise 20% of FY 2015/16 Utility Fund revenues. o Wastewater revenue is the second largest component of the Utility Fund. o Revenue is expected to grow proportionate to future non -irrigation water demands. Ductbank Permit Fees • Ductbank permit fees and lease revenues comprise 3% of FY 2015/16 Utility Fund revenues. o The ductbank is a series of Town owned conduit that houses underground telecommunication infrastructure in portions of Westlake. o Revenues are contingent upon utility companies leasing out portions of the ductbank. o The Town continues to anticipate growth in new ductbank leases with telecommunications companies. Waste Management • Solid waste revenues account for less than 1 % of total Utility Fund Revenues o The Town receives a 12% fee from its franchisee. o The current rate for solid waste and recycling service remains unchanged since 2008. Expenses and Other Uses • Total adopted expenses for FY 2015/16 are $5,273,814, a 9% increase of $431,977 from FY 14/15 estimated expenses. • This increase is primarily due to a $600,000 transfer from the Utility Fund to the Capital Projects Fund for the allocated use of the future municipal building. Capital Projects & Ou 4°r FY15/16 Adopted Expenses Transfers Water and Wastewater Rates The Utility Fund budget is designed to fully recover all system costs as well as provide for capital improvements and maintenance of Westlake's water and wastewater infrastructure. Water and wastewater rates are based on a rate study conducted in FY 10-11 and 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. Staff is committed to maintaining an up to date utility rate analysis to maintain the integrity of the fund. To that end the Town has commissioned a rate study to be completed in FY 15-16 which will help guide future rate policy. 207 800 600 400 200 Section 5 Enterprise Funds Utility Fund Overview Utility Billing Water Billing Accounts 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 Estimate projected I `i Water Accounts — —Population Long -Term Obligations The Utility Fund is burdened with three outstanding long-term obligations. The first is the proportionate buyout of infrastructure owned by the Hunt Trust which sold the Circle T Ranch to Hillwood. The Town agreed with Hillwood that in exchange for the dissolution of existing Municipal Utility Districts (MU Ds), the Utility Fund will reimburse Hillwood the share of purchased MUD 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. The second long term liability is the loan from Hillwood to the Town to construct 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. The contract clearly stipulates that this debt 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. The third long term liability is the joint Westlake/Keller water tower that was constructed to provide necessary water storage and pressures within Westlake. M: UTILITY FUND Debt Payable Schedule Keller Overhead Storage Pymt Pymt TOTAL PAYABLE WESTLAKE'S PORTION OF PAYABLE 32% # Date Principal Interest Total Payable Principal Interest Total Balance 1 Sep -06 $ 190,000 $ 173,730 $ 363,730 $ 116,554 $ 60,884 $ 55,670 $ 116,554 $ 1,257,727 2 Sep -07 200,000 163,344 363,344 116,430 64,088 52,342 116,430 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 -09 225,000 138,219 363,219 116,390 72,099 44,291 116,390 1,054,248 5 Sep -10 235,000 127,169 362,169 116,053 75,303 40,750 116,053 978,944 6 Sep -11 245,000 118,463 363,463 116,468 78,508 37,960 116,468 900,436 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 86,519 31,694 118,212 732,205 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 94,530 24,420 118,949 546,350 11 Sep -16 310,000 64,106 374,106 119,879 99,336 20,542 119,879 447,014 12 Sep -17 325,000 51,163 376,163 120,538 104,143 16,395 120,538 342,871 13 Sep -18 340,000 37,406 377,406 120,936 108,950 11,986 120,936 233,921 14 Sep -19 355,000 23,072 378,072 121,149 113,756 7,393 121,149 120,165 15 Sep -20 375,000 7,875 382,875 122,688 120,165 2,523 122,688 - TOTAL $ 4,115,000 $ 1,428,127 $ 5,543,127 $ 1,776,240 $1,318,611 $ 457,629 $ 1,776,240 W1 UTILITY FUND Debt Payable Schedule Ground Storage Tank SERIES 2013 CERTIFICATES OF OBLIGATION Pymt Fiscal 500-48840-16-00 500-48850-16-00 TOTAL Principal Interest No. Year 1 15 21,450 34,325 2 2/15/2016 21,450 33,896 =55, 2/1 2017 22,000 33,461 55,461 2/15/2018 22,000 33,021 55,021 5 2/15/2019 22,550 32,576 55,126 6 2/15/2020 23,650 32,114 55,764 7 2/15/2021 23,650 31,582 55,232 8 2/15/2022 24,750 30,977 55,727 9 2/15/2023 25,300 30,288 55,588 10 2/15/2024 26,400 29,512 55,912 11 2/15/2025 26,400 28,720 55,120 12 2/15/2026 28,050 27,904 55,954 13 2/15/2027 28,600 27,018 55,618 14 2/15/2028 29,700 26,071 55,771 15 2/15/2029 42,900 24,837 67,737 16 2/15/2030 44,550 23,307 67,857 17 2/15/2031 45,650 21,728 67,378 18 2/15/2032 65,450 19,621 85,071 19 2/15/2033 34,650 17,619 52,269 20 2/15/2034 36,300 16,200 52,500 21 2/15/2035 37,950 14,715 52,665 22 2/15/2036 39,600 13,164 52,764 23 2/15/2037 40,700 11,634 52,334 24 2/15/2038 42,350 10,129 52,479 25 2/15/2039 44,000 8,564 52,564 26 2/15/2040 45,650 6,853 52,503 27 2/15/2041 47,300 4,994 52,294 28 2/15/2042 49,500 3,058 52,558 29 2/15/2043 51,700 1,034 52,734 TOTAL $ 1,014,200 $ 628,918 $ 1,643,118 Original Issue: $1,000,000 Issue Date: April 1, 2013 Issued By: US Bank 210 FUNDED CAPITAL IMPROVEMENT Project Description: This project is intended to transfer ownership of a section of sewer line from Westlake and Southlake to TRA. It includes the design and construction of a metering station with SCADA equipment at the proposed Town of Westlake "Point of Entry." •-111 •• 11 In EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering Construction - 12,467 141,098 96,435 - - - - - - - - 12,467 - - - 237,533 Design - - - - - - Contingency - - - - - - Other - Other - - - - EXPENDITURES TOTAL 153,565 153,565 1 96,435 - - - 250,000 250,000 •-111 •• 11 In FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 1 FY 17/18 1 FY 18/19 FY 19/20 Cash/Transfers - 153,565 96,435 - - - - - - - - 250,000 Contributions/Grants - - - - - - Bond Issuance - Repair & Maintenance - - - - - UnFunded - - - - - - - Debt Service OPERATING IMPACT Other - - - FUNDING TOTAL IF 153,565 96,435 - - - 250,000 1�•o Kill) -I lil ql 111111 111111 l���l 11111111111111 • IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - - - - Services - Insurance - - - - - - - - Repair & Maintenance - - - - - - Rent & Utilities - - - - - Debt Service OPERATING IMPACT - - - - - 211 FUNDED CAPITAL IMPROVEMENT Project Description: The Town currently utilizes a drive by radio frequency method to read water meters. This requires the Town to purchase a laptop and proprietary reading software from the meter company and is only supported for 5 years. The Town's system is 6 years old and is in need of being upgraded/replaced. This project will consist of replacing all radio read meters within the Town with the next generation system that would allow for instantaneous, remote meter readingcleaning; increased customer service, and a customer web portal that would allow customers to view their water consumption. The new system would require a monthly charge of $0.89 per meter. 6 •-•q 9W EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 1 5 Year Projection Project Total FY 14/15 1 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering - - - 77,000 77,000 - - - - - - - - - - 154,000 Construction - - - Design - - - - - - Contingency - - - Repair & Maintenance - Other - - - - - - EXPENDITURES TOTAL I IF - 1 77,000 77,000 1 FUNDING TOTAL - - 154,000 • •- 1 111111 111111 i 11111111111111• FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 Cash/Transfers - 77,000 77,000 - - - - - - - - 154,000 Contributions/Grants - - - - - - Bond Issuance - Insurance - - - UnFunded - Repair & Maintenance - - - - - Rent & Utilities Other - - - - Debt Service - FUNDING TOTAL - - 77,000 77,000 - - - 25,200 25,956 154,000 • •- 1 111111 111111 i 11111111111111• IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - - - 25,956 26,735 - - - - - 118,027 - Services - - - Insurance - - - - - Repair & Maintenance - - 12,600 25,200 27,537 Rent & Utilities - - - - Debt Service - - - - OPERATING IMPACT - 12,600 25,200 25,956 26,735 27,537 118,027 i LT �TLtLA:� J T4/���t PP[] T4 -SIT is i�ct�,rctiaaa�� ��aa� 214 INTERNAL SERVICE FUNDS Maintenance & Replacement Funds Combined Program Summary Utility 510 - General 600 - Vehicle 605 Fiscal Year 2015/2016 REVENUES & OTHER SOURCES General Sales Tax On-going Property Tax Hotel Tax Charge for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Economic Development Water Purchases Debt Total Operations & Maintenance TOTAL OPERATING EXPENDITURES Capital Outlay Capital Projects Total Capital Transfers Out Other Uses Total Other Uses TOTAL EXPENDITURES & OTHER USES Adopted Estimated Adopted FY 15/16 Proposed Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 2,078 2,078 476,751 34,710 511,460 513,53$1. 11,681 11,681 11,681 609,548 609,548 32,102 32,102 653,331 6,000 2,050 8,050 768,333 768,333 776,383 418,080 418,080 418,080 $ 0% A UMR 0% 10110 0% 000 0% 600 0% 00 0% 2,000 6,000 - 0% 1,875 2,225 - 0% (206,000) 206,000 3,875 214,225 725,000 793,333 - 85,005 725,000 878,338 728,875 1,092,563 6,000 2,050 8,050 768,333 768,333 776,383 418,080 418,080 418,080 $ 0% A UMR 0% 10110 0% 000 0% 600 0% 00 0% A GMR (EMS) 0% - 0% (175) -8% - 0% (206,000) -100% (206,175) -96% (25,000) -3% (85,005) -100% (316,180) -36% (316,180) -29% rrr rrr 6,000 2,050 8,050 768,333 768,333 776,383 418,080 418,080 418,080 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% g -76% -76% 0% 0% 0% -76% EXCESS REVENUES OVER(UNDER) EXPENDITURES (139,793) (738,125) (649,577) F 358,303 1 1,007,880 1 155% FUND BALANCE, BEGINNING im FUND BALANCE, ENDING Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING Restricted/Assigned/Committed Funds $ 0% A UMR 0% 10110 0% 000 0% 600 0% 00 0% A GMR (EMS) 0% - 0% (175) -8% - 0% (206,000) -100% (206,175) -96% (25,000) -3% (85,005) -100% (316,180) -36% (316,180) -29% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% g -76% -76% 0% 0% 0% -76% EXCESS REVENUES OVER(UNDER) EXPENDITURES (139,793) (738,125) (649,577) F 358,303 1 1,007,880 1 155% FUND BALANCE, BEGINNING im FUND BALANCE, ENDING Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING Restricted/Assigned/Committed Funds 255,300 110% A UMR 510 10110 00 000 A GMR 600 10110 00 000 A GMR (EMS) 600 10110 14 101 A Cash 605 10110 00 000 1,160,553 $ 1,160,553 215 1,160,553 1,160,553 422,428 510,977 422,428 510,977 247,125 231,135 175,303 189,508 - 22,000 - 68,333 422,428 $ 510,977 510,977 869,280 749,280 486,435 124,178 22,000 116,667 $ 749,280 (649,577) -56% 358,303 70% 238,303 47% 255,300 110% (65,330) -34% - 0% 48,333 71% $ 238,303 47% INTERNAL SERVICE FUNDS COMBINING REVENUES, EXPENDITURES AND FUND BALANCE FISCAL YEAR 2015/2016 Utility General Vehicle Maintenance & Maintenance & Maintenance & TOTAL Replacement Replacement Replacement REVENUES AND OTHER SOURCES General Sales Tax $ $ $ $ Property Tax Beverage Tax Franchise Fees Permits/Fees 6,000 6,000 Fines/Forfeits - - Interest 300 1,750 2,050 Misc Income - - - Charge for Services Contributions Hotel Tax - - - Total Revenues 300 7,750 8,050 Transfers In 300,000 350,000 118,333 768,333 Other Sources - - - - Total Other Sources 300,000 350,000 118,333 768,333 TOTAL REVENUES AND OTHER SOURCES 300,300 357,750 118,333 776,383 EXPENDITURES AND OTHER USES Payroll Salaries Payroll Transfers Insurance Taxes Retirement Total Payroll & Related Supplies Services Insurance Maintenance Rent 8, Utilities Interfund Advance Debt Water Purchases Total Operations & Maintenance Capital Outlay - - - Maintenance and Replacement Funds 45,000 373,080 418,080 Capital Project Funds - - - Total Capital 45,000 373,080 418,080 Transfers Out Other Uses Total Other Uses TOTAL EXPENDITURES AND OTHER USES 45,000 373,080 418,080 EXCESS REVENUES OVER (UNDER) EXPENDITURES 255,300 1 (15,330) 118,333 1 358,303 BEGINNING FUND BALANCE 1 231,135 1 211,508 1 68,333 1 510,977 ENDING FUND BALANCE 1 $ 486,435 1 $ 196,178 1 $ 186,667 1 $ 869,280 216 Fund 510 217 Utility Maintenance & Replacement Fund Program Summary Fiscal Year 2015/2016 Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Operations & Maintenance TOTAL OPERATING EXPENDITURES Capital Outlay Capital Projects Total Capital Transfers Out Total Other Uses TOTAL EXPENDITURES & OTHER USES 7 7 201,751 201,751 201,758 230,954 230,954 32,102 32,102 263,056 300 300 300,000 300,000 300,300 45,000 45,000 45,000 $ 0% 0% 0% 0% 0% 0% 0% 0% 125 475 - 0% - 0% 125 475 450,000 450,000 450,000 450,000 450,125 450,475 300 300 300,000 300,000 300,300 45,000 45,000 45,000 $ 0% 0% 0% 0% 0% 0% 0% 0% (175) -37% - 0% - 0% (175) -37% (150,000) -33% (150,000) -33% (150,175) -33% 203,000 219,340 203,000 219,340 203,000 219,340 300 300 300,000 300,000 300,300 45,000 45,000 45,000 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% (174,340) -79% (174,340) -79% 0% 0% (174,340) -79% EXCESS REVENUES OVER(UNDER) EXPENDITURES (61,298) 247,125 1 231,135 255,300 24,165 1 10% FUND BALANCE, BEGINNING 61,298 - 231,135 FUND BALANCE, ENDING 247,125 231,135 486,435 Restricted/Assigned/Committed Funds - 247,125 231,135 486,435 UNASSIGNED FUND BALANCE, ENDING - - - IRestricted/Assigned/Committed Funds A Cash 510 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1 247,125 1 231,135 1 486,435 $ 486,435 231,135 100% 255,300 110% 255,300 110% 1 255,300 1 110% 1 $ 255,300 1 110% $ 0% 0% 0% 0% 0% 0% 0% 0% (175) -37% - 0% - 0% (175) -37% (150,000) -33% (150,000) -33% (150,175) -33% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% (174,340) -79% (174,340) -79% 0% 0% (174,340) -79% EXCESS REVENUES OVER(UNDER) EXPENDITURES (61,298) 247,125 1 231,135 255,300 24,165 1 10% FUND BALANCE, BEGINNING 61,298 - 231,135 FUND BALANCE, ENDING 247,125 231,135 486,435 Restricted/Assigned/Committed Funds - 247,125 231,135 486,435 UNASSIGNED FUND BALANCE, ENDING - - - IRestricted/Assigned/Committed Funds A Cash 510 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1 247,125 1 231,135 1 486,435 $ 486,435 231,135 100% 255,300 110% 255,300 110% 1 255,300 1 110% 1 $ 255,300 1 110% Section 6 Internal Service Funds Utility Maintenance & Replacement Overview) The Utility Maintenance & Replacement Fund (UMR) was created to provide a mechanism for repair and replacement of existing capital assets such as pump stations, lift stations, elevated and ground storage facilities, water and sewer lines, etc. This fund receives planned revenue transfers from the Utility Fund that are intended to cover the cost of future capital repair and replacement. Similar to the General Maintenance and Replacement Fund, the UMR was created to help avoid future bond programs and encourage a conservative pattern of spending that minimizes reliance on elastic revenue streams. Projects are included each year from a long-range maintenance schedule which incorporates routine scheduled maintenance, recommended replacement guidelines and evaluations, and upgrades of lines and permanent capital assets. Revenues and Transfers In • FY 2015/2016 adopted revenues are $300,300, which represents a 33% decrease of $150,475 from the FY 14/15 estimated revenues of $450,475. o Transfers in from the Utility fund decreased $150K due to capital project funding needs that have constrained the amount of monies available for transfer to the UMR. o Additional funds will be transferred from the Utility Fund when available. Expenditures • FY 2015/2016 adopted expenditures are $45,000, which represents a 79% decrease of $174,340 from FY 14/15 estimated expenses of $219,340. o $30,000 decrease - Water Main Repair and Maintenance o $20,000 decrease - Lift Station Pump Repairs o $80,000 decrease - Pump Station Equipment o $40,000 decrease - SCADA Replacement o $45,000 decrease - Utility Truck o $45,000 increase - Sewer Easement Cleaning Machine • Decreases are due to one-time expenditures that will not carry over into this fiscal year. • Increases are due to the purchase of a sanitary sewer easement cleaning machine that will clear lines in remote areas (such as creeks or behind houses) that would be difficult or impossible to clean with conventional equipment. Fund Balance • Fund balance at FY 15/16 year-end is projected to be $486,435. IQC Utility Maintenance and Replacement Fund 5 Year Projection Adopted 1 2 3 4 5 Description Account Number FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 REVENUES AND OTHER SOURCES IML Interest Income 510-36110-00-00 300125 125 125 125 7000 Transfer in from OF 510-52550-88-00 TOTAL REVENUES AND OTHER SOURCES11 300,000 300,000 300,000 300,000 11 300,125 300,125•• •0 ,125 7!4!50100 BEGINNING FUND BALANCE 231,135 486,435 599,060 899,185 899,185 1,199,310 ENDING FUND BALANCE 486,43511 599,060 899,185 1,199,310 1,199,310 1,199,310 220 Fund 600 221 General Maintenance & Replacement Fund Program Summary Fiscal Year 2015/2016 Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll / Salaries Payroll Related & Benefits Payroll Transfers In Payroll Transfers Out Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Operations & Maintenance TOTAL OPERATING EXPENDITURES Capital Outlay Capital Projects Total Capital Transfers Out Total Other Uses TOTAL EXPENDITURES & OTHER USES 2,071 2,071 275,000 34,710 309,710 311,781 11,681 11,681 11,681 378,594 378,594 390,275 6,000 1,750 7,750 350,000 350,000 357,750 373,080 373,080 373,080 $ 0% 0% 0% 0% 0% 0% 2,000 6,000 0% 1,750 1,750 0% 0% 3,750g275,000 0% 275,000 27% - 0% 275,000 278,750 573,755 6,000 1,750 7,750 350,000 350,000 357,750 373,080 373,080 373,080 $ 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 75,000 27% (291,005) 0% (216,005) -38% 1,264,000 1,522,800 1,264,000 1,522,800 1,264,000 1,522,800 6,000 1,750 7,750 350,000 350,000 357,750 373,080 373,080 373,080 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% (1,149,720) -76% (1,149,720) -76% 0% 0% (1,149,720) -76% EXCESS REVENUES OVER(UNDER) EXPENDITURES (78,495) (985,250) (949,045) (15,330) 933,715 1 -98% FUND BALANCE, BEGINNING 1,239,048 FUND BALANCE, ENDING 1,160,553 Restricted/Assigned/Committed Funds 1,160,553 UNASSIGNED FUND BALANCE, ENDING Restricted/Assigned/Committed Funds A Cash 600 10110 00 000 1,160,553 A Cash EMS 600 10110 14 101 - TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 1,160,55 222 1,160,553 1,160,553 211,508 175,303 211,508 196,178 175,303 211,508 196,178 174,178 22,000 $ 196,178 (949,045) -82% (15,330) -77. (15,330) -7% $ 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 75,000 27% (291,005) 0% (216,005) -38% (216,005) -38% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% (1,149,720) -76% (1,149,720) -76% 0% 0% (1,149,720) -76% EXCESS REVENUES OVER(UNDER) EXPENDITURES (78,495) (985,250) (949,045) (15,330) 933,715 1 -98% FUND BALANCE, BEGINNING 1,239,048 FUND BALANCE, ENDING 1,160,553 Restricted/Assigned/Committed Funds 1,160,553 UNASSIGNED FUND BALANCE, ENDING Restricted/Assigned/Committed Funds A Cash 600 10110 00 000 1,160,553 A Cash EMS 600 10110 14 101 - TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 1,160,55 222 1,160,553 1,160,553 211,508 175,303 211,508 196,178 175,303 211,508 196,178 174,178 22,000 $ 196,178 (949,045) -82% (15,330) -77. (15,330) -7% Section 6 Internal Service Funds General Maintenance & Replacement Overview 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. This fund receives planned revenue transfers from each operating fund that owns and maintains capital assets. Accumulated funds are intended to cover the cost of future capital repair and replacement. The GMR is designed to (1) avoid future bond programs, (2) encourage a conservative pattern of spending, (3) minimize reliance on revenue streams that are vulnerable to fluctuations in the economy, such as the sales tax, and (4) prevent excessive maintenance and repair costs via the timely replacement of capital assets. Project lists are developed annually from a long-range facility maintenance schedule and incorporated into a routine schedule for maintenance and replacement of major facility equipment, infrastructure and permanent capital assets. Revenues and Transfers In • FY 15/16 projected revenues are $307,750, a 46% decrease of $266,005 from the FY 14/15 estimated budget of $573,755. Expenditures/Projects • FYI 5/16 expenditures are $373,080, a 75% decrease of $1,149,720 from the FY 14/15 estimated budget of $1,522,800. The majority of the decrease is due to one-time capital purchases in FY 14-15 such as a fire engine/pumper, a building addition to the fire station, and WA playground equipment that will not carry over into the 15/16 fiscal year. • Project highlights include: o Solana Blvd. pavement repair ($60,000) o WA Environmental Building upgrades ($63,750) o WA classroom refurbishes ($34,680) o Municipal furniture/interior building ($34,000) Fund Balance Fund balance at FY 15/16 year-end is projected to be $146,178. 223 General - Maintenance and Replacement Fund 5 Year Projection Description Account Number Adopted FY 15-16 1 2 3 4 5 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 REVENUES AND OTHER SOURCES Firefighter Equipment Fees 600-34008-14-000 - 2,000 2,000 2,000 2,000 2,000 6,000 Interest Income 600-36110-00-000 1,750 1,750 1,750 1,750 1,750 1,750 Transfer in from GF 600-52510-88-000 TOTALOTHER SOURCESr478,750 350,000 475,000 475,000 478,750 475,000 478,750 475,000 478,750 475.,000 478,750 100,000 - - - - Dept 16 -Total Public Works 60,000 224,450 80,000 60,00,0 - - WA-Envrnmt Bldg UG light/water Illuminated Street Signs 600-44304-16-000-000035 - 70,000 - - - - Solana Pavement Repair 600-45909-16-000-000046 60,000 - - 60,000 - - Wyck Hill Pavement Resurface 600-44303-16-000-000041 - 54,450 - - - - FM 1938 Enhanced Pavement Repairs 600-44303-16-000-000047 - - 80,000 - - - SH 114 Repainting 600-44303-16-000-000048 - 100,000 - - - - Dept 16 -Total Public Works 60,000 224,450 80,000 60,00,0 - - WA -Irrigation System 600-43340-17-000-000007 17,000 15,000 10,000 5,000 15,000 5,000 WA-Carpet/VCT Flooring 600-45908-17-000-000008 12,750 25,000 15,000 15,000 15,000 15,000 WA -Ext Environmental Improvements Irrig 600-44306-17-000-000009 8,500 7,000 - 10,000 - 12,000 WA-Envrnmt Bldg UG light/water 600-45908-17-000-000010 63,750 - 5,000 10,000 - 5,000 WA -Exterior Paint & Wood R&M 600-45909-17-000-000011 9,350 8,000 8,000 4,000 4,000 81000 WA-Painting/Cloth Wall R&M 600-44220-17-000-000012 12,750 81000 10,000 81000 10,000 81000 WA -Roof Repairs 600-45909-17-000-000013 8,500 10,000 5,000 9,000 15,000 5,000 WA -Parking Lot 600-44306-17-000-000015 - - - 25,000 - - WA -Refurbish Classrooms 600-45908-17-000-000017 34,680 30,000 25,000 30,000 35,000 25,000 WA -Update Security System 600-43354-17-000-000018 4,250 51000 51000 25,000 51000 81000 WA -Update Security Cameras 600-43354-17-000-000019 4,250 6,000 10,000 - 2,000 12,000 Interior Building R&M 600-45908-17-000-000023 14,450 12,000 81000 15,000 10,000 15,000 WA -15 Ton Split HVAC System 600-43347-17-000-000024 12,750 12,000 - 15,000 10,000 25;000 WA -2 Ton Roof Top Units 600-43347-17-000-000025 15,000 5,000 10,000 51000 15,000 10,000 WA -AC ton/7.5 ton server room 600-43347-17-000-000026 - 15,000 - 5,000 - 20,000 WA -Heater Boilers 600-44219-17-000-000029 - 7,000 5,000 5,000 - 25,000 WA -HVAC System Replacement 600-43347-17-000-000032 4,250 13,000 - 10,000 - 5,000 WA -Plumbing Repair/Replacement 600-45904-17-000-000036 5,100 5,000 5,000 91000 15,000 5,000 Facilities Maintenance Vehicle/Equipment 600-47410-17-000-000039 - 5,000 - - 15,000 - Park R&M 600-45911-19-000-000043 10,000 30,000 - 10,000 - - Town Furniture/Interior Bldg 600-47415-17-000-000045 34,000 40,000 10,000 10,000 10,000 10,000 Dept 17 - Total Facilities & Grounds Maintenance 271,330 258,000 1 131,000 225,000 176,000 1 218,000 Trail Repairs 600-43343-19-000-000014 ___12,0001 F 10,000 10,000 10,000 15,000 10,000 Dept 19 -Total Parks and Recreation 12,000 10,000 10,000 10,000 15,000 10,000 Network Equipment/Fiber Optic upgrade 600-43405-20-000-000027 14,000 70,000 70,000 20,000 20,000 20,000 Network Printers/Peripheal Dev 600-43405-20-000-000021 3,500 51000 5,000 51000 51000 51000 Phone System/Peripheal Devices 600-45305-20-000-000028 5,250 20,000 10,000 10,000 10,000 10,000 Server Replacements 600-43405-20-000-000033 7,000 10,000 10,000 10,000 10,000 10,000 Dept 20- Total Information Technology 29,750 105,000 95,000 45,000 45;000 45,000 373,080 BEGINNING FUND BALANCE 211,508 196,178 77,478 240,228 378,978 621,728 ENDING FUND BALANCE $ 196,178 $ 77,478 1 $ 240,228 1 $ 378,978 1 $ 621,728 $ 827,478 224 1)4 0 Fund 605 225 Vehicle Maintenance & Replacement Fund Program Summary Fiscal Year 2015/2016 Adopted Estimated Adopted FY 15/16 Adopted F111'311'4 Budget Budget Budget vs FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Total Other Sources TOTAL REVENUES & OTHER SOURCES, EXPENDITURES & OTHER USES Payroll / Salaries Payroll Related & Benefits Payroll Transfers In Payroll Transfers Out Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Operations & Maintenance TOTAL OPERATING EXPENDITURES Capital Outlay Capital Projects Total Capital Transfers Out Total Other Uses TOTAL EXPENDITURES & OTHER USES $ 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 50,000 73% 0% 50,000 73% 50,000 73% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% EXCESS REVENUES OVER(UNDER) EXPENDITURES - 1 68,333 1 50,000 1 737. FUND BALANCE, BEGINNING - - 68,333 FUND BALANCE, ENDING 68,333 186,667 Restricted/Assigned/Committed Funds 68,333 186,667 UNASSIGNED FUND BALANCE, ENDING Restricted/Assigned/Committed Funds A Cash 605 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTEDFUNDS 68,333 $ $ 68,333 226 186,667 $ 186,667 68,333 0% 118,333 173% 118,333 173% 0% 118,333 1 1737. $ 118,333 1173% Section 6 Internal Service Funds Vehicle Maintenance & Replacement Overview The Vehicle Maintenance & Replacement Fund (VMR) was created to provide a mechanism for the long term repair and replacement of Town vehicles. This fund receives planned revenue transfers from each operating fund that owns and maintains vehicles. Accumulated funds are intended to cover the cost of future vehicle repair and replacement. The VMR is designed to avoid future bond programs and encourage a more conservative pattern of spending that minimizes reliance on elastic revenue streams. Vehicles are designated for replacement based on a long-range depreciation schedule, periodic evaluations of repair versus replacement costs, and recommended replacement guidelines. Routine scheduled maintenance is also factored into VMR funding calculations. Revenues and Transfers In • FYI 5/16 revenues are $48,333, a 29% decrease of $20,000 from the FY 14/15 estimated budget of $68,333. Expenditures/Proiects • There are no expenditures budgeted for the 15/16 fiscal year. Fund Balance • Fund balance at FY 15/16 year-end is projected to be $116,667. 227 Section 6 Internal Service Funds Vehicle Maintenance & Replacement Overview Vehicle and Equipment Overview Vehicles and equipment represent approximately 6% of the Town's assets or roughly $3.4M. While the current CIP does not contain any proposals for vehicles, it is important to note that of the seven vehicles (including a utility truck) the Town currently owns, three are completely depreciated and three more will become completely depreciated within the next five years. Similarly, of the fourteen FF&E asset groups, eight are currently fully depreciated and the remainder will be within the next five years. Whether or not an asset has been fully depreciated does not by itself warrant the need to replace it, however, depreciation does serve as an indicator that the likelihood the asset will need to be replaced in the near future is fairly high. The Town maintains a General Maintenance & Replacement Fund and is working towards funding annually for any replacement items needed in subsequent years. We anticipate a replacement vehicle for the Parks and Recreation Department to be paid from the funds that have been transferred to this fund for just this purpose. Dept Name Vehicle Make/Model Fire Dept Ford F450 Fire Dept Spartan Fire Dept Chevy Tahoe Fire Dept Ford F450 Fire Dept Ford F550 Fire Dept Chevy Suburban Fire Dept Ferrara Municipal Court Dodge Charger Public Works Chevy Silverado Public Works Ford Ranger Public Works Chevy Silverado Public Works Ford F350 Supercrew Facilities & Parks Ford F350 Supercrew Westlake Academy Startrans Senator II Westlake Academy Girardin 18 228 Vehicle Description Vehicle Cost Ambulance Reserve $144,981 Engine Pumper Reserve $236,423 Fire Marshal $41,108 Ambulance Primary $200,000 Attack Truck $169,746 Command Vehicle $49,084 Engine Pumper Primary $700,000 4 door car $23,000 2 door single cab truck $15,704 2 door single cab truck $21,519 2 door single cab truck $11,105 4x4 Crewcab Truck $45,000 4x4 Crewcab Truck $40,962 Passenger Bus $41,625 Passenger Bus $41,625 $1,781,882 Section 6 Internal Service Funds Vehicle Maintenance & Replacement Overview Capital Maintenance and Replacement The Town recognizes that deferred maintenance and not anticipating capital replacement needs increases future capital costs. Annually, available funds will be evaluated during the budget process and a percentage of each operating fund's budget will be recommended to the Council for transfer. Upon approval by the Council, the recommended amount will be transferred to the appropriate funds (General or Utility Maintenance Replacement Fund) for major maintenance/ replacement of street, building roof, flooring, air conditioning, equipment, etc. The Town of Westlake owns, operates, and maintains a number of vehicles. To provide a fiscally responsible vehicle and equipment replacement policy that enables the Town to maximize vehicle and equipment utilization, while maintaining the Town's desired public image and high quality program of services for our residents. Therefore, the Town of Westlake will maintain a Vehicle and Equipment Replacement and Depreciation Schedule; said schedule will be maintained by the Finance Department. Vehicle and equipment replacement criteria will be developed according to each items anticipated useful service life. Typically, this is based upon the type or "category" of the vehicle/equipment and its usage. Each item will be surveyed annually and assigned a score based upon the Point Range and Guideline document. A vehicle will be replaced according to the established criteria unless the Department Heads) and the Town Manager's office determine that: 1) mechanical failure or vehicle damage warrants earlier replacement, or 2) the vehicle is still serviceable and may serve additional years beyond its original anticipated service life. Funding for vehicle/equipment replacement should be incrementally allocated from department operating funds to a restricted Capital Maintenance and Replacement Fund, subject to funding availability on an annual basis. Future vehicle/equipment replacements should be funded from this restricted fund, which receives accumulated operating fund transfers based upon the Vehicle and Equipment Depreciation Schedule. Funding will consist of an annual set-aside based upon a straight-line depreciation for each vehicle over the course of its useful life and budgeted as part of the annual budget development process. Depreciation fees should commence the same fiscal year of each new and replacement vehicle/equipment purchase. Likewise, depreciation expenses should be expensed from the respective department operating budget and deposited into the Capital Maintenance and Replacement Fund. Depreciation expenses shall continue through the service life of the new vehicle/equipment and shall cease upon retirement of said vehicle/equipment. 229 Section 6 Internal Service Funds Vehicle Maintenance & Replacement Overview Vehicle and Equipment Replacement and Depreciation Guidelines Purpose: To provide a fiscally responsible vehicle and equipment replacement and depreciation policy, which will enable the Town of Westlake to maximize asset utilization while maintaining a positive public image and being fiscally responsible in our budgeting and fleet replacement programs. Policy: Replacement criteria for Town -owned vehicles and equipment will depend primarily on a point system, which is based upon the following factors: • Age • Miles/Hour Usage • Type of Service • Reliability • Maintenance and Repair Costs (not to include incident repairs) • Condition Point Range Chart Note: The Town may decide to retain a vehicle beyond the stated criteria after an evaluation of anticipated usage, repairs and operating costs. Each Town vehicle and small equipment have been placed in a specific category (as listed below) in order to allow for uniformity in our replacement standards. Category "A" This category consists of the one (1) 18 -passenger and one (1) 20 -passenger school bus. The life span for school bus is 10 years. The Fire Department which includes engines, ladder truck, ambulances, and attack truck which are used primarily as a front-line response vehicle. The front-line life -span of the Engine is 15 years and has a reserve life -span for additional five years. The ambulance front-line life -span is seven years and has a reserve vehicle life -span for additional seven. The Town currently has one (1) Engine, one (1) Attack Truck and two (2) Ambulances. Category "B" This category consists of Maintenances and Public Works vehicles which are used to serve the public on a day-to-day basis and pull trailers. Due to the heavy use, these vehicles may be scheduled for replacement at 100,000 miles provided the maintenance cost is considerably higher than vehicles of the same type. The Town currently has two (2) Public Works trucks. 230 Section 6 Internal Service Funds Vehicle Maintenance & Replacement Overview Category "C" This category consists of all other cars and pickups, which include administration pool car, building inspection truck, warrant officer public safety vehicle. These vehicles are generally assigned to a designated staff member and should not be replaced earlier than 100,000 miles provided the maintenance cost is considerably higher than vehicles of the same type. Category "Y This category consists of other off-road equipment (mule and mowers) that are used to serve the public on an "as needed" basis. Replacement of this category may be made after 2,500 operating hours, or provided the maintenance cost is considerably higher than equipment of the same type. The Town currently has one (1) Kawasaki utility vehicle and (1) mower. Category "E" This category consists of light equipment (weed -eaters, chain saw and pumps, generators, trailers, and other small hand -operated equipment) which are used to serve the public on an "as needed" basis. Replacements in this category may be made after the total maintenance cost exceeds the original purchase price of a particular piece of equipment. The cost of upgrading a piece of equipment will be the responsibility of the operating division. The Town currently has one weed -trimmer, chain saw, blower, small generator and a trailer. Guide for Early Replacement of Town -Owned Vehicles Early Replacement The consideration of early replacement of a vehicle often arises when major expenditures are necessary to restore it to a safe operating condition (e.g., major component failure or incident damage). The economic effect of such repairs cannot be avoided because the cost to the Town is normally about the same whether the vehicle is sold in un -repaired condition or restored to repaired condition. However, replacement prior to the normal criteria for vehicles will result in an acceleration of all future replacement cost cycles required to satisfy a continuing vehicle need. This acceleration of cost cycles causes a sizable increase in the total present value cost of all fixture cycles and should be avoided whenever possible. Major vehicle repairs should always be made, with two exceptions: 231 Section 6 Internal Service Funds Vehicle Maintenance & Replacement Overview Major expenditures for repair should not be made when the cost of the repair plus the vehicle salvage in un -repaired condition exceeds its wholesale value in repaired condition. 2. Major deferrable expenditures should not be made when a vehicle is in the final six months of its retention cycle. During this period the penalty for early replacement is small and, therefore, the vehicle should be replaced rather than repaired. Depreciation Formula Current acquisition price of each vehicle divided by the utilization cycle mileage or total maintenance cost) will provide the yearly depreciation allowance. EXAMPLE A - Vehicles Mileage: $30,000 vehicle divided by the target replacement cycle of 100,000 miles will give you a depreciation cost of $.30 per mile. $0.30 times the number of miles (20,000) the vehicle was driven the previous year will give you the yearly depreciation amount $6,000. EXAMPLE B - Small Equipment Maintenance Cost: depreciate the original purchase price by 15% per year, for power hand tools, trailers, etc. Replace the item only when the maintenance cost reaches the original purchase price. Point Ranges for Replacement Consideration Point Scale Condition Description 20 points & under Excellent Do not replace 21 to 25 points Very Good Re-evaluate for the following year's budget 26 to 31 points Fair Qualifies for replacement if M/R cost exceed 60% of cost 32 to 37 point Poor Replacement if budget allows Above 38 points failed Needs priority replacement 232 Section 6 Internal Service Funds Vehicle Maintenance & Replacement Overview Below are two examples on how the point range and guidelines for Category "B" and "C" would work with current town vehicles. Example: Pool Vehicle Data Description Points Year 1999 26 points Type Crown Victoria Passenger Car 1 point Mileage 64,000 6 points Maintenance Repair driver side window motor 2 points Condition Poor paint and body condition, hail damage, rust 5 points spots, small dents, interior - rips, tears, stains, cracking on seat covers Total Points 40 points Staff recommendation = Replacement this year Data Description Points Year 2005 14 points Type Silverado F150 extended cab truck 1 point Mileage 35,000 3 points Maintenance low 1 points Condition Very good exterior and interior condition 1 points Total Points 20 points Staff recommendation = Include the replacement cost in the five year forecast 233 Section 6 Internal Service Funds Vehicle Maintenance & Replacement Point range and guidelines for Category "B" and "C" Factor Points Age Usage Type of Service 1 Description Each 10,000 miles of usage Standard sedans, SUV's and pickups 2 Each year of chronological age 3 Any vehicle that pulls trailer, hauls heavy loads and continued off- 2 road usage 4 Any vehicle involved in ice or snow removal or road treatment 1 In shop one time within three month time period, no major Reliability breakdowns/road side assistance call with 3 month period Preventive 2 In shop one time within three month time period, 1 breakdown/ Maintenance road side assistance call within 3 month period Work Not burns, cracked dash) and major damage for add-on equipment Included 3 In shop more than once within 3 month time period, 1 or more breakdown/road side assistance call within same period 4 In shop more than twice within one month time period, 1 or more breakdowns/road side assistance call in same time period 5 Two or more breakdowns within one month time period M&R Cost Incident Repair 1 Maintenance cost are less than or equal to 20% of replacement Not Include 2 Maintenance cost are 21-40% of replacement cost 3 Maintenance cost are 41-60% of replacement cost 4 5 Maintenance cost are 61-80% of replacement cost Maintenance cost are greater than or equal to 81 % of replacement cost Condition 1 No visual damage or rust 2 Minor imperfections in body and paint, interior fair (no rips, tears, burn) Noticeable imperfections in body and paint surface, minor rust, 3 minor damage for add-on equipment, won interior (one or more rips, tears, burns). 4 Poor paint and body condition, rust (holes), interior (rips, tears, burns, cracked dash) and major damage for add-on equipment 5 Previous accident damage, poor paint and body condition, rust (holes), interior (rips, tears, burns, cracked dash) and major damage for add-on equipment 234 Vehicle - Maintenance and Replacement Fund 5 Year Projection Adopted 1 2 3 4 5 Description FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 TOTALS GENERAL FUND = Transfer In from General Fund Fire Marshal Vehicle Ambulance M&R Municipal Court Vehicle Facilities Maintenance Vehicle $ 110,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000 370,000 - (50,000) - - - - (50,000) (150,000) (150,000) (50,000) (50,000) (50,000) (50,000) TOTAL 110,000 (10,000) (10,000) (110,000) 40,000 (10,000) (300,000) FUND BALANCE - General Fund Projects 170,000 160,000 150,000 40,000 80,000 70,000 UTILITY FUND Transfer in from Utility Fund $ 8,333 $ 8,333 $ 8,333 $ 8,333 $ 8,333 $ - $ 50,000 Public Works Vehicle - - - - (50,000) (50,000) TOTAL 8,333 8,333 8,333 8,333 8,333 (50,000) (50,000) FUND BALANCE - Utility Fund Projects 16,667 25,000 33,333 41,667 50,000 (0) 0 BEGINNING FUND BALANCE 68,333 186,667 185,000 183,333 81,667 130,000 ENDING FUND BALANCE $ 186,667 $ 185,000 $ 183,333 $ 81,667 $ 130,000 $ 70,000 F 235 T4 -SIT is i�ct�,rctiaaa�� ��aa� 236 L AM T4 -SIT is i�ct�,rctiaaa�� ��aa� 238 SPECIAL REVENUE FUNDS VISITOR FUND - 4B FUND - ED FUND Combined Program Summary PID FUND - LONE STAR FUND Fiscal Year 2015/2016 Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated REVENUES & OTHER SOURCES General Sales Tax On-going Property Tax Hotel Tax Charge for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries PR Transfer Out Payroll Insurance Payroll Taxes Payroll Retirement Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Economic Development Water Purchases Debt Total Operations & Maintenace TOTAL OPERATING EXPENDITURES Capital Outlay Capital Projects Total Capitol Transfers Out Other Uses Total Other Uses TOTAL EXPENDITURES & OTHER USES $ 1,254,500 796,480 1,864 6,072 2,058,916 47,741 47,741 .2;106,658 286,107 286,107 3,917 168,815 34,246 147,680 35,758 390,416 676,523 1,346,415 1,346,415 2,022,938 $ 1,377,000 910,000 730,700 3,425 450,000 21,900 3,493,025 35,758 35,758 3,528,783 490,920 490,920 3,906 368,580 36,435 187,000 35,758 631,679 1,122,600 1,881,050 1,881,050 3,003,650 967,959 $ 1,258,750 $ 1,325,000 457,110 412,519 777,000 890,000 - 0% - 0% 457,110 412,519 4,155 69,300 209,224 471,245 3,445 3,445 440,000 567,541 18,650 20,600 2,497,845 2,875,886 35,758 35,758 - 385,000 35,758 420,758 2,534,603 3,296,644 $ 1,377,000 910,000 730,700 3,425 450,000 21,900 3,493,025 35,758 35,758 3,528,783 490,920 490,920 3,906 368,580 36,435 187,000 35,758 631,679 1,122,600 1,881,050 1,881,050 3,003,650 967,959 $ 52,000 4% 457,110 412,519 20,000 2% - 0% - 0% 457,110 412,519 4,155 4,156 209,224 471,245 (20) -1% (117,541) -21% 36,435 36,435 170,000 185,000 - 0% 35,758 35,758 455,572 732,594 912,682 1,145,113 0% 0% 0% 1,776,920 1,813,170 - 0% 1,776,920 1,813,170 2;689,602 2,958,283 $ 1,377,000 910,000 730,700 3,425 450,000 21,900 3,493,025 35,758 35,758 3,528,783 490,920 490,920 3,906 368,580 36,435 187,000 35,758 631,679 1,122,600 1,881,050 1,881,050 3,003,650 EXCESS REVENUES OVER(UNDER) EXPENDITURES 83,720 (155,999) 338,361 525,134 186,773 1 -55% FUND BALANCE, BEGINNING 1,040,238 FUND BALANCE, ENDING 1,123,958 Restricted/Assigned/Committed Funds 165,320 UNASSIGNED FUND BALANCE, ENDING 958,638 Restricted/Assigned/Committed Funds A Debt Service Payments VA A Cash LS 10110 00 000 TAL RESTRICTED/ASSIGNED/COMMITTED FUND 1,123,958 1,123,958 967,959 $ 52,000 4% 78,401 0% 20,000 2% - 0% - 0% 78,401 0% 661,400 954% - 0% (20) -1% (117,541) -21% 1,300 6% 617,139 21% - 0% (385,000) -100% 232,139 55% 232,139 7% EXCESS REVENUES OVER(UNDER) EXPENDITURES 83,720 (155,999) 338,361 525,134 186,773 1 -55% FUND BALANCE, BEGINNING 1,040,238 FUND BALANCE, ENDING 1,123,958 Restricted/Assigned/Committed Funds 165,320 UNASSIGNED FUND BALANCE, ENDING 958,638 Restricted/Assigned/Committed Funds A Debt Service Payments VA A Cash LS 10110 00 000 TAL RESTRICTED/ASSIGNED/COMMITTED FUND 1,123,958 1,123,958 967,959 - 0% 78,401 19% - 0% 0% - 0% 78,401 19% (250) -6% (102,665) -22% 0% 0% 0% 2,000 1% - 0% - 0% (100,915) -14% (22,514) -2% 0% 0% 0% 67,880 4% - 0% 67,880 4% 45,366 2% EXCESS REVENUES OVER(UNDER) EXPENDITURES 83,720 (155,999) 338,361 525,134 186,773 1 -55% FUND BALANCE, BEGINNING 1,040,238 FUND BALANCE, ENDING 1,123,958 Restricted/Assigned/Committed Funds 165,320 UNASSIGNED FUND BALANCE, ENDING 958,638 Restricted/Assigned/Committed Funds A Debt Service Payments VA A Cash LS 10110 00 000 TAL RESTRICTED/ASSIGNED/COMMITTED FUND 1,123,958 1,123,958 967,959 1,462,319 178,115 165,365 789,844 1,296,954 FlE,462319 338,361 307. 525,134 36% (9,425) -6% 534,559 41% 151,700 164,450 151,700 142,250 (9,450) -6% 13,620 13,665 13,665 13,690 25 0% $ 155,940 $ (9,425) 6% 239 SPECIAL REVENUE FUNDS COMBINING REVENUES, EXPENDITURES AND FUND BALANCE FISCAL YEAR 2015/2016 REVENUES AND OTHER SOURCES Public Payroll Salaries General Sales Tax Visitor 4B Economic Economic Improvement Lone Star TOTAL: Association Development Development Beverage Tax Fund Franchise Fees District - - - REVENUES AND OTHER SOURCES Payroll Salaries General Sales Tax $ $ 1,275,000 $ 102,000 $ $ $ 1,377,000 Property Tax 490,920 - - - Beverage Tax Taxes Franchise Fees - - - - - Permits/Fees 490,920 730,700 730,700 Fines/Forfeits - - - - - Interest 2,900 500 - - 25 3,425 Misc Income 21,900 - - - 21,900 Charge for Services - - 36,435 - - Contributions - Debt 450,000 450,000 Hotel Tax 825,000 - 85,000 910,000 Total Revenues 849,800 1,275,500 637,000 730,700 25 3,493,025 Transfers In - 35,758 35,758 Other Sources Capital Project Funds - - Total Other Sources Total Capital 35,758 35,758 TOTAL REVENUES AND OTHER SOURCES 849,80 1,275,500 672,758 730,700 251 3,528,783 EXPENDITURES AND OTHER USES Payroll Salaries - - - Payroll Transfers 490,920 490,920 Insurance - - Taxes Retirement - - Total Payroll & Related 490,920 490,920 Supplies 3,906 - 3,906 Services 244,580 124,000 368,580 Insurance - - - - - Maintenance - - Rent & Utilities 36,435 - - 36,435 Interfund Advance - 187,000 187,000 Debt - 35,758 - 35,758 Water Purchases - - Total Operations & Maintenance 284,921 222,758 124,000 631,679 Capital Outlay Maintenance and Replacement Funds Capital Project Funds - - - Total Capital Transfers Out 155,550 1,275,500 450,000 1,881,050 Other Uses - - - - - Total Other Uses 155,550 1,275,500 450,000 1,881,050 TOTAL EXPENDITURES AND OTHER USES 931,391 1,275,500 672,758 124,000 3,003,650 EXCESS REVENUES OVER (UNDER) EXPENDITURES 1 (81,591) 606,700 1 25 1 525,134 BEGINNING FUND BALANCE 1,094,364 354,290 1 13,665 1 1,462,319 ENDING FUND BALANCE $1,012,772 I$ $ $; 960,990 T,3,690 1 9t17,45'2d 240 Fund 220 241 Visitors Association Fund Program Summary Fiscal Year 2015/2016 REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Operations & Maintenance TOTAL OPERATING EXPENDITURES Capital Outlay Capital Projects Total Capital Transfers Out Total Other Uses TOTAL EXPENDITURS & OTHER USES Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY IS/16 FY 14/15 Estimated 733,823 1,605 6,072 741,499 741,499 286,107 286,107 3,916.50 168,810 34,246 206,973 493,080 164,720 164,720 657,800 825,000 2,900 21,900 849,800 849,800 490,920 490,920 3,906 244,580 36,435 284,921 775,841 155,550 155,550 931,391 954,294 $ 0% 151,700 0% 707,000 805,000 0% 457,110 412,519 457,110 412,519 4,155 4,156 209,224 213,694 2,900 2,900 - 0% 18,650 20,600 728,550 828,500 0% 249,814 254,285 728,550 8284DO 825,000 2,900 21,900 849,800 849,800 490,920 490,920 3,906 244,580 36,435 284,921 775,841 155,550 155,550 931,391 954,294 $ 0% 151,700 0% 20,000 2% 0% 457,110 412,519 457,110 412,519 4,155 4,156 209,224 213,694 - 0% - 0% 36,435 36,435 21,300 3% 0% 249,814 254,285 706,924 666,804 - 0% 0% 0% 177,670 177,670 177,670 177,670 884,594 844,474 825,000 2,900 21,900 849,800 849,800 490,920 490,920 3,906 244,580 36,435 284,921 775,841 155,550 155,550 931,391 EXCESS REVENUES OVER(UNDER) EXPENDITURES 83,700 (156,044) (15,974) (81,591) (65,617) 411% FUND BALANCE, BEGINNING 954,294 $ 0% 151,700 0% 20,000 2% 0% 78,401 0% 78,401 0% (250) 0% 30,886 0% - 0% - 0% 1,300 6% 21,300 3% 0% 30,636 0% 21,300 3% - 0% EXCESS REVENUES OVER(UNDER) EXPENDITURES 83,700 (156,044) (15,974) (81,591) (65,617) 411% FUND BALANCE, BEGINNING 954,294 1,094,364 0% 151,700 0% Restricted/Assigned/Committed Funds 0% 0% 78,401 19% 78,401 19% (250) -6% 30,886 14% - 0% 0% 0% 0% 0% 30,636 12% 109,037 16% - 0% 0% 0% (22,120) -12% (22,120) -12% 86,917 10% EXCESS REVENUES OVER(UNDER) EXPENDITURES 83,700 (156,044) (15,974) (81,591) (65,617) 411% FUND BALANCE, BEGINNING 954,294 1,094,364 BALANCE, ENDING 151,700 W1,026,639FUND Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING 151,700 $ 151,700 1,110,338 1,110,338 954,294 1,094,364 164,450 151,700 789,844 942,664 242 1,094,364 1,012,772 142,250 870,522 142,250 $ 142,250 (15,974) -1% (81,591) -7% (9,450) -6% (72,141) -8% Section 7 Special Revenue Funds Visitor's Association Fund The Visitor's Association Fund was established in late FY 1999-2000 and collects a Hotel Occupancy Tax from the Marriott Solana, Deloitte, and any future Westlake hotels. A 7% tax is levied on the cost of nightly room rentals, the maximum allowable under State law. Funds generated by the occupancy tax are generally restricted to uses that directly promote tourism and the convention and hotel industry. However, Westlake has broader statutory authority under State law than most cities, and may spend hotel/motel occupancy tax funds for any municipal purpose. The Town has used these funds to cover various operational costs and capital projects (for example, a payment of a portion of the debt service for Westlake Academy related bonds). Since FY 2004/05, the Town has used Visitor's Association Fund revenues to sponsor a shuttle service and a "Group Business Incentive Program" in partnership with the Marriott Solana that have drawn additional visitors to Westlake. The Visitor's Fund also accounts for activities related to the Westlake Historical Board, public art, and Westlake's annual Arbor Day celebration. Revenues • Total revenues for FY 2015/16 are budgeted to be $849,800 • Hotel Occupancy Tax revenues are projected to increase 2%, or $20,000, when compared to FY 2014/15 estimated revenues Expenditures and Transfers Out • Total expenditures and transfers out for FY 2015/16 are budgeted to be $931,391. • This represents a 10% increase of $86,917 from FY 2014/15 estimated expenditures of $844,474. o Transfers Out to the Debt Service Fund decreased by $22,200 to $142,250. Transferred funds are used for debt service payments on Series 2013 General Obligation Refunding Bonds related to the construction of the Westlake Academy Arts and Sciences Center. o Payroll transfers out to the General Fund increased $78,401 from the FY 2014/15 estimated budget due to a planned payroll market adjustment and the transitioning of a part-time Communication Specialist to full time with 100% of the salary being paid from the Visitors Association Fund. Fund Balance • FY 2015-16 ending fund balance is projected to be $1,012,772. 243 T4 -SIT is i�ct�,rctiaaa�� ��aa� 244 Fund 200 245 413 Economic Development Fund Program Summary Fiscal Year 2015/2016 Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Donations Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Operations & Maintenance TOTAL OPERATING EXPENDITURES Capital Outlay Capital Projects Total Capital Transfers Out Total Other Uses TOTAL EXPENDITURES & OTHER USES $ 1,181,461 239 1,181,700 1,181,700 5 5 5 1,181,695 1,181,695 1,181,700 1,159,250 1,225,500 1,159,250 1,225,500 1,159,250 1,225,500 $ 1,275,000 500 1,275,500 1,275,500 1,275,500 1,275,500 1,275,500 $ 50,000 4% - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 50,000 4% 0% 0% 0% 50,000 4% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 50,000 4% 50,000 4% 50,000 4% EXCESS REVENUES OVER(UNDER) EXPENDITURES ' - - - 07. FUND BALANCE, BEGINNING - - - - - 0% FUND BALANCE, ENDING 0% Restricted/Assigned/Committed Funds - - - - - 0% UNASSIGNED FUND BALANCE, ENDING 0% Restricted/Assigned/Committed Funds A Cash 200 10110 00 000 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ - $ - $ - $ - $ - 0% 246 $ 1,158,750 $ 1,225,000 500 500 1,159,250 1,225,500 1,159,250 1,225,500 1,159,250 1,225,500 1,159,250 1,225,500 1,159,250 1,225,500 $ 1,275,000 500 1,275,500 1,275,500 1,275,500 1,275,500 1,275,500 $ 50,000 4% - 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 50,000 4% 0% 0% 0% 50,000 4% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 50,000 4% 50,000 4% 50,000 4% EXCESS REVENUES OVER(UNDER) EXPENDITURES ' - - - 07. FUND BALANCE, BEGINNING - - - - - 0% FUND BALANCE, ENDING 0% Restricted/Assigned/Committed Funds - - - - - 0% UNASSIGNED FUND BALANCE, ENDING 0% Restricted/Assigned/Committed Funds A Cash 200 10110 00 000 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ - $ - $ - $ - $ - 0% 246 Section 7 Special Revenue Funds 4B Economic Development Fund Overview The 4B Economic Development Fund collects a half -cent sales tax to be allocated to qualified development projects. Since FY 2006 the 4B Fund has been committed to the repayment of the debt incurred for the Town's Civic Campus project. Revenues • FY 15/16 revenues are budgeted to be $1,275,500 o This amount represents a 4% increase of $50,000 from the FY 14/15 estimated budget of $1,225,500. Expenditures and Other Uses • Transfers out to the Debt Service Fund for FY 15/16 are budgeted to be $1,275,500, representing 100% of revenues. 247 T4 -SIT is i�ct�,rctiaaa�� ��aa� 248 Fund 210 &we&o*i 0 249 Economic Development Fund Program Summary Fiscal Year 2015/2016 Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 fY 14/15 Estimated REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Economic Development Incentives Total Operations & Maintenance TOTAL OPERATING EXPENDITURES Capital Outlay Capital Projects Total Capital Transfers Out Total Other Uses TOTAL EXPENDITURES & OTHER USES $ 73,039 62,658 135,697 47,741 47,741 183,438 35,758 147,680 183,438 183,438 183,438 $ 102,000 85,000 450,000 637,000 35,758 35,758 672,758 35,758 187,000 222,758 222,758 450,000 450,000 672,758 $ 100,000 $ 100,000 - 0% 70,000 85,000 0% 0% 0% 0% 0% 0% 440,000 410,000 - 0% 610,000 595,000 35,758 35,758 35,758 35,758 645,758 630,758 $ 102,000 85,000 450,000 637,000 35,758 35,758 672,758 35,758 187,000 222,758 222,758 450,000 450,000 672,758 2,000 2% - 0% 0% 0% 0% 0% 0% 0% 0% 40,000 100% - 0% 42,000 7% 35,758 35,758 170,000 185,000 205,758 220,758 205,758 220,758 0% 0% 0% 440,000 410,000 440,000 410,000 645,758 630,758 $ 102,000 85,000 450,000 637,000 35,758 35,758 672,758 35,758 187,000 222,758 222,758 450,000 450,000 672,758 EXCESS REVENUES OVER(UNDER)EXPENDITURES DI - D 0% FUND BALANCE, BEGINNING 0% FUND BALANCE, ENDING - - - - - 0% Restricted/Assigned/Committed Funds 0% UNASSIGNED FUND BALANCE, ENDING - - - - - 0% Restricted/Assigned/Committed Funds A Cash 210 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 250 ML 0% 0% 0% 0% 0% $ 0% 2,000 2% - 0% 0% 0% 0% 0% 0% 0% 0% 40,000 100% - 0% 42,000 7% 0% 2,000 0% 42,000 7% EXCESS REVENUES OVER(UNDER)EXPENDITURES DI - D 0% FUND BALANCE, BEGINNING 0% FUND BALANCE, ENDING - - - - - 0% Restricted/Assigned/Committed Funds 0% UNASSIGNED FUND BALANCE, ENDING - - - - - 0% Restricted/Assigned/Committed Funds A Cash 210 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 250 ML 0% 0% 0% 0% 0% $ 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 2,000 1% 2,000 17. 2,000 1% 0% 0% 0% 40,000 100% 40,000 100% 42,000 101% EXCESS REVENUES OVER(UNDER)EXPENDITURES DI - D 0% FUND BALANCE, BEGINNING 0% FUND BALANCE, ENDING - - - - - 0% Restricted/Assigned/Committed Funds 0% UNASSIGNED FUND BALANCE, ENDING - - - - - 0% Restricted/Assigned/Committed Funds A Cash 210 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 250 ML 0% 0% 0% 0% 0% $ 0% Section 7 Special Revenue Funds Economic Development Fund Overview The Economic Development Fund was created to transparently account for all receipts and disbursements related to economic development agreements. Currently, revenues and transfers in are used to 1. fulfill incentive obligations negotiated with Fidelity Investments and Deloitte University as part of their relocation to Westlake 2. transfer to the Westlake Academy Expansion Fund as part of the development agreement between the Town and Maguire Partners -Solana Land L.P., developer of the Granada subdivision. The Town is obligated to refund $35,758 of sales tax receipts generated by Fidelity Investments annually through fiscal year 15/16. The economic development agreement with Deloitte University includes a 50% reimbursement of the I % general sales tax receipts and 50% of the hotel/motel tax receipts generated through business activities in Westlake. The agreement with Maguire Partners -Solana Land LP includes a $10,000 per lot contribution for the benefit of Westlake Academy from the final platting of lots in the Granada residential subdivision. Revenues and Transfers In • Total revenues for FY 2015/16 are anticipated to be $672,758. o $102,000 in sales tax from Deloitte University o $ 85,000 in hotel/motel tax from Deloitte University o $ 35,758 transfer in from the General Fund for the payment to Fidelity (Phase 1) o $450,000 contribution from Maguire Partners -Solana LP for the expected final platting of 45 lots (Phase 2) of Granada residential subdivision Expenditures and Transfers Out • Total expenditures for FY 2015/16 are anticipated to be $672,758. o Transfers out to Westlake Academy Expansion Fund of $450,000 o $222,758 in development agreement payments to Fidelity Investments and Deloitte University 251 T4 -SIT is i�ct�,rctiaaa�� ��aa� 252 Fund 215 IP4791 Public Improvement District Fund Program Summary Fiscal Year 2015/2016 Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/75 FY 14/15 FY 15/16 FY 14/15 Estimated REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Other Sources Total Other Sources TOTAL REVENUES & OTHER SOURC . EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Economic Development Incentives Total Operations & Maintenance TOTAL OPERATING EXPENDITURES Capital Outlay Capital Projects Total Capital Transfers Out Total Other Uses TOTAL EXPENDITURES & OTHER USES 69,300 730,700 157,541 226,841 730,700 385,000 - 385,000 - 611,841 730,700 257,551 257,551 257,551 - 257,551 124,000 124,000 124,000 124,000 EXCESS REVENUES OVER(UNDER) EXPENDITURES 354,290 606,700 252,410 1 71% FUND BALANCE, BEGINNING 354,290 FUND BALANCE, ENDING - - 354,290 960,990 Restricted/Assigned/Committed Funds 354,290 960,990 UNASSIGNED FUND BALANCE, ENDING - - - - Restricted/Assigned/Committed Funds A Cash 215 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 254 960,990 $ 960,990 354,290 100% 606,700 171% 606,700 171% 0% 1 606,700 1 171% 1 $ 606,700 I 171% $ 0% 0% 0% 661,400 954% 0% 0% 0% (133,551) 0% 0% (157,541) -100% - 0% 503,859 2227. (385,000) -100% (385,000) -1007. 118,859 19% EXCESS REVENUES OVER(UNDER) EXPENDITURES 354,290 606,700 252,410 1 71% FUND BALANCE, BEGINNING 354,290 FUND BALANCE, ENDING - - 354,290 960,990 Restricted/Assigned/Committed Funds 354,290 960,990 UNASSIGNED FUND BALANCE, ENDING - - - - Restricted/Assigned/Committed Funds A Cash 215 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 254 960,990 $ 960,990 354,290 100% 606,700 171% 606,700 171% 0% 1 606,700 1 171% 1 $ 606,700 I 171% 0% 0% 0% 0% 0% 0% 0% (133,551) -52% 0% 0% 0% 0% 0% 0% (133,551) -52% (133,551) -52% 0% 0% 0% 100% 100% (133,551) -52% EXCESS REVENUES OVER(UNDER) EXPENDITURES 354,290 606,700 252,410 1 71% FUND BALANCE, BEGINNING 354,290 FUND BALANCE, ENDING - - 354,290 960,990 Restricted/Assigned/Committed Funds 354,290 960,990 UNASSIGNED FUND BALANCE, ENDING - - - - Restricted/Assigned/Committed Funds A Cash 215 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 254 960,990 $ 960,990 354,290 100% 606,700 171% 606,700 171% 0% 1 606,700 1 171% 1 $ 606,700 I 171% Section 7 Special Revenue Funds Public Improvement District Overview The Public Improvement District (PID) Fund accounts for monies received from bond proceeds, inspection fees and payments related to the Solana Public Improvement District. The District was created by ordinance in February 2014 to finance the construction of public infrastructure (such as water lines and streets) in the Entrada subdivision. Revenues deposited into the PID Fund are used to cover engineering, consulting, legal, and advertising costs attributable to Entrada development and construction. Revenues and Transfers In • Revenues for FY 2015/16 are anticipated to be $730,700 from Entrada related inspection fees. Expenditures and Transfers Out • Total expenditures for FY 2015/16 are $124,000 to cover engineering, consulting, legal, and advertising costs 255 T4 -SIT is i�ct�,rctiaaa�� ��aa� 256 Fund 418 257 Lone Star Public Fund Program Summary Fiscal Year 2015/2016 REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Donations Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Operationds & Maintenance TOTAL OPERATING EXPENDITURES Capital Outlay Capital Projects Total Capital Transfers Out Total Other Uses TOTAL EXPENDITURES & OTHER USES Adopted Estimated Adopted FY 15/16 Adopted Budget Budget Budget vs LActua, Y 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 21 21 21 25 25 25 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% EXCESS REVENUES OVER(UNDER) EXPENDITURES 21 45 1 45 25 (20) -44% FUND BALANCE, BEGINNING 13,599 FUND BALANCE, ENDING 13,620 Restricted/Assigned/Committed Funds 13,620 UNASSIGNED FUND BALANCE, ENDING - Restricted/Assigned/Committed Funds A Cash 418 10110 00 000 13,620 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 13,620 258 13,620 13,620 13,665 13,665 13,665 13,665 13,665 13,690 13,690 13,690 $ 13,690 45 0% 25 0% 25 0% 0% $ 0% 0% 0% 0% 0% 0% 0% 0% 0% (20) -44% - 0% - 0% (20) -44% - 0% 0% (20) -44% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% EXCESS REVENUES OVER(UNDER) EXPENDITURES 21 45 1 45 25 (20) -44% FUND BALANCE, BEGINNING 13,599 FUND BALANCE, ENDING 13,620 Restricted/Assigned/Committed Funds 13,620 UNASSIGNED FUND BALANCE, ENDING - Restricted/Assigned/Committed Funds A Cash 418 10110 00 000 13,620 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 13,620 258 13,620 13,620 13,665 13,665 13,665 13,665 13,665 13,690 13,690 13,690 $ 13,690 45 0% 25 0% 25 0% 0% Section 7 Special Revenue Funds Lone Star Public Facilities Overview In 1996, the Westlake Board of Aldermen authorized the creation of the Lone Star Public Facilities Corporation, a nonprofit corporation designed to "assist the Town of Westlake, Texas in financing, refinancing, or providing public facilities." It was anticipated that the Corporation would issue bonds to finance the purchase or construction of public facilities, and then lease those facilities to qualifying tenants. The Lone Star Public Facilities Fund was created to account for the financial activities of the Corporation. No bonds were ever issued. The fund is earning interest annually. Existing fund balance is due to corporate donations that were received shortly after the Fund was created. Revenues • Total revenues for FY 2015-16 are $25 in interest earnings. Expenditures • There have been no fund expenditures since inception. Fund Balance Fund balance at FY 15/16 year-end is projected to be $13,690 259 T4 -SIT is i�ct�,rctiaaa�� ��aa� 260 w � T4 -SIT is i�ct�,rctiaaa�� ��aa� 262 Debt Service Fund Program Summary Fiscal Year 2015/2016 REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In GF/4B/VA Other Sources Total Other Sources TOTAL REVENUES & OTHER. SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Tranfsers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Debt Total Operations & Maintenance TOTAL EXPENDITURES Capital Outlay Capital Projects Total Capital Transfers Out Other Uses Bond Refunding Total Other Uses TOTAL EXPENDITURES & OTHER USES Adopted Estimated Adopted FY 15/16 Adopted Actual Budget Budget Budget vs FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated 154,982 0 154,982 1,878,051 1,994,598 3,872,649 4,027,631 70,883 2,031,834 2,102,717 2,102,717 1,925,315 1,925,315 4,028,032 133,507 133,507 1,857,511 1,857,511 1,991,018 2,400 2,01 1,094 2,013,494 2,013,494 2,013,494 $ 0% 166,969 176,500 0% 0% 0% 0% 0% 2,000 2,000 - 0% 0% 0% 166,969 176,500 2,139,554 1,859,274 2,294,658 2,014,378 2,139,554 1,859,274 2,306,523 2,035,774 133,507 133,507 1,857,511 1,857,511 1,991,018 2,400 2,01 1,094 2,013,494 2,013,494 2,013,494 $ 0% (42,993) -24% 0% 0% 0% 0% 0% 2,000 2,000 - 0% 0% 0% 2,292,658 2,012,378 2,294,658 2,014,378 2,294,658 2,014,378 (1,763) 0% (44,756) -2% 0% 0% 0% 0% 2,294,658 2,014,378 133,507 133,507 1,857,511 1,857,511 1,991,018 2,400 2,01 1,094 2,013,494 2,013,494 2,013,494 EXCESS REVENUES OVER(UNDER) EXPENDITURES (401) 11,865 21,396 (22,476) 1 (43,872) -205% FUND BALANCE, BEGINNING 1,481 1,080 1,080.40 22,476 FUND BALANCE, ENDING 1,080 12,945 22,476 0 Restricted/Assigned/Committed Funds 080 2,945 22,476 0 UNASSIGNED FUND BALANCE, ENDING - - - - 21,396 1980% (22,476) 017 (22,476) 0% Restricted/Assigned/Committed Funds 0% 0% 0% 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ - $ - $ - $ - $ - 0% 263 $ 0% (42,993) -24% 0% 0% 0% 0% 0% 400 0% - 0% 0% 0% (42,993) -247o (1,763) 0% (884) 0% (1,763) 0% (44,756) -2% EXCESS REVENUES OVER(UNDER) EXPENDITURES (401) 11,865 21,396 (22,476) 1 (43,872) -205% FUND BALANCE, BEGINNING 1,481 1,080 1,080.40 22,476 FUND BALANCE, ENDING 1,080 12,945 22,476 0 Restricted/Assigned/Committed Funds 080 2,945 22,476 0 UNASSIGNED FUND BALANCE, ENDING - - - - 21,396 1980% (22,476) 017 (22,476) 0% Restricted/Assigned/Committed Funds 0% 0% 0% 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ - $ - $ - $ - $ - 0% 263 0% 0% 0% 0% 0% 0% 0% 400 20% - 0% 0% 0% (1,284) 0% (884) 0% (884) 0% - 0% 0% 0% 0% 0% 0% (884) 0% EXCESS REVENUES OVER(UNDER) EXPENDITURES (401) 11,865 21,396 (22,476) 1 (43,872) -205% FUND BALANCE, BEGINNING 1,481 1,080 1,080.40 22,476 FUND BALANCE, ENDING 1,080 12,945 22,476 0 Restricted/Assigned/Committed Funds 080 2,945 22,476 0 UNASSIGNED FUND BALANCE, ENDING - - - - 21,396 1980% (22,476) 017 (22,476) 0% Restricted/Assigned/Committed Funds 0% 0% 0% 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ - $ - $ - $ - $ - 0% 263 Section 8 Debt Service Debt Service Fund Overview The Debt Service Fund is used to manage payments on all general government related debt. Required by Texas law, the Debt Service Fund is linked to the Interest and Sinking (I&S) component of the ad valorem (property) tax rate. In most Texas municipalities, the I&S levy funds the majority of annual debt service payments. In Westlake, Interest and Sinking revenues are only a subsidiary element of total Debt Service revenues. Transfers from the 4B Economic Development Fund, General Fund and the Visitors Association Fund comprise the bulk (93%) of Debt Service Fund revenues. Currently the Debt Service Fund is used to manage debt service payments associated with the construction of Westlake Academy facilities and various street projects. Any future debt issuances will also be paid from this Fund. Town Council and staff are dedicated to a conservative pattern of debt issuance that ensures property tax rates remain among the lowest in the region and attractive to prospective businesses and residents. 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. Revenues • Total ad valorem property tax revenue for FY 2015/16 is budgeted to be $133,507. • This amount represents a 24% decrease of $42,993 from the FY 14/15 estimated revenues of $176,500 due to an additional $22K in receipts which reduced the tax rate needed to cover the debt for various street projects. Transfers In • Total Transfers In for FY 2015/16 are budgeted to be $1,857,511, a less than 1% decrease of $1,763 from FYI 4/15 estimated transfers in of $1,859,274. o Transfers in from 4B Economic Development Fund account for $1,275,000 o Transfers in from General Fund account for $440,261. o Transfers in from Visitors Association Fund account for $142,250. Expenditures • FY 2015/16 debt service expenditures are projected to be $2,013,494 • This is a less than lea increase of $884 compared to FY 2014/15 estimated expenditures of $2,014,378. FY 15/16 Debt Service Payment Breakdown • Payments related to street infrastructure projects: o $154,903 on Series 2011 Certificates of Obligation Debt Limitations Westlake's legal debt capacity is limited by state rules which specify that the Town must be able to fulfill debt service payments on all outstanding general obligation debt from a maximum combined property tax rate of $1.50 per $100 of assessed valuation. There are no debt limitations defined by local ordinance. Since Town Council and staff are committed to keeping the property tax rate at its current level, additional debt capacity must come from growth in the tax base. 264 Section 8 Debt Service Debt Service Fund Overview • Payments related to the construction of Westlake Academy facilities: o $702,383 on Series 2007 General Obligation Refunding Bonds o $312,800 on Series 2011 General Obligation Refunding Bonds o $448,198 on Series 2013 Certificates of Obligation o $142,650 on Series 2013 General Obligation Refunding Bonds o $252,560 on Series 2014 General Obligation Refunding Bonds Historical Bond Issuances • Issuances related to street infrastructure projects: o $ 2,095,000 Series 2011 Certificates of Obligation • Issuances related to the construction of Westlake Academy facilities: o $12,400,000 Series 2002 Certificates of Obligation (refunded) ■ Westlake Academy Phase 1 o $6,410,000 Series 2003 Certificates of Obligation (refunded) ■ Westlake Academy Phase 2 o $7,465,000 Series 2007 General Obligation Refunding Bonds ■ Partial refinance of Series 2002 Certificates of Obligation o $2,500,000 Series 2008 General Obligation Bonds ■ Westlake Academy Arts & Sciences Building o $7,375,000 Series 2011 General Obligation Refunding Bonds ■ Partial refinance of Series 2002 and 2003 Certificates of Obligation o $2,200,000 Series 2013 General Obligation Refunding Bonds ■ Refinance of Series 2008 General Obligation Bonds o $ 8,500,000 Series 2013 Certificates of Obligation ■ Westlake Academy Expansion o $ 1,980,000 Series 2014 General Obligation Refunding Bonds ■ Partial refinance of 2003 Certificates of Obligation *Municipalities frequently refinance debt issuances to take advantage of changes in bond market interest rates. 20 Year Annual Debt Requirement $2.50 Principal Interest � � $2.25 O v0o0 $2.00rJ O M � Lq � c $1.75 O0 0) � Oq ppn 00 n � 11R Ln OO O00 $1.50 $1.25 mQ -m � $1.00 00N i -i SO LIp �N L1 ui 'Ln}0 O iLn '? N W ^$0.75 ('4LO-Ln? �NNCI�r!N r4$0.50 $0.25 $0.00Ln W r` oo m o r1 N m v Ln W 1, oo M o r1 N M v r-1 r1 r-1 —1 r-1 N N N N N N N N N N M M M M M O O O O O O O O O O O O O O O O O O O O N N N N N N N N N N N N N N N N N N N N 265 Section 8 Debt Service Debt Service Fund Overview Debt per Capita In order to make apples -to -apples comparisons of debt levels between different municipalities, analysts often use measures like debt per capita, or the amount of governmental debt outstanding for each resident. Direct debt includes all long-term obligations directly supported by general revenues and taxes. It does not include interest expense. Westlake's debt per capita for FY15/16 is calculated at $22,070 and represents a 13% decrease of $3K from the previous year. Debt Management Practices Debt management policies are written guidelines and restrictions that affect the amount and type of debt issued by a state or local government, the issuance process, and the management of a debt portfolio. A debt management policy improves the quality of decisions, provides justification for the structure of debt issuance, identifies policy goals, and demonstrates a commitment to long-term financial planning, including a multi-year capital plan. Adherence to a debt management policy signals to rating agencies and the capital markets that a government is well managed and should meet its obligations in a timely manner. Debt levels and their related annual costs are important long-term obligations that must be managed within available resources. An effective debt management policy provides guidelines for a government to manage its debt program in line with those resources. The Town of Westlake debt management policies are reviewed annually and revised as necessary and address the following: ✓ Direct Debt - debt payable from ad valorem I&S tax, and other available fund of the Town. ✓ Interfund Borrowing - loans for short-term cash flow needs. 266 Section 8 Debt Service Debt Service Fund Overview 1. Debt Limits - defines specific limits or acceptable ranges for each type of debt. Limits are generally set for legal, public policy, and financial reasons. For the Town of Westlake there is no legal limit to debt except by way of a tax rate limit. a. Legal limits are determined by: o State constitution and/or law which limit the Town's ad valorem rate. o Local charter, by-laws, resolution or ordinance, or covenant. b. Public Policy limits include: o Purposes for which debt proceeds may be used or prohibited, o Types of debt that may be issued or prohibited, o Relationship to and integration with the Capital Improvement Program, o Policy goals related to economic development, capital improvement financings, tax increment financing, and public-private partnerships. c. Financial limits generally reflect policy or other financial resource constraints. Appropriate debt limits can positively impact bond ratings, if the government demonstrates i adherence to such policies over time. Financial limits are often expressed as ratios customarily used by credit analysts. Different criteria for determining credit worthiness i.e. credit rating). Direct Debt can be measured or limited by the following ratios o Debt per capita, o Debt to personal income, o Debt to taxable property value o Debt service payments as a percentage of general fund revenues or expenditures. 2. Debt Structuring Practices. Includes specific policies regarding the debt structuring practices for each type of bond, including: o Maximum term (often stated in absolute terms or based on the useful life of the asset), o Average maturity, o Debt service pattern such as equal payments or equal principal DiU You KNOW. Westlake holds a AA+/stable bond rating from Standard & Poor's. Their assessment reflects the Town's historically strong finances and management, fund reserves in excess of 50% of General Fund expenditures, and Westlake's participation in the Dallas - Fort Worth metro area economy. A strong rating allows Westlake to keep borrowing costs low. amortization, o Use of optional redemption features that reflect market conditions and/or needs of the government, o Use of variable or fixed-rate debt, credit enhancements, and short-term debt, and limitations as to when each can be used, and o Other structuring practices should be considered such as capitalized interest, deferral of principal and/or other internal credit support, including general obligation pledges. 267 Section 8 Debt Service Debt Service Fund Overview 3. Debt Issuance Practices. Provides guidance regarding the issuance process, which may differ for each type of debt. These practices include: o Criteria for determining the sale method (competitive, negotiated, placement) and investment of proceeds, o Criteria for issuance of advance refunding and current refunding bonds, o Selection and use of professional service providers, o Use of comparative bond pricing services or market indices as a benchmark in negotiated transactions, as well as to evaluate final bond pricing results, and o Use of credit ratings, minimum bond ratings, determination of the number of ratings, and selection of rating services. 4. 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. 5. 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, o grants- in- aid o use of reserves o use of either current on-going general revenues or one-time revenues o contributions from developers and others o leases o user fees o impact fees 6. 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: o General obligation bonds - These must be authorized by a vote of the citizens of Westlake. o 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. o 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. o 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. 7. 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. Section 8 Debt Service Debt Service Fund Overview 8. 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. 9. 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. 10. 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. 11. 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. 12. Continuing Disclosure - The Town is committed to continuing disclosure of financial and pertinent credit information relevant to the Town's outstanding securities. 13. 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. 269 Debt Service Fund Long -Term Debt Summary SERIES 2014 GO - Refunding SERIES 2013 GO -Refunding SERIES 2013 CO (Bldgs Only) *refunding of 2003 *partial refunding of 2003/2008 Certificates of Obligation Pymt Fiscal No. Year 3D0,4885D.00. 13 TOTAL 1 2016 2 2017 3 2018 4 2019 5 2020 6 2021 7 2022 8 2023 9 2024 10 2025 11 2026 12 2027 13 2028 14 2029 15 2030 16 2031 17 2032 18 2033 19 2034 20 2035 21 2036 22 2037 23 2038 24 2039 25 2040 26 2041 27 2042 30 2043 226,950 225,765 452,715 TOTAL Original Issue: 231,400 218,601 450,001 Issue Date: 160,000 2,000 162,000 Rate: 350,000 56,150 406,150 Use: 347,100 200,956 548,056 Issued By: Debt Service Fund Long -Term Debt Summary SERIES 2014 GO - Refunding SERIES 2013 GO -Refunding SERIES 2013 CO (Bldgs Only) *refunding of 2003 *partial refunding of 2003/2008 Certificates of Obligation funded by 4B Fund/General Fund funded by 413 Fund/General Fund funded by 411 Fund/General Fund 30Q 48840 DO 13 3D0,4885D.00. 13 TOTAL 3D0 a884.N 13 300.4885000.13 TOTAL IDI .4884000.12 30D,48850.00,12 TOTAL Principal Interest Principal Interest Principal Interest 185,000 67,160 252,160 100,000 42,250 142,250 173,550 274,248 447,798 5,000 65,220 70,220 130,000 39,950 169,950 178,000 270,732 448,732 5,000 65,040 70,040 125,000 37,400 162,400 178,000 267,172 445,172 5,000 64,860 69,860 135,000 34,463 169,463 182,450 263,568 446,018 5,000 64,680 69,680 140,000 31,025 171,025 191,350 259,830 451,180 5,000 64,500 69,500 145,000 27,463 172,463 191,350 255,525 446,875 5,000 64,320 69,320 145,000 23,838 168,838 200,250 250,630 450,880 5,000 64,140 69,140 150,000 20,375 170,375 204,700 245,056 449,756 5,000 63,960 68,960 145,000 17,130 162,130 213,600 238,781 452,381 5,000 63,780 68,780 155,000 13,830 168,830 213,600 232,373 445,973 5,000 63,600 68,600 165,000 10,063 175,063 226,950 225,765 452,715 5,000 63,420 68,420 160,000 6,000 166,000 231,400 218,601 450,001 5,000 63,240 68,240 160,000 2,000 162,000 240,300 210,936 451,236 350,000 56,150 406,150 - - - 347,100 200,956 548,056 360,000 41,950 401,950 360,450 188,574 549,024 375,000 27,250 402,250 369,350 175,803 545,153 395,000 9,874 404,874 529,550 158,748 688,298 - - - 280,350 142,550 422,900 293,700 131,069 424,769 307,050 119,054 426,104 320,400 106,505 426,905 329,300 94,129 423,429 342,650 81,950 424,600 356,000 69,287 425,287 369,350 55,447 424,797 382,700 40,406 423,106 400,500 24,742 425,242 - 418,300 8,366 426,666 $1,725,000 $973,144 $2,698,144 $1,855,000 $305,785 $2,160,785 $8,032,250 $4,810,803 $12,843,053 $1,910,000 $2,200,000 $8,500,000 January 7, 2014 April 2013 April 2013 3.47% 2.23% 3.42% Refunding of 2003 Refunding of 2008 (A&S Building) WA Expansion / Ground Storage Tank US Bank US Bank US Bank 270 Debt Service Fund Long -Term Debt Summary SERIES 2011 CO SERIES 2011 GO -Refunding SERIES 2007 GO -Refunding Certificates of Obligation *partial refunding of 2002/2003 *partial refunding of 2002 Pynnt Fiscal No. Year 300,x8850.00.11 TOTAL 1 2016 2 2017 3 2018 4 2019 5 2020 6 2021 7 2022 8 2023 9 2024 10 2025 11 2026 12 2027 13 2028 14 2029 15 2030 16 2031 17 2032 18 2033 19 2034 20 2035 21 2036 22 2037 23 2038 24 2039 25 2040 26 2041 27 2042 30 2043 670,000 219,608 889,608 TOTAL Original Issue: 700,000 192,808 892,808 Issue Date: 290,000 5,800 295,800 Rate: 136,000 18,050 154,050 Use: 760,000 134,695 894,695 Issued By: Debt Service Fund Long -Term Debt Summary SERIES 2011 CO SERIES 2011 GO -Refunding SERIES 2007 GO -Refunding Certificates of Obligation *partial refunding of 2002/2003 *partial refunding of 2002 funded by DS 300 Property Tax funded by 46 Fund/General Fund funded by 4B Fund/General Fund 300.488x0.00.11 300,x8850.00.11 TOTAL 300,48840.00.10 300,48850.00.10 TOTAL 300.488x000.01 - TOTAL Principal Interest Principal Interest Principal Interest 100,000 54,503 154,503 100,000 212,400 312,400 410,000 291,983 701,983 75,000 79,475 154,475 275,000 207,275 482,275 425,000 276,608 701,608 79,000 75,625 154,625 700,000 192,650 892,650 40,000 259,608 299,608 83,000 71,575 154,575 715,000 171,425 886,425 40,000 258,008 298,008 87,000 67,325 154,325 730,000 149,750 879,750 45,000 256,408 301,408 91,000 62,875 153,875 750,000 127,550 877,550 50,000 254,608 304,608 96,000 58,200 154,200 770,000 104,750 874,750 55,000 252,608 307,608 101,000 53,275 154,275 790,000 81,350 871,350 60,000 250,408 310,408 106,000 48,100 154,100 820,000 55,150 875,150 65,000 248,008 313,008 111,000 42,675 153,675 260,000 36,250 296,250 645,000 245,408 890,408 117,000 36,975 153,975 260,000 27,150 287,150 670,000 219,608 889,608 123,000 30,975 153,975 275,000 17,100 292,100 700,000 192,808 892,808 129,000 24,675 153,675 290,000 5,800 295,800 730,000 164,808 894,808 136,000 18,050 154,050 - - - 760,000 134,695 894,695 143,000 11,075 154,075 790,000 103,345 893,345 150,000 3,750 153,750 825,000 70,560 895,560 - - - 855,000 35,910 890,910 $1,727,000 $739,128 $2,466,128 $6,735,000 $1,388,600 $8,123,600 $7,165,000 $3,515,383 $10,680,383 $2,095,000 $7,375,000 $7,465,000 March 29, 201 1 December 29, 201 1 March 15, 2007 4.12% 2.58% 4.19% Various street projects Partial refunding of 2002 & 2003 Partial refunding of Series 2002 Independent Bank US Bank US Bank 271 T4 -SIT is i�ct�,rctiaaa�� ��aa� 272 i �TLtLA:� J T4 /4/,�t IMIG3 T4 -SIT is i�ct�,rctiaaa�� ��aa� 274 Westlake Academy 915,796 Local Revenues Program Summary - General Fund TEA - Available School Funds 167,900 Fiscal Year 2015/2016 4,697,314 TEA - I B Training (15 Teachers) - TRS On-behalf/Medicare Part B Adopted Estimated Adopted FY 15/16 Adopted 0% Actual Budget Budget Budget vs 0% FY 13/14 FY 14/15 FY 14/15 FY 15/16 FY 14/15 Estimated REVENUES & OTHER SOURCES 915,796 Local Revenues $ 1,369,832 TEA - Available School Funds 167,900 TEA - FSP Funds 4,697,314 TEA - I B Training (15 Teachers) - TRS On-behalf/Medicare Part B 325,094 - 0% 0% 0% 0% 0% 0% 0% 0% 7,554,617 7,570,239 Total Revenues 6,560,140 Other Sources 239,009 Total Other Sources 239,009 TOTAL REVENUES & OTHER SOUR EXPENDITURES & OTHER USES 61 Payroll Related & Benefits 62 Professional & Contracted Services 63 Supplies and Materials 64 Other Operating Costs 65 Debt Service Other Uses Total Other Uses TOTAL EXPENDITURES & OTHER USES 4,911,121 910,036 621,114 287,869 3,733 6,733,873 6,733,873 $ 1,648,720 222,779 5,671,950 6,750 391,427 7,941,626 45,000 45,000 7,986,626 5,912,800 940,445 483,115 424,741 90,565 7,851,666 45,000 45,000 7,896,666 915,796 $ 1,663,805 $ 1,628,365 172,854 172,854 5,280,952 5,532,180 361,468 432,559 328,286 365,625 - 0% 0% 0% 0% 0% 0% 0% 0% 7,554,617 7,570,239 7,445,897 7,699,024 45,000 45,000 45,000 45,000 897 7,744,024 $ 1,648,720 222,779 5,671,950 6,750 391,427 7,941,626 45,000 45,000 7,986,626 5,912,800 940,445 483,115 424,741 90,565 7,851,666 45,000 45,000 7,896,666 915,796 5,431,205 5,523,798 1,032,369 1,093,539 645,390 429,779 361,468 432,559 84,186 90,565 - 0% 0% 0% 0% 0% 0% 0% 0% 7,554,617 7,570,239 45,000 45,000 45,000 45,000 7,599,617 7,615,239 $ 1,648,720 222,779 5,671,950 6,750 391,427 7,941,626 45,000 45,000 7,986,626 5,912,800 940,445 483,115 424,741 90,565 7,851,666 45,000 45,000 7,896,666 EXCESS REVENUES OVER(UNDER) EXPENDITURES 65,277 1 (108,720) 128,785 89,960 (38,825) -307. FUND BALANCE, BEGINNING 959,240 FUND BALANCE, ENDING 1,024,516 Restricted/Assigned/Committed Funds - UNASSIGNED FUND BALANCE, ENDING 1,024,516 # of Operating Days 56 Funds A Technology/FFE A uniform/Equipment Replacement [TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 275 1,024,516 1,024,516 915,796 $ 20,355 1% 49,925 29% 139,770 3% 6,750 100% 25,802 7% - 0% 0% 0% 0% 0% 0% 0% 0% 281,427 0% 242,602 3% - 0% 0 0% 242,602 3% EXCESS REVENUES OVER(UNDER) EXPENDITURES 65,277 1 (108,720) 128,785 89,960 (38,825) -307. FUND BALANCE, BEGINNING 959,240 FUND BALANCE, ENDING 1,024,516 Restricted/Assigned/Committed Funds - UNASSIGNED FUND BALANCE, ENDING 1,024,516 # of Operating Days 56 Funds A Technology/FFE A uniform/Equipment Replacement [TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 275 1,024,516 1,024,516 915,796 389,003 7% (153,094) -14% 53,336 12% (7,818) -2% 0% 0% 0% 0% 0% 0% 0% 0% 0% 281,427 4% - 0% 0 0% 281,427 4% EXCESS REVENUES OVER(UNDER) EXPENDITURES 65,277 1 (108,720) 128,785 89,960 (38,825) -307. FUND BALANCE, BEGINNING 959,240 FUND BALANCE, ENDING 1,024,516 Restricted/Assigned/Committed Funds - UNASSIGNED FUND BALANCE, ENDING 1,024,516 # of Operating Days 56 Funds A Technology/FFE A uniform/Equipment Replacement [TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 275 1,024,516 1,024,516 915,796 1,153,303 130,000 136,350 785,796 1,016,953 38 49 125,000 125,000 5,000 11,350 1,153,303 1,243,263 136,350 1,106,913 51 125,000 11,350 $ 136,350 128,787 13% 89,960 8% - 0% 89,960 9% 2.43 5% 0% 0% 0% Section 9 Westlake Academy Westlake Academy Overview Founded in 2003, Westlake Academy is an open enrollment charter school that is owned and operated by the Town of Westlake. The Academy is the Town's largest operating department, and is required under state law to publish a separate budget document. The Westlake Academy Fund was incorporated into the Town's budget structure in FY2010/11 in order to capture the total cost of municipal programs and services in a single document. Note that revenues and expenditures are aligned with the school fiscal year, which begins on September 1 and ends on August 31. For detailed information concerning Academy revenues and expenditures, see Westlake Academy's 2015/16 operating budget, available online at www.westlakeacademy.org. Revenues and Other Sources • General Fund FY 2015/16 adopted revenues and other sources are $7,986,626. Expenditures and Other Uses • General Fund FY 2015/16 adopted expenditures and other uses total $7,896,666. Fund Balance • FY 2015/16 ending fund balance is projected to be $1,246,263. 61 Sale 75% 62XX Contracted Services 12% 63XX Materials '/U 276 64XX Other Operating Costs 6% 65XX Debt Service 1% Section 9 Westlake Academy Excerpt from Westlake Academy Budget EXECUTIVE SUMMARY As Superintendent of Westlake Academy, and in tandem with the administrative teams for both municipal and academic services, I am submitting for your consideration the Budget for FY 2015/16. Westlake Academy has faced a number of challenges over the last several years, including decreased state funding, increased rigor in state assessments, recruitment and retention of legacy teachers, facility expansion, and unprecedented growth. The students, staff, and faculty have shown an enormous amount of resiliency and determination to continually hold to our vision and rise to any challenge we have faced. It is with this in mind that we present this year's budget theme, "Dream... Create... Achieve: Building a Collective Legacy of Excellence." This budget 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. The FY 2015/16 General Fund budget totals $7,851,666, representing a 4% increase from the prior year primarily due to growth in staffing and instructional supplies and materials. Increases in FY 15/16 salary related expenditures include the direct and indirect costs associated with the addition of 4.10 full-time equivalent positions, increases in unemployment insurance and other employer contributions, and a realignment of the salary scale that will enhance our teacher recruiting and retention efforts. Even with the proposed 4% rise in expenditures, this year's budget increases fund balance by $89,960 for an ending balance of $1,106,911 which includes assigned funds to Technology and Uniform/Equipment Replacement. The daily operation of the Academy is made possible through our partnerships with the Town, Westlake Academy Foundation, and our affiliate groups. With their assistance, the Academy will be able to balance the budget beyond the five-year forecast. As mentioned above, one of the challenges we have recently faced is a reduction in state allocated funding for student education. We are pleased to report that we anticipate state public education funding will increase slightly over the levels of 2014/15, by approximately $60 per student. F GENERAL FUND Estimated BUDGET SUMMARY FY 2014/2015 Revenues $ 7,699,024 Expenditures (7,570,239) Other Resources 45,000 Other Uses (45,000) EXCESS REVENUES OVER(UNDER) EXPENDITURES 128,785 FUND BALANCE BEGINNING 1,024,517 FUND BALANCE ENDING 1,153,301 Assigned (136,350) FUND BALANCE ENDING (Unassigned) $ 1,016,952 # Days Operating (Based on 365) 49 Daily Operating Expenditure $20,740 Adopted $ Increase % Increase FY 2015/2016 (Decrease) (Decrease) $ 7,941,626 $ 242,602 3% (7,851,666) (281,427) 4% 45,000 0% (45,000) 0% 89,960 (38,825) -30% 1,153, 302 128,785 13% 1,243,262 89,960 8% (136,350) - 0% $ 1,106,912 $ 89,960 9% 51 2 5% $21,511 $771 4% As part of the Academy's unique financial structure the Town of Westlake is responsible for debt service payments associated with Westlake Academy's capital infrastructure. The Town's Debt Service Fund is used to manage debt service payments, and Academy debt is accounted for in the annual municipal budget. In addition, the Academy operates under a shared services model whereby the Town provides HR, Financial, Facilities, and Administrative support services to the Academy. General maintenance and replacement of infrastructure and equipment is also expensed to the Town's budget. The total cost of academic services is summarized below: 277 Section 9 Westlake Academy Excerpt from Westlake Academy Budget With the projected addition of 20 students, total enrollment will rise to 832 this school year, putting the Academy at full capacity in accordance with the adopted Facility Master Plan. Enrollment numbers are expected to remain at this level until additional financial resources become available and the Board of Trustees approves Phase II of the Facility Master Plan. Note that there are no major capital projects budgeted or planned through FY 18/19, and that future Academy capital projects discussed in the Town of Westlake's Capital Improvement Plan are currently unfunded, under discussion only. Over the last year, many hours have been spent to further develop our vision of the future, determining the best opportunities that lay before us to help us accomplish our mission and truly become the "shining school on the hill." While we have many successes to celebrate, we are constantly striving to improve the Academy through multiple avenues, including getting the right people on the bus, making sure that we are consistently taking measure of our course, and making adjustments as we move towards our goal; it is through our talented faculty, staff, students, and their supportive families, that we are able to unfailingly rise to challenges and hold to our vision. On behalf of our entire learning community, I would like to thank the Board for their leadership, dedication to excellence, and their support in making Westlake Academy and the Town of Westlake a truly 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 Academic and Municipal Leadership Teams, and specifically Debbie Piper, Jaymi Ford, and Dr. Mechelle Bryson for their efforts in completing this award winning document. I know with the team we have in place, we will "build a collective legacy of excellence." Thomas E. Brymer Town Manager/Superintendent Westlake Academy 278 Estimated Adopted Academic & Municipal Costs FY 2014/15 FY 2015/16 WA Operating Expenditures $ 8,130,181 $ 8,288,953 Municipal -Transfer to WA Operating Budget 300,000 300,000 Total Academic Costs 8,430,181 8,588,953 Annual Debt Service Payments 1,859,274 1,858,591 Major Maintenance and Replacement 361,800 227,330 Indirect Operating Costs (Shared Services) 579,537 579,492 Total Municipal Costs 2,800,611 2,665,413 Total Academic and Municipal Costs $ 11,230,792 $ 11,254,366 With the projected addition of 20 students, total enrollment will rise to 832 this school year, putting the Academy at full capacity in accordance with the adopted Facility Master Plan. Enrollment numbers are expected to remain at this level until additional financial resources become available and the Board of Trustees approves Phase II of the Facility Master Plan. Note that there are no major capital projects budgeted or planned through FY 18/19, and that future Academy capital projects discussed in the Town of Westlake's Capital Improvement Plan are currently unfunded, under discussion only. Over the last year, many hours have been spent to further develop our vision of the future, determining the best opportunities that lay before us to help us accomplish our mission and truly become the "shining school on the hill." While we have many successes to celebrate, we are constantly striving to improve the Academy through multiple avenues, including getting the right people on the bus, making sure that we are consistently taking measure of our course, and making adjustments as we move towards our goal; it is through our talented faculty, staff, students, and their supportive families, that we are able to unfailingly rise to challenges and hold to our vision. On behalf of our entire learning community, I would like to thank the Board for their leadership, dedication to excellence, and their support in making Westlake Academy and the Town of Westlake a truly 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 Academic and Municipal Leadership Teams, and specifically Debbie Piper, Jaymi Ford, and Dr. Mechelle Bryson for their efforts in completing this award winning document. I know with the team we have in place, we will "build a collective legacy of excellence." Thomas E. Brymer Town Manager/Superintendent Westlake Academy 278 Section 9 Westlake Academy Excerpt from Westlake Academy Budget THE HISTORY OF WESTLAKE ACADEMY In 2002, the Town of Westlake successfully petitioned the Texas Education Agency (TEA) to establish a municipally operated open -enrollment charter school under Subchapter D, Chapter 12 of the Texas Education Code (TEC). Charter schools are public schools that are operated under a contract called a charter. Contracts are issued by an authorizing agent(s) in each state as determined by the state legislature. In Texas, the Texas Education Agency (TEA) acts as the authorizing body. In September of 2003, the Academy opened its doors for the first time, becoming the only municipally operated charter school in the State of Texas. The Academy is considered the largest operating department of the Town of Westlake and receives both financial and personnel support services from the municipality. The officials who pioneered the school decided to follow another bold path by aligning Westlake Academy with the globally recognized and acclaimed International Baccalaureate (IB) curriculum. The International Baccalaureate Organization is a non-profit educational foundation based in Geneva, Switzerland that offers four highly respected programmes of international education that develop the intellectual, personal, emotional and social skills needed to live, learn, and work in a rapidly globalizing world. Leading universities and government organizations recognize an IB education as excellent preparation for success in higher education, future careers, and personal life. In fact, colleges actively recruit IB graduates, frequently offering them creditor advanced standing for their IB coursework. Students who earn an IB diploma are equipped with the knowledge, skills, and abilities to compete with students around the world. IB instruction is currently being provided in over 900 schools nationwide and over 2,300 in 128 countries worldwide. 7_7%%*V'M -7 0 279 Section 9 Westlake Academy Excerpt from Westlake Academy Budget Westlake Academy became an IB World School in 2006 after it was authorized to offer the Primary Years Programme (grades K-5); further accreditation followed in 2007 with the Middle Years Programme (grades 6- 10), and 2008 with the Diploma Programme (grades 1 1-12), making it the first school in Texas and fifth school in the United States to offer all three IB programmes and a truly world class K-12 education. The Academy graduated its first MYP class in 2008, followed by the first DP graduates in 2010. The land and buildings that comprise the Westlake Academy campus are owned by the Town of Westlake. The campus is located on 23 acres adjacent to J.T. Ottinger Road, near the intersection of State Highways 114 and 170. The original campus included three stand-alone academic buildings with 29 classrooms, administrative offices, restrooms, a library, a breakout area, a performance hall, dining and kitchen area, locker rooms, and a gym, totaling 52,600 square feet. The Sam and Margaret Lee Arts & Sciences Center opened in August of 2009, adding another 8,400 square feet of building space to the campus. This facility includes one art room, two science labs, five offices, a workroom, conference room, restrooms and a breakout space. Three portable classroom buildings were placed into service in the fall of 2013 to accommodate enrollment growth, followed by an addition three in the fall of 2014. Phase One of the Facility Master Plan was completed in FY 14/15, adding three new buildings and approximately 38,000 square feet, including a classroom building with additional administrative office space, a multi-purpose hall that serves as both a cafeteria and gymnasium, and a field house that includes a classroom, weight room, locker room and showers, and storage space. ie Section 9 Westlake Academy Excerpt from Westlake Academy Budget BUDGET DOCUMENT STRUCTURE The goal of the budget document is to provide timely, transparent information concerning the past, current, and projected financial status of the Academy. The budget is a holistic planning document used in concert with our strategic plan to facilitate decisions that support the educational goals and strategic objectives of the Academy. Discussion and review of the information contained in both the strategic plan and the budget document consistently leads to operational and educational improvements that impact the students and parents of Westlake Academy. The development, review, and consideration of the 2015/16 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 Board of Trustees provides governance and policy direction, while the Superintendent, finance department and campus and administrative staff develop the budget document for the Board's review. Staff reviews each existing expenditure request and the proposed allocations for the coming school year and asks "is this the best use of public funds?" The budget document and the year-end comprehensive annual financial audit are the primary vehicles through which the Academy's financial plans are presented. The budget document is organized into the following sections: • Executive Summary - 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 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. This section 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 adopted budget is presented as a series of financial schedules along with past budget figures and future projections. • Informational Section - Contains additional information about the Academy, including descriptions of the IB curriculum and programmes, enrollment and employment figures, testing and performance scores, benchmark data, academic achievements, and other miscellaneous data. Na Section 9 Westlake Academy Excerpt from Westlake Academy Budget BOARD MEMBERS AND ADMINISTRATION The Westlake Academy Board of Trustees consists of five trustees and the Board President. Each member of the Board serves a two year term with two members and the president being elected on alternate years. Several members of the Westlake Academy Leadership Team operate under a shared service agreement with the Town of Westlake and serve dual roles. Laura Wheat Board President BOARD OF TRUSTEES Alesa Michael Rick Belvedere Barrett Rennhack Carol Wayne Langdon Stoltenberg ________________________Board of Trustees--_-----------_-___------- WESTLAKE ACADEMY LEADERSHIP TEAM *Thomas E. Brymer Dr. Mechelle Bryson Superintendent of Schools Executive Principal *Amanda DeGan Assistant Town Manager *Debbie Piper _ Director of Finance *Troy Meyer Director of Facilities *Jason Power Director of Information Technology *Ginger Awtry Director of Communications & Community Affairs *Todd Wood Director of Human Resources and Admin Services *Asterisk denotes shared services personnel between the academic and municipal service teams of the Town of Westlake. WITITIM-711,i Assistant Principal and Director of Athletics Stacy Stoyanoff DP Principal Dr. Andra Barton Middle Years Principal Terri Watson MYP Coordinator 282 Rod Harding Primary Years Principal Alison Schneider PYP Coordinator Jennifer Furnish Student Services Administrator Dr. Shelly Myers Executive Director of the WAF & Director of Development Section 9 Westlake Academy Excerpt from Westlake Academy Budget WESTLAKE ACADEMY MISSION, VISION & VALUES 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 charter school in the State of Texas. The 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 was 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." 10. �� �• VISION "Westlake Academy inspires college bound students to achieve their highest individual potential in a nurturing environment that fosters the traits found in the IB learner profile." Inquirers, Knowledgeable, Thinkers, Communicators, Principled, Open-minded, Caring, Risk -takers, Balanced, and Reflective - VALUES Maximizing Personal Development Academic Excellence • Respect for Self and Others Personal Responsibility Compassion and Understanding DESIRED OUTCOMES The following desired outcomes summarize the goals and objective established by the Board of Trustees and leadership staff at the Acade High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability Student Engagement -Extracurricular Activities Effective Educators & Staff 283 Section 9 Westlake Academy Excerpt from Westlake Academy Budget 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 human and financial resources to prioritized outcomes and objectives • Long term approach to ensure financial sustainability • Working within Board adopted financial policies for the Academy • Maintaining core services BALANCED SCORECARD SYSTEM The Academy is in the process of designing a strategic planning and performance management framework based on the Balanced Scorecard system. The Balanced Scorecard is a strategic planning and management tool that is used extensively in business and industry, government, and nonprofit organizations worldwide to align operational activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The Balanced Scorecard provides a systematic way to answer the questions: 1. What are we trying to accomplish? 2. Are we doing the right things? 3. If we are doing the right things, are we doing them efficiently and effectively? STRATEGIC PLANNING & X4NAGEMENT WTTTT A BALANCED SCORECARD STRATEGIC ALTITUDE 1 30,000 ft. 2x,000 ft. MISSION VISION STRATEGIC THEMES & RESULTS STRATEGIC PERSPECTIVES 15,000 ft./� STRATEGIC 0aiECTIVEs A & STRATEGY MAP PERFORMANCE MEASURES ANIS TARGETS Ground 1A STRATEGIC INITIATIVES Level Am 284 Section 9 Westlake Academy Excerpt from Westlake Academy Budget BUDGET PROCESS Projecting the budget allocations of the Academy is a continual process that responds to the changing needs of the Academy students and staff as well as variations in the fiscal environment such as the reduced State funding from FY 09/10. The development of the Academy budget for fiscal year 15/16 began with the Westlake Board of Trustees meeting that was held in May of 2015. 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 conducts the required public meeting and adopts the budget in August prior to beginning the fiscal year which runs from September 1 st to August 31 st. • Budget Amendments - The Final Amended Budget for the Year Ending August 31, 2015, will be submitted at the August 2015 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 at that time. • Academy Approach - The Academy approach to balancing the combination of fast student growth in a restricted funding environment along with increasing academic standards requires that the budget process be 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 outcome objectives contained in our Strategy Map. • Budget Calendar - The Budget Process covers the financial cycle starting with budget planning and ending with the audited annual financial report. Timeline Description of Activities October thru Strategic Plan review and development occurs December Annual financial audit December Westlake Academy Instructional Leadership Team (ILT) begins planning upcoming budget January thru ILT meets with WA affiliates for joint planning March Review/Develop CIP, Five Year Projection & Personnel Cost Estimates April Develop improvement plans for each grade level/dept. May Strategic Plan preparation process occurs; preliminary budgets developed May BOT Budget Retreat June Current budget review; budget amendments for current year if necessary August BOT consideration/adoption of Westlake Academy Budget for Upcoming School Year 285 Section 9 Westlake Academy Excerpt from Westlake Academy Budget SUMMARY OF MAJOR BUDGET COMPONENTS REVENUES The revenues received by Westlake Academy are classified into one of three broad categories: State, Federal and Local. • State funding is the Academy's largest revenue source, making up over 78% of total revenues. Staff estimates that aid received through the State's Foundation School Program (FSP) in FY 15/16 will be approximately $7,085 per student; this represents a small (less than l%) increase from FY 14/15. • Local funding consists of two major sources, the Town of Westlake and the Westlake Academy Foundation (WAF). The Town provides administrative, HR, facilities, and financial services for the Academy and is responsible for all debt service payments relating to Academy facilities and infrastructure. The Foundation is an independent, non-profit organization that raises funds through donations and various fundraising efforts. Annual fundraising activities include the Blacksmith Campaign, which is used to close the funding gap between State allocations and school needs. The Blacksmith Campaign is directed towards the parents of Academy students and tries to leverage individual donations with employers who have charitable matching programs. The Blacksmith Campaign is held each year in the month of October with the goal of raising $2,500 per student. • Federal funding is received through grants that support special education and accounts for approximately one percent (1 %) of revenues for all funds. EXPENDITURES & SHARED SERVICES MODEL Compensation and benefits are Westlake Academy's largest operating cost. In FY 15/16, staff recommends a realignment of the salary scale, following Board policy which states a desire to maintain the median salary within three percent (3%) of the districts surveyed for market comparison purposes. This realignment would result in an average salary increase of 3.9% from FY 14/15. Pay steps furthest from the estimated market median would be increased by up to 5.52%. The pay steps furthest from the market median are primarily in years 0-7, and will consequently require larger adjustments to realize our desired market position. The increase equals approximately $130,500 with an additional $12,500 in insurance increases. Realignment of the salary scale will be a valuable tool in the Academy's recruiting and retention effort. Administrative, financial, human resources and facilities services are provided by the Town of Westlake under a shared services model. These service costs were previously booked to the Westlake Academy operating budget, but were removed from the operating budget in the FY 12/13 school year. The following table illustrates indirect operating costs which are booked to the Town of Westlake's General Fund and Debt Service Fund. 6 Academic & Municipal Costs Operating Expenditures Municipal -Transfer to WA Operating Budget Total Academic Costs Annual Debt Service Payments Major Maintenance and Replacement Indirect Operating Costs (Shared Services) Total Municipal Costs Total Academic & Municipal Costs Number of Students Cost per Student Section 9 Westlake Academy Excerpt from Westlake Academy Budget Estimated FY 2014/15 $ 8,130,181 300,000 8,430,181 1,859,274 361,800 579,537 2,800,611 $ 11,230,792 812 Adopted FY 2015/16 $ 8,288,953 300,000 8,588,953 1,858,591 227,330 579,492 2,665,413 $ 11,254,366 832 $Increase (Decrease) $ 158,772 $ 13,831 $ 13,527 $ 158,772 (683) (134,470) (45) (135,198) 23,574 20 (304) DEBT SERVICE & CAPITAL EXPENDITURES % Increase (Decrease) 1.95% 0.00% 1.88% -0.04% -37.17% -0.01% -4.83% 0.21% 2.46% -2.20% The Town of Westlake is responsible for debt service payments associated with Westlake Academy's capital infrastructure. The Town's Debt Service Fund is used to manage payments, and Academy debt is accounted for in the annual municipal budget. Approximately $30M in debt has been issued since 2002 to develop Academy facilities; this debt will be fully retired in 2043. The average annual debt service for Academy facilities paid by the Town of Westlake is approximately $1.856M. FY 15/16 debt service payments related to the construction of Westlake Academy facilities include: • $702,383 on Series 2007 General Obligation Refunding Bonds • $312,800 on Series 2011 General Obligation Refunding Bonds • $448,198 on Series 2013 Certificates of Obligation $142,650 on Series 2013 General Obligation Refunding Bonds $252,560 on Series 2014 General Obligation Refunding Bonds For more information, see Town of Westlake FY 15/16 Annual Municipal Budget, available online at www.westlake-tx.org. Section 9 Westlake Academy Excerpt from Westlake Academy Budget FINANCIAL SUMMARY The budget is developed within the guidelines established by the Texas Education Agency and is organized into a series of accounts called funds. The total revenue for all funds of the Academy is estimated to be $8,279,913 and total expenditure appropriations amount to $8,288,953. The following schedules present a comparison of revenues and expenditures for all Governmental Funds in the Academy's Budget. A public school operating budget is legally required to include the Academy's General, Debt Service, and Food Service Funds. However, the Academy does not maintain a Food Service Fund or a Debt Service Fund, so the General Fund is the only legally adopted fund. For informational purposes only, budgets for Special Revenue Funds are included throughout the presentation. REVENUE SUMMARY — ALL GOVERNMENTAL FUNDS The largest revenue source for Westlake Academy is State Foundation School Program funding which makes up approximately three-quarters of All Governmental fund revenues. All Governmental Funds KE Federal Program Revenues 288 Local Revenues 21% Audited Audited Audited Adopted Estimated Adopted FY 11/12 FY 12/13 FY 13/14 Budget Budget Budget FY 14/15 FY 14/15 FY 15/16 Local Revenues $ 1,237,004 $ 1,158,045 $ 1,636,975 $ 1,71 1,305 $ 2,132,698 $ 1,754,220 State Revenues 4,362,921 4,696,540 5,269,641 5,782,092 6,104,248 6,435,693 Federal Revenues 152,351 81,958 80,103 73,896 162,270 90,000 L$ 5,752,276 $ 5,936,543 $ 6,986,719 $ 7,567,293 $ 8,399,215 $ 8,279,913 All Governmental Funds KE Federal Program Revenues 288 Local Revenues 21% Section 9 Westlake Academy Excerpt from Westlake Academy Budget EXPENDITURES BY FUNCTION - ALL GOVERNMENTAL FUNDS The largest expenditure category is Payroll & Related items which makes up approximately three-quarters of all Governmental fund expenditures. 1I 11 12 X13 21 23 31 33 35 36 41 51 52 53 61 71 81 ml. Instructional Resources & Media Staff Development Instructional Leadership School Leadership Guidance & Counseling Health Services Food Services Co -Curricular/ Extra. Activities Administrative Maintenance & Operations Security & Monitoring Services Data Processing Community Services Debt Service Facility Acquisition/Construction 65XX - Deb 1% Audited Audited Audited FY 11/12 FY 12/13 FY 13/14 $3,170,372 89,129 74,656 135,962 347,515 232,419 60,917 11,517 131,972 675,763 596,913 173,587 76,880 15,960 $5,793,561 $3,458,116 57,784 130,442 93,964 341,039 244,900 58,208 125,139 363,548 614,042 160,695 86,845 27,930 $5,762,652 $4,264,664 57,884 148,356 165,116 597,075 282,334 61,890 152,261 389,673 733,367 177,063 113,995 3,733 Adopted Budget FY 14/15 $4,621,940 66,252 129,589 237,967 660,620 246,539 68,711 500 171,255 343,835 956,091 105,015 110,824 84,186 Estimated Budget FY 14/15 $4,725,156 68,452 220,260 260,737 724,498 280,169 69,585 164,461 353,992 950,567 700 111,015 110,024 90,565 Adopted Budget FY 15/16 $4,906,188 74,801 197,590 264,259 801,866 205,230 66,617 171,774 306,986 915,068 5,695 169,678 112,638 90,565 $7,147,411 $7,803,324 $8,130,180 $8,288,953 5% Materials 9°% 0 I Governmental Funds Expenditures by Object Contracted ervices 12% Section 9 Westlake Academy Excerpt from Westlake Academy Budget 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. Revenue & Expenditure Comparison (shown in millions) $ $6.56 $6.73 7.70 $7.57 FY 11/12 FY 12/13 FY 13/14 FY 14/15 $7.94 $7.85 11 FY 15/16 Total Revenues Total Expenditures SPECIAL REVENUE FUNDS Special Revenue Funds account for local, state and federally financed programs or expenditures legally restricted for specified purposes or where unused balances are returned to the grantor at the close of a specified project period. Federal Grants through TEA Fund 224 - IDEA B Sub -total Federal Grants State Grants through TEA Fund 410 - Material Allotment Disbursement Sub -total State Grants Local Activities Fund 461- Local Campus Activity Fund 484 - Local Grants (HOC & WAF) Fund 498 - International Mindedness Symposium Sub -total Local Activities Hudson Foundation Grants Fund 481- Hudson Foundation Curriculum Development Fund 485 - MYP Principal & Discretionary Funds Fund 493 - Salary & Curriculum Support Fund 496 - Hudson Foundation Sub -total Hudson Foundation Grants Westlake Academy Foundation (WAF) Grants Fund 494 - Science Department Fund 495 - Fund an Item Fund 497 - Financial Assistance Sub -total Foundation Grants Grant Total - All Special Revenue Funds Expenditures Estimated Adopted FY 14/15 FY 15/16 Variance $ 162,270 $ 90,000 $ (72,270) 162,270 90,000 (72,270) 33,589 142,787 109,198 33,589 142,787 109,198 26,000 26,000 - 18,000 - (18,000) 6,000 6,000 44,000 32,000 (12,000) (3,460) (3,460) 100,000 (100,000) 55,000 - (55,000) 55,000 120,000 65,000 213,460 120,000 (93,460) 27,850 - (27,850) 77,773 50,000 (27,773) 1,000 2,500 1,500 106,623 52,500 (54,123) $ 559,941 $ 437,287 $ (122,654) 290 Section 9 Westlake Academy Excerpt from Westlake Academy Budget SERVICE LEVEL ADJUSTMENTS This budget makes use of Service Level Adjustments (SLA) to track cost changes. There are four types of Service Level Adjustments: (1) increased operating costs to maintain current levels of service, (2) increased operating costs due to expanded levels of service, (3) increased costs due to the development of new services, and (4) cost savings. Cost savings may occur for any number of reasons, but primarily arise due to increased efficiency, service level reductions, or not expending budgeted resources. Note that totals in brackets ( ) denote a decrease in expenditures. For FY 2015/16, staff recommends the following adjustments: Salary Related Expenditures Total: $389,003 Balanced Scorecard Perspective: People, Facilities, & Technology Outcome Objective: Attract, Recruit, Retain, & Develop the Highest Quality Workforce • Increases in FY 15/16 salary related expenditures are primarily due to the direct and indirect costs associated with the addition of 4.10 full-time equivalent positions, increases in unemployment insurance and other employer contributions, and a realignment of the salary scale that will enhance our teacher recruiting and retention efforts. Professional & Contracted Services Total: $(153,094) Balanced Scorecard Perspective: Academic Operations Outcome Objective: Improve the Efficiencies of Operational Systems • This category includes expenditures related to professional and contracted services rendered to the Academy by firms, individuals, and other organizations. Cost savings in contract services are the result of a staff analysis that concluded it would be more cost effective to directly employ certain support staff, including a speech language pathologist, as opposed to contracting out for services. Supplies & Materials Total: $53,336 Balanced Scorecard Perspective: Academic Operations Outcome Objective: Optimize Student Potential • Supplies and materials costs are associated with consumables that are used in the classroom, maintenance of the campus, books, iPads, testing materials, furniture, and classroom supplies. Other Operating Costs Total: $(7,818) Balanced Scorecard Perspective: People, Facilities, & Technology Outcome Objective: Increase the Capacity of Teachers & Staff • Other operating costs are associated with insurance, professional development, travel, membership fees and dues, graduations expenses, and miscellaneous costs. Cost savings in this category were shifted to Supplies and Materials. 291 Section 9 Westlake Academy Excerpt from Westlake Academy Budget BUDGET TRENDS GENERAL FUND — STATE FUNDING Despite a 4% historical average annual growth rate, the State of Texas continues to lag behind the national per pupil funding average, providing $1,000 to $1,500 less per pupil than the national average. Westlake Academy receives even less State funding per student than the Texas average because public charter schools in the State of Texas do not receive facility funding. The Academy's State funding per pupil peaked in FY 09/10 but was cut the following two years due to State budget shortfalls. The State increased funding by approximately four percent (4%) in 2013. In FY 2015/16, the Academy anticipates that state funding will increase slightly (less than 1%) from FY 2014/15. Westlake Academy receives minimal federal funding, (IDEA B - Special Education Funds) depending primarily upon state education funds and private donations to cover operating costs. Average State Funding per Student FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Adopted Estimated Average State Funding / Student Adjusted for Inflation Due to prior state funding reductions, the Academy has become more dependent upon private donations for operating costs and further financial support from the Town of Westlake. Funding ongoing operating costs with one-time dollars raised through private donations places the Academy in a potentially tenuous situation. If private donations do not meet the levels necessary to offset public education reductions, then the Town of Westlake must increase financial support or consider reducing the associated service levels. 299 Section 9 Westlake Academy Excerpt from Westlake Academy Budget FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Estimated Adopted Gifts & Donations Interest Earned Food Services Transportation/Parking Other Local Revenue ■ WAF Fund -an -Item ■ WAF Salary Reimbursement ■ Athletic Activities - Town Contribution Lo WAF Blacksmith ■ State Revenue The Academy's primary revenue sources continue to be the Foundation School Program and the Westlake Academy Foundation. State funding has fallen from 86% of General Fund revenues in FY 09/10 to approximately 79% in FY 15/16. Westlake Academy Foundation contributions have climbed from less than 10% to approximately 14% of the Academy's total General Fund Revenues in FY 15/16. GENERAL FUND - LOCAL FUNDING WAF Annual Program contributions have increased each year since FY 06/07. The average contribution has increased sharply in response to public education funding decreases. Total WAF contributions are projected at $1.1 million in FY 15/16. Blacksmith Annual Contributions (shown in thousands) $800 $680 $524 $431 FY 09/10 FY 10/11 FY 11/12 FY 12/13 293 $1,100 $1,100 $851 FY 13/14 FY 14/15 FY 15/16 Estimated Projected Section 9 Westlake Academy Excerpt from Westlake Academy Budget WORKING LEAN Given the new paradigm of decreasing State aid and increasing demand, Westlake Academy and the Town of Westlake are committed to providing for the long-term viability of the Academy through municipal financial support, bolstering and effectively leveraging funds raised by the Westlake Academy Foundation and the annual Blacksmith Campaign, and an unwavering focus on financial stewardship in all aspects of Academy operations and expenditures. These initiatives combined with conservative financial forecasts will help offset decreases in State funding and ensure that the students of Westlake Academy will enjoy a first- class education for years to come. MULTI-YEAR FINANCIAL FORECAST Due to increased student enrollment, slight increases in State of Texas public education funding, additional support from the Westlake Academy Foundation and the Town of Westlake, the Academy anticipates that the General Fund balance will remain above the TEA'S recommended 45 days. The FY 15/16 budget will increase fund balance by $89,960. Historical Program Growth (chnwn in millinnci FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Estimated Adopted Fund Balance Revenues Expenditures 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. It is anticipated that this trend will continue over the next five years, with a relatively slow but steady growth in fund balance. Year Revenues Expenditures FY 15/16 $ 7,941,626 $ 7,851,667 FY 16/17 7,942,058 7,910,415 FY17/18 7,950,784 7,879,949 FY18/19 7,955,332 7,949,669 FY 19/20 7,959,984 8,020,088 294 Fund Balance $ 1,243,262 1,274,905 1,345,741 1,351,404 1,291,301 The Academy has added personnel each year since its opening to support new grade levels and classes as well as curriculum expansion. In FY 2015/16 an additional 4.01 FTE positions have been added for a total of 95.56 FTE employees. 100 75 0.60 0.60 50 17.19 16.05 25 33.62 37.65 0—L 5.85 5.50 Section 9 Westlake Academy Excerpt from Westlake Academy Budget PERSONNEL TRENDS Total Personnel Staffing 91.80 95.56 70.03 73.57 78.68 - - - 6n q4 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Defined Employee Groups by FTE 2.00 3.00 1.60 1.60 1.60 24.90 25.25 21.77 19.78 21.57 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Estimated Adopted PROGRAMS & FACILITIES 11 Maintenance Support Staff Teachers w Administrative Westlake Academy was originally designed and built to serve approximately 675 students; expansions in 2009 and 2014 have raised capacity to over 800 students. With the addition of almost 150 students since FY 13/14, facilities at the school are projected to reach full capacity this year. Over the last several fiscal years the Academy has also increased course offerings in a number of areas, including foreign languages, technology, and science. Expansion of services has been driven by increased enrollment, academic needs of the students, and the IB curriculum, all of which place unique demands on staff and resources. Growth is directed by the Board of Trustees Facility Master Plan, which was adopted and developed to provide a clear understanding of future growth needs at the Academy. The Facility Master Plan can be viewed at www.westlake-tx.org or at www.westlakeacademy.org. 295 Section 9 Westlake Academy Excerpt from Westlake Academy Budget STUDENT ENROLLMENT TRENDS & BENCHMARK DATA 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 the 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. In FY 15/16 the campus facilities at the Academy are expected to reach full capacity with the addition of approximately 20 students. We anticipate future enrollment numbers to remain flat (as approved by the Board of Trustees and the Town Council, per the Facility Master Plan (Phase 1), Resolution 12-37 dated 1 1- 12-2012) until funding for additional facilities becomes available. Student Enrollment 812 832 630 658 697 491 530 iA W 70 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Lottery Waiting List 2,128 2,194 2,177 2,400 1,027 844 705 0 11 r FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14-15 FY 15-16 As an open enrollment charter school, Westlake Academy has the ability to set and maintain enrollment numbers at levels determined by the Board of Trustees. The Academy currently has over 2,000 students on a waiting list spanning Kindergarten through grade eleven. The waiting list which is developed each year through a lottery process, allows the Academy to fill seats if student attrition occurs, maintaining a stable student population number and classroom size. Students residing within the boundaries of Keller ISD, which includes Vaquero, currently account for approximately 59% of the student population. • Students residing in Carroll ISD's jurisdiction, which includes Glenwyck Farms and Terra Bella, account for 18%. These percentages have remained fairly consistent over time. 296 ■ Other ISDs Northwest ISD ■ Carrol ISD ■ Keller ISD Section 9 Westlake Academy Excerpt from Westlake Academy Budget PERFORMANCE RESULTS In FY 14/15, Westlake Academy was recognized by the Washington Post as one of the best public high schools in America. This is the fourth year in which the Academy has been recognized by national ranking organizations due to rigorous and extraordinary academic performance. The State of Texas is currently phasing in the use of the State of Texas Academic Achievement and Readiness (STAAR) test to assess student aptitude in reading, writing, math, science, and social studies as required under Texas education standards. The STAAR exam has increased rigor over previous testing standards and complies with the requirements of the No Child Left Behind Act (NCLB). The following tables display student standardized test performance for the last two years. Iff SCIENCE OF COURSE Level Year Level 11 Level III Level 11 Grade Comparison Satisfactory Advanced Satisfactory Level Year Phase -In 1 Satisfactory Phase -In 2 English 1 2014-2015 100% 60% (Effective 2015-16) 2013-2014 94% 13% N/A 5 2014-2015 87% 20% 83% 2013-2014 87% 26% N/A ® 8 2014-2015 97% 28% 88% 9 EOC 2013-2014 100% 34% N/A ® Biology 2014-2015 99% 38% 88% WRITING Level II Level II Grade Comparison Satisfactory Level III Satisfactory Level Year Phase -In 1 Advanced Phase -In 2 (Effective 2015-16) 2013-2014 93% 11% N/A 2014-2015 93% 20% 83% 2013-2014 94% 26% N/A =7 2014-2015 97% 39% 93% Iff ENGLISH - END OF COURSE Level Year Phase -In 1 Advanced Level II Level II Grade Comparison Satisfactory Level III Satisfactory 9 English 1 2014-2015 100% 60% 100% 2013-2014 297 Level Year Phase -In 1 Advanced Phase -In 2 (Effective 2015-16) 2013-2014 97% 35% N/A English 1 2014-2015 100% 60% 100% 2013-2014 95% 9% N/A Mp English 11 2014-2015 99% 24% 99% 297 M rLGrade Comparison evel Year j 2013-2014 A& 2014-2015 2013-2014 2014-2015 2013-2014 2014-2015 2013-2014 2014-2015 2013-2014 2014-2015 2013-2014 2014-2015 Grade 0 Comparison ILevel 14 Year ab 2013-2014 W' 8 2014-2015 0 11 EOC 2013-2014 B.S. History 2014-2015 ■ I&Algebra 2014-2015 Section 9 Westlake Academy Excerpt from Westlake Academy Budget READING Level II Satisfactory Level III Phase -In 1 Advanced 93% 94% 91% 98% 98% 98% 98% 100% 97% 99% 95% 100% 21% 47% 36% 38% 43% 38% 38% 54% 54% 58% 61% 65% HUMANITIES Level II Satisfactory Level III Phase -In 1 Advanced 80% A L G E Grade Comparison I Level Year ■ 8 EOC 2013-2014 I&Algebra 2014-2015 Section 9 Westlake Academy Excerpt from Westlake Academy Budget READING Level II Satisfactory Level III Phase -In 1 Advanced 93% 94% 91% 98% 98% 98% 98% 100% 97% 99% 95% 100% 21% 47% 36% 38% 43% 38% 38% 54% 54% 58% 61% 65% HUMANITIES Level II Satisfactory Level III Phase -In 1 Advanced 80% 9% 99% 31% 98% 22% 100% 62% BRA 1 END OF COURSE Level II Satisfactory Level III Phase -In 1 Advanced 87% 17% 100% 52% Level II Satisfactory Phase -In 2 (Effective 2015-16) N/A 89.5% N/A 98% N/A 98% N/A 96% N/A 93% N/A 100% Level II Satisfactory Phase -In 2 (Effective 2015-16) N/A 89.5% N/A 100% Level II Satisfactory Phase - In 2 (Effective 2015-16) N/A 97% Section 9 Westlake Academy Excerpt from Westlake Academy Budget BENCHMARK DATA Westlake Academy has achieved a four and one-half star rating from the Texas State Comptroller's FAST School District Rating System for providing quality education at a reasonable cost per student. Future enrollment increases will further improve efficiencies and reduced per student cost. DISTRICT LISTINGS Financial Allocation Study for Texas. FAST WESLACOISO HIDALGO 17,830 MET5TANDARD 57 11 26 No _ L L + AVERAGE = WEST HARDINCOUNTYCISD HARDIN 594 MET STANDARD 25 25 2200 1 1 + LOW = *** * WEST HOUSTON CHARTER SCHOOL (C) HARRIS 320 MET STANDARD 2 43 9t I:'.:'.1 + VERY LOW = *** WEST ISD MCLE'NNAN 1,440 METSTANDARD ** *' "' + AVERAGE "* WEST ORANGE-COVEC15D ORANGE 2,349 METSTANDARD 15 31 2000DCC + AVERAGE WEST OSOISO NUECES 2,030 METSTANDARD 44 33 3600DCC + VERY HIGH = *# WEST RUSK ISO RUSK 999 MET STANDARD 25 34 2800::]EE + AVERAGE j = J ** WEST SABINEISO =ABINE 549 METSTANDARD 53 19 3214E 7=C + LOW *** ( WESTBROOK150 MITCHELL 219 MET STANDARD 52 35 400E01 -=I + VERY HIGH = ** C C WESTHOFF15D DEWITT 69 METSTANDARD 7 23 110LID -_L + VERY HIGH WESTLAKE ACADEMY CHARTER SCHOOL (0 TARRANT 670 METSTANDARD 94 95 94SOMEN + LOW = *** WESTRHALIAISD FALLS 155 MET STANDARD 98 74 9500000 + AVERAGE Section 9 Westlake Academy Excerpt from Westlake Academy Budget 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. Westlake's student -teacher ratio compares favorably to surrounding school districts. *Sources: Westlake Academy Comprehensive Annual Financial Reports (FY04/05 - FY 13/14), available online at www.westlake-tx.org; Keller Independent School District FY 13/14 Comprehensive Annual Financial Report, available online at www.kellerisd.net; Northwest Independent School District FY 13/14 Comprehensive Annual Financial Report, available online at www.nisdtx.org; Carroll Independent School District Financial Services Department **Comparisons are based on operating expenditures, which include general and special revenue funds, but exclude objects of debt service, capital outlay, and intergovernmental charges. 300 Student - Teacher Ratio Comparison Fiscal Keller Carroll Northwest Westlake Year ISD ISD ISD Academy 13/14 16.40 NA 15.26 14.73 12/13 17.20 15.06 14.79 14.99 11/12 17.70 14.90 14.94 14.43 10/11 16.40 14.69 13.74 14.08 09/10 16.20 14.20 14.06 14.60 Per Pupil Expenditure Comparison Fiscal Keller Carroll Northwest Westlake Year ISD ISD ISD Academy 13/14 $ 7,686 $ 8,674 $ 8,498 $ 10,249 12/13 7,082 8,336 8,264 8,715 11/12 6,538 8,137 8,175 9,171 10/11 6,322 8,130 9,085 8,967 09/10 6,551 8,314 8,806 8,429 08/09 6,348 8,546 8,238 8,927 07/08 6,620 8,247 8,046 8,721 06/07 6,325 7,266 7,845 7,725 05/06 6,052 7,702 8,116 6,944 04/05 5,747 7,790 8,025 7,111 Westlake Academy Unaudited Per Pupil Expenditures Fiscal Year Projected Estimated Operating PPE Enrollment Expenditures 14/15 812 $ 8,130,181 $ 10,013 15/16 832 $ 8,228,953 $ 9,891 *Sources: Westlake Academy Comprehensive Annual Financial Reports (FY04/05 - FY 13/14), available online at www.westlake-tx.org; Keller Independent School District FY 13/14 Comprehensive Annual Financial Report, available online at www.kellerisd.net; Northwest Independent School District FY 13/14 Comprehensive Annual Financial Report, available online at www.nisdtx.org; Carroll Independent School District Financial Services Department **Comparisons are based on operating expenditures, which include general and special revenue funds, but exclude objects of debt service, capital outlay, and intergovernmental charges. 300 Section 9 Westlake Academy Excerpt from Westlake Academy Budget PARENT SURVEY RESULTS Westlake Academy is focused on delivering high quality educational services and depends upon input from our stakeholders. Westlake Academy routinely conducts an Annual Parent Survey to help identify any future needs and to prioritize resource allocation. The FY 14/15 Westlake Academy Parent Survey was conducted in May of 2015 and we saw an overall decrease in the satisfaction rate of 10% with the quality of educational services that were provided. 301 Dissatisfied 15% Overall Satisfaction with Very Quality of Education Satisfied or Satisfied Neutral 71 % of the parent's surveyed were very 71% 14% satisfied or satisfied with the overall quality of education Westlake Academy delivers to its students. Dissatisfied 8% Overall Satisfaction with the IB Framework Very Satisfied or Neutral 72% of our respondents were very satisfied Satisfied 20% or satisfied with the IB Curriculum / 72% Framework Dissatisfied 15% Overall Satisfaction with Academic Progress of Child Very Satisfied or 70% of the parent's surveyed were either Satisfied Neutral very satisfied of satisfied with the academic 70% 15% progress of their child 301 Section 9 Westlake Academy Excerpt from Westlake Academy Budget FINANCIAL AWARDS The Association of School Business Officials International (ASBO) has presented the Meritorious Budget Award to Westlake Academy for six consecutive years. The Academy has been awarded the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA) for six consecutive years. These awards are significant achievements that reflect both the dedication and commitment of the Board of Trustees and staff to meeting the highest principles of governmental accounting. 302 :17-� �TLtLA:� 001 T4 -SIT is i�ct�,rctiaaa�� ��aa� 304 Section 10 Capital Improvement Plan Capital Improvement Plan Overview Introduction This document provides a comprehensive plan of capital improvements that are to be undertaken by the Town over the next five (5) years. Cost estimates and financing methods for the improvements are included and are referenced by individual project. The development of the Town's Capital Improvement Plan is one of the more complex and multi -faceted processes of the Town. Striking a balance between the needs and interests of the residents and the financial capacity of the Town is a challenging proposition. For this community vision to have meaning, it must be accompanied by deliberate planning that leads the organization and community to its desired future. This requires clearly defined goals, proactive strategies, committed leadership, effective management and above all, the resources to carry out these plans and objectives. What is a CIP? First, what it is not; a CIP (Capital Improvement Plan) is not a wish list, rather it is a realistic plan designed to fulfill the strategic goals and objectives necessary to achieve the mission and vision of the community. A CIP is a multi-year document that summarizes the capital needs of a community over a specific time period. It outlines the individual capital projects, their strategic value and relationship to the community's long-term goals and objectives as well as the fiscal impact that they pose to the community. Why have a CIP? • Informs the employees, departments, elected officials and the public of an entity's intent to invest in its infrastructure and community • Represents a long-term financial plan and identifies resources or financing strategies that an entity plans to use to fund the plan • Establishes priorities and serves as a planning document or blueprint for an organization's investment in capital infrastructure both short-term and long-term • Provides a breakdown of major project costs and phasing as necessary • DOES NOT appropriate money CIP Prioritization Strategy - Preserve * Protect * Plan • Preserve the past by investing in the continued upgrade of town assets and infrastructure • Protect the present with improvements and/or additions to facilities, roads, and capital investments • Plan for the future of the organization 305 Section 10 Capital Improvement Plan Capital Improvement Plan Overview What is a Capital Project? Capital includes all long-lived infrastructures such as water facilities, sewers, streets, parks and buildings along with major equipment like fire trucks, radio systems, vehicles, computers and fixtures. Capital projects are the individual action plans that make up a Capital Improvement Plan. The capital projects in this CIP have been categorized into the following groups: Parks & Recreation, Facilities, Transportation, Vehicles and Utilities. Capital Assets by Category and Type When most people think of the Town's capital assets, they automatically think of the Westlake Academy campus. While the campus is certainly a very important and visible asset owned by the Town, it is but one of many. Included in the assets of the Town are all of the Town's infrastructure such as its streets, water and sewer mains, vehicles and other equipment. In preparing this year's CIP, the staff utilized our annual audit to determine value of the Town's assets. The chart to the right depicts the Town's capital assets from the Comprehensive Annual Financial Report (page 13) as of Fiscal Year Ended September 30, 2014. Funding Considerations In all communities the cost associated with capital projects far outweighs the available resources necessary to pay for them; in short there is not enough money. This requires prioritization of the projects based upon their perceived impact on the community. Due to the vast number of individual Machinery & Equipment, $594,715, 1% Capi I Improvements, Land, $8,184,522, $11,896,663, 20% 29% Capital Assets By Major Category (per the FY2014 Comprehensive Annual Financial Report) desires it is near impossible to satisfy everyone and requires a collaborative effort to create situations where the benefits are shared equitably with community stakeholders. In addition, dedicated revenues will, in most cases, determine which projects get funded. For example, the Utility Fund may only contribute towards capital projects that improve water and wastewater projects. 306 Road . Improvements, $7,233,800, 20% Improvements Other Than Buildings, $580,922, 2% Capital Assets Vehicles, By Type $439,961, (per theFY2014 1% Fixed Asset Information Furniture, Depreciation Schedule Systems & Fixtures & Software, Equipment, $46,992, $529,056, 0% 2% desires it is near impossible to satisfy everyone and requires a collaborative effort to create situations where the benefits are shared equitably with community stakeholders. In addition, dedicated revenues will, in most cases, determine which projects get funded. For example, the Utility Fund may only contribute towards capital projects that improve water and wastewater projects. 306 Section 10 Capital Improvement Plan Capital Improvement Plan Overview Sources of Funding There are four primary funding sources for capital improvements: 1. Cash Funding (revenue sources such as sales, hotel/motel and property taxes) 2. State/Federal funding (public grants) 3. Private Funding (developmental impact fees or charitable donations) 4. Bond Issuance The proposed projects in this CIP rely on bond proceeds and other revenues in the Governmental and Enterprise Funds as well as contributions from corporate partners for funding. There are two types of bonds: General Obligation (GO) bonds which require voter approval and Certificates of Obligation (CO) bonds which do not require voter approval. The current CIP is funded primarily from four sources: Capital Projects & Utility funds (cash on hand), Contributions and CO bonds. How Inflation Impacts the CIP Inflation is defined as a rise in the price of all goods and services over time. This implies that the purchasing power, or value, of currency will decline in the future relative to costs. Therefore, more money will be required to fund CIP related expenditures and must be accounted for. This data is important in calculating the Town's future liability; by utilizing inflation trends to calculate future capital replacement costs, we can determine how `waiting' a year or more FY 2015-2016 Funded Projects Municipal by Major Category Facilities, $5,409,435 $4,615,000, 85% Transporatio 0 n i Improvemen ts, $621,000, =- - 12% Utility Improvemen ts, $173,435, 3% impacts the total project cost. Most are aware of the benefits of compounding when it comes to investing. Unfortunately, this same principle works in reverse as inflation causes costs to compound higher over time. Overview On September 22, 2014, the Town Council adopted the fourth annual plan (Fiscal years 2015-2019). These original projects as well as additional staff recommended projects are included in this plan. This Capital Improvement Plan presents the Town's plan for infrastructure development and improvements. The Capital Improvement Plan is evaluated annually by the Town leadership to determine the financial availability of resources for design, construction, operations, and maintenance. The following chart provides a graphical comparison of the previous capital improvement plans. 307 Section 10 Capital Improvement Plan Capital Improvement Plan Overview In prior years, the majority of capital improvements in Westlake have been unfunded. These projects represent capital needs that are subject to more discussion and are included to convey to the Town leaders and other interested parties the general parameters and breadth of those capital needs. These projects may be moved to the "Funded" section of this CIP in future years, depending on priorities, funding availability, and other considerations. Several of these projects such as the permanent fire station and municipal complex are multi-million dollar projects that have been carried forward since the Academy Complex was established. Balancing these priorities, while at the same time being cognizant of the fiscal challenges of our Town, has become a difficult task. Funded vs Unfunded (Under Discussion) Capital Improvements The following chart depicts the current adopted Capital Improvement Plan funded vs unfunded CIP. This multi-year capital plan will provide Council with a guide that communicates the program need or deficiency, as well as the funding requirements. It is important to note that projects which do not receive funding in a given year are moved out to the future years in order to communicate to those with decision making responsibility the need to provide necessary funding, or through evaluation, eliminate the project entirely. Funding of Previously Adopted and Current Proposed Projects This Capital Improvement Plan anticipates additional revenues related to permits and fees and the use of two bond issuances to complete the Fire Station Complex and various road projects. �: Section 10 Capital Improvement Plan Capital Improvement Plan Overview Summary of Policy Intended Outcome A. 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. B. 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. C. Non -Recurring Revenues - 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. D. 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. E. Fund Balance Use -Fund balance will only be used with Council approval and can be only be used for 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. F. 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. G. Analysis of Debt Issuance and Debt Issuance Alternatives - Staff will explore alternatives to the issuance of debt for capital acquisitions and construction projects. These alternatives will include, but not be limited to, • grants- in- aid • use of reserves • use of either current on-going general revenues or one-time revenues • contributions from developers and others • leases • userfees • impact fees H. 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. royl Section 10 Capital Improvement Plan Capital Improvement Plan Overview 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. Capital Budget and Program A. Preparation - The Town's capital budget will include all capital projects funds and all capital resources. While the capital budget will be prepared annually on a project basis, it will be based on an on-going, multi-year capital improvement plan (CIP) that shows all funded and unfunded projects as identified by staff for all Town facilities and infrastructure. The multi-year CIP will be reviewed annually, updated by staff and presented to the Council for its review and approval. The annual capital budget will be prepared by the Finance Department with the involvement of responsible departments based on the multi-year CIP. B. Control - All capital project expenditures must be appropriated in the capital budget. The Finance Director must certify the availability of resources before any capital project contract is presented to the Town Council for approval. C. Program Planning - The capital budget will be taken from the capital improvements project plan for future years. The planning time frame for the capital improvements project plan should normally be five years, with a minimum of at least three years. The replacement and maintenance for capital items should also be projected for the next five years. Future maintenance and operational costs will be considered so that these costs can be included as appropriate in the annual budget. D. Financing Programs - Where applicable and with Council approval, impact fees, pro -rata charges, assessments, or other fees should be used to fund capital projects which have a primary benefit to specific, identifiable property owners. Recognizing that long-term debt is usually a more expensive financing method, alternative financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives which equal or exceed the average life of the debt issue. E. Reporting - Periodic financial reports will be prepared to enable the department directors to manage their capital budgets. Summary capital project status reports will be presented to the Town Council quarterly. 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 $5,000 310 Section 10 Capital Improvement Plan Capital Improvement Plan Overview • 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. Capital Maintenance and Replacement The Town recognizes that deferred maintenance and not anticipating capital replacement needs increases future capital costs. Annually, available funds will be evaluated during the budget process and a percentage of each operating fund's budget will be recommended to the Council for transfer. Upon approval by the Council, the recommended amount will be transferred to the appropriate funds (General/Utility/Vehicle Maintenance Replacement Fund) for major maintenance and replacement of street, building roof, flooring, air conditioning, equipment, etc. Conclusions Capital Improvement Plans play an integral role in helping a municipality reach its stated strategic objectives. Equally important to the capital project development process are funding and economic considerations. Prudent financial stewardship should be based on cost minimization and long-range strategic capital preservation. While there are many methods for funding capital projects, consideration to who benefits from the project, the life of the capital asset and the affordability of the funding method are all important factors to consider. 311 T4 -SIT is i�ct�,rctiaaa�� ��aa� 312 ALL FUNDED AND ADOPTED CAPITAL PROJECTS FIVE YEAR PROJECTION new project added or moved from unfunded (under consideration) this year FY 15/16 FY 16/17 FY 17/18 T FY 18/19 FY , Project Description ------------ Five Year Projection ----------- CP64 Fire Station Complex (bonds) 2,815,000 5,200,000 421,145 - 8,436,145 CP63 Municipal Building (Cash) 1,800,000 950,000 - 2,750,000 CP65 Maintenance & Storage Facility - 40,000 40,000 Sub -Total - Facilities Improvements CP34 Roanoke Road Recon/Drain South CP68 FM 1938/Dove Road Signalization CP40 Sam School Rd Recon/Drainage CP41 Dove Rd Recon/Drain (Vaq/TB) CP60 Pearson Lane Recon/Drainage CP53 Trail - Dove/Pearson/Aspen CP58 Ottinger Road Recon/Drainage CP52 Trail - Academy to Cemetery Sub -Total - Road/Street/Trail Improvements TOTAL GOVERNMENTAL 4,615,000 6,190,000 421,145 11,226,145 - 453,000 - 453,000 260,000 - 260,000 - 281,960 - - 281,960 366,000 - 343,857 56,228 766,085 - 404,125 - 404,125 290,016 - 290,016 - - - - 983,954 983,954 - 300,949 300,949 626,000 453,000 281,960 1,037,998 1,341,131 3,740,089 5,241,000 6,643,000 703,105 1,037,998 1,341,131 14,966,234 UF30 TRA Assumption of N-1 Sewer Line 96,435 96,435 UF38 Meter Reading & Equipment 77,000 77,000 TOTAL UTILITY FUND i 173,43 173,435 Previously Adopted Projects - Cash FY 15/16 Fire Station & Land - 30 yr Bonds FY 18/19 Street/Trail - 20 yr Bonds 2,599,435 1,443,000 281,960 2,815,000 5,200,000 421,145 313 1,037,998 1,341,131 4,324,395 8,436,145 2,379,129 ALL UNFUNDED (UNDER DISCUSSION) CAPITAL PROJECTS FIVE YEAR PROJECTION * new project added this year Cemetery Improvements - 78,023 63,654 65,564 67,531 274,772 15-30 Acre Community Park - 4,253,900 2,702,308 - - 6,956,208 Roanoke Road Open Space Total Parks/Cemete ' - - - - 4,331,923 2,765,962 44,908 110,472 86,520 154,051 131,428 7,362,408 WA Phase II - 15 Classroom Secondary Addition - - - - 4,676,839 4,676,839 WA Phase II - 4 Classroom Kindergarten Addition - - - - 2,515,775 2,515,775 WA Phase I II - Art & Science Classrooms - - - - 1,934,422 1,934,422 WA Phase III - Performing Arts Center - - - - 5,391,638 5,391,638 * WA Sports Field Lighting - 285,000 - - - 285,000 Total Facilities Improvements - 285,000 - 14,518,674 14,803,674 SH114/170 Enhancements (Moved from Funded after 1st project completed) - - _ _ 689,467 689,467 Hwy 377 Landscape Improvements - - - 721,000 - 721,000 Dove & Randol Mill Traffic Circle - - - 674,238 742,630 1,416,868 Trail - Fidelity Campus to Westlake Parkway on 114 - - - - 302,820 302,820 Trail Connection at 114/Solana - - - - 17,345 17,345 * Glenwyck Telecommunications Ductbank - 720,000 - - - 720,000 * WA Pedestrian Underpass - 720,000 - - - 720,000 Total Road/Street Improvements/Trails - 1,440,000 1,395,238 1,062,795 4,155,533 314 PARKS/CEMETERY OVERVIEW The Parks & Recreation Department is responsible for maintaining the Town's parks and trails. The Town of Westlake provides residents with one Town Park which is located near the Glenwyck subdivision. The trees along roadways and the cemetery are maintained to ensure the safety of drivers and pedestrians. The Town also maintains several trails located near the Glenwyck and Vaquero subdivisions. While additional trails have Section 10 Capital Improvement Plan been discussed, no funding has been provided in recent years. In resident surveys, parks and trails have consistently rated as high priority/low satisfaction items suggesting a need for improvement. One of the goals of the current CIP is to begin creating the trails that will provide connectivity from the Town's West side to its Eastern limits as well as interconnectivity with neighboring jurisdiction's trail systems. Trails have been moved to the Streets/Road Improvements/Trails section of this CIP. PROPOSED PROJECTS - FYI 5/16 THRU FYI 9/20 o No Proposed Projects UNFUNDED/UNDER DISCUSSION PROJECTS o Cemetery Improvements 0 15-30 Acre Community Park o Roanoke Road Open Space 315 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: These improvements will consist of section markers, roadways and landscaping. The project also anticipates a future trail head with rest facilities that will accomodate the future cemetery/academy trail. Based on current funding sources, this project will be dependent upon the future sale of plots. The project would be completed in four phases. Phase I & II includes the road improvements and Phase III & IV will consist of the landscaping and trail improvements. Totals Thru Estimated 5 Year Projection IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 I FY 18/19 1 FY 19/20 TOTAL •-• 10 EXPENDITURE TYPE Totals Thru�FY FY 13/14 stimated 5 Year Projection Project Total 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering - - - - - - - - Construction - 78,023 63,654 65,564 67,531 274,772 Design - - - - - - - - Contingency - - - - - - - - Other - - - Other- 22,454 EXPENDITURES TOTAL - - - 78,023 63,654 65,564 67,531 274,772 Totals Thru Estimated 5 Year Projection IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 I FY 18/19 1 FY 19/20 TOTAL •-• FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/1 7 FY 17/18 1 FY 18/19 FY 19/20 Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - 78,023 63,654 65,564 67,531 274,772 Other- 22,454 - - - - - - FUNDING TOTAL ::]JJJJJJ111111JJJJJJJJJJJ�J- 78,023 63,654 65,564 67,531 274,772 Totals Thru Estimated 5 Year Projection IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 I FY 18/19 1 FY 19/20 TOTAL Supplies - - - - - - 17,351 Services - - 5,614 5,782 5,955 Insurance - - - - - - - Repair & Maintenance - - - 16,841 17,346 17,866 52,052 Rent & Utilities - - - - - - - Debt Service - - - - - I - OPERATING IMPACT - 22,454 23,128 23,821 1 69,40 316 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: This project would include the purchase of 15 to 30 acres of open space with the ability to add amenities such as small covered pavilions, trail heads, playground stations, sports fields, general use open spaces, dog park, restroom, football field, running track, cross country trail, outdoor tennis and basketball courts, baseball and softball fields. The project would include restrooms, concession area with outdoor eating area and parking. This facility would provide programs and activities to the Westlake community and Westlake Academy. -0- SOMIM •-• EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering - - - - - 61,800 - 63,654 2,575,000 - - - 125,454 Construction - - 2,575,000 Design - - - 61,800 63,654 - - 125,454 Contingency - - - 10,300 - - - 10,300 Land Purchase - 9,251 4,120,000 - - - 4,120,000 EXPENDITURES TOTAL - - - 4,253,900 2,702,308 - 6,956,208 -0- SOMIM FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 Cash (Fund Balance) - - - - - - - - - - - - Contributions/Grants - - - - - Bond Issuance - - - - - Unfunded - Repair & Maintenance - - 4,253,900 2,702,308 - - 6,956,208 Other - - - - - 9,251 - 27,761 FUNDING TOTAL wr - - 4,253,900 2,702,308 - 6,956,208 iq�1111111 q1 11111 11111 ��i 1111111 III• ••• IM IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 Supplies - - - 2,807 2,891 16,841 17,346 2,978 8,675 52,052 Services - - 17,866 Insurance - - - - - - - - Repair & Maintenance - - - - 2,807 2,891 2,978 8,675 Rent & Utilities - - - 8,982 9,251 9,529 27,761 Debt Service - - - - - - OPERATING IMPACT K 31,436 32,379 33,350 97,164 317 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: The town owns two acres of undeveloped open space located south HWY 170 on Roanoke Road. This project would be completed in two phases. Phase I includes the removal of all the brush and mesquite trees, adding park benches and planting trees. Phase 11 would include adding a trail head with a five to six space parking area. M EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering - - - - - - - - 32,373 - - Construction - 86,520 118,893 Design - - - - - - 12,535 - 12,535 Contingency - - - - - - - - - - Other - - EXPENDITURES TOTAL - - - 44,908 - 86,520 I - FT131,428 44,908 86,520 131,428 M IMPACT TYPE FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 1 FY 19/20 Cash (Fund Balance) - - - - - - - - - - - Contributions/Grants - - - Insurance - - Bond Issuance - - - - - - Unfunded - Rent & Utilities - - - - 44,908 86,520 131,428 Other FUNDING TOTAL - - - - - - 44,908 - 86,520 I - FT131,428 M IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - Services - - - - - Insurance - - - - - - Repair & Maintenance - - - - - - Rent & Utilities - - - - - - Debt Service - OPERATING IMPACT - - - - - M FACILITIES OVERVIEW Currently, The Town of Westlake owns and operates three facilities: Westlake Academy, the temporary buildings that house our emergency services personnel and equipment, and the Parchman house which is currently being utilized for storage. The Town also leases approximately 12,000 square feet of office space. This Capital Improvement Plan proposes increasing the number of buildings on the Westlake Academy campus as well as providing new municipal buildings for staff and community events. Section 10 Capital Improvement Plan PROPOSED PROJECTS - FYI 5/16 THRU FYI 9/20 o Fire Station Complex Land Purchase and Construction o Maintenance and Storage Facility o Municipal Building UNFUNDED/UNDER DISCUSSION PROJECTS o WA Phase II - 15 Classroom Secondary Addition o WA Phase II - 4 classroom Kindergarten Addition o WA Phase III - Arts & Science Classroom Addition o WA Phase III - Performing Arts Center o WA Sports Field Lighting 319 FUNDED CAPITAL IMPROVEMENT Project Description: This project will provide a fire station, which includes four (4) bays, sleeping areas for staff members, meeting room, kitchen/food preparation, storage and offices for administration. The station is estimated to be 22K square feet of usable space and would also include the Town's Emergency Operations Center (EOC) with a back-up generator for sustainability. The project includes the acquisition of land and foundation upgrades; however, it does not include any apparatus or a training facility. PROJECT FUNDING TYPE EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Consultant/Engineering - 20,000 40,000 1,000,000 30,000 4,000,000 3,600 317,545 - 93,600 Construction inc. inflation - - - 5,317,545 Design - - 200,000 232,500 100,000 - - 532,500 FF&E - - - 275,000 - - - 275,000 IT/Security - - - 212,500 - - - 212,500 Contingency - - - 150,000 - - - 150,000 Other (Foundation) - - - 300,000 - - - 300,000 Land 3.5 acre $450K - 1,575,000 1 - - - - 1,575,000 EXPENDITURES TOTAL 20,000 2,815,000 1 5,200,000 421,145 - 8,456,145 PROJECT FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 1 FY 16/17 FY 17/18 FY 18/19 1 FY 19/20 Cash (Fund Balance) - 5,200,000 421,145 - - 8,456,145 Contributions - - Bonds 2015/16 CO - 20,000 2,815,000 - FUNDING TOTAL Now 20,000 2,815,000 5,200,000 421,145 - 8,456,145 - IMPACT ON OPERATING BUDGET IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Services Insurance Repair & Maintenance Rent & Utilities Debt Service - - - - - 5,000 5,150 4,750 4,893 50,000 20,000 62,700 64,581 507,369 507,369 5,305 15,455 - 5,039 14,682 85,000 193,799 2,029,476 - - 15,000 - - - 66,518 - - 507,369 507,369 OPERATING IMPACT - 507,369 629,819 601,993 599,231T 2,338,412 FUNDED CAPITAL IMPROVEMENT Project Description: Currently this facility is proposed to be a 20,000 - 30,000 square foot municipal building that will be privately owned and leased to the Town with defined points in time when the Town can purchase the building. Staff believes it will becomes a catalyst for Entrada and anchor the Town'sj) identity. The cost to the Town of approximately $2.75M will not impact the k, _ tax rate. A site for the building has already been given to the Town by the developer of Entrada. PROJECT FUNDING TYPE EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 Engineering - - 100,000 330,000 4,767,710 - - 1,000,000 - - 430,000 Construction ( 10% inflation) - - - - 5,767,710 Design - - 200,000 250,000 100,000 - - 550,000 FF&E - - - 400,000 - - - 400,000 IT/Security - - - 300,000 - - - 300,000 Contingency - - - 250,000 - - - 250,000 Other (Foundation) - - - 300,000 - - - 300,000 125,000 Other Admin cost - OPERATING IMPACT 50,000 1 75,000 1 EXPENDITURES TOTAL - - 350,000 1 6,672,710 1 1,100,000 - 8,122,710 PROJECT FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash (Fund Balance) - - 526,485 633,333 - - - - - 316,667 - - - 1,476,485 Transfer in from General Fund - - 673,515 - 673,515 Transfer in from Utility Fund - Services 600,000 - 600,000 Contribution (Private Party) - - - - 5,372,710 - - - - 5,372,710 Other I - - - - - I - FUNDING TOTAL - - 1,800,000 950,000 5,372,710 - 92,727 8,122,710 - 321 IMPACT ON OPERATING BUDGET IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - 25,000 10,000 10,300 45,300 Services - - 15,000 15,450 15,914 46,364 Insurance - - - 5,000 5,150 5,305 15,455 Repair & Maintenance - - 30,000 30,900 31,827 92,727 Utilities ($3/sq ft) - - 60,000 61,800 63,654 185,454 Debt Service - - - - - - OPERATING IMPACT 35,000 1 123,300 1 126,999 385,299 321 FUNDED CAPITAL IMPROVEMENT Project Description: The proposed Maintenance and Public Works facility would utilize the existing Fire Department engine bay once new permanent Fire Station has been constructed. The building would provide storage space for weather event supplies, small equipment, and pumps. It will also serve as a work area to make repairs on equipment, etc. 322 EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 1 FY 19/20 Engineering Construction - - - - - - - - - - - - 2,000 - - - 2,000 - Design - - - - - FF&E - FUNDING TOTAL - - 20,000 - - - 20,000 Building retrofit - - - 18,000 - - - 18,000 Other - - - - - - - - EXPENDITURES TOTAL - - 40,000 - 40,000 322 •-• FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection IFY Project Total FY 14/15 15/16 1 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 Cash (Fund Balance) - - - - 40,000 - - - - - - - 40,000 Contributions/Grants - - - - Bonds - - - - - - Other - - 1,000 - FUNDING TOTAL - - 5,000 - - - 40,000 322 IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 Supplies Services Insurance Repair & Maintenance Rent & Utilities Debt Service Other - - - 567 583 1,030 1,061 5,150 5,305 - - - - - - 2,301 4,184 20,918 - I - - - - - - 550 601 - - 1,000 1,093 - - 5,000 5,464 - - - - - - - - OPERATING IMPACT 6,747 6,949 1 7,157 322 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: As part of Phase II of the Westlake Academy Master Plan, this project includes a 15 classroom addition to the Secondary School. The building will total approximately 11,000 sq. feet and will be attached onto the north side of the existing building. The adopted Master Plan shows 12 classrooms for Phase II. The additional 3 classrooms are due to value engineering when Phase I was bid. Phase II will bring an additional 276 students to total 1,098. K-5 = 18 students and 6-12 = 24 students. -10 Uwam FUNDING TYPE EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering - - - - - 344,169 3,441,719 180,250 247,200 344,169 Construction - - - FUNDING TOTAL - 3,441,719 Design - - - 3,436,839 180,250 FF&E - - - - 247,200 IT/Security - - - - - - 154,500 154,500 Contingency - - - - - - 154,500 154,500 Other (Foundation) - - - 103,000 103,000 Other Admin costs - - 51,500 51,500 EXPENDITURES TOTAL 4,676,839 4,676,839 - ••• 011 FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash/Transfers - - - - - - - 240,000 300,000 300,000 1,540,000 Granada Lots ($1 OK x 84) - 400,:00:Or 300,000 Unfunded- - - - 3,136,839 3,136,839 FUNDING TOTAL - 400,000 300,000 240,000 - 300,000 3,436,839 1 4,676,839 1111111 • •• 111 iiiiiii Oil 111111111 1111� IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - Services - - - Insurance - - - - Repair & Maintenance - - - - - Rent & Utilities - - - - Other OPERATING IMPACT - - - - - - 323 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: EXPENDITURE TYPE Totals Thru FY 13/14 Estimated Per the Master Plan this project is part of Phase 11. The - FY 14/15 FY 15/16 Kindergarten addition would be located east of the original FY 17/18 FY 18/19 FY 19/20 primary building. This would include: 4 classrooms with - - - - - individual restrooms in each room for a total of 4,600n'�" 24,205 Construction - - square feet that will match existing exterior building FUNDING TOTAL 1,800,440 1,800,440 features. Phase II will bring an additional 276 students to 9 �, 1 - Repair & Maintenance _ = total 1,098. K-5 grades - 18 students and 6-12 grades 24 11,330 ice= - students. Rent & Utilities 128,750 128,750 IT/Security - - - 82,400 82,400 •-• 011 EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering - - - - - - 24,205 24,205 Construction - - - FUNDING TOTAL 1,800,440 1,800,440 Design - 2,515,775 - Repair & Maintenance 11,330 11,330 FF&E - - - Rent & Utilities 128,750 128,750 IT/Security - - - 82,400 82,400 Contingency - - - - - - 103,000 103,000 Other (Foundation) - - - 309,000 309,000 Other Admin costs - - - 56,650 56,650 EXPENDITURES TOTAL - - 2,515,775 2,515,775 •-• 011 FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash/Transfers - - - - - - - L22:515,775 - - Unfunded - 2,515,775 Other - - - FUNDING TOTAL _: - - 2,515,775 1 2,515,775 •••111 iiiiiii Oil 111111111 1111 � IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - - Services - Insurance - - - - Repair & Maintenance - - - - - Rent & Utilities - - - - Other OPERATING IMPACT - - - - - - 324 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: As part of Phase III of the WA Master Plan. This would be an additional 5,200 square foot single -story building attached to the existing Sam & Margret Lee Arts and Sciences Center. This addition would include 3 classrooms, labs and offices. •r�-�..n n�oJr 325 EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering - - - - - - 17,304 17,304 Construction - - - - 1,934,422 1,602,350 1,602,350 Design - - - - - - 160,268 160,268 Other(FF&E) - - - - - - 154,500 154,500 IT/Security - - - - - - - - Contingency - - - - - - Other (Foundation) - - - - - - Other Admin costs - - - - - - EXPENDITURES TOTAL - 0yq- - 1,934,422 1,934,422 325 FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash/Transfers - Unfunded - - - - - - - - - - 1,934,422 1,934,422 Other - - - - FUNDING TOTAL - - - 1,934,422 1,934,422 325 • •- IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - Services - - - - Insurance - - - - - Repair & Maintenance - - - - - Rent & Utilities - - - - - Other OPERATING IMPACT - - - - - - - - 325 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: In the Phase III of the Westlake Academy Master Plan a new 16,000 square feet auditorium is constructed with raised stage, fixed seating, dressing rooms, lighting, restrooms, offices, and lobby. This building would be located to the west of the Sam and Margaret Lee Arts & Sciences Building. We anticipate the cost of the interior ammenities to be provided through contributions/grants. •-• EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering - - - - - - 28,840 28,840 Construction - - - - 5,391,638 4,486,680 4,486,680 Design - - - - - 438,368 438,368 Other(FF&E) - - - - - 437,750 437,750 IT/Security - - - - - - - - Contingency - - - - 103,000 103,000 Other (Foundation) - - - - - Other Admin costs - - - - - - EXPENDITURES TOTAL - - - 5,391,638 5,391,638 •-• FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash/Transfers - Unfunded - - - - - - - - - 5,391,638 5,391,638 Other - - - FUNDING TOTAL - - 5,391,638 1 5,391,638 326 IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - Services - - - Insurance - - - - Repair & Maintenance - - - - - Rent & Utilities - - - - - Other OPERATING IMPACT - - - - - - - 326 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: Sports field lighting located at the Westlake Acdemy. This1t would include four 70 foot tall light poles with 1500 -watt =''Pip fixtures on each pole.' V . . lie ! r as 40 IF Ft -� aim w R P 1* .i s 'e. _� Ago= F4 EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering _ _ - 15,000 _ _ _ - 15,000 Construction _ - 250,000 - - 250,000 - Design - - - - - - Other (FF&E) - - - - - - - - IT/Security - - - - - - - - Contingency - _ - 20,000 _ - - 20,000 Other (Foundation) - - - - - - - - Other Admin costs - - - - - EXPENDITURES TOTAL - - 285,000 - 285,000 •-• • FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash/Transfers - - - - - - - - 285,000 - - - 285,000 Unfunded - Other - - - FUNDING TOTAL - - 285,000 - - Rent & Utilities 285,000 •- N96===11 Totals Thru Estimated 5 Year Projection IMPACT TYPE FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 TOTAL Supplies Services - - - - - - - - - - - - - - - Insurance - - - - - Repair & Maintenance - - - - - Rent & Utilities - - - - - Other OPERATING IMPACT - - - - - - - - 327 T4 -SIT is i�ct�,rctiaaa�� ��aa� 328 Section 10 Capital Improvement Plan ROADS/STREET IMPROVEMENTS/TRAILS One of the major concerns for any municipality is its infrastructure of streets. With the approval of the previous year's CIP and accompanying bond issuance, the Council recently addressed many of the most pressing street maintenance concerns in Westlake; this type of commitment is essential to maintain these valuable Town assets. Trails are not being consolidated with this section. The Town maintains several trails located near the Glenwyck and Vaquero subdivisions. While additional trails have been discussed, no funding has been provided in recent years. In resident surveys, parks and trails have consistently rated as high priority/low satisfaction items suggesting a need for improvement. One of the goals of the current CIP is to begin creating the trails that will provide connectivity from the Town's West side to its Eastern limits as well as interconnectivity with neighboring jurisdiction's trail systems. PROPOSED PROJECTS - FYI 5/16 THRu FYI 9/20 o FM 1938/Dove Road Signalization o Dove Road Reconstruction & Drainage (Vaquero/Terra Bella) o Roanoke Road Reconstruction & Drainage South o Sam School Road Reconstruction & Drainage o Pearson Lane Recon/Drainage o Trail - Dove/Pearson/Aspen o Ottinger Road Recon/Drainage & Trail o Trail - Academy to Cemetery UNFUNDED/UNDER DISCUSSION PROJECTS o SH 1 14/Hwy 170 Enhancements (Second portion of project) o Hwy 377 Landscape Improvements o Dove & Randol Mill Traffic Circle o Trail Connection at 1 14/Solana (moved from Funded) o Trail -Fidelity Campus to Westlake Parkway on 114 (moved from Funded) o Glenwyck Telecommunications Ductbank o Westlake Academy Pedestrian Underpass 329 FUNDED CAPITAL IMPROVEMENT Project Description: Project consists 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. $380K). The Town is required to install sidewalk on the west side of FM 1938 from Dove to SH 114 per the Fidelity developer's agreement at our cost. Utility cost is for irrigation only. A reduction to the total project cost of $670,000 is due to a direct payment to the contractor from TxDot in the form of a grant. •-• EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering 127,980 2,041,234 - 830,786 - - - - - - - - - - 127,980 Construction 82,016 - 2,872,020 Design - - - 408,733 - - Contingency - - - - - Granada Dev Agreement - - - - - - I - - EXPENDITURES TOTAL 2,169,214 830,786 - - FUNDING TOTAL - 1 830,786 3,000,000 • ••• FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 Cash (Fund Balance) 2,087,198 42,448 - - - - - - - - 2,129,646 Contributions (Fidelity) 82,016 379,605 - - 461,621 Bonds 2011 CO - 408,733 - - - 408,733 Unfunded - - - - - - - - Other I - I - - - - 5,150 - - FUNDING TOTAL 1 2,169,214 1 830,786 - - - - - OPERATING IMPACT 3,000,000 • ••• IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - - Services - - - Insurance - - - - - - - Repair & Maintenance - - - - - - 5,464 5,628 - - 32,342 Rent & Utilities (water only) - 5,000 5,150 5,305 5,796 Debt Service - - - - - - - OPERATING IMPACT 5,000 5,150 5,305 32,342 FUNDED CAPITAL IMPROVEMENT Project Description: The project will provide stabilization of road subgrade and 6" of asphalt to approximately 4,000 LF of Roanoke Road and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Project improvements will be from Highway 170 south to the Town limits. Anticipate crack sealing during the 2nd year after completion. suagm EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering 2,900 - - - 50,000 - - - - - - - - - 52,900 Construction - 403,000 - 403,000 Design - - - - - - Contingency - - - - - - Other - EXPENDITURES TOTAL - 2,900 - - 453,000 10,028 -1W - - 455,900 suagm FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 Cash (Fund Balance) - - - 453,000 - - - - - - - 453,000 Contributions/Grants - - - - - - 2,900 Bonds 2011 CO 2,900 Insurance - - - Bonds 16/17 CO - - - - - - - - OtherVrI - - - 10,028 - - - - FUNDING TOTAL 2,90. - - 453,000 Debt Service OPERATING IMPACT - - 455,900 �i 11111111 RIEhIIII11111111 1 111111 111111 • IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - - Services - - - Insurance - - - - - - - - Repair & Maintenance - - - - - 4,940 5,088 10,028 Rent & Utilities - - - - - - Debt Service OPERATING IMPACT - - - - - 10,028 331 FUNDED CAPITAL IMPROVEMENT Project Description: This project will provide for the signalization of the FM 1938 and Dove Road intersection consistent with the enhancements at SH 114. The need to signalize is being caused by the proposed signalization of FM 1938 and Solana Blvd/Capital Pkwy that is currently included with the Entrada development improvements. The installation of a proposed traffic signal at FM 1938 and Solana Blvd/Capital Pkwy. in connection with the Granada and Entrada developments intersection would increase traffic congestion and safety at the FM 1938 and Dove Road intersection. While FM 1938 is a TxDOT roadway, the cost to signalize will be the responsibility of the Town. Staff will continue to pursue TxDOT funding for signalization of this intersection. • •I • •-• Totals Thru FY 13/14 EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection IFY15/16 Project Total FY 14/15 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering - - - 260,000 - - - - - - - - 260,000 - Construction - - - Design - - - - - Contingency Other - - - - - - - - - - - - - EXPENDITURES TOTAL - - - RAn,000 - - - 260,000 • •I • IMPACT TYPE Totals Thru FY 13/14 FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection IFY Project FY 14/15 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20)7Total Cash (Fund Balance) - - 260,000 - - - - 260,000 Contributions/Grants - Insurance - - - - - - Bonds 2011 CO $2.095M - - - - - - Unfunded - - - - - - - RAn,000 Other FUNDING TOTAL - - - - • •I • IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - - - Services - - - - Insurance - - - - Repair & Maintenance - - - - - Rent & Utilities - - - - - Debt Service OPERATING IMPACT - - - - - - - 332 FUNDED CAPITAL IMPROVEMENT Project Description: The project will provide stabilization of road subgrade and 6" of asphalt to approximately 2,000 LF of Sam School Road and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing 2nd year from completion. Includes 150 linear feet of sidewalk. •-• EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering - - - - 281,960 44,308 - 237,652 - - 44,308 Construction - - - - 237,652 Design - - - - - - - - Contingency - - - - - - - Other Other - - - - - - - FUNDING TOTAL vri EXPENDITURES TOTAL - - 281,960 - 281,960 I 281,960 11111��Iiq�111111 q1 111111 111111 ��i 11111111111111 • ••• FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash (Fund Balance) - - - - 281,960 - - - - 281,960 - Contributions/Grants - - - - - Bond Issuance - - - - - - Unfunded - - - - - - - Other - - - - - - - - FUNDING TOTAL vri - - 281,960 - 281,960 11111��Iiq�111111 q1 111111 111111 ��i 11111111111111 • ••• IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - - Services - - - - - Insurance - - - - - - Repair & Maintenance - - - - - - Rent & Utilities - - - - - Debt Service OPERATING IMPACT - - - - 333 FUNDED CAPITAL IMPROVEMENT Project Description: The project will provide stabilization of road subgrade and 6" of asphalt to approximately 6,500 LF of Dove Road and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Staff is working with the Southlake developer to include a portion of this project when the Southlake portion is realighed and reconstructed in 2015/2016. ,or•- • EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering - - 100,000 - 114,639 - 229,218 - 214,639 Construction - - 266,000 56,228 551,446 Design - - - - - - - - Contingency - - - - - - Other - EXPENDITURES TOTAL - - - 366,000 - 39,306 343,857 56,228 766,085 1 111 11111��Ill In FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash (Fund Balance) - - 366,000 - - - - - 343,857 - - - 366,000 Contributions/Grants - - - - - 343,857 Bonds 2017/18 CO - - - - - Unfunded - Repair & Maintenance - - 56,228 56,228 Other - - - - - - I - FUNDING TOTAL V1 39,306 OPERATING IMPACT 366,000 1 343,857 56,228 1 766,085 � q1 111111 111111 ��i 11111111111111 IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 1 FY 19/20 Supplies - - - - - - - - - - 1 78,612 Services - - - Insurance - - - - - - - - - Repair & Maintenance - - - - - Rent & Utilities - - - - - - 39,306 Debt Service 39,306 OPERATING IMPACT - 39,306 39,306 Ix 78,612 334 FUNDED CAPITAL IMPROVEMENT Project Description: This project will providetrail connectivity from Aspen Lane north to Dove Road along the east side of Pearson Road. This will include crosswalk devices at the corner of Dove and Pearson. In addition the project will provide stabilization of road subgrade and 5" of asphalt to approximately 1,300 LF of Pearson Lane and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing during the 2nd year after completion. • • • •-•JZMWMP1061� 'I FUNDING TYPE EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 1 FY 19/20 Trail - Engineering - - - - - - - 22,260 - 222,600 - 22,260 Trail - Construction - - - 222,600 Trail - Contingency - - - - - 45,156 - 45,156 Road - Engineering - - - Unfunded - 57,505 - 57,505 Road - Construction - - - - 94,141 - 346,620 - 346,620 EXPENDITURES TOTAL - 694,141 - - 694,141INV 694,141 • • • IMPACT TYPE Totals Thru FY 13/14 FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection IFY Project FY 14/15 15/16 1 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20)7Total Cash (Fund Balance) - - - - - - - Contributions/Grants - Insurance - - - - - - Bonds 2017/18 CO - - - - 694,141 - 694,141 Unfunded - - - - - - - - 94,141 Other FUNDING TOTAL - - - - 694,141 - • • • IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 Supplies - - - - - - - - - - Trail - Services - - - - Insurance - - - - Trail - Repair & Maint - - - - - Trail - Rent & Utilities - - - - - - Debt Service OPERATING IMPACT - - - -or 50,672 50,672 50,672 50,672 101,344 101,344 335 FUNDED CAPITAL IMPROVEMENT Project Description: This project will provide stabilization of road subgrade and 7" asphalt to approximately 4,000 LF of Ottinger Road (from Westlake Academy to SH 170) and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing during the 2nd year after completion. In conjunction with this project, the existing Ottinger Road bridge will be replaced with new box culvert, much like the Dove Road improvements. Staff will determine through engineering design analysis the final design criteria including horizontal and vertical alignment. A trail will provide East to West interconnectivity within the Westlake trail system. Includes a primitive trail head on the Southeast corner of the cemetery property (primitive parking, restrooms and water fountain). • •I • Wr IMPACT TYPE FUNDING TYPE EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Trail- Engineering/Design7 - - - - - - - - - - - - 22,999 22,999 Trail - Construction - - 231,080 231,080 Trail - Design - - - - 46,870 46,870 Road/Bridge - Engineering Road/Bridge - Construction - - - Unfunded - - - 204,985 204,985 778,969 778,969 - - - - EXPENDITURES TOTAL FUNDING TOTAL Debt Service - - - 1,284,903 1,284,903 • •I • Wr IMPACT TYPE FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection IFY Project Total FY 14/15 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds 2017/2018 CO - - - - - 1,284,903 1,284,903 Unfunded - - - - - - - - - - Other - - FUNDING TOTAL Debt Service - - - - - 1,284,903 1,284,903 • •I • Wr IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 1 FY 19/20 Supplies - - - - - - - - Trail - Services - - - - Insurance - - - - - - Trail - Repair & Maintenance - - - - - Trail - Rent & Utilities - - - - - - Debt Service - - - - 93,799 93,799 187,598 OPERATING IMPACT 93,799 93,799 187,598 336 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: This project was anticipated to be a cooperative effort between Westlake, Trophy Club, and Roanoke consisting of the design and construction of landscape and hardscape improvements to the SH 170 & Hwy 114 interchange to include plantings, painting, and entry monuments. Maintenance is for irrigation only. To -date the Town has paid $239,433 for engineering in FY 13/14. Project costs are estimated to be $3,000,000 for construction. Funding participation is anticipated to be 1/3 from each party. This project will be submitted for a TxDot grant (Green Ribbon). The Town anticipates getting $160,000 reimbursement of engineering costs in FY 15/16 from Trophy Club and Roanoke and will use those funds towards the final construction. If project does not move forward, the funds will go to the Capital Projects fund balance. •-• EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 Engineering - - Cash (Fund Balance) - - - - - - - - - - 689,467 689,467 - - 239,433 Construction Contributions/Grants 149,622 - Design - Bonds 2011 CO $2.095M - - - - Painting 239,433 Bonds 2015/16 - - - - Other - I - I - I - - - - - EXPENDITURES TOTAL 239,433 1 - 239,433 - - - 689,467 F 928,900 928,900 337 FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 Cash (Fund Balance) - - - - - - - - - - - - 689,467 689,467 Contributions/Grants 149,622 - - 149,622 Bonds 2011 CO $2.095M 89,811 - - - - 89,811 Bonds 2015/16 - - - - - - Other - - - - - - FUNDING TOTAL 239,433 - - - 689,467 928,900 337 IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies Services Insurance Repair & Maintenance Rent & Utilities Debt Service OPERATING IMPACT - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 337 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: The project will include streetscape enhancements (hardscape, andscape) along US Hwy 377 starting at Westport Parkway stretching north for 3/4 mile. The enhancements will only be located in the median and consist of native and naturalized plantings, trees, plant bed preparations, drip irrigation, and concrete edging/mowstrip. Since the project will be within state ROW, the Town will submit this project to TxDOT for potential grant funding opportunities similar to the FM 1938 median landscape project. 11111 111=101 I IMPACT TYPE EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering - - - - - - 103,000 618,000 - 103,000 Construction - - - - 618,000 - Design - - - - - Contingency Other - - - Other - - - - 10,300 - - - - EXPENDITURES TOTAL 721,000 or 1 721,000 15,450 721,000 30,450 11111 111=101 I IMPACT TYPE FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash (Fund Balance) - - - - - - - - 721,000 - - - 721,000 Contributions/Grants - - - - Bonds 2016/17 CO $2.58M - - - - - Unfunded - - - 5,150 - Other - - - 10,300 - FUNDING TOTAL - - - 721,000 721,000 338 IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 1 FY 19/20 Supplies Services Insurance Repair & Maintenance Rent & Utilities Debt Service - - - - - - - - 5,000 10,000 - - - 10,150 20,300 - - - - - - - - - - 5,150 - - 10,300 - - - OPERATING IMPACT 15,000 15,450 30,450 338 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: Reconstruction and reconfiguration of Dove Road and Randol Mill from a 3 -way stop intersection to a traffic circle to improve traffic safety. Pavement construction will be -onsistent with 2011 Graham Pavement Evaluation Study. 339 EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering Construction - - - - - - - - - 36,050 - 638,188 106,090 106,090 - - - 636,540 636,540 Design - - - - - 36,050 Contingency - - - 742,630 - - Other - FUNDING TOTAL - - 638,188 EXPENDITURES TOTAL 674,238 1 742,630 1 1,416,868 674,238 742,630 1 1,416,868 - 339 IMPACT TYPE FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 1 FY 19/20 Cash (Fund Balance) - - - - - - - - 674,238 - - - Contributions/Grants - - - Repair & Maintenance - - Bond Issuance - Rent & Utilities - - - - UnFunded - - - - - - 742,630 1,416,868 Other - 8,652 1 FUNDING TOTAL 1 17,564 674,238 1 742,630 1 1,416,868 339 IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 1 FY 19/20 Supplies - - - - - - - - - - Services - - - Insurance - - - - - - - 2,884 2,971 - 5,768 5,941 - - Repair & Maintenance - - - - 5,855 Rent & Utilities - - 11,709 Debt Service - - OPERATING IMPACT EL- 8,652 1 8,912 1 17,564 339 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: This project will provide connectivity from Hwy 114 to Capital Parkway along the east side of Westlake Parkway. 340 EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering Construction - - - - - - - - - - - 23,175 23,175 - - 235,098 235,098 Design - - - Rent & Utilities - 44,548 44,548 Contingency - - Debt Service - OPERATING IMPACT - - - Other - - - - - EXPENDITURES TOTAL FUNDING TOTAL - 302,820 302,820 302,820 - 340 IMPACT TYPE FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash (Fund Balance) - - - - - - - - - - - Contributions/Grants - - - - - - Bonds - - - - Rent & Utilities - - Unfunded - - - Debt Service - OPERATING IMPACT - - 302,820 302,820 Other - - - - FUNDING TOTAL - 302,820 302,820 340 IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - - Services - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - Rent & Utilities - - - - - Debt Service - OPERATING IMPACT - - - - - 340 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: This project will be a cooperative effort between Westlake, Trophy Club, and Southlake consisting of the design and engineering of an intra -city trail system. The engineering/design costs will be shared with all cities. Construction and landscaping are estimated costs until engineering and design are completed. The Town continues to work with DTZ to construct the trail between Sam School Road and Hwy 114. 341 EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 Engineering - - - - - - - - - - - - - 17,345 Construction - - - 17,345 Design - - - - - - Contingency - - - - - Other - Other FUNDING TOTAL - - - - - - EXPENDITURES TOTAL - EF 1 - 17,345 17,345 341 IMPACT TYPE FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash (Fund Balance) - - - - - - - - - - Contributions/Grants - - - - - Bonds - - - - - - Unfunded - - - - - - 17,345 17,345 Other FUNDING TOTAL - - - - - - - 17,345 341 IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - Services - - - - - Insurance - - - - - - Repair & Maintenance - - - - - - Rent & Utilities - - - - - Debt Service OPERATING IMPACT - - - - - 341 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: This project will provide for the construction of approximately 11,000 LF of telecommunication ductbank within the Glenwyck subdivision to accomodate the installation of improved telecommunication lines. Additionally, this will provide a connection of the ductbank from Granda to Terra Bella. •-• EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 Engineering - - - - 60,000 600,000 - - - - - - - - 60,000 Construction - - - 600,000 Design - - - - - - 60,000 Contingency - - - 60,000 - Other - - - - - - - - - EXPENDITURES TOTAL - - 720,000 - - - 1W 1 720,000 342 FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash (Fund Balance) - - - - - - - - - - - - - - 720,000 Contributions/Grants - - - - - Bonds 2011 CO $2.095M - - - - - Unfunded - - - 720,000 - Other FUNDING TOTAL - - - - - 720,000 - - - - 720,000 342 IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - - Services - - - - - Insurance - - - - - - Repair & Maintenance - - - - - - Rent & Utilities - - - - - Debt Service OPERATING IMPACT - - - - - 342 UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Project Description: This project will provide for the construction of a pedestrian underpass on the south side of the Westlake Academy campus and connections to the existing trail system. This will require the reconstruction of a section of Ottinger Road and the relocation of water, gas, and telecommunications. Al T T-77 r y � • �.'� _ A 0 • •• 1111111 1 11111 11111 i 1111111• EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 Engineering Construction - _ _ _ 60,000 _ _ _ - - - 60,000 - 600,000 - 600,000 Design - - - - - - Contingency - _ _ 60,000 _ _ - 60,000 Other - - - - - - - - EXPENDITURES TOTAL 720,000 OPERATING IMPACT - 720,000 - 206 1 X 212 720,000 • •• 1111111 1 11111 11111 i 1111111• FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 1 FY 19/20 Cash (Fund Balance) - - - - - - - - - - - - - 720,000 Contributions/Grants - - - - Bonds 2011 CO $2.095M - Repair & Maintenance - - - Unfunded - - - 720,000 - Other - 200 - - - - - FUNDING TOTAL - - - 720,000 OPERATING IMPACT - 720,000 • •• 1111111 1 11111 11111 i 1111111• IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 1 FY 19/20 Supplies - - - - - - - - - - - Services - Insurance - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - 200 206 212 618 Debt Service - - - - - OPERATING IMPACT 200 206 1 X 212 618 343 T4 -SIT is i�ct�,rctiaaa�� ��aa� 344 UTILITY IMPROVEMENTS OVERVIEW The Town of Westlake currently owns a minimum of approximately $24M of utility fixed assets. These take the form of water, sewer and telecommunications duct bank lines. These assets are initially installed through development and later transferred to the Town for upkeep and maintenance. The Town's utility infrastructure is in relatively good shape with no known deficiencies. The five items that are fully depreciated are water lines that were transferred from the City of Keller which may need replacement in the near future but are fully operational now. Section 10 Capital Improvement Plan The Town documents all maintenance and repairs in a GIS system that will map all infrastructure; this provides us the opportunity to review the condition of these assets and their values which will be revised as necessary. PROPOSED PROJECTS - FYI 5116 THRU FYI 9120 o Meter Reading and Equipment o TRA Assumption of N-1 Sewer Line UNFUNDED/UNDER DISCUSSION PROJECTS o No projects 345 FUNDED CAPITAL IMPROVEMENT Project Description: This project is intended to transfer ownership of a section of sewer line from Westlake and Southlake to TRA. It includes the design and construction of a metering station with SCADA equipment at the proposed Town of Westlake "Point of Entry." •-111 •• 11 In EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering Construction - 12,467 141,098 96,435 - - - - - - - - 12,467 - - - 237,533 Design - - - - - - Contingency - - - - - - Other - Other - - - - EXPENDITURES TOTAL 153,565 153,565 1 96,435 - - - 250,000 250,000 •-111 •• 11 In FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 1 FY 17/18 1 FY 18/19 FY 19/20 Cash/Transfers - 153,565 96,435 - - - - - - - - 250,000 Contributions/Grants - - - - - - Bond Issuance - Repair & Maintenance - - - - - UnFunded - - - - - - - Debt Service OPERATING IMPACT Other - - - FUNDING TOTAL IF 153,565 96,435 - - - 250,000 1�•o Kill) -I lil ql 111111 111111 l���l 11111111111111 • IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - - - - Services - Insurance - - - - - - - - Repair & Maintenance - - - - - - Rent & Utilities - - - - - Debt Service OPERATING IMPACT - - - - - 346 FUNDED CAPITAL IMPROVEMENT Project Description: The Town currently utilizes a drive by radio frequency method to read water meters. This requires the Town to purchase a laptop and proprietary reading software from the meter company and is only supported for 5 years. The Town's system is 6 years old and is in need of being upgraded/replaced. This project will consist of replacing all radio read meters within the Town with the next generation system that would allow for instantaneous, remote meter readingcleaning; increased customer service, and a customer web portal that would allow customers to view their water consumption. The new system would require a monthly charge of $0.89 per meter. 6 •-•q 9W EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 1 5 Year Projection Project Total FY 14/15 1 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering - - - 77,000 77,000 - - - - - - - - - - 154,000 Construction - - - Design - - - - - - Contingency - - - Repair & Maintenance - Other - - - - - - EXPENDITURES TOTAL I IF - 1 77,000 77,000 1 FUNDING TOTAL - - 154,000 • •- 1 111111 111111 i 11111111111111• FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 Cash/Transfers - 77,000 77,000 - - - - - - - - 154,000 Contributions/Grants - - - - - - Bond Issuance - Insurance - - - UnFunded - Repair & Maintenance - - - - - Rent & Utilities Other - - - - Debt Service - FUNDING TOTAL - - 77,000 77,000 - - - 25,200 25,956 154,000 • •- 1 111111 111111 i 11111111111111• IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - - - 25,956 26,735 - - - - - 118,027 - Services - - - Insurance - - - - - Repair & Maintenance - - 12,600 25,200 27,537 Rent & Utilities - - - - Debt Service - - - - OPERATING IMPACT - 12,600 25,200 25,956 26,735 27,537 118,027 T4 -SIT is i�ct�,rctiaaa�� ��aa� 348 -D -7� =77 349 T4 -SIT is i�ct�,rctiaaa�� ��aa� 350 CAPITAL PROJECT FUNDS CAPITAL PROJECT FUND - WA EXPANSION FUND Combined Program Summary Fiscal Year 2015/2016 Adopted Estimated Adopted Actual Budget Budget Budget FY 13/14 FY 14/15 FY 14/15 FY 15/16 REVENUES & OTHER SOURCES General Sales Tax On-going Property Tax Hotel Tax Charge for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Water Purchases Debt Total Operations & Maintenance TOTAL OPERATING EXPENDITURES Capital Outlay Capital Projects Total Capital Transfers Out Other Uses Total Other Uses TOTAL EXPENDITURES & OTHER USES 12,896 80,473 233,500 326,869 830,000 366,774 1,196,774 1,523,643 116 116 11.6 9,943,057 9,943,057 200,000 200,000 10,143,173 17,144 17,144 1,723,515 8,456,145 10,179,660 10,196,804 5,241,000 5,241,000 5,241,000 EXCESS REVENUES OVER(UNDER) EXPENDITURES (8,619,530) (1,161,405) 436,270 4,955,804 FUND BALANCE, BEGINNING 10,357,315 FUND BALANCE, ENDING $ 1,737,785 Restricted/Assigned/Committed Funds 1,737,785 UNASSIGNED FUND BALANCE, ENDING $ - 7,400 4,728 320,000 380,000 327,400 384,728 1,590,000 1,614,328 1,125,000 - 2,715,000 1,614,328 3,042,400 1,999,056 17,144 17,144 1,723,515 8,456,145 10,179,660 10,196,804 5,241,000 5,241,000 5,241,000 EXCESS REVENUES OVER(UNDER) EXPENDITURES (8,619,530) (1,161,405) 436,270 4,955,804 FUND BALANCE, BEGINNING 10,357,315 FUND BALANCE, ENDING $ 1,737,785 Restricted/Assigned/Committed Funds 1,737,785 UNASSIGNED FUND BALANCE, ENDING $ - 4,203,805 1,562,786 4,203,805 1,562,786 4,203,805 1,562,786 17,144 17,144 1,723,515 8,456,145 10,179,660 10,196,804 5,241,000 5,241,000 5,241,000 EXCESS REVENUES OVER(UNDER) EXPENDITURES (8,619,530) (1,161,405) 436,270 4,955,804 FUND BALANCE, BEGINNING 10,357,315 FUND BALANCE, ENDING $ 1,737,785 Restricted/Assigned/Committed Funds 1,737,785 UNASSIGNED FUND BALANCE, ENDING $ - Funds $ 1,737,785 351 1,737,785 1,737,785 $ 576,380 $ 2,174,055 576,380 2,174,055 $ 576,380 $ 2,174,055 576,380 2,174,055 2,174,055 $ 7,129,859 7,129,859 $ 7,129,859 CAPITAL PROJECT FUNDS COMBINING REVENUES, EXPENDITURES AND FUND BALANCE FISCAL YEAR 2015/2016 Capital Academy TOTAL Proiects I Expansion REVENUES AND OTHER SOURCES General Sales Tax $ $ $ Property Tax Beverage Tax Franchise Fees Permits/Fees Fines/Forfeits Interest 16,644 500 17,144 Misc Income - - - Charge for Services Contributions Hotel Tax - - - Total Revenues 16,644 500 17,144 Transfers In 1,273,515 450,000 1,723,515 Other Sources 8,456,145 - 8,456,145 Total Other Sources 9,729,660 450,000 10,179,660 TOTAL REVENUES AND OTHER SOURCES 9,746,304 450,500 10,196,804 EXPENDITURES AND OTHER USES Payroll Salaries Payroll Transfers Insurance Taxes Retirement Total Payroll & Related Supplies Services Insurance Maintenance Rent & Utilities Interfund Advance Debt Water Purchases Total Operations & Maintenance Capital Outlay Maintenance and Replacement Funds - - Capital Project Funds 5,241,000 5,241,000 Total Capital 5,241,000 5,241,000 Transfers Out - - Other Uses Total Other Uses TOTAL EXPENDITURES AND OTHER USES 5,241,000 5,241,000 EXCESS REVENUES OVER (UNDER) EXPENDITURES 4,505,304 1 450,500 1 4,955,804 BEGINNING FUND BALANCE 1,733,939 1 440,117 1 2,174,055 ENDING FUND BALANCE 1 $ 6,239,243 1 $ 890,617 1 $ 7,129,859 352 Section I I Capital Project Funds Capital Project Funds Overview Summary of Policy Intended Outcome A. 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. B. 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. C. Non -Recurring Revenues - 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. D. 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. E. Fund Balance Use -Fund balance will only be used with Council approval and can be only be used for 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. F. 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. G. Analysis of Debt Issuance and Debt Issuance Alternatives - Staff will explore alternatives to the issuance of debt for capital acquisitions and construction projects. These alternatives will include, but not be limited to, • grants- in- aid • use of reserves • use of either current on-going general revenues or one-time revenues • contributions from developers and others • leases • userfees • impact fees H. 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 353 Section 1 1 Capital Project Funds Capital Project Funds Overview 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. Capital Budget Program A. Preparation - The Town's capital budget will include all capital projects funds and all capital resources. While the capital budget will be prepared annually on a project basis, it will be based on an on-going, multi-year capital improvement plan (CIP) that shows all funded and unfunded projects as identified by staff for all Town facilities and infrastructure. The multi-year CIP will be reviewed annually, updated by staff and presented to the Council for its review and approval. The annual capital budget will be prepared by the Finance Department with the involvement of responsible departments based on the multi-year CIP. B. Control - All capital project expenditures must be appropriated in the capital budget. The Finance Director must certify the availability of resources before any capital project contract is presented to the Town Council for approval. C. Program Planning - The capital budget will be taken from the capital improvements project plan for future years. The planning time frame for the capital improvements project plan should normally be five years, with a minimum of at least three years. The replacement and maintenance for capital items should also be projected for the next five years. Future maintenance and operational costs will be considered so that these costs can be included as appropriate in the annual budget. D. Financing Programs - Where applicable and with Council approval, impact fees, pro -rata charges, assessments, or other fees should be used to fund capital projects which have a primary benefit to specific, identifiable property owners. Recognizing that long-term debt is usually a more expensive financing method, alternative financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives which equal or exceed the average life of the debt issue. E. Reporting - Periodic financial reports will be prepared to enable the department directors to manage their capital budgets. Summary capital project status reports will be presented to the Town Council quarterly. 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 354 Section 1 1 Capital Project Funds Capital Project Funds Overview 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. Capital Maintenance and Replacement The Town recognizes that deferred maintenance and not anticipating capital replacement needs increases future capital costs. Annually, available funds will be evaluated during the budget process and a percentage of each operating fund's budget will be recommended to the Council for transfer. Upon approval by the Council, the recommended amount will be transferred to the appropriate funds (General/Utility/Vehicle Maintenance Replacement Fund) for major maintenance and replacement of street, building roof, flooring, air conditioning, equipment, etc. Conclusions Capital Improvement Plans play an integral role in helping a municipality reach its stated strategic objectives. Equally important to the capital project development process are funding and economic considerations. Prudent financial stewardship should be based on cost minimization and long-range strategic capital preservation. While there are many methods for funding capital projects, consideration to who benefits from the project, the life of the capital asset and the affordability of the funding method are all important factors to consider. 355 T4 -SIT is i�ct�,rctiaaa�� ��aa� 356 Fund 410 357 Capital Projects Fund Program Summary Fiscal Year 2015/2016 REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Bond Proceeds Total Other Sources TOTAL REVENUES & OTNEttSd EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Operations & Maintenance TOTAL OPERATING EXPENDITURES Capital Outlay Capital Projects Total Capital Transfer Out Total Other Uses TOTAL EXPENDITURES & OTHER USES Adopted Estimated Adopted Actual Budget Budget Budget FY 13/14 FY 14/15 FY 14/15 FY 15/16 3,544 3,544 3,544 1,129,287 1,129,287 200,000 200,000 1,329,287 16,644 16,644 1,273,515 8,456,145 9,729,660 9,746,304 EXCESS REVENUES OVER(UNDER) EXPENDITURES (1,325,744) (698,600) 420,847 4,505,304 FUND BALANCE, BEGINNING 2,638,835 FUND BALANCE, ENDING. 1,313,092 Restricted/Assigned/Committed Funds 1,313,092 UNASSIGNED FUND BALANCE, ENDING $ - IRestricted/Assigned/Committed Funds I C Cash/CD's 410 10110 00 ITOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 1,313,092 358 1,313,092 1,313,092 614,492 1,733,939 614,492 1,733,939 $ 614,492 $ 1,733,939 614,492 $ 1,733,93- 7,400 3,633 320,000 380,000 327,400 383,633 1,150,000 1,150,000 1,125,000 - 2,275,000 1,150,000 2,602,400 1,533,633 16,644 16,644 1,273,515 8,456,145 9,729,660 9,746,304 EXCESS REVENUES OVER(UNDER) EXPENDITURES (1,325,744) (698,600) 420,847 4,505,304 FUND BALANCE, BEGINNING 2,638,835 FUND BALANCE, ENDING. 1,313,092 Restricted/Assigned/Committed Funds 1,313,092 UNASSIGNED FUND BALANCE, ENDING $ - IRestricted/Assigned/Committed Funds I C Cash/CD's 410 10110 00 ITOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 1,313,092 358 1,313,092 1,313,092 614,492 1,733,939 614,492 1,733,939 $ 614,492 $ 1,733,939 614,492 $ 1,733,93- F r rr� 16,644 16,644 1,273,515 8,456,145 9,729,660 9,746,304 EXCESS REVENUES OVER(UNDER) EXPENDITURES (1,325,744) (698,600) 420,847 4,505,304 FUND BALANCE, BEGINNING 2,638,835 FUND BALANCE, ENDING. 1,313,092 Restricted/Assigned/Committed Funds 1,313,092 UNASSIGNED FUND BALANCE, ENDING $ - IRestricted/Assigned/Committed Funds I C Cash/CD's 410 10110 00 ITOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS $ 1,313,092 358 1,313,092 1,313,092 614,492 1,733,939 614,492 1,733,939 1,733,938 6,239,242 6,239,242 $ 6,239,242 6,239,242 $ 614,492 $ 1,733,939 614,492 $ 1,733,93- 1,733,938 6,239,242 6,239,242 $ 6,239,242 6,239,242 Section 1 1 Capital Project Funds Capital Projecst Fund Overview The Capital Projects Fund tracks major equipment, land, and infrastructure projects of $25,000 or more financed with General Fund operating transfers, intergovernmental revenue, bond proceeds and Special Revenue Fund transfers. Project completion or procurement may extend across two or more fiscal years and reflect multiple expense categories such as engineering, design and construction. Completed capital projects often have a continuing fiscal impact on the Town's operating funds due to routine maintenance, repair, and daily operating costs. When an ongoing operating impact has been identified, it is included on the project description sheet, and costs are projected for the next three years. Upon approval of the project, the ongoing fiscal impact is integrated into the operating budget. For more detailed information about capital projects, see the "Capital Improvement Plan". Revenues and Other Sources • FY 2015/16 projected revenues are $9,746,304. • This amount represents an increase of $8,212,671 from FY 2014/15 estimated revenues of $1,533,633. Increases are due to: o Anticipated bond proceeds of approximately $8,456,145 for land and construction costs related to the fire station complex o Transfers in of $1,273,515 for municipal building project Expenditures • FY 2015/16 expenditures total $5,241,000. Description Amount East Dove Road R&D (Vaq-TB) $ 366,000 Municipal Building 1,800,000 Fire Station Complex 2,815,000 FM 1938 and Dove Road Signalization 260,000 TOTAL $ 5,241,000 Fund Balance • FY 2015/16 ending fund balance is projected to be $6,239,249. 359 Capital Projects Fund 5 Year Projection Project Adopted Projection No. Description FY 15-16 FY 16-17 1 FY 17-18 1 FY 18-19 FY 19-20 45 REVENUES AND OTHER SOURCES - n/a Bond Proceeds (Road/Trail Projects) - - 2,379,129 64 Fire Station Complex 8,456,145 - 20 Town Improvements - - 31 Interest Income 16,644 2,310 2,166 4,560 34 Transfer in from GF 100 673,515 659,610 301,995 201,330 201,330 40 Transfer in from OF 500 TOTAL D OTHER SOURCES 600,000 316,667 - - - 41 E. Dove Road Recon & Drainage (Vaq - TB) 366,000 - 45 CAPITAL PROJECTS Hillwood Misc Project Expense - n/a Transfer out to WA Expansion 20 FM 1938 Streetscape/Wayfinding 30 SH 114/Hwy 170 Enhancements 31 Stagecoach Hills Street Recon & Drainage - - 34 S. Roanoke Road Recon & Drainage - 453,000 - 40 Sam School Road Recon & Drainage - - 281,960 - - 41 E. Dove Road Recon & Drainage (Vaq - TB) 366,000 - 343,857 56,228 47 Hwy 377 Westport Parkway Signal - - - 50 Glenwyck Farms Park Improvemen - - 52 Trail - Westlake Academy to Cemetery - - 300,949 53 Trail - Dove/Pearson/Aspen - 290,016 - 55 Outdoor Warning System - - - 58 Ottinger Road Recon/Drainage - - - 983,954 60 Pearson Lane Recon/Drainage - - 404,125 - 62 Water Line & Well Improvements - - - 63 Municipal Building 1,800,000 950,000 - 64 Fire Station Complex 2,815,000 5,200,000 421,145 65 Maintenance & Storage Facility TOTAL• - 40,000 - - - ,r16,643,000 703,105 1,037,998 $ 1,341,131 304 360 FUNDED CAPITAL IMPROVEMENT Project Description: The project will provide stabilization of road subgrade and 6" of asphalt to approximately 6,500 LF of Dove Road and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Staff is working with the Southlake developer to include a portion of this project when the Southlake portion is realighed and reconstructed in 2015/2016. ,or•- • EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering - - 100,000 - - - - 114,639 - 229,218 - 214,639 Construction - 266,000 - 56,228 551,446 Design - - - - - - - Contingency - - - - - - - Other - Other - - - - - - I - FUNDING TOTAL T - 66,000 1 78,612 343,857 1 56,228 1 766,085 EXPENDITURES TOTAL - 366,000 - - 343,857 56,228 1 V766,085 I IMPACT ON OPERATING FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash/Transfers - - 366,000 - - - - - - 366,000 - Contributions/Grants - - - - - Bonds 2017/18 CO - - - - - 343,857 - 343,857 Unfunded - - - - - - 56,228 56,228 Other - - Debt Service - - - I - FUNDING TOTAL T - 66,000 1 78,612 343,857 1 56,228 1 766,085 I IMPACT ON OPERATING BUDGET IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - - 78,612 Services - - - - Insurance - - - - - - 39,306 Repair & Maintenance - - - - Rent & Utilities - - - - - - Debt Service 39,306 OPERATING IMPACT - 39,306 78,612 361 FUNDED CAPITAL IMPROVEMENT Project Description: This project will provide a fire station, which includes four (4) bays, sleeping areas for staff members, meeting room, kitchen/food preparation, storage and offices for administration. The station is estimated to be 22K square feet of usable space and would also include the Town's Emergency Operations Center (EOC) with a back-up generator for sustainability. The project includes the acquisition of land and foundation upgrades; however, it does not include any apparatus or a training facility. PROJECT FUNDING TYPE EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Consultant/Engineering - 20,000 40,000 1,000,000 30,000 4,000,000 3,600 317,545 - 93,600 Construction inc. inflation - - - 5,317,545 Design - - 200,000 232,500 100,000 85,000 - 532,500 FF&E - - - 275,000 - - - 275,000 IT/Security - - - 212,500 - - - 212,500 Contingency - - - 150,000 - - - 150,000 Other (Foundation) - - - 300,000 - - - 300,000 Land 3.5 acre $450K - 1,575,000 1 - - - - 1,575,000 EXPENDITURES TOTAL 20,000 2,815,000 1 5,200,000 421,145 - 8,456,145 PROJECT FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash/Transfers - - - - 5,000 5,150 4,750 4,893 - - 8,456,145 Contributions - - - - Bonds 2015/16 CO - 20,000 2,815,000 5,200,000 421,145 - 20,000 15,000 85,000 Rent & Utilities - - 62,700 64,581 66,518 193,799 Debt Service - - FUNDING TOTAL YJ W 1 20,000 2,815,000 5,200,000 421,145 - 8,456,145 • •• • IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Services Insurance - - - 5,000 5,150 4,750 4,893 5,305 15,455 14,682 - - 5,039 Repair & Maintenance - - - 50,000 20,000 15,000 85,000 Rent & Utilities - - 62,700 64,581 66,518 193,799 Debt Service - - 507,369 507,369 507,369 507,369 2,029,476 OPERATING IMPACT 507,369 629,819 601,993 599,231 2,338,412 362 FUNDED CAPITAL IMPROVEMENT Project Description: Currently this facility is proposed to be a 20,000 - 30,000 square foot municipal building that will be privately owned and leased to the Town with defined points in time when the Town can purchase the building. Staff believes it will becomes a catalyst for Entrada and anchor the Town'sj) identity. The cost to the Town of approximately $2.75M will not impact the k, _ tax rate. A site for the building has already been given to the Town by the developer of Entrada. PROJECT FUNDING TYPE EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 FY 16/17 FY 17/18 1 FY 18/19 FY 19/20 Engineering - - 100,000 330,000 4,767,710 - - 1,000,000 - - 430,000 Construction ( 10% inflation) - - - - 5,767,710 Design - - 200,000 250,000 100,000 - - 550,000 FF&E - - - 400,000 - - - 400,000 IT/Security - - - 300,000 - - - 300,000 Contingency - - - 250,000 - - - 250,000 Other (Foundation) - - - 300,000 - - - 300,000 125,000 Other Admin cost - OPERATING IMPACT 50,000 1 75,000 1 EXPENDITURES TOTAL - - 350,000 1 6,672,710 1 1,100,000 - 8,122,710 PROJECT FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15 FY 15/16 1 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash/Transfers (Town) - - 1,800,000 250,000 950,000 4,022,710 - - 1,100,000 - - - 2,750,000 Contribution (Private Party) - 25,000 10,000 5,372,710 Other Services - - - - - 15,450 15,914 46,364 Insurance - - - 5,000 5,150 5,305 15,455 Repair & Maintenance FUNDING TOTAL - - 2,050,000 4,972,710 1,100,000 - Utilities ($3/sq ft) 8,122,710 - 363 IMPACT ON OPERATING BUDGET IMPACT TYPE Totals Thru FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - 25,000 10,000 10,300 45,300 Services - - 15,000 15,450 15,914 46,364 Insurance - - - 5,000 5,150 5,305 15,455 Repair & Maintenance - - 30,000 30,900 31,827 92,727 Utilities ($3/sq ft) - - 60,000 61,800 63,654 185,454 Debt Service - - - - - - OPERATING IMPACT 35,000 1 123,300 1 126,999 385,299 363 FUNDED CAPITAL IMPROVEMENT Project Description: This project will provide for the signalization of the FM 1938 and Dove Road intersection consistent with the enhancements at SH 114. The need to signalize is being caused by the proposed signalization of FM 1938 and Solana Blvd/Capital Pkwy that is currently included with the Entrada development improvements. The installation of a proposed traffic signal at FM 1938 and Solana Blvd/Capital Pkwy. in connection with the Granada and Entrada developments intersection would increase traffic congestion and safety at the FM 1938 and Dove Road intersection. While FM 1938 is a TxDOT roadway, the cost to signalize will be the responsibility of the Town. Staff will continue to pursue TxDOT funding for signalization of this intersection. 364 •-• Totals Thru IMPACT TYPE FY 13/14 EXPENDITURE TYPE Totals Thru FY 13/14 Estimated 5 Year Projection IFY15/16 Project Total FY 14/15 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Engineering - - - 260,000 - - - - - - - 260,000 - Construction - - - Design - - - - - Contingency - - - - - - - - Other - - - - - - - EXPENDITURES TOTAL - - 260,000 364 Totals Thru IMPACT TYPE FY 13/14 FUNDING TYPE Totals Thru FY 13/14 Estimated 5 Year Projection Project Total FY 14/15IFY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Cash/Transfers - - 260,000 - - - - - - - - 260,000 - Contributions/Grants - - - - Bonds 2011 CO $2.095M - - - - Unfunded - Debt Service I - OPERATING IMPACT qq- - I - - - - 260,000 Other FUNDING TOTAL - - - - - - 364 Totals Thru IMPACT TYPE FY 13/14 Estimated 5 Year Projection TOTAL FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 Supplies - - - - - - - - - - Services - - - Insurance - - - - - Repair & Maintenance - - - - - - Rent & Utilities - - - - - Debt Service I - OPERATING IMPACT qq- - I - - - I - I - 364 Fund 412 OR Westlake Academy Expansion Fund Program Summary Fiscal Year 2015/2016 Adopted Estimated Adopted Actual Budget Budget Budget FY 13/14 FY 14/15 FY 14/15 FY 15/16 REVENUES & OTHER SOURCES General Sales Tax Property Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Bond Proceeds Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Operations & Maintenance TOTAL OPERATING EXPENDITURES Capital Outlay Capital Projects Total Capital Transfer Out Total Other Uses TOTAL EXPENDITURES & OTHER USES 9,353 80,473 233,500 323,325 830,000 366,774 1,196,774 1,520,099 1,095 1,095 440,000 464,328 440,000 464,328 440,000 465,423 500 500 450,000 450,000 450,500 VXCESS REVENUES OVER(UNDER) EXPENDITURES (7,293,786) (462,805) 15,423 450,500 FUND BALANCE, BEGINNING 7,718,480 ND BALANCE, ENDING 424,694 Restricted/Assigned/Committed Funds 424,694 UNASSIGNED FUND BALANCE, ENDING $ - Restricted/Assigned/Committed Funds C Cash/CD's 410 10110 00 000 $ 424,694 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 366 424,694 424,694 (38,111) 440,117 (38,1 1 1) 440,117 440,117 890,617 890,617 Section 1 1 Capital Project Funds Westlake Academy Expansion Overview The Westlake Academy Expansion Fund tracks and accumulates resources intended to finance future Academy expansions. In FY 2012/13, approximately 8.5 million dollars of bond proceeds were used to fund construction of three new buildings at Westlake Academy with the final expenditures continuing into FY 13/14: • Cafetorium - includes stage, dressing area, storage and catering kitchen for dining and general purposes; approximately 9,600 sf. • Three story Secondary School - includes 15 classrooms, flex and office space; designed to allow for future addition if needed; approximately] 8,900 sf. • Field -house - houses locker rooms used for both athletics and PE, including a visiting team locker room; storage for equipment; offices and space to be used for the PE program; approximately 9,600 sf. In February of 2013, an Economic Development Agreement was executed between the Town and Maguire Partners -Solana Land, L.P. that requires the developer to pay $10,000 for each residential lot associated with the Granada subdivision. In FY 14/15 the Town received $410,000 associated with the completion and acceptance of Granada Phase I infrastructure. The Town is anticipating 45 lots will be final platted during FY 15/16 as part of Phase II infrastructure completion, adding an additional $450,000 in revenues to the WAE Fund. Note that payments are recorded in the Economic Development Fund and transferred to the WAE Fund. Revenues and Transfers In • FYI 5/16 projected revenues are $450,500, including: o Transfers in from the Economic Development Fund totaling $450,000 o $500 from WAE Fund investment earnings Expenditures • There are no projected expenditures for FY 15/16. Fund Balance • FY 15/16 ending fund balance is projected to be $890,617. 367 T4 -SIT is i�ct�,rctiaaa�� ��aa� F-7 t Sm T4 -SIT is i�ct�,rctiaaa�� ��aa� 370 Section 12 Fiscal & Budgetary Policies Municipal Fiscal & Budgetary Policies I. STATEMENT OF PURPOSE The overall intent of the following Fiscal and Budgetary Policy Statements is to enable the Town to achieve a long-term stable and positive financial condition. The watchwords of the Town's financial management include integrity, prudence, stewardship, planning, accountability, and full disclosure. The more specific purpose is to provide guidelines to the Town Manager and Finance Director in planning and directing the Town's day-to-day financial affairs and in developing recommendations to the Town Manger and Town Council. The scope of these policies generally span, among other issues, accounting, purchasing, auditing, financial reporting, internal controls, operating and capital budgeting, revenue management, cash and investment management, expenditure control, asset management, debt management, and planning concepts, in order to: A. Present fairly and with full disclosure the financial position and results of the financial operations of the Town in conformity with generally accepted accounting principles (GAAP), and B. Determine and demonstrate compliance with finance related legal and contractual issues in accordance with provisions of the Texas Local Government Code and other pertinent legal documents and mandates. The Town Council will annually review and approve the Fiscal and Budgetary Policy Statements as part of the budget process. II. SUMMARY OF POLICY INTENDED OUTCOMES This policy framework mandates pursuit of the following fiscal objectives: A. Operating Budget: Prepare, conservatively estimate revenues, present, and adopt the Town's annual operating plan. B. Revenues Management: Design, maintain, and administer a revenue system that will assure a reliable, equitable, diversified, and sufficient revenue stream to support desired Town services. C. Expenditure Control: Identify priority services, establish appropriate service levels, and administer the expenditure of available resources to assure fiscal stability and the effective and efficient delivery of services. D. Fund Balance/Retained Earnings: Maintain the fund balance and retained earnings of the various operating funds at levels sufficient to protect the Town's credit worthiness as well as its financial position from emergencies. 371 Section 12 Fiscal & Budgetary Policies Municipal Fiscal & Budgetary Policies E. Debt Management: Establish guidelines for debt financing that will provide needed capital equipment and infrastructure improvements while minimizing the impact of debt payments on current revenues. F. Intergovernmental Relationships: Where feasible, coordinate efforts with other governmental agencies to achieve common policy objectives, share the cost of providing governmental services on an equitable basis and support favorable legislation at the State and Federal level. G. Grants: Seek, apply for and effectively administer within this policy's guidelines, Federal, State, and foundation grants-in-aid which address the Town's current priorities and policy objectives. H. Economic Development: Initiate where feasible, encourage, and participate in economic development efforts to create job opportunities and strengthen the local tax base and economy Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and forecast the Town's financial performance and economic condition. J. Financial Consultants: With available resources, seek out and employ the assistance of qualified financial advisors and consultants in the management and administration of the Town's financial functions. 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. 372 Section 12 Fiscal & Budgetary Policies Municipal Fiscal & Budgetary Policies III. OPERATING BUDGET A. Preparation: Budgeting is an essential element of the financial planning, control and evaluation process of municipal government. The "operating budget" is the Town's annual financial operating plan. The budget includes all of the operating departments of the Town, the debt service fund, all capital projects funds, and the internal service funds of the Town. The proposed budget will be prepared with the cooperation of all Town departments, and is submitted to the Town Manager who makes any necessary changes and transmits the document to the Town Council. A budget preparation calendar and timetable will be established and followed in accordance with State law. Revenue Estimates for Budgeting: In order to maintain a stable level of services, the Town shall use a conservative, objective, and analytical approach when preparing revenue estimates. The process shall include analysis of probable economic changes 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. 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. 373 Section 12 Fiscal & Budgetary Policies Municipal Fiscal & Budgetary Policies Budget Award: Each year the Council approved operating budget will be submitted annually to the Government Finance Officers Association (GFOA) for evaluation and consideration for the Award for Distinguished Budget Presentation. G. Budget Amendments: Department Directors are responsible for monitoring their respective department budgets. The Finance Department will monitor all financial operations. The budget team will decide whether to proceed with a budget amendment and, if so, will then present the request to the Town Council. If the Council decides a budget amendment is necessary, the amendment is adopted in resolution format and the necessary budgetary changes are then made. H. Central Control: Modifications within the operating categories (salaries, supplies, maintenance, services, capital, etc.) can be made with the approval of the Town Manager. Modifications to reserve categories and interdepartmental budget totals will be made only by Town Council consent with formal briefing and Council action. Planning: The budget process will be coordinated so as to identify major policy issues for Town Council by integrating it into the Council's overall strategic planning process for the Town. Each department shall have a multi-year business plan that integrates with the Town's overall strategic plan. 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? 374 Section 12 Fiscal & Budgetary Policies Municipal Fiscal & Budgetary Policies 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. Other Considerations. The following considerations and issues will guide the Town in its revenue policies concerning specific sources of funds: • Cost/Benefit of Incentives for Economic Development - The Town will use due caution in the analysis of any tax or fee incentives that are being considered to encourage economic development. A cost/benefit (fiscal impact) analysis will be performed as a part of the evaluation for each proposed economic development project. • Non -Recurring Revenues - One-time or non-recurring revenues will not be used to finance on-going operational costs. Non-recurring revenues will be used only for one- time expenditures such as long-lived capital needs or one-time major maintenance projects that occur infrequently. Non-recurring revenues will not be used for budget balancing purposes except to cover the one-time expenditures described above. 375 Section 12 Fiscal & Budgetary Policies Municipal Fiscal & Budgetary Policies • 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, intergovemmental revenues (grants) will not be utilized for on-going operating costs. Any potential grant opportunity will be examined to identify all costs related to matching and continuation of program requirements. Staff will focus on one-time grants to avoid long-term implications. If it is determined that accepting a grant with on-going cost conditions is in the interests of the Town, all the operating and maintenance costs must be included in the financial forecast and their ultimate effect on operations and revenue requirements be known. F. Revenue Monitoring. Revenues as they are received will be regularly compared to budgeted revenues and variances will be investigated. This process will be summarized in the appropriate budget report. G. Special Revenue/Educational Funds. Where feasible and practical, General and Administrative Charges (G&A) for special revenue and educational funds of the Town of Westlake will be determined on an annual basis and transfers will be made where sufficient revenue exists to cover the associated expenditures. 376 Section 12 Fiscal & Budgetary Policies Municipal Fiscal & Budgetary Policies 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. 377 Section 12 Fiscal & Budgetary Policies Municipal Fiscal & Budgetary Policies I. Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the prompt payment requirements of State law. VI. FUND BALANCE/RETAINED EARNINGS A. General Fund Undesignated Fund Balance - The Town shall strive to maintain the General Fund undesignated fund balance at, or in excess of, 90 days of operation. B. Retained Earnings of Other Operating Funds - In the Utility Fund, the Town shall strive to maintain positive retained earnings positions to provide sufficient reserves for emergencies and revenue shortfalls. C. Use of Fund Balance -The Council delegates the responsibility to assign funds to the Town Manager or his/her designee. The Council shall have the authority to assign any amount of funds. Assignments may occur subsequent to fiscal year-end. The Council will utilize funds in the following spending order: Restricted, Committed, Assigned, Unassigned Fund Balance will be targeted to only be used with Council approval and can be only be used for the following: • Emergencies, • 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. VII. DEBT MANAGEMENT A. Debt Issuance Analysis - All consideration of debt issuance for major capital assets will be prepared within the framework of a Council approved multi-year capital improvement plan and forecast for all Town facilities and infrastructure. B. Analysis of Debt Issuance and Debt Issuance Alternatives - Staff will explore alternatives to the issuance of debt for capital acquisitions and construction projects. These alternatives will include, but not be limited to, • grants- in- aid 378 Section 12 Fiscal & Budgetary Policies Municipal Fiscal & Budgetary Policies • use of reserves • use of either current on-going general revenues or one-time revenues • contributions from developers and others • leases • userfees • impact fees C. Use of Debt Financing - The useful life of the asset or project shall, at a minimum, exceed the payout schedule of any debt the Town assumes. Debt financing instruments to be considered by the Town may include: • General obligation bonds - These must be authorized by a vote of the citizens of Westlake. • Revenue bonds - These bonds generate capital requirements necessary for continuation or expansion of a service which produces revenue and for which the asset may reasonable be expected to provide for a revenue stream to fund the debt service requirement. • Certificates of obligation - These can be authorized by Council approval with debt service by either general revenues or backed by a specific revenue stream or a combination of both. • Lease/purchase agreements - These shall only be used to purchase capital assets that cannot be financed from either current revenues or fund balance/retained earnings and to fund infrastructure improvements and additions. D. Assumption of Additional Debt - The Town shall not assume more tax -supported general purpose debt than it retires each year without first conducting an objective analysis as to the community's ability to assume and support additional debt service payments. E. Affordability Targets - The Town shall use an objective multi-year analytical approach to determine whether it can afford to assume new general purpose debt beyond what it retires each year. This process shall compare generally accepted standards of affordability to the current values for the Town. The process shall also examine the direct costs and benefits of the proposed expenditures. The decision on whether or not to assume new debt shall be based on these costs and benefits and on the Town's ability to "afford" new debt as determined by the aforementioned standards. The Town shall strive to achieve and/or maintain these standards at a low to moderate classification. 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. 379 Section 12 Fiscal & Budgetary Policies Municipal Fiscal & Budgetary Policies 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. 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. W Section 12 Fiscal & Budgetary Policies Municipal Fiscal & Budgetary Policies 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. 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. 0 Section 12 Fiscal & Budgetary Policies Municipal Fiscal & Budgetary Policies 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. 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. 382 Section 12 Fiscal & Budgetary Policies Municipal Fiscal & Budgetary Policies C. External Financial Reporting - Town will prepare and publish a comprehensive annual financial report (CAFR). The CAFR will be prepared in accordance with generally accepted accounting principles and will be presented annually to the Government Finance Officers Association (GFOA) for evaluation and awarding of the Certificate of Achievement for Excellence in Financial Reporting. D. Responsibility of Auditor to Town Council -The auditor is retained by and it accountable directly to the Town Council and will have access to direct communication with the Town Council if the Town Staff is unresponsive to auditor recommendations or if the auditor considers such communication necessary to fulfill its legal and professional responsibilities. E. Internal Financial Reporting -The Finance Department will prepare internal financial reports sufficient for management to plan, monitor, and control Town's financial affairs. XIV. CAPITAL BUDGET AND PROGRAM A. Preparation - The Town's capital budget will include all capital projects funds and all capital resources. While the capital budget will be prepared annually on a project basis, it will be based on an on-going, multi-year capital improvement plan (CIP) that shows all funded and unfunded projects as identified by staff for all Town facilities and infrastructure. The multi-year CIP will be reviewed annually, updated by staff and presented to the Council for its review and approval. The annual capital budget will be prepared by the Finance Department with the involvement of responsible departments based on the multi- year CIP. B. Control - All capital project expenditures must be appropriated in the capital budget. The Finance Director must certify the availability of resources before any capital project contract is presented to the Town Council for approval. C. Program Planning - The capital budget will be taken from the capital improvements project plan for future years. The planning time frame for the capital improvements project plan should normally be five years, with a minimum of at least three years. The replacement and maintenance for capital items should also be projected for the next five years. Future maintenance and operational costs will be considered so that these costs can be included as appropriate in the annual budget. D. Financing Programs - Where applicable and with Council approval, impact fees, pro -rata charges, assessments, or other fees should be used to fund capital projects which have a primary benefit to specific, identifiable property owners. Recognizing that long-term debt is usually a more expensive financing method, alternative financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives which equal or exceed the average life of the debt issue. 383 Section 12 Fiscal & Budgetary Policies Municipal Fiscal & Budgetary Policies 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/Utility/Vehicle Maintenance Replacement Fund) for major maintenance and replacement of street, building roof, flooring, air conditioning, equipment, etc. XVI. INTERNAL CONTROLS A. Written Procedures - Whenever possible, written procedures will be established and maintained by the Finance Director for all functions involving purchasing, cash handling and/or accounting throughout the Town. These procedures will embrace the general concepts of fiscal responsibility set for in this policy statement. B. Department Directors' Responsibilities - Each department director is responsible for ensuring that good internal controls are followed throughout his/her department, that all directives or internal controls are implemented, and that all independent auditor internal control recommendations are addressed. Departments will develop and periodically update written internal control procedures. 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 384 Section 12 Fiscal & Budgetary Policies Municipal Fiscal & Budgetary Policies other collection offices as appropriate. Periodic review of cash flow position will be performed to determine performance of cash management and conformance to investment policies. The underlying theme will be that idle cash will be invested with the intent to (1) safeguard assets, (2) maintain liquidity, and (3) maximize return. C. Fixed Assets and Inventory -Such assets will be reasonably safeguarded and properly accounted for and prudently insured. The fixed asset inventory will be updated regularly. D. Capitalization Criteria - For purposes of budgeting and accounting classification, the following criteria must be capitalized: • The asset is owned by the Town of Westlake • The expected useful life of the asset must be longer than one year, or extend the life on an identifiable existing asset by more than one year • The original cost of the asset must be at least $5,000 • The asset must be tangible • On-going repairs and general maintenance are not capitalized • New Purchases - All costs associated with bringing the asset into working order will be capitalized as part of the asset cost. This includes start- up costs, engineering or consultant type fees as part of the asset cost once the decision or commitment to purchase the asset is made. The cost of land acquired should include all related costs associated with its purchase • Improvements and Replacement - Improvement will be capitalized when they extend the original life of an asset or when they make the asset more valuable than it was originally. The replacement of assets components will normally be expenses unless they are a significant nature and meet all the capitalization criteria. E. Computer System/Data Security -The Town shall provide security of its computer/network system and data files through physical and logical security systems that will include, but are not limited to: network user authentications, firewalls, content filtering, spam/virus protection, and redundant data backup. W, T4 -SIT is i�ct�,rctiaaa�� ��aa� 386 77 7 -41Z �Tx �I'YTLtLA:� T,� �,vt C41tcr tl.*YA T4 -SIT is i�ct�,rctiaaa�� ��aa� Section 13 Investmen Policy Municipal Investment Policy POLICY STATEMENT It is the policy of the Town of Westlake (the "Town'') that the administration of its funds and the investment of those funds shall be handled as its highest public trust. Investments shall be made in a manner which will provide the maximum security of principal invested through limitations and diversification while meeting the daily cash flow needs of the Town and conforming to all applicable state and Town statutes governing the investment of public funds. The receipt of a market rate of return will be secondary to the requirements for safety and liquidity. It is the intent of the Town to be in complete compliance with local law and the Texas Public Funds Investment Act (the "Act", Texas Government Code 2256). The earnings from investments will be used in a manner that best serves the public trust and interests of the Town. SCOPE This Investment Policy applies to all the financial assets and funds held of the Town. Any new funds created by the Town will be managed under the provisions of this Policy unless specifically exempted by the Town Council and this Policy. III. OBJECTIVES AND STRATEGY It is the policy of the Town that all funds shall be managed and invested with four primary objectives, listed in order of their priority: safety, liquidity, diversification and yield. These objectives encompass the following. • Safety of Principal - Safety of principal is the foremost objective of the Town. Investments shall be undertaken in a manner that seeks to insure the preservation of capital in the overall portfolio. The suitability of each investment decision will be made on the basis of safety. • Liquidity - The Town's investment portfolio will remain sufficiently liquid to enable it to meet all operating requirements which might be reasonably anticipated. Investment decisions will be based on cash flow analysis of anticipated expenditures. • Diversification - Diversification is required in the portfolio's composition. Diversification of the portfolio will include diversification by maturity and market sector and will include the use of a number of broker/dealers or banks for diversification and market coverage. Competitive bidding will be used on each sale or purchase. • Yield - The Town's investment portfolio shall be designed with the objective of attaining a reasonable market yield, taking into account the Town's risk constraints and cash flow needs. A reasonable market yield for the portfolio will be defined as the six month (180 day) U.S. Treasury Bill which compares to the portfolio's maximum weighted average maturity of six months. The authorized investment purchased will be of the highest credit quality and marketability supporting the objectives of safety and liquidity. Securities, when not matched to a specific liability, will be short term to provide adequate liquidity. The portfolio shall be diversified to protect against market and credit risk in any one sector. :• Section 13 Investmen Policy Municipal Investment Policy The maximum weighted average maturity of the portfolio will be no more than 180 days and the maximum stated maturity of any security will not exceed two years. The funds are combined for investment purposes but the unique needs of all the funds in the portfolio are recognized and represented. Effective cash management is recognized as essential to good fiscal management. Cash management is defined as the process of managing monies in order to ensure maximum cash availability. The Town shall maintain a cash management program which includes timely collection of accounts receivable, prudent investment, disbursement of payments within invoice terms and the management of banking services. IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY Specific investment parameters for the investment of public funds in Texas are stipulated in the Public Funds Investment Act, Chapter 2256, Texas Government Code, (the "Act"). The Act is attached as Exhibit A. The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies collateral requirements for all public funds deposits. The Collateral Act is attached as Exhibit B. The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes local governments in Texas to participate in a Texas investment pool established thereunder. V. DELEGATION OF INVESTMENT AUTHORITY The 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. 390 Section 13 Investmen Policy Municipal Investment Policy VI. PRUDENCE The standard of prudence to be used in the investment function shall be the "prudent person" standard and shall be applied in the context of managing the overall portfolio. This standard states: "Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the expected income to be derived." Limitation of Personal Liability - The Investment Officer and those delegated investment authority, when acting in accordance with the written procedures and this Policy and in accord with the Prudent Person Rule, shall be relieved of personal liability in the management of the portfolio provided that deviations from expectations for a specific security's credit risk or market price change are reported in a timely manner and that appropriate action is taken to control adverse market effects. VII. INTERNAL CONTROLS The Investment Officer shall establish a system of written internal controls which will be reviewed annually with the independent auditor of the Town. The controls shall be designed to prevent loss of public funds due to fraud, employee error, and misrepresentation by third parties, or imprudent actions by employees of the Town. 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. 391 Section 13 Investmen Policy Municipal Investment Policy Delivery versus Payment - All investment security transactions shall be conducted on a delivery versus payment (DVP) basis to assure that the Town has control of its assets and/or funds at all times. IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS Securities broker/dealers may be primary or regional broker/dealers and will meet other criteria as determined by the Investment Officer including state registration and completion of a Town Broker/Dealer questionnaire (attached as Exhibit D). The following criteria must be met by authorized firms. • annual provision of an audited financial statement, • proof of certification by the National Association of Securities Dealers (NASD) • proof of current registration with the Texas State Securities Commission, and • completion of the Town's broker/dealer questionnaire. Every bank and broker/dealer with whom the Town transacts business will be provided a copy of this Investment Policy to assure that they are familiar with the goals and objectives of the investment program. The firm will be required to return a signed copy of the Certification Form (attached as Exhibit C) certifying that the Policy has been received and reviewed and only those securities approved by the Policy will be sold to the Town. X. DIVERSIFICATION AND MATURITY LIMITATIONS It is the policy of the Town to diversify its investment portfolio. Invested funds shall be diversified to minimize risk or loss resulting from over -concentration of assets in a specific maturity, specific issuer, or specific class of securities. Diversification strategies shall be established and periodically reviewed. XI. SAFEKEEPING AND 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. 392 Section 13 Investmen Policy Municipal Investment Policy Authorized collateral will include only: • Obligations of the US Government, its agencies and instrumentalities to include mortgage backed securities which pass the bank test, • Municipal obligations rated at least A by two nationally recognized rating agencies. • The custodian shall be required to provide original safekeeping receipts clearly marked that the security is pledged to the Town. XII. REPORTING The Investment Officer shall submit quarterly reports to the Council containing sufficient information to permit an informed outside reader to evaluate the performance of the investment program and in full compliance with the Act. At a minimum the report shall contain: • Beginning and ending market value of the portfolio by market sector and total portfolio • Beginning and ending book value of the portfolio by market sector and total portfolio • Change in market value during the period • Detail on each asset (book, market, description, par ad maturity date) • Earnings for the period • Overall weighted average maturity of the portfolio The report will be prepared jointly by all involved in the investment activity and be signed by the Investment Officer. It will contain all elements as required by the Act and be signed by the Investment Officers as in compliance with the Act and this Policy. Market prices for assignment of market values will be obtained from an independent source. The three month Treasury Bill average yield for the reporting period will be reported as a gauge of performance and risk. XIII. DEPOSITORIES The Town will designate one banking institution through a competitive process as its central banking services provider at least every five years. This institution will be used for normal banking services including disbursements, deposits, and safekeeping of Town owned securities. Other banking institutions from which the Town may purchase only certificates of deposit will also be designated as a depository. All banking arrangements will be in written form in accordance with FIRREA which requires a resolution of approval of the agreement by the Bank Council or Bank Loan Committee. XIV. INVESTMENT POLICY ADOPTION BY COUNCIL The Town's Investment Policy and its incorporated strategies shall be adopted by ordinance annually by the Council. 393 T4 -SIT is i�ct�,rctiaaa�� ��aa� 394 F F171 wmr 7FJ) �TLtLA:r T� /��t T4 -SIT is i�ct�,rctiaaa�� ��aa� 396 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. Section 14 Glossary & Acronyms Municipal Glossary and Acronyms Activity: A service performed by a department or division Allocation: Apart 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 397 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. Im Section 14 Glossary & Acronyms Municipal Glossary and Acronyms Bond Ordinance: A law Capital Expenditures: Any Council: The Mayor and approving the sale of major non-recurring five council members bonds that specifies how expenditure or expenditure collectively acting as the proceeds may be spent. for facilities, including legislative and additions or major policymaking body of the Bond Funds: Resources alterations, construction of town derived from issuance of highways or utility lines, bonds for financing capital fixed equipment, Current Assets: Those assets improvements. landscaping or similar which are available or can expenditures. be made readily available Budget: The Town's to finance current financial plan for a specific Cash Basis: A basis of operations or to pay fiscal year that contains an accounting under which current liabilities. Those estimate of proposed transactions are assets which will be used expenditures and the recognized when cash up or converted into cash proposed means of changes hand within one year. Some financing them. examples are cash, Certificates of Obligations temporary investments, Budget Amendment: A (CO's): Similar to general and accounts receivable revision of the adopted obligation bonds except collected within one year. budget that, when certificates require no voter approved by the Council, approval. Current Liabilities: Debt or replaces the original Comprehensive Annual other legal obligation provision. Financial Report (CAFR): arising out of transactions in This report summarizes the past which must be Budget Calendar: Schedule financial data for the liquidated, renewed, or of key dates which the previous fiscal year in a refunded within one year. Town follows in the standardized format. preparation and adoption Debt Service Fund: A fund of the budget. Contingency: A budgetary used to account for the reserve set aside for moneys set aside for the Budget Document: emergencies or unforeseen payment of interest and Instrument used by the expenditures not otherwise principal to holders of the budget -making authority to budgeted. Town's general obligation present a comprehensive and revenue bonds, the financial plan of operations Contractual Services: The sale of which finances to the Town Council. costs related to services long-term capital performed for the Town by improvements, such as Budgetary Control: The individuals, businesses, or facilities, streets and control or management of utilities. drainage, parks and the organization in water/wastewater systems. accordance with an Cost: The amount of money approved budget for the or other consideration Deficit: The excess of purpose of keeping exchanged for property or expenditures over revenues expenditures within the services. Cost may be during an accounting limitations of available incurred before money is period; or, in the case of appropriations and paid; that is, as soon as proprietary funds, the revenues. liability is incurred. excess of expense over Im Section 14 Glossary & Acronyms Municipal Glossary and Acronyms income during an Exempt: Personnel not improvements other than accounting period. eligible to receive overtime buildings, machinery, and pay and who are equipment. Department: A major expected to work administrative division of whatever hours are Franchise Fee: A fee levied the Town that indicates necessary to complete by the Town Council on overall management their job assignments. businesses that use Town responsibility for an property or right-of-way. operation or a group of Expenditures: Outflow or This fee is usually charged related operations within a non -enterprise funds paid as a percentage of gross functional area. or to be paid for an asset receipts. obtained or goods and Depreciation: Change in services obtained. Full -Time Equivalent (FTE): the value of assets The measure of authorized (equipment, buildings, etc. Expenses: Outflow of personnel often referred to with a useful life of 5 years enterprise funds paid or to as worker -years. The full or more) due to the use of be paid for an asset time equivalent of 1 person the asset. obtained or goods and (1 FTE) approximately services obtained. represents 2080 hours of EMS: Emergency Medical work per year. Services Fiscal Policy: The Town's policies with respond to Fund: A fiscal and Encumbrances: The spending and debt accounting entity with a commitment of management as they self -balancing set of appropriated funds to relate to government accounts recording cash purchase an item or services, programs, and and other financial service. capital investments. resources, together with all Reflect a set off principals related liabilities and Enterprise Fund: A fund for the planning and residual equities or established to account for programming of balances, and changes operations that are government budgets. therein, which are financed and operated in segregated for the purpose a manner similar to private Fiscal Year: A 12 -month of carrying on specific business enterprises - period to which the annual activities or attaining where the intent of the operating budget applies certain objectives in governing body is that the and at the end of which a accordance with special costs of providing goods or government determines its regulations, restrictions, or services to the general financial position and the limitations. public on a continuing result of its operations. The basis be financed or Town of Westlake's fiscal Fund Accounting: A recovered primarily year begins each October governmental accounting through user charges. 1 st and ends the following system that is organized September 30th. and operated on a fund Excess Fund Balance: The basis. excess of a fund's current Fixed Assets: Assets of a assets over its current long-term character, which Fund Balance: The excess liabilities and required are intended to continue of a fund's current assets reserve limits. to be held or used, such as over its current liabilities, land, buildings, sometimes called working 399 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 Section 14 Glossary & Acronyms Municipal Glossary and Acronyms 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. 400 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. ISO: Insurance Service Office. The system to determine the rating of a fire department. A scale of 1 to 10, with 1 being the best score. This ISO rating schedule examines many factors relating to local fire departments, especially focusing on training and equipment, and also examines the locations of the fire stations in the community. 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 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 Section 14 Glossary & Acronyms Municipal Glossary and Acronyms 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. 401 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 I% per month. Property Tax Reduction Sales Tax (PTR): '/2 cent sales tax approved by the Town of Westlake voters in May, 2006. Texas law allowed the Town to collect the new 1/2 cent sales tax that does not share the restrictive spending limitations on revenues designated to the 4A Economic Development Fund '/2 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 Section 14 Glossary & Acronyms Municipal Glossary and Acronyms capital budget allocations, revenues and interest cities within the State of which provide citizens with income. Texas. an opportunity to voice their views on the merits of ROW: Acronym for right -of- TRA: Trinity River Authority - the proposals. way. A separate governmental entity responsible for PVC: Acronym for polyvinyl Sales Tax: A general "sales providing water and chloride, a plastic tax" is levied on persons wastewater services in the compound used for water and businesses selling Trinity River basin. The Town and sewer pipes. merchandise or services in contracts with TRA for the town limits on a retail treatment of wastewater. Reserve: An account used basis. The categories for to indicate that a portion taxation are defined by TXDOT: Texas Department of fund resources is state law. Monies of Transportation restricted for a specific collected under purpose, or is not available authorization of this tax are Transfer -In: Funds for appropriation and for the use and benefit of expended in one fund and subsequent spending. the town. received in other. SCADA: Acronym that Resolution: A formal stands for Supervisory User Charges: The payment statement of opinion or Control and Data of a fee for direct receipt determination adopted by Acquisition. SCADA refers of a public service by the an assembly or other to a system that collects party benefiting from the formal group. data from various sensors service. at a remote location and Resources: Total dollars then sends this data to a Working Capital: Budgeted available for central computer which working capital is appropriations, including then manages and controls calculated as a fund's estimated revenues, fund the data. current assets less current transfers, and beginning liabilities and outstanding fund balances. Special Revenue Fund: A encumbrances. Working fund used to account for capital does not include Retained Earnings: The the proceeds of specific long-term assets or excess of total assets over revenue sources that are liabilities. For budgetary total liabilities for an legally restricted to purposes, working capital, enterprise fund. Retained expenditure for specified rather than retained earnings include both purposes. earnings, is generally used short-term and long-term to reflect the available assets and liabilities for an Supplies: A cost category resources of enterprise enterprise fund. for minor items (individually funds. priced at less than $5,000) Revenues: Funds that the required by departments to government receives as conduct their operations. income. It includes such items a tax payment, fees TMRS: Acronym for the from specific services, Texas Municipal Retirement receipts from other System, a pension plan for lip governments, fines for employees of member forfeitures, grants, shared 402 Common Acronyms Municipal Operations ACCT Account HR Human Resources AP Accounts Payable: ISO Insurance Service Office AR Accounts Receivable IT Information Technology BS Balance Sheet LTL Long Term Liabilities CAFR Comprehensive Annual Financial MC Municipal Court Report CF Cemetery Fund MGD Million gallons per day. CIP Capital Improvement Plan OS Other Sources CO's Certificates of Obligations P&D Planning and Development CPA Certified Public Accountant P&R Parks and Recreation DS Debt Service PTR Property Tax Reduction Sales Tax EF Enterprise Fund R&M Repair and Maintenance EMS Emergency Medical Services ROW Right-of-way. FLSA Fair Labor Standards Act S&P Standard & Poor's FTE Full -Time Equivalent SCADA Supervisory Control and Data Acquisition. FY Fiscal Year: SLA Service Level Adjustment G&O Goals and Objectives SRF Special Revenue Fund GAAP Generally Accepted Accounting TMRS Texas Municipal Retirement System Principles GASB Government Accounting Standards TRA Trinity River Authority Board GF General Fund TXDOT Texas Department of Transportation GFOA Government Finance Officers UMR Utility Maintenance and Replacement Association Fund GL General Ledger VMR Vehicle Maintenance and Replacement Fund GMR General Maintenance and WA Westlake Academy Replacement Fund GO'S General Obligation Bonds XFR Transfer 403 T4 -SIT is i�ct�,rctiaaa�� ��aa� 404 7.mm, Ordinance to Adopt Property Tax Rate TOWN OF WESTLAKE ORDINANCE NO. 754 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 2015 (FISCAL YEAR 2015-2016); SETTING OUT EXEMPTIONS 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 DECLARING 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, 2015 and ending on September 30, 2416, 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 sheeting on September 21, 2015, 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 142.042 that the budget officer prepare a municipal budget to cover the proposed expenditures of the municipal government for the succeeding year; and WHEREAS, it is deemed to be in the best interest of the citizens of the Town of Westlake, Texas to levy a tax as set forth below, on all taxable properties within the Town limits of Westlake in order to provide the necessary funds to provide municipal services to its citizens and to meet all municipal commitments; and WHEREAS, The Town of Westlake will raise more total property taxes than last year's budget by $66,748 or 4.88%, and of that amount, $84,477 is tax revenue to be raised from new property added to the tax roll this year. WHEREAS, the Town of Westlake has passed exemptions to certain applicable taxes which were previously adopted by earlier Resolution and recognized and adopted a tax limitation set out in the Town Municipal Code and such exemptions and limitation are included and adopted as part of this Ordinance; and WHEREAS, the Town Council finds the passage of this Ordinance to be in the best interest for the citizens of Westlake, for the preservation of public health, safety and welfare of the citizens of the Town. Ordinance 754 Page I of3 406 Ordinance to Adopt Property Tax Rate NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS: SECTION 1: That all matters stated in the findings hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirely. SECTION 2: That the Town Council of the Town of Westlake, 'Texas shall hereby levy the following taxes on each One Hundred Dollars ($100.00) of taxable valuation on all taxable property within the Town limits of the Town of Westlake, Texas to be assessed and collected by the Tax Assessor/Collector for the tax year 2015 (Fiscal year 2015-2016) for the purposes stipulated below, to -wit: (a) For General Fund Maintenance and Operations (M&O) levied on $100.00 of taxable valuation: $0.13947 (b) For Interest and Sinking Fund (debt service) levied on $100.00 of taxable valuation: $0.01687 SECTION 3: Exemptions: That the Town Council authorizes the following exemptions and limitations: (a) Homestead exemption - That it is the intent of the Town Council of the Town of Westlake to adopt the highest possible homestead exemption, which would be a homestead exemption in the amount of twenty percent (20%) of the value of the homestead, and in any event, the exemption shall be at least a minimum of Five Thousand dollars ($5,000). For purposes of this section "residential homestead" is defined as a structure (including a mobile home) or a separately secured and occupied portion of a structure (together with land, no to exceed ten (10) acres, and improvements used in the residential occupancy of the structure and the land and improvements have identical ownership) that (1) is owned by one or more individuals, either directly or through a beneficial interest is a qualifying trust; (2) is designed or adapted for a human residence; (3) is used as a residence; and (4) is occupied as his or her principal residence by an owner or, for property owned through a beneficial interest in a qualifying trust, by a trustee of the trust who qualifies for the exemption. (b) Over 65 or Disabled exemption - That an exemption for a resident over 65 or disabled, pursuant to section 11.13(b) of the Texas Tax Code shall be authorized in the amount of $10,000. A resident is eligible for an exemption under this section if the resident is over 65 or disabled, but the resident shall not be entitled to two exemptions under this section, as set out in section 11.13(b) of the Texas Tax Code. (c) The Town of Westlake previously adopted an ad valorem tax limitation in section 86-2 of the Town Code, for elderly and disabled citizens according to Article VIII, Section 1-b of the Texas Constitution and Texas Tax Code § 11.261, which provides "The county, municipality, or junior college district may not increase the total annual amount of ad valorem taxes the county, municipality; or junior college district imposes on the residence homestead of a disabled individual or an individual 65 years of age or older above the amount of the taxes the county, municipality, or junior college district imposed on the residence homestead in the first tax year, Qrdinancc 754 Page 2 of 3 407 Ordinance to Adopt Property Tax Rate other than a tax year preceding the tax year in which the county, municipality, or junior college district established the iimitation described by Subsection (a), in which the individual qualified that residence homestead for the exemption provided by Section 11.13(c) for a disabled individual or an individual 65 years of age or older." This provision, commonly referred to as a "tax freeze" means that residents who are already eligible for the provisions of that section will not have any increase in their taxes from the time that they became eligible, as citizens of Westlake, for that section. SECTION 4: State Law Required Statements: (A) THIS TAX RATE WILL RAISE MORE TAXES FOR MAINTENANCE AND OPERATIONS THAN LAST YEAR'S TAX RATE, (B) The tax rate for the upcoming fiscal year will be $0.15634 (M & O of $0.13947 and interest and sinking fund of $0.01687 totaling $0.15634). The taxes raised for maintenance and operations will be approximately $111.58 on a $100,000 home with a homestead exemption. SECTION 5: The Town of Westlake will pursue collection of delinquent taxes and adopts the provisions of Section 33.07 of the Texas Tax Code so that hereafter an additional penalty of Twenty (20) percent of the delinquent tax, penalty and interest on delinquent taxes will be imposed on taxes becoming delinquent as provided by the Texas Tax Code and the Town's collection agreement. SECTION 6: If any portion of this Ordinance shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Ordinance without the invalid provision. SECTION 7: That this Ordinance shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 21" DAY OF SEPTEMBER 2015. ATTEST: Laura L. Wheat, Mayor Kelly Edwardown Secretary omas E. B , o n M6nager APPROVE; A TO F f' I01Nry QA un L. ttaddh Low ,T n A bmey lc�l Ordinance 754 Page 3 of 3 Ordinance to Adopt FY 2015-2016 Budget TOWN OF WESTLAKE ORDINANCE NO. 753 AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS, REVISING THE BUDGET FOR THE 2014-2015 FISCAL YEAR; ADOPTING THE BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2015 AND ENDING SEPTEMBER 30, 2016 INCLUDING INVESTMENT POLICY, FISCAL AND BUDGETARY POLICIES, RESTRICTED, COMMITTED AND ASSIGNED FUND BALANCES; PROVIDING AUTHORIZATION TO THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS UP TO $25,000; PROVIDING THAT THE BUDGET TO BE 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 21, 2015; 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, 2014 and ending September 30, 2015 as shown within Exhibit "A." SECTION 3: That the Town Council does hereby approve the proposed Municipal Budget attached as Exhibit "A", adopting the budget for the fiscal year beginning October 1, 2015 and ending September 30, 2016. SECTION 4: That the Town Council hereby gives the Town Manager authorization to approve any appropriated funds up to the amount of $25,000. Ordinance 753 Page I of 2 409 Ordinance to Adopt FY 2015-2016 Budget SECTION 5: That a copy of the official adopted 2015-2016 budget document shall be kept on file in the office of the Town Secretary, SECTION 6: If any portion of this Ordinance shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Ordinance without the invalid provision. SECTION 7: That this Ordinance shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 21nd DAY OF SEPTEMBER 2015. ATTEST: n Kell Edwar s Town Secretary APPROV t TO L. ntoA Lowry, n A rney Z�" . a-�. :�d� Laura L. Wheat, Mayor Thomas E. Bry er, n Manager 410 Ordinance 753 Page 2 of 2