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Municipal Retreat Presentation 05-30-181 BALANCED SCORECARD OVERVIEW 2 MISSION –This is Why we exist. What is the core purpose of the Town? What do we do? mission Mission Vision Values Perspectives Strategic Themes & Results Strategic Objectives Performance Measures & Targets Strategic Initiatives Strategic Altitude 30,000 ft. 25,000 ft. 15,000 ft. Ground Level OBJECTIVES –How do we create and improve value for our customers? PERSPECTIVES–What performance lenses should we use to evaluate results? MEASURES –How will we know if we are achieving the results we want? VISION –Where are we going? What is our picture of the ideal future of the Town? VALUES –Timeless guiding principles that are important to the Town. THEMES & RESULTS -What is our main area of focus? What results do we want to satisfy our customer needs? INITIATIVES –what projects and programs will contribute to the desired results? Customer Stakeholder Needs Citizen, Student & Stakeholder Financial Stewardship Municipal and Academic Operations People, Facilities And Technology PERSPECTIVES ENGAGED LEADERSHIP –INTERACTIVE COMMUNICATIONS –CORE VALUES THEME: High Quality Design, Planning & Development RESULT: A desirable, well planned, high quality community distinguished by exemplary design standards. THEME: Exemplary Service and Governance RESULT: We set the standard by delivering unparalleled municipal and educational services at the lowest cost. THEME: Natural Oasis RESULT: Preserve and maintain a perfect blend of the community’s natural beauty. THEME: Exemplary Education – Westlake Academy RESULT: Westlake is an international educational leader; where each individual’s potential Is maximized. ~Mission~ ~Vision~ ~Customer Needs~ ~ Enablers & Challenges~ Custom Scorecard House STRATEGIC THEME AND RESULTS Financial Stewardship Citizen, Student & Stakeholder Municipal & Academic Operations People, Facilities & Technology Attract, Recruit, Retain & Develop the Highest Quality Workforce Increase Financial Capacity / Reserves Increase Transparency, Accessibility & Communications Maximize Efficiencies & Effectiveness Increase CSS Satisfaction Improve Technology, Facilities & Equipment Optimize Planning & Development Capabilities Increase Revenue Streams Preserve Desirability & Quality of Life Encourage Westlake’s Unique Sense of Place Attract, Recruit, Retain & Develop the Highest Quality Workforce Tier 1 Strategy Map STRATEGIC THEME OVERVIEWS THEME: High Quality Design, Planning & Development RESULT: A desirable, well planned, high quality community distinguished by exemplary design standards. THEME: Exemplary Service and Governance RESULT: We set the standard by delivering unparalleled municipal and educational services at the lowest cost. THEME: Exemplary Education –Westlake Academy RESULT: Westlake is an international educational leader; where each individual’s potential Is maximized. Themes and Results High Quality Planning and Development Strategic Theme: We are a desirable, well planned, high-quality community that is distinguished by exemplary design standards. Strategic Results 1.Are we achieving the result, as well as strategic objectives, identified for this strategic theme? Why or why not? 2.Are there changes we should consider to better achieve this result? 3.Is our physical development in concert with and tracking with the forecasts in our Comprehensive Plan? Why or why not? 4.Are there trends in commercial development that warrant review? 9 High Quality Planning and Development COMMERCIAL GROWTH PROJECTIONS 3,000,000 5,800,000 7,800,000 6,125,000 11,500,000 16,125,000 12,000 23,416 29,732 16,118 30,263 42,434 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 16,000,000 18,000,000 2018 2024 2030 DAYTIME POPULATIONCOMMERCIAL SFCommercial Square Footage and Daytime Population Actuals vs Comp Plan Sum of Actual SF Sum of Comp Plan SF Sum of Actual Pop Sum of Comp Plan Pop 10 RESIDENTIAL GROWTH PROJECTIONS 11 2,000,000 2,600,000 3,529,701 4,979,601 3,263,158 4,267,241 6,517,241 8,146,552 1,197 1,450 2,191 3,311 2,000 2,750 4,200 5,250 - 1,000 2,000 3,000 4,000 5,000 6,000 - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 9,000,000 2015 2018 2024 2030 RESIDENTIAL POPULATIONRESIDENTIAL SQUARE FEETPopulation Estimates -Census vs Comp Plan Sum of Census SF Sum of Comp Plan SF Sum of Census Pop Sum of Comp Plan Pop RESIDENT GROWTH PER COMP PLAN 2010 2015 2020 2025 2030 2035 2040 847 1197 1664 2347 3311 4670 6587 Projected increase of 5,740 residents over the next 30 years 12 RESIDENT/DAY TIME POPULATION GROWTH 13 847 1,197 1,664 2,347 3,311 4,670 6,587 8,353 10,786 15,805 24,469 29,732 36,174 44,011 - 10,000 20,000 30,000 40,000 50,000 60,000 2010 2015 2020 2025 2030 2035 2040 Residents DT Population Current Conditions 7% Resident annualized growth 4% Commercial annualized growth RESIDENTIAL SQ. FEET PROJECTIONS 0 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000 3,500,000 4,000,000 4,500,000 5,000,000 2015 2018 2024 2030 2,000,000 2,600,000 3,529,701 4,979,601 Population 1197 14 Population 1450 Population 2191 Population 3311 Design, 55.6% Infrastructure and Services 33.3% Education, 11.1% Comprehensive Plan Goal Categories – Summarizing 18 Goals 89 Objectives Ref tab 2 in the binder COMP PLAN GOALS & OBJECTIVES 15 NOTE: Some goals may be affected by changes in growth patterns, market demand and growth projection methodologies. 1.Are we achieving the result, as well as strategic objectives, identified for this strategic theme? Why or why not? -Yes, we are monitoring developments to ensure high development standards. (Knolls, Entrada, Quail Hollow, Schwab, etc.) This is in concert with our theme & strategic objectives. 2. Are there changes we should consider to better achieve this result? -We would recommend an on-going evaluation of growth patterns for the community (similar to enrollment at the school). Proactive planning for service demands and delivery. 3.Is our physical development in concert with and tracking with the forecasts in our Comprehensive Plan? Why or why not? -We are lagging in the projected numbers for square footage in both residential and commercial. 4.Are there trends in commercial development that warrant review? -Density of commercial developments as it relates to sq. footage per employee may be shifting. We will need to monitor future trends. 16 High Quality Planning and Development 1.Assumptions for this data –based on CURRENT conditions and plans/development 2.Data and modeling for previous slides does not account for economic downturn or a currently entitled multi-family housing project. 3.Comprehensive Plan is not invalid –numbers have been impacted by slow growth of Entrada and were based on development patterns at that time. 4.Westlake will continue to experience significant growth (residential & commercial) with what is currently planned a.74% increase in commercial sq. footage; b.96% increase in daytime population; c.41% increase in residential population over next five years 5.Challenges will continue and focus must remain on growth patterns in order to provide high quality service delivery and manage growth to Council expectations. 17 WHAT THIS MEANS… High Quality Planning and Development Exemplary Service and Governance Strategic Theme: We set the standard by delivering unparalleled municipal and educational services at the lowest cost Strategic Results 1.How is Westlake doing in terms of achieving this result? 2.Are there concerns about our financial position long term? 3.Is what we are doing today service-wise financially sustainable over the long term? 19 Exemplary Service and Governance FINANCES BASED ON CURRENT CONDITIONS FY 18/19 BUDGET –ALL FUNDS CURRENT YEAR Beginning Fund Balance Revenues & Other Sources Expenditures & Other Uses Net Change to Fund Balance Ending Fund Balance Change Percent Percent of Total General Fund 9,109,527 $12,873,662 $13,965,111 $(1,091,449)$8,018,079 -12%41% Enterprise Funds 681,431 6,644,469 5,157,738 1,486,731 2,168,162 218%11% Internal Service M&R 769,762 587,050 734,450 (147,400)622,362 -19%3% Internal Service Vehicle 250,647 135,965 260,000 (124,035)126,612 -49%1% Special Revenue Funds 1,162,389 2,751,940 2,804,713 (52,773)1,109,616 -5%6% Debt Service Funds 21,671 2,668,319 (2,689,990)(21,671)0 -100%0% Capital Projects Funds 6,166,370 7,849,495 6,371,681 1,477,814 7,644,184 24%39% Municipal Total $18,161,798 $33,510,900 $26,603,702 $1,527,218 $19,689,016 8%100% 21 Current Conditions $1,437,327 Proposed use of fund balance $2,964,545 Proposed increases to fund balance FORECASTED ENDING FUND BALANCES ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 General Fund $8,999,876 $7,734,933 $6,488,786 $5,342,976 $4,633,606 $3,939,990 Enterprise Funds 295,008 896,104 1,421,062 2,094,378 2,798,829 3,536,819 Capital Project Fund 1,915,869 1,797,205 2,761,118 5,076,841 5,409,292 6,634,170 Municipal Total $11,210,753 $10,428,242 $10,670,966 $12,514,195 $12,841,726 $14,110,979 22 Current Conditions Unassigned Ending Fund Balances GENERAL FUND –FIVE YEAR FORECAST 23 Current Conditions ESTIMATED PROPOSED 1 2 3 4 GENERAL FUND ONLY FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 Total Revenues and Other Sources 8,986,175 12,873,662 9,971,657 10,060,900 10,489,686 10,671,382 Total Expenditures and Other Uses 10,118,925 13,965,111 11,217,804 11,206,710 11,199,056 11,364,998 NET CHANGE TO FUND BALANCE (1,132,750)(1,091,449)(1,246,147)(1,145,810)(709,370)(693,616) Beginning Fund Balance 10,242,277 9,109,527 8,018,079 6,771,932 5,626,122 4,916,752 Ending Fund Balance 9,109,527 8,018,079 6,771,932 5,626,122 4,916,752 4,223,136 Restricted/Committed/Assigned 109,652 283,146 283,146 283,146 283,146 283,146 Unassigned Ending Balance $ 8,999,876 $ 7,734,933 $ 6,488,786 $ 5,342,976 $ 4,633,606 $ 3,939,990 Operating Expenditures 9,273,130 10,149,724 10,091,842 10,231,498 10,276,219 10,442,161 Operating Cost per Day 25,406 27,807 27,649 28,032 28,154 28,609 Operating Days 354 278 235 191 165 138 % of Operating Expenditures 250%200%166%135%116%98% GENERAL FUND –OPERATING DAYS 354 278 235 191 165 138 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 Entrada $420,337 Schwab $502,500 Based on transferring all one time building permit revenues to the Capital Project fund Entrada total = $4,593,029 Schwab total = $4,015,000 Transfer Total = $8,608,029 Entrada $1,810,387 Schwab $2,005,000 Entrada $845,795 Entrada $623,462 Schwab $502,500 Entrada $472,712 Schwab $502,500 24 Current Conditions Entrada $420,337 Schwab $502,500 GENERAL FUND –OPERATING DAYS Fund Balance and Expenditures 25 $8,999,876 $7,734,933 $6,488,786 $5,342,976 $4,633,606 $3,939,990 $9,273,130 $10,149,724 $10,091,842 $10,231,498 $10,276,219 $10,442,161 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 Unassigned Ending Balance Operating Expenditures The wider the gap The lower the days FINANCIAL SUPPORT FROM OUTSIDE SOURCES Account Description 10 YEAR TOTAL WAF Contribution for WA Buses $83,250 Chest Compression & Extinguisher Training $33,335 NCT Grant for Trauma Funding $16,495 GENERAL FUND TOTAL $133,080 WA Developer Lot Fees $1,500,000 Hudson Grant for Communications $7,885 SPECIAL REVENUE TOTAL $1,507,885 Account Description 10 YEAR TOTAL Texas Student Housing Contribution (WAF)$400,000 FM1938 Green Ribbon Grant $793,650 Cemetery Improvements $150,000 Land Fire Station Complex $1,750,000 MUNICIPAL CAPITAL PROJECTs $3,093,650 Contribution for WA Outdoor Science $277,260 Contribution for WA Bleachers & Tower $31,920 Arts & Science Center Contribution $1,275,270 Westlake Academy Expansion $1,080,475 WESTLAKE ACADEMY CAPITAL PROJECTS $2,664,925 Account Description 10 YEAR TOTAL Cemetery Contribution $50,000 ENTERPRISE FUNDS TOTAL $50,000 WAF Contribution for WA Buses $215,000 Environmental Upgrade Grant $6,250 MAINT/REPLACEMENT FUNDS TOTAL $221,250 26 Total $7,670,790 RECOMMENDED STAFFING LEVELS Current Year Staffing Departments FY 17-18 Estimated FY 18-19 PROPOSED change General Administrative 1.00 1.00 - Town Manager’s Office 2.75 2.75 - Planning & Development 4.00 4.00 - Town Secretary’s Office 1.50 1.50 - * Fire Department 15.50 16.00 0.50 Municipal Court 4.25 4.25 - Public Works Office 4.00 4.00 - * Facilities Maintenance 1.25 1.75 0.50 Finance Department 4.00 4.00 - Parks and Recreation 0.50 0.50 - Information Technology 2.00 2.00 - Human Resources 2.00 2.00 - Communications Office 2.00 2.00 - Grand Total All Positions 44.75 45.75 1.00 •Fire Department •proposed addition of a part time clerk For FY 2018/2019 27 •Facilities Maintenance •propose changing current part time clerk to full time 1.How is Westlake doing in terms of achieving this result? We are providing excellent services for both municipal and academic stakeholders. Survey data and responses have indicated strong positive feedback. 2.Are there concerns about our financial position long term? General Fund (fund balance) is declining. 3.Is what we are doing today, service-wise, financially sustainable over the long term? See above. We need to continue monitoring one-time revenue along with General Fund (fund balance). 28 Exemplary Service and Governance WHAT THIS MEANS… 1.Over the last 10 years, we have received over $7M in grants and donations from outside sources 2.Majority of GF revenue for services (87%) are received from non-Westlake residents 3.General fund transfers could be reduced thru lower transfers out to Capital and MMR Funds 4.Staffing predictions continue in a conservative manner 5.Potential money from Schwab Phase 2 reserved for one time/infrequent/capital 6.Future review of eco devo projects should consider impact of abatements on G&O from comp plan and AV assessment percentage in fund balance of GF 29 Exemplary Service and Governance DIRECTIONFINDERS -2017 30 Overall Composite Customer Satisfaction Index 2009 2010 2011 2013 2015 20172009 2010 2011 2013 2015 2017 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2009 (N=253)2010 (N=261)2011 (N=255)2013 (N=250)2015 (N=248)2017 (N=174) 26.9%33.7%32.5% 41.6%44.8%46.0% 47.8% 47.1% 38.4% 34.0%33.1%35.1% 15.8% 12.3% 16.9% 17.2%12.1% 11.5% 4.0%2.7% 4.3% 2.8%4.0%0.6%0.4%0.0% 0.8% 0.0%2.4%1.1% 5.1%4.2%7.1%4.4%3.6%5.7%Don't Know Very Dissatisfied Dissatisfied Neutral Satisfied Very Satisfied Q3A: Quality of local police protection 31 DIRECTIONFINDERS -2017 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% 2009 (N=253)2010 (N=261)2011 (N=255)2013 (N=250)2015 (N=248)2017 (N=174) 23.7%22.2%28.2%32.0% 40.7%42.0% 28.5%30.3% 32.9%26.0% 16.9% 27.0% 14.2%11.1% 9.4% 8.0%7.7% 6.3% 2.0% 0.8% 1.6% 0.8%0.8% 1.1% 1.2% 1.1% 0.8% 0.0%1.6% 1.1% 30.4%34.5% 27.1% 33.2%32.3% 22.4% Don't Know Very Dissatisfied Dissatisfied Neutral Satisfied Very Satisfied Q3F: Quality of fire services 32 DIRECTIONFINDERS -2017 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% 2011 (N=255)2013 (N=250)2015 (N=248)2017 (N=174) 20.4%24.8% 36.7%31.6% 28.2% 35.6% 26.2%32.2% 15.7% 12.8%11.3%13.2%10.2% 5.2%2.4% 4.6%4.7%0.8%2.0% 1.7% 20.8%20.8%21.4%16.7%Don't Know Very Dissatisfied Dissatisfied Neutral Satisfied Very Satisfied Q3GG: Timeliness of Town Staff to concern/issues (<24 hours) 33 DIRECTIONFINDERS -2017 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2009 (N=253)2010 (N=261)2011 (N=255)2013 (N=250)2017 (N=174) 23.7%24.1% 15.7% 28.4% 38.5% 41.9%42.5% 46.3% 37.2% 37.4% 18.6%16.9% 20.4%14.8% 10.3% 7.5%5.0%8.2% 5.6% 2.9% 1.6%5.7%4.3% 3.2% 4.0% 6.7%5.7%5.1% 10.8%6.9% Don't Know Very Dissatisfied Dissatisfied Neutral Satisfied Very Satisfied Q1I: Overall quality of government services provided by the Town 34 DIRECTIONFINDERS -2017 The Percentage of Parents Reporting Their Child Was Progressing “At or Ahead of Expectations” is at an All-Time High 35 Increase of More than 5% Decrease of More than 5%36 Increase of More than 5% Decrease of More than 5%37 1.Service delivery expectations are high in Westlake -staff is performing well above the national average. 2.Staffing level forecasting will need to balanced with budget projections and service delivery expectations. 3.Success of Westlake contingent on several factors: 1.Measured (managed) growth 2.Comp Plan actualization 3.Strategic Plan progress 4.Budget Stability 5.Adherence to Vision, Values, Mission 6.Community and Organizational Health 4.The fiscal health of the Municipal General Fund is critical to the ability of the Town government to deliver its current levels of service. 38 WHAT THIS MEANS… Exemplary Service and Governance FINANCES BASED ON GROWTH MODELING COMMERCIAL GROWTH PROJECTIONS 3,000,000 5,800,000 7,800,000 6,125,000 11,500,000 16,125,000 12,000 23,416 29,732 16,118 30,263 42,434 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 16,000,000 18,000,000 2018 2024 2030 DAYTIME POPULATIONCOMMERCIAL SFCommercial Square Footage and Daytime Population Actuals vs Comp Plan Sum of Actual SF Sum of Comp Plan SF Sum of Actual Pop Sum of Comp Plan Pop 40 RESIDENT GROWTH PER COMP PLAN 2010 2015 2020 2025 2030 2035 2040 847 1197 1664 2347 3311 4670 6587 Projected increase of 5,740 residents over the next 30 years 41 FORECASTED STAFFING LEVELS Current Year Staffing Forecasted Staffing Departments FY 17-18 Estimated FY 18-19 PROPOSED change FY 19-20 Projected FY 20-21 Projected FY 21-22 Projected FY 22-23 Projected General Administrative 1.00 1.00 -1.00 1.00 1.00 1.00 Town Manager’s Office 2.75 2.75 -2.75 2.75 2.75 2.75 Planning & Development 4.00 4.00 -4.00 4.00 4.00 4.00 Town Secretary’s Office 1.50 1.50 -1.50 1.50 1.50 1.50 * Fire Department 15.50 16.00 0.50 18.50 24.00 28.00 31.00 Municipal Court 4.25 4.25 -4.25 4.25 4.25 4.25 Public Works Office 4.00 4.00 -4.00 4.00 4.00 4.00 Facilities Maintenance 1.25 1.75 0.50 1.75 1.75 1.75 1.75 * Finance Department 4.00 4.00 -5.00 5.00 5.00 5.00 Parks and Recreation 0.50 0.50 -0.50 0.50 0.50 0.50 * Information Technology 2.00 2.00 -2.00 2.00 3.00 3.00 * Human Resources 2.00 2.00 -2.00 3.00 3.00 3.00 * Communications Office 2.00 2.00 -2.50 3.50 3.50 3.50 Grand Total All Positions 44.75 45.75 1.00 49.75 57.25 62.25 65.25 42 FORECASTED ENDING FUND BALANCES ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 General Fund $8,999,876 $7,734,933 $6,105,252 $3,924,599 $1,668,294 $(903,463) Enterprise Funds 295,008 896,104 1,421,062 2,094,378 2,798,829 3,536,819 Capital Projects Funds 1,915,869 1,797,205 2,761,118 5,076,841 5,409,292 6,634,170 Municipal Total $11,210,753 $10,428,242 $10,287,432 $11,095,817 $9,876,415 $9,267,526 Growth Modeling 43 Unassigned Ending Fund Balances GENERAL FUND –FIVE YEAR FORECAST Growth Modeling 44 ESTIMATED PROPOSED 1 2 3 4 GENERAL FUND ONLY FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 Total Revenues and Other Sources 8,986,175 12,873,662 9,971,657 10,060,900 10,489,686 10,671,382 Total Expenditures and Other Uses 10,118,925 13,965,111 11,601,338 12,241,553 12,745,990 13,243,139 NET CHANGE TO FUND BALANCE (1,132,750)(1,091,449)(1,629,681)(2,180,653)(2,256,304)(2,571,757) Beginning Fund Balance 10,242,277 9,109,527 8,018,079 6,388,398 4,207,745 1,951,440 Ending Fund Balance 9,109,527 8,018,079 6,388,398 4,207,745 1,951,440 (620,317) Restricted/Committed/Assigned 109,652 283,146 283,146 283,146 283,146 283,146 Unassigned Ending Balance $ 8,999,876 $ 7,734,933 $ 6,105,252 $ 3,924,599 $ 1,668,294 $ (903,463) Operating Expenditures 9,273,130 10,149,724 10,475,376 11,266,342 11,823,153 12,320,302 Operating Cost per Day 25,406 27,807 28,700 30,867 32,392 33,754 Operating Days 354 278 213 127 52 (27) % of Operating Expenditures 250%200%156%99%42%-22% 354 278 213 127 52 (27) FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 GENERAL FUND –OPERATING DAYS Growth Modeling 45 WHAT THIS MEANS… •With the projected growth patterns from Comp Plan and Growth Modeling = pre-planning is vital to the success of our community. •High satisfaction results •Service delivery •Sustainability •General Fund –Fund Balance •Stability •Revenue Streams •Tax Abatements •Fire Station No. 2 may be on the horizon •Staffing Levels for Fire-EMS •Response Times •Western Westlake growth •Timing of Station 46 Exemplary Service and Governance AD VALOREM PROPERTY TAXES Ad Valorem Tax Rates 48 FY 2017/2018 FY 17/18 Adopted M&O Rate $ 0.11133 I&S Rate $ 0.02482 TOTAL $ 0.13615 Current Adopted Tax Rate is $0.13615 49 FY10/11 FY11/12 FY12/13 FY13/14 FY14/15 FY15/16 FY16/17 FY17/18 0.16010 0.15684 0.15684 0.15684 0.15634 0.15634 0.13695 0.13615 Ad Valorem Tax Rate History Net Taxable Value Increased $181M Ad Valorem Tax Comparison 50 0.47300 0.46200 0.43000 0.37512 0.29025 0.28927 0.22000 0.13615 Trophy ClubSouthlakeKellerRoanokeHasletGrapevineHighlandPark Ad Valorem Tax 51 is the total tax rate calculated to raise the same amount of property tax revenue from the same properties. Ad Valorem Tax Rates 52 f Tax Rate Tax Payment Change Amount Tax Levy Revenue Increase Amount 2017-2018 TAX RATE 0.13615 $1,986 $1,619,924 18-19 Effective Tax Rate 0.13124 $1,914 -$72 $1,619,924 -0- Add One Penny 0.14124 $2,060 $146 $1,743,356 $123,432 Rollback Tax Rate 0.15108 $2,203 $289 $1,864,813 $244,889 Based on May Appraisal Values Average Taxable Home $1,458,400 With 20% homestead exemption Ad Valorem Tax Revenues $1.227 $1.272 $1.237 $1.198 $1.257 $1.318 $1.483 $1.284 $0.00 $0.20 $0.40 $0.60 $0.80 $1.00 $1.20 $1.40 $1.60 $1.80 2011 Actuals .16010 2012 Actuals .15684 2013 Actuals .15684 2014 Actuals .15684 2015 Actuals .15634 2016 Actuals .15634 2017 Actuals .13695 2018 Estimated .13615 M&O I&S 53 Town of Westlake Westlake Hills Southlake Addison Colleyville Highland Park West University Place Bellaire University Park Piney Point Village Bunker Hill Village Southside Place Westover Hills 14.98%19.21% 27.16% 41.85% 53.39%54.38%58.14%59.10%59.11% 73.27%75.50%77.93%82.89%If you remove the outliers (Westlake, Westlake Hills, Southlake) then the average is 60.25%. Ad Valorem Taxas a Percentage of GF Revenue According to Westlake Comprehensive Plan, 60-65% of General Fund revenue recommended to derive from ad valorem property tax. According to TML, Property Taxes make up 54.4% of local government revenues in Texas (page 7, chart 2). According to a report from the Texas Comptroller, Property Taxes make up 47.92% of total taxes in 2015 in Texas (Page 7, Exhibit 1). 54 WHAT THIS MEANS… 1.Adopting rollback rate would potentially generate $244K in General Fund for fund balance = approx. $289 per year to average home. 2.Comp plan recommends 60-65% composition of ad valorem vs. other revenue sources for General Fund 3.Comp plan Goals & Objectives outlines stronger emphasis on commercial vs. residential (ad valorem) 55 Exemplary Service and Governance CAPITAL IMPROVEMENT PROJECTS FUNDED CAPITAL PROJECTS Formerly Adopted Projects by Funding Type 57 Totals thru FY 17-18 FY 18-19 FY 19-20 PROJECT Proj Project Description FY 16/17 Estimated Proposed Projected TOTAL CP68 FM 1938/Dove Road Signalization 304,119 160,000 --464,119 CASH/FUND BALANCE (formerly adopted)304,119 160,000 --464,119 CP70 FM 1938/Solana Traffic Signalization 294,703 10,000 --304,703 CP76 Cemetery Improvements -100,000 50,000 -150,000 CONTRIBUTIONS (Formerly adopted)294,703 110,000 50,000 -454,703 CP71 WA Outdoor Learning Space 129,808 175,000 -123,595 428,403 FOUNDATION CONTRIBUTION (Formerly adopted)129,808 175,000 0 123,595 428,403 405 Fire Station Complex 2,737,121 7,339,673 2,399,630 -12,476,424 FY 17/18 FIRE STATION -20 YEAR BONDS 2,737,121 7,339,673 2,399,630 -12,476,424 CP60 Pearson Lane Recon/Drainage --404,125 -404,125 CP53 Trail -Dove/Pearson/Aspen --290,016 -290,016 CP40 Sam School Road Recon & Drainage --281,960 -281,960 CP67 Wayfinding Signage --229,500 -229,500 CP78 Solana Pavement Repairs --90,000 -90,000 CP77 WA Pond Repairs --82,000 -82,000 CP75 Flashing Crosswalk (Dove @ Pearson & Ottinger)--80,000 -80,000 CP80 FM1938 Pavement Repairs --80,000 -80,000 CP79 Wyck Hill Pavement Resurface --54,450 -54,450 CP42 Trail Connection at Hwy 114 & Solana Blvd.--30,000 -30,000 CP52 Trail -Academy to Cemetery ---300,949 300,949 CP34 Roanoke Road Recon & Drainage South 2,900 --480,180 483,080 CP58 Ottinger Road Recon/Drainage ---983,954 983,954 FY 18/19 STREET/TRAIL -20 YEAR BONDS 2,900 -1,622,051 1,765,083 3,390,034 TOTAL CAPITAL PROJECT COSTS $3,468,651 $7,784,673 $4,071,681 $1,888,678 $17,213,683 FUNDED CAPITAL PROJECTS Formerly Adopted Projects by Type 58 Road & Street Improvements $1,838,312 11% Fire Station Complex $12,476,424 72% Academy Facility Improvements $510,403 3% Trail, Park, Cemetery Improvements $409,500 2% Trail and Road Improvements $1,979,044 12% CAPITAL PROJECTS Project Description Totals FY 18-19 FY 19-20 FY 20-21 FY 21-22 PROJECT Thru Proposed Projected Projected Projected GRAND FY 16-17 Budget Budget Budget Budget TOTAL SH114 and Schwab Way Traffic Signal Upgrade --257,500 --257,500 Hwy 170 and 377 Traffic Signal Upgrade --265,000 --265,000 Dove Road & Randol Mill Traffic Circle *---674,238 892,427 1,566,665 Hwy 170 and Roanoke Traffic Signal Upgrade --15,000 257,500 -272,500 Glenwyck Farms Telecommunications Ductbank -806,400 ---806,400 SH 114/170 Enhancements 239,433 ---830,592 1,070,025 Sub-Total -Road/Street Improvements 239,433 806,400 537,500 931,738 1,723,019 4,238,090 Hwy 377 Landscape Improvements (Phase I & II)--411,100 436,000 -847,100 Trail -Fidelity Campus to WL Parkway at Hwy 114 *--330,338 --330,338 Westlake Academy Pedestrian Underpass ----741,600 741,600 Cemetery Improvements ---73,609 77,904 151,513 15-30 Acre Community Park ---8,623,423 183,706 8,807,129 Sub-Total -Trail/Park/Cemetery Improvements --741,438 9,133,032 1,003,210 10,877,680 TOTAL UNFUNDED (UNDER DISCUSSION)$239,433 $806,400 $1,278,938 $10,064,770 $2,726,229 $15,115,770 PROJECTS FOR FUTURE YEARS (TBD) Municipal Town Hall ------ Fire Dept Ladder Truck *-2,000,000 ---2,000,000 Fiber to Connect Town Owned Facilities *-300,000 ---300,000 WA Phase II Construction ------ WA Phase III Construction ------ TOTAL TO BE DECIDED $-$2,300,000 $-$-$-$2,300,000 59 Unfunded / Under Discussion Highlighted Projects Recommended for Funding $4,197,003 WHAT THIS MEANS… •How is Westlake doing in achieving this result? •Staff has identified short and long-term projects designed to ensure sustainability in our infrastructure and assets. A multi-sourced approach to funding is being utilized for capital projects and vehicle replacement/purchase. •Capital projects are focused on streets and infrastructure. -Area where resident survey identifies need for improvement. -Academic capital needs addressed in subsequent slides. •Staff recommends further focus on trails, public safety apparatus, IT fiber connectivity, intersection reconstruction at Randol Mill as funded projects. •As approved in the current budget, CO’s would be issued this fiscal year for repayment to begin in next fiscal year. 60 Exemplary Service and Governance Exemplary Education Westlake Academy Strategic Theme: Westlake is an international educational leader where each individual’s potential is maximized. Strategic Results 1.What are the projected enrollment predictions for residents in the coming years? 2.Do our percentage of enrolled resident students vary by programme? 3.What are staff identified immediate needs for the campus? 4.What do the grandparent enrollment numbers possibly indicate for our future? 62 Exemplary Education -Westlake Academy WA ENROLLMENT PROJECTIONS 63 Founders 3 Non-lottery totals 374 Staff 57 42% of enrollment w/staff children Grade Level Target Numbers Enrolled Returning Students 2017-2018 Residents Returning Resident Entry via Permits Pending Residents Returning + Pending Residents (New) Pending Staff (New) Siblings (New) Lottery Numbers with Pending Residents Predicted Enrollment Counts % of Resident Enrollment Kinder 54 0 0 0 19 19 5 10 20 54 54 35% G1 54 53 21 2 1 24 0 0 0 1 54 44% G2 58 54 21 1 4 26 0 0 0 3 57 46% G3 59 58 23 2 1 26 1 0 0 2 58 45% G4 61 60 22 1 0 23 0 0 0 0 60 38% G5 63 57 28 3 3 34 0 5 0 8 63 54% Primary 349 282 115 9 28 152 6 15 20 68 346 44% G6 75 66 19 0 3 22 0 9 0 11 75 29% G7 76 73 27 3 3 33 0 0 2 5 76 43% G8 76 76 20 3 3 26 0 0 0 3 79 33% G9 76 76 24 1 1 26 0 0 0 1 76 34% G10 84 74 15 1 3 19 0 3 6 10 84 23% G11 84 75 12 0 3 15 1 1 7 12 85 18% G12 66 66 21 0 0 21 0 0 0 0 66 32% Secondary 537 506 138 8 16 162 1 13 15 42 541 30% Total 886 788 253 17 44 314 7 28 35 110 887 35% WA FIVE YEAR FINANCIALS 64 Adopted Amended Amount Proposed Amount Projected Projected Projected Projected FY 17/18 FY 17/18 Inc/(Dec)FY 18/19 Inc/(Dec)FY 19/20 FY 20/21 FY 21/22 FY 22/23 Transportation 10,000$ 10,000$ -$ 10,000$ -$ 10,000$ 10,000$ 10,000$ 10,000$ Parking 15,000 15,000 - 15,000 - 15,000 15,000 15,000 15,000 Athletic Activities 90,700 90,700 - 90,700 - 92,548 92,548 92,548 92,548 Interest Earned 3,000 6,000 3,000 6,000 - 6,000 6,000 6,000 6,000 WAF Blacksmith Donation 1,000,000 1,000,000 - 1,030,000 30,000 1,041,720 1,053,440 1,065,160 1,076,880 WAF Salary Reimbursement 67,800 67,800 - 69,834 2,034 71,929 74,087 76,309 78,599 Town Contribution - Westlake Reserve 300,000 300,000 - 300,000 - 300,000 300,000 300,000 300,000 Town Contribution 15,000 15,000 - 15,000 - 15,000 15,000 15,000 15,000 Other Local Revenue (BTS, Tech & Other)58,800 58,800 - 60,383 1,583 60,383 60,383 60,383 60,383 Fund raiser (Back to School)16,000 16,000 - 16,000 - - - - - Food Services 6,100 7,000 900 7,000 - 7,000 7,000 7,000 7,000 Total Local Revenues 1,582,400 1,586,300 3,900 1,619,917 33,617 1,619,580 1,633,457 1,647,400 1,661,409 Percent of total revenues 18%19%-3%18%9%18%18%18%18% TEA - Foundation School Funds (Inc. accrual)5,781,200 5,884,871 103,671$ 5,946,442 61,571 6,014,811 6,090,381 6,165,950 6,241,519 CTE Funding (additional TEA-FSP Funds)572,200 424,933 (147,267) 513,902 88,969 513,902 513,902 513,902 513,902 TEA - Available School Funds 191,300 167,161 (24,139) 166,724 (437) 166,724 166,724 166,724 166,724 TEA - Facilities Allotment $200 per ADA - - - 168,000 168,000 177,200 179,200 181,200 183,200 TEA - IB Training 6,300 - (6,300) - - - - - - TRS On-behalf/Medicare Part B 450,700 400,000 (50,700) 412,000 12,000 420,240 428,645 437,218 445,962 Total State Revenues 7,001,700 6,876,965 (124,735) 7,207,068 330,103 7,292,877 7,378,851 7,464,994 7,551,307 Percent of total revenues 82%81%103%82%91%82%82%82%82% TOTAL REVENUES 8,584,100$ 8,463,265$ (120,835)$ 8,826,985$ 363,720$ 8,912,457$ 9,012,309$ 9,112,394$ 9,212,716$ REVENUES Revenues 65 Adopted Amended Amount Proposed Amount Projected Projected Projected Projected FY 17/18 FY 17/18 Inc/(Dec)FY 18/19 Inc/(Dec)FY 19/20 FY 20/21 FY 21/22 FY 22/23 Variance Variance EXPENDITURES by FUNCTION 201,595 201,595 Function 11 - Instructional 4,975,270$ 4,810,132$ (165,138)$ 4,847,872 37,740 Function 12 - Resources & Media 82,639 88,303 5,664 88,303 - Function 13 - Curriculum & Staff Dev 84,545 84,545 - 84,545 - Function 21 - Instructional Leadership 206,623 161,278 (45,345) 164,778 3,500 Function 23 - School Leadership 757,692 893,994 136,302 893,994 - Function 31 - Guidance & Counseling 223,973 309,054 85,081 312,630 3,576 Function 33 - Health Services 66,024 70,513 4,489 70,513 - Function 36 - Co/Extracurricular Activities 218,358 235,356 16,998 212,239 (23,117) Function 41 - Administrative 260,167 331,432 71,265 251,432 (80,000) Function 51 - Maintenance & Operations 960,743 949,115 (11,628) 945,582 (3,533) Function 52 - Security & Monitoring - - - 40,000 40,000 Function 53 - Data Processing 195,505 197,776 2,271 211,126 13,350 9,173 7,019 Function 61 - Community Services 124,460 133,633 9,173 133,633 - 868 (89,727) Function 71 - Debt Service 166,200 167,068 868 167,068 - TOTAL EXPENDITURES BY FUNCTION 8,322,199$ 8,432,199$ 110,000$ 8,625,310$ 193,111$ 10,041 (82,708) Object Code 61XX - Salaries 6,279,299$ 6,349,247$ 69,948$ 6,550,842$ 201,595$ 6,681,859$ 6,748,677$ 6,816,164$ 6,884,326$ Object Code 62XX - Contracted Services 1,003,205 1,075,696 72,491 998,269 (77,427) 1,008,252 1,018,334 1,028,518 1,038,803 Object Code 63XX - Supplies & Materials 395,828 325,468 (70,360) 429,974 104,506 434,274 438,616 443,003 447,433 Object Code 64XX - Other Operating Costs 477,667 514,720 37,053 479,157 (35,563) 483,949 488,788 493,676 498,613 Object Code 65XX - Debt Service 166,200 167,068 868 167,068 - 167,068 167,068 170,000 170,000 TOTAL EXPENDITURES BY OBJECT 8,322,199$ 8,432,199$ 110,000$ 8,625,310$ 193,111$ 8,775,401$ 8,861,484$ 8,951,360$ 9,039,174$ Other Resources - Local 60,000$ 60,000$ -$ 60,000$ -$ 100,000 100,000 100,000 100,000 Other Uses - Local (60,000) (60,000) - (60,000) - (100,000) (100,000) (100,000) (100,000) NET OTHER RESOURCES (USES)- - - - - - - - - EXCESS REVENUES OVER(UNDER) EXP 261,901$ 31,066$ (230,835)$ 201,675$ 170,609$ 137,056$ 150,825$ 161,033$ 173,543$ ASSUMPTIONS: BSA - $1,172 per student Payroll FY 18/19 - 3% (within 0.5% of median Payroll FY 19/20 - 2% Payroll subsequent years - 1% EXPENDITURES WA FIVE YEAR FINANCIALS Expenditures 66 Adopted Amended Amount Proposed Amount Projected Projected Projected Projected FY 17/18 FY 17/18 Inc/(Dec)FY 18/19 Inc/(Dec)FY 19/20 FY 20/21 FY 21/22 FY 22/23 FUND BALANCE BEGINNING 934,324$ 934,324$ -$ 965,390$ 31,066$ 1,167,065$ 1,304,121$ 1,454,946$ 1,615,979$ FUND BALANCE ENDING 1,196,225 965,390 (230,835) 1,167,065 201,675 1,304,121 1,454,946 1,615,979 1,789,521 Assigned - Bus Maintenance 24,090 24,090 - 24,090 - 12,090 Assigned - Uniform/Equip replacement 15,000 15,000 - 15,000 - 15,000 15,000 15,000 15,000 FUND BALANCE ENDING (Unassigned)1,157,135$ 926,300$ (230,835)$ 1,127,975$ 201,675$ 1,277,031$ 1,439,946$ 1,600,979$ 1,774,521$ Number of Operating Days (365)51 40 (11) 48 8.64 53 59 65 72 Dollars per Operating Day 22,801$ 23,102$ 301 23,631$ 529$ 24,042$ 24,278$ 24,524$ 24,765$ Total Students Enrolled 856 856 - 876 20 886 896 906 916 TEA Funding per Student (Incl CTE & SPED)7,646$ 7,567$ (79) 7,757$ 190$ 7,757$ 7,757$ 7,757$ 7,757$ Operating Cost per Student (Academic Only)9,722$ 9,851$ 129 9,846$ (4)$ 9,905$ 9,890$ 9,880$ 9,868$ Teachers 65.6 66.1 (0.3) 66.1 - 66.1 66.1 66.1 66.1 Student/Teacher Ratio 13.1 13.0 0.5 13.3 0.30 13.4 13.6 13.7 13.9 FUND BALANCE WA FIVE YEAR FINANCIALS Fund Balance WA STAFFING LEVELS 67 Employee Type FY 12/13 Actual FY 13/14 Actual FY 14/15 Actual FY 15/16 Actual FY 16/17 Actual FY 17/18 Estimated FY 18/19 Proposed Change Principals 3.00 4.00 4.50 4.50 4.50 4.50 4.75 0.25 Coordinators 3.50 3.50 3.50 4.50 4.50 3.50 4.25 0.75 Primary 17.90 19.90 23.59 27.00 27.00 27.00 26.50 (0.50) Secondary 24.50 24.91 30.92 32.06 32.55 34.26 34.83 0.57 Support 13.27 13.97 18.10 15.50 15.00 14.00 13.00 (1.00) Instr Specialist 3.50 3.50 5.00 6.25 6.00 5.00 4.75 (0.25) WA Foundation 1.50 1.50 1.50 1.50 1.50 1.50 1.50 - Facilities 1.60 1.60 2.00 2.00 2.00 2.00 2.00 - Technology 1.80 1.80 1.10 2.00 2.00 2.00 2.00 - Total Staff 70.57 74.68 90.21 95.31 95.05 93.76 93.58 (0.18) Total Teachers 45.90 48.31 59.51 65.31 65.55 66.26 66.08 (0.18) WA STAFFING LEVELS 68 3.00 4.00 4.50 4.50 4.50 4.50 4.75 3.50 3.50 3.50 4.50 4.50 3.50 4.25 17.90 19.90 23.59 27.00 27.00 27.00 26.50 24.50 24.91 30.92 32.06 32.55 34.26 34.83 13.27 13.97 18.10 15.50 15.00 14.00 13.00 3.50 3.50 5.00 6.25 6.00 5.00 4.75 0 25 50 75 100 FY 12/13 Actual FY 13/14 Actual FY 14/15 Actual FY 15/16 Actual FY 16/17 Actual FY 17/18 Estimated FY 18/19 Proposed Technology Facilities WA Foundation Instr Specialist Support Secondary Primary Coordinators Principals Defined Employee Groups by FTE FINANCIAL SUPPORT FROM OUTSIDE SOURCES WESTLAKE ACADEMY FOUNDATION 10 YEAR TOTAL Administrative Dept $66,130 Gallery Night $1,179,190 External Grants $10,000 Blacksmith $7,607,605 Capital Campaign $682,290 Westlake Baja $991,545 Endowment Fund $1,103,685 Fund-An-Item $110,430 Run the Ranch $6,600 GRAND TOTAL $11,757,475 69 WESTLAKE ACADEMY 10 YEAR TOTAL Hudson Foundation Grants $529,930 WAF Donations/Contributions $8,663,825 WAF Teacher Grants $927,145 Bradley Student Travel Proceeds $12,450 Quinn Endowment Grants $5,865 HOC Teacher Grants/Contributions $43,960 GRAND TOTAL $10,183,175 Total $21,940,650 1.What are the projected enrollment predictions for residents in the coming years? -Steady increase over next several years. 2.Do our percentage of enrolled resident students vary by programme? -Yes, currently our higher concentration is in the Primary Years Programme. 3.What are staff identified immediate needs for the campus? -Lab space and art room, potentially on the east side of the Arts & Sciences building. 4.What do the grandparent enrollment numbers possibly indicate for our future? -Increase from 16 to 27 students over past three years. Still relatively low, 3% of student body. 70 Exemplary Education -Westlake Academy Exemplary Governance Strategic Theme: We set the standard by delivering unparalleled municipal and educational services at the lowest cost Strategic Results 1.Do our current TC/BOT policies assist the Town Council/BOT in providing governance excellence? Are there any “gaps” in these policies? 2.Are we adequately familiar with these policies? Do they need revision or updating? Do we need any new governance related policies? 3.Are we consistent in the use of these policies? 72 Exemplary Education -Westlake Academy 1.Town Council Meetings Policy Overview 2.Financial Policies 3.SGR –Case Studies EXEMPLARY GOVERNANCE 73