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Ord 866 Adopting a revised Fiscal Year 17-18 and new proposed Fiscal Year 18-19 budget TOWN OF WESTLAKE ORDINANCE NO. 866 AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS, REVISING THE BUDGET FOR THE 2017-2018 FISCAL YEAR; ADOPTING THE BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2018 AND ENDING SEPTEMBER 30, 2019 INCLUDING INVESTMENT POLICY, PAY PLAN POLICY, FISCAL AND BUDGETARY POLICIES, RESTRICTED, COMMITTED AND ASSIGNED FUND BALANCES; PROVIDING AUTHORIZATION TO THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS UP TO $50,000; PROVIDING THAT THE BUDGET TO BE KEPT IN CITY SECRETARY'S OFFICE; PROVIDING FOR A SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, public notice of a public hearing on the proposed annual budget, stating the date, time, and place and subject matter of the public hearing, was given as required by the laws of the State of Texas and; and WHEREAS, a public hearing was duly held and all interested persons were given an opportunity to be heard for or against any item therein on September 24, 2018; 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, 2017 and ending September 30, 2018 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, 2018 and ending September 30, 2019. SECTION 4: That the Town Council hereby gives the Town Manager authorization to approve any appropriated funds up to the amount of$50,000. Ordinance 866 Page 1 of 2 SECTION 5: That a copy of the official adopted 2018-2019 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 24th DAY OF SEPTEMBER 2018. ATTEST: )T, Wt4) c" ,g-e-4C6 Laura L. Wheat, Mayor -44-1-tu\CCI ,(3—Y101/4- /49Y14-#1-- 4. Kelly Edw&r , Town Secretary Thomas E. Brymer, T n Manager APPROV- . • S T ORM: 11' (4,•WEST`/� • . anton owr L e Atto y /�. -:� T 8'.X...,'' Ordinance 866 Page 2 of 2 The Town of Westlake * 1500 Solana Blvd, Suite 7200 * Westlake, Texas 76262 * www.westlake-tx.org Investing in our Community DISTINCTIVE BY DESIGN Investing in our Vision This page is intentionally blank PROPERTY TAX VOTE TOWN OF WESTLAKE FISCAL YEAR 2018-2019 ANNUAL BUDGET i This budget will raise more revenue from property taxes than last year’s adopted budget by approximately $272,358 (does not include any prior year payments and penalties), which is a 17.10% increase from last year's budget. The property tax revenue to be raised from new property added to the tax roll this year is $50,499. TOWN COUNCIL RECORD VOTE The members of the governing body voted on the proposal to consider the budget as follows: FOR: Alesa Belvedere Carol Langdon Rick Rennhack Wayne Stoltenberg Michael Barrett AGAINST: None PRESENT but abstained from Voting: None ABSENT: None PROPERTY TAX RATE COMPARISON Tax Rate Adopted FY 17/18 Adopted FY 18/19 Property Tax Rate $0.13615/100 $0.15600/100 Effective Tax Rate $0.13615/100 $0.13551/100 Effective Maintenance & Operations Tax Rate $0.12899/100 $0.11152/100 Debt Rate $0.02482/100 $0.02399/100 Rollback Tax Rate $0.17252/100 $0.15618/100 MUNICIPAL DEBT OBLIGATIONS The total debt obligation secured by property taxes for various projects totals $287,699. • 2011 CO payment for street projects of $117,796 • 2013 GO Refunding payment of $169,903 for Arts & Science Center construction. The debt payment for the Science Center was originally paid from the Visitors Association Fund. . ii 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, 2018. 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. G.F.O.A. DISTINGUISHED BUDGET A WARD October 1, 2018 iii VISION STATEMENT & POINTS We are Leaders A premiere place to live, leadership in Public education, corporate and Governmental partnerships, and high development standards. 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. A Caring Community Informed residents, small town charm and values, historical preservation. Service Excellence Public service that is responsive and professional, while balancing efficiency, effectiveness and financial stewardship. Exemplary Governance Town officials, both elected and appointed, exhibit respect, stewardship, vision, and transparency. 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. iv 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 THE TOWN OF WESTLAKE Distinctive by Design v WESTLAKE ELECTED COUNCIL MEMBERS Laura Wheat Mayor lwheat@westlake-tx.org Carol Langdon Mayor Pro-Tem clangdon@westlake-tx.org Michael Barrett Council Member mbarrett@westlake-tx.org Alesa Belvedere Council Member abelvedere@westlake-tx.org Rick Rennhack Council Member rrennhack@westlake-tx.org Wayne Stoltenberg Council Member wstoltenberg@westlake-tx.org WESTLAKE BOARDS & COMMISSIONS Westlake Historical Preservation Society  Westlake Academy Foundation  Planning & Zoning Commission  Texas Student Housing Authority  4B Economic Development Board  Arbor Day Advisory Committee  Public Arts Committee  vi WESTLAKE ADMINISTRATIVE PERSONNEL T OWN M ANAGER’S O FFICE Tom Brymer Town Manager tbrymer@westlake-tx.org 817-490-5720 Amanda DeGan Asst. Town Manager adegan@westlake-tx.org 817-490-5715 T OWN S ECRETARY’S O FFICE Kelly Edwards Town Secretary kedwards@westlake-tx.org 817-490-5710 Tanya Morris Assistant tmorris@westlake-tx.org 817-490-5741 F INANCE D EPARTMENT Debbie Piper Director dpiper@westlake-tx.org 817-490-5712 Jaymi Ford Supervisor jford@westlake-tx.org 817-490-5721 Marlene Rutledge Academic Technician mrutledge@westlake-tx.org 817-490-5737 Melinda Brown Municipal Technician mbown@westlake-tx.org 817-490-5728 M UNICIPAL C OURT Jeanie Roumell Administrator jrooumell@westlake-tx.org 817-490-5746 Martha Solis Lead Clerk msolis@westlake-tx.org 817-490-5748 Shelby Orasanu Deputy Clerk sorasanu@westlake-tx.org 817-490-5747 Vickie Brown Court Clerk vbrown@westlake-tx.org 817-490-5724 Warren Bradley Judge wbradley@westlake-tx.org 817-490-5746 C OMMUNICATIONS AND C OMMUNITY A FFAIRS Ginger Awtry Director gawtry@westlake-tx.org 817-490-5710 Jon Sasser Manager jsasser@westlake-tx.org 817-490-5736 H UMAN R ESOURCES AND A DMINISTRATIVE S ERVICES Todd Wood Director twood@westlake-tx.org 817-490-5711 Blair Wilson Generalist bwilson@westlake-tx.org 817-490-5734 P ARKS & R ECREATION AND F ACILITIES M AINTENANCE Troy Meyer Director tmeyer@westlake-tx.org 817-490-5735 Darcy McFarlane Assistant dmcfarlane@westlake-tx.org 817-490-5768 P LANNING A ND D EVELOPMENT Ron Ruthven Director rruthven@westlake-tx.org 817-490-5739 Pat Cooke Inspector pcooke@westlake-tx.org 817-490-5726 Nick Ford Coordinator nford@westlake-tx.org 817-490-5742 Dottie Samaniego Permit Clerk dsamaniego@westlake-tx.org 817-490-5745 P UBLIC W ORKS Jarrod Greenwood Director jgreenwood@westlake-tx.org 817-490-5720 Diana Orender Assistant dorender@westlake-tx.org 817-490-5732 Paul Andreason Technician pandreason@westlake-tx.org 817-490-5731 Kory Kittrell Project Manager kkittrell@westlake-tx.org 817-490-5720 E MERGENCY S ERVICES Richard Whitten Fire Chief rwhitten@westlake-tx.org 817-490-5785 John Ard Fire Marshal jard@westlake-tx.org 817-490-5783 I NFORMATION T ECHNOLOGY Jason Power Director jpower@westlakeacademy.org 817-490-5750 Duston McCready Network Administrator dmccready@westlake-tx.org 817-490-5749 Ray Workman Coordinator rworkman@westlakeacademy.org 817-490-5751 Mitch Wells Technician mwells@westlakeacademy.org 817-490-5752 The Town of Westlake * 1500 Solana Blvd, Building 7, Suite 7200 * Westlake, Texas 76262 vii 1. EXECUTIVE SECTION • 01 Transmittal Letter - This section is written to the Town Council by the Town Manager and provides a high-level preview of the Town’s budget. 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. • 13 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. • 21 Community Profile - This section includes statistical and supplemental data that describes the Town of Westlake and its community. It furnishes a valuable perspective when reviewing budget issues and making decisions related to allocation of government resources. The goal is to provide a context for understanding the decisions incorporated into the budget document. 2. FINANCIAL ANALYSIS • 45 Budget 101 Overview - 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. • 71 Financial Summaries and Analysis - This section gives an analysis between the current year and prior year budget, as well as the variance explanations. Several different tables are presented of all fund revenues, expenditures and fund balance amounts. • 77 Ad Valorem Property Tax Analysis – A property tax is an ad valorem tax that an owner of real estate or property pays on the value of the property being taxed. • 83 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. • 95 Long Term Planning - The Long-Range Financial Forecast takes a forward look at the Town’s revenues and expenditures in order to identify potential financial trends, shortfalls, and issues. 3. GENERAL FUND • 119 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. o 127 Departmental Summaries 4. ENTERPRISE FUNDS • 173 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. o 177 Cemetery Fund o 181 Utility Fund 5. INTERNAL SERVICE FUNDS • 189 Internal Service Funds - Internal service funds are used for operations serving other funds or departments within a government on a cost-reimbursement basis. o 193 Utility Major Maintenance o 197 General Major Maintenance • 201 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. o 209 Utility Vehicle Maintenance o 213 General Vehicle Maintenance 6. SPECIAL REVENUE FUNDS • 217 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. o 221 Visitors Association Fund o 225 4B Economic Development o 229 Economic Development - o 233 Public Improvement District Fund o 237 Public Arts Fund o 241 Lone Star Public Facilities The Town of Westlake * 1500 Solana Blvd, Building 7, Suite 7200 * Westlake, Texas 76262 viii 7. DEBT SERVICE FUNDS • 245 Debt Service Funds - This section provides a summary of the annual principal and interest payments for all outstanding bonded debt and capital leases. The Town issues general obligation bonds and certificates of obligation to provide for the acquisition and construction of major capital facilities and infrastructure. o 253 Debt Service Fund 300 o 261 Debt Service Fund 301 8. WESTLAKE ACADEMY FUND • 265 Westlake Academy - This fund was incorporated into the Town’s budget beginning in FY 2010-11. Westlake Academy opened its doors in September 2003 when the Town of Westlake officials took advantage of the State of Texas’ acceptance of chartered schools and thus, became the first and only municipality in the state to receive a chartered school designation. 9. CAPITAL PROJECT FUNDS • 281 Capital Projects - 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). o 285 Municipal Facilities Project Fund o 289 Capital Project Fund o 295 Westlake Academy Expansion 10. CAPITAL IMPROVEMENT PLAN • 301 Capital Improvements Program - 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 several projects that cannot be addressed given funding limitations. o 305 Funded Capital o 327 Unfunded Capital 11. MUNICIPAL POLICIES • 341 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. • 359 Investment Policy - It 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. • 365 Employee Pay Plan Policy - The purpose of this policy is to set out the philosophy, purpose, and intent of the Town of Westlake’s pay system for municipal employees. 12. APPENDIX • 373 Ordinance to Adopt the Budget • 375 Ordinance to Adopt Property Tax Rate • 378 Glossary • 384 Acronyms This page is intentionally blank This section is written to the Town Council by the Town Manager and provides a high-level preview of the Town’s Budget. 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. Transmittal Letter 1 Section 1 Executive Transmittal Letter September 24, 2018 Honorable Mayor and Town Council: On behalf of the Town of Westlake’s Department Directors and our staff teams, I am pleased to present the Proposed FY 2018-19 Budget for the Town Council’s consideration. This year’s budget theme is “Investing in our Community. Investing in our Vision”. For the past several budget seasons, we have identified a theme to help communicate the budget message along with the measured growth and development of our community. Shown below are the most recent themes: FY2016-17 “FORGING WESTLAKE: MANAGING THE IMPACT OF GROWTH” This fiscal year’s budget emphasized moving from implementing our new Comp Plan, to inculcating it into our budget with sufficient resources to properly administer our planning and development review services in a way that more effectively deals proactively with the impact of growth in all the Town’s services. FY 2015-16 “FORGING WESTLAKE: WRITING THE NEXT CHAPTER” The first fiscal year where we began to utilize our new Comprehensive Plan (Comp Plan), Forging Westlake, to plan for our growth. FY 2014-15 “COMMUNITY GROWTH ON THE HORIZON” Recognizing the growth that was about to occur and identifying ways to address potential expansions. In keeping with this tradition, we have identified this year’s theme as a continuation of the impact development has had in Westlake and the need to reinvest in the community to ensure we maintain our values and provide exceptional customer service. 2 Section 1 Executive Transmittal Letter I. Recent Trends & an Overview of our Community As mentioned previously, our community continues to experience growth as evidenced by increased interest from prospective stakeholders looking to call Westlake ‘home’. This places us in a pivotal position to help shape the future of the Town in keeping with our Comprehensive and Strategic Plans and directives from the Council. We have been fortunate to recently partner with Charles Schwab to locate a regional facility within our community and have approved a new residential development, “The Knolls” along Solana Boulevard. These improvements, paired with our new Fire – EMS station continue to place us on a path of development, which has been carefully managed to support the Council’s Vision for our municipality. The adherence to our community values, Vision statement, Comprehensive Plan, stakeholder feedback, and distinctive design standards have helped create a community that is reflective of our newly presented municipal tagline – “Distinctive by Design”. Our budget theme for this fiscal year further supports those efforts through recommended reinvestment in our service delivery methods, community, vision, infrastructure, and our staff teams. II. Our Value Proposition Westlake’s value proposition is found in the excellent municipal and academic services that are provided to our residents – all at an exceptional price! We have historically maintained the lowest ad valorem tax rate in the Metroplex and should the Council adopt the proposed rate, we will remain in the bottom 5% of rates across the state of Texas. Our community has high expectations for service delivery – both in accessibility, responsiveness, financial stewardship, amenities, distinctive developments, open spaces and education. Those points are born out in the results we receive in our DirectionFinders citizen surveys, through our Parent surveys, and in the academic achievements of our students. In order to maintain the high- quality services our stakeholders expect, this budget recommends an Investment in our Community and an Investment in our Vision through: • Our people and our daily service delivery • Our infrastructure • Our exemplary school III. Challenges and Fiscal Indicators Challenges remain for us as we look out over the next several years to maintain the value proposition found within Westlake. The areas of focus for our organization during the coming year will include: continued oversight of proposed and in-progress development projects, mobility, fiscal stewardship, enhanced communications with our residents, the continued safety and security of our community, and overall regional growth. This approach will assist us in providing a firm foundation for service delivery and protect the vision the Council established for Westlake. 3 Section 1 Executive Transmittal Letter Some of our local challenges include: Traffic Demands for Mobility both within Westlake and throughout the region – As our community evolves staff will keep a close eye on partnerships and/or opportunities that will help foster mobility within the community without compromising the design standards and expectations of our residents. East / West traffic continues to be an area of concern along with the ability of our surrounding highway capacity for transient vehicles. Population growth in both commercial and residential communities – since the inception of a professional staff team in 2001, our daytime population has increased by an estimated 316%, while our permanent (nighttime) population has increased by 337%. Both of these factors cause an increased drive for service delivery and impact the way our community develops. It is important that we continue to monitor our growth trends and focus on delivering the high quality services our residents expect. Focus on both residential and commercial developments to comply with our design standards – with the new commercial development of Charles Schwab and the progress being made in the Entrada mixed-use development, staff will continue to work to ensure we are creating and maintaining the relationships necessary to bring these projects to life as the Council has directed. In the residential arena, we have The Knolls that we expect to break ground in the next fiscal year and we will work with the developer on this project. As we look to regional or state issues and opportunities, we will monitor these issues among others: Pending ad valorem property tax cap proposed by the Governor – as presented, the proposal would restrict the Council’s ability to respond locally to the needs of our community. Staff will continue to monitor any legislation put forward for consideration and advise both the community and the Council as updates or changes occur. Water usage and demand – our staff team will continue to work with the city of Southlake and the Trophy Club MUD to address the new meter station challenges to bring this project to a close. We will also be working on the Phase 2 waterline construction that will help secure our current and future water needs for Westlake. IV. Budget Preparation and Recommendations With the presentation of the budget, staff is recommending an increase in the ad valorem assessment from the effective rate of $0.13551 to $0.15600. The additional revenue generated, should the Council approve the increase, would help balance our on-going expenditures with our on-going revenue. The proposed budget would fund our current levels of service without any significant expansion in costs to the General Fund, which are not mandated by the state, required through contractual obligations, or self-funded. Staff also performed an in-depth review of the budget to ensure that we had identified all revenue streams and minimized the impact of commitments to the General Fund. The table below indicates the majority of our categories are: 4 Section 1 Executive Transmittal Letter Expenditures On-going One-time Total Payroll & Related $ 276,422 $ 61,439 $ 337,861 Service Level Adjustments 14,504 14,504 Facility Related 261,853 261,853 Development Related 335,510 335,510 Miscellaneous 65,000 65,000 Grand Total $ 552,779 $ 461,949 $ 1,014,728 - Payroll costs reflect an increase based on our annual salary survey and Council policy - On-going Service Level Adjustments (SLA’s) which are minimal (less than $15K) - Lease costs for Town Hall space booked for the full fiscal year and increased maintenance costs for the new Fire-EMS facility - Development costs identified and proposed for funding through one-time money As contained in Council policy, the majority of the revenue funds that would be considered one- time in frequency are transferred out to the Conduit Funds we use to help provide for the replacement of vehicles, address any major maintenance and repairs, or to fund projects in our Capital Improvements Program (CIP). The proposed budget would retain approximately $335,500 of the anticipated one-time revenue to cover costs associated with development and inspection fees that are also considered one-time or infrequent in nature. As a staff team, we believe the proposed budget positions us to continue to meet the service level expectations of the Council and our stakeholders. Our organization provides an excellent array of municipal and academic benefits for those who call Westlake ‘home’ through the utilization of our financial policies, strategic plan, Comprehensive Plan and feedback from our community. All while supporting the vision the Council has set for the community. That vision is: Westlake is an oasis of natural beauty that maintains our open spaces in balance with distinctive development, trails, and quality of life amenities amidst an ever-expanding urban landscape. My thanks to our Councilmembers, our great Leadership Team and Finance Department staff for their commitment to Westlake in helping to ensure our community is “Distinctive by Design”. Thomas E. Brymer Town Manager 5 Section 1 Executive Transmittal Financials FUND BALANCE CHANGES BY FUND TYPE On behalf of the Senior Leadership Team and all Westlake staff members, I am presenting the Fiscal Year 2018-19 budget document for the Council’s consideration as follows: Projected Projected Net Beginning Revenues Expenditures Ending Change Fund Type Fund and Other and Other Fund Percent to Fund Change Balance Sources Uses Balance of Total Balance Percent General Fund $ 9,216,613 $ 12,313,609 $ 12,064,992 $ 9,465,231 42% $ 248,618 3% Enterprise Funds 400,739 7,540,741 6,364,008 205,060 1% 1,176,733 294% Internal Service Funds 1,570,999 1,503,545 1,079,475 1,995,069 9% 424,070 27% Special Revenue Funds 1,175,308 2,835,410 2,884,218 1,126,499 5% (48,808) -4% Debt Service Funds 30,821 2,662,779 2,693,600 - 0% (30,821) -100% Capital Projects Funds 7,202,555 4,643,614 4,676,681 7,169,488 32% (33,067) 0% Municipal Total 19,597,035 31,499,699 29,762,974 21,333,760 94% 1,736,725 9% Academic Funds 997,046 8,644,100 8,382,199 1,258,947 6% 261,901 26% TOTAL $ 20,594,078 $ 40,143,799 $ 38,145,173 $ 22,592,704 100% $ 1,998,626 10% The FY 2018-19 budgeted expenditure amount totals $38,145,173 for all funds • Fund balance shows a 10% increase of $1,998,626 from the prior year estimated. o Academic funds reflect a 26% increase of $261,901 o Municipal funds reflect a 9% increase of $1,736,725 and include planned use of fund balance of $112,696. M UNICIPAL O PERATING E XPENDITURES If only Municipal operating expenditures were taken into consideration (removal of all expenditures related to capital projects, inter-fund transfers and Westlake Academy), the FY18-19 budget shows a 7% increase of $1,302,440. ESTIMATED FY 17/18 ADOPTED FY 18/19 Change Amount Change Percent Payroll & Related $ 4,208,369 $ 4,495,731 $ 287,362 7% Operating Expenditures 13,291,438 14,306,516 1,015,078 8% TOTAL $ 17,499,807 $ 18,802,247 $ 1,302,440 7% 6 Section 1 Executive Transmittal Financials GENERAL FUND REVENUES Evaluating the budget within the context of a long-term forecast is important as it shows whether we are on the right road financially in FY 2018-19. FY 17-18 Estimated FY 18-19 Adopted FY 19-20 Projected FY 20-21 Projected FY 21-22 Projected FY 22-23 Projected Total Revenues 9,304,946 12,313,609 9,581,327 9,766,546 10,146,508 10,407,058 Total Expenditures (10,330,613) (12,064,992) (11,130,004) (11,055,456) (11,087,180) (11,256,827) NET CHANGE TO FUND BALANCE (1,025,667) 248,618 (1,548,677) (1,288,910) (940,672) (849,769) Beginning Fund Balance 10,242,277 9,216,610 9,465,228 7,916,551 6,627,641 5,686,969 Ending Fund Balance 9,216,610 9,465,228 7,916,551 6,627,641 5,686,969 4,837,200 Restricted/Committed/Assigned 304,504 304,504 304,504 304,504 304,504 304,504 Unassigned Ending Balance 8,912,106 9,160,724 7,612,047 6,323,137 5,382,465 4,532,696 Operating Expenditures 9,270,948 9,543,216 9,935,220 10,022,424 10,156,770 10,326,417 Operating Cost per Day 25,400 26,146 27,220 27,459 27,827 28,292 Operating Days 351 350 280 230 193 160 G ENERAL S ALES AND USE T AX • Budgeted to be $3,900,000. This reflects an 11% increase of $389,500 when compared to prior year estimates primarily due to a development agreement. o Sales taxes are collected on the sale of goods and services within the Town as authorized by the State of Texas. o 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 monthly. o 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. o The Town also receives an additional .50% sales tax that is recorded in the 4B Economic Development Corporation Fund. AD VALOREM PROPERTY TAX This Town has assessed a property tax since FY2011-12. The ad valorem tax rate per $100 of assessed valuation is proposed to increase by $0.01985 for the FY 2018-19 to the proposed tax rate of $.15600 (just under the calculated rollback rate of $.15618). 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. FY 17/18 Adopted Tax Rate FY 18/19 Adopted Tax Rate Change Amount M&O $ 0.11133 $ 0.13201 $ 0.02068 I&S $ 0.02482 $ 0.02399 $ (0.00083) $ 0.13615 $ 0.15600 $0.01985 7 Section 1 Executive Transmittal Financials This budget will raise more revenue from property taxes than last year’s adopted budget by approximately $272,358 which is a 17.10% increase from last year's budget. The property tax revenue to be raised from new property tax roll this year is $50,499. The total debt obligation secured by property taxes for various projects totals $287,699. • 2011 CO payment for street projects of $117,796 • 2013 GO Refunding payment of $169,903 for Arts & Science Center construction. The debt payment for the Science Center was originally paid from the Visitors Association Fund. Based on July 2018 certified values, the Town’s “net taxable value” increased by $68,089,024 over the prior year adjusted information for FY 17-18. This is attributable to • 11% increase in residential • 1% increase in commercial • 3% increase in personal VISITOR ASSOCIATION FUND REVENUES 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 are budgeted to be $843,895 • This represents a 0.5% increase of $4,550 from prior year estimated revenues. UTILITY F UND R EVENUES 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 revenues and other sources are budgeted to be $7,522,501 • This represents a 53% increase of $2,606,326 from prior year estimated revenues. 8 Section 1 Executive Service Level Adjustments SERVICE LEVEL ADJUSTMENT OVERVIEW 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. There are 2 types of “Service Level Adjustments”. 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”. 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 expenditures 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. This budget reflects the following service level adjustments. TOTAL AMOUNT ONE-TIME AMOUNT ON-GOING AMOUNT REVENUES $ 9,710,979 $9,243,527 $467,452 Percent 95% 5% EXPENDITURES $ 4,626,898 $4,117,519 $509,379 Percent 89% 11% NET CHANGE $ 5,084,080 $5,126,009 $(41,925) 9 Section 1 Executive Service Level Adjustments SERVICE LEVEL ADJUSTM ENTS BY PERSPECTIVE 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 shows how these SLA’s impact the BSC’s strategic objectives within each of the BSC perspectives. Further, it connects how each SLA within each Perspective addresses challenges identified in the transmittal letter. PERSPECTIVE & OUTCOME OBJECTIVE TOTAL AMOUNT ONE-TIME AMOUNT ON-GOING AMOUNT CUSTOMERS, STUDENTS, STAKEHOLDERS Outcome Objectives: • Preserve Desirability & Quality of Life • Increase CSS Satisfaction $947,016 $947,016 100% $0 0% FINANCIAL STEWARDSHIP Outcome Objectives: • Increase Financial Capacity & Reserves • Increase Revenue Streams $9,710,979 $9,243,527 95% $467,452 5% MUNICIPAL AND ACADEMIC OPERATIONS Outcome Objectives: • Maximize Efficiencies & Effectiveness • Encourage Westlake’s Unique Sense of Place • Increase Transparency, Accessibility & Communications $269,827 $35,000 13% $234,827 87% PEOPLE, FACILITIES AND TECHNOLOGY Outcome Objectives: • Attract, Recruit, Retain, Develop Quality Workforce • Improve Technology, Facilities & Equipment • Optimize Planning & Development Capabilities $3,410,055 $3,135,503 92% $274,552 8% NET CHANGE $5,084,080 $5,126,009 $(41,925) 10 TOTAL AMOUNT ONE-TIME ON-GOING Sales & Use Tax 10.8%$1,050,000 $1,050,000 $0 Property Tax 3.8%$368,126 $0 $368,126 Building Permits and Fees 22.7%$2,206,393 $2,206,393 $0 Permit Fees Utility 1.0%$99,326 $0 $99,326 Other Sources 61.7%$5,987,134 $5,987,134 $0 $9,710,979 $9,243,527 $467,452 percentage 95%5% TOTAL AMOUNT ONE-TIME ON-GOING Market Adjustment 4.1%$191,314 $0 $191,314 Performance Pay 1.1%$50,000 $50,000 $0 Additional Positions 0.6%$26,296 $0 $26,296 Other Employee Changes -1.0%-$47,670 $11,439 -$59,109 TOTAL $219,940 $61,439 $158,501 percentage 28%72% Debt Payments 18.7%$865,105 $807,529 $57,576 Economic Development 4.3%$200,000 $200,000 $0 Payroll Transfers 1.5%$67,284 $0 $67,284 Rent & Utilities 3.2%$149,543 $0 $149,543 Services 2.4%$110,500 $92,500 $18,000 TOTAL $1,392,432 $1,100,029 $292,403 percentage 79%21% Capital Projects 47.1%$2,177,051 $2,177,051 $0 Capital Outlay 0.1%$5,000 $5,000 $0 M&R Projects 18.0%$832,475 $774,000 $58,475 TOTAL $3,014,526 $2,956,051 $58,475 percentage 98%2% 4,626,898$ 4,117,519$ 509,379$ percentage 89%11% TOTAL AMOUNT ONE-TIME ON-GOING $5,084,080 $5,126,009 -$41,925 percentage 101%-1% TOTAL AMOUNT ONE-TIME ON-GOING Customers, Students Stakeholders $947,016 $947,016 $0 Financial Stewardship $9,710,979 $9,243,527 $467,452 Municipal/Academic Operations $269,827 $35,000 $234,827 People/Facilities/Technology $3,410,055 $3,135,503 $274,552 $5,084,080 $5,126,009 -$41,925 percentage 101%-1% SERVICE LEVEL ADJUSMENT TYPE Payroll & Related Costs Operating Expenditures Capital Projects TOTAL ALL EXPENDITURES NET CHANGE TO FUND BALANCE NET CHANGE TO FUND BALANCE SERVICE LEVEL ADJUSMENT TYPE BY BALANCED SCORECARD PERSPECTIVE does not include transfers out Revenues SUMMARY of ALL SLA FUND CHANGES SERVICE LEVEL ADJUSMENT TYPE does not include transfers in BY GENERAL LEDGER ACCOUNT TYPE TOTAL ALL REVENUES 11 This page is intentionally blank 12 The Town Council and staff utilize the “Balanced Scorecard " method to implement and 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 with our stakeholders, 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. Strategic Planning and Management System 13 Section 1 Executive Strategic Plan BALANCED SCORECARD STRATEGIC PLANNING & MANAGEMENT SYSTEM The Town Council and staff utilize the “Balanced Scorecard " method to implement and 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 with our stakeholders, 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 Themes and Results o Strategic Objectives o Measures and Targets 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 an updated version for review. Staff reviewed the previous version and created a more succinct statement that identifies the unique service 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/weaknesses, as well as the opportunities/threats we face (SWOT), the information was presented to the Council during a retreat in May of 2013. The following was created as a result of the discussions in 2013 along with annual review as necessary. 14 Section 1 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: 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. 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 staff in their day to day work and the Council as it conducts its business: INTEGRITY-DRIVEN GOVERNMENT Transparent Innovation Sense of Community Fiscal Responsibility Strong Aesthetic Standards Educational Leaders Informed & Engaged Citizens Family Friendly & Welcoming Preservation of our Natural Beauty Planned Responsible Development 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 activity. 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. “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.” “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.” 15 Section 1 Executive Strategic Plan The four perspectives of the plan, which were customized by the Council, are as follows: Citizens, Students, and Stakeholders: Financial Stewardship: Municipal and Academic Operations: People, Facilities, & Technologies: viewed through the eyes of our customers and stakeholders Financial oversight; effective use of resources focuses on processes that create value for the customers and stakeholders involves, work culture, innovation, leadership, governance, tools and technology necessary to provide services STRATEGIC THEMES AND RESULTS 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, populated the maps with strategic objectives and created an objective commentary document. All of this sets the framework for a comprehensive Tier One map for the municipal program of services. The current Balance Scorecard was adopted by Council in September 2014. 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 provide services more effectively 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. 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. Natural Oasis Preserve and maintain a perfect blend of the community’s natural beauty. 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. Exemplary Education Westlake is an international educational leader where everyone’s potential is maximized. 16 Section 1 Executive Strategic Plan PERSPECTIVES OBJECTIVES PERFORMANCE MEASURES Citizens, Students, And Stakeholders Preserve Desirability & Quality of Life • Alignment between comp plan, zoning & dev. Regulations • Ratio of exemplary schools in/around Westlake • Enrollment composite (capacity vs. wait list) • Student successes from WA • Direction Finder survey results Increase CSS Satisfaction • Attrition rate • Average length of time residents live in Westlake • Percentage of leavers (all) • External validation points (awards per year) • Direction Finder survey results • Percentage of violations issued to residents due to failure to meet development/code requirements Financial Stewardship Increase Financial Capacity & Reserves • Fund Balance • Quarterly financial report data Increase Revenue Streams • Local revenue monitoring • Percent of revenues budgeted Municipal And Academic Operations Maximize Efficiencies & Effectiveness • Percentage of time spent on Q2 planning and implementation • Number of policies and procedures updated/passed (quarterly) • Number of internal processes reviewed and updated each quarter Encourage Westlake’s Unique Sense of Place • Percentage of first submission plans that meet environment/development goals • Percentage of CSS participation events/meetings Increase Transparency, Accessibility & Communications • Increased survey completion (All) • Direction Finder survey (effectiveness of town communications, effort to keep residents informed, opportunities for public input and availability of town records. • Email/website statistics People, Facilities, and Technologies Attract, Recruit, Retain & Develop the Highest Quality Workforce • Percentage of qualified candidates within applicant pools • Time to fill positions • Percent of increased competency specific • Employee turnover rate • Employee satisfaction results Improve Technology, Facilities & Equipment • Overtime vs. Comp time • Critical infrastructure downtime • Cost of repairs vs. replacement costs • Projected CSS growth Optimize Planning & Development Capabilities • Direction Finder survey results • Percentage of deadline compliance 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. 17 Section 1 Executive Strategic Plan 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, Students & Stakeholders Financial Stewardship Municipal & Academic Operations People, Facilities & Technology Attract, Recruit, Retain & Develop the Highest Quality Workforce Improve Technology, Facilities & Equipment Maximize Efficiencies & Effectiveness Optimize Planning & Development Capabilities Preserve Desirability & Quality of Life Increase CSS Satisfaction Increase Revenue Streams Increase Financial Capacity / Reserves Encourage Westlake’s Unique Sense of Place Increase Transparency Accessibility & Communications 18 Section 1 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. As the Budget Cycle illustration indicates, the process never ceases.  Open Municipal fiscal year and Implement Budget Prepare for Municipal audit  Academic budget submitted to GFOA  External auditors begin work on Academic audit  Municipal budget submitted to GFOA  External auditors begin Municipal audit  1st quarter financials compiled  Present Academic Audit to Board  Municipal CAFR submitted to GFOA  Academic Budget Kickoff  Present Municipal CAFR to Council O C T N O V D E C J A N F E B M A R • Elections • CIP Planning • Council Planning Retreat • Roundtable review of proposed Municipal Budget • Continued review of Academic Budget • 3rd quarter financials compiled • Continued review of Municipal and Academic Budgets • Proposed Municipal budget presented to Council • Academic Budget Adopted • End of Academic fiscal year • Adopt Municipal budget • End of Municipal fiscal year • Open Academic fiscal year and Implement budget J U N J U L A P R CAFR Reporting and Strategic Planning Budget Development • Municipal Budget Kickoff • 2nd quarter financials compiled • Municipal PAFR submitted to GFOA A P R A U G S E P 19 This page is intentionally blank 20 This section includes statistical and supplemental data that describes the Town of Westlake and it’s community. It furnishes a valuable perspective when reviewing budget issues and making decisions related to allocation of government resources. The goal is to provide a context for understanding the decisions incorporated into the budget document. Westlake Community Profile 21 Section 1 Executive Community Profile INTRODUCTION Westlake is in the LONE STAR STATE OF TEXAS and is known as the place where the cross timbers meet the prairie. Westlake holds tales of settlers from the Peters Colony, Indian treaties signed by Sam Houston, tremendous archaeological treasures, and some of the oldest settlements in North Texas. In the perspective of Texans, it conjures images of crystal rivers fed from designer spring waters, oak trees dipped in Spanish moss and prairies awash in bluebonnets. Wildlife in all its forms and a rich history embroiders the tapestry. Other geographical regions mark the coast, the mountains and basins, the piney woods, the prairies and plains, the Trans-Pecos region, but all seem tied to the historical umbilical cord of the Cross Timbers Hill Country. 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. 22 Section 1 Executive Community Profile 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. HISTORY OF WESTLAKE The region has always been known for its natural bounty, its trade value, and its wonderful people. The Town of Westlake and northeast Tarrant County has maintained that distinction over the years, becoming one of the most desirable and sought-after places to live in America. Early Settlers… 1847 The Town of Westlake was settled by Charles and Matilda Medlin when they arrived in the area with about 20 other families in 1847. They initially settled along Denton Creek but moved south to higher ground after weathering ferocious floods from the creek. Until 1997, the three-story Medlin barn was a local historic landmark. When it had to be removed, after what was believed to be 130 years of use, for safety concerns. Legends include those of Sam Bass and Bonnie and Clyde hiding in the barn. The 1870’s… Dove Road was the cardinal road between Grapevine and Roanoke. The road took its name from the Dove Community which was located between the two towns. Dove Road originated in the 1870’s and got its name from the Lonesome Dove Baptist Church located in the community. 23 Section 1 Executive Community Profile 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, that 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 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 27th day of December in1956, citizens attended a meeting to declare the Town of Westlake into existence thru incorporation and to swear in the first Board of Aldermen. The area included what is known today as Westlake, plus the area north, to the northern shore of Denton Creek. This northern land was annexed from Westlake and formed the town of Trophy Club in the 1970’s. The Town of Westlake has changed much since its original incorporation in 1956. During the early years, our mayor and board members met to discuss town business in the comfort of each other’s living rooms – an interesting contrast to how our town operates today. 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 de-annexed what is now known as the Town of Trophy Club, clearing the way for the upscale housing development and golf course. 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. 24 Section 1 Executive Community Profile 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 T Ranch was purchased by Ross Perot Jr. in 1993. In 1997, to the dismay of residents, there was an attempt to dissolve the Town of Westlake. Many court battles, including appeals to the Texas Supreme Court, were waged as emotions rose. Ultimately Town leadership prevailed. In 1999, the Town hired the first professional manager to oversee operations. 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. 25 Section 1 Executive Community Profile 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. 2016 Charles Schwab Corporation, working with major Westlake land owner and developer Hillwood Properties, announced their intention to build a regional headquarters which will be adjacent to a mixed- use development that Hillwood will develop located near the intersection of SH170 and SH114. 2017 In July 2017 the Municipal staff move into new office space at the Terrace. 2018 In November 2017 the Fire-EMS Station Groundbreaking event was held on November 9th. HISTORIC PRESERVATION There are few gifts more taken for granted than our heritage. We’ve all kept the old photographic albums or maybe even been fortunate enough to have recovered a piece of wood from the house our great-grandmother was born in. Apart from the relics and stories passed down from generation to generation, there is little effort made in today’s frantic world to preserve and protect our community heritage. As we grow older, few of us have not paused on occasion and wished that certain memories could somehow be crafted and professionally woven into a legacy rather than relegated to the yellowing pages of the picture album. With such thoughts in mind, The Westlake Historical Preservation Board was created to discover, preserve and perpetuate the history of our town and region that is, after all, composed of family histories. We owe a debt of gratitude to the local volunteers whose work reflects the fact that our past is as much a guide to our future as it is a trail to our present. Westlake, a new town in an old locale, has determined that history will have a place in town government by creating a historical board. We invite you along the trails, traces, side roads, and by-ways of long ago. And we can’t forbear to remind you that “the best paths always lead home;” that we are all pathfinders, in one way or another. Events & Activities The Westlake Historical Preservation Society hosts the following events and activities: • Annual Decoration Day Ceremony (Spring-Memorial Day) • Annual Constitution Day Event (September 17) • Annual Westlake Classic Car Show (Fall) • Annual Members Reception • Historical Marker Dedication Day (Spring and/or Fall) 26 Section 1 Executive Community Profile HISTORICAL MARKERS IN WESTLAKE Westlake is also on a journey toward its own destiny that will be unlike any other of the towns around it – better, richer because Westlake will take into account its past in charting its future. The folk of yesterday are gone and so is most of the evidence proving they were here. They are remembered only as long as there are rememberers. When even memories are gone, there is precious little – an old house here or there, small cemeteries with headstones askew, historical plaques, old-timey things in museums, photographs, bits of poetry, recipes and old letters with the musty smell of time, documents from court house records, words trapped in newspapers, magazines or books. WESTLAKE AND THE CROSS TIMBERS This marker stands next to the loop parking lot in front of the Westlake Academy on JT Ottinger Road. Our history begins in a distinctively unique geographic region of North Central Texas, the Cross Timbers. Early explorers and travelers noticed the area because of the extended groves of oak trees bordered with stretches of open prairie. As early as 1832, Washington Irving described it in a Tour of the Prairies: "I shall not easily forget the mortal toil, and the vexations of flesh and spirit, that we undertook occasionally, in our wanderings through the Cross Timber. It was like struggling through forests of cast iron." The Cross Timbers region extends across parts of Kansas, Oklahoma, and Texas. From a map, it may be seen that the region runs in irregular vertical lines, a little like icing running down the sides of a cake. Benjamin Tharp writings described the area as timbered islands amid lakes of grass called oak savannas, a name that refers to wooded areas broken by stretches of grasslands. Hence, describing our home Westlake, Texas." The rock chimney from the original Buck King homestead still standing at Pearson Lane and Aspen Lane. Board members of the Westlake Historical Preservation Society researched eight significant locations recently nominated for historical markers. The Town Council unanimously approved a historical marker master plan at the June 13th, 2011 meeting which identified the sites and place markers. The sites are in the heart of Westlake and on highly traveled roads. Instead of going through the State to receive the designated plaques, the Town will take on the project. The Texas Historical Marker application process requires exhaustive research and documentation for potential sites and can take up two to three years. 27 Section 1 Executive Community Profile HISTORICAL MARKERS IN WESTLAKE SHOCKEY-HUFFMAN HOMESTEAD & FAMILY FARM This homestead is now occupied by Solana Village Plaza and was established by Isaac Shockey in 1885. The homestead consisted of multiple wood-frame buildings and a well. This marker stands off Solana Blvd near Village Center Plaza. THRASHER FAMILY HOME on Dove Road west of Precinct Line Road, home of Henry and Beulah Thrasher on a 40-acre tract bought in 1938. STAR STAGECOACH ROUTE The site of an1850s log cabin on Denton Highway south of Stagecoach Hills Airpark. Later a rock house was built there where travelers on the Denton-Birdville stagecoach route stopped for water collected from nearby springs. THE CIRCLE T RANCH Off State Highway 114, the 2,300 acres known as Circle T Ranch was purchased by J. Glenn Turner in the 1940s and 1950s. PAIGEBROOKE FARM Off Dove Road near Ottinger Road is the site of the Dealey Home designed by Charles Dilbeck and built in the late 1930s. POSSUM TROT SCHOOL This was a one-room school house from 1890 to 1905 near Dove and Ottinger roads, south of Westlake Academy. The school had 16 to 20 students ages 8 through 13. This marker stands at the southwest corner of North Pearson and Dove Road. TERRA BELLA HOMESTEAD This site is on Dove Road, purchased by Ed Noack in 1965, which became Terra Bella Estates in 2007. 28 Section 1 Executive 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 years 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 Town Council shall conduct regularly scheduled meetings on dates and times as established by the Town Council. All Mondays shall be established as a day available for regular meetings as needed. Special meetings shall be called in accordance with Section 22.038(b) of the Texas Local Government Code. The regular Council meetings shall convene not earlier than 6:30 p.m. Laura Wheat Mayor Carol Langdon Mayor Pro-Tem Michael Barrett Alesa Belvedere Rick Rennhack Wayne Stoltenberg Council Member Council Member 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. 29 Section 1 Executive Community Profile 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. The council-manager form is the system of local government that combines strong political leadership, representative democracy through elected officials, and professional management. The form establishes a representative form of government by concentrating all power in the elected Town council. The council hires a professionally trained and educated Town Manager to oversee the delivery of public services and the daily operations of the Town. Council Members are part-time volunteers who serve as the policy making board for the Town's government. WESTLAKE OPERATIONS The Town of Westlake employs 138.08 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. Dept# Department Name FY18/19 10 General Administrative 1.00 11 Town Manager’s Office 2.75 12 Planning and Development 4.00 13 Town Secretary’s Office 1.50 14 Fire Department 15.50 15 Municipal Court 3.50 16 Public Works 4.00 17 Facilities Maintenance 1.75 18 Finance Department 4.00 19 Parks & Recreation .50 20 Information Technology 2.00 21 Human Resources 2.00 22 Communications Department 2.00 99 Education 93.58 Total Employees 138.08 30 Section 1 Executive Community Profile GLENWYCK PARK The park at Glenwyck Farms is 13.5 acres of open space with a variety of 60 feet oak and pecan trees. The park, which opens at dawn and closes at dusk, is maintained by The Town of Westlake and the Home Owner's Association of Glenwyck Farms. The park is located at 1601 Fair Oaks Drive, and 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. SHOPPING Westlake is surrounded by excellent retail shopping options in many of our neighboring cities: Roanoke, Southlake, and Trophy Club. There is something for everyone only minutes away but keep watch...for more Westlake retail stores in the Solana and Entrada developments! LODGING FACILITIES The Marriott Solana was designed by famous Mexican architect Richardo Legoretta. The hotel is one of Marriott's most unique, full-service hotels. Marriott Solana guests are provided with a unique, upscale experience. The resort feel of the hotel is supplemented with fields of Texas wildflowers and groves of oak trees. The informal, yet stylized approach uses light and color throughout, making for an exhilarating experience. Whether you are staying at the hotel for work or pleasure, you are sure to leave feeling pampered. DINING ESTABLISHMENTS Westlake offers a small variety of restaurants within the town's limits. Located off Highway 114 at the Solana/Kirkwood Boulevard exit, and just minutes from your doorstep, Solana houses a few dining options; La Scala offers traditional Italian and Mar Cocina serves up authentic Mexican food. The Marriot Solana Hotel offers an upbeat modern décor for breakfast, lunch and dinner, featuring all your favorites served with a local Texas flare. In addition, the Marriott also includes a Starbucks Coffee House where your favorite coffee beverages are served daily. Westlake is also surrounded by excellent dining options in Southlake, Roanoke and Trophy Club. 31 Section 1 Executive Community Profile WESTLAKE COMMUNITY EVENTS Westlake is a family-friendly environment where events are held, which provide opportunities for our residents to gather and participate in activities with their children and neighbors. …DECORATION D AY 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. M ASTERWORKS C ONCERT S ERIES… The Masterworks Music Series is a variety of free music programs sponsored by the Town of Westlake, Cassidy Turley and ARTSNET. These free concerts are for music lovers of all ages and feature instrumental and vocal music ranging from Country & Western to Blues & Jazz with the entertainment of local, regional and national artists. The concert season begins in April and performances are held at the Plaza (courtyard) in Solana.  A NNUAL V INTAGE C AR S HOW… Classic car enthusiasts join together each October at the Solana Club in Westlake for the Annual Westlake Vintage Car Show. This event features vintage classic original or restored to original automobiles, trucks and pickups from 1909 to 1959. Awards included Best of Show, Best of Class, People's Choice and Town of Westlake Mayor's Choice. Held annually each spring, Arbor Day promotes tree conservation and in recent years has centered around linear or pocket parks located in Westlake. In addition, there are educational sessions on tree care advice, and complimentary trees. Admission is free. H OLIDAY C OMMUNITY T REE L IGHTING… Enjoy an evening of community fellowship as the holiday season officially begins with the lighting of the Christmas Tree. This free event includes games & entertainment, cookie decorating, musical selections by the Westlake Academy Choral Group and Drama Students, and don’t forget our special visitors from the North Pole! 32 Section 1 Executive Community Profile WESTLAKE POPULATION Tarrant County Unemployment Rate Source: 2017 Town of Westlake Audit 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 785 803 847 992 1063 1109 1184 1200 1270 1310Population Growth Average Age Percent 18 – 34 years 4% 35 – 54 years 52% 55 – 74 years 36% 75+ years 8% Source: 2017 Westlake Citizen Survey Year Rate 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% 2015 4.00% 2016 4.10% 2017 3.20% Household Income Percent Under $50K 6% $50K - $149K 4% $150K - $500K 31% $500K plus 59% Source: 2017 Westlake Citizen Survey Years Lived in Westlake Percent 5 years or less 49% 6 to 10 years 23% 11 to 15 years 15% 16 years plus 13% Source: 2017 Westlake Citizen Survey 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. 84% of residents rate the Town of Westlake as an excellent place to live! 33 Section 1 Executive Community Profile DEMOGRAPHIC AND ECONOMIC STATUS Source: 2017 Town of Westlake Audit Calendar Year Estimated Population Personal Income Per Capita Personal Income 2003 303 $ 15,242,398 $ 50,305 2004 328 41,027,552 125,084 2005 355 45,292,916 127,586 2006 698 90,835,901 130,137 2007 703 93,316,319 132,740 2008 785 115,891,905 147,633 2009 803 120,920,285 150,586 2010 847 102,852,057 121,431 2011 992 26,678,400 127,700 2012 1,063 138,423,531 130,254 2013 1,109 147,292,890 132,859 2014 1,150 160,462,095 135,516 2015 1,200 165,871,904 138,227 2016 1,270 179,058,721 140,991 2017 1,310 $ 188,392,333 $ 143,811 Major Developments & Planned Developments • Deloitte University • Fidelity Investments North Texas Campus • Solana Corporate Campus • Westlake Corners - at SH 377/SH 170 intersection • Entrada - an 85-acre mixed-use development • Quail Hollow and Carlyle Court • Granada Phase I and II • Charles Schwab regional headquarters LOCATION •Northeast Tarrant County •7 square miles (approximate) •12 miles west of Dallas- Fort Worth International Airport •7 miles east of Fort Worth Alliance Airport •Elevation 574 feet CLIMATE •Days of sunshine: 137 •Mean winter temperature: 54 F •Mean summer temperature: 92 F •Mean annual precipitation: 33.7 inches •Mean annual snowfall: 3.1 inches 34 Section 1 Executive Community Profile 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. Well-known for its carefully planned development and growth, many homeowners choose this area for the wide variety of opportunities and the strong family orientation of its residents. GLENWYCK FARMS A 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 running brook, rustic bridges and 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 platted about 1978, Mahotea Boone has fourteen lots, eleven of which currently have older homes. It is zoned for minimum 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 subdivision with a 22.6 acre open space and 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 ESTATES 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. 35 Section 1 Executive Community Profile RESIDENTIAL SUBDIVISIONS STAGECOACH HILLS In this 30-house subdivision, airplanes are almost as common as cars. The subdivision's name comes from its location on an old stagecoach trail from Keller to Denton. GRANADA This subdivision is one of the latest additions with plans for gorgeous luxury homes set on 84 acres. The average price for these residences is targeted at $1 million plus & you’ll find what that buys is a stunning home with all the right touches and details. With average lot sizes of 30,000 square feet, families will have plenty of space to enjoy the Texas landscape. CARLYLE COURT Our new Carlyle Court development will offer only 8 gated estate lots, each one being 1-1.5-acre homesites. The neighborhood is very private featuring both trees and open spaces. Connections to the existing Westlake trail system are also available right outside your door! QUAIL HOLLOW A Private Enclave of Wooded 1-2 Acre+ Home Sites. This picturesque 188-acre gated community is set amidst one of the most desirable locations in all North Texas and is limited to only 92 home sites. 36 Section 1 Executive Community Profile The DFW Metro area is home to more Fortune 500 companies than any other area in the United States. Several major employers are located within the Town of Westlake. Solana Business Park, including a premium Marriott Hotel, stands as the area’s premier corporate development offering tenants a customizable site-specific partnership. Fidelity Investments created a stunning 300-acre campus that is a user-friendly environment. It fits into and even enhances the area’s natural surroundings and abounds with native trees, grasses and flowers. 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. WESTLAKE EMPLOYERS Source: 2017 Town of Westlake Audit COMPANY NAME COUNT PERCENT Fidelity Investments 5,400 52.3% Travelocity 880 8.5% Wells Fargo 617 6.0% Schwab 526 5.1% Sabre 500 4.8% Deloitte 487 4.7% Verizon Wireless (ALL) 384 3.7% Goosehead Insurance 200 1.9% Sound Physicians 173 1.7% Marriott Solana Hotel 143 1.4% Levi Strauss 140 1.4% Vaquero Country Club 135 1.3% Westlake Academy 95 0.9% Solera 90 0.9% Oliver Wyman 80 0.8% Solana Club/Larry North 57 0.6% Image Engineering Group LTD 40 0.4% Town of Westlake 38 0.4% Quick Trip 36 0.3% Marsh & McLennan Companies 35 0.3% Primrose 30 0.3% Midwest Hospitality, LLC 27 0.3% Mar-Cosina Tex Mex 20 0.2% Pfizer, Inc. 17 0.2% All Other Employers 183 1.8% 10,333 100.0% Fidelity Investments 5,400 52% All Other Employers 4,933 48% 37 Section 1 Executive Community Profile SALES AND USE 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. 4B Economic Development Fund – This fund utilizes the revenues generated from a ½ cent sales tax to fund qualified development projects. Currently, the 4B Fund is committed to the repayment of the debt incurred for the construction of Westlake Academy. General Fund Allocation – The Town levies 1½% in sales tax that is utilized to offset expenditures in the General Fund (1%) and is used to reduce the property tax burden (½%) on residents and businesses by providing Westlake with an additional unrestricted revenue source. 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. $4.375 $4.726 $4.925 $4.610 $4.651 $4.950 $5.600 2013 2014 2015 2016 2017 2018 2019 General Sales and Use Tax (shown in millions) $710 $796 $872 $822 $752 $854 $854 2013 2014 2015 2016 2017 2018 2019 Hotel Occupancy Tax (shown in thousands) 38 Section 1 Executive Community Profile PROPERTY TAX The Town of Westlake instituted a property tax in 2010.  Effective Tax Rate is the total tax rate calculated to raise the same amount of property tax revenue from the same properties. 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. 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 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 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. Top Ten Principal Property Tax Payers Total Taxable BRE Solana LLC $ 124,718,219 FMR Texas, LLC/LTD Partnership 78,082,095 Dallas MTA LP 59,605,600 DCLI LLC 49,448,146 HMC Solana LLC 36,105,320 Lexington TNI Westlake LP 17,700,814 Maguire Partners Solana 17,551,836 Fidelity Investments Inc 10,763,028 Marsh USA Inc 9,500,963 Quail Hollow Development 8,242,111 TOTAL $ 411,718,132 Southlake Trophy Club Keller Roanoke Haslet Grapevine Westlake $0.46200 $0.45140 $0.42750 $0.37510 $0.29030 $0.28930 0.15600 Ad Valorem Tax Comparison per $100 The tax rate for FY2018/2019 will increase by .01985 for a tax rate of $.15600 Currently $.13615 39 Section 1 Executive Community Profile STANDARD & POOR’S RATING SERVICES In January 2017, Standard & Poor's Ratings Services has recently increased the Town's rating from AA+/stable to AAA. S&P Global Ratings views the outlook for this rating as stable. The upgrade reflects their assessment of the town's historically very strong finances and implementation of a property tax levy, which has further strengthened finances and lessened the operating fund's reliance on the somewhat volatile sales tax revenue stream. DIRECT AND OVERLAPPING PROPERTY TAX RATE Source: 2017 Town of Westlake Audit 2013 2014 2015 2016 2017 TOWN DIRECT RATES Ad Valorem Property Tax General Fund $ 0.14197 $ 0.13888 $ 0.13710 $ 0.13710 $ 0.12882 Debt Service Fund 0.01487 0.01796 0.01924 0.01924 0.00813 SUB-TOTAL DIRECT 0.15684 0.15684 0.15634 0.15634 0.13695 OVERLAPPING RATES School Districts Carroll ISD 1.40000 1.40000 1.40000 1.40000 1.39000 Northwest ISD 1.37500 1.45250 1.45250 1.45250 1.45250 Keller ISD 1.54000 1.54000 1.54000 1.54000 1.52000 Counties Denton County 0.28287 0.28491 0.27220 0.27220 0.24841 Tarrant County 0.26400 0.26400 0.26400 0.26400 0.25400 Other Tarrant College 0.14897 0.14950 0.14950 0.14950 0.14473 Tarrant Hospital 0.22790 0.22790 0.22790 0.22790 0.22790 Trophy Club Mud #1 0.13339 0.13339 0.13339 0.13339 1.12722 SUB-TOTAL INDIRECT 5.37213 5.45220 5.43949 5.43949 6.36476 TOTAL $ 5.52897 $ 5.60904 $ 5.59583 $ 5.59583 $ 6.50171 The rating reflects their opinion of the town's: • Very strong economy, with access to a broad and diverse metropolitan statistical area (MSA) but a concentrated local tax base • Strong management, with good financial policies and practices under our Financial Management Assessment methodology • Strong budgetary performance, with operating surpluses in the general fund and at the total governmental fund level • Very strong budgetary flexibility, with a high available fund balance of 100% of operating expenditures • Very strong liquidity, with total government available cash at 81.7% of total governmental fund expenditures and 7.4x governmental debt service, and access to external liquidity that we consider strong • Strong institutional framework score 40 Section 1 Executive Westlake Academy Profile Westlake Academy is an Open Enrollment Charter School that opened September 1, 2003 and offers the full IB curriculum for grades K-12. Westlake Academy distinguishes itself among neighboring educational offerings with a particular focus on producing students who are globally minded. The programs of the International Baccalaureate Organization (Primary Years Program, Middle Years Program, Diploma Program) have been selected as the educational model utilized at the Academy. Educational technology will be pervasive and will infuse the classroom curriculum. 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 continues to have excellent academic and extra-curricular results and is ranked among the best high schools in America. STUDENT UNIFORMS The Westlake Academy Dress Code specifically outlines school-approved uniform options for students: • formal uniforms • casual uniforms • acceptable spirit wear The student uniform standards encourage a productive learning environment in which students can focus on learning, appreciate an awareness of others without distractions, develop character and good citizenship skills, instill respect and self- discipline. OUR 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 • Communicator • Principled • Open-Minded • Balanced • Risk-Takers • Caring • Reflective OUR 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. VALUES • Maximizing Personal Development • Academic Excellence • Respect for Self and Others • Personal Responsibility • Compassion and Understanding 41 Section 1 Executive Westlake Academy Profile HOUSE SYSTEM Westlake Academy has chosen to implement a house system with each student and faculty member assigned to one of four houses named after people who represent qualities important to and inherent in the WA mission statement. While school and team spirit are promoted, the house system also encourages integration, responsibility and a sense of community. Membership in a house is life-long. Each student should be responsible for the well- being of fellow members and be proud to work for the betterment of the house. Houses will work together and compete in academic, sporting, service projects and events. All siblings will be assigned to the same house. The House System organization and leadership team consists of a House Coordinator and its own leadership team consisting of a House Captain, Service Captain, PYP Captain, and a Faculty Liaison. Keller House In 1882, at the age of two, Helen Keller became deaf and blind. Nevertheless, she learned to read, write and speak. She attended the most prestigious women’s university in the United States and became a spokeswoman for all people with disabilities. She represents determination, perseverance and passion. Thoreau House Henry David Thoreau was a writer, thinker and naturalist. He was one of the country’s first environmentalists. He represents a love of nature, independent thinking and standing up for one’s convictions. Wheatley House Sold into slavery at the age of seven, Phillis Wheatley nonetheless learned to read and write in English, Greek and Latin and published her first poem at the age of thirteen. She was the United States’ first African-American poet. She represents our search for spirituality and cultural diversity. Whitman House Father of free, non-rhyming verse in poetic literature, Walt Whitman was truly an innovator who began his career in the years before the civil war. He used his poetry to express the distinctive virtues of the American nation. He exalts the democratic spirit and a love of a country. 42 43 This page is intentionally blank 44 This section gives perspective to the Town’s budgeting process, basis of budgeting and accounting, layout and organization, budget fund structure, governmental and proprietary fund types and the relationship between funds & departments. Budget 101 Overview 45 Section 2 Financial Analysis Budget 101 Overview The Town of Westlake staff is pleased to present the 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 fiscal year begins on October 1, and ends on September 30. It provides the framework to implement the Town’s vision, mission and value statements as set out by the Town Council. LAYOUT AND ORGANIZATION 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, Special Revenue Funds, Debt Service Fund, Enterprise Funds, Internal Service Funds, Capital Projects Fund, and Westlake Academy Fund. Each Fund contains the following information: • “Fund Overview” describing the function of the fund and explaining the variances between the revenues and expenditures. • “Program Summary” of revenues and expenditures. Also included are sections detailing the Capital Improvement Plan, Long-Term Planning, Fiscal and Budgetary Policy, Investment Policy, Strategic Plan and the Town ordinance related to the adoption of the budget (after adoption). 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 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. 46 Section 2 Financial Analysis Budget 101 Overview 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 municipal department are broken down into specific cost components, including payroll and related categories, supplies, services, insurance, repair & maintenance, rent & utilities, economic development incentives, debt service 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. In May, the Finance Department prepares such items as budget forms and instructions for estimating revenues and expenditures. Department heads submit proposed baseline expenditures for current service levels and any additional one-time or on-going request they may have for their department. A round-table meeting is subsequently held with the Town Manager, the finance staff and each department head for review. After all funding levels are established and agreed upon; the proposed budget is presented by the Town Manager to the Town Council. A public hearing on the budget is conducted in accordance with state and local law. This meeting is held after the Council has reviewed the budget during a workshop. The Town Council approves a level of expenditure (or appropriation) for each fund to go into effect on October 1st, prior to the expenditure of any Town funds for that budget year. EFFECT OF PLANNING PROCESSES ON THE BUDGET The budget process will be coordinated 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. 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. 47 Section 2 Financial Analysis Budget 101 Overview Name Type Of Planning Process Description Of Planning Process Budget Impact General Government Long-Range Financial Forecast Five-year operating plan to facilitate financial planning Forecast of revenues, expenditures, service levels and staffing needs Allows for reallocation of resources Facilities Capital Maintenance Five-year plan by facility and maintenance activity or project The prioritization of departmental requests for projects along with known maintenance requirements Stability of General fund appropriations Parks Capital Maintenance Five-year plan by facility, maintenance activity or project Identifies, prioritizes and schedules improvements to parks, medians and grounds Stability of General fund appropriations Street Maintenance Five-year plan to maintain and improve roadways, sidewalks, curbs and gutters Inspection, prioritization and scheduling of surface repair & preventive maintenance of streets Stability of General fund appropriations Vehicle and Equipment Replacement Five-year plan of scheduled vehicle and heavy equipment replacement Development of replacement intervals based on equipment age, usage, and lifetime repair costs Timing and sizing of debt issues and payments Computer Replacement Plan for the replacement of computers and other technology items Development of replacement intervals based on equipment age, usage, and lifetime repair costs Stability of General fund appropriations Capital Improvements Plan Five-year plan of major infrastructure development and improvements Council identification of projects; prioritizing; costing; timing; financing and project management Predictable funding levels, debt service planning 48 Section 2 Financial Analysis Budget 101 Overview THE BUDGET PROCESS A proposed budget shall be prepared by the Town Manager with the participation of all 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. The Town Manager submits the budget to the Town Council. The Town’s fiscal year begins each year on October 1st and ends on September 30th of the following calendar year. Prior to the beginning of the fiscal year, the Town Manager must submit a proposed budget, which includes: • A budget message • A consolidation statement of anticipated revenues and proposed expenditures for all funds • General fund resources in detail • Special fund resources in detail • A summary of proposed expenditures by department and activity • Detailed estimates of expenditures shown separately to support the proposed expenditure • A description of all bond issues outstanding • A schedule of the principal and interest payments of each bond issue The proposed revenues and expenditures must be compared to prior year revenues and expenditures. The budget preparation process begins early in the calendar year with the establishment of overall town goals, objectives, and analysis of current year operations compared to expenditures. Budget policies and procedures are reviewed at the same time to reduce errors and omissions. 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. 49 Section 2 Financial Analysis Budget 101 Overview BASIS OF ACCOUNTING & BUDGETING The Town of Westlake utilizes the modified accrual basis of accounting and budgeting for governmental funds; and full accrual for proprietary funds. The term "basis of accounting/budgeting" is used to describe the timing of recognition, that is, when the effects of transactions or events should be recognized. This refers to the conversions for recognition of costs and revenue in budget development and in establishing and reporting appropriations that are the legal authority to spend or collect revenues. 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. The budget is fully reconciled to the accounting system at the beginning of the fiscal year, and in preparing the CAFR at the end of the fiscal year. GAAP 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. In the Modified Accrual Basis, • revenues are recognized in the period when they became available and measurable • expenditures are recognized when the liability is incurred In the Accrual Basis, • revenues are recorded when earned • expenses when the liability is incurred The basis of budgeting and accounting is shown in the chart below Annual Operating Budget Audited Financial Statements GOVERNMENTAL FUNDS • General Fund Modified Accrual Modified Accrual • Special Revenue Funds Modified Accrual Modified Accrual • Debt Service Funds Modified Accrual Modified Accrual • Capital Project Funds Modified Accrual Modified Accrual • Academic Funds Modified Accrual Modified Accrual PROPRIETARY FUNDS • Enterprise Funds Full Accrual Full Accrual • Internal Service Funds Full Accrual Full Accrual 50 Section 2 Financial Analysis Budget 101 Overview Budgets are prepared on the same basis of accounting that is used in financial statements. The basis of budgeting refers to when revenues and expenditures are recognized in the corresponding accounts and reported in financial statements. Governmental fund types, including the general fund, are budgeted using the current financial resources measurement focus and the modified accrual basis of accounting. WHAT IS A FUND BALANCE? It should be noted that each fund summary ends with a line named “ending fund balance.” Fund balance is defined as: • The excess of an entity’s assets over its liabilities in a fund. • In other words, it is the balance that remains once the fund’s expenditures have been deducted from its revenues. In the Town of Westlake, the amount of fund balance for each fund is dictated by different parameters. In the case of the General Fund and the Utility Fund, fund balance is defined in the Town’s Financial Policies (see the Appendix). Balances are determined by other parameters such as bond covenants for other funds. Fund balance is a fundamental barometer of fiscal wellness and it is important to note that the fund balance for all funds meets every established requirement. LONG TERM FORECASTING Most annual operating budget documents focus on a single 12-month period where spending and revenue decisions made today will have effects that extend beyond that fiscal year. Because of that, the Town requires that long-term forecasting be made part of the Annual Operating Budget document. The purpose of this is to: • Ensure on-going financial sustainability beyond a single fiscal year or budget cycle • Achieve the Academy’s mission and vision • Systematically link the annual budget to a multi-year master financial plan. Should long term forecasts and analysis show that the Town does not have a “positive operating balance” over the multi-year period, the Finance department shall bring this to the attention of the Town Manager. A “positive operating balance” means that the ending fund balance meets or exceeds the minimum levels prescribed in the Town’s reserve policies. We anticipate the General Fund will maintain its minimum reserve for each of the four fiscal years beyond the current proposed budget year as shown in the chart below. 51 Section 2 Financial Analysis Budget 101 Overview Fiscal Year Positive Operating Balance Unassigned Fund Balance Operating Days Dollars Per Operating Day FY 18/19 YES $9,160,724 350 $26,146 FY 19/20 YES $7,612,047 280 $27,220 FY 20/21 YES $6,323,137 230 $27,459 FY 21/22 YES $5,382,465 193 $27,827 FY 22/23 YES $4,532,696 160 $28,292 REVENUE ESTIMATES FOR BUDGETING: To maintain a stable level of services, the Town uses 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. 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? 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. 52 Section 2 Financial Analysis Budget 101 Overview 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 Council adopts the budget in September prior to beginning the fiscal year which runs from October 1st to September 30th. 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. 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. 1. •Budget Amendment is requested •Forwarded to Finance department 2. •Finance Director reviews •If approved -forward to Town Manager 3. •Town Manager reviews •If approved -forward to Town Council 4.•Town Council reviews for approval 5.•Finance enters budget amendment 53 Section 2 Financial Analysis Budget 101 Overview BUDGET CALENDAR MAR * ORIENTATION AND OVERVIEW OF 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 PRIOR YEAR AMENDMENTS * FINANCE AMENDS PRIOR YEAR BUDGET - BECOMES BASE BUDGET FOR NEW YEAR * 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 MUNICIPAL BUDGET TO COUNCIL SEP * PUBLISH NOTICE OF PUBLIC HEARING ON BUDGET * PUBLIC HEARING ON BUDGET * ADOPTION OF OPERATING BUDGET AND TAX RATE OCT * NEW FISCAL YEAR BEGINS 54 Section 2 Financial Analysis Budget 101 Overview FUND TYPES AND STRUCTURE Without going into too much technical jargon, funds are set up like separate companies which must operate under the parameters that were set up when the fund was created. Funds are unique to governmental type agencies. In the corporate world, “Funds” do not exist. The company receives revenues and writes checks to pay for their expenses and reports them for the company. Governments handle this process a little differently. The Town of Westlake, along with other Municipalities throughout the State of Texas, record and report all financial transactions using standard set by the Governmental Accounting Standards Board (GASB) and General Accepted Accounting Principles (GAAP). Accordingly, these standards require all Municipalities to use individual funds that must be categorized into one of 11 Funds Types. The Town of Westlake has 16 funds with specific purposes which are defined by federal, state, or local laws. They include the General Fund which is used for general city operations, the Utility Fund which is used to support the City’s water, sewer, drainage, and refuse service, and a multitude of Special Revenue and Capital Project Funds. ALL FUND TYPES Governmental Funds (11) General Fund 1 Fund Special Revenue Funds 5 Funds Debt Service Fund 2 Funds Capital Project Funds 2 Funds Academic Funds 1 Fund Permanent Funds do not have Proprietrary Funds (5) Internal Service Funds 3 Funds Enterprise Funds 2 Funds Fiduciary Funds (0) Pension Trust Funds do not have Investment Trust Funds do not have Private Purpose Trust Funds do not have Agency Funds do not have 55 Section 2 Financial Analysis Budget 101 Overview GOVERNMENTAL FUND TYPES • The fund types use a financial resources measurement focus and utilize the modified accrual basis of 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. All “Governmental Funds” are accounted for using a current financial resources measurement focus. With this measurement focus, only current assets and current liabilities generally are included on the combined balance sheet. Operating statements of these funds present increases (revenues and other financing sources) and decreases (expenditures and other financing uses) in net current assets. The modified accrual basis of accounting is used by all Governmental Fund types. • Revenues are recognized when susceptible to accrual (i.e., when they become both measurable and available). “Measurable” means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. • Major revenue sources which have been treated as susceptible to accrual under the modified accrual basis of accounting include property taxes, charges for services, intergovernmental revenues, and investment of idle funds. • Expenditures are generally recorded when the related fund liability is incurred. However, principal of and interest on general long-term debt are recorded as fund liabilities when due or when amounts have been accumulated in the debt service fund for payments to be made early in the following year. 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. GOVERNMENTAL FUND TYPES ACCOUNTING/BUDGETING BASIS; MODIFIED ACCRUAL 1. General Fund 2. Lone Star Fund 3. Visitor Association Fund 4. Economic Development Fund 5. 4B Economic Development Fund 6. Public Improvement District Fund 7. Debt Service Fund 300 8. Debt Service Fund 301 9. Capital Projects Fund 10. Academy Expansion Fund 11. Westlake Academy 56 Section 2 Financial Analysis Budget 101 Overview 1. GENERAL FUND The General Fund is the general operating fund of the Town. It is used to account for all Town revenues and expenditures except those required to be accounted for in other funds. • Major functions financed by the General Fund include Finance, Administration, Building & Code Compliance, Fire/EMS, Public Works, Facilities and Grounds Maintenance, Human Resources, Parks and Recreation, Information Technology, and Engineering. • Sources of revenue include sales and use taxes, development fees and permits, court revenue, and franchise taxes. The former Westlake Property Tax Reduction Sales Tax Fund received its funding from a ½ cent sales tax levy that was previously earmarked for the 4A Economic Development Corporation. The purpose of this fund was to reduce local property tax rates throughout Texas by providing cities with an additional unrestricted revenue source. This fund was closed at FY 2010/2011year-end and revenues are now being recorded in the General Fund. • These funds may be used for general Town expenditures, capital projects, or debt service. 2. WESTLAKE ACADEMY FUND This 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. 3. SPECIAL REVENUE FUNDS These funds are used to account for the proceeds of specific revenue sources, other than expendable trusts or major capital projects and consists of the following: TOWN OF WESTLAKE GOVERNMENTAL FUNDS General Fund Capital Project Funds ~ Capital Project Fund ~Westlake Academy Expansion Academic Fund Debt Service FundsSpecial Revenue Funds ~ Lone Star Fund ~ Visitor Association Fund ~ Economic Development Fund ~ 4B Economic Development Fund ~ Public Improvement District Fund (Local) 57 Section 2 Financial Analysis Budget 101 Overview • 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 Public Improvement District Fund (Local) 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. • 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 idea 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. • The 4B Economic Development Corporation Fund is a local option established under the Texas local government code. 4B funds are generated from a ½ cent sales tax levy and proceeds are used for debt service. • The Economic Development Fund was set up to maintain all receipts and disbursements of agreements between the Town and various corporations for economic development. There was confusion regarding the additional revenues being recorded in the General Fund and offset by expenditures. These balances offset to zero but skewed the analysis of each. This fund is used to create more transparency to the public regarding these receipts and payments. 4. DEBT SERVICE FUNDS These funds were established to account for, and the payment of, general long-term debt principal and interest. This fund provides a clearer accounting of ongoing debt obligations compared to operating budgets. The Debt Service Fund is used to make scheduled payments for all bond issuances. 58 Section 2 Financial Analysis Budget 101 Overview • The Debt Service Fund (Property Tax) was created to keep property tax payments separate from all remaining debt. • The Debt Service Fund provides payments for all remaining debt being paid with transfers from the General Fund and 4B Economic Development Corporation Fund. 5. 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) and consist of these two funds: • 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 (WAE) 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. 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. Proprietary fund types operate in a manner like private business utilizing an accrual basis of accounting. The accrual basis of accounting is used by all Proprietary Fund types. • Revenues are accounted for on a flow of economic resources measurement focus. With this measurement focus, revenue is recorded when earned and expenses are recorded at the time liabilities are incurred. PROPRIETARY FUND TYPES ACCOUNTING/BUDGETING BASIS; FULL ACCRUAL 1. Cemetery Fund 2. Utility Fund 3. Utility Maintenance & Replacement Fund 4. General Maintenance & Replacement Fund 5. Vehicle Maintenance & Replacement Fund 59 Section 2 Financial Analysis Budget 101 Overview • All assets and all liabilities associated with the operation of these funds are included on the combined statement of net assets. Net assets are segregated into net assets invested in capital assets, net of related debt, restricted net assets and un-invested net assets. • Proprietary fund-type operating statements present increases (revenues) and decreases (expenses) in total net assets. • For purposes of this budget presentation, depreciation is not displayed and capital expenditures and bond principal payments are shown as uses of funds. 1. 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 donated 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 this 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. TOWN OF WESTLAKE PROPRIETARY FUNDS Enterprise Funds ~ Utility Fund ~ Cemetery Fund Internal Service Funds ~Utility Maintenance & Replacement Fund ~General Maintenance & Replacement Fund ~Vehicle Maintenance & Replacement Fund 60 Section 2 Financial Analysis Budget 101 Overview 2. 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 used 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 used 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. MAJOR FUND TYPES DEPARTMENT TYPE AND STRUCTURE Dept 10 - General Services 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. Dept 11 - The Administration Department coordinates and manages all facets of the Town’s operations. 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 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. MAJOR FUNDS PERCENT General Fund 42% Capital Project Fund 32% Internal Service Funds 9% TOTAL 83% 61 Section 2 Financial Analysis Budget 101 Overview 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. Dept 12 - 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. Dept 13 – The Town Secretary’s office performs 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. Dept 14 - The Fire - EMS Department provides for the public safety needs of the Town via a variety of programs and services. Most 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. Dept 15 - 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. 62 Section 2 Financial Analysis Budget 101 Overview Dept 16 - 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 17 - The Facilities Department 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. Dept 18 - 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. The Finance department is responsible for three entities; Town of Westlake, Westlake Academy, and Westlake Academy Foundation. Duties include but are not limited to; payroll processing, budgets, cash collections, audits, fraud, accounts payable and financial reporting. Dept 19 - The Park and Recreation Department maintains a 39.5-acre park and open spaces, which includes Glenwyck Farms, Terra Bella sub-division and the Parchman property. The trees along roadways and the cemetery are also maintained to ensure the safety of drivers and pedestrians. 10 miles Trails and two 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. 63 Section 2 Financial Analysis Budget 101 Overview Dept 20 - Information Technology(IT) 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. Dept 21 - The Human Resources Department (HR) 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 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. Dept 22 - 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 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, and supports the Westlake Historical Preservation Society as Town liaison. Dept 23 - The Keller Police Department has provided law enforcement services for the Town of Westlake since June of 2002. The communities entered an interlocal agreement, which benefits both organizations through the provision of police related services for the Westlake citizens and brings additional staff resources via the contract commitments for the City of Keller. Jail, Emergency Communications, and Animal Services are provided through a regional configuration – serving the communities, of Westlake, Keller, Roanoke, Southlake and Colleyville. 64 Section 2 Financial Analysis Budget 101 Overview RELATIONSHIP BETWEEN FUNDS AND DEPARTMENTS GENERAL SERVICES ADMINISTRATION PLANNING & DEVELOPMENT TOWN SECRETARY EMERGENCY SERVICES MUNICIPAL COURT PUBLIC WORKS FACILITIES MAINTENANCE FINANCE PARKS & RECREATION INFORMATION TECHNOLOGY HUMAN RESOURCES COMMUNICATIONS POLICE SERVICES 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 (Local)       Visitors Association        Lone Star Public Facilities  DEBT SERVICE FUNDS Debt Service (sales tax funded)  Debt Service (property tax funded)  ENTERPRISE FUNDS Cemetery Fund   500 Utility Fund      INTERNAL SERVICE FUNDS Utility Maint & Replacement  General Maint & Replacement      Vehicle Maintenance & Replacement      CAPITAL PROJECT FUNDS Capital Project Fund     Westlake Academy Expansion    ACADEMIC FUNDS Westlake Academy          65 Section 2 Financial Analysis Budget 101 Overview SIGNIFICANT ACCOUNTING POLICIES The Town Council has established and regularly updates a comprehensive set of financial policies for the Town of Westlake. The Town Manager and Town Council are devoted to safeguarding and improving the financial condition of the Town of Westlake. A full listing of policies can be found in the Municipal Policy Section of this document. Key features of the Fiscal & Budgetary Policies include: • Operating Budget • Revenues Management • Expenditure Control • Fund Balance • Debt Management • Intergovernmental Relationships • Grants • Economic Development • Fiscal Monitoring • Financial Consultants • Accounting, Auditing, and Financial Reporting • Capital Budget and Program • Capital Maintenance and Replacement • Internal Controls • Asset Management FUND BALANCE POLICIES The Town Manager and Town Council are devoted to safeguarding and improving the financial condition of the Town of Westlake • 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. • 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. • 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 66 Section 2 Financial Analysis Budget 101 Overview Fund Balance will be targeted to only be used with Council approval and can 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. There are four primary reasons to maintain an adequate fund balance: • Cash Flow – It is essential for the Board of Trustees to have enough cash on hand for payroll and other obligations to be made timely. In addition, most state and federal grants require the Academy to make payment first before the grant will make reimbursement. • Unforeseen Events – Reserves often act as a contingency to meet unbudgeted and unexpected needs, thus allowing time to make permanent changes to the budget and preventing fiscal problems from needlessly worsening. • Financial Security – A fund reserve demonstrates a sign of financial strength and security to banking and financial institutions allowing the Town of Westlake to borrow funds and sell bonds when additional facilities need to be built or renovated at more favorable rates, thus saving the taxpayers money. • Interest Earning – Having a fund balance allows the Academy to earn additional revenues without having to tax citizens. FUND BALANCE COMPONENTS In February 2009, the Governmental Accounting Standards Board (GASB) issued GASB Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. This Statement established five components of fund balance and because circumstances differ among governments, not everyone will report all components. GASB 54 shifts the focus of fund balance reporting from the availability of fund resources for budgeting to “the extent to which the government is bound to honor constraints on the specific purposes for which amounts in the fund can be spent.” 67 Section 2 Financial Analysis Budget 101 Overview NONSPENDABLE FUND BALANCE •Portion of net resources that cannot be spent because of their form and because they must be maintained intact. RESTRICTED FUND BALANCE •This term will is used to describe net fund resources subject to externally enforceable legal restrictions. ASSIGNED FUND BALANCE •This term is used to describe the portion of fund balance that reflects a government’s intended use of resources. UNASSIGNED FUND BALANCE •The residual net resources in excess of what is properly categorized in one of the other four categories. COMMITTED FUND BALANCE •The portion of fund balance constrained by limitations imposed by government at its highest level and remains binding unless removed in the same manner. • Fund Balance Reporting - The Town shall report governmental fund balances per GASB 54 definitions in the balance sheet as follows: Non-spendable, Restricted, Committed, Assigned, Unassigned • General Fund Unassigned Fund Balance - The Town shall strive to maintain the General Fund unassigned fund balance at 90 days of operation. • Use of Fund Balance - Fund Balance will be targeted to only be used with Council approval and can 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. • Approval of Commitments - The Town Council shall approve all commitments by formal action. o 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 after fiscal year-end. o A commitment can only be modified or removed by the same formal action. o The Town Council delegates the responsibility to assign funds to the Town Manager or his/her designee. o The Town Council shall have the authority to assign any number of funds. o Assignments may occur after fiscal year-end. o The Town Council will utilize funds in the following spending order: Restricted, Committed, Assigned, and Unassigned. FUTURE GFOA POLICIES TO DISCUSS The Town of Westlake has several relevant financial policies to preserve and enhance the fiscal health of the Town. We also identify acceptable and unacceptable courses of action, and provide a standard to evaluate the school’s fiscal performance. 68 Section 2 Financial Analysis Budget 101 Overview Very soon, GFOA will be recommending that all governments include the following policies that guide the development of their budget and that are central to a strategic long term approach to financial management. 1. Operating Budget Policy (already incorporated into the Fiscal and Budgetary Policies) This section of the Fiscal and Budgetary Policies will also be updated to include the following policies that guide the development of the budget and are central to a strategic approach to our financial management. These components will need to be reviewed, updated if necessary, and/or added and approved by the Board of Trustees in subsequent years. 1. Basis of Budgeting 2. Budget Adoption 3. Budget Classification and Format 4. Organization of the Budget 5. Budget Message Requirement 6. Funds Budgeted 7. Length of the Budget Year 8. Presentation of Proposed Budget 9. Revenue Forecasting Requirements 10. Expenditure Forecasting Requirements 11. Performance Measurements 12. Line-Item Transfer Authority 13. Retention of Budget Record 2. Capital Asset Management (already incorporated into the Fiscal and Budgetary Policies) Town of Westlake operates an extensive amount of buildings, equipment, furniture, and vehicles. This purpose of this policy is to: o provide a management framework to ensure that all capital assets are repaired, maintained, and replaced and o to identify the responsible parties who shall protect, oversee and report needed repairs. 3. Budget Crisis Procedures (will need to be reviewed and discussed) This policy would be intended to provide the Town of Westlake with options when responding to unexpected fiscal issues that can and do arise. Should budget problems materialize, these procedures will support comprehensive risk analysis and contingency plans. 69 Section 2 Financial Analysis Budget 101 Overview 4. Long Term Forecasting (will need to be reviewed and discussed) The annual operating budget focuses on a single 12-month period. However, spending and revenue decisions made today have affects that extend beyond a 12-month period. The purpose of this policy would be to o Ensure on-going financial sustainability beyond a single fiscal year o Achieve the Town’s mission and vision o Systematically link the annual budget to a multi-year master financial plan. 5. Reserve Policy in Other Funds (will need to be reviewed and discussed) While the General Fund Reserve is the most important for the Town of Westlake, reserves in other funds are just as important. For that reason, the funds listed in this policy would have reserves that are restricted or committed for specific purposes. 6. General Fund Budget Reserves (already incorporated into the Fiscal and Budgetary Policies) The General Fund is the primary fund used by the Town of Westlake to account for revenues and expenditures. Accordingly, the General Fund Reserve Policy is intended to provide the Town with options when responding to unexpected issues and to afford a buffer against shocks and other forms of risk. General Fund Budget Reserves requires minimum reserves of total General Fund Expenditures with amounts committed to: • Property & Casualty Insurance • Severance pay for Sick Leave and Annual Leave • General Liability Insurance Deductibles • Catastrophic events (unforeseen emergencies - natural disaster) One of two things must happen in the future if we cannot spend equal to or less than the revenues received: (1) make future reductions (2) approve new taxes. This chart reflects the General Fund Budget Reserves by percentage for the last five years. Expenditures Ending Percent of Without Fund Fund Balance Fiscal Year Transfers Balance to Expenditures FY 12/13 $4,373,329 $5,812,583 133% FY 13/14 $4,891,099 $6,788,964 139% FY 14/15 $5,400,728 $7,240,729 134% FY 15/16 $6,368,070 $8,553,121 134% FY 16/17 $7,166,777 $10,242,277 143% 70 This section gives an analysis of the amounts between the current year adopted and estimated budget, as well as the variance explanations between the current year estimated and next year adopted budget. Several different tables are presented of all fund revenues, expenditures and fund balance amounts. All Funds - Financial Summaries and Analysis 71 Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated REVENUES & OTHER SOURCES General Sales Tax 4,650,744$ 4,950,000$ 4,950,000$ 5,600,000 650,000 13% Property Tax 1,577,814 1,476,616 1,622,109 1,990,235 368,126 23% Charge for Services 4,647,826 3,795,515 4,585,075 4,585,075 - 0% Hotel Tax 751,601 845,000 853,642 853,642 - 0% Beverage Tax 68,432 62,500 62,500 62,500 - 0% Franchise Fees 818,422 983,815 983,815 983,815 - 0% Permits & Fees Other 204,292 244,020 269,303 269,303 - 0% Permits & Fees Buildings 3,317,394 2,201,246 2,151,178 4,357,571 2,206,393 103% Permits & Fees Utility 136,814 168,865 268,115 274,441 6,326 2% Fines & Forfeitures 673,716 809,880 715,545 715,545 - 0% Investment Earnings 182,174 111,965 340,261 340,261 - 0% Contributions 1,782,932 928,000 716,630 209,540 (507,090) -71% Misc Income 320,181 102,470 175,557 132,832 (42,725) -24% Total Revenues 19,132,343 16,679,892 17,693,730 20,374,760 2,681,030 15% Transfers In 4,133,700 4,831,642 3,858,169 5,137,805 1,279,636 33% Other Sources 20,475,810 - - 5,987,134 5,987,134 100% Total Other Sources 24,609,510 4,831,642 3,858,169 11,124,939 7,266,770 188% GF Academic Revenues 7,868,978 8,584,100 8,477,645 8,847,829 370,184 4% GF Academic Other Sources 474,300 60,000 85,000 76,000 (9,000) -11% Total Academic 8,343,278 8,644,100 8,562,645 8,923,829 361,184 4% TOTAL REVENUES & OTHER SOURCES 52,085,131$ 30,155,634$ 30,114,544$ 40,423,528$ 10,308,984$ 34% EXPENDITURES & OTHER USES Payroll Salaries 3,388,949$ 3,821,261$ 3,824,761$ 3,994,572 169,811 4% Payroll Transfer In (864,028) (1,055,775) (1,055,775) (1,114,192) (58,417) 6% Payroll Insurance medical/dental/life 488,798 599,995 599,995 780,269 180,274 30% Payroll Taxes workers comp/unemployment 33,459 51,180 51,180 43,482 (7,698) -15% Payroll Taxes social security/medicare 239,309 292,253 292,253 305,506 13,253 5% Payroll Retirement tmrs/icma 452,042 495,955 495,955 486,093 (9,862) -2% Total Payroll and Related 3,738,529 4,204,869 4,208,369 4,495,731 287,362 7% Debt 3,763,437 4,494,622 4,211,834 5,057,296 845,462 20% Economic Development 163,578 234,640 238,940 336,940 98,000 41% Payroll Transfer Out 864,028 1,055,775 1,055,775 1,114,192 58,417 6% Repair & Maintenance 306,329 407,830 385,567 383,289 (2,278) -1% Rent & Utilities 624,930 661,604 872,565 1,019,069 146,504 17% Services 5,631,532 4,571,056 6,047,324 5,906,728 (140,596) -2% Supplies 170,783 263,402 258,901 266,100 7,199 3% Travel & Training 137,796 216,110 220,533 222,903 2,370 1% Total Operations & Maintenance 11,662,413 11,905,039 13,291,438 14,306,516 1,015,078 8% 15,400,942 16,109,908 17,499,807 18,802,247 1,302,440 7% Capital Project Funds 1,878,076 10,288,000 7,934,673 4,676,681 (3,257,992) -41% Capital Outlay 1,825,512 57,470 56,970 66,765 9,795 17% Maintenance & Replacement Funds 1,042,503 532,000 383,625 1,079,475 695,850 181% Total Capital 4,746,091 10,877,470 8,375,268 5,822,921 (2,552,347) -30% Transfers Out 4,133,700 4,831,642 3,858,169 5,137,805 1,279,636 33% Other Uses 6,452,467 - - - - 0% Total Other Uses 10,586,167 4,831,642 3,858,169 5,137,805 1,279,636 33% GF Academic Expenditures 8,754,398 8,322,199 8,455,072 8,710,132 255,060 3% GF Academic Other Uses - 60,000 85,000 76,000 (9,000) -11% Total Academic 8,754,398 8,382,199 8,540,072 8,786,132 246,060 3% 24,086,656 24,091,311 20,773,509 19,746,858 (1,026,651) -5% TOTAL EXPENDITURES AND OTHER SOURCES 39,487,598$ 40,201,219$ 38,273,317$ 38,549,106$ 275,789$ 1% Excess Revenus over(under) Expenditures 12,597,532 (10,045,585) (8,158,772) 1,874,422 10,033,195 123% Beginning Fund Balance (Municipal)15,796,508 27,778,377 27,778,377 19,597,032 (8,181,345) -29% Beginning Fund Balance (Academic)1,482,157 939,271 939,271 961,844 22,573 2% FUND BALANCE, BEGINNING 17,278,665 28,717,648 28,717,648 20,558,876 (8,158,772) 28% FUND BALANCE, ENDING 29,876,197$ 18,672,063$ 20,558,879$ 22,433,298$ 1,874,423$ 9% vs TOTAL OPERATING EXPENDITURES TOTAL NON-OPERATING EXPENDITURES ALL FUNDS - ALL SOURCES and USES Combined Program Summary 72 General Fund Enterprise Funds Internal Service Funds Special Revenue Funds Debt Service Capital Project Fund Westlake Academy TOTAL General Sales Tax $ 3,900,000 $ - $ - $ 1,700,000 $ - $ - $ - $ 5,600,000 Property Tax 1,733,356 - - - 256,878 - - 1,990,235 Charge for Services - 4,585,075 - - - - - 4,585,075 Hotel Tax - - - 853,642 - - - 853,642 Beverage Tax 62,500 - - - - - - 62,500 Franchise Fees 983,815 - - - - - - 983,815 Permits and Fees Other 263,303 - 6,000 - - - - 269,303 Permits and Fees Building 4,357,571 - - - - - - 4,357,571 Permits and Fees Utility - 274,441 - - - - - 274,441 Fines & Forfeitures 715,545 - - - - - - 715,545 Investment Earnings 178,955 57,765 21,480 14,881 - 67,180 - 340,261 Contributions 12,240 - - 197,300 - - - 209,540 Misc Income 39,785 23,460 - 69,587 - - - 132,832 Total Revenues 12,247,070 4,940,741 27,480 2,835,410 256,878 67,180 - 20,374,760 Transfers In 66,539 - 1,476,065 - 2,405,901 1,189,300 - 5,137,805 Other Sources - 2,600,000 - - - 3,387,134 - 5,987,134 Total Other Sources 66,539 2,600,000 1,476,065 - 2,405,901 4,576,434 - 11,124,939 Academic Revenues - - - - - - 8,847,829 8,847,829 Academic Others Sources - - - - - - 76,000 76,000 Total Academic - - - - - - 8,923,829 8,923,829 TOTAL REVENUES AND OTHER SOURCES $ 12,313,609 $ 7,540,741 $ 1,503,545 $ 2,835,410 $ 2,662,779 $ 4,643,614 $ 8,923,829 $ 40,423,528 Payroll Salaries $ 3,994,572 $ - $ - $ - $ - $ - $ - $ 3,994,572 Payroll Transfer In (1,114,192) - - - - - - (1,114,192) Payroll Insurance 780,269 - - - - - - 780,269 Payroll Taxes TWC/WC 43,482 - - - - - - 43,482 Payroll SS/Medicare 305,506 - - - - - - 305,506 Payroll Retirement 486,093 - - - - - - 486,093 Total Payroll & Related 4,495,731 - - - - - - 4,495,731 Debt 351,680 2,015,626 - - 2,689,990 - - 5,057,296 Economic Development - - - 336,940 - - - 336,940 Payroll Transfer Out - 559,024 - 555,167 - - - 1,114,192 Rent & Utilities 760,911 177,544 - 80,614 - - - 1,019,069 Repair & Maintenance 220,224 163,065 - - - - - 383,289 Services 2,252,408 3,321,194 - 329,516 3,610 - - 5,906,728 Supplies 247,298 7,040 - 11,762 - - - 266,100 Travel & Training 209,064 7,920 - 5,919 - - - 222,903 Total Operations & Maintenance 4,041,584 6,251,414 - 1,319,918 2,693,600 - - 14,306,516 TOTAL OPERATING EXPENDITURES 8,537,315 6,251,414 - 1,319,918 2,693,600 - - 18,802,247 Capital Project Funds - - - - - 4,676,681 - 4,676,681 Capital Outlay 35,710 31,055 - - - - - 66,765 Maintenance & Replacement - - 1,079,475 - - - - 1,079,475 Total Capital 35,710 31,055 1,079,475 - - 4,676,681 - 5,822,921 Transfers Out 3,491,966 81,539 - 1,564,300 - - - 5,137,805 Total Other Uses 3,491,966 81,539 - 1,564,300 - - - 5,137,805 Academic Expenditures - - - - - - 8,710,132 8,710,132 Academic Others Uses - - - - - - 76,000 76,000 Total Academic - - - - - - 8,786,132 8,786,132 TOTAL NON-OPERATING EXPENDITURES 3,527,676 112,594 1,079,475 1,564,300 - 4,676,681 8,786,132 19,746,858 TOTAL EXPENDITURES AND OTHER USES $ 12,064,992 $ 6,364,008 $ 1,079,475 $ 2,884,218 $ 2,693,600 $ 4,676,681 $ 8,786,132 $ 38,549,106 Excess Revenus over (under) Expenditures 248,618 1,176,733 424,070 (48,808) (30,821) (33,067) 137,697 1,874,422 PY Beginning Fund Balance 10,242,277 886,329 1,053,144 1,301,443 11,961 14,283,223 939,271 939,271 PY Revenues/Transfers (estimated) 9,304,946 4,934,415 901,480 2,793,335 2,709,153 908,570 8,562,645 8,562,645 PY Expenses/Transfers (estimated) (10,330,613) (5,420,005) (383,625) (2,919,470) (2,690,293) (7,989,238) (8,540,072) (8,540,072) BEGINNING FUND BALANCE 9,216,613 400,739 1,570,999 1,175,308 30,821 7,202,555 961,844 20,558,876 ENDING FUND BALANCE $ 9,465,231 $ 205,060 $ 1,995,069 $ 1,126,499 $ - $ 7,169,488 $ 1,099,541 $ 22,433,298 REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES Fiscal Year 2018/2019 Combining Revenues, Expenditures and Fund Balance ALL FUNDS - ALL SOURCES and USES 73 Section 3 Financial Analysis Fund Overview All Funds The following is a high-level overview of the budgeted revenues, other sources, expenditures and other uses. Please refer to individual funds for detailed explanations of the following changes. REVENUES AND OTHER SOURCES Revenues and other sources are budgeted to be $40,423,528. This represents a 34% increase of $10,308,984 from prior year estimated. Municipal • General Sales Tax increased $650,000 • Property Tax increased $368,126 • Permits and Fees Building increased $2,206,393 • Permits and Fees Utility increased $6,326 • Contributions decreased ($507,090) • Misc. Income decreased ($42,725) • Transfers in increased $1,279,636 • Other sources increased $5,987,134 Academic • Revenues increased $370,184 • Other Sources decreased ($9,000) OPERATING EXPENDITURES Operating expenditures are budgeted to be $18,802,247. This represents a 7% increase of $1,302,440 from the prior year estimated. • Payroll and Related is budgeted at $4,495,731; a 7% increase of $287,362 o Wages increased $111,394 o Insurances increased $180,274 o Taxes increased $5,556 o Retirement decreased $9,862 • Operations and Maintenance is budgeted at $14,306,516; an 8% increase of $1,015,078. o Debt increased $845,462 o Economic Development increased $98,000 o Payroll Transfer Out increased $58,417 Revenues and Other Sources Academic 22% Municipal 78% 74 Section 3 Financial Analysis Fund Overview All Funds Operating Expenditures o Repair & Maintenance decreased ($2,278) o Rent & Utilities increased $146,504 o Services decreased ($140,596) o Supplies increased $7,199 o Travel & Training increased $2,370 NON-OPERATING EXPENDITURES Non-operating expenditures are budgeted to be $19,746,858. This represents a 5% decrease of $1,026,651, the prior year estimated Municipal • Capital and M&R Projects are budgeted at $5,822,921; a 30% decrease of $2,552,347. o Capital Projects Funds decreased $3,257,992 o Capital Outlay increased $9,795 o Maintenance and replacement projects increased $695,850 • Transfers Out and Other Uses are budgeted at $5,137,805; a 33% increase of $1,279,636. o Transfers out increased $1,279,636 o Other Sources had no changes. Academic • Expenditures increased $255,060 • Other Uses decreased $9,000 FUND BALANCE The ending fund balance is budgeted to be $22,433,298. This represents a 9% increase of $8,874,423 from prior year estimated. Non Operating Expenditures Academic 44% Municipal 56% Operations & Maintenance 76% Payroll & Related 24% 75 This page is intentionally blank 76 An ad valorem tax (Latin for "according to value") is a tax whose amount is based on the value of a transaction or of property. A property tax is an ad valorem tax that an owner of real estate or property pays on the value of the property being taxed. The taxing authority performs an appraisal of the monetary value of the property, and tax is assessed in proportion to that value. Ad Valorem Property Tax 77 Section 2 Financial Analysis Property Tax Overview $0.16010$0.15684$0.15684$0.15634$0.15634$0.15634$0.13695$0.13615$0.156002011 actual 2012 actual 2013 actual 2014 actual 2015 actual 2016 actual 2017 actual 2018 actual 2019 proposed Property Tax Rate per $100 Assessed Valuation (shown in millions) 0.46200 0.45144 0.42750 0.37512 0.33304 0.28927 0.15600 Southlake Trophy Club Keller Roanoke Haslet Grapevine Westlake This Town has assessed a property tax since FY2011-12. The ad valorem tax rate per $100 of assessed valuation will increase by $0.01985 for FY 2018-19 to the adopted tax rate of $.15600 (just under the calculated rollback rate of $.15618). 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. FY 17/18 Adopted Tax Rate FY 18/19 Proposed Tax Rate Change Amount M&O $ 0.11133 $ 0.13201 $ 0.02068 I&S $ 0.02482 $ 0.02399 $(0.00083) $0.13615 $ 0.15600 $0.01985 . The total debt obligation secured by property taxes for various projects totals $287,699. • 2011 CO payment for street projects of $117,796 • 2013 GO Refunding payment of $169,903 for Arts & Science Center construction. The debt payment for the Science Center was originally paid from the Visitors Association Fund. Based on July 2018 certified values, the Town’s “net taxable value” increased by $68,089,024 over the prior year adjusted information for FY 17-18. This is attributable to • 11% increase in residential • 1% increase in commercial • 3% increase in personal This budget will raise more revenue from property taxes than last year’s adopted budget by approximately $272,358 which is a 17.10% increase from last year's budget. The property tax revenue to be raised from new property tax roll this year is $50,499. 78 Section 2 Financial Analysis Property Tax Overview 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. 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 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. Direct and Overlapping Property Tax Rate Source: 2017 Town of Westlake Audit 2013 2014 2015 2016 2017 Ad Valorem Property Tax General Fund $ 0.14197 $ 0.13888 $ 0.13710 $ 0.13710 $ 0.12882 Debt Service Fund 0.01487 0.01796 0.01924 0.01924 0.00813 SUB-TOTAL DIRECT 0.15684 0.15684 0.15634 0.15634 0.13695 School Districts Carroll ISD 1.40000 1.40000 1.40000 1.40000 1.39000 Northwest ISD 1.37500 1.45250 1.45250 1.45250 1.45250 Keller ISD 1.54000 1.54000 1.54000 1.54000 1.52000 Counties Denton County 0.28287 0.28491 0.27220 0.27220 0.24841 Tarrant County 0.26400 0.26400 0.26400 0.26400 0.25400 Other Tarrant College 0.14897 0.14950 0.14950 0.14950 0.14473 Tarrant Hospital 0.22790 0.22790 0.22790 0.22790 0.22790 Trophy Club Mud #1 0.13339 0.13339 0.13339 0.13339 1.12722 SUB-TOTAL INDIRECT 5.37213 5.45220 5.43949 5.43949 6.36476 TOTAL $ 5.52897 $ 5.60904 $ 5.59583 $ 5.59583 $ 6.50171 79 Based on July Report FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Actual FY17/18 Estimated FY18/19 Adopted 1,025,535,296$ 1,090,892,532$ 1,209,948,755$ 1,227,858,917$ 1,248,082,317$ 1,274,372,828$ 1,393,675,563$ 1,500,997,347$ 1,613,210,908$ amount change 65,357,236$ 119,056,223$ 17,910,162$ 20,223,400$ 26,290,511$ 119,302,735$ 107,321,784$ 112,213,561$ percent change 6%11%1%2%2%9%8%7% $ cumulative chg 65,357,236$ 184,413,459$ 202,323,621$ 222,547,021$ 248,837,532$ 368,140,267$ 475,462,051$ 587,675,612$ % cumulative chg 6%18%20%22%24%36%46%57% Based on "Estimated Net Taxable Value " July report FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Actual FY17/18 Estimated FY18/19 Adopted Total Taxable Values 796,958,772$ 937,254,545$ 856,969,250$ 889,054,513$ 920,188,732$ 943,308,794$ 1,124,442,640$ 1,207,702,471$ 1,275,791,495$ amount change 140,295,773$ (80,285,295)$ 32,085,263$ 31,134,219$ 23,120,062$ 181,133,846$ 83,259,831$ 68,089,024$ percent change 18%-9%4%4%3%19%7%6% $ cumulative chg 140,295,773$ 60,010,478$ 92,095,741$ 123,229,960$ 146,350,022$ 327,483,868$ 410,743,699$ 478,832,723$ % cumulative chg 18%8%12%15%18%41%52%60% Residential 454,890,952$ 463,311,801$ 473,314,728$ 494,062,920$ 530,229,036$ 575,082,645$ 698,417,863$ 767,773,180$ 855,993,179$ amount change 8,420,849$ 10,002,927$ 20,748,192$ 36,166,116$ 44,853,609$ 123,335,218$ 69,355,317$ 88,219,999$ percent change 2%2%4%7%8%21%10%11% $ cumulative chg 8,420,849$ 18,423,776$ 39,171,968$ 75,338,084$ 120,191,693$ 243,526,911$ 312,882,228$ 401,102,227$ % cumulative chg 2%4%9%17%26%54%69%88% Commercial 354,362,708$ 398,732,749$ 309,259,502$ 288,880,663$ 288,318,142$ 313,905,939$ 319,566,649$ 334,367,110$ 337,279,443$ amount change 44,370,041$ (89,473,247)$ (20,378,839)$ (562,521)$ 25,587,797$ 5,660,710$ 14,800,461$ 2,912,333$ percent change 13%-22%-7%0%9%2%5%1% $ cumulative chg 44,370,041$ (45,103,206)$ (65,482,045)$ (66,044,566)$ (40,456,769)$ (34,796,059)$ (19,995,598)$ (17,083,265)$ % cumulative chg 13%-13%-18%-19%-11%-10%-6%-5% Personal 73,238,159$ 86,462,635$ 102,298,461$ 115,051,251$ 110,305,420$ 86,780,414$ 129,527,089$ 112,515,566$ 116,007,662$ amount change 13,224,476$ 15,835,826$ 12,752,790$ (4,745,831)$ (23,525,006)$ 42,746,675$ (17,011,523)$ 3,492,096$ percent change 18%18%12%-4%-21%49%-13%3% $ cumulative chg 13,224,476$ 29,060,302$ 41,813,092$ 37,067,261$ 13,542,255$ 56,288,930$ 39,277,407$ 42,769,503$ % cumulative chg 18%40%57%51%18%77%54%58% Ag Properties 263,775$ 263,775$ 269,301$ 274,698$ 257,671$ 246,487$ 219,661$ 208,877$ 203,351$ Based on July Report FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Actual FY17/18 Estimated FY18/19 Adopted New Residential 19,299,376$ 14,557,925$ 17,679,732$ 18,340,000$ 28,002,713$ 39,358,755$ 56,221,461$ 29,301,506$ 30,734,175$ amount change (4,741,451)$ 3,121,807$ 660,268$ 9,662,713$ 11,356,042$ 16,862,706$ (26,919,955)$ 1,432,669$ percent change -25%21%4%53%41%43%-48%5% $ cumulative chg (4,741,451)$ (1,619,644)$ (959,376)$ 8,703,337$ 20,059,379$ 36,922,085$ % cumulative chg -25%-8%-5%45%104%191% New Commercial 2,905,474$ 63,612,427$ 24,418,346$ 1,148,172$ -$ -$ -$ 13,586,641$ 2,201,041$ amount change 60,706,953$ (39,194,081)$ (23,270,174)$ (1,148,172)$ -$ -$ 13,586,641$ (11,385,600)$ percent change 2089%-62%-95%-100%0%100%200%300% $ cumulative chg 60,706,953$ 21,512,872$ (1,757,302)$ (2,905,474)$ (2,905,474)$ (2,905,474)$ 10,681,167$ (704,433)$ % cumulative chg 2089%740%-60%-100%-100%-100%368%-24% Based on July Report FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Actual FY17/18 Estimated FY18/19 Adopted Avg Market Value 1,354,987$ 1,359,897$ 1,365,344$ 1,416,737$ 1,472,247$ 1,492,650$ 1,803,855$ 1,758,822$ 1,814,031$ amount change 4,910$ 5,447$ 51,393$ 55,510$ 20,403$ 311,205$ (45,033)$ 55,209$ percent change 0.36%0.40%3.76%3.92%1.39%20.85%-2.50%3.14% $ cumulative chg 4,910$ 10,357$ 61,750$ 117,260$ 137,663$ 448,868$ 403,835$ 459,044$ % cumulative chg 0%1%5%9%10%33%30%34% Based on July Report FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Actual FY17/18 Estimated FY18/19 Adopted Avg Taxable Value 1,152,595$ 1,163,219$ 1,166,338$ 1,203,398$ 1,247,251$ 1,270,576$ 1,425,943$ 1,451,120$ 1,510,238$ Tax Payment 1,845$ 1,460$ 1,463$ 1,510$ 1,560$ 1,589$ 1,562$ 1,581$ 1,885$ amount change (386)$ 4$ 46$ 50$ 29$ (27)$ 18$ 304$ percent change -20.91%0.27%3.18%3.31%1.87%-1.69%1.17%19.25% AD VALOREM PROPERTY TAX NINE YEAR ANALYSIS Fiscal Year 2018/2019 Homestead exemption 20% Over 65 exemption - $10,000 AD VALOREM TAX PAYMENT ON AVERAGE HOME VALUE (w/homestead exemption) NEW NET TAXABLE VALUE NET TAXABLE VALUES (these values will not always total due to incomplete accounts, cases before ARB, etc) APPRAISED VALUES AVERAGE MARKET VALUE PER HOME 80 AD VALOREM PROPERTY TAX NINE YEAR ANALYSIS Fiscal Year 2018/2019 Homestead exemption 20% Over 65 exemption - $10,000 FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Actual FY17/18 Estimated FY18/19 Adopted Total Revenue 1,257,246$ 1,442,069$ 1,366,542$ 1,353,355$ 1,432,916$ 1,479,452$ 1,577,814$ 1,585,004$ 1,864,852$ amount change 184,823$ (75,527)$ (13,187)$ 79,561$ 46,536$ 98,362$ 7,191$ 279,848$ percent change 14.70%-5.24%-0.96%5.88%3.25%6.65%0.46%17.66% New Residential 30,898$ 22,833$ 27,729$ 28,764$ 43,779$ 61,533$ 76,995$ 39,894$ 47,945$ amount change (8,066)$ 4,896$ 1,036$ 15,015$ 17,754$ 15,462$ (37,101)$ 8,051$ percent change -26.10%21.44%3.73%52.20%40.55%25.13%-48.19%20.18% New Commercial 4,652$ 99,770$ 38,298$ 1,801$ -$ -$ -$ 18,498$ 3,434$ amount change 95,118$ (61,472)$ (36,497)$ (1,801)$ -$ -$ 18,498$ (15,065)$ percent change 2044.82%-61.61%-95.30%-100.00%0.00%100.00%200.00%300.00% Raised from New 35,550$ 122,602$ 66,027$ 30,565$ 43,779$ 61,533$ 76,995$ 58,392$ 51,379$ Raised from Existing 1,221,696$ 1,319,467$ 1,300,516$ 1,322,790$ 1,389,137$ 1,417,919$ 1,500,818$ 1,526,612$ 1,813,473$ FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Actual FY17/18 Estimated FY18/19 Adopted General Fund 0.15620$ 0.13835$ 0.14197$ 0.13907$ 0.13710$ 0.13947$ 0.12882$ 0.11133$ 0.13201$ Debt Service 0.00390 0.01849 0.01487 0.01777 0.01924 0.01687 0.00813 0.02482 0.02399 TOTAL TAX RATE 0.16010$ 0.15684$ 0.15684$ 0.15684$ 0.15634$ 0.15634$ 0.13695$ 0.13615$ 0.15600$ amount change (0.00326) - - (0.00050) - (0.01939) (0.00080) 0.01985 percent change -2.04%0.00%0.00%-0.32%0.00%-12.40%-0.58%14.58% FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Actual FY17/18 Estimated FY18/19 Adopted General Fund 97.56%88.21%90.52%88.67%87.69%89.21%94.06%81.77%84.62% Debt Service 2.44%11.79%9.48%11.33%12.31%10.79%5.94%18.23%15.38% TOTAL 100%100%100%100%100%100%100%100%100% FY10/11 Actual FY11/12 Actual FY12/13 Actual FY13/14 Actual FY14/15 Actual FY15/16 Actual FY16/17 Actual FY17/18 Estimated FY18/19 Adopted General Fund 1,226,689$ 1,271,975$ 1,236,978$ 1,198,373$ 1,256,795$ 1,318,059$ 1,482,625$ 1,318,825$ 1,577,153$ Debt Service 30,558$ 170,094$ 129,565$ 154,982$ 176,121$ 161,393$ 95,189$ 266,179$ 287,699$ TOTAL 1,257,246$ 1,442,069$ 1,366,542$ 1,353,355$ 1,432,916$ 1,479,452$ 1,577,814$ 1,585,004$ 1,864,852$ amount change 184,823$ (75,527)$ (13,187)$ 79,561$ 46,536$ 98,362$ 7,191$ 279,848$ percent change 14.70%-5.24%-0.96%5.88%3.25%6.65%0.46%17.66% TAX REVENUE BY FUND TYPE TAX RATE DISTRIBUTION AMOUNT TAX RATE DISTRIBUTION PERCENT TOTAL TAX REVENUE GENERATED 81 This page is intentionally blank 82 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. With this in mind, the Town uses forecasting procedures that result in more accurate personnel expenditure projections. Personnel Overview 83 Assistant .50 C ITIZENS OF W ESTLAKE Finance ASSISTANT TOWN MANAGER Fire Chief Human Resources Public Works Planning & Development Town Secretary Supervisor Lead Clerk Communications Information Technology Police Services (contracted thru the City of Keller) Manager TOWN MANAGER & Facilities Maintenance .50 Lieutenants (3) 1 Part Time Court Clerk Court Administrator PT Firefighter Paramedics 24 HR Generalist Academic Acctg Tech II WA Technician Advisory Boards And Committees Town Attorney Court Judge Texas Student Housing Deputy Chief Fire Marshal 1 Technician UB Coordinator Building Inspector Permit Clerk P&D Coordinator Municipal Acctg Tech II Intern .50 This organizational chart is a visual depiction of the way work is distributed within the Town of Westlake. It is also meant to be a tool to help enhance our working relationship with our customers, students and stake-holders, and to clear channels of communications to better accomplish our goals and objectives. Assistant .50 M AYOR AND T OWN C OUNCIL PW Inspector Project Manager WA SUPERINTENDENT continued on next page Parks and Recreation .50 FT Firefighter Paramedics 9 WA Coordinator WA Technician Network Manager Assistant 1 Full Time Court Clerk 1 Part Time Court Judge 2 Part Time Marshals 84 WA SUPERINTENDENT BOARD OF TRUSTEES WESTLAKE ACADEMY EXECUTIVE DIRECTOR continued from previous page Executive Director W.A. Foundation Assistant This organizational chart is a visual depiction of the way work is distributed within Westlake Academy Heads of Department Grade Level Team Leads SPED CoordinatorPrimary Principal Primary Assistant Principal Primary Curriculum Coordinator Primary Counselor Primary Faculty and Staff Librarian Technology Coordinator Secondary Principal Secondary Counselor College Counselor MYP/DP Faculty and Staff Registrar Administrative Staff Secondary Assistant Principal Athletic Dir. Student Life Coordinator MYP/DP Curriculum Coordinators This chart is meant to be a tool to help enhance our working relationship with our customers, students and stake-holders, and to clear channels of communications to better accomplish our goals and objectives. SPED Faculty and Staff 85 Section 2 Financial Analysis Personnel Summary Overview Given the funding constraints governments are facing, accurate expenditure projections are more important than ever. 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. 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 • Budgeted to be $4,495,731; a 7% increase of $287,362K from prior year estimated. o Market band adjustments  $191K increase based on most recent salary surveys from the HR dept. o One-time Performance/Incentive Pay  $51K inclusive of taxes and retirement o Staffing Additions  Transition Court Judge from contract service to part time employee $18K o Staffing Changes  Cost savings; replace full time Marshal with two-part time ($66,356)  Employee Insurance reflects $31K increase. Due to plan increase of 20% and changes to employee coverage because of approved positions in the prior year that were unfilled.  Transition Facilities Clerk from part time to full-time employee $26K (majority of this cost is medical and dental insurance)  Cost to have 6 month overlap in training to replace Municipal Accounting Technician II who will be retiring in July 2019. Cost is approximately $11K  Transition Management Intern (account for full wages in FY2019) $9K o Payroll Salary Changes  Increase car allowances $4.4K  Add phone allowances $3.6K  Add On-call pay to public works employees $6.3K • 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 $1.114M • Utility Fund - $521K • Visitors Association Fund - $525K 86 Section 2 Financial Analysis Personnel Summary Overview MUNICIPAL EMPLOYEES PAYROLL PROGRAM SUMMARY FY 17/18 Estimated Budget FY 18/19 Adopted Budget Variance $ Variance % Full-Time Regular Wages $3,408,814 $3,472,786 $63,972 2% Full-Time Overtime Wages 133,131 121,725 (11,406) -9% Part-Time Regular Wages 231,976 290,025 58,049 25% Premium Pay 13,560 21,476 7,916 58% Auto Allowance 29,600 34,800 5,200 18% Cell Phone Allowance 7,680 11,760 4,080 53% Performance Pay - 42,000 42,000 100% Operating Xfr in for PR Costs (1,055,775) (1,114,192) (58,417) 6% Total Base Wages 2,768,986 2,880,380 111,394 4% Medical Insurance 544,606 711,266 166,660 31% Dental Insurance 29,115 32,862 3,747 13% LTD/AD&D/Life Insurance 26,274 36,141 9,867 38% Total Insurance 599,995 780,269 180,274 30% Social Security 236,919 247,663 10,744 5% Medicare 55,334 57,843 2,509 5% Unemployment Taxes 8,790 9,517 727 8% Worker's Compensation 42,390 33,966 (8,424) -20% Total Taxes 343,433 348,989 5,556 2% TX Municipal Retirement 468,685 461,823 (6,862) -1% ICMA 457 Retirement 27,270 24,270 (3,000) -11% Total Retirement 495,955 486,093 (9,862) -2% Total General Fund Impact $4,208,369 $4,495,731 $287,362 7% Transfer from Visitor Fund to GF $518,510 $555,167 $36,657 7% Transfer from Utility Fund to GF 482,700 559,024 76,324 16% Payroll Transfers to General Fund $1,001,210 $1,114,192 $112,982 11% MUNICIPAL PAYROLL $5,209,579 $5,609,923 $400,344 8% Westlake Academy 6,378,398 6,585,303 206,905 3% TOTAL PAYROLL $11,587,977 $12,195,226 $607,249 5% 87 Section 2 Financial Analysis Personnel Summary Overview Municipal Employees 44.50 32%Westlake Academy 93.58 68% EMPLOYEE ALLOCATIONS BY DEPARTMENT • Total personnel staffing in FY 2018-2019 is budgeted at 44.75 positions. • This represents a decrease of 1.71 positions from the FY16-17 total of 139.05. • Police Services continue to be outsourced and contracted through the City of Keller. Dept No. Department Name FY 17/18 Estimated FY 18/19 Adopted Change Amount Percent of total 10 Administrative 1.00 1.00 - 1% 11 Town Manager 2.75 2.75 - 2% 12 Planning & Development 4.00 4.00 - 3% 13 Town Secretary 1.50 1.50 - 1% 14 Emergency Services 15.50 15.50 - 11% 15 Municipal Court 4.25 3.50 (0.75) 3% 16 Public Works 4.00 4.00 - 3% 17 Facilities Maintenance 1.25 1.75 0.50 1% 18 Finance Dept 4.00 4.00 - 3% 19 Park & Recreation 0.50 0.50 - 0% 20 Information Technology 2.00 2.00 - 1% 21 Human Resources 2.00 2.00 - 1% 22 Communications 2.00 2.00 - 1% Municipal Employees 44.75 44.50 (0.25) 32% Westlake Academy 93.76 93.58 (0.18) 68% Total Employees 138.51 138.08 (0.43) 100% FY18/19 RATIO OF MUNICIPAL VS ACADEMIC EMPLOYEES 88 Section 2 Financial Analysis Personnel Summary Overview EMPLOYEE FORECAST Dept No. Department Name FY 19-20 Projected FY 20-21 Projected FY 21-22 Projected FY 22-23 Projected 10 Administrative 1.00 1.00 1.00 1.00 11 Town Manager 2.75 2.75 2.75 2.75 12 Planning & Development 4.00 4.00 4.00 4.00 13 Town Secretary 1.50 1.50 1.50 1.50 14 Emergency Services 18.50 23.50 28.00 31.00 15 Municipal Court 3.50 3.50 3.50 3.50 16 Public Works 4.00 4.00 4.00 4.00 17 Facilities Maintenance 1.75 1.75 1.75 1.75 18 Finance Dept 5.00 5.00 5.00 5.00 19 Park & Recreation 0.50 0.50 0.50 0.50 20 Information Technology 2.00 2.00 3.00 3.00 21 Human Resources 2.00 3.00 3.00 3.00 22 Communications 2.50 3.50 3.50 3.50 Municipal Employees 49.00 56.00 61.50 64.50 Westlake Academy 93.09 93.09 93.09 93.09 Total Employees 142.09 149.09 154.59 157.59 RATIO OF MUNICIPAL EMPLOYEES TO RESIDENTS • For FY18/19 there are 1,310 projected residents and 44.50 employees. • This equals a ratio of 29.44 residents per each full-time equivalent employee. • This is an increase of .16 estimated residents per FTE positions. Position FY 14/15 Actual FY 15/16 Actual FY 16/17 Actual FY 17/18 Estimated FY 18/19 Adopted Change Westlake Residents 1,200 1,230 1,310 1,310 1,310 0.00 Municipal Employees 36.00 39.25 44.00 44.75 44.50 (0.25) Residents per Employee 33.33 31.34 29.77 29.27 29.44 0.16 89 Dept Position 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 10 GENERAL ADMINISTRATIVE Administrative Assistant 1.00 1.00 - 1.00 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 1.00 - - - - 11 TOWN MANAGER'S OFFICE Town Manager 1.00 1.00 - 1.00 1.00 1.00 1.00 Assistant Town Manager 1.00 1.00 - 1.00 1.00 1.00 1.00 Administrative Assistant 0.50 0.50 - 0.50 0.50 0.50 0.50 Part-Time Interns 0.25 0.25 - 0.25 0.25 0.25 0.25 2.75 2.75 - 2.75 2.75 2.75 2.75 - - - - 12 PLANNING & DEVELOPMENT Planning & Development Director 1.00 1.00 - 1.00 1.00 1.00 1.00 Development Coordinator 1.00 1.00 - 1.00 1.00 1.00 1.00 Chief Building Official 1.00 1.00 - 1.00 1.00 1.00 1.00 Permitting Clerk 1.00 1.00 - 1.00 1.00 1.00 1.00 4.00 4.00 - 4.00 4.00 4.00 4.00 - - - - 13 TOWN SECRETARY'S OFFICE Town Secretary 1.00 1.00 - 1.00 1.00 1.00 1.00 Administrative Assistant 0.50 0.50 - 0.50 0.50 0.50 0.50 1.50 1.50 - 1.50 1.50 1.50 1.50 - - - - 14 FIRE/EMS DEPARTMENT Fire Chief 1.00 1.00 - 1.00 1.00 1.00 1.00 Fire Marshal/Deputy Chief 1.00 1.00 - 1.00 1.00 1.00 1.00 Lt. Firefighter/Paramedics 3.00 3.00 - 4.00 4.00 4.00 4.00 Clerk/Admin Assistant - - - 0.50 0.50 1.00 1.00 Fire Inspector/Pub Ed Sp - - - - 1.00 1.00 1.00 Driver Engineers - - - - - 3.00 3.00 Firefighter/Paramedics 10.50 10.50 - 12.00 16.00 17.00 20.00 15.50 15.50 - 18.50 23.50 28.00 31.00 3.00 5.00 4.50 3.00 15 MUNICIPAL COURT OFFICE Court Administrator 1.00 1.00 - 1.00 1.00 1.00 1.00 Deputy Clerk 1.00 - (1.00) - - - - Lead Clerk - 1.00 1.00 1.00 1.00 1.00 1.00 Marshal Full time 1.00 - (1.00) - - - - Marshal Part Time 1 - 0.15 0.15 0.15 0.15 0.15 0.15 Marshal Part Time 2 - 0.10 0.10 0.10 0.10 0.10 0.10 Court Judge 0.25 0.25 - 0.25 0.25 0.25 0.25 Clerk 1 Part Time 0.50 0.50 - 0.50 0.50 0.50 0.50 Clerk 2 Full Time 0.50 0.50 - 0.50 0.50 0.50 0.50 4.25 3.50 (0.75) 3.50 3.50 3.50 3.50 - - - - 16 PUBLIC WORKS OFFICE Public Works Director 1.00 1.00 - 1.00 1.00 1.00 1.00 Utility Technician 1.00 1.00 - 1.00 1.00 1.00 1.00 Utility Billing Coordinator 1.00 1.00 - 1.00 1.00 1.00 1.00 Project Manager 1.00 1.00 - 1.00 1.00 1.00 1.00 4.00 4.00 - 4.00 4.00 4.00 4.00 - - - - Current Year Staffing not reflected in long term forecast PERSONNEL STAFFING by DEPARTMENT & POSITION GROWTH MODEL STAFFING 90 Dept Position 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 Current Year Staffing not reflected in long term forecast PERSONNEL STAFFING by DEPARTMENT & POSITION GROWTH MODEL STAFFING 17 FACILITIES MAINTENANCE Facilities Maintenance Director 0.50 0.50 - 0.50 0.50 0.50 0.50 Part-Time Summer Technicians 0.25 0.25 - 0.25 0.25 0.25 0.25 Clerk/Admin Assistant 0.50 1.00 0.50 1.00 1.00 1.00 1.00 1.25 1.75 0.50 1.75 1.75 1.75 1.75 - - - - 18 FINANCE OFFICE Finance Director 1.00 1.00 - 1.00 1.00 1.00 1.00 Finance Supervisor 1.00 1.00 - 1.00 1.00 1.00 1.00 Accounting Tech - - 1.00 1.00 1.00 1.00 Accounting Tech Municipal 1.00 1.00 - 1.00 1.00 1.00 1.00 Accounting Tech Academic 1.00 1.00 - 1.00 1.00 1.00 1.00 4.00 4.00 - 5.00 5.00 5.00 5.00 1.00 - - - 19 PARKS & RECREATION OFFICE Parks & Recreation Director 0.50 0.50 - 0.50 0.50 0.50 0.50 0.50 0.50 - 0.50 0.50 0.50 0.50 - - - - 20 INFORMATION TECHNOLOGY Information Technology Director 1.00 1.00 - 1.00 1.00 1.00 1.00 IT Position - - - - - 1.00 1.00 Network Administrator 1.00 1.00 - 1.00 1.00 1.00 1.00 2.00 2.00 - 2.00 2.00 3.00 3.00 - - 1.00 - 21 HUMAN RESOURCES OFFICE Human Resources Director 1.00 1.00 - 1.00 1.00 1.00 1.00 HR Generalist 1 1.00 1.00 - 1.00 1.00 1.00 1.00 HR Generalist 2 - - - - 1.00 1.00 1.00 2.00 2.00 - 2.00 3.00 3.00 3.00 - 1.00 - - 22 COMMUNICATIONS OFFICE Communications Director 1.00 1.00 - 1.00 1.00 1.00 1.00 Manager 1.00 1.00 - 1.00 1.00 1.00 1.00 Assistant - - - 0.50 0.50 0.50 0.50 Marketing - - - - 1.00 1.00 1.00 2.00 2.00 - 2.50 3.50 3.50 3.50 0.50 1.00 - - 44.75 44.50 (0.25) 49.00 56.00 61.50 64.50 Westlake Academy Positions 93.76 93.58 (0.18) - - - - 138.51 138.08 (0.43) 49.00 56.00 61.50 64.50 15.50 Additional Fire Dept Staffing 3.00 5.00 4.50 3.00 4.50 Other Municipal Staffing 1.50 2.00 1.00 - 0.00 Academic Staffing - - - - additional employess not reflected in long term forecast 20.00 TOTAL FORECASTED INCREASE 4.50 7.00 5.50 3.00 Total Total Municipal Positions Grand Total not reflected in long term forecast additional employees 91 Section 2 Financial Analysis Personnel Summary Processes Vacancy Adjustments Not all positions will be filled 52 weeks per year, and so these expected vacancies are addressed in the salary budgeting process. • Start Dates - Expected start dates for open positions may vary. Keeping track of those assumptions is important because a large dollar variance may result when an actual start date differs from the budgeted date. • Attrition (Planned Retirements) - Budget consideration should be given for those positions where employees have indicated specific retirement dates. Payouts need to be budgeted. • Impact of Inflation - Inflation can have a significant impact on payroll forecasting. Cost-of- living adjustments often are used when forecasting personnel costs. The Consumer Price Index (CPI), a broad measure of consumer inflation, is the cost-of-living index used most often for determining salary increases. The U.S. Bureau of Labor Statistics’ Employment Cost Index might be a better index for this purpose, as it measures the change in the cost of labor, free from the influence of employment shifts among occupations and industries. • Seasonal and Temporary Positions - Some divisions or jurisdictions use part-time or seasonal employees. Park districts, for example, often adjust staffing levels by season. • Other Considerations - Some governments make more use of overtime as an option instead of hiring fulltime workers. The use of retired employees for contractual services is another alternative to adding headcount. 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. Personnel Tracking System Budget payroll projections are based on the estimate of budgeted positions for the year, in order to provide the correct number of budgeted positions. The system tracks all employees, full-time, part- time, temporary and permanent. 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. 92 Section 2 Financial Analysis Personnel Summary Processes 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. Pay Increases Salary adjustments will be made in order to remain competitive, retain talent, and reward outstanding performance. Pay increases may occur due to market adjustments, or through performance pay. All forms of compensation are subject to Town Manager approval and available funding appropriated on an annual basis by the Town Council. Market Adjustments In order to maintain accurate position classifications, the Town of Westlake will conduct a position analysis of 1/3 (one-third) of the organization’s positions each year, ensuring that all positions are reviewed on a rolling three-year basis. Depending on the results of the market study, and if funds are available, all or some of the salary bands will be proposed to the Town Council for adjustment based upon the results of the annual market salary study. Proposed adjustments to any pay band will not be proposed unless the market study indicates bands have increased by 2.5% or more. Employee salaries may receive a market adjustment if their current salary has shifted to become less than 97.5% of the market average. If any market adjustment is approved, all pay ranges and steps will be adjusted accordingly on the first day of the fiscal year. This does not include the Town Manager, whose compensation is determined by the Town Council. Performance Pay On-going performance pay may be awarded to individuals or teams who, as determined in their performance evaluation, have clearly gone “above and beyond” their traditional roles, job duties, and assignments over the evaluation period. Performance pay is awarded through the review process and the established criteria outlined by the HR Department. One-time performance pay may be offered to employees or teams who, based on performance evaluation, have been determined to have gone “above and beyond” expectations. One-time performance pay is a lump-sum, one-time payment, and will not impact the base pay of the employee and will not move their pay within their position’s assigned band. All performance pay, whether on-going or one-time adjustments, is dependent upon the availability of financial resources. Compensation Plan and Salary Survey The Town of Westlake believes that market-based salary, in combination with employee competence and their overall contribution to the Town’s success, should largely determine their compensation and career advancement opportunities. 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. The philosophy and objectives of this pay policy are as follows: 93 Section 2 Financial Analysis Personnel Summary Processes • First, the Town’s pay system should be internally equitable. It must ensure that pay ranges of each position within our organization reflects the value of comparable positions within our organization. In order to achieve this, we must pay employees fairly compared to their coworkers, and employees must also perceive that they are paid fairly compared to their coworkers. • Second, The Town’s pay system must be externally competitive in the market place, so that the Town of Westlake support or strategic outcome objective to attract, recruit, and retain highly qualified employees who are vital to accomplishing the organization’s vision and mission. • Third, to be motivational to our employees, providing the opportunity for future pay increases based upon individual work performance and development of job-related skills and competencies. After issuing an RFP for a market survey and development of the compensation plan, an independent consultant was selected to conduct a market survey and develop a compensation system. The market survey is conducted annually utilizing data from cities in the immediate geographical area, in addition to cities with similar demographics and citizen expectations of high-quality customer service. For its first year of implementation (FY 16-17), employees have been placed within the established pay band for their position at their current rate of pay, adjusted for a three (3) percent market adjustment. To promote internal equity, positions that have surveyed further below market received a higher market adjustment, at the discretion of their supervisor and with Town Manager approval. In the fiscal years following FY 16-17, depending on market survey results and availability of funding, the municipal broad band pay system may have both a performance pay component in addition to market adjustments, dependent upon the availability of financial resources. The Town of Westlake salary survey has historically utilized data from the Waters Consulting Group in addition to data obtained directly from other cities. For FY 16-17, Position Analysis Questionnaires (PAQs) and position descriptions were provided to the consultant during the development of the compensation system. This information was matched to similar positions in fifteen (15) cities using a proprietary database to determine proper placement of each position in the pay band. Comparison Cities Bedford Colleyville Coppell Euless Flower Mound Frisco Grapevine Hurst Keller Lewisville McKinney North Richland Hills Roanoke Southlake University Park 94 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. Long Term Planning (multi-year forecast) 95 Section 2 Financial Analysis Forecast Overview GOALS OF LONG-RANGE PLANNING, MULTI-YEAR PLANNING Multiyear planning is a key component of Westlake’s financial principles. Without proper planning, multi-year sustainability would not be attainable. With these priorities in mind, the Town approaches multiyear planning from these perspectives: • First, as it relates to revenue, effective economic analysis is essential to accurate forecasting. Various data on local economic information is used when projecting revenues for the budget. This data includes economic indicators such as interest rates, wages, health care costs, consumer spending, and housing and commercial growth. The data gathered from these sources are used to create financial scenarios for stronger current budget decisions. • On the expenditure side, the operational impact of projects and programs have been identified and incorporated into the budget and a multi-year analysis has been completed to confirm the sustainability of the budget over time. One of the goals for the budget is to anticipate and make deliberate decisions to reach financial and service goals. These trends are graphed and provided as a part of this budget’s support materials to provide a deeper understanding of the Town’s overall financial condition. 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 facility maintenance projects. Its purpose is to identify financial trends, shortfalls, and issues so the Town can proactively address them. It does so by projecting out into the future the fiscal results of continuing the Town’s current service levels and policies, providing a snapshot of what the future will look like as a result of the decisions made in the recent past. The purpose of the forecast is to get an idea (based on conservative assumptions) regarding what will happen in the regional and state economy, and on near-term and long-term revenue and expenditure drivers during the five (5) year planning period. The term “conservative” used in the context of financial forecasting means revenues are forecast at low growth levels or even at a decline (depending on the revenue source). KEY REVENUE DRIVERS Tax Rate Net Taxable Value Sales Tax Mixed Beverage Tax Franchise Fees Licenses & Permits Charges for Services Intergovernmental Revenues Fines & Forfeitures Interest Income KEY EXPENDITURE DRIVERS Overtime Costs Operating Supplies Apparatus & Tools Motor Vehicle Fuel Maintenance Travel, Training & Dues Utility Costs Professional Services Insurance Costs Fleet Replacements Capital Equipment Replacements 96 Section 2 Financial Analysis Forecast Overview Expenditures, while not necessarily being forecast as declining, are generally forecast with a 2-3% escalation rate, depending on inflation. Forecasts generally have at least one scenario where all that is assumed on expenditures is the current level of service and perhaps some growth in salary/wage expenditures. The Council can, if they wish, ask that certain service level adjustments, whether it is service expansion or reduction, be included as alternate scenarios, particularly if it appears that revenues will not cover expenditures in the out years of the forecast. It is 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. 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. non-spendable 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. 97 Section 2 Financial Analysis Long Term Forecast Assumptions FY 2018-2019 PROPOSED BUDGET GENERAL FUND: REVENUES AND OTHER SOURCES • Ad Valorem Property Tax (13% of total GF revenues) o Proposed increase from $.13615 to $0.15600 (.01985 increase per $100 Valuation)  General Fund Proposed $0.13201 – Prior Year $0.11133  Debt Service Proposed $0.02399 – Prior Year $0.02482 o Proposed budget is $1.5M; this reflects an increase of $258K (20%) • Sales & Use Tax (32% of total GF revenues) o Proposed budget is $3.9M; this reflects an increase of $389K (11%) o Because of the uncertainly of the funds, we are conservative with these estimates. o Includes the Property Tax Reduction portion of the Sales tax receipts o Includes an economic development situs agreement • Building permits/inspection/plan review fees (37% of total GF revenues) o Budgeted to be $4.4M with $3.6M as one-time revenues from Entrada. o This represents an increase of $2.2M (103%) o Residential fees budgeted at $1.1M and Commercial fees budgeted at $3.3M • Franchise Fees (8% of total GF revenues) o Budgeted to be $983K o Based on current year receipts, fees are budgeted to remain flat. o Because of the uncertainly of the funds, we are conservative with these estimates. • Transfers In are budgeted to remain flat at $62K; this is comprised of transfers from the Utility Fund for Fort Worth Impact Fees TOTAL EXPENDITURES AND OTHER USES • Payroll and Related Expenditures are budgeted at $4.5M • This reflects an overall 7% increase of $287K o Market band adjustments of $191K are reflected and based on most recent salary surveys performed by the HR dept. (GF portion is $153K) o Performance Pay of $50K is included (GF portion is $42K) o Employee Insurance reflects a 30% ($180K) increase. Due to plan increase of 20% and anticipated changes to employee coverage of approved positions in the prior year that were unfilled. o Payroll Transfers in increased $58K. o Transition Court Judge from contract service to part time employee $18K o Transition part time Facilities Clerk to full-time employee $26K (mostly insurance) o Cost to replace and train Accountant Technician II $11K o Increase car allowances & phone allowances $7K o Add On-call pay to public works employees $6K 98 Section 2 Financial Analysis Long Term Forecast Assumptions • Operations and Maintenance Expenditures are budgeted at $3.873M • This reflects a 5% increase of $168K from the prior year estimated of $3.704M o The largest portion of this increase ($109K) is due to rent & utilities. o This section also includes service and supply expenditures, repairs and maintenance, and travel and training expenditures. • Transfers Out are budgeted at $3.7M • This reflects an 8% increase of $1.209M from the prior year estimated of $2.511M o To Debt Service Fund – decreased $6,299 o To General M&R – increased $650K to build fund balance (portion of one-time Entrada fees) o To Vehicle M&R – increased $110K to build fund balance (portion of one-time Entrada fees) o To Capital Project Fund – increased $449K (portion of one-time Entrada fees) ENTERPRISE FUNDS • Total revenues and other sources increased $2.6M (62%); due to one-time receipt of Texas Water Development Board Funds of $2.6M • Total expenditures and other uses increased by $938K (22%) due primarily to one-time payment of $880K to Fort Worth Water Line. INTERNAL SERVICE FUNDS • Total revenues and other sources increased $639K (74%); due to transfers in from general fund; (portion of one-time Entrada fees) • Total expenditures and other uses increased by $537K (112%) o Ambulance repairs and maintenance $260K o Repaint Ground Storage Tank $80K o Pump Station Equipment $80K o Network Equipment $115K SPECIAL REVENUE FUNDS • Total revenues and other sources decreased $80K (3%) o Sales tax increased $260K o Contributions decreased $175K (economic development one time fees) • Total expenditures and other uses decreased by $43K (1%) o Economic development increased $98K o Services decreased $185K o Transfers out decreased $13K 99 Section 2 Financial Analysis Long Term Forecast Assumptions DEBT SERVICE FUNDS • Total revenues and other sources increased $15K (1%) o Property tax increased $21K o Transfers in decreased $6K • Total expenditures and other uses increased by $3K CAPITAL PROJECT FUND • Based on adopted CIP FORECAST ASSUMPTIONS FY 19-20 THROUGH FY 22-23 GENERAL FUND: REVENUES AND OTHER SOURCES • Sales & Use Tax Revenue o Annual increase of 2% to base sales and use tax thru 2023 o Commercial construction; Phase I added in 2020 thru 2023 o Commercial construction; Phase II added in 2021 thru 2023 o Commercial construction; added in 2021 thru 2023 • Property Tax Revenue o Annual increase of 2% thru year 2023 o Anticipated rate increase to property tax from year 19/20 thru year 22/23 o Estimate value on the roll two years from date of permit for new construction– separate line-item on forecast o Fidelity Abatement ends FY19/20 o Deloitte Abatement ends FY21/22 o Economic development revenues and abatements added in 2020 forward • Building permits/inspection/plan review fees o Based on estimated schedule of annual permits for commercial and residential growth shown separately • Franchise Fees increase annually by 1% • Fines and Forfeitures increase annually 1/2% • All other revenues – are increased 1% to 2.5% annually based on analysis 100 Section 2 Financial Analysis Long Term Forecast Assumptions TOTAL EXPENDITURES AND OTHER USES • Salary and wages increase annually by 2.5% • Service Expenditures increase annually by 1% • Rent and Utilities increase annually by 1% • Supplies increase annually by 1% • Repair and Maintenance increase annually 1.25% • Travel and training increase annually by 1% • Debt remains flat • Westlake Academy reserve - $315K/annually • Capital Outlay remains flat thru 2023 UTILITY FUND • Revenues and Other Sources increase annually by 2% • Expenditures and other uses increase annually 1% to 2% • Restricted Funds were added for Hillwood VISITOR ASSOCIATION FUND • Revenues and Other Sources increase annually by 1% o Hotel 1 added in 2020 thru 2023 o Hotel 2 added in 2020 thru 2023 o Hotel 3 added in 2021 thru 2023 • Expenditures increase annually .05 to 1% 101 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 Sales & Use Tax Revenues 2.00%4,550,000 4,400,000 4,488,088 4,577,940 4,669,590 4,763,075 BASE SALES & USE TAX 4,550,000 4,400,000 4,488,088 4,577,940 4,669,590 4,763,075 Schwab - Phase I situs 100%hard coded 400,000 1,200,000 0 0 0 0 Schwab - Phase I 100%hard coded 0 0 125,000 250,000 250,000 250,000 Schwab - Phase II 100%hard coded 0 0 0 125,000 250,000 250,000 Blizzard 100%hard coded 0 0 0 50,000 100,000 100,000 ADDITIONAL COMMERCIAL 400,000 1,200,000 125,000 425,000 600,000 600,000 Allocation to 4B 25% of total sales tax linked to 4B (1,237,500)(1,400,000)(1,153,272)(1,250,735)(1,317,397)(1,340,769) Allocation to ED 25% of Schwab (Situs)linked to ED (100,000)(300,000)0 0 0 0 Allocation to ED 50% of Deloitte (102,000)0 0 0 0 0 ALLOCATIONS TO OTHER FUNDS (1,439,500)(1,700,000)(1,153,272)(1,250,735)(1,317,397)(1,340,769) Total General Sales Tax 3,510,500 3,900,000 3,459,816 3,752,205 3,952,192 4,022,306 1.04 TYPE Non Taxable Value M&O Rate I&S Rate Total Rate Tax Levy Year Property Tax 1,207,702,471 0.11133 0.02482 0.13615 $1,344,535 FY 2018 1,325,125 0 0 0 0 0 Property Tax 1,275,791,495 0.13587 0.02013 0.15600 $1,733,356 FY 2019 0 1,733,356 0 0 0 0 Property Tax 1,326,823,155 0.11676 0.03924 0.15600 $1,549,189 FY 2020 0 0 1,549,189 0 0 0 Property Tax 1,379,896,081 0.11808 0.03792 0.15600 $1,629,425 FY 2021 0 0 0 1,629,425 0 0 Property Tax 1,435,091,924 0.11953 0.03647 0.15600 $1,715,374 FY 2022 0 0 0 0 1,715,374 0 Property Tax 1,492,495,601 0.12060 0.03540 0.15600 $1,799,876 FY 2023 0 0 0 0 0 1,799,876 Additional Residential (cumulative)From Property Tax Schedule 0 0 234,614 315,521 372,989 430,457 BASE PROPERTY TAX 1,325,125 1,733,356 1,783,803 1,944,946 2,088,363 2,230,333 Additional Commercial (Schwab)From Abatement 0 0 231,075 308,100 308,100 308,100 Schwab Abatement Starts 19/20 From Abatement 0 0 (231,075)(277,290)(246,480)(215,670) SCHWAB DEVELOPMENT 0 0 0 30,810 61,620 92,430 Fidelity Abatement Ends 19/20 hard coded 0 0 104,338 107,468 107,562 107,562 Deloitte Abatement Ends 21/22 hard coded 0 0 0 0 120,621 120,621 ABATEMENTS ENDING 0 0 104,338 107,468 228,183 228,183 Total Property Tax 1,325,125 1,733,356 1,888,141 2,083,224 2,378,166 2,550,946 Building-MEP-Driveway Permits dept 12 1,208,904 2,365,380 1,057,755 802,120 731,870 731,870 Inspection/Plan Review Fees dept 12 783,095 1,781,733 656,235 568,228 497,228 497,228 Grading/Excavation Fees dept 12 37,200 37,599 29,590 25,290 24,600 24,600 Erosion Control Fees dept 12 93,000 85,500 73,500 63,000 61,500 61,500 Fire Inspection Permits dept 14 28,979 87,359 46,500 40,400 36,400 36,400 Permits and Fees (Building Residential & Commercial)2,151,178 4,357,571 1,863,580 1,499,038 1,351,598 1,351,598 Liquor Permit Fees dept 10 1.00%3,080 3,080 3,111 3,142 3,173 3,205 Administrative Fees dept 10 1.00%2,353 2,353 2,377 2,400 2,424 2,449 Reforestation Tree Escrow dept 12 1.00%12,265 12,265 12,388 12,512 12,637 12,763 Re-Inspection Fees dept 12 1.00%100 100 101 102 103 104 Gas Well Misc Fees dept 12 1.00%10,500 10,500 10,605 10,711 10,818 10,926 Insurance & Surety Review Fees dept 12 1.00%1,000 1,000 1,010 1,020 1,030 1,041 Renewal Fees dept 12 1.00%500 500 505 510 515 520 Engineer Review/Civil dept 12 1.00%20,800 20,800 21,008 21,218 21,430 21,645 Development Fees dept 12 1.00%77,190 77,190 77,962 78,742 79,529 80,324 Contractor Registration Fees dept 12 1.00%24,015 24,015 24,255 24,498 24,743 24,990 EMS Revenues dept 14 1.00%100,000 100,000 101,000 102,010 103,030 104,060 Firefighter Equipment Fees dept 14 1.00%2,000 2,000 2,020 2,040 2,061 2,081 Fire Code Inspections dept 14 1.00%525 525 530 536 541 546 Administrative Fees dept 15 1.00%8,975 8,975 9,065 9,155 9,247 9,339 Misc Permits and Fees (Other)263,303 263,303 265,936 268,595 271,281 273,994 Sales of Surplus/Scrap Items dept 10 1.00%2,790 2,790 2,818 2,846 2,875 2,903 Insurance Refund/Equity Return dept 10 1.00%5,000 5,000 5,050 5,101 5,152 5,203 Misc Revenue General Services dept 10 1.00%3,710 3,710 3,747 3,785 3,822 3,861 Misc Revenue dept 15 1.00%25 25 25 26 26 26 Misc Revenue dept 16 1.00%1,460 1,460 1,475 1,489 1,504 1,519 Misc Revenue Communications dept 22 1.00%5,000 5,000 5,050 5,101 5,152 5,203 Facility Rental dept 17 1.00%21,800 21,800 22,018 22,238 22,461 22,685 Misc Income 39,785 39,785 40,183 40,585 40,991 41,400 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION Pulling from Residential and Commerical Fee Schedule GENERAL OPERATING FUND FUND 100 - GENERAL FUND 102 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION AT&T/SBC dept 10 1.00%304,700 304,700 307,747 310,824 313,933 317,072 Verizon dept 10 1.00%23,665 23,665 23,902 24,141 24,382 24,626 TXU/Atmos Gas dept 10 1.00%39,420 39,420 39,814 40,212 40,614 41,021 Charter dept 10 1.00%26,955 26,955 27,225 27,497 27,772 28,049 One Source dept 10 1.00%3,670 3,670 3,707 3,744 3,781 3,819 Tri-County Electric dept 10 1.00%473,000 473,000 477,730 482,507 487,332 492,206 Trinity Waste/AWIN Mgmt dept 10 1.00%63,675 63,675 64,312 64,955 65,604 66,260 Misc. Franchise Fees dept 10 1.00%48,730 48,730 49,217 49,709 50,207 50,709 Franchise Fees 983,815 983,815 993,653 1,003,590 1,013,626 1,023,762 Citation Revenue dept 15 0.05%620,789 620,789 621,111 621,434 621,756 622,079 Court Techology dept 15 0.05%19,395 19,395 19,405 19,415 19,425 19,435 Court Security dept 15 0.05%14,492 14,492 14,500 14,507 14,515 14,522 Warrant Fees dept 15 0.05%41,820 41,820 41,842 41,863 41,885 41,907 NSF Check Fees dept 15 0.05%5,240 5,240 5,243 5,245 5,248 5,251 Court Efficiency Fees dept 15 0.05%1,879 1,879 1,880 1,881 1,882 1,883 Law Enforcement Stds/Edu dept 15 0.05%685 685 685 686 686 686 Collection Fees dept 15 0.05%11,245 11,245 11,251 11,257 11,263 11,268 Court Fines and Forfeitures 715,545 715,545 715,916 716,288 716,660 717,032 Beverage Tax dept 10 1.00%62,500 62,500 63,125 63,756 64,394 65,038 Blizzard Hotel dept 10 hard coded 0 0 0 15,000 30,000 30,000 Entrada Hotel 1 dept 10 hard coded 0 0 15,000 30,000 30,000 30,000 Entrada Hotel 1 dept 10 hard coded 0 0 15,000 30,000 30,000 30,000 Beverage Tax 62,500 62,500 93,125 138,756 154,394 155,038 Interest Income dept 11 1.00%175,339 175,339 177,092 178,863 180,652 182,458 Interest Income dept 15 1.00%3,616 3,616 3,652 3,689 3,726 3,763 Interest Income 178,955 178,955 180,745 182,552 184,378 186,221 Contributions dept 14 1.00%12,240 12,240 12,362 12,486 12,611 12,737 Contributions 12,240 12,240 12,362 12,486 12,611 12,737 Transfer In - UF 500 for Impact Fees linked to UF 62,000 66,539 67,870 69,227 70,612 72,024 Transfers In 62,000 66,539 67,870 69,227 70,612 72,024 TOTAL REVENUES AND TRANSFERS IN $ 9,304,946 $ 12,313,609 $ 9,581,327 $ 9,766,546 $ 10,146,508 $ 10,407,058 Wages - Full Time Salaries acct 41110 2.50%(3,408,814)(3,472,786)(3,559,606)(3,648,596)(3,739,811)(3,833,306) Wages - Part Time Salaries acct 41210 2.50%(231,976)(290,025)(297,276)(304,708)(312,326)(320,134) Wages - Overtime acct 41120 2.50%(133,131)(121,725)(124,768)(127,887)(131,084)(134,361) Wages - Premium Pay acct 41510 2.50%(13,560)(21,476)(22,012)(22,563)(23,127)(23,705) Wages - Car Allowance acct 41640 0%(29,600)(34,800)(34,800)(34,800)(34,800)(34,800) Wages - Performance Pay acct 41647 0%0 (42,000)0 0 0 0 Wages - Phone Allowance acct 41641 0%(7,680)(11,760)(11,760)(11,760)(11,760)(11,760) Other - Transfers In VA & UF acct 42698 2.50%1,055,775 1,114,192 1,142,047 1,170,598 1,199,863 1,229,859 Payroll Salaries & Wages (2,768,986)(2,880,380)(2,908,175)(2,979,716)(3,053,045)(3,128,207) Insurance - Medical acct 42110 7.50%(544,606)(711,266)(764,611)(821,957)(883,604)(949,874) Insurance - Dental acct 42111 1.00%(29,115)(32,862)(33,190)(33,522)(33,857)(34,196) Insurance - Life acct 42130 0.50%(26,274)(36,141)(36,320)(36,500)(36,681)(36,862) Taxes - Social Security acct 42210 2.50%(236,919)(247,663)(253,855)(260,201)(266,706)(273,374) Taxes - Medicare acct 42220 2.50%(55,334)(57,843)(59,289)(60,771)(62,291)(63,848) Taxes - Unemployment acct 42510 1.00%(8,790)(9,517)(9,612)(9,708)(9,805)(9,903) Taxes - Workers Comp acct 42610 1.00%(42,390)(33,966)(34,305)(34,648)(34,995)(35,345) Retirement - TMRS acct 42310 2.50%(468,685)(461,823)(473,369)(485,203)(497,333)(509,766) Retirement - ICMA acct 42311 0%(27,270)(24,270)(24,270)(24,270)(24,270)(24,270) Payroll Taxes, Insurance, Retirement (1,439,383)(1,615,351)(1,688,822)(1,766,781)(1,849,542)(1,937,439) Sub-Total Payroll and Related (4,208,369)(4,495,731)(4,596,997)(4,746,497)(4,902,587)(5,065,645) General Service Debt (thru 24-25)acct 47120 0%(36,680)(36,680)(36,680)(36,680)(36,680)(36,680) K-5 Westlake Reserve Slots acct 47900 0%(315,000)(315,000)(315,000)(315,000)(315,000)(315,000) Total Debt Expenditures (351,680)(351,680)(351,680)(351,680)(351,680)(351,680) Fire Department dept 14 1.00%(57,224)(53,945)(54,484)(55,029)(55,580)(56,135) Municipal Court dept 15 1.00%(1,672)(1,672)(1,689)(1,706)(1,723)(1,740) Public Works dept 16 1.00%(28,605)(28,605)(28,891)(29,180)(29,472)(29,766) Facilities Maintenance WA dept 17 1.00%(38,740)(38,740)(39,127)(39,519)(39,914)(40,313) Parks & Recreations dept 19 1.00%(79,472)(79,472)(80,267)(81,069)(81,880)(82,699) Facilities Maintenance Town dept 26 1.00%(12,789)(17,790)(17,968)(18,148)(18,329)(18,512) Total Repair & Maintenance (218,502)(220,224)(222,426)(224,651)(226,897)(229,166) 103 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION Office Rent dept 10 schedule (233,685)(328,045)(338,205)(348,455)(355,795)(359,040) Telephone - Town Hall dept 10 1.00%(3,110)(3,110)(3,141)(3,173)(3,204)(3,236) Internet - Town Hall dept 10 1.00%(10,461)(10,461)(10,566)(10,671)(10,778)(10,886) Electric - Town Hall dept 10 0.00%(34,675)(34,675)(34,675)(34,675)(34,675)(34,675) Electric - Parchman dept 10 1.00%(75)(75)(76)(77)(77)(78) General Services (282,006)(376,366)(386,662)(397,050)(404,529)(407,915) Telephone - Fire Dept dept 14 1.00%(4,100)(4,100)(4,141)(4,182)(4,224)(4,266) Internet - Fire Dept dept 14 1.00%(7,177)(7,177)(7,249)(7,321)(7,394)(7,468) Water - Fire Dept dept 14 1.00%(5,727)(7,500)(7,575)(7,651)(7,727)(7,805) Electric - Fire Station dept 14 1.00%(4,290)(10,000)(10,100)(10,201)(10,303)(10,406) Gas - Fire Station dept 14 1.00%(2,929)(7,500)(7,575)(7,651)(7,727)(7,805) Fire Department (24,223)(36,277)(36,640)(37,006)(37,376)(37,750) Water - ROW Irrigation dept 16 1.00%(212,477)(212,477)(214,602)(216,748)(218,915)(221,104) Electric - Public Works dept 16 1.00%(2,864)(2,864)(2,893)(2,922)(2,951)(2,980) Public Works (215,341)(215,341)(217,494)(219,669)(221,866)(224,085) Water - ROW Irrigation dept 19 1.00%(123,360)(123,360)(124,594)(125,840)(127,098)(128,369) Water - Parks & Rec dept 19 1.00%(1,017)(1,017)(1,027)(1,037)(1,048)(1,058) Electric - Parks/Rec dept 19 1.00%(7,950)(7,950)(8,030)(8,110)(8,191)(8,273) Parks and Recreation (132,327)(132,327)(133,650)(134,987)(136,337)(137,700) Internet - Facilities WA dept 17 1.00%(200)(200)(202)(204)(206)(208) Internet - Facilities Town dept 26 1.00%(400)(400)(404)(408)(412)(416) Facilities Maintenance (600)(600)(606)(612)(618)(624) Total Rent & Utilities (654,497)(760,911)(775,053)(789,325)(800,727)(808,074) General Services dept 10 1.00%(345,276)(345,276)(348,729)(352,216)(355,738)(359,296) Administrative dept 11 1.00%(2,450)(2,450)(2,475)(2,499)(2,524)(2,549) Planning & Development dept 12 1.00%(316,264)(316,463)(319,628)(322,824)(326,052)(329,313) Town Secretary dept 13 1.00%(49,084)(51,395)(51,909)(52,428)(52,952)(53,482) Fire Department dept 14 1.00%(70,147)(106,032)(107,092)(108,163)(109,245)(110,337) Municipal Court dept 15 1.00%(119,891)(97,529)(98,504)(99,489)(100,484)(101,489) Public Works dept 16 1.00%(83,372)(83,372)(84,206)(85,048)(85,898)(86,757) Facilities Maintenance WA dept 17 1.00%(19,135)(19,135)(19,326)(19,520)(19,715)(19,912) Finance Department dept 18 1.00%(30,751)(31,061)(31,372)(31,685)(32,002)(32,322) Parks & Recreations dept 19 1.00%(76,497)(76,497)(77,262)(78,035)(78,815)(79,603) Information Technology dept 20 1.00%(83,420)(89,449)(90,343)(91,247)(92,159)(93,081) Human Resources dept 21 1.00%(14,462)(17,215)(17,387)(17,561)(17,737)(17,914) Communications dept 22 1.00%(1,955)(1,955)(1,975)(1,994)(2,014)(2,034) Police Services dept 23 1.00%(963,519)(963,519)(973,154)(982,886)(992,715)(1,002,642) Facilities Maintenance Town dept 26 1.00%(40,216)(51,060)(51,571)(52,086)(52,607)(53,133) Total Service Expenditures (2,216,439)(2,252,408)(2,274,932)(2,297,681)(2,320,658)(2,343,865) General Services dept 10 1.00%(26,998)(26,998)(27,268)(27,541)(27,816)(28,094) Administrative dept 11 1.00%(1,836)(1,836)(1,854)(1,873)(1,892)(1,911) Planning & Development dept 12 1.00%(28,110)(18,210)(18,392)(18,576)(18,762)(18,949) Town Secretary dept 13 1.00%(3,045)(3,225)(3,257)(3,290)(3,323)(3,356) Fire Department dept 14 1.00%(97,747)(109,040)(110,130)(111,232)(112,344)(113,467) Municipal Court dept 15 1.00%(10,749)(10,749)(10,856)(10,965)(11,075)(11,185) Public Works dept 16 1.00%(4,465)(4,465)(4,510)(4,555)(4,600)(4,646) Facilities Maintenance WA dept 17 1.00%(13,601)(13,601)(13,737)(13,874)(14,013)(14,153) Finance Department dept 18 1.00%(5,577)(6,707)(6,774)(6,842)(6,910)(6,979) Parks & Recreations dept 19 1.00%(12,343)(12,343)(12,466)(12,591)(12,717)(12,844) Information Technology dept 20 1.00%(9,039)(7,630)(7,706)(7,783)(7,861)(7,940) Human Resources dept 21 1.00%(2,895)(3,770)(3,808)(3,846)(3,884)(3,923) Communications dept 22 1.00%(10,199)(10,199)(10,301)(10,404)(10,508)(10,613) Facilities Maintenance Town dept 26 1.00%(13,495)(18,525)(18,710)(18,897)(19,086)(19,277) Total Supply Expenditures (240,099)(247,298)(249,770)(252,268)(254,791)(257,339) General Services dept 10 1.00%(58,833)(60,303)(60,906)(61,515)(62,130)(62,752) Administrative dept 11 1.00%(32,128)(32,128)(32,449)(32,774)(33,102)(33,433) Planning & Development dept 12 1.00%(7,158)(7,921)(8,000)(8,080)(8,161)(8,243) Town Secretary dept 13 1.00%(3,695)(4,340)(4,383)(4,427)(4,472)(4,516) Fire Department dept 14 1.00%(48,249)(43,740)(44,177)(44,619)(45,065)(45,516) Municipal Court dept 15 1.00%(5,225)(5,225)(5,277)(5,330)(5,383)(5,437) Public Works dept 16 1.00%(2,481)(2,481)(2,506)(2,531)(2,556)(2,582) Facilities Maintenance WA dept 17 1.00%(3,283)(3,283)(3,315)(3,348)(3,382)(3,416) Finance Department dept 18 1.00%(9,004)(10,935)(11,044)(11,155)(11,266)(11,379) Parks & Recreations dept 19 1.00%(1,545)(1,545)(1,560)(1,576)(1,592)(1,608) Information Technology dept 20 1.00%(9,618)(9,618)(9,714)(9,811)(9,909)(10,009) Human Resources dept 21 1.00%(15,411)(17,336)(17,509)(17,684)(17,861)(18,040) Communications dept 22 1.00%(7,039)(7,039)(7,109)(7,180)(7,252)(7,325) Facilities Maintenance Town dept 26 1.00%(3,025)(3,170)(3,202)(3,234)(3,266)(3,299) Total Travel & Training (206,694)(209,064)(211,154)(213,266)(215,398)(217,552) Transfer Out - DS 300 operating transfer linked to DSF (1,174,669)(1,005,901)(1,253,207)(1,147,056)(1,084,032)(1,053,096) Total Operating Transfers Out (1,174,669)(1,005,901)(1,253,207)(1,147,056)(1,084,032)(1,053,096) TOTAL OPERATING EXPENDITURES (payroll, operations & maintenance) $ (9,270,948) $ (9,543,216) $ (9,935,220) $ (10,022,424) $ (10,156,770) $ (10,326,417) 104 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION Planning & Development dept 12 0%0 (490)(490)(490)(490)(490) Fire Department dept 14 0%(20,495)(27,900)(27,900)(27,900)(27,900)(27,900) Public Works dept 16 0%0 (5,000)(5,000)(5,000)(5,000)(5,000) Finance Department dept 18 0%(900)(1,800)(1,800)(1,800)(1,800)(1,800) Parks & Recreations dept 19 0%(520)(520)(520)(520)(520)(520) Total Capital Outlay (21,915)(35,710)(35,710)(35,710)(35,710)(35,710) Transfer Out - GMR Fund 600 linked to GMR (387,750)(1,000,799)(579,537)(498,660)(447,350)(447,350) Transfer Out - VMR Fund 605 linked to VMR (350,000)(460,266)(579,537)(498,662)(447,350)(447,350) Transfer Out - CP Fund 410 linked to CIP (300,000)(1,025,000)0 0 0 0 Total Non-Operating Transfers Out (1,037,750)(2,486,065)(1,159,074)(997,322)(894,700)(894,700) TOTAL NON-OPERATING EXPENDITURES (1,059,665) $ (2,521,775)(1,194,784)(1,033,032)(930,410)(930,410) one times from fee tab 1,337,276 3,550,808 1,224,138 1,115,138 967,701 967,701 no xfrs from above 1,037,750 2,486,065 1,159,074 997,322 894,700 894,700 Left in General Fund 299,526 1,064,743 65,064 117,816 73,001 73,001 TOTAL PAYROLL, OPERATIONS, MAINTENANCE & NON-OPERATING EXPENDITURES (10,330,613) $ (12,064,992)(11,130,004)(11,055,456)(11,087,180)(11,256,827) NET CHANGE TO FUND BALANCE (1,025,667)248,618 (1,548,677)(1,288,910)(940,672)(849,769) Beginning Fund Balance 10,242,277 9,216,610 9,465,228 7,916,551 6,627,641 5,686,969 Ending Fund Balance 9,216,610 9,465,228 7,916,551 6,627,641 5,686,969 4,837,200 Restricted/Committed/Assigned 304,505 304,504 304,504 304,504 304,504 304,504 Unassigned Ending Balance 8,912,105 9,160,724 7,612,047 6,323,137 5,382,465 4,532,696 Operating Expenditures 9,270,948 9,543,216 9,935,220 10,022,424 10,156,770 10,326,417 Operating Cost per Day 25,400 26,146 27,220 27,459 27,827 28,292 OPERATING DAYS 351 350 280 230 193 160 105 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION Section Sales 0%13,700 13,700 13,700 13,700 13,700 13,700 Perpetual Care - Section 15%0%150 150 150 150 150 150 Perpetual Care-interment 100 %0%50 50 50 50 50 50 Marker Sales 0%250 250 250 250 250 250 Contractor Fee 0%350 350 350 350 350 350 Misc Revenue 0%1,275 1,275 1,275 1,275 1,275 1,275 Interest Income 0%2,465 2,465 2,465 2,465 2,465 2,465 Total Revenues 18,240 18,240 18,240 18,240 18,240 18,240 Attorney - Boyle & Lowry 0%0 0 0 0 0 0 Engineering 0%(6,453)(6,453)(6,453)(6,453)(6,453)(6,453) Contract Services 0%(370)(370)(370)(370)(370)(370) Irrigation R&M 0%(4,000)0 0 0 0 0 Contract Landscaping 0%(6,375)(6,375)(6,375)(6,375)(6,375)(6,375) ROW Irrigation 0%(1,241)0 0 0 0 0 Grounds R&M 0%(2,000)(2,000)(2,000)(2,000)(2,000)(2,000) Dues & Memberships 0%(125)(125)(125)(125)(125)(125) Land Improvements 0%(4,000)0 0 0 0 0 Cost of Sales - Cemetery Lots 0%(1,441)(1,441)(1,441)(1,441)(1,441)(1,441) Total Expenditures (26,005)(16,764)(16,764)(16,764)(16,764)(16,764) NET CHANGE TO FUND BALANCE (7,765)1,476 1,476 1,476 1,476 1,476 Beginning Fund Balance 211,349 203,584 205,060 206,536 208,012 209,488 Ending Fund Balance 203,584 205,060 206,536 208,012 209,488 210,964 Restricted/Committed/Assigned 203,584 205,060 206,536 208,012 209,488 210,964 Unassigned Ending Balance 0 0 0 0 0 0 Operating Expenses 26,005 16,764 16,764 16,764 16,764 16,764 Operating Cost Per Day 71 46 46 46 46 46 Operating Days 2,966 4,433 4,465 4,497 4,529 4,561 Water Revenue 2.00%3,211,156 3,211,156 3,275,379 3,340,887 3,407,704 3,475,859 Service Area Accts Hillwood 2.00%48,000 48,000 48,960 49,939 50,938 51,957 Service Area Accts Town 2.00%43,000 43,000 43,860 44,737 45,632 46,545 Waste Management 2.00%6,129 6,129 6,252 6,377 6,504 6,634 Sewer Revenue - Westlake 2.00%1,137,544 1,137,544 1,160,295 1,183,501 1,207,171 1,231,314 Sewer Revenue - Keller 2.00%1,280 1,280 1,306 1,332 1,358 1,386 Water Tap Fees 2.00%34,026 34,026 34,707 35,401 36,109 36,831 Sewer Tap Fees 2.00%17,251 17,251 17,596 17,948 18,307 18,673 Fort Worth Impact fees 2.00%66,539 66,539 67,870 69,227 70,612 72,024 Sub-Total Charge For Services 4,564,925 4,564,925 4,656,224 4,749,348 4,844,335 4,941,222 Duct Bank Permit Fees Granada 43,400 31,000 15,500 0 0 0 Duct Bank Permit Fees Entrada 93,000 93,000 93,000 93,000 93,000 93,000 Duct Bank Permit Fees Vaquero 9,300 6,200 6,200 6,200 6,200 6,200 Duct Bank Permit Fees Quail Hollow 9,300 9,300 9,300 9,300 9,300 9,300 Duct Bank Permit Fees Carlyle Court 3,100 3,100 0 0 0 0 Duct Bank Permit Fees Terra Bella 3,100 3,100 3,100 0 0 0 Duct Bank Permit Fees Knolls Solana 0 12,400 12,400 12,400 12,400 12,400 Duct Bank Permit Fees Other Fees 6,200 6,200 6,200 6,200 6,200 6,200 Sub-Total Charge For Services 167,400 164,300 145,700 127,100 127,100 127,100 Meter Repair & Replacement 2.00%6,000 6,000 6,120 6,242 6,367 6,495 Cross Connection Control 2.00%3,510 3,510 3,580 3,652 3,725 3,799 Interest Income 2.00%55,300 55,300 56,406 57,534 58,685 59,858 Duct Bank Leases Deferred Schedule 2.00%30,965 40,391 41,199 42,023 42,863 43,721 TRA Wastewater Settle-Up 2.00%69,750 69,750 71,145 72,568 74,019 75,500 Insurance Refund/Equity Return 2.00%750 750 765 780 796 812 Misc Reimbursements 2.00%2,100 2,100 2,142 2,185 2,229 2,273 Misc Revenue Dept 16 2.00%8,000 8,000 8,160 8,323 8,490 8,659 Administrative CC Fee 2.00%7,475 7,475 7,625 7,777 7,933 8,091 Total Misc Income 183,850 193,276 197,142 201,084 205,106 209,208 Pulling from Residential and Commerical Fee Schedule FUND 255 - CEMETERY FUND FUND 500 - UTILITY FUND ENTERPRISE FUNDS 106 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION Bond Proceeds - Tx Water Development Board 0%0 2,600,000 0 0 0 0 Other Resources 0 2,600,000 0 0 0 0 Total Revenues & Transfers In 4,916,175 7,522,501 4,999,065 5,077,532 5,176,541 5,277,530 Operating Xfr Out for PR Costs 1.00%(482,700)(559,024)(564,615)(570,261)(575,963)(581,723) Compensated Absences 1.00%0 0 0 0 0 0 Compensated Absences 1.00%0 0 0 0 0 0 Compensated Absences 1.00%0 0 0 0 0 0 Compensated Absences 1.00%0 0 0 0 0 0 Total Payroll and Related (482,700)(559,024)(564,615)(570,261)(575,963)(581,723) Office Rent dept 10 from schedule (50,250)(70,295)(72,475)(74,670)(76,245)(76,935) Electric - Town Hall dept 10 0.00%(7,500)(7,500)(7,500)(7,500)(7,500)(7,500) Electric - Lift Station dept 16 1.50%(2,680)(2,680)(2,720)(2,761)(2,802)(2,844) Electric - Pump Station dept 16 1.50%(1,291)(1,291)(1,310)(1,330)(1,350)(1,370) Electric - Pump Station dept 16 1.50%(70,277)(70,277)(71,331)(72,401)(73,487)(74,589) Internet Service dept 10 1.50%(2,327)(2,327)(2,362)(2,397)(2,433)(2,470) Telephone - Town Hall dept 10 1.50%(724)(724)(735)(746)(757)(768) Telephone dept 16 1.50%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061) Water Service dept 16 1.50%(850)(850)(863)(876)(889)(902) Water - Pump Station dept 16 1.50%(20,600)(20,600)(20,909)(21,223)(21,541)(21,864) Total Rent & Utilities (157,499)(177,544)(181,220)(184,934)(188,050)(190,305) Computer Hardware/Software 1.50%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061) Mechanical Equipment 1.50%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061) Water Meters /Equipment 1.50%(20,275)(20,275)(20,579)(20,888)(21,201)(21,519) Water Taps 1.50%(8,780)(8,780)(8,912)(9,045)(9,181)(9,319) Total Capital Outlay (31,055)(31,055)(31,521)(31,994)(32,474)(32,961) WaterTower Landscape R&M 1.50%(6,000)(6,000)(6,090)(6,181)(6,274)(6,368) Water Main R&M 1.50%(35,045)(35,045)(35,571)(36,104)(36,646)(37,195) Water Tower R&M 1.50%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061) Sewer Main R&M 1.50%(24,973)(24,973)(25,348)(25,728)(26,114)(26,505) Pump Station Landscape R&M 1.50%(12,500)(12,500)(12,688)(12,878)(13,071)(13,267) Lift Station R&M 1.50%(6,000)(6,000)(6,090)(6,181)(6,274)(6,368) Instrument R&M 1.50%(9,473)(9,473)(9,615)(9,759)(9,906)(10,054) Ground Storage Tank R&M 1.50%(2,300)(2,300)(2,335)(2,370)(2,405)(2,441) Generator R&M 1.50%(6,815)(6,815)(6,917)(7,021)(7,126)(7,233) Pump Station R&M 1.50%(12,500)(12,500)(12,688)(12,878)(13,071)(13,267) Duct Bank R&M 1.50%(6,940)(6,940)(7,044)(7,150)(7,257)(7,366) FM1938 ROW Landscape 1.50%0 0 0 0 0 0 Meter Repair & Replacement 1.50%(35,793)(35,793)(36,330)(36,875)(37,428)(37,989) Water/Sewer R&M 1.50%(726)(726)(737)(748)(759)(771) Vehicle R&M 1.50%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061) Total Repair and Maintenance (161,065)(161,065)(163,481)(165,933)(168,422)(170,949) Insurance Automobile 1.50%(661)(661)(671)(681)(691)(702) Insurance Property 1.50%(6,975)(6,975)(7,080)(7,186)(7,294)(7,403) Bank Service Charges 1.50%(7,547)(7,547)(7,660)(7,775)(7,892)(8,010) Total Services Dept 10 (15,183)(15,183)(15,411)(15,642)(15,877)(16,115) Engineering 1.50%(4,540)(4,540)(4,608)(4,677)(4,747)(4,819) Water Utility Engineering 1.50%(37,555)(37,555)(38,118)(38,690)(39,270)(39,860) Misc. Engineering 1.50%(4,126)(4,126)(4,188)(4,251)(4,314)(4,379) Consultant Fees 1.50%(5,138)(5,138)(5,215)(5,293)(5,373)(5,453) Auditor 1.50%(7,235)(7,235)(7,344)(7,454)(7,565)(7,679) Attorney - Boyle & Lowry 1.50%(9,421)(9,421)(9,562)(9,706)(9,851)(9,999) Attorney - Lloyd Gosselink 1.50%(10,256)(10,256)(10,410)(10,566)(10,724)(10,885) Contract Labor 1.50%0 0 0 0 0 0 Contract Services 1.50%(7,860)(7,860)(7,978)(8,098)(8,219)(8,342) Water Purchases 2.00%(934,500)(934,500)(953,190)(972,254)(991,699)(1,011,533) Water Service Charge 0%(600)(600)(600)(600)(600)(600) Peak Payment 2.00%(409,500)(409,500)(417,690)(426,044)(434,565)(443,256) TRA-Wastewater Treatment 1.50%(479,303)(479,303)(486,493)(493,790)(501,197)(508,715) Southlake-Wastewater Treatment 1.50%(1,302,497)(1,302,497)(1,322,034)(1,341,865)(1,361,993)(1,382,423) Testing-Water/Bacteria/Rgltry 1.50%(30,000)(30,000)(30,450)(30,907)(31,370)(31,841) Utility Billing 1.50%(27,321)(27,321)(27,731)(28,147)(28,569)(28,998) Line Location 1.50%(5,660)(5,660)(5,745)(5,831)(5,919)(6,007) Application Software Maint.1.50%(10,750)(10,750)(10,911)(11,075)(11,241)(11,410) Keller Waste Water 1.50%(1,300)(1,300)(1,320)(1,339)(1,359)(1,380) Insurance General Liability 1.50%(980)(980)(995)(1,010)(1,025)(1,040) Mobile Phone 1.50%(1,000)(1,000)(1,015)(1,030)(1,046)(1,061) Misc Rental/Lease 1.50%(500)(500)(508)(515)(523)(531) Printing 1.50%(1,130)(1,130)(1,147)(1,164)(1,182)(1,199) Courier Service 1.50%(200)(200)(203)(206)(209)(212) Bad Debt Expense 1.50%0 0 0 0 0 0 Total Services Dept 16 (3,291,372)(3,291,372)(3,347,454)(3,404,511)(3,462,561)(3,521,622) 107 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION Computer Eqpmt/Software 1.50%(210)(210)(213)(216)(220)(223) Safety Supplies 1.50%(100)(100)(102)(103)(105)(106) Misc Hand Tools 1.50%(1,855)(1,855)(1,883)(1,911)(1,940)(1,969) Chemical Supplies 1.50%(350)(350)(355)(361)(366)(371) Office Supplies 1.50%(538)(538)(546)(554)(563)(571) Office Equipment 1.50%0 0 0 0 0 0 Postage & Shipping 1.50%(400)(400)(406)(412)(418)(425) Misc. Supplies 1.50%0 0 0 0 0 0 Meeting Expense 1.50%0 0 0 0 0 0 Vehicle Fuel 1.50%(3,000)(3,000)(3,045)(3,091)(3,137)(3,184) Uniforms 1.50%(587)(587)(596)(605)(614)(623) Capital Operating Impact - Utility from CIP schedule 0 0 0 0 0 0 Total Supplies (7,040)(7,040)(7,146)(7,253)(7,362)(7,472) Travel Airfare 1.50%(800)(800)(812)(824)(837)(849) Travel Car Rental/Parking 1.50%(100)(100)(102)(103)(105)(106) Travel Lodging 1.50%(1,560)(1,560)(1,583)(1,607)(1,631)(1,656) Travel Meals 1.50%(77)(77)(78)(79)(81)(82) Travel Mileage 1.50%(58)(58)(59)(60)(61)(62) Training/Seminars/Meetings 1.50%(3,000)(3,000)(3,045)(3,091)(3,137)(3,184) Dues & Subscriptions 1.50%(1,500)(1,500)(1,523)(1,545)(1,569)(1,592) Books & Printed Materials 1.50%0 0 0 0 0 0 Licenses/Registrations 1.50%(700)(700)(711)(721)(732)(743) Total Travel & Training (7,795)(7,795)(7,912)(8,031)(8,151)(8,273) Transfer Out - UMR Fund 510 linked to UMR 0 (5,000)(5,000)(5,000)(5,000)(5,000) Transfer Out - VMR Fund 505 linked to VMR (6,250)(10,000)(10,000)(10,000)(10,000)(10,000) Transfer Out - GF 100 Impact Fees GF linked to this (62,000)(66,539)(67,870)(69,227)(70,612)(72,024) Total Transfers Out (68,250)(81,539)(82,870)(84,227)(85,612)(87,024) Fort Worth Waterline Payment 0.00%(905,027)(1,711,840)0 0 0 0 Keller OH Storage - Principal ends 2020 tied to schedule (104,143)(113,756)(120,165)0 0 0 Keller OH Storage - Interest ends 2020 (16,395)(7,393)(2,523)0 0 0 Service Area - Hillwood tied to schedule (48,240)(48,240)(48,481)(48,724)(48,967)(49,212) Service Area - Town (43,215)(43,215)(43,431)(43,648)(43,866)(44,086) TXWDB FW Phase 2 Waterline - Principal tied to schedule 0 (5,000)(95,000)(100,000)(100,000)(100,000) TXWDB FW Phase 2 Waterline - Interest 0 (31,056)(43,120)(41,984)(40,744)(39,404) GS Tank 2013 CO - Principal tied to schedule (22,000)(22,550)(23,650)(23,650)(24,750)(25,300) GS Tank 2013 CO - Interest (33,021)(32,576)(32,114)(31,582)(30,977)(30,288) Total Debt (1,172,041)(2,015,626)(408,485)(289,587)(289,304)(288,289) Total Expenses & Transfers Out (5,394,000)(6,347,244)(4,810,113)(4,762,372)(4,833,775)(4,904,732) NET CHANGE TO FUND BALANCE (477,825)1,175,257 188,952 315,161 342,766 372,798 Beginning Fund Balance 674,981 197,156 1,372,413 1,561,365 1,876,525 2,219,291 Ending Fund Balance 197,156 1,372,413 1,561,365 1,876,525 2,219,291 2,592,089 Restricted/Committed/Assigned Hillwood 888,000 888,000 888,000 888,000 888,000 888,000 Restricted/Committed/Assigned Deposits 186,130 186,130 186,130 186,130 186,130 186,130 Unassigned Ending Balance (876,974)298,283 487,235 802,395 1,145,161 1,517,959 Operating Expenses 5,394,000 6,347,244 4,810,113 4,762,372 4,833,775 4,904,732 Operating Cost Per Day 14,778 17,390 13,178 13,048 13,243 13,438 Operating Days 13 79 118 144 168 193 108 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION Interest Income vision 16,350 16,350 14,500 14,500 14,500 14,500 Transfers In from UF 500 vision 0 5,000 5,000 5,000 5,000 5,000 Total Revenues & Transfers In 16,350 21,350 19,500 19,500 19,500 19,500 Sewer Easement Cleaning Machine vision 0 (45,000)0 0 0 0 Repaint Ground Storage Tank vision 0 (90,000)0 0 0 0 Pump Station Equipment vision 0 (90,000)0 0 0 0 Total Expenditures & Transfers Out 0 (225,000)0 0 0 0 NET CHANGE TO FUND BALANCE 16,350 (203,650)19,500 19,500 19,500 19,500 Beginning Fund Balance 829,333 845,683 642,033 661,533 681,033 700,533 Ending Fund Balance 845,683 642,033 661,533 681,033 700,533 720,033 Restricted/Committed/Assigned 845,683 642,033 661,533 681,033 700,533 720,033 Unassigned Ending Balance (projected)0 0 0 0 0 0 Firefighter Equipment Fees tied to vision 6,000 6,000 6,000 6,000 6,000 6,000 Interest Income tied to vision 2,290 2,290 2,165 2,165 2,165 2,165 WA Keller Police Sub-Station tied to vision 25,000 0 0 0 0 0 Transfer in from GF tied to vision 387,750 1,000,799 579,537 498,660 447,350 447,350 Total Revenues & Transfers In 421,040 1,009,089 587,702 506,825 455,515 455,515 WA-Irrigation System tied to vision (6,500)(6,500)(15,000)(5,000)(5,000)(5,000) WA-15 Ton Split HVAC System tied to vision (6,500)(14,000)(10,000)(25,000)(25,000)(25,000) WA-2 Ton Roof Top Units tied to vision (7,500)(7,500)(15,000)(10,000)(10,000)(10,000) WA-AC ton/7.5 ton server room tied to vision (6,500)(6,500)0 (20,000)(20,000)(20,000) WA-HVAC System Replacement tied to vision (7,500)(7,500)0 (5,000)(5,000)(5,000) WA-Update Security System tied to vision (2,750)(2,750)(5,000)(8,000)(8,000)(8,000) WA-Update Security Cameras tied to vision (10,300)(10,300)(2,000)(12,000)(12,000)(12,000) WA-Heater Boilers tied to vision (9,675)(9,675)0 (25,000)(25,000)(25,000) WA-Painting/Cloth Wall R&M tied to vision (6,500)(6,500)(10,000)(8,000)(8,000)(8,000) WA-Ext Envrnmt Imprvmts Irrig tied to vision (7,500)(7,500)0 (12,000)(12,000)(12,000) WA-Parking Lot tied to vision 0 (25,000)0 0 0 0 WA Playground Equipment tied to vision 0 (5,000)0 0 0 0 WA-Plumbing Repair/Replacement tied to vision (2,775)(9,000)(15,000)(5,000)(5,000)(5,000) WA-Carpet/VCT Flooring tied to vision (25,000)(35,000)(15,000)(15,000)(15,000)(15,000) WA-Envrnmt Bldg UG light/water tied to vision (2,750)(10,000)0 (5,000)(5,000)(5,000) WA-Refurbish Classrooms tied to vision (21,000)(30,000)(35,000)(25,000)(25,000)(25,000) WA-Interior Building R&M tied to vision (5,500)(15,000)(10,000)(15,000)(15,000)(15,000) WA-Exterior Paint & Wood R&M tied to vision (4,500)(4,500)(4,000)(8,000)(8,000)(8,000) WA-Roof Repairs tied to vision (47,550)(47,550)(15,000)(5,000)(5,000)(5,000) WA-Mechanical Equipment tied to vision 0 (25,000)0 0 0 0 WA-Furniture/Interior Bldg tied to vision (7,000)(15,000)0 0 0 0 WA-Keller Police Substation tied to vision (25,000)0 0 0 0 0 Dept 17 - Westlake Academy Facilities (212,300)(299,775)(151,000)(208,000)(208,000)(208,000) Trail Repairs and Maintenance tied to vision 0 (10,000)(10,000)(10,000)(10,000)(10,000) Park Repairs and Maintenance tied to vision 0 (10,000)(10,000)(10,000)(10,000)(10,000) Dept 19 - Town Parks 0 (20,000)(20,000)(20,000)(20,000)(20,000) Servers & Network Storage tied to vision (15,000)(40,000)(15,000)(15,000)(15,000)(15,000) Network Printers/Peripheal Dev tied to vision (5,000)(5,000)(5,000)(5,000)(5,000)(5,000) Network Equipment tied to vision 0 (115,000)(25,000)(25,000)(25,000)(25,000) Server Replacements tied to vision (5,000)(20,000)(12,500)(100,000)(12,500)(12,500) Phone System/Peripheal Devices tied to vision (5,000)(65,000)(10,000)(10,000)(10,000)(10,000) Dept 20 - Town IT Dept (30,000)(245,000)(67,500)(155,000)(67,500)(67,500) FUND 510 - UTILITY MAINT/REPLACE FUND 600 - GENERAL MAINT/REPLACEMENT INTERNAL SERVICE - M&R FUNDS 109 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION Town-Irrigation R&M tied to vision 0 (5,000)(5,000)(5,000)(5,000)(5,000) Town-HVAC System Replacement tied to vision 0 (5,000)(5,000)(5,000)(5,000)(5,000) Town-Heater tied to vision 0 (3,000)(3,000)(3,000)(3,000)(3,000) Town-Parking Lot tied to vision 0 (4,000)(4,000)(4,000)(4,000)(4,000) Town-Env Bldg UG light/water tied to vision 0 (10,000)(10,000)(10,000)(10,000)(10,000) Town-Furniture/Interior Bldg tied to vision (36,325)(2,700)0 0 0 0 Dept 26 - Town Facilities (Fire Station)(36,325)(29,700)(27,000)(27,000)(27,000)(27,000) Total Expenditures (278,625)(594,475)(265,500)(410,000)(322,500)(322,500) NET CHANGE TO FUND BALANCE 142,415 414,614 322,202 96,825 133,015 133,015 Beginning Fund Balance (19,621)122,794 537,408 859,610 956,435 1,089,450 Ending Fund Balance 122,794 537,408 859,610 956,435 1,089,450 1,222,465 Restricted/Committed/Assigned 122,794 537,408 859,610 956,435 1,089,450 1,222,465 Unassigned Ending Balance 0 0 0 0 0 0 Interest Earned tied to vision 350 350 350 350 350 350 Transfer in from UF tied to vision 6,250 10,000 10,000 10,000 10,000 10,000 Total Revenues & Transfers In 6,600 10,350 10,350 10,350 10,350 10,350 Public Works Vehicle tied to vision 0 0 0 (50,000)0 0 Total Expenditures & Transfers Out 0 0 0 (50,000)0 0 NET CHANGE TO FUND BALANCE 6,600 10,350 10,350 (39,650)10,350 10,350 Beginning Fund Balance 17,074 23,674 34,024 44,374 4,724 15,074 Ending Fund Balance 23,674 34,024 44,374 4,724 15,074 25,424 Restricted/Committed/Assigned 23,674 34,024 44,374 4,724 15,074 25,424 Unassigned Ending Balance 0 0 0 0 0 0 Contribution for WA Buses dept 10 tied to vision 105,000 0 150,000 0 0 0 Interest Earned dept 10 tied to vision 2,490 2,490 2,450 2,450 2,450 2,450 Transfer In from GF dept 88 tied to vision 350,000 460,266 579,537 498,662 447,350 447,350 Total Revenues & Transfers In 457,490 462,756 731,987 501,112 449,800 449,800 Academy Buses dept 10 tied to vision (105,000)0 (150,000)0 0 0 Fire Dept Vehicles dept 14 tied to vision 0 0 0 0 (60,000)(1,000,000) Fire Dept Vehicles - Ambulance dept 14 tied to vision 0 (260,000)0 0 0 0 Facilities Vehicles dept 17 tied to vision 0 0 0 (50,000)0 0 Total Expenditures & Transfers Out (105,000)(260,000)(150,000)(50,000)(60,000)(1,000,000) NET CHANGE TO FUND BALANCE 352,490 202,756 581,987 451,112 389,800 (550,200) Beginning Fund Balance 226,358 578,848 781,604 1,363,591 1,814,703 2,204,503 Ending Fund Balance 578,848 781,604 1,363,591 1,814,703 2,204,503 1,654,303 Restricted/Committed/Assigned 578,848 781,604 1,363,591 1,814,703 2,204,503 1,654,303 Unassigned Ending Balance 0 0 0 0 0 0 FUND 505 - UF VEHICLE MAINT /REPLACEMENT FUND 605 - GF VEHICLE MAINT/REPLACEMENT 110 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION Hotel Tax (Marriott)1.00%779,720 779,720 795,392 803,346 811,380 819,494 Hotel Tax (Deloitte)Match Fund 210 #1.00%36,982 36,982 32,640 32,640 32,640 32,640 Base Hotel Tax 816,702 816,702 828,032 835,986 844,020 852,134 Deloitte Abatement Ends 01-01-23 hard coded 0 0 0 0 0 32,640 Entrada Hotel 1 hard coded 0 0 300,000 600,000 600,000 600,000 Entrada Hotel 2 hard coded 0 0 300,000 600,000 600,000 600,000 Blizzard Hotel hard coded 0 0 300,000 600,000 600,000 Additional Commercial Tax 0 0 600,000 1,500,000 1,800,000 1,832,640 Total Hotel Occupancy Tax 816,702 816,702 1,428,032 2,335,986 2,644,020 2,684,774 Interest Income 1.00%14,606 14,606 14,250 14,250 14,250 14,250 Community Tree Lighting 1.00%3,675 3,675 2,675 2,756 2,784 2,811 Insur Refund/Equity Return 1.00%437 437 852 860 869 878 Dept 10 - General Service Revenues 18,718 18,718 17,777 17,866 17,903 17,939 Membership Fees 1.00%1,775 1,775 1,775 1,775 1,775 1,775 Special Events Revenue 1.00%3,250 3,250 3,250 3,250 3,250 3,250 Special Events Revenue 1.00%2,550 0 0 0 0 0 Sponsors Car Show 1.00%2,000 0 0 0 0 0 Sales of Printed Material 1.00%200 200 200 200 200 200 Sponsors 1.00%3,000 3,000 3,000 3,000 3,000 3,000 Misc Revenue 1.00%250 250 0 0 0 0 Dept 24 - Historical Board Revenues 13,025 8,475 8,225 8,225 8,225 8,225 Total Revenues & Transfers In 848,445 843,895 1,454,034 2,362,077 2,670,148 2,710,938 Operating Xfr Out to GF for Payroll Costs 1.00%(518,510)(555,167)(560,719)(566,326)(571,990)(577,709) Auditor 1.00%(7,250)(7,250)(7,323)(7,396)(7,470)(7,544) Community Services 1.00%(133)0 0 0 0 0 Marriott Marketing 1.00%(50,000)(50,000)(50,500)(51,005)(51,515)(52,030) Marriott Transportation 1.00%(80,000)(80,000)(80,800)(81,608)(82,424)(83,248) Marketing & Promotions 1.00%(7,500)(7,500)(7,575)(7,651)(7,727)(7,805) Application Software Maint.1.00%(1,950)(1,950)(1,970)(1,989)(2,009)(2,029) Community Tree Lighting 1.00%(11,762)(11,762)(11,880)(11,998)(12,118)(12,240) Audio/Visual 1.00%(250)(250)(253)(255)(258)(260) Dues & Subscriptions 1.00%(125)(125)(126)(128)(129)(130) Dept 10 - General Service Expenditures (677,480)(714,004)(721,144)(728,356)(735,639)(742,996) Office Rent 0.00%(50,250)(70,295)(72,475)(74,670)(76,245)(76,935) Telephone Service 1.00%(624)(624)(630)(637)(643)(649) Internet Expense 1.00%(2,195)(2,195)(2,217)(2,239)(2,262)(2,284) Electric Service 0.00%(7,500)(7,500)(7,500)(7,500)(7,500)(7,500) Dept 10 - Rent & Utilities Expenditures (60,569)(80,614)(82,822)(85,046)(86,649)(87,368) Contract Services 0.50%(52,709)(52,709)(52,973)(53,237)(53,504)(53,771) Community Services 0.50%(13,401)(13,401)(13,468)(13,535)(13,603)(13,671) Masterworks 0.50%(5,750)(5,750)(5,779)(5,808)(5,837)(5,866) Marketing & Promotions 0.50%(29,309)(61,809)(62,118)(62,429)(62,741)(63,054) Community Picnic 0.50%(1,170)(1,170)(1,176)(1,182)(1,188)(1,194) Other Hotels Marketing hard coded 0 0 (150,000)(375,000)(450,000)(450,000) Advertising 0.50%(20,615)(20,615)(20,718)(20,822)(20,926)(21,030) Special Community Events 0.50%(7,239)(7,239)(7,275)(7,312)(7,348)(7,385) Dues & Subscriptions 0.50%(5,794)(5,794)(5,823)(5,852)(5,881)(5,911) Postage & Supplies 0.50%(139)(139)(140)(140)(141)(142) Printing 0.50%(1,154)(1,154)(1,160)(1,166)(1,171)(1,177) Dept 22 - Communication Expenditures (137,280)(169,780)(320,629)(546,482)(622,339)(623,201) Website Development/Maint.0.00%(10)0 0 0 0 0 Office Supplies 0.00%(10)(10)(10)(10)(10)(10) Car Show Expenses 0.00%(5,825)(5,825)(5,825)(5,825)(5,825)(5,825) Town Historical Board Expense 0.00%(2,075)(2,075)(2,075)(2,075)(2,075)(2,075) Dept 24 - Historical Board Expenditures (7,920)(7,910)(7,910)(7,910)(7,910)(7,910) SPECIAL REVENUE FUNDS FUND 220 - VISITORS ASSOCIATION FUND 111 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION Consultant Fees 0.00%0 0 0 0 0 0 Sponsorship Expense 0.00%(10,000)(10,000)(10,000)(10,000)(10,000)(10,000) Contract Services 0.00%0 0 0 0 0 0 Special Events 0.00%0 0 0 0 0 0 Printing 0.00%0 0 0 0 0 0 Dept 25 - Public Art Expenditures (10,000)(10,000)(10,000)(10,000)(10,000)(10,000) Misc. Expense 0.00%(670)(670)0 0 0 0 Contract Services 0.00%0 0 0 0 0 0 Dept 26 Arbor Day Expenditures (670)(670)0 0 0 0 Total Expenditures & Transfers Out (893,919)(982,978)(1,142,506)(1,377,794)(1,462,538)(1,471,475) NET CHANGE TO FUND BALANCE (45,474)(139,083)311,528 984,283 1,207,610 1,239,463 Beginning Fund Balance 799,168 753,694 614,610 926,139 1,910,422 3,118,032 Ending Fund Balance 753,694 614,610 926,139 1,910,422 3,118,032 4,357,494 Restricted/Committed/Assigned 753,694 614,610 926,139 1,910,422 3,118,032 4,357,494 Unassigned Ending Balance 0 0 0 0 0 0 Operating Expenditures 893,919 982,978 1,142,506 1,377,794 1,462,538 1,471,475 Operating Daily Cost 2,449 2,693 3,130 3,775 4,007 4,031 Operating Days 308 228 296 506 778 1,081 Sales & Use Tax Revenues linked to GF sales Tax 1,237,500 1,400,000 1,153,272 1,250,735 1,317,397 1,340,769 Total Revenues & Transfers In 1,237,500 1,400,000 1,153,272 1,250,735 1,317,397 1,340,769 Transfer Out - DS Fund 300 (1,237,500)(1,400,000)(1,153,272)(1,250,735)(1,317,397)(1,340,769) Total Expenditures & Transfers Out (1,237,500)(1,400,000)(1,153,272)(1,250,735)(1,317,397)(1,340,769) NET CHANGE TO FUND BALANCE 0 0 0 0 0 0 Beginning Fund Balance 0 0 0 0 0 0 Ending Fund Balance 0 0 0 0 0 0 Restricted/Committed/Assigned 0 0 0 0 0 0 Unassigned Ending Balance 0 0 0 0 0 0 Sales & Use Tax Revenues linked to GF sales Tax 202,000 300,000 0 0 0 0 Hotel Occupancy Tax Revenues ends 01-01-23 36,940 36,940 32,320 32,640 32,640 0 WA $10K Lot Payment Revenues tied to bldg permits 340,000 164,300 145,700 127,100 127,100 127,100 Total Revenues & Transfers In 578,940 501,240 178,020 159,740 159,740 127,100 ED - Deloitte Sales Tax ends 07-01-2018 (102,000)0 0 0 0 0 ED - Deloitte Hotel Tax ends 01-01-2023 (36,940)(36,940)(32,320)(32,640)(32,640)0 ED - Schwab Sales Tax (100,000)(300,000)0 0 0 0 Transfer Out - WAE 412 (340,000)(164,300)(145,700)(127,100)(127,100)(127,100) Total Expenditures & Transfers Out (578,940)(501,240)(178,020)(159,740)(159,740)(127,100) NET CHANGE TO FUND BALANCE 0 0 0 0 0 0 Beginning Fund Balance 0 0 0 0 0 0 Ending Fund Balance 0 0 0 0 0 0 Restricted/Committed/Assigned 0 0 0 0 0 0 Unassigned Ending Balance 0 0 0 0 0 0 FUND 200 - 4B ECONOMIC DEV FUND FUND 210 - ECONOMIC DEV FUND 112 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION Miscellaneous Reimbursments 0%98,175 60,000 60,000 60,000 60,000 60,000 Total Revenues & Transfers In 98,175 60,000 60,000 60,000 60,000 60,000 Consultant Fees 0%(147,605)0 0 0 0 0 Boyle & Lowry 0%(5,275)0 0 0 0 0 Admin Fees 0%(10,917)0 0 0 0 0 Filing Fees 0%(180)0 0 0 0 0 Engineering 0%(21,130)0 0 0 0 0 Construction Inspection 0%(23,849)0 0 0 0 0 Advertising 0%(155)0 0 0 0 0 Total Expenditures & Transfers Out (209,111)0 0 0 0 0 NET CHANGE TO FUND BALANCE (110,936)60,000 60,000 60,000 60,000 60,000 Beginning Fund Balance 488,485 377,549 437,549 497,549 557,549 617,549 Ending Fund Balance 377,549 437,549 497,549 557,549 617,549 677,549 Restricted/Committed/Assigned 377,549 437,549 497,549 557,549 617,549 677,549 Unassigned Ending Balance 0 0 0 0 0 0 Donations - Honorariums 20,000 20,000 0 0 0 0 Donations - Art Pieces 10,000 10,000 0 0 0 0 Total Revenues & Transfers In 30,000 30,000 0 0 0 0 Contract Services 0 0 0 0 0 0 Total Expenditures & Transfers Out 0 0 0 0 0 0 NET CHANGE TO FUND BALANCE 30,000 30,000 0 0 0 0 Beginning Fund Balance 0 30,000 60,000 60,000 60,000 60,000 Ending Fund Balance 30,000 60,000 60,000 60,000 60,000 60,000 Restricted/Committed/Assigned 30,000 60,000 60,000 60,000 60,000 60,000 Unassigned Ending Balance 0 0 0 0 0 0 Interest Income 275 275 260 260 260 260 Total Revenues & Transfers In 275 275 260 260 260 260 Filing Fee Expense 0 0 0 0 0 0 Total Expenditures & Transfers Out 0 0 0 0 0 0 NET CHANGE TO FUND BALANCE 275 275 260 260 260 260 Beginning Fund Balance 13,790 14,065 0 0 0 0 Ending Fund Balance 14,065 14,340 260 260 260 260 Restricted/Committed/Assigned 14,065 14,340 260 260 260 260 Unassigned Ending Balance 0 0 0 0 0 0 FUND 215 - PUBLIC IMPROVEMENT DIST FUND 225 - PUBLIC ART PROGRAM FUND 418 - LONE STAR PUBLIC FUND 113 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION Transfer in - GF 100 1,174,669 1,005,901 1,253,207 1,147,056 1,084,032 1,053,096 Transfer In - 4B 200 1,237,500 1,400,000 1,153,272 1,250,735 1,317,397 1,340,769 Total Transfers In 2,412,169 2,405,901 2,406,479 2,397,791 2,401,429 2,393,865 Bank Charge - 2011 GORB (400)(400)(400)(400)(400)(400) Principal - Issue 2011 GORB (700,000)(715,000)(730,000)(750,000)(770,000)(790,000) Interest - Issue 2011 GORB (192,650)(171,425)(149,750)(127,550)(104,750)(81,350) TOTAL (893,050)(886,825)(880,150)(877,950)(875,150)(871,750) Bank Charge - Issue 2013 CO (440)(440)(440)(440)(440)(440) Principal - Issue 2013 CO (178,000)(182,450)(191,350)(191,350)(200,250)(204,700) Interest - Issue 2013 CO (267,172)(263,568)(259,830)(255,525)(250,630)(245,056) TOTAL (445,612)(446,458)(451,620)(447,315)(451,320)(450,196) Bank Charge - Issue 2014 GORB 0 (440)(450)(450)(450)(450) Principal - Issue 2014 GORB (5,000)(5,000)(5,000)(5,000)(5,000)(5,000) Interest - Issue 2014 GORB (65,040)(64,860)(64,680)(64,500)(64,320)(64,140) TOTAL (70,040)(70,300)(70,130)(69,950)(69,770)(69,590) Bank Charge - 2017 CO (450)(450)(450)(450)(450)(450) Principal - Issue 2017 CO (200,000)(205,000)(210,000)(215,000)(225,000)(230,000) Interest - Issue 2017 CO (310,800)(304,725)(298,500)(292,125)(285,525)(278,700) TOTAL (511,250)(510,175)(508,950)(507,575)(510,975)(509,150) Bank Charge - 2017 GORB (450)(450)(450)(450)(450)(450) Principal - Issue 2017 GORB (30,000)(30,000)(35,000)(35,000)(35,000)(35,000) Interest - Issue 2017 GORB (227,625)(227,025)(226,375)(225,675)(224,888)(223,925) TOTAL (258,075)(257,475)(261,825)(261,125)(260,338)(259,375) Bank Charge - 2017 Tax Note 0 (550)(550)(550)(550)(550) Principal - 2017 Tax Note (202,000)(212,000)(215,000)(219,000)(223,000)(227,000) Interest - 2017 Tax Note (32,142.28) (22,118)(18,254)(14,326)(10,326)(6,254) TOTAL (234,142)(234,668)(233,804)(233,876)(233,876)(233,804) Total Expenditures & Transfers Out (2,412,169)(2,405,901)(2,406,479)(2,397,791)(2,401,429)(2,393,865) NET CHANGE TO FUND BALANCE 0.00 0 0 0 0 0 Beginning Fund Balance 0 0 0 0 0 0 Ending Fund Balance 0 0 0 0 0 0 Restricted/Committed/Assigned 0 0 0 0 0 0 Unassigned Ending Balance 0 0 0 0 0 0 Fire Station Bonds Issue-2017-CO Program 17 Refunding of 2003 Issue-2014-GORB Program 14 Academy Expansion Issue-2013-CO Program 12 Refunding of 2002/2003 Issue-2011-GORB Program 10 DEBT SERVICE FUNDS FUND 300 - DEBT SERVICE (revenue supported) Fire Station Tax Note Issue-2017-TTN Program 16 Refunding of 2007 Issue-2017-GORB Program 15 114 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION 1.04 TYPE Non Taxable Value M&O Rate I&S Rate Total Rate Tax Levy Year Property Tax 1,207,702,471 0.11133 0.02482 0.13615 $296,984 FY 2018 296,984 0 0 0 0 0 Property Tax 1,275,791,495 0.13587 0.02013 0.15600 $256,878 FY 2019 0 256,878 0 0 0 0 Property Tax 1,326,823,155 0.11676 0.03924 0.15600 $520,655 FY 2020 0 0 520,655 0 0 0 Property Tax 1,379,896,081 0.11808 0.03792 0.15600 $523,213 FY 2021 0 0 0 523,213 0 0 Property Tax 1,435,091,924 0.11953 0.03647 0.15600 $523,369 FY 2022 0 0 0 0 523,369 0 Property Tax 1,492,495,601 0.12060 0.03540 0.15600 $528,417 FY 2023 0 0 0 0 0 528,417 Total Revenues 296,984 256,878 520,655 523,213 523,369 528,417 Bank Charge - 2011 CO 0 (440)(440)(440)(440)(440) Principal - 2011 CO (79,000)(83,000)(87,000)(91,000)(96,000)(101,000) Interest - 2011 CO (36,284.20) (34,356)(32,316)(30,180)(27,936)(25,572) TOTAL 2011 CO (115,284)(117,796)(119,756)(121,620)(124,376)(127,012) Bank Charge - 2013 GORB (440)(440)(440)(440)(440)(440) Principal - 2013 GORB (125,000)(135,000)(140,000)(145,000)(145,000)(150,000) Interest - 2013 GORB (37,400)(34,463)(31,025)(27,463)(23,838)(20,375) TOTAL 2013 GORB (162,840)(169,903)(171,465)(172,903)(169,278)(170,815) Bank Charge - 2019 CO 0 0 (440)(440)(440)(440) Principal - 2019 CO 0 0 (90,000)(130,000)(135,000)(140,000) Interest - 2019 CO 0 0 (138,994)(98,250)(94,275)(90,150) TOTAL 2019 CO 0 0 (229,434)(228,690)(229,715)(230,590) Total Expenditures (278,124)(287,699)(520,655)(523,213)(523,369)(528,417) NET CHANGE TO FUND BALANCE 18,860 (30,821)0 0 0 0 Beginning Fund Balance 11,961 30,821 0 0 0 0 Ending Fund Balance 30,821 0 0 0 0 0 Restricted/Committed/Assigned 30,821 0 0 0 0 0 Unassigned Ending Balance 0 0 0 0 0 0 See CP410 for projects=$3.387M Bond Issuance Issue 2019 CO Rd - Fac - Grnd Improvements NEW ISSUE - Program 019 Issue 2013 GORB Refunding of 20018 (A&S) Program 013 Issue 2011 CO Road Improvements Program 011 FUND 301 - DEBT SERVICE (property tax supported) 115 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION Transfer in from GF tied to bldg permits 300,000 1,025,000 0 0 0 0 Interest Income 38,000 38,000 38,000 38,000 38,000 38,000 Misc Income 0 0 0 0 0 0 NET REVENUES 338,000 1,063,000 38,000 38,000 38,000 38,000 Cash (Fund Balance)0 0 0 0 0 0 FM1938 TOWN IMPROVEMENTS (50,000)(220,000)0 0 0 0 NET project 20 (50,000)(220,000)0 0 0 0 Cash (Fund Balance)0 0 0 0 0 0 SH114/HWY170 ENHANCEMENTS 0 0 0 0 0 0 NET project 30 0 0 0 0 0 0 Bond Revenue - Issue $3.387M 0 480,180 0 0 0 0 ROANOKE ROAD RECON/DRAIN SOUTH 0 0 (480,180)0 0 0 NET project 34 0 480,180 (480,180)0 0 0 Bond Revenue - Issue $3.387M 0 281,960 0 0 0 0 SAM SCHOOL ROAD RECON & DRAINANGE 0 (281,960)0 0 0 0 NET project 40 0 0 0 0 0 0 Cash (Fund Balance)0 0 0 0 0 0 E.DOVE ROAD RECON & DRAINAGE (vaq/tb)(100,000)0 0 0 0 0 NET project 41 (100,000)0 0 0 0 0 Bond Revenue - Issue $3.387M 0 983,954 0 0 0 0 OTTINGER ROAD RECON & DRAINAGE 0 0 (983,954)0 0 0 NET project 58 0 983,954 (983,954)0 0 0 Bond Revenue - Issue $3.387M 0 404,125 0 0 0 0 PEARSON LANE RECON & DRAINAGE 0 (404,125)0 0 0 0 NET project 60 0 0 0 0 0 0 Cash (Fund Balance)0 0 0 0 0 0 DOVE ROAD/FM1938 SIGNALIZATION (160,000)0 0 0 0 0 NET project 68 (160,000)0 0 0 0 0 Contribution Revenue 26,390 0 0 0 0 0 SOLANA/HWY 114 SIGNALIZATION 0 0 0 0 0 0 NET project 69 26,390 0 0 0 0 0 Contribution Revenue 0 0 0 0 0 0 SOLANA/FM1938 SIGNALIZATION (10,000)0 0 0 0 0 NET project 70 (10,000)0 0 0 0 0 Bond Revenue - Issue $3.387M 0 80,000 0 0 0 0 FLASHING CROSSWALK LIGHTS 0 (80,000)0 0 0 0 NET project 75 0 0 0 0 0 0 Bond Revenue - Issue $3.387M 0 90,000 0 0 0 0 SOLANA PAVEMENT REPAIRS 0 (90,000)0 0 0 0 NET project 78 0 0 0 0 0 0 Bond Revenue - Issue $3.387M 0 54,450 0 0 0 0 WYCK HILL PAVEMENT RESURFACE 0 (54,450)0 0 0 0 NET project 79 0 0 0 0 0 0 Bond Revenue - Issue $3.387M 0 80,000 0 0 0 0 FM1938 PAVEMENT REPAIRS 0 (80,000)0 0 0 0 NET project 80 0 0 0 0 0 0 ROAD and STREET IMPROVEMENTS DEPT 16 (293,610)1,244,134 (1,464,134)0 0 0 FUND 410 - CAPITAL PROJECT FUND CAPITAL PROJECTS FUNDS 116 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION WAF Grant 175,000 0 135,000 0 0 0 WA - OUTDOOR LEARNING CENTER (175,000)0 (123,595)0 0 0 NET project 71 0 0 11,405 0 0 0 Bond Revenue - Issue $3.387M 0 82,000 0 0 0 0 WA - POND REPAIRS 0 (82,000)0 0 0 0 NET project 77 0 0 0 0 0 0 FACILITY and GROUND IMPROVEMENTS DEPT 17 0 0 11,405 0 0 0 Bond Revenue - Issue $3.387M 0 229,500 0 0 0 0 WAYFINDING SIGNAGE 0 (229,500)0 0 0 0 NET project 67 0 0 0 0 0 0 Bond Revenue - Issue $3.387M 0 30,000 0 0 0 0 TRAIL CONNECTION AT 114/SOLANA 0 (30,000)0 0 0 0 NET project 42 0 0 0 0 0 0 Bond Revenue - Issue $3.387M 0 300,949 0 0 0 0 TRAIL - WESTLAKE ACADEMY TO CEMETERY 0 0 (300,949)0 0 0 NET project 52 0 300,949 (300,949)0 0 0 Bond Revenue - Issue $3.387M 0 290,016 0 0 0 0 TRAIL - DOVE/PEARSON/ASPEN 0 (290,016)0 0 0 0 NET project 53 0 0 0 0 0 0 Contribution in prior year 0 0 0 0 0 0 CEMETARY IMPROVEMENTS (100,000)(50,000)0 0 0 0 NET project 76 (100,000)(50,000)0 0 0 0 PARKS/TRAIL/CEMETERY IMPROVEMENTS DEPT 19 (100,000)250,949 (300,949)0 0 0 Cash (Fund Balance)0 0 0 0 0 0 Fiber Connectivity between Buildings 0 (300,000)0 0 0 0 INFORMATION TECHNOLOGY IMPROVEMENTS 0 (300,000)0 0 0 0 Cash (Fund Balance)0 0 0 0 0 0 Payroll Transfers Out to GF (54,565)0 0 0 0 0 PAYROLL TRANSFERS (54,565)0 0 0 0 0 Total Revenues & Transfers in 539,390 4,450,134 173,000 38,000 38,000 38,000 Total Expenditures & Transfers Out (649,565)(2,192,051)(1,888,678)0 0 0 NET CHANGE TO FUND BALANCE (110,175)2,258,083 (1,715,678)38,000 38,000 38,000 Beginning Fund Balance 1,700,249 1,590,074 3,848,157 2,132,479 2,170,479 2,208,479 Ending Fund Balance 1,590,074 3,848,157 2,132,479 2,170,479 2,208,479 2,246,479 Restricted/Committed/Assigned Contributions/Grants/Bonds 201,390 2,258,083 135,000 0 0 0 Unassigned Ending Balance 1,388,684 1,590,074 1,997,479 2,170,479 2,208,479 2,246,479 Cash (Fund Balance)hard coded 0 0 0 0 0 0 Total Revenues 0 0 0 0 0 0 Engineering Fees tied to vision (545,742)(4,100)0 0 0 0 Construction Expense tied to vision (6,248,000)(1,739,281)0 0 0 0 Land Purchase tied to vision 0 0 0 0 0 0 Design Fees tied to vision (76,950)(61,474)0 0 0 0 Furniture & Fixtures tied to vision (200,000)(75,000)0 0 0 0 Security Service tied to vision (167,000)(150,500)0 0 0 0 Contingency tied to vision (75,000)(107,700)0 0 0 0 Misc. Expense tied to vision (4,250)(258,075)0 0 0 0 Appraisal Fees tied to vision (2,115)0 0 0 0 0 Misc Legal tied to vision (3,147)0 0 0 0 0 Boyle & Lowry tied to vision (16,690)0 0 0 0 0 Advertising Public Notices tied to vision (224)(2,500)0 0 0 0 Printing tied to vision (555)(1,000)0 0 0 0 Total Expenditures (7,339,673)(2,399,630)0 0 0 0 FUND 405 - FIRE STATION PROJECT 117 ESTIMATED PROPOSED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FIVE YEAR FINANCIAL FORECAST ALL MUNICIPAL FUNDS DESCRIPTION NET CHANGE TO FUND BALANCE (7,339,673)(2,399,630)0 0 0 0 Beginning Fund Balance 11,169,629 3,829,956 1,430,326 1,430,326 1,430,326 1,430,326 Ending Fund Balance 3,829,956 1,430,326 1,430,326 1,430,326 1,430,326 1,430,326 Restricted Funds 3,829,956 1,430,326 1,430,326 1,430,326 1,430,326 1,430,326 Unassigned Ending Balance 0 0 0 0 0 0 Interest Earned tied to vision 29,180 29,180 27,400 27,400 27,400 27,400 Transfer in from ED 200 tied to bldg permits 340,000 164,300 145,700 127,100 127,100 127,100 Total Revenues & Transfers In 369,180 193,480 173,100 154,500 154,500 154,500 Consultant Fees - Master Plan tied to vision 0 (85,000)0 0 0 0 Total Expenditures & Transfers Out 0 (85,000)0 0 0 0 NET CHANGE TO FUND BALANCE 369,180 108,480 173,100 154,500 154,500 154,500 Beginning Fund Balance 1,413,345 1,782,525 1,891,005 2,064,105 2,218,605 2,373,105 Ending Fund Balance 1,782,525 1,891,005 2,064,105 2,218,605 2,373,105 2,527,605 Restricted Funds 1,782,525 1,891,005 2,064,105 2,218,605 2,373,105 2,527,605 Unassigned Ending Balance 0 0 0 0 0 0 FUND 412 - ACADEMY EXPANSION 118 119 This page is intentionally blank 120 General Fund 100 Program Summary Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax 3,353,658$ 3,510,500$ 3,510,500$ 3,900,000$ 389,500$ 11% Property Tax 1,482,625 1,205,205 1,325,125 1,733,356 408,231 31% Beverage Tax 68,432 62,500 62,500 62,500 - 0% Franchise Fees 818,422 983,815 983,815 983,815 - 0% Permits & Fees Other 198,792 238,020 263,303 263,303 - 0% Permits & Fees Building 3,317,394 2,201,246 2,151,178 4,357,571 2,206,393 103% Fines & Forfeitures 673,716 809,880 715,545 715,545 - 0% Investment Earnings 64,913 43,100 178,955 178,955 - 0% Contributions 32 - 12,205 12,205 - 0% Misc Income 100,006 18,560 39,820 39,820 - 0% Total Revenues 10,077,990 9,072,826 9,242,946 12,247,070 3,004,124 33% Transfers In 230,336 50,000 62,000 66,539 4,539 7% Other Sources - - - - - 0% Total Other Sources 230,336 50,000 62,000 66,539 4,539 7% TOTAL REVENUES & OTHER SOURCES 10,308,326$ 9,122,826$ 9,304,946$ 12,313,609$ 3,008,663$ 32% Payroll Salaries 3,369,458 3,821,261 3,824,761 3,994,572 169,811 4% Payroll Salaries (864,028) (1,055,775) (1,055,775) (1,114,192) (58,417) 6% Insurance 488,798 599,995 599,995 780,269 180,274 30% Taxes - SS/M 239,309 292,253 292,253 305,506 13,253 5% Taxes - WC/U 33,459 51,180 51,180 43,482 (7,698) -15% Retirement 433,647 495,955 495,955 486,093 (9,862) -2% Total Payroll and Related 3,700,644 4,204,869 4,208,369 4,495,731 287,362 7% Debt 351,697 351,680 351,680 351,680 - 0% Economic Development - - - - - 0% Repair & Maintenance 143,745 242,580 218,502 220,224 1,722 1% Rent & Utilities 480,170 445,316 654,497 760,911 106,414 16% Services 2,167,264 2,048,966 2,216,439 2,252,408 35,969 2% Supplies 165,329 246,152 240,099 247,298 7,199 3% Travel & Training 131,112 204,430 206,694 209,064 2,370 1% Transfers Out Operating 1,452,393 1,772,568 1,912,419 1,005,901 (906,518) -47% Total Operations & Maintenance 4,891,711 5,311,692 5,800,329 5,047,485 (752,844) -13% TOTAL OPERATING EXPENDITURES 8,592,355 9,516,561 10,008,698 9,543,216 (465,482) -5% Capital Project Funds - - - - - 0% Capital Outlay 26,815 31,690 21,915 35,710 13,795 63% Total Capital and M&R Projects 26,815 31,690 21,915 35,710 13,795 63% Transfers Out Non-Operating CP - 1,015,324 300,000 2,486,065 2,186,065 100% Other Sources - - - - - 0% Total Other Uses - 1,015,324 300,000 2,486,065 2,186,065 729% TOTAL NON-OPERATING EXPENDITURES 26,815 1,047,014 321,915 2,521,775 2,199,860 683% TOTAL EXPENDITURES & OTHER USES 8,619,170 10,563,575 10,330,613 12,064,992 1,734,378 17% Excess Revenues over(under) Expenditures 1,689,156 (1,440,749) (1,025,667) 248,618 1,274,285 124% FUND BALANCE, BEGINNING 8,553,121 10,242,277 10,242,277 9,216,610 (1,025,667) -10% FUND BALANCE, ENDING 10,242,277 8,801,528 9,216,610 9,465,228 248,618 3% Restricted/Assigned/Committed Funds 294,418 304,504 304,504 304,504 - 0% UNASSIGNED FUND BALANCE, ENDING 9,947,859$ 8,497,025$ 8,912,106$ 9,160,724$ 248,618$ 3% Operating Cost per Day 23,541$ 25,251$ 25,400$ 26,146$ 746$ -5% Operating Days 423 337 351 350 (1) -60% Court Technology 100 10112 15 000 59,656 60,823 60,823 60,823 - 0% Court Security 100 10113 15 000 115,511 117,771 117,771 117,771 - 0% Court Efficiency 100 10116 15 000 9,599 9,787 9,787 9,787 - 0% Reforestation 100 10110 00 101 54,944 61,415 61,415 61,415 - 0% Street Escrow (TB/RA)100 10110 00 102 54,707 54,707 54,707 54,707 - 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 294,418$ 304,504$ 304,504$ 304,504$ -$ 0% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 121 General Services Town Manager's Office Planning and Development Town Secretary's Office Fire/EMS Department Municipal Court Public Works Facilities Maintenance General Sales Tax $ 3,900,000 $ - $ - $ - $ - $ - $ - $ - Property Tax 1,733,356 - - - - - - - Beverage Tax 62,500 - - - - - - - Franchise Fees 983,815 - - - - - - - Permits & Fees Other 5,433 - 146,370 - 102,525 8,975 - - Permits & Fees Building - - 4,270,212 - 87,359 - - - Fines and Forfeitures - - - - - 715,545 - - Investment Earnings 175,339 - - - - 3,616 - - Contributions - - - - 12,240 - - - Misc Income 11,500 - - - - 25 1,460 21,800 Total Revenues 6,871,943 - 4,416,582 - 202,124 728,161 1,460 21,800 Transfers In - - - - - - - - Total Other Sources - - - - - - - - $ 6,871,943 $ - $ 4,416,582 $ - $ 202,124 $ 728,161 $ 1,460 $ 21,800 PR Wages 44,968 422,179 342,309 131,850 1,374,769 246,054 317,945 97,444 PR Transfer In - (176,745) - - - - (357,549) (76,638) PR Insurance 15,323 57,223 53,079 24,653 263,201 54,961 88,428 34,372 PR SSM 3,439 32,288 26,180 10,084 105,143 18,818 24,317 7,453 PR Taxes 192 1,485 1,465 571 23,605 1,058 7,102 2,074 PR Retirement 5,507 75,976 41,924 16,148 148,121 22,979 38,940 11,934 Total Payroll & Related 69,429 412,406 464,958 183,307 1,914,839 343,871 119,183 76,638 Debt 351,680 - - - - - - - Repair & Maintenance - - - - 53,945 1,672 28,605 56,530 Rent & Utilities 376,366 - - - 36,277 - 215,341 600 Services 345,276 2,450 316,463 51,395 106,032 97,529 83,372 70,195 Supplies 26,998 1,836 18,210 3,225 109,040 10,749 4,465 32,126 Travel & Training 60,303 32,128 7,921 4,340 43,740 5,225 2,481 6,453 Transfer Out to DS - - - - - - - - Total Operations 1,160,623 36,414 342,594 58,960 349,034 115,175 334,264 165,903 Capital Outlay - - 490 - 27,900 - 5,000 - Total Capital - - 490 - 27,900 - 5,000 - Transfers Out - - - - - - - - Other Uses - - - - - - - - Total Other Uses - - - - - - - - 1,230,052 448,820 808,042 242,267 2,291,773 459,046 458,447 242,541 $ 5,641,891 $ (448,820) $ 3,608,540 $ (242,267) $ (2,089,649) $ 269,115 $ (456,987) $ (220,741) EXPENDITURES AND OTHER USES EXCESS REVENUES OVER (UNDER) EXPENDITURES TOTAL EXPENDITURES AND OTHER USES TOTAL REVENUES AND OTHER SOURCES FY 2018/2019 By Department Program Summary GENERAL FUND REVENUES AND OTHER SOURCES 122 General Sales Tax Property Tax Beverage Tax Franchise Fees Permits & Fees Other Permits & Fees Building Fines and Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Total Other Sources PR Wages PR Transfer In PR Insurance PR SSM PR Taxes PR Retirement Total Payroll & Related Debt Repair & Maintenance Rent & Utilities Services Supplies Travel & Training Transfer Out to DS Total Operations Capital Outlay Total Capital Transfers Out Other Uses Total Other Uses EXPENDITURES AND OTHER USES EXCESS REVENUES OVER (UNDER) EXPENDITURES TOTAL EXPENDITURES AND OTHER USES TOTAL REVENUES AND OTHER SOURCES FY 2018/2019 By Department Program Summary GENERAL FUND REVENUES AND OTHER SOURCES Finance Department Parks and Recreation Information Technology Human Resources Commun- ications Police Services Transfers In and Out TOTAL $ - $ - $ - $ - $ - $ - $ - $ 3,900,000 - - - - - - - 1,733,356 - - - - - - - 62,500 - - - - - - - 983,815 - - - - - - - 263,303 - - - - - - - 4,357,571 - - - - - - - 715,545 - - - - - - - 178,955 - - - - - - - 12,240 - - - - 5,000 - - 39,785 - - - - 5,000 - - 12,247,070 - - - - - - 66,539 66,539 - - - - - - 66,539 66,539 $ - $ - $ - $ - $ 5,000 $ - $ 66,539 $ 12,313,609 378,665 67,379 192,030 191,419 187,560 - - 3,994,572 (213,114) (34,794) - (13,091) (242,261) - - (1,114,192) 78,187 16,808 45,983 31,483 16,569 - - 780,269 28,960 5,153 14,687 14,640 14,345 - - 305,506 1,628 1,819 835 833 816 - - 43,482 46,376 8,252 23,519 23,444 22,971 - - 486,093 320,703 64,617 277,054 248,727 - - - 4,495,731 - - - - - - - 351,680 - 79,472 - - - - - 220,224 - 132,327 - - - - - 760,911 31,061 76,497 89,449 17,215 1,955 963,519 - 2,252,408 6,707 12,343 7,630 3,770 10,199 - - 247,298 10,935 1,545 9,618 17,336 7,039 - - 209,064 - - - - - - 1,005,901 1,005,901 48,703 302,184 106,697 38,321 19,193 963,519 1,005,901 5,047,485 1,800 520 - - - - - 35,710 1,800 520 - - - - - 35,710 - - - - - - 2,486,065 2,486,065 - - - - - - - - - - - - - - 2,486,065 2,486,065 371,206 367,321 383,751 287,048 19,193 963,519 3,491,966 12,064,992 $ (371,206) $ (367,321) $ (383,751) $ (287,048) $ (14,193) $ (963,519) $ (3,425,427) $ 248,618 123 Section 3 General Fund Overview REVENUES AND OTHER SOURCES Revenues and other sources are budgeted to be $12,313,609. This represents a 32% increase of $3,008,663 from prior year estimated. General Sales and Use Tax • Budgeted to be $3,900,000; an 11% increase of $389,500; prior year estimated. o Increase due primarily to economic development agreement. o Sales taxes are collected on the sale of goods and services within the Town as authorized by the State of Texas. o 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 monthly. o 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. o The Town also receives an additional .50% sales tax that is recorded in the 4B Economic Development Corporation Fund. Property Tax • Budgeted to be $1,733,356; a 31% increase of $408,231 from prior year estimated. o Total Tax rate increase from $0.13615 to $0.15600 per $100 valuation Beverage Tax • Budgeted to remain flat at $62,500 o The Town collects a 14% gross receipt tax on mixed beverages. o 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. Franchise Taxes • Budgeted to remain flat at $983,815 o Fees are collected from utilities and telecommunications companies that use Town right-of-way. o 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. Permits and Fees Other • Budgeted to remain flat at $263,303 o Include fees charged by the Town for gas wells, EMS revenues, review and renewal fees, developments fees and contractor registration fees. 124 Section 3 General Fund Overview Permits and Fees Buildings • Budgeted to be $4,357,571M; a 103% increase of $2.2M; prior year estimated. o Based on continuing growth in residential and commercial construction. o General Fund portion of Residential building permit fees increased $126K; the majority of this increase is due to anticipated fees from Entrada. o General Fund portion of Commercial building permit fees increased $2.08M; the majority of this increase is to overall anticipated building construction permit fees. Fines and Forfeitures (Court) • Budgeted to remain flat at $715,545 o Revenue generated from the Municipal Court is based on citations and warrants issued. o The Keller Police Department will continue to provide police services for Westlake. Investment Earnings • Budgeted to remain flat at $178,955. Contributions • Budgeted to remain flat at $12,205 Miscellaneous Income • Budgeted to remain flat at $39,820 o Includes fees charged by the Town for facility rentals, sales of surplus/scrap items, insurance refunds and equity returns. Transfers In • Budgeted to be $66,539; a 7% increase of $4,539; prior year estimated. o transfer in from the Utility fund for one-time impact fees EXPENDITURES AND OTHER USES Operating expenditures and other uses are budgeted at $12,064,992. This represents a 17% increase of $1,737,378 from prior year estimated. Payroll & Related – Base Salaries, Taxes, Insurance and Retirement • Budgeted to be $4,495,731; a 7% increase of $287,362; prior year estimated. o Market band adjustments of $191K are reflected and based on most recent salary surveys performed by the HR dept. (GF portion is $153K) o Performance Pay of $50K is included (GF portion is $42K) 125 Section 3 General Fund Overview o Employee Insurance reflects a 30% ($180K) increase. Due to plan increase of 20% and anticipated changes to employee coverage of approved positions in the prior year that were unfilled. o Payroll Transfers in increased $58K. o Transition Court Judge from contract service to part time employee $18K o Transition part time Facilities Clerk to full-time employee $26K (mostly insurance) o Cost to replace and train Accountant Technician II $11K o Increase car allowances & phone allowances $7K o Add On-call pay to public works employees $6K Operations and Maintenance Expenditures • Budgeted to be $5,047,485; a 13% decrease of $752,844 from prior year estimated. o Repair & Maintenance increased$1.7K o Rent & Utilities increased $106K; based on tiered schedule for the new town hall building. o Services expenditures increased $35K; fire dept increase to medical supplies, cleaning supplies and computer equipment. o Supplies increased $7.1K o Travel & Training increased $2.3K o Transfer Out to Debt Service decreased $906K; due to increased sales tax receipts in 4B Economic Development fund for debt payments, which in turn reduces the General Fund transfer out amount. Non-Operating Expenditures • Budgeted to be $2,521,775; a 683% increase of $2,199,860 from prior year estimated. o Capital Outlay increased $13K o Transfers Out to conduit funds increased due to one-time building permit revenues  to CP increased $725K  to GMR increased $1.0M  to VMR increased $460K Fund Balance • Excess revenues over (under) expenditures is projected to be $248,615. • Beginning fund balance is $9,216,610 • The ending fund balance is projected to be $9,465,228. • The unassigned balance of $9,160,724 represents coverage for 350 operating days. 126 This section includes Program Summaries for every department within the General Fund as well as Goals & Objectives and Performance Measures. General Fund Departments Program Summaries Goals & Objectives 127 Department 10 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax 3,353,658 3,510,500 3,510,500 3,900,000 11.1%389,500 Property Tax 1,482,625 1,205,205 1,325,125 1,733,356 30.8%408,231 Permits and Fees Other 5,318 4,940 5,433 5,433 0.0%- Permits and Fees Bldg Permits and Fees Building - - - - 0.0%- Fines & Forfeitures - - - - 0.0%- Franchise Fees 818,422 983,815 983,815 983,815 0.0%- Contributions 32 - - - 0.0%- Beverage Tax 68,432 62,500 62,500 62,500 0.0%- Interest 63,154 41,600 175,339 175,339 0.0%- Misc Income 70,260 16,035 11,500 11,500 0.0%- 5,861,901$ 5,824,595$ 6,074,212$ 6,871,943$ 13.1%797,731$ Payroll Wages 28,565 41,657 41,657 44,968 7.9%3,311 Payroll Transfer In - - - - 0.0%- Payroll Insurance 7,924 11,165 11,165 15,323 37.2%4,158 Payroll Taxes TWC/WC - 200 200 192 -3.8%(8) Payroll Taxes SS/M 2,185 3,186 3,186 3,439 7.9%253 Payroll Retirement 3,482 5,340 5,340 5,507 3.1%167 42,156$ 61,548$ 61,548$ 69,429$ 12.8%7,881$ Capital Outlay - - - - 0.0%- Debt Service 351,697 351,680 351,680 351,680 0.0%- Economic Development - - - - 0.0%- Repair and Maintenance - - - - 0.0%- Rent and Utilities 181,921 280,621 282,006 376,366 33.5%94,360 Service 394,016 320,324 345,276 345,276 0.0%- Supplies 35,236 26,324 26,998 26,998 0.0%- Travel & Training 27,525 61,459 58,833 60,303 2.5%1,470 990,395$ 1,040,408$ 1,064,793$ 1,160,623$ 9.0%95,830$ 1,032,551$ 1,101,956$ 1,126,341$ 1,230,052$ 9.2%103,711$ 4,829,350$ 4,722,639$ 4,947,871$ 5,641,891$ 14.0%694,020$ Receptionist/Admin Asst 1.00 1.00 1.00 1.00 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- 1.00 1.00 1.00 1.00 0.0%- NET EMPLOYEE STAFFING Total Payroll & Related TOTAL TOTAL EXPENDITURES & OTHER USES General Services Program Summary TOTAL vs REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES Total Operation & Maintenance 128 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. 129 Department 11 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax - - - - 0.0%- Property Tax - - - - 0.0%- Permits and Fees Other - - - - 0.0%- Permits and Fees Bldg Permits and Fees Building - - - - 0.0%- Fines & Forfeitures - - - - 0.0%- Franchise Fees - - - - 0.0%- Contributions - - - - 0.0%- Beverage Tax - - - - 0.0%- Interest - - - - 0.0%- Misc Income - - - - 0.0%- -$ -$ -$ -$ 0.0%-$ Payroll Wages 367,064 389,708 394,708 422,179 7.0%27,471 Payroll Transfer In (138,556) (161,194) (161,194) (176,745) 9.6%(15,551) Payroll Insurance 42,567 41,699 41,699 57,223 37.2%15,524 Payroll Taxes TWC/WC 546 1,870 1,870 1,485 -20.6%(385) Payroll Taxes SS/M 21,298 29,805 29,805 32,288 8.3%2,483 Payroll Retirement 85,120 74,231 74,231 75,976 2.4%1,745 378,039$ 376,119$ 381,119$ 412,406$ 8.2%31,287$ Capital Outlay - - - - 0.0%- Debt Service - - - - 0.0%- Economic Development - - - - 0.0%- Repair and Maintenance - - - - 0.0%- Rent and Utilities - - - - 0.0%- Service 2,248 1,665 2,450 2,450 0.0%- Supplies 2,491 2,297 1,836 1,836 0.0%- Travel & Training 18,875 28,096 32,128 32,128 0.0%- 23,614$ 32,058$ 36,414$ 36,414$ 0.0%-$ 401,653$ 408,177$ 417,533$ 448,820$ 7.5%31,287$ (401,653)$ (408,177)$ (417,533)$ (448,820)$ 7.5%(31,287)$ Town Manager 1.00 1.00 1.00 1.00 0.0%- Assistant Town Manager 1.00 1.00 1.00 1.00 0.0%- Assistant 0.50 0.50 0.50 0.50 0.0%- Intern - - 0.25 0.25 0.0%- - - - - 0.0%- - - - - 0.0%- 2.50 2.50 2.75 2.75 0.0%- NET EMPLOYEE STAFFING Total Payroll & Related TOTAL TOTAL EXPENDITURES & OTHER USES Town Manager's Office Program Summary TOTAL vs REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES Total Operation & Maintenance 130 Goals and Objectives 11 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 Department Contact Information Tom Brymer Town Manager tbrymer@westlake-tx.org 817-490-5720 Amanda DeGan Asst. Town Manager adegan@westlake-tx.org 817-490-5715 Program Broad Goals Assure all growth is compliant with Westlake development standards. Maintain and develop a competent and competitive municipal and academic work force. Analyze and report new revenue generating ventures as well as identify 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 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. 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 Service 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, 131 Goals and Objectives 11 Town Manager’s Office 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 Trends Current residential growth remains comparable with the previous year’s permit requests and is expected to trend consistently in the coming fiscal years. The Town recently approved, Quail Hollow, a residential development consisting of 92 new homes at the corner of Dove Road and Davis Blvd. (FM 1938); Phase 1 is underway with 31 of the 36 lots having been prepared and sold. This 188 acre gated community will feature minimum lot size of 1 acre. Centurion American continues to develop the 85 acre tract on Hwy 114 as a mixed-use development site; construction for this project is in progress with the preparation of the infrastructure prior to the commercial/residential components. CVS and a Primrose Child Care facility are in operation and a portion of the housing component and a commercial corner will begin within the fiscal year. Facility related Capital Improvement Projects (CIP) have been approved by the Council for the coming fiscal year; with $12.2 million in expenditures for the building of the Fire and EMS Station, along with signalization and cemetery improvements. Enrollment requests and lottery applications at Westlake Academy continue to remain strong, with approximately 2,250 students on the current waiting list. Westlake is entering the eighth year of our assessment of an ad-valorem property tax. With the calculated effective tax rate at $.13615 per $100 of assessed valuation. 132 Goals and Objectives 11 Town Manager’s Office 2017-2018 Highlights Continue organizational development of the municipal and academic teams into a cohesive, unified entity with a focus on being a high-performance organization. Streamline development services processes and procedures. Review the use of enhanced GIS capabilities and further institute permitting software and tracking capabilities. Facilitate the Academy and Town’s approved strategic plans along with the approved Balanced Scorecard structure and the corresponding strategy map objectives; link both strategy maps and initiatives to the budget processes. Develop strategic initiatives for the academic department and report out on our progress to the Board of Trustees. Strengthen the municipal performance measures through additional refinement and professional development for staff. Institute the concepts conveyed through SEI and LEAD to further develop high performance teams for both the academic and municipal staff. Further advancement of the vision, mission, and values created by the elected officials. 133 Department 12 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax - - - - 0.0%- Property Tax - - - - 0.0%- Permits and Fees Other 112,379 121,580 146,370 146,370 0.0%- Permits and Fees Bldg Permits and Fees Building 3,288,161 2,180,621 2,122,199 4,270,212 101.2%2,148,013 Fines & Forfeitures - - - - 0.0%- Franchise Fees - - - - 0.0%- Contributions - - - - 0.0%- Beverage Tax - - - - 0.0%- Interest - - - - 0.0%- Misc Income - 250 - - 0.0%- 3,400,541$ 2,302,451$ 2,268,569$ 4,416,582$ 94.7%2,148,013$ Payroll Wages 327,318 323,470 323,470 342,309 5.8%18,839 Payroll Transfer In - - - - 0.0%- Payroll Insurance 30,653 46,378 46,378 53,079 14.4%6,701 Payroll Taxes TWC/WC 1,531 3,323 3,323 1,465 -55.9%(1,858) Payroll Taxes SS/M 23,817 24,739 24,739 26,180 5.8%1,441 Payroll Retirement 37,824 41,469 41,469 41,924 1.1%455 421,143$ 439,379$ 439,379$ 464,958$ 5.8%25,579$ Capital Outlay - 490 - 490 #DIV/0!490 Debt Service - - - - 0.0%- Economic Development - - - - 0.0%- Repair and Maintenance - - - - 0.0%- Rent and Utilities - - - - 0.0%- Service 346,662 276,725 316,264 316,463 0.1%199 Supplies 11,608 28,000 28,110 18,210 -35.2%(9,900) Travel & Training 4,286 7,915 7,158 7,921 10.7%763 362,556$ 313,130$ 351,532$ 343,084$ -2.4%(8,448)$ 783,699$ 752,509$ 790,911$ 808,042$ 2.2%17,131$ 2,616,842$ 1,549,942$ 1,477,658$ 3,608,540$ 144.2%2,130,882$ Director 1.00 1.00 1.00 1.00 0.0%- Development Coordinator 0.50 1.00 1.00 1.00 0.0%- Chief Building Official 0.50 1.00 1.00 1.00 0.0%- Permitting Clerk 1.00 1.00 1.00 1.00 0.0%- Building Intern 0.50 - - - 0.0%- - - - - 0.0%- 3.50 4.00 4.00 4.00 0.0%- NET EMPLOYEE STAFFING Total Payroll & Related TOTAL TOTAL EXPENDITURES & OTHER USES Planning & Development Program Summary TOTAL vs REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES Total Operation & Maintenance 134 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 Department Contact Information Ron Ruthven Director rruthven@westlake-tx.org 817-490-5739 Pat Cooke Chief Building Official pcooke@westlake-tx.org 817-490-5726 Nick Ford Coordinator nford@westlake-tx.org 817-490-5742 Dottie Samaniego Permit Clerk dsamaniego@westlake-tx.org 817-490-5745 Program Broad Goals 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 Add in-house GIS software in order to increase effectiveness in service delivery Streamline development review processes and seek technological improvements where feasible in order to increase efficiency and effectiveness in service delivery. Reinstate the Town’s Unified Development Code Continue with maintenance and implementation of the comprehensive plan Program Service 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. 135 Goals and Objectives 12 Planning and Development Program Trends Permanent Population Growth: o Residential and mixed-use developments have the potential to significantly increase our permanent population and as of late, we have had a marked increase in the number of residential homes being constructed Housing Start Increases: o Westlake is expecting continued single family residential construction as a result of Granada, Quail Hollow and Entrada. At least 30 single family permits are estimated to be issued this year. Solana Complex: o Low supply and high demand in the suburban office market coupled with the robust growth along the SH 114 corridor have led to an increase in tenant finish-outs in the existing Solana buildings. Interest in the remaining undeveloped portions of the PD1 zoning district has also increased. Management of Development: o As the economy and the surrounding cities in the Metroplex experience commercial development and the influx of 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 contained in our Vision statement. 2017-2018 Highlights The second phase of the infrastructure for the Granada residential subdivision, at the corner of Solana Blvd. and FM 1938/Davis Blvd., is complete with new homes being constructed. 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. The first phase of the Charles Schwab corporate campus located just south of the intersection of SH 170 and SH 114 is approved and under construction. This phase includes over 1,000,000 square feet. Completion is scheduled for 2019. Add in-house GIS licenses Maximize utilization of MyGov Reinstate the Unified Development Code and provide policy enhancements where possible 136 Department 13 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax - - - - 0.0%- Property Tax - - - - 0.0%- Permits and Fees Other - - - - 0.0%- Permits and Fees Bldg Permits and Fees Building - - - - 0.0%- Fines & Forfeitures - - - - 0.0%- Franchise Fees - - - - 0.0%- Contributions - - - - 0.0%- Beverage Tax - - - - 0.0%- Interest - - - - 0.0%- Misc Income - - - - 0.0%- -$ -$ -$ -$ 0.0%-$ Payroll Wages 121,332 123,385 123,385 131,850 6.9%8,465 Payroll Transfer In - - - - 0.0%- Payroll Insurance 15,282 17,590 17,590 24,653 40.2%7,063 Payroll Taxes TWC/WC 340 592 592 571 -3.6%(21) Payroll Taxes SS/M 9,221 9,437 9,437 10,084 6.9%647 Payroll Retirement 14,613 15,818 15,818 16,148 2.1%330 160,787$ 166,822$ 166,822$ 183,307$ 9.9%16,485$ Capital Outlay - - - - 0.0%- Debt Service - - - - 0.0%- Economic Development - - - - 0.0%- Repair and Maintenance - - - - 0.0%- Rent and Utilities - - - - 0.0%- Service 31,562 49,470 49,084 51,395 4.7%2,311 Supplies 2,064 3,225 3,045 3,225 5.9%180 Travel & Training 1,559 4,070 3,695 4,340 17.5%645 35,184$ 56,765$ 55,824$ 58,960$ 5.6%3,136$ 195,971$ 223,587$ 222,646$ 242,267$ 8.8%19,621$ (195,971)$ (223,587)$ (222,646)$ (242,267)$ 8.8%(19,621)$ Town Secretary 1.00 1.00 1.00 1.00 0.0%- Assistant 0.50 0.50 0.50 0.50 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- 1.50 1.50 1.50 1.50 0.0%- NET EMPLOYEE STAFFING Total Payroll & Related TOTAL TOTAL EXPENDITURES & OTHER USES Town Secretary's Office Program Summary TOTAL vs REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES Total Operation & Maintenance 137 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 Department Contact Information Kelly Edwards Town Secretary kedwards@westlake-tx.org 817-490-5710 Tanya Morris Admin. Assistant tmorris@westlake-tx.org 817-490-5741 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 Service 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 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 working with individual departments adding forms and workflows in an effort to increase efficiencies and streamlining processes. 138 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 will continue increase with new development both commercial and residential. 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 has continued to increase based on the 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 2017-2018 Highlights Work with individual departments to design and implement forms improving and automating processes. Att end the 2017 Legislative update. Attend Municipal Clerks training as necessary to maintain the Texas Municipal Clerk’s certification. Continue destruction of paper records terminating off-site storage agreements. Complete an electronic records destruction. 139 Department 14 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax - - - - 0.0%- Property Tax - - - - 0.0%- Permits and Fees Other 80,520 102,525 102,525 102,525 0.0%- Permits and Fees Bldg Permits and Fees Building 29,233 20,625 28,979 87,359 201.5%58,380 Fines & Forfeitures - - - - 0.0%- Franchise Fees - - - - 0.0%- Contributions - - 12,240 12,240 0.0%- Beverage Tax - - - - 0.0%- Interest - - - - 0.0%- Misc Income 1,591 - - - 0.0%- 111,344$ 123,150$ 143,744$ 202,124$ 40.6%58,380$ Payroll Wages 1,069,916 1,347,465 1,347,465 1,374,769 2.0%27,304 Payroll Transfer In - - - - 0.0%- Payroll Insurance 169,696 216,114 216,114 263,201 21.8%47,087 Payroll Taxes TWC/WC 18,569 29,914 29,914 23,605 -21.1%(6,309) Payroll Taxes SS/M 77,118 103,055 103,055 105,143 2.0%2,088 Payroll Retirement 116,006 151,544 151,544 148,121 -2.3%(3,423) 1,451,305$ 1,848,092$ 1,848,092$ 1,914,839$ 3.6%66,747$ Capital Outlay 26,091 27,900 20,495 27,900 36.1%7,405 Debt Service - - - - 0.0%- Economic Development - - - - 0.0%- Repair and Maintenance 41,757 54,345 57,224 53,945 -5.7%(3,279) Rent and Utilities 21,475 19,665 24,223 36,277 49.8%12,054 Service 58,989 67,960 70,147 106,032 51.2%35,885 Supplies 64,298 102,070 97,747 109,040 11.6%11,293 Travel & Training 42,598 43,740 48,249 43,740 -9.3%(4,509) 255,208$ 315,680$ 318,085$ 376,934$ 18.5%58,849$ 1,706,513$ 2,163,772$ 2,166,177$ 2,291,773$ 5.8%125,596$ (1,595,169)$ (2,040,622)$ (2,022,433)$ (2,089,649)$ 3.3%(67,216)$ Fire Chief 1.00 1.00 1.00 1.00 0.0%- Fire Marshal/Deputy Chief 0.75 1.00 1.00 1.00 0.0%- Firefighter/Paramedics Lieutenant 3.00 3.00 3.00 3.00 0.0%- Firefighter/Paramedics 9.50 10.50 10.50 10.50 0.0%- - - - - 0.0%- - - - - 0.0%- 14.25 15.50 15.50 15.50 0.0%- NET EMPLOYEE STAFFING Total Payroll & Related TOTAL TOTAL EXPENDITURES & OTHER USES Fire Department Program Summary TOTAL vs REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES Total Operation & Maintenance 140 Goals and Objectives 14 Fire-EMS Department Strategic Vision Points Theme ~ Exemplary Service & Governance Objective(s) ~ Preserve Desirability & Quality of Life Maximize Efficiencies & Effectiveness Increase Citizen, Student, & Stakeholder Satisfaction Department Contact Information Richard Whitten Fire Chief rwhitten@westlake-tx.org 817-490-5785 John Ard Fire Marshal jard@westlake-tx.org 817-490-5786 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. Program Service 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. 141 Goals and Objectives 14 Fire-EMS Department Program Trends The level of activity historically trends into four main areas: Emergency Operations, Training, Routine Activities, and Public Risk Awareness 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/paramedic 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. 2017-2018 Highlights 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 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 opera 142 Department 15 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax - - - - 0.0%- Property Tax - - - - 0.0%- Permits and Fees Other 574 8,975 8,975 8,975 0.0%- Permits and Fees Bldg Permits and Fees Building - - - - 0.0%- Fines & Forfeitures 673,716 809,880 715,545 715,545 0.0%- Franchise Fees - - - - 0.0%- Contributions - - - - 0.0%- Beverage Tax - - - - 0.0%- Interest 1,759 1,500 3,616 3,616 0.0%- Misc Income - - 25 25 0.0%- 676,049$ 820,355$ 728,161$ 728,161$ 0.0%-$ Payroll Wages 243,193 239,026 239,026 246,054 2.9%7,028 Payroll Transfer In - - - - 0.0%- Payroll Insurance 52,488 58,735 58,735 54,961 -6.4%(3,774) Payroll Taxes TWC/WC 2,359 2,343 2,343 1,058 -54.8%(1,285) Payroll Taxes SS/M 16,797 18,281 18,281 18,818 2.9%537 Payroll Retirement 28,427 30,643 30,643 22,979 -25.0%(7,664) 343,264$ 349,028$ 349,028$ 343,871$ -1.5%(5,157)$ Capital Outlay - - - - 0.0%- Debt Service - - - - 0.0%- Economic Development - - - - 0.0%- Repair and Maintenance - 300 1,672 1,672 0.0%- Rent and Utilities - - - - 0.0%- Service 99,834 100,036 119,891 97,529 -18.7%(22,362) Supplies 14,264 12,916 10,749 10,749 0.0%- Travel & Training 4,117 4,685 5,225 5,225 0.0%- 118,215$ 117,937$ 137,537$ 115,175$ -16.3%(22,362)$ 461,479$ 466,965$ 486,565$ 459,046$ -5.7%(27,519)$ 214,570$ 353,390$ 241,596$ 269,115$ 11.4%27,519$ Administrator 1.00 1.00 1.00 1.00 0.0%- Deputy Clerk 1.00 1.00 1.00 - -100.0%(1.00) Lead Clerk - - - 1.00 100.0%1.00 Judge 0.25 0.25 0.25 0.25 0.0%- Marshal 1.00 1.00 1.00 0.25 -75.0%(0.75) Clerks 1.00 1.00 1.00 1.00 0.0%- 4.25 4.25 4.25 3.50 -17.6%(0.75) NET EMPLOYEE STAFFING Total Payroll & Related TOTAL TOTAL EXPENDITURES & OTHER USES Municipal Court Program Summary TOTAL vs REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES Total Operation & Maintenance 143 Goals and Objectives 15 Municipal Court Strategic Theme & Objective(s) Theme ~ Exemplary Service & Governance Objective(s) ~ Maximize Efficiency & Effectiveness Increase Financial Capacity / Reserves Department Contact Information Jeanie Roumell Administrator jroumell@westlake-tx.org 817-490-5746 Martha Solis Lead Clerk msolis@westlake-tx.org 817-490-5748 Shelby Orasanu Court Clerk sorasanu@westlake-tx.org 817-490-5747 Vickie Brown Court Clerk vbrown@westlake-tx.org 817-490-5724 Program Broad Goals Court staff will continue to provide excellent customer service in an efficient, professional and courteous manner. Court staff will work with the Keller Police Department to update the automated citations to electronically record the state mandated information set by the Legislature for 2017. The Court will conduct hearings and trials in a timely, professional and dignified manner 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. This process will include processing the outstanding citations to active warrant status on a monthly basis to insure cases are current and more collectible. Maintenance of aged uncollectible warrants will be updated on a quarterly basis. 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. The court staff will make every effort to obtain the TMCEC court clerks certification. There are three different levels of certification. Our goal is to have all staff members certified at some level by the end of this calendar year. Program Service 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, positive and professional manner. 144 Goals and Objectives 15 Municipal Court Program Trends Processes consistent workload of approximately 7,000 new case filings annually. Legislative changes this year are requiring the courts to set show cause hearings on all cases that have not satisfied the conditions on their citation. This will require the court to set many more show cause hearings. Effective September 1, 2017, Judges will be required to assess the ability a defendant has to pay a citation. Payments plans or community service in lieu of payments must be offered if the defendant is determined to be indigent. 2017-2018 Highlights Audit outstanding warrants that are over 6 years old. Close case files to reduce back log in the Court and Law Enforcement Systems. These cases are considered uncollectible or prosecutable by the prosecutor as well as the Municipal Court Judge. Improve procedures to eliminate excess paperwork and streamline proficiency in the customer service area. Identify and execute collections for high probability warrants and past due offenses. Limit efforts and time spent investigating and attempting to collecting low likelihood or uncollectible warrant cases. 145 Department 16 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax - - - - 0.0%- Property Tax - - - - 0.0%- Permits and Fees Other - - - - 0.0%- Permits and Fees Bldg Permits and Fees Building - - - - 0.0%- Fines & Forfeitures - - - - 0.0%- Franchise Fees - - - - 0.0%- Contributions - - - - 0.0%- Beverage Tax - - - - 0.0%- Interest - - - - 0.0%- Misc Income 24,215 - 1,460 1,460 0.0%- 24,215$ -$ 1,460$ 1,460$ 0.0%-$ Payroll Wages 241,334 304,269 302,769 317,945 5.0%15,176 Payroll Transfer In (217,471) (351,158) (351,158) (357,549) 1.8%(6,391) Payroll Insurance 45,003 62,741 62,741 88,428 40.9%25,687 Payroll Taxes TWC/WC 5,265 5,608 5,608 7,102 26.6%1,494 Payroll Taxes SS/M 17,110 23,271 23,271 24,317 4.5%1,046 Payroll Retirement 31,830 42,007 42,007 38,940 -7.3%(3,067) 123,071$ 86,738$ 85,238$ 119,183$ 39.8%33,945$ Capital Outlay - 500 - 5,000 100.0%5,000 Debt Service - - - - 0.0%- Economic Development - - - - 0.0%- Repair and Maintenance 30,003 38,295 28,605 28,605 0.0%- Rent and Utilities 266,350 2,595 215,341 215,341 0.0%- Service 126,199 73,230 83,372 83,372 0.0%- Supplies 4,942 4,510 4,465 4,465 0.0%- Travel & Training 813 2,500 2,481 2,481 0.0%- 428,308$ 121,630$ 334,264$ 339,264$ 1.5%5,000$ 551,379$ 208,368$ 419,502$ 458,447$ 9.3%38,945$ (527,164)$ (208,368)$ (418,042)$ (456,987)$ 9.3%(38,945)$ Director 1.00 1.00 1.00 1.00 0.0%- Assistant 1.00 1.00 1.00 1.00 0.0%- Technician 1.00 1.00 1.00 1.00 0.0%- Project Manager - 1.00 1.00 1.00 0.0%- - - - - 0.0%- - - - - 0.0%- 3.00 4.00 4.00 4.00 0.0%- NET EMPLOYEE STAFFING Total Payroll & Related TOTAL TOTAL EXPENDITURES & OTHER USES Public Works Program Summary TOTAL vs REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES Total Operation & Maintenance 146 Goals and Objectives 16 Public Works Strategic Theme & Objective(s) Theme ~ Exemplary Service & Governance Objective(s) ~ Improve Technology, Facilities, & Equipment Maximize Efficiencies & Effectiveness Department Contact Information Jarrod Greenwood Director jgreenwood@westlake-tx.org 817-490-5720 Paul Andreason Technician pandreason@westlake-tx.org 817-490-5731 Kory Kittrell Project Manager kkittrell@westlake-tx.org 817-490-5720 Dianna Orender Assistant dorender@westlake-tx.org 817-490-5732 Program Broad Goals 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 Service 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 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 manages these expectations and provides an accessible department that values the personal relationship with our residents. Commercial and Residential Developments will require staff attention as our community continues to expand within the DFW Metroplex. 147 Goals and Objectives 16 Public Works 2017-2018 Highlights Restore FM 1938 landscaping. Continue to pursue transfer of N-1 sewer line to TRA. Continue to work with the Entrada, Schwab, and Hillwood to ensure adherence to our approved plans, Town standards, and developer agreements. Work with TxDOT on SH 114 service roads and Solana/Kirkwood improvements. Repaint 0.685 MG Ground Storage Tank. 148 Department 17 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax - - - - 0.0%- Property Tax - - - - 0.0%- Permits and Fees Other - - - - 0.0%- Permits and Fees Bldg Permits and Fees Building - - - - 0.0%- Fines & Forfeitures - - - - 0.0%- Franchise Fees - - - - 0.0%- Contributions - - - - 0.0%- Beverage Tax - - - - 0.0%- Interest - - - - 0.0%- Misc Income 4,206 2,000 21,800 21,800 0.0%- 4,206$ 2,000$ 21,800$ 21,800$ 0.0%-$ Payroll Wages 84,147 82,640 82,640 97,444 17.9%14,804 Payroll Transfer In (49,817) (56,625) (56,625) (76,638) 35.3%(20,013) Payroll Insurance 10,223 12,138 12,138 34,372 183.2%22,234 Payroll Taxes TWC/WC 1,839 1,558 1,558 2,074 33.1%516 Payroll Taxes SS/M 6,742 6,321 6,321 7,453 17.9%1,132 Payroll Retirement 10,220 10,594 10,594 11,934 12.7%1,340 63,354$ 56,626$ 56,626$ 76,638$ 35.3%20,012$ Capital Outlay - - - - 0.0%- Debt Service - - - - 0.0%- Economic Development - - - - 0.0%- Repair and Maintenance 9,885 67,340 38,740 38,740 0.0%- Rent and Utilities 454 800 200 200 0.0%- Service 6,383 26,355 19,135 19,135 0.0%- Supplies 2,624 33,885 13,601 13,601 0.0%- Travel & Training 1,916 7,195 3,283 3,283 0.0%- 21,262$ 135,575$ 74,958$ 74,958$ 0.0%-$ 84,617$ 192,201$ 131,584$ 151,596$ 15.2%20,012$ (80,411)$ (190,201)$ (109,784)$ (129,796)$ 18.2%(20,012)$ Director 1.00 1.00 1.00 1.00 0.0%- Assistant 0.50 0.50 0.50 1.00 100.0%0.50 Technician 0.25 0.25 0.25 0.25 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- 1.75 1.75 1.75 2.25 28.6%0.50 NET EMPLOYEE STAFFING Total Payroll & Related TOTAL TOTAL EXPENDITURES & OTHER USES Facilities Maintenance Program Summary TOTAL vs REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES Total Operation & Maintenance 149 Goals and Objectives 17 Facilities Maintenance Strategic Theme & Objective(s) Theme ~ Natural Oasis Objective(s) ~ Improve Technology, Facilities, & Equipment Department Contact Information Troy Meyer Director tmeyer@westlake-tx.org 817-490-5735 Darcy McFarlane Assistant kwade@westlake-tx.org 817-490-5768 Program Broad Goals 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. Program Service 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 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 Oversight of the rented facilities for municipal administration at the Solana office complex. o Acquisition and maintenance of the municiplic properties and the IOOF Westlake Cemetery. A facility master plan was drafted for the 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. Completed the extension of the temporary fire station metal building to provide living quarters after the mobile home burned in December of 2014. Westlake Academy increased the student population to approximately 825 in FY 2015-16. 150 Goals and Objectives 17 Facilities Maintenance 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. Repairs on the spillway location on the east side of the park were completed in August 2015. Two power racks in the park were also updated. Completed fire station location study in the summer 2015. Architect hired to complete a cost estimate and program plan for the future fire station August 2016. Completed irrigation project for the cemetery in September 2015. Completed Outdoor Learning Center master plan fall 2016 2017-2018 Highlights Update the facility use policy and guidelines for the Westlake Academy facility, fire station and new town hall. Ensure the Christmas Lighting, Arbor Day and Decoration Day events have a quality setting. Manage the construction and budget of the new 18,000 sq. ft. fire station located at Dove and Davis Blvd. Serve as back-up for the Public Works department Create a safe working and learning environment for teachers, administration staff, students and visitors, by maintaining a quarterly and monthly maintenance agreement for Westlake Academy Campus, Solana Campus and Fire Station campus. 151 Department 18 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax - - - - 0.0%- Property Tax - - - - 0.0%- Permits and Fees Other - - - - 0.0%- Permits and Fees Bldg Permits and Fees Building - - - - 0.0%- Fines & Forfeitures - - - - 0.0%- Franchise Fees - - - - 0.0%- Contributions - - - - 0.0%- Beverage Tax - - - - 0.0%- Interest - - - - 0.0%- Misc Income - - - - 0.0%- -$ -$ -$ -$ 0.0%-$ Payroll Wages 378,420 363,733 363,733 378,665 4.1%14,932 Payroll Transfer In (227,140) (198,945) (198,945) (213,114) 7.1%(14,169) Payroll Insurance 60,363 57,412 57,412 78,187 36.2%20,775 Payroll Taxes TWC/WC 677 1,746 1,746 1,628 -6.7%(118) Payroll Taxes SS/M 27,180 27,818 27,818 28,960 4.1%1,142 Payroll Retirement 45,609 46,631 46,631 46,376 -0.5%(255) 285,109$ 298,395$ 298,395$ 320,703$ 7.5%22,308$ Capital Outlay 392 1,800 900 1,800 100.0%900 Debt Service - - - - 0.0%- Economic Development - - - - 0.0%- Repair and Maintenance - - - - 0.0%- Rent and Utilities - - - - 0.0%- Service 39,763 24,251 30,751 31,061 1.0%310 Supplies 7,055 6,660 5,577 6,707 20.3%1,130 Travel & Training 5,374 10,935 9,004 10,935 21.4%1,931 52,585$ 43,646$ 46,232$ 50,503$ 9.2%4,271$ 337,693$ 342,041$ 344,627$ 371,206$ 7.7%26,579$ (337,693)$ (342,041)$ (344,627)$ (371,206)$ 7.7%(26,579)$ Director 1.00 1.00 1.00 1.00 0.0%- Supervisor 1.00 1.00 1.00 1.00 0.0%- Accounting Tech II - Municipal 1.00 1.00 1.00 1.00 0.0%- Accounting Tech II - Academic 1.00 1.00 1.00 1.00 0.0%- - - - - 0.0%- - - - - 0.0%- 4.00 4.00 4.00 4.00 0.0%- NET EMPLOYEE STAFFING Total Payroll & Related TOTAL TOTAL EXPENDITURES & OTHER USES Finance Department Program Summary TOTAL vs REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES Total Operation & Maintenance 152 Goals and Objectives 18 Finance Department Strategic Theme & Objective(s) Theme ~ Exemplary Service & Governance Objective(s) ~ Increase Financial Capacity / Reserves Increase Revenue Streams Department Contact Information Debbie Piper Director dpiper@westlake-tx.org 817-490-5712 Jaymi Ford Supervisor jford@westlake-tx.org 817-490-5721 Melinda Brown Acc ounting Technician II mbown@westlake-tx.org 817-490-5728 Marlene Rutledge Acc ounting Technician II mrutledge@westlake-tx.org 817-490-5737 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. LOCAL, STATE AND FEDERAL STATUTES, RULES, REGULATIONS  GAAP – Generally Accepted Accounting Practices  GASB – Government Accounting Standards Board  Federal, State, Local laws  Personal and Professional Ethics cc  Organizational Goals & Policies  Board/Council Adopted Financial Policies  Internal Controls  Mission, Vision, Values  Strategic Plan  Balanced Scorecard ENTITY RESPONIBILITIES  Town of Westlake, Municipal Government  Westlake Academy, Charter School  Westlake Academy Foundation 153 Goals and Objectives 18 Finance Department Program Service Description FINANCE RESPONSIBILITIES 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. 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 11) to help maintain Westlake Academy’s financial system and fiscal controls, i.e. general ledger, and payroll. Accounts payable, accounts receivable and cash management have been brought in house with the addition of personnel. 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. 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 the Town of Westlake and Westlake Academy and to take advantage of all available discounts. 154 Goals and Objectives 18 Finance Department Program Trends Finance and accounting are core functions that often expand in direct correlation with an organization that continues to expand Staff experience has increased with the addition of a Finance Technician II to handle all financial matters related to the Academy and the Westlake Academy Foundation. 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. 2017-2018 Highlights MUNICIPAL FINANCE AWARDS Prepared, submitted and received the Town’s  Distinguished Budget Presentation Award for recognition from the Government Finance Officers Association.  Comprehensive Annual Financial Report for recognition from the Government Finance Officers Association. Received an unqualified audit opinion on the 09/30/2017 Comprehensive Annual Financial Report. ACADEMIC FINANCE AWARDS Prepared, submitted and received Westlake Academy’s  Distinguished Budget Presentation Award for recognition from the Government Finance Officers Association. Awards received for 2009 thru 2017.  International Award for Budget Excellence for recognition from the Association of School Business Officials International. Aw ards received for 2009 thru 2017. STAFFING STRUCTURE Keeping with our team stated goal to continually improve and implement the HPO concepts in Westlake, we had an opportunity to review our current staffing structure and internal processes to implement efficiencies. The Finance Department had budgeted to hire another Accounting Technician in FY17/18; however due to the efficiency and organization of the team, we were able to push out the hiring to FY18/19. INTERNAL PROCESSES Workflow for Accounts Payable - The Finance Dept. is in the process of streamlining the accounts payable process using AP Workflow through Laserfiche and STW. The accounts payable (AP) process touches every Dept. within the organization and when the AP process is inefficient, it doesn't just make life difficult - it can cost money. We are making dramatic changes to the performance of our municipal AP function by digitizing and automating the process, slashing the time required to make payments and eliminating conflict, miscommunication, and re-work. Streamlining and automating our accounts payable process can result in reduced processing time and more accuracy in your records and financial reports; therefore, giving our staff more time to work on bigger projects and goals. NOTE: this process was officially rolled out on October 2017. 155 Goals and Objectives 18 Finance Department OpenGov Cloud Based Software - OpenGov is the world’s first integrated cloud solution for budgeting, operational performance and open data. In the past, we have struggled with outdated technology to access timely financial information and then communicate that data to citizens and elected officials. This platform will allow us to build cloud-based reports that contain relevant data for more informed decision making and better outcome for the public. This is another step we have taken to use; and help us become a more open effective, accountable and transparent government. Goal is to have it available to the public in January 2018. Laserfiche and Scanning - Finance documents continue to be scanned and available in Laserfiche for the Town, Academy and the Foundation. They can be retrieved not only by the Finance Dept. but all departments as well and has almost eliminated the need to contact the Dept. for research. There is only 1 box of Utility Billing documents left in storage that has not been scanned and has not reached its destruction date of October 31, 2018. There are currently 11 boxes awaiting a destruction run as of October 31, 2017. TrakStar Performance Evaluation Software - Currently performance evaluations were previously completed manually by the employee and their Director and stored by the HR Department. A committee was formed of employees from several different departments to redesign the Performance Evaluation Form for the new FY 16/17. Debbie Piper and Jaymi Ford served on this committee. The Performance Evaluation Software (TrakStar) was officially rolled out in May 2017. HR and Payroll Support Services for the Academy – these processes are still being performed ESC Region XI; We are reviewing the Position Control module in October 2017 for employee forecasting. We will be reviewing other modules to see if there are any processes that can be brought in house. 156 Department 19 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax - - - - 0.0%- Property Tax - - - - 0.0%- Permits and Fees Other - - - - 0.0%- Permits and Fees Bldg Permits and Fees Building - - - - 0.0%- Fines & Forfeitures - - - - 0.0%- Franchise Fees - - - - 0.0%- Contributions - - - - 0.0%- Beverage Tax - - - - 0.0%- Interest - - - - 0.0%- Misc Income (266) 275 - - 0.0%- (266)$ 275$ -$ -$ 0.0%-$ Payroll Wages 65,249 64,225 64,225 67,379 4.9%3,154 Payroll Transfer In (39,625) (45,467) (45,467) (34,794) -23.5%10,673 Payroll Insurance 10,223 12,138 12,138 16,808 38.5%4,670 Payroll Taxes TWC/WC 1,487 1,426 1,426 1,819 27.5%393 Payroll Taxes SS/M 4,525 4,912 4,912 5,153 4.9%241 Payroll Retirement 7,863 8,234 8,234 8,252 0.2%18 49,722$ 45,468$ 45,468$ 64,617$ 42.1%19,149$ Capital Outlay 332 1,000 520 520 0.0%- Debt Service - - - - 0.0%- Economic Development - - - - 0.0%- Repair and Maintenance 62,100 82,300 79,472 79,472 0.0%- Rent and Utilities 9,970 141,635 132,327 132,327 0.0%- Service 24,370 77,965 76,497 76,497 0.0%- Supplies 7,608 9,645 12,343 12,343 0.0%- Travel & Training 23 2,275 1,545 1,545 0.0%- 104,403$ 314,820$ 302,704$ 302,704$ 0.0%-$ 154,125$ 360,288$ 348,172$ 367,321$ 5.5%19,149$ (154,391)$ (360,013)$ (348,172)$ (367,321)$ 5.5%(19,149)$ Director 1.00 1.00 1.00 1.00 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- 1.00 1.00 1.00 1.00 0.0%- NET EMPLOYEE STAFFING Total Payroll & Related TOTAL TOTAL EXPENDITURES & OTHER USES Parks and Recreation Program Summary TOTAL vs REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES Total Operation & Maintenance 157 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 Department Contact Information Troy Meyer Director tmeyer@westlake-tx.org 817-490-5735 Darcy McFarlane Assistant kwade@westlake-tx.org 817-490-5768 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 Service Description The Park and Recreation Department maintains a 39.5-acre park and open spaces, which includes Glenwyck Farms, and Terra Bella sub-division. The trees along roadways and the cemetery are also maintained to ensure the safety of drivers and pedestrians. 10 miles of trails and two 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 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. Listed below is just an example of these services: 158 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 1st and 2nd grade students of the surrounding communities. We are in our six year of this partnership. o Ongoing opportunities are provided for Eagle Scout projects 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. Completed trails and shade structures 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. 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. Published the Town’s first trail map in August 2016. Created four butterfly habitats, two located at the Westlake Academy and two in the park. 2017-2018 Highlights 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. 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 IOOF Westlake Cemetery, which will increase sales. 159 Department 20 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax - - - - 0.0%- Property Tax - - - - 0.0%- Permits and Fees Other - - - - 0.0%- Permits and Fees Bldg Permits and Fees Building - - - - 0.0%- Fines & Forfeitures - - - - 0.0%- Franchise Fees - - - - 0.0%- Contributions - - - - 0.0%- Beverage Tax - - - - 0.0%- Interest - - - - 0.0%- Misc Income - - - - 0.0%- -$ -$ -$ -$ 0.0%-$ Payroll Wages 117,971 180,137 180,137 192,030 6.6%11,893 Payroll Transfer In - - - - 0.0%- Payroll Insurance 15,661 29,329 29,329 45,983 56.8%16,654 Payroll Taxes TWC/WC 169 864 864 835 -3.3%(29) Payroll Taxes SS/M 8,632 13,776 13,776 14,687 6.6%911 Payroll Retirement 14,217 23,094 23,094 23,519 1.8%425 156,651$ 247,200$ 247,200$ 277,054$ 12.1%29,854$ Capital Outlay - - - - 0.0%- Debt Service - - - - 0.0%- Economic Development - - - - 0.0%- Repair and Maintenance - - - - 0.0%- Rent and Utilities - - - - 0.0%- Service 108,304 82,245 83,420 89,449 7.2%6,029 Supplies 6,155 5,850 9,039 7,630 -15.6%(1,409) Travel & Training 4,966 9,040 9,618 9,618 0.0%- 119,425$ 97,135$ 102,077$ 106,697$ 4.5%4,620$ 276,076$ 344,335$ 349,277$ 383,751$ 9.9%34,474$ (276,076)$ (344,335)$ (349,277)$ (383,751)$ 9.9%(34,474)$ Director 1.00 1.00 1.00 1.00 0.0%- Network Manager 1.00 1.00 1.00 1.00 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- 2.00 2.00 2.00 2.00 0.0%- NET EMPLOYEE STAFFING Total Payroll & Related TOTAL TOTAL EXPENDITURES & OTHER USES Information Technology Program Summary TOTAL vs REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES Total Operation & Maintenance 160 Goals and Objectives 20 Information Technology Strategic Theme & Objective(s) Theme ~ Exemplary Service & Governance Exemplary Education ~ Westlake Academy Objective(s) ~ Improve Technology, Facilities, & Equipment Department Contact Information Jason Power Director jpower@westlake-tx.org 817-490-5750 Duston McCready Network Admin dmccready@westlake-tx.org 817-490-5749 Ray Workman Coordinator rworkman@westlakeacademy.org 817-490-5751 Mitch Wells Technician mwells@westlakeacademy.org 817-490-5752 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 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 Trends 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. 161 Goals and Objectives 20 Information Technology 2017-2018 Highlights 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. 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. 162 Department 21 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax - - - - 0.0%- Property Tax - - - - 0.0%- Permits and Fees Other - - - - 0.0%- Permits and Fees Bldg Permits and Fees Building - - - - 0.0%- Fines & Forfeitures - - - - 0.0%- Franchise Fees - - - - 0.0%- Contributions - - - - 0.0%- Beverage Tax - - - - 0.0%- Interest - - - - 0.0%- Misc Income - - - - 0.0%- -$ -$ -$ -$ 0.0%-$ Payroll Wages 159,304 180,843 180,843 191,419 5.8%10,576 Payroll Transfer In (14,683) (12,077) (12,077) (13,091) 8.4%(1,014) Payroll Insurance 17,635 22,803 22,803 31,483 38.1%8,680 Payroll Taxes TWC/WC 338 868 868 833 -4.1%(35) Payroll Taxes SS/M 12,130 13,831 13,831 14,640 5.8%809 Payroll Retirement 19,260 23,184 23,184 23,444 1.1%260 193,985$ 229,452$ 229,452$ 248,727$ 8.4%19,275$ Capital Outlay - - - - 0.0%- Debt Service - - - - 0.0%- Economic Development - - - - 0.0%- Repair and Maintenance - - - - 0.0%- Rent and Utilities - - - - 0.0%- Service 14,488 15,580 14,462 17,215 19.0%2,753 Supplies 1,431 3,770 2,895 3,770 30.2%875 Travel & Training 10,544 14,035 15,411 17,336 12.5%1,925 26,464$ 33,385$ 32,768$ 38,321$ 16.9%5,553$ 220,448$ 262,837$ 262,220$ 287,048$ 9.5%24,828$ (220,448)$ (262,837)$ (262,220)$ (287,048)$ 9.5%(24,828)$ Director 1.00 1.00 1.00 1.00 0.0%- Generalist 1.00 1.00 1.00 1.00 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- 2.00 2.00 2.00 2.00 0.0%- NET EMPLOYEE STAFFING Total Payroll & Related TOTAL TOTAL EXPENDITURES & OTHER USES Human Resources Program Summary TOTAL vs REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES Total Operation & Maintenance 163 Goals and Objectives 21 Human Resources Strategic Vision Points Service Excellence Department Contact Information Todd Wood Director twood@westlake-tx.org 817-490-5711 Blair Wilson Specialist bwilson@westlake-tx.org 817-490-5734 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. Minimize liability exposure 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 comprehensive competitive bidding processes. Recruit and retain the highest quality employees to deliver excellent customer service to all stakeholders reflective of a High-Performance Organization (HPO). Program Service 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 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. 164 Goals and Objectives 21 Human Resources 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 various groups and committees providing services to the organization. Program Trends Continued growth of municipal and academic 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 legislative regulations related to employee benefits. Volatile economic conditions combined with the unpredictability of sales tax collections and 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. 2017-2018 Highlights Develop and implement a new comprehensive employee training program to maximize effective employee development and retention. Enhance the employee performance evaluation instruments to maximize the effectiveness of communication and achievement of goals and objectives. Complete an annual risk assessment of all areas affected by potential property, liability, or worker’s compensation losses. Provide greater transparency, communication, and accountability for Human Resources processes and services. 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. Review need for policy amendments, additions, and deletions Development of administrative procedures of a comprehensive compensation plan for the Town of Westlake. Research and implement retention strategies across the organization. All positions analyzed by actual job duty and review of position descriptions. Develop and incorporate enhancements into the municipal and academic performance evaluation systems 165 Department 22 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax - - - - 0.0%- Property Tax - - - - 0.0%- Permits and Fees Other - - - - 0.0%- Permits and Fees Bldg Permits and Fees Building - - - - 0.0%- Fines & Forfeitures - - - - 0.0%- Franchise Fees - - - - 0.0%- Contributions - - - - 0.0%- Beverage Tax - - - - 0.0%- Interest - - - - 0.0%- Misc Income - - 5,000 5,000 0.0%- -$ -$ 5,000$ 5,000$ 0.0%-$ Payroll Wages 165,645 180,703 180,703 187,560 3.8%6,857 Payroll Transfer In (176,737) (230,309) (230,309) (242,261) 5.2%(11,952) Payroll Insurance 11,081 11,753 11,753 16,569 41.0%4,816 Payroll Taxes TWC/WC 338 868 868 816 -6.0%(52) Payroll Taxes SS/M 12,553 13,821 13,821 14,345 3.8%524 Payroll Retirement 19,176 23,166 23,166 22,971 -0.8%(195) 32,058$ 2$ 2$ -$ -100.0%(2)$ Capital Outlay - - - - 0.0%- Debt Service - - - - 0.0%- Economic Development - - - - 0.0%- Repair and Maintenance - - - - 0.0%- Rent and Utilities - - - - 0.0%- Service 428 250 1,955 1,955 0.0%- Supplies 5,552 7,000 10,199 10,199 0.0%- Travel & Training 8,516 8,485 7,039 7,039 0.0%- 14,496$ 15,735$ 19,193$ 19,193$ 0.0%-$ 46,554$ 15,737$ 19,195$ 19,193$ 0.0%(2)$ (46,554)$ (15,737)$ (14,195)$ (14,193)$ 0.0%2$ Director 1.00 1.00 1.00 1.00 0.0%- Manager 1.00 1.00 1.00 1.00 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- 2.00 2.00 2.00 2.00 0.0%- NET EMPLOYEE STAFFING Total Payroll & Related TOTAL TOTAL EXPENDITURES & OTHER USES Communications Department Program Summary TOTAL vs REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES Total Operation & Maintenance 166 Goals and Objectives 22 Communications Department Strategic Theme & Objectives(s) Theme ~ Exemplary Service & Governance Objective(s) ~ Increase Transparency, Accessibility, & Communications Department Contact Information Ginger Awtry Director gawtry@westlake-tx.org 817-490-5719 Jon Sasser Manager jsasser@westlake-tx.org 817-490-5736 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 department directors as it relates to their respective content development; All communication department personnel are to serve as primary contact for municipal website updates and support personnel with their departmental website initiatives and help identify areas of improvement. Develop, implement, and collaborate on programs, tactics and initiatives related to all communication, promotion, public information, and citizen/parent engagement to build sense of community and community-mindedness for multiple target audiences. 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 assist with WHPS related community events and promotion initiatives. Program Service 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 Assistant Town Manager. The position coordinates facilitation of neighborhood and WA parent meetings, publication of our email blasts, advertising, web site development, various community events 167 Goals and Objectives 22 Communications Department 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 Manager position reports to the director of communications and provides overall assistance as requested with department responsibilities. This position manages all aspects of the town’s social media platforms; and is team lead on website updates and maintenance, photography and video work, department’s records management with Laserfiche, and assists as necessary with media relations and coordination regarding press releases, events, and WHPS board efforts as needed. Program Trends While the 2017 DirectionFinders Residents’ Survey noted an 11% decrease in satisfaction of overall communication effectiveness since setting a national benchmark of 92% in 2015, a resident/stakeholder focus group was formed and utilized to provide deeper insight and collaboration for continuous improvement efforts. The 2016 annual Westlake Academy Parents Survey revealed an increase of 7% in both, overall satisfaction with the quality of communications received and methods of communication. Benchmarks are being gathered with the implementation of the tier One Strategy Map for our Balanced Score Card system relative to the municipality’s website, social media platform, and citizen engagement. Simply Westlake, a monthly resident newsletter/magazine now in 5th year of publication, continues to garner even more support with each passing year with increased growth in resident contributors, advertisers, and requests to be a feature family now months in advance. Advertising and events in major local and social publications/websites on a state level and in local DFW publications regularly occur throughout the year in order to maintain brand awareness and knowledge about Town of Westlake and Westlake Academy. This process has now been implemented on the international level and efforts continue to raise and/or maintain promotion on this additional level each year. Due to the continuing growth in the Westlake community and increasing demands on departmental personnel, utilize services of external marketing consultants to assist in branding, promotion, and strategic messaging efforts for continued success in citizen education and engagement efforts, local government awareness, and increased sense of community. 2017-2018 Highlights Complete development and roll-out of new Town of Westlake website redesign and mobile app; Coordinate training for all municipal departments of new website and mobile app features and create communication plan for promotion to residents and stakeholders. Develop and implement a strategic messaging communication plan for a series of educational and informational topics to educate residents and stakeholders new to our community over the last several years’ growth; Topics will range from contact/accessibility to Town staff and leaders, from Westlake’s governance structure and Academy charter to 168 Goals and Objectives 22 Communications Department records & financial transparency initiatives, from water rates and shared services model to our development standards and vision, values, and mission. This plan will also include another communication series regarding Westlake Academy informational hot topics from college prep and curriculum initiatives to Academy ratings and academic outcomes. Create and produce a series of brief informative video vignettes to enrich related communication channels regarding our defined strategic messaging topics – all done to help education and fully engage our residents and stakeholders in their local government; Channels to include appropriate emails, website and social media postings, and creation/distribution of print pieces Complete planning for production of a new comprehensive municipal services video to be used for economic development and promotional purposes; And, continue in production of Westlake Academy’s second promotional video regarding student life Continue efforts to implement and improve our new resident welcome program to grow relationships and sense of community with new residents, either prior to their arrival or shortly after their move into Westlake Continue to serve on Westlake Academy’s EOP committee, developing the EO plan and participating in additional preparation exercises Continue monitoring of benchmarks and measures in municipal social media and on-going academic social media; review growth and engagement efforts for on-going enhancements to current programs and assess new channels of engagement while continuing to hone our Balanced Scorecard metrics and outcomes Continue with and train new departmental personnel to complete records management with Laserfiche as an on-going effort with current communication materials and for remaining department items such as advertisements, resident mail outs, meeting notes, event flyers and programs. Continue and seek ways to enhance the annual resident and Academy parent meetings to continue success in citizen/parent engagement, support, and open/transparent lines of communication. Continue department personnel’s attendance at minimum of two related professional development organizational conferences and/or training seminars for both municipal & academic services; share information with other staff members to improve internal and external communication at All Staff Q2 Sessions. 169 Department 23 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax - - - - 0.0%- Property Tax - - - - 0.0%- Permits and Fees Other - - - - 0.0%- Permits and Fees Bldg Permits and Fees Building - - - - 0.0%- Fines & Forfeitures - - - - 0.0%- Franchise Fees - - - - 0.0%- Contributions - - - - 0.0%- Beverage Tax - - - - 0.0%- Interest - - - - 0.0%- Misc Income - - - - 0.0%- -$ -$ -$ -$ 0.0%-$ Payroll Wages - - - - 0.0%- Payroll Transfer In - - - - 0.0%- Payroll Insurance - - - - 0.0%- Payroll Taxes TWC/WC - - - - 0.0%- Payroll Taxes SS/M - - - - 0.0%- Payroll Retirement - - - - 0.0%- -$ -$ -$ -$ 0.0%-$ Capital Outlay - - - - 0.0%- Debt Service - - - - 0.0%- Economic Development - - - - 0.0%- Repair and Maintenance - - - - 0.0%- Rent and Utilities - - - - 0.0%- Service 914,018 932,910 963,519 963,519 0.0%- Supplies - - - - 0.0%- Travel & Training - - - - 0.0%- 914,018$ 932,910$ 963,519$ 963,519$ 0.0%-$ 914,018$ 932,910$ 963,519$ 963,519$ 0.0%-$ (914,018)$ (932,910)$ (963,519)$ (963,519)$ 0.0%-$ Polices services are contracted - - - - 0.0%- thru the city of Keller Police Dept - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- - - - - 0.0%- NET EMPLOYEE STAFFING Total Payroll & Related TOTAL TOTAL EXPENDITURES & OTHER USES Police Service Program Summary TOTAL vs REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES Total Operation & Maintenance 170 Goals and Objectives 23 Police Services Strategic Theme & Objective(s) Theme ~ Exemplary Service & Governance Objective(s) ~ Preserve Desirability & Quality of Life Department Contact Information Keller Police Department Telephone: 817-743-4500 Dispatch Non-Emergency: 817-743-4522 Fax Number: 817-743-4591 Mailing Address: P.O. Box 770, Keller, TX 76244-0770 Physical Address: 330 Rufe Snow Dr, Keller, TX Email: police@cityofkeller.com Administration Hours: 8 a.m. to 5 p.m., Monday-Friday Police Station: Open 24 hours 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. Program Service Description The Keller Police Department has provided law enforcement services for the Town of Westlake since June of 2002. The communities entered into an interlocal agreement, which benefits both organizations through the provision of police related services for the Westlake citizens and brings additional staff resources via the contract commitments for the City of Keller. The Department is in the distinguished group of the 2% of police departments in the United States who are accredited. The police department also received Texas Law Enforcement Best Practices Recognition in 2013 making it the only municipal police agency in Texas, at that time, to be dual accredited. Jail, Emergency Communications, and Animal Services are provided through a regional configuration – serving the communities, of Westlake, Keller, Roanoke, Southlake and Colleyville. 171 Goals and Objectives 23 Police Services Program Trends Westlake experienced 13, Part 1 Crimes in 2016, down from 20 in 2015 – a 35% decrease. 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 utilize directed enforcement in an attempt to change driver behavior and 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 4.7% from 2015 (2,693 in 2015 to 2,567 in 2016) o Animal control calls have increased approximately 23% from 2015 (60 in 2015 to 74 in 2016) 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. 2017 – 2018 Highlights Continue an emphasis on school security and safety with the Campus Patrol Program. Attend neighborhood meetings with elected officials and staff. Assess and monitor traffic safety on the newly improved roadways and formulate enforcement/ prevention strategies to mitigate traffic collisions. Work with developers to prevent thefts at construction sites. Continue to provide Crime Prevention material through the Director of Communication and Community Affairs and social media. Continue to be proactive and highly responsive to the corporate campuses in Westlake. Work to expand enrollment into Siren GPS to enhance emergency response times. 172 173 This page is intentionally blank 174 Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Hotel Tax - - - - - 0% Charge for Services 4,639,176 3,795,515 4,585,075 4,585,075 - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Buildings - - - - - 0% Permits & Fees Utility 136,814 168,865 268,115 274,441 6,326 2% Fines & Forfeitures - - - - - 0% Investment Earnings 22,201 15,020 57,765 57,765 - 0% Contributions 50,000 - - - - 0% Misc Income 42,110 17,600 23,460 23,460 - 0% Total Revenues 4,890,301 3,997,000 4,934,415 4,940,741 6,326 0% Transfers In - - - - - 0% Other Sources - - - 2,600,000 2,600,000 100% Total Other Sources - - - 2,600,000 2,600,000 100% TOTAL REVENUES & OTHER SOURCES 4,890,301$ 3,997,000$ 4,934,415$ 7,540,741$ 2,606,326$ 53% Payroll Salaries 19,490$ -$ -$ -$ -$ 0% Payroll Retirement 18,395 - - - - 0% Total Payroll and Related 37,885 - - - - 0% Debt 981,829 1,155,174 1,172,041 2,015,626 843,585 72% Economic Development - - - - - 0% Insurance - - - - - 0% Payroll Transfer Out 478,249 482,700 482,700 559,024 76,324 16% Repair & Maintenance 162,584 165,250 167,065 163,065 (4,000) -2% Rent & Utilities 105,808 156,499 157,499 177,544 20,045 13% Services 2,686,430 2,144,775 3,322,435 3,321,194 (1,241) 0% Supplies 4,807 7,250 7,040 7,040 - 0% Travel & Training 2,569 7,535 7,920 7,920 - 0% Total Operations & Maintenance 4,422,275 4,119,183 5,316,700 6,251,414 934,714 18% TOTAL OPERATING EXPENDITURES 4,460,160 4,119,183 5,316,700 6,251,414 934,714 18% 1 Capital Project Funds 43,638 - - - - 0% 2 Capital Outlay 19,084 25,780 35,055 31,055 (4,000) -11% 3 Maintenance & Replacement Funds - - - - - 0% Total Capital 62,723 25,780 35,055 31,055 (4,000) -11% Transfers Out 277,651 56,250 68,250 81,539 13,289 19% Other Uses - - - - - 0% Total Other Uses 277,651 56,250 68,250 81,539 13,289 19% TOTAL NON-OPERATING EXPENDITURES 340,374 82,030 103,305 112,594 9,289 9% TOTAL EXPENDITURES & OTHER USES 4,800,534 4,201,213 5,420,005 6,364,008 944,003 17% Excess Revenus over(under) Expenditures 89,767 (204,213) (485,590) 1,176,733 1,662,323 342% FUND BALANCE, BEGINNING 886,329 886,329 886,329 400,738 (485,591) -55% FUND BALANCE, ENDING 976,097 682,116 400,739 1,577,472 1,176,732 294% Restricted/Assigned/Committed Funds 976,097 682,116 400,739 1,577,472 1,176,732 294% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 976,097$ 682,116$ 400,739$ 1,577,472$ 1,176,732$ 294% - 0% - 0% - 0% - 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 976,097$ 682,116$ 400,739$ 1,577,472$ 1,176,732$ 294% E N T E R P R I S E F U N D S Combined Program Summary RESTRICTED/ASSIGNED/COMMITTED FUNDS REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES 175 E N T E R P R I S E F U N D S Current Year Fund Detail Fiscal Year 2018/2019 Cemetery Fund Utility Fund TOTAL General Sales Tax - - - Property Tax - - - Hotel Tax - - - Charge for Services 14,150 4,570,925 4,585,075 Beverage Tax - - - Franchise Fees - - - Permits & Fees Other - - - Permits and Fees Bldg Permits & Fees Buildings - - - Permits & Fees Utility - 274,441 274,441 Fines & Forfeitures - - - Investment Earnings 2,465 55,300 57,765 Contributions - - - Misc Income 1,625 21,835 23,460 Total Revenues 18,240 4,922,501 4,940,741 Transfers In - - - Other Sources - 2,600,000 2,600,000 Total Other Sources - 2,600,000 2,600,000 TOTAL REVENUES AND OTHER SOURCES 18,240$ 7,522,501$ 7,540,741$ Payroll Salaries $ - $ - $ - Payroll Transfers In - - - Total Payroll & Related - - - Debt - 2,015,626 2,015,626 Economimc Development - - - Payroll Transfers Out - 559,024 559,024 Repair & Maintenance 2,000 161,065 163,065 Rent & Utilities - 177,544 177,544 Services 14,639 3,306,555 3,321,194 Supplies - 7,040 7,040 Travel & Training 125 7,795 7,920 Total Operations & Maintenance 16,764 6,234,650 6,251,414 TOTAL OPERATING EXPENDITURES 16,764 6,234,650 6,251,414 Capital Project Funds - - - Capital Outlay - 31,055 31,055 Maintenance & Replacement Funds - - - Total Capital - 31,055 31,055 Transfers Out - 81,539 81,539 Other Uses - - - Total Other Uses - 81,539 81,539 TOTAL NON-OPERATING EXPENDITURES - 112,594 112,594 TOTAL EXPENDITURES AND OTHER USES 16,764$ 6,347,244$ 6,364,008$ Excess Revenus over(under) Expenditures 1,476 1,175,257 1,176,733 BEGINNING FUND BALANCE 203,584 197,156 400,739 ENDING FUND BALANCE 205,060$ 1,372,413$ 1,577,472$ REVENUES & OTHER SOURCES EXPENDITURES AND OTHER USES 176 The cemetery was donated and conveyed by deed to the Town during FY2008-09. This fund 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. Cemetery FundFund 255 177 Cemetery Fund 255 Program Summary Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Charge for Service 9,964 11,575 14,150 14,150 - 0% Hotel Occupancy Tax - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings 1,167 900 2,465 2,465 - 0% Contributions 50,000 - - - - 0% Misc Income 150 350 1,625 1,625 - 0% Total Revenues 61,281 12,825 18,240 18,240 - 0% Transfers In - - - - - 0% Other Sources - - - - - 0% Total Other Sources - - - - - 0% TOTAL REVENUES & OTHER SOURCES 61,281$ 12,825$ 18,240$ 18,240$ -$ 0% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfers In - - - - - 0% Total Payroll and Related - - - - - 0% Debt - - - - - 0% Economic Development - - - - - 0% Insurance - - - - - 0% Payroll Transfers Out - - - - - 0% Repair & Maintenance 395 7,000 6,000 2,000 (4,000) -67% Rent & Utilities - - - - - 0% Services 7,775 19,540 15,880 14,639 (1,241) -8% Supplies - 350 - - - 0% Water Purchases - - - - - 0% Total Operations & Maintenance 8,170 26,890 21,880 16,639 (5,241) -24% TOTAL OPERATING EXPENDITURES 8,170 26,890 21,880 16,639 (5,241) -24% Capital Project Funds - - - - - 0% Capital Outlay - 5,000 4,000 - (4,000) 100% Maintenance & Replacment Funds - - - - - 0% Total Capital and M&R Projects - 5,000 4,000 - (4,000) 100% Transfers Out - - - - - 0% Other Sources - - - - - 0% Total Other Uses - - - - - 0% TOTAL NON-OPERATING EXPENDITURES - 5,000 4,000 - (4,000) 100% TOTAL EXPENDITURES & OTHER USES 8,170 31,890 25,880 16,639 (9,241) -36% Excess Revenues over(under) Expenditures 53,111 (19,065) (7,640) 1,601 9,241 121% FUND BALANCE, BEGINNING 158,238 211,349 211,349 203,709 (7,640) -4% FUND BALANCE, ENDING 211,349 192,284 203,709 205,310 1,601 1% Restricted/Assigned/Committed Funds 211,349 192,284 203,709 205,310 1,601 1% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 255 10110 00 000 115,456$ 96,541$ 108,511$ 110,809$ 2,298$ 2% Inventory Lots 255 15100 00 000 95,893 95,743 95,197 94,500 (697) -1% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 211,349$ 192,284$ 203,709$ 205,310$ 1,601$ 1% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 178 Section 4 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 and Other Sources • Revenues and other sources are budgeted to remain flat at $18,240 Operating Expenditures and Other Uses • Operating expenditures are budgeted to be $16,639 • This represents a 24% decrease of $5,241 when compared to prior year estimated. o Repairs and maintenance decreased $4,000 due to one-time costs in the prior year for items related to the irrigation and grounds. o Services decreased $1,241 due to one-time costs in the prior year for ; for items related to engineering and landscaping. Fund Balance • Excess revenues over(under) expenditures is projected to be $1,601. • The beginning fund balance is projected to $203,709. • The ending fund balance is projected to be $205,310 179 This page is intentionally blank 180 The Utility Fund is an enterprise or business fund. This means that the direct beneficiaries of the “business” pay for all costs through fees or rates. Water, sewer service, and garbage service revenues generated through our rates, as well as the expenses for providing these services are accounted for in this fund. Prudent financial management and bond requirements make it necessary to have healthy reserves. Utility FundFund 500 181 Utility Fund 500 Program Summary Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Charge for Service 4,629,213 3,783,940 4,570,925 4,570,925 - 0% Hotel Occupancy Tax - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility 136,814 168,865 268,115 274,441 6,326 2% Fines & Forfeitures - - - - - 0% Investment Earnings 21,034 14,120 55,300 55,300 - 0% Contributions - - - - - 0% Misc Income 41,960 17,250 21,835 21,835 - 0% Total Revenues 4,829,021 3,984,175 4,916,175 4,922,501 6,326 0% Transfers In - - - - - 0% Other Sources - - - 2,600,000 2,600,000 #DIV/0! Total Other Sources - - - 2,600,000 2,600,000 0% TOTAL REVENUES & OTHER SOURCES 4,829,021$ 3,984,175$ 4,916,175$ 7,522,501$ 2,606,326$ 53% Payroll Salaries 19,490$ -$ -$ -$ -$ 0% Retirement 18,395 - - - - 0% Total Payroll and Related 37,885 - - - - 0% Debt 981,829 1,155,174 1,172,041 2,015,626 843,585 72% Economic Development - - - - - 0% Payroll Transfers Out 478,249 482,700 482,700 559,024 76,324 16% Repair & Maintenance 162,189 158,250 161,065 161,065 - 0% Rent & Utilities 105,808 156,499 157,499 177,544 20,045 13% Services 2,678,655 2,125,235 3,306,555 3,306,555 - 0% Supplies 4,807 6,900 7,040 7,040 - 0% Travel & Training 2,569 7,235 7,795 7,795 - 0% Total Operations & Maintenance 4,414,105 4,091,993 5,294,695 6,234,650 939,955 18% TOTAL OPERATING EXPENDITURES 4,451,990 4,091,993 5,294,695 6,234,650 939,955 18% Capital Project Funds 43,638 - - - - 0% Capital Outlay 19,084 20,780 31,055 31,055 - 0% Maintenance & Replacment Funds - - - - - 0% Total Capital and M&R Projects 62,723 20,780 31,055 31,055 - 0% Transfers Out 277,651 56,250 68,250 81,539 13,289 19% Other Sources - - - - - 0% Total Other Uses 277,651 56,250 68,250 81,539 13,289 19% TOTAL NON-OPERATING EXPENDITURES 340,374 77,030 99,305 112,594 13,289 13% TOTAL EXPENDITURES & OTHER USES 4,792,364 4,169,023 5,394,000 6,347,244 953,244 18% Excess Revenues over(under) Expenditures 36,657 (184,848) (477,825) 1,175,257 1,653,082 346% FUND BALANCE, BEGINNING 1,121,826 674,981 674,981 197,156 (477,825) -71% FUND BALANCE, ENDING 1,158,483 490,133 197,156 1,372,413 1,175,257 596% Restricted/Assigned/Committed Funds 1,158,483 490,133 197,156 1,372,413 1,175,257 596% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 500 10110 00 000 1,158,483$ 490,133$ 197,156$ 1,372,413$ 1,175,257$ 596% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,158,483$ 490,133$ 197,156$ 1,372,413$ 1,175,257$ 596% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 182 Section 4 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 Sources • Total revenues and other sources are budgeted to be $7,522,501 • This represents a 53% increase of $2,606,326 from prior year estimated revenues. o Other Sources increased $2,600,000, from the prior year due to anticipated one-time bond proceeds from the Texas Water Development Board to be used for the For Worth Waterline project. o Charges for utility permits fees increased $6,326 due to one-time planning and development building permit fees and revenues. o The following revenues will remain flat for FY 18/19.  Charges for Service $4,570,925  Investment earnings $55,300  Miscellaneous income of $21,385 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. • Water Revenue $3,302,156 The Utility Fund is the recipient of all revenue generated from water sales in the Town. As Westlake’s customer base continues to expand, additional demands will be placed on the utility system, requiring incremental expansion and maintenance of infrastructure. • Wastewater Revenue $1,138,824 Wastewater revenue is the second largest component of the Utility Fund. Revenue is expected to grow proportionate to future non-irrigation water demands. • Ductbank Permit Fees $274,441 The ductbank is a series of Town owned conduit that houses underground telecommunication infrastructure in portions of Westlake. Revenues are contingent upon utility companies leasing out portions of the ductbank. The Town continues to anticipate growth in new ductbank leases with telecommunications companies. • Tap and Impact Fees $117,816 $93,135 These revenues are a direct reflection of new home starts. 183 Section 4 Enterprise Funds Utility Fund Overview • Waste Management $6,129 The Town receives a 12% fee from its franchisee. The current rate for solid waste and recycling service remains unchanged since 2008. 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 November 2016 and approved by the Town Council at the January 2017 Town Council meeting. • Staff is committed to maintaining an up to date utility rate analysis to maintain the integrity of the fund. To that end town staff will update the rate study completed in November 2016 which will help guide future rate policy. Operating Expenditures • Total operating expenditures are budgeted to be $6,234,650 • This represents a 18% decrease of $939,955 from prior year estimated expenditures. o Debt decreased $843,585 when compared to prior year estimate.  The FY17/18 debt includes $888K for the Fort Worth water line.  This is the second year that this payment will be made. o Payroll transfers out to the General Fund increased $76,324;  due to additional public works project manager that will be added in fiscal year 2017/2018. o Rent and utilities increased $20,045  due to the leasing of new building space in July 2017. Non-Operating Expenditures • Total non-operating expenditures are budgeted to be $112,594. • This represents an 13% increase of $13,289 from prior year estimated. o Capital outlay will remain flat at $31,055 o Transfers out increased $13,289 due to one-time impact fees that will be transferred to the General fund. Fund Balance • Excess revenues over(under) expenditures are projected to be $1,175,257 • The beginning fund balance is projected to be $197,156. • The ending fund balance is projected to be $1,372,413. 184 Section 4 Enterprise Funds Utility Fund Overview The Utility Fund is burdened with three outstanding long-term obligations. • The long-term liability of the loan from Hillwood to the Town to construct 16” and 20” transmission water lines and the US 377 Pump Station. o 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 $.25 cents per 1,000 gallons of water distributed to consumers in these two service areas. Each service area pays its respective portion of the overall debt based on the volume of water used. o The contract clearly stipulates that this debt is not a general obligation of the Town. It is, however, required to be paid back through this assessment being attached to the water rate. The rate would have to be significantly increased to pay this debt off in the twenty years contemplated under the agreement. o Hillwood has stated that once the Town and Hillwood agree on proportionate future infrastructure funding, this liability will be erased. Nevertheless, the obligation does exist and water rates should always be reviewed with this obligation in mind. • The long-term liability of the joint Westlake/Keller water tower. o This tower was constructed to provide necessary water storage and pressures within Westlake. • The proportionate buyout of infrastructure owned by the Hunt Trust which sold the Circle T Ranch to Hillwood. o The Town agreed with Hillwood that in exchange for the dissolution of existing Municipal Utility Districts (MUDs), the Utility Fund will reimburse Hillwood the share of purchased MUD infrastructure for each development based upon the acres removed from the MUDs. o Hillwood, in turn, must deposit these funds into an escrow account owned by the Hunt Trust. 185 Pymt Fiscal 500-48840-16-00 500-48850-16-00 No.Year Principal Interest 1 2/15/2015 21,450$ 34,325$ 55,775$ 2 2/15/2016 21,450 33,896 55,346 3 2/15/2017 22,000 33,461 55,461 4 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 $ 1,014,200 $ 628,918 $ 1,643,118 TOTAL Original Issue $1,000,000 by US Bank in April 2013 Ground Storage Tank - Debt Payable U T I L I T Y F U N D SERIES 2013 CERTIFICATES OF OBLIGATION TOTAL 186 Pymt Fiscal 500-48810-16-00 500-48811-16-00 No.Year Principal Interest 1 9/15/2015 96,132$ 11,189$ 107,321$ 2 9/15/2016 97,734 15,682 113,417 3 9/15/2017 104,143 12,918 117,061 4 9/15/2018 108,950 10,063 119,012 5 9/15/2019 113,756 6,570 120,327 6 9/15/2020 120,165 2,523 122,688 $ 640,880 $ 58,945 $ 699,825 TOTAL U T I L I T Y F U N D CITY OF KELLER TEXAS Keller Overhead Storage Debt True-Up from City of Keller 01/22/18 TOTAL 187 Pymt Fiscal 500-48840-16-00 500-48850-16-00 No.Year Principal Interest 0 9/30/2018 - - - 1 9/30/2019 5,000 31,056 36,056 2 9/30/2020 95,000 43,120 138,120 3 9/30/2021 100,000 41,984 141,984 4 9/30/2022 100,000 40,744 140,744 5 9/30/2023 100,000 39,404 139,404 6 9/30/2024 100,000 37,949 137,949 7 9/30/2025 100,000 36,394 136,394 8 9/30/2026 105,000 34,696 139,696 9 9/30/2027 105,000 32,858 137,858 10 9/30/2028 105,000 30,937 135,937 11 9/30/2029 110,000 28,850 138,850 12 9/30/2030 110,000 26,545 136,545 13 9/30/2031 110,000 24,065 134,065 14 9/30/2032 115,000 21,357 136,357 15 9/30/2033 115,000 18,459 133,459 16 9/30/2034 120,000 15,409 135,409 17 9/30/2035 120,000 12,223 132,223 18 9/30/2036 125,000 8,915 133,915 19 9/30/2037 130,000 5,421 135,421 20 9/30/2038 130,000 1,814 131,814 21 22 23 24 25 $ 2,100,000 $ 532,196 $ 2,632,196 TOTAL Original Issue $2,100,000 by US Bank in November 2018 Fort Worth Water Line Project U T I L I T Y F U N D T E X A S W A T E R D E V E L O P M E N T B O A R D TOTAL 188 189 This page is intentionally blank 190 Fiscal Year 2018/2019 Adopted Estimated Adopted FY 16/17 Adopted Actuals Budget Budget Budget vs vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 15/16 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Hotel Tax - - - - - 0% Charge for Services 8,650 - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other 5,500 6,000 6,000 6,000 - 0% Permits & Fees Buildings - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings 9,251 7,015 21,480 21,480 - 0% Contributions 110,500 - 130,000 - (130,000) -100% Misc Income 4,829 - - - - 0% Total Revenues 138,730 13,015 157,480 27,480 (130,000) -83% Transfers In 827,635 306,250 744,000 1,476,065 732,065 98% Other Sources - - - - - 0% Total Other Sources 827,635 306,250 744,000 1,476,065 732,065 0% TOTAL REVENUES & OTHER SOURCES 966,365 319,265 901,480 1,503,545 602,065 67% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfer In - - - - - 0% Total Payroll and Related - - - - - 0% Debt - - - - - 0% Economic Development - - - - - 0% Insurance - - - - - 0% Payroll Transfer Out - - - - - 0% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services - - - - - 0% Supplies - - - - - 0% Water Purchases - - - - - 0% Total Operations & Maintenance - - - - - 0% TOTAL OPERATING EXPENDITURES - - - - - 0% Capital Project Funds - - - - - 0% Capital Outlay - - - - - 0% Maintenance & Replacement Funds 1,042,503 532,000 383,625 1,079,475 695,850 181% Total Capital 1,042,503 532,000 383,625 1,079,475 695,850 181% Transfers Out - - - - - 0% Other Uses - - - - - 0% Total Other Uses - - - - - 0% TOTAL NON-OPERATING EXPENDITURES 1,042,503 532,000 383,625 1,079,475 695,850 181% TOTAL EXPENDITURES & OTHER USES 1,042,503 532,000 383,625 1,079,475 695,850 181% Excess Revenus over(under) Expenditures (76,138) (212,735) 517,855 424,070 (93,785) 18% FUND BALANCE, BEGINNING 1,129,282 1,036,070 1,053,144 1,570,999 517,855 49% FUND BALANCE, ENDING 1,053,144 823,335 1,570,999 1,995,069 424,070 27% Restricted/Assigned/Committed Funds 1,053,144 823,335 1,570,999 1,995,069 424,070 27% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 1,053,144$ 823,335$ 1,570,999$ 1,995,069$ 424,070$ 27% - 0% - 0% - 0% - 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,053,144$ 823,335$ 1,570,999$ 1,995,069$ 424,070$ 27% RESTRICTED/ASSIGNED/COMMITTED FUNDS REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES I N T E R N A L S E R V I C E F U N D S Combined Program Summary 191 I N T E R N A L S E R V I C E F U N D S Current Year Fund Detail Fiscal Year 2018/2019 UMR Fund 510 GMR Fund 600 VMR Fund 505 VMR Fund 605 TOTAL General Sales Tax - - - - - Property Tax - - - - - Charge for Services - - - - - Hotel Tax - - - - - Beverage Tax - - - - - Franchise Fees - - - - - Permits and Fees Other - 6,000 - - 6,000 Permits and Fees Bldg Permits and Fees Building - - - - - Permits and Fees UF Permits and Fees Utility - - - - - Fines and Forfeitures - - - - - Investment Earnings 16,350 2,290 350 2,490 21,480 Contributions - - - - - Misc Income - - - - - Total Revenues 16,350 8,290 350 2,490 27,480 Transfers In 5,000 1,000,799 10,000 460,266 1,476,065 Other Sources - - - - - Total Other Sources 5,000 1,000,799 10,000 460,266 1,476,065 TOTAL REVENUES AND OTHER SOURCES 21,350$ 1,009,089$ 10,350$ 462,756$ 1,503,545$ Payroll Salaries $ - $ - $ - $ - $ - Payroll Transfers In - - - - - Total Payroll & Related - - - - - Debt - - - - - Economimc Development - - - - - Payroll Transfers Out - - - - - Repair & Maintenance - - - - - Rent & Utilities - - - - - Services - - - - - Supplies - - - - - Travel & Training - - - - - Total Operations & Maintenance - - - - - TOTAL OPERATING EXPENDITURES - - - - - Capital Project Funds - - - - - Capital Outlay - - - - - Maintenance & Replacement Funds 225,000 594,475 - 260,000 1,079,475 Total Capital 225,000 594,475 - 260,000 1,079,475 Transfers Out - - - - - Other Uses - - - - - Total Other Uses - - - - - TOTAL NON-OPERATING EXPENDITURES 225,000 594,475 - 260,000 1,079,475 TOTAL EXPENDITURES AND OTHER USES 225,000 594,475 - 260,000 1,079,475 Excess Revenus over(under) Expenditures (203,650) 414,614 10,350 202,756 424,070 BEGINNING FUND BALANCE 845,683 122,794 23,674 578,848 1,570,999 ENDING FUND BALANCE 642,033$ 537,408$ 34,024$ 781,604$ 1,995,069$ REVENUES & OTHER SOURCES EXPENDITURES AND OTHER USES 192 The Utility Maintenance & Replacement Fund 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. Utility Maintenance & Replacement Fund Fund 510 193 Vehicle Maintenance and Replacement Fund 510 Program Summary Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Charge for Service - - - - - 0% Hotel Occupancy Tax - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings 6,394 4,500 16,350 16,350 - 0% Contributions - - - - - 0% Misc Income - - - - - 0% Total Revenues 6,394 4,500 16,350 16,350 - 0% Transfers In 100,000 - - 5,000 5,000 100% Other Sources - - - - - 0% Total Other Sources 100,000 - - 5,000 5,000 100% TOTAL REVENUES & OTHER SOURCES 106,394$ 4,500$ 16,350$ 21,350$ 5,000$ 31% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfers In - - - - - 0% Total Payroll and Related - - - - - 0% Debt - - - - - 0% Economic Development - - - - - 0% Payroll Transfers Out - - - - - 0% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services - - - - - 0% Supplies - - - - - 0% Travel & Training - - - - - 0% Total Operations & Maintenance - - - - - 0% TOTAL OPERATING EXPENDITURES - - - - - 0% Capital Project Funds - - - - - 0% Capital Outlay - - - - - 0% Maintenance & Replacment Funds - 245,000 - 225,000 225,000 100% Total Capital and M&R Projects - 245,000 - 225,000 225,000 100% Transfers Out - - - - - 0% Other Sources - - - - - 0% Total Other Uses - - - - - 0% TOTAL NON-OPERATING EXPENDITURES - 245,000 - 225,000 225,000 100% TOTAL EXPENDITURES & OTHER USES - 245,000 - 225,000 225,000 100% Excess Revenues over(under) Expenditures 106,394 (240,500) 16,350 (203,650) (220,000) 1346% FUND BALANCE, BEGINNING 722,939 829,333 829,333 845,683 16,350 2% FUND BALANCE, ENDING 829,333 588,833 845,683 642,033 (203,650) -24% Restricted/Assigned/Committed Funds 829,333 588,833 845,683 642,033 (203,650) -24% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 510 10110 00 000 829,333$ 588,833$ 845,683$ 642,033$ (203,650)$ -24% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 829,333$ 588,833$ 845,683$ 642,033$ (203,650)$ -24% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 194 Section 5 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 Other Sources • Revenues and other sources are budgeted at $21,350. • This represents a 31% increase of $5,000 from the prior year estimated. o Transfers in from the Utility Fund increased $5,000 from the prior year in order to build fund balance. Expenditures and Other Uses • Expenditures and other uses are budgeted at $225,000. • This represents a 100% increase from the prior year estimated. o The following projects were pushed out from FY17/18 to FY18/19  Pump Station Equipment $90,000  Repaint Ground Storage Tank $90,000  Sewer Easement Cleaning Machine $45,000 Fund Balance • Excess revenues over(under) expenditures are projected to the $(203,650). • The beginning fund balance is projected to be $845,683. • The ending fund balance is projected to be $642,033. 195 Estimated Adopted 1 2 3 4 Description Account Number FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 REVENUES & OTHER SOURCES Interest Income 510-36110-16-000 16,350$ 16,350$ 14,500$ 14,500$ 14,500$ 14,500$ Transfer in from UF 510-52550-88-000 - 5,000 5,000 5,000 5,000 5,000 TOTAL REVENUES AND OTHER SOURCES 16,350$ 21,350$ 19,500$ 19,500$ 19,500$ 19,500$ Pump Station Equipment 510-44123-16-000-000005 -$ 90,000$ -$ -$ -$ -$ Sewer Easement Cleaning Machine 510-44114-16-000-000014 - 45,000 - - - - Repaint Ground Storage Tank 510-44119-16-000-000015 - 90,000 - - - - TOTAL PROJECTS - 225,000 - - - - Transfer Out to GMR 510-62600-99-000 - - - - - - TOTAL OTHER USES - - - - - - Excess Revenues over(under) Expenditures 16,350 (203,650) 19,500 19,500 19,500 19,500 BEGINNING FUND BALANCE 829,333 845,683 642,033 661,533 681,033 700,533 ENDING FUND BALANCE 845,683$ 642,033$ 661,533$ 681,033$ 700,533$ 720,033$ MAINTENANCE/REPLACEMENT PROJECTS OTHER USES UTILITY Maintenance & Replacement Fund 600 Five Year Forecast 196 The General Maintenance & Replacement Fund was created to provide a mechanism for the long term repair and replacement of large capital assets such as HVAC, walls, floors and ceilings, plumbing, electric, roadways, etc. General Maintenance & Replacement Fund Fund 600 197 General Maintenance and Replacement Fund 600 Program Summary Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Charge for Service - - - - - 0% Hotel Occupancy Tax - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other 5,500 6,000 6,000 6,000 - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings 1,369 1,550 2,290 2,290 - 0% Contributions 500 - 25,000 - (25,000) -100% Misc Income - - - - - 0% Total Revenues 7,369 7,550 33,290 8,290 (25,000) -75% Transfers In 719,300 300,000 387,750 1,000,799 613,049 100% Other Sources - - - - - 0% Total Other Sources 719,300 300,000 387,750 1,000,799 613,049 100% TOTAL REVENUES & OTHER SOURCES 726,669$ 307,550$ 421,040$ 1,009,089$ 588,049$ 140% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfers In - - - - - 0% Total Payroll and Related - - - - - 0% Debt - - - - - 0% Economic Development - - - - - 0% Payroll Transfers Out - - - - - 0% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services - - - - - 0% Supplies - - - - - 0% Travel & Training - - - - - 0% Total Operations & Maintenance - - - - - 0% TOTAL OPERATING EXPENDITURES - - - - - 0% Capital Project Funds - - - - - 0% Capital Outlay - - - - - 0% Maintenance & Replacment Funds 975,059 287,000 278,625 594,475 315,850 113% Total Capital and M&R Projects 975,059 287,000 278,625 594,475 315,850 113% Transfers Out - - - - - 0% Other Sources - - - - - 0% Total Other Uses - - - - - 0% TOTAL NON-OPERATING EXPENDITURES 975,059 287,000 278,625 594,475 315,850 113% TOTAL EXPENDITURES & OTHER USES 975,059 287,000 278,625 594,475 315,850 113% Excess Revenues over(under) Expenditures (248,390) 20,550 142,415 414,614 272,199 -191% FUND BALANCE, BEGINNING 228,768 (19,621) (19,621) 122,794 142,415 -726% FUND BALANCE, ENDING (19,621) 929 122,794 537,408 414,614 338% Restricted/Assigned/Committed Funds (19,621) 929 122,794 537,408 414,614 338% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 600 10110 00 000 (19,621)$ 929$ 122,794$ 537,408$ 414,614$ 338% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS (19,621)$ 929$ 122,794$ 537,408$ 414,614$ 338% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 198 Section 5 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 Other Sources • Revenues and Other Sources are budgeted to be $ 1,009,089. • This represents a 140% increase of $588,049 from the prior year estimated budget. o Contributions decreased due to one-time receipts in the prior year from the Westlake Academy Foundation for a Keller Police sub-station on the school premises. o Transfers in from the General Fund increased $613,049 based on one-time planning and development building permit fees and revenues. Expenditures and Other Uses • Expenditures and Other Uses are budgeted to be $594,475. • This represents a 113% increase of $315,850 from the prior year estimated. o The majority of this increase (68% = $215,000) is from the information technology department; upgrades are budgeted for network storage & equipment, phone systems, peripheral devices, and network servers. o Westlake Academy maintenance and replacement projects (28% = $87,475) include the following increases to; parking lot repairs, flooring upgrades, interior building repair, classroom refurbishments, furniture, HVAC system, plumbing repairs, playground equipment, • Projects for fiscal year 2017/2018 are noted below: Dept # Project Name Amount Dept. 17 Academy Facilities $ 299,775 Increased $87,475 Dept. 19 Parks, Trails, Recreation 20,000 Increased $20,000 Dept. 20 Information Technology 245,000 Increased $215,000 Dept. 26 Municipal Facilities 29,750 Decreased $6,625 TOTAL PROJECTS $ 594,475 Fund Balance • Excess revenues over(under) expenditures are projected to be $414,614. • Beginning fund balance is projected to be $122,794. • The ending fund balance is projected to be $537,408. 199 Estimated Adopted 1 2 3 4 Description Account Number FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 REVENUES & OTHER SOURCES Firefighter Equipment Fees n/a 600-34008-14-000 6,000$ 6,000$ 6,000$ 6,000$ 6,000$ 6,000$ Interest Income n/a 600-36110-00-000 2,290 2,290 2,165 2,165 2,165 2,165 WA Keller Police Substation n/a 600-33700-17-000-000053 25,000 - - - - - Contributions n/a 600-33700-14-101 - - - - - - Transfer in from UMR n/a 600-52541-88-000 - - - - - - Transfer in from GF n/a 600-52510-88-000 387,750 1,000,799 579,537 498,660 447,350 447,350 TOTAL REVENUES AND OTHER SOURCES 421,040$ 1,009,089$ 587,702$ 506,825$ 455,515$ 455,515$ MAINTENANCE/REPLACEMENT PROJECTS WA-Irrigation System 7 600-43340-17-000-000007 6,500$ 6,500$ 15,000$ 5,000$ 5,000$ 5,000$ WA-Carpet/VCT Flooring 8 600-45908-17-000-000008 25,000 35,000 15,000 15,000 15,000 15,000 WA-Ext Environmental Improvements Irrig 9 600-44306-17-000-000009 7,500 7,500 - 12,000 12,000 12,000 WA-Envrnmt Bldg UG light/water 10 600-45908-17-000-000010 2,750 10,000 - 5,000 5,000 5,000 WA-Exterior Paint & Wood R&M 11 600-45909-17-000-000011 4,500 4,500 4,000 8,000 8,000 8,000 WA-Painting/Cloth Wall R&M 12 600-44220-17-000-000012 6,500 6,500 10,000 8,000 8,000 8,000 WA-Roof Repairs 13 600-45909-17-000-000013 47,550 47,550 15,000 5,000 5,000 5,000 WA-Parking Lot 15 600-44306-17-000-000015 - 25,000 - - - - WA-Refurbish Classrooms 17 600-45908-17-000-000017 21,000 30,000 35,000 25,000 25,000 25,000 WA-Update Security System 18 600-43354-17-000-000018 2,750 2,750 5,000 8,000 8,000 8,000 WA-Update Security Cameras 19 600-43354-17-000-000019 10,300 10,300 2,000 12,000 12,000 12,000 WA-Interior Building R&M 23 600-45908-17-000-000023 5,500 15,000 10,000 15,000 15,000 15,000 WA-15 Ton Split HVAC System 24 600-43347-17-000-000024 6,500 14,000 10,000 25,000 25,000 25,000 WA-2 Ton Roof Top Units 25 600-43347-17-000-000025 7,500 7,500 15,000 10,000 10,000 10,000 WA-AC ton/7.5 ton server room 26 600-43347-17-000-000026 6,500 6,500 - 20,000 20,000 20,000 WA-Heater Boilers 29 600-44219-17-000-000029 9,675 9,675 - 25,000 25,000 25,000 WA-HVAC System Replacement 32 600-43347-17-000-000032 7,500 7,500 - 5,000 5,000 5,000 WA-Plumbing Repair/Replacement 36 600-45904-17-000-000036 2,775 9,000 15,000 5,000 5,000 5,000 WA Playground Equipment 40 600-44311-17-000-000040 5,000 - - - - WA-Furniture/Interior Bldg 45 600-47415-17-000-000045 7,000 15,000 - - - - WA Keller Police Substation 53 600-47418-17-000-000053 25,000 - - - - - Mech Equipment 2 man lift 55 600-47411-17-000-000055 - 25,000 - - - - TOTAL ACADEMY FACILITIES MAINTENANCE Department 17 212,300 299,775 151,000 208,000 208,000 208,000 Park R&M 43 600-45911-19-000-000043 - 10,000 10,000 10,000 10,000 10,000 Trail Repairs 14 600-43343-19-000-000014 - 10,000 10,000 10,000 10,000 10,000 TOTAL PARKS & RECREATION Department 19 - 20,000 20,000 20,000 20,000 20,000 Servers & Network Storage 20 600-43405-20-000-000020 15,000 40,000 15,000 15,000 15,000 15,000 Network Printers/Peripheal Dev 21 600-43405-20-000-000021 5,000 5,000 5,000 5,000 5,000 5,000 Network Equipment 27 600-43405-20-000-000027 - 115,000 25,000 25,000 25,000 25,000 Principal Expense 27 600-47120-20-000-000027 - - - - - - Phone System/Peripheal Devices 28 600-45305-20-000-000028 5,000 65,000 10,000 10,000 10,000 10,000 Server Replacements 33 600-43405-20-000-000033 5,000 20,000 12,500 100,000 12,500 12,500 TOTAL INFORMATION TECHNOLOGY Department 20 30,000 245,000 67,500 155,000 67,500 67,500 Town-Irrigation R&M 7 600-43340-26-000-000007 - 5,000 5,000 5,000 5,000 5,000 Town-Env Bldg UG light/water 10 600-45908-26-000-000010 - 10,000 10,000 10,000 10,000 10,000 Town-Parking Lot 15 600-44306-26-000-000015 - 4,000 4,000 4,000 4,000 4,000 Town-Heater 29 600-44219-26-000-000029 - 3,000 3,000 3,000 3,000 3,000 Town-HVAC System Replacement 32 600-43347-26-000-000032 - 5,000 5,000 5,000 5,000 5,000 Town-Furniture/Interior Bldg 45 600-47415-26-000-000045 36,325 2,700 - - - - TOTAL TOWN FACILITIES MAINTENANCE Department 26 36,325 29,700 27,000 27,000 27,000 27,000 GRAND TOTAL PROJECTS 278,625 594,475 265,500 410,000 322,500 322,500 Excess Revenues over(under) Expenditures 142,415 414,614 322,202 96,825 133,015 133,015 BEGINNING FUND BALANCE (19,621) 122,794 537,408 859,610 956,435 1,089,450 ENDING FUND BALANCE 122,794$ 537,408$ 859,610$ 956,435$ 1,089,450$ 1,222,465$ Maintenance & Replacement Fund 600 GENERAL Five Year Forecast 200 The Town of Westlake owns, operates, and maintains a fleet of vehicles and recognizes that deferred maintenance and not anticipating capital replacement needs increases future capital costs. These guidelines 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. Vehicle Maintenance & Replacement Guidelines 201 Section 5 Internal Service Funds Guidelines for Vehicle Maintenance & Replacement BUDGETING FOR RECURRING CAPITAL EXPENDITURES Planning for non-periodic recurring capital expenditures may at first glance seem like a difficult endeavor, but in fact dealing with them can be as simple as setting aside a small portion of revenue over time. For example, if a piece of necessary capital has been estimated to have an operational life of 10 years and costs $10,000, the town could set aside $1,000 toward the recurring capital expenditures account each year. Then, when it comes time to replace the unit, there will be little, if any, disruption to the town’s cash flow. Note that changing market forces, such as inflation, also need to be accounted for in the calculation, since an item that cost $10,000 a decade ago likely costs more today. EXAMPLE OF RECURRING CAPITAL EXPENSE IN TRANSPORTATION Municipalities that rely on motor vehicles for their livelihood face a recurring, though sometimes unpredictable, capital expense in the form of vehicle repairs and replacement. A few different approaches are available that can be used to deal with the realities of this expense. The most common and simplest way is to make repairs as vehicle damage crops up and replace the vehicles once they are completely unusable, which under most circumstances is a reasonable policy. The Town has approved guidelines for replacement based on a point system. Staff reviews each vehicle annually to determine the feasibility of the service length of the vehicle based on the total points. VEHICLE MAINTENANCE AND REPLACEMENT 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. Vehicle and equipment replacement criteria will be developed according to each item anticipated useful service life. Typically, this is based upon the type or “category” of the vehicle/equipment and its usage. Each item will be surveyed annually and assigned a score based upon the Point Range and Guideline document. A vehicle will be replaced according to the established criteria unless the Department Head(s) and the Town Manager’s office determine that: 1) mechanical failure or vehicle damage warrants earlier replacement, or 2) the vehicle is still serviceable and may serve additional years beyond its original anticipated service life. 202 Section 5 Internal Service Funds Guidelines for Vehicle Maintenance & Replacement 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. 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. 203 Section 5 Internal Service Funds Guidelines for Vehicle Maintenance & Replacement Category "A” - This category consists of the one (1) 18-passenger and one (1) 20- passenger school bus. The life span for school bus is 10 years. The Fire Department which includes engines, ladder truck, ambulances, and attack truck which are used primarily as a front-line response vehicle. The front-line life-span of the Engine is 15 years and has a reserve life-span for additional five years. The ambulance front-line life-span is seven years and has a reserve vehicle life-span for additional seven. The Town currently has one (1) Engine, one (1) Attack Truck and two (2) Ambulances. Category "B" - This category consists of Maintenances and Public Works vehicles which are used to serve the public on a day-to-day basis and pull trailers. Due to the heavy use, these vehicles may be scheduled for replacement at 100,000 miles provided the maintenance cost is considerably higher than vehicles of the same type. The Town currently has two (2) Public Works trucks. Category "C" - This category consists of all other cars and pickups, which include administration pool car, building inspection truck, warrant officer public safety vehicle. These vehicles are generally assigned to a designated staff member and should not be replaced earlier than 100,000 miles provided the maintenance cost is considerably higher than vehicles of the same type. Category "D" - This category consists of other off-road equipment (mule and mowers) that are used to serve the public on an "as needed" basis. Replacement of this category may be made after 2,500 operating hours, or provided the maintenance cost is considerably higher than equipment of the same type. The Town currently has one (1) Kawasaki utility vehicle and (1) mower. Category "E" - This category consists of light equipment (weed-eaters, chain saw and pumps, generators, trailers, and other small hand-operated equipment) which are used to serve the public on an "as needed" basis. Replacements in this category may be made after the total maintenance cost exceeds the original purchase price of a particular piece of equipment. The cost of upgrading a piece of equipment will be the responsibility of the operating division. The Town currently has one weed-trimmer, chain saw, blower, small generator and a trailer. GUIDE FOR EARLY REPLACEMENT OF TOWN-OWNED VEHICLES Early Replacement - The consideration of early replacement of a vehicle often arises when major expenditures are necessary to restore it to a safe operating condition (e.g., major component failure or incident damage). The economic effect of such repairs cannot be avoided because the cost to the Town is normally about the same 204 Section 5 Internal Service Funds Guidelines for Vehicle Maintenance & Replacement whether the vehicle is sold in un-repaired condition or restored to repaired condition. However, replacement prior to the normal criteria for vehicles will result in an acceleration of all future replacement cost cycles required to satisfy a continuing vehicle need. This acceleration of cost cycles causes a sizable increase in the total present value cost of all fixture cycles and should be avoided whenever possible. Major vehicle repairs should always be made, with two exceptions: 1. Major expenditures for repair should not be made when the cost of the repair plus the vehicle salvage in un-repaired condition exceeds its wholesale value in repaired condition. 2. Major deferrable expenditures should not be made when a vehicle is in the final six months of its retention cycle. During this period, the penalty for early replacement is small and, therefore, the vehicle should be replaced rather than repaired. Depreciation Formula - Current acquisition price of each vehicle divided by the utilization cycle mileage or total maintenance cost) will provide the yearly depreciation allowance. EXAMPLE A – Vehicles Mileage: $30,000 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. 205 Section 5 Internal Service Funds Guidelines for Vehicle Maintenance & Replacement Factor Points Description Age Usage Type of Service 1 Each 10,000 miles of usage 1 Standard sedans, SUV’s and pickups 2 Each year of chronological age 3 Vehicles that pulls trailer, haul heavy loads and continued off-road usage 4 Any vehicle involved in ice or snow removal or road treatment Reliability Preventive Maintenanc e Work Not Included 1 In shop one time within 3-month time period, no major breakdowns/road side assistance call with 3-month period 2 In shop one time within three-month time period, 1 breakdown/ road side assistance call within 3-month period 3 In shop, more than once within 3-month time period, 1 or more breakdown/road side assistance call within same period 4 In shop, more than twice within one-month time period, 1 or more breakdowns/road side assistance call in same time period 5 Two or more breakdowns within one-month time period M&R Cost Incident Repair Not Include 1 Maintenance cost are less than or equal to 20% of replacement 2 Maintenance cost are 21-40% of replacement cost 3 Maintenance cost are 41-60% of replacement cost 4 Maintenance cost are 61-80% of replacement cost 5 Maintenance cost are greater than or equal to 81% of replacement cost Condition 1 No visual damage or rust 2 Minor imperfections in body and paint, interior fair (no rips, tears, burn) 3 Noticeable imperfections in body and paint surface, minor rust, minor damage for add-on equipment, won interior (one or more rips, tears, burns). 4 Poor paint and body condition, rust (holes), interior (rips, tears, burns, cracked dash) and major damage for add-on equipment 5 Previous accident damage, poor paint and body condition, rust (holes), interior (rips, tears, burns, cracked dash) and major damage for add-on equipment TOTAL 60 206 Section 5 Internal Service Funds Guidelines for Vehicle Maintenance & Replacement 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 points Poor Replacement if budget allows Above 38 points failed Needs priority replacement Below are two examples on how the point range and guidelines for Category "B" and “C” would work. Data Description Points Year 1999 26 Type Crown Victoria Passenger Car 1 Mileage 64,000 6 Maintenance Repair driver side window motor 2 Condition Poor paint and body condition, hail damage, rust spots, small dents, interior has rips, tears, stains, cracking on seat covers 5 Total Points 40 Staff recommendation = Replacement this year Data Description Points Year 2005 14 Type Silverado F150 extended cab truck 1 Mileage 35,000 3 Maintenance low 1 Condition Very good exterior and interior condition 1 Total Points 20 Staff recommendation = Include the replacement cost in the five-year forecast Point range and guidelines for Category "B" and “C” Point Ranges Condition Description 0-20 Excellent Do not replace 21-25 Very Good Re-evaluate for next year’ budget (5-year forecast) 26-31 Good Qualifies for replacement this year if M/R cost exceed 60% of cost 32-37 Fair Qualities for replacement this if budget allows 38+ Poor Needs priority 207 This page is intentionally blank 208 The Vehicle Maintenance & Replacement Fund was created to provide a mechanism for the long term repair and replacement of the Town’s Utility Fund vehicles. Vehicle Maintenance & Replacement Fund (Utility) Fund 505 209 Utility Vehicle Maintenance & Replacement Fund 505 Program Summary Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Charge for Service 8,650 - - - - 0% Hotel Occupancy Tax - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings 89 40 350 350 - 0% Contributions - - - - - 0% Misc Income - - - - - 0% Total Revenues 8,739 40 350 350 - 0% Transfers In 8,335 6,250 6,250 10,000 3,750 100% Other Sources - - - - - 0% Total Other Sources 8,335 6,250 6,250 10,000 3,750 100% TOTAL REVENUES & OTHER SOURCES 17,074$ 6,290$ 6,600$ 10,350$ 3,750$ 57% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfers In - - - - - 0% Total Payroll and Related - - - - - 0% Debt - - - - - 0% Economic Development - - - - - 0% Insurance - - - - - 0% Payroll Transfers Out - - - - - 0% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services - - - - - 0% Supplies - - - - - 0% Water Purchases - - - - - 0% Total Operations & Maintenance - - - - - 0% TOTAL OPERATING EXPENDITURES - - - - - 0% Capital Project Funds - - - - - 0% Capital Outlay - - - - - 0% Maintenance & Replacment Funds - - - - - 0% Total Capital and M&R Projects - - - - - 0% Transfers Out - - - - - 0% Other Sources - - - - - 0% Total Other Uses - - - - - 0% TOTAL NON-OPERATING EXPENDITURES - - - - - 0% TOTAL EXPENDITURES & OTHER USES - - - - - 0% Excess Revenues over(under) Expenditures 17,074 6,290 6,600 10,350 3,750 -57% FUND BALANCE, BEGINNING - 17,074 17,074 23,674 6,600 100% FUND BALANCE, ENDING 17,074 23,364 23,674 34,024 10,350 44% Restricted/Assigned/Committed Funds 17,074 23,364 23,674 34,024 10,350 44% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 505 10110 00 000 17,074$ 23,364$ 23,674$ 34,024$ 10,350$ 44% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 17,074$ 23,364$ 23,674$ 34,024$ 10,350$ 44% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 210 Section 5 Internal Service Funds Utility Vehicle Maintenance & Replacement The Utility Fund Vehicle Maintenance & Replacement Fund (VMR) was created to provide a mechanism for the long-term repair and replacement of Town Utility Fund 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 Other Sources • Revenues and other sources are budgeted at $10,350 • This represents a 57% increase of $3,750 from the prior year estimated. o Transfers in from the Utility Fund are budgeted to increase $3,750. Expenditures and Other Uses • There are no expenditures budgeted for this fiscal year. Fund Balance • Excess revenues over(under) expenditures are budgeted to be $10,350. • The beginning fund balance is projected to be $23,674. • The ending fund balance is projected to be $34,024. 211 Estimated Adopted 1 2 3 4 Description Account Number FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 REVENUES & OTHER SOURCES Transfer in from Utility Fund 505-52550-88-000 6,250 10,000 10,000 10,000 10,000 10,000 Sales of Surplus 505-34144-16-000 - - - - - - Insurance Proceeds 505-39100-16-000 - - - - - - Interest Income 505-36110-16-000 350 350 350 350 350 350 6,600$ 10,350$ 10,350$ 10,350$ 10,350$ 10,350$ EXPENDITURES & OTHER USES Public Works Vehicle 505-47410-16-000 -$ -$ -$ 50,000$ -$ -$ - - - 50,000 - - 6,600 10,350 10,350 (39,650) 10,350 10,350 17,074 23,674 34,024 44,374 4,724 15,074 23,674$ 34,024$ 44,374$ 4,724$ 15,074$ 25,424$ Excess Revenues over(under) Expenditures BEGINNING FUND BALANCE ENDING FUND BALANCE UTILITY Vehicle Maintenance & Replacement Fund 505 Five Year Forecast TOTAL REVENUES AND OTHER SOURCES TOTAL EXPENDITURES 212 The Vehicle Maintenance & Replacement Fund was created to provide a mechanism for the long term repair and replacement of Town vehicles. Vehicle Maintenance & Replacement Fund (General) Fund 605 213 General Vehicle Maintenance & Replacement Fund 605 Program Summary Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Charge for Service - - - - - 0% Hotel Occupancy Tax - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings 1,398 925 2,490 2,490 - 0% Contributions 110,000 - 105,000 - (105,000) -100% Misc Income 4,829 - - - - 0% Total Revenues 116,227 925 107,490 2,490 (105,000) -98% Transfers In - - 350,000 460,266 110,266 32% Other Sources - - - - - 0% Total Other Sources - - 350,000 460,266 110,266 32% TOTAL REVENUES & OTHER SOURCES 116,227$ 925$ 457,490$ 462,756$ 5,266$ 1% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfers In - - - - - 0% Total Payroll and Related - - - - - 0% Debt - - - - - 0% Economic Development - - - - - 0% Payroll Transfers Out - - - - - 0% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services - - - - - 0% Supplies - - - - - 0% Travel & Training - - - - - 0% Total Operations & Maintenance - - - - - 0% TOTAL OPERATING EXPENDITURES - - - - - 0% Capital Project Funds - - - - - 0% Capital Outlay - - - - - 0% Maintenance & Replacment Funds 67,444 - 105,000 260,000 155,000 148% Total Capital and M&R Projects 67,444 - 105,000 260,000 155,000 148% Transfers Out - - - - - 0% Other Sources - - - - - 0% Total Other Uses - - - - - 0% TOTAL NON-OPERATING EXPENDITURES 67,444 - 105,000 260,000 155,000 148% TOTAL EXPENDITURES & OTHER USES 67,444 - 105,000 260,000 155,000 148% Excess Revenues over(under) Expenditures 48,783 925 352,490 202,756 (149,734) 42% FUND BALANCE, BEGINNING 177,574 226,358 226,358 578,848 352,490 156% FUND BALANCE, ENDING 226,358 227,283 578,848 781,604 202,756 35% Restricted/Assigned/Committed Funds 226,358 227,283 578,848 781,604 202,756 35% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 605 10110 00 000 226,358$ 227,283$ 578,848$ 781,604$ 202,756$ 35% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 226,358$ 227,283$ 578,848$ 781,604$ 202,756$ 35% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 214 Section 5 Internal Service Funds General Vehicle Maintenance & Replacement 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 Other Sources • Revenues and other sources are budgeted to be $462,756. • This represents a 1% increase of $5,266 from the prior year estimated. o Contributions decreased $105,000 due to one-time funds from the Foundation for the purchase of a school bus. o Transfer In from General Fund increased $110,266 to build fund balance Expenditures and Other Uses • Expenditures and other uses are budgeted to be $260,000. • This represents a 148% increase of $155,000 from the prior year estimated. o One-time purchase in the prior year -passenger bus for Westlake Academy $110K o The FY8/19 budget includes $260,000 for the maintenance and repair of the Fire department ambulance. Fund Balance • Excess revenues over(under) expenditures are projected to be $9202,756. • The beginning fund balance is projected to be $578,848. • The ending fund balance is projected to be $781,604. 215 Estimated Adopted 1 2 3 4 Description Account Number FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 REVENUES & OTHER SOURCES Transfer In from General Fund 605-52510-88-000 350,000$ 460,266$ 579,537$ 498,662$ 447,350$ 447,350$ Transfer in from Utility Fund 605-52550-88-000 - - - - - - Contributions (WA Foundation)605-33700-10-000 105,000 - 150,000 - - - Sales of Surplus 605-34144-16-000 - - - - - - Sales of Surplus 605-34144-14-000 - - - - - - Insurance Proceeds 605-39100-14-000 - - - - - - Interest Income 605-36110-10-000 2,490 2,490 2,450 2,450 2,450 2,450 457,490$ 462,756$ 731,987$ 501,112$ 449,800$ 449,800$ EXPENDITURES & OTHER USES Westlake Academy Buses 605-47410-10-000 105,000$ -$ 150,000$ -$ -$ -$ Fire Dept - Fire Marshal Vehicle 605-47410-14-000 - - - - 60,000 - Fire Dept - Ambulance M&R 605-47410-14-000 - 260,000 - - - - Fire Dept - Ladder Truck 605-47410-14-000 - - - - - 1,000,000 Municipal Court - Marshal Vehicle 605-47410-15-000 - - - - - - Facilities Maintenance Vehicle 605-47410-17-000 - - - 50,000 - - 105,000 260,000 150,000 50,000 60,000 1,000,000 352,490 202,756 581,987 451,112 389,800 (550,200) 226,358 578,848 781,604 1,363,591 1,814,703 2,204,503 578,848$ 781,604$ 1,363,591$ 1,814,703$ 2,204,503$ 1,654,303$ ENDING FUND BALANCE GENERAL Excess Revenues over(under) Expenditures BEGINNING FUND BALANCE TOTAL REVENUES AND OTHER SOURCES TOTAL EXPENDITURES Five Year Forecast Vehicle Maintenance & Replacement Fund 605 216 217 This page is intentionally blank 218 Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax 1,297,086$ 1,439,500$ 1,439,500$ 1,700,000$ 260,500$ 18% Property Tax - - - - - 0% Hotel Tax 751,601 845,000 853,642 853,642 - 0% Charge for Services - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees - - - - - 0% Permits & Fees Buildings - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings 7,164 5,230 14,881 14,881 - 0% Contributions 1,013,100 753,000 373,000 197,300 (175,700) -47% Misc Income 173,237 66,310 112,312 69,587 (42,725) -38% Total Revenues 3,242,187 3,109,040 2,793,335 2,835,410 42,075 2% Transfers In - - - - - 0% Other Sources - - - - - 0% Total Other Sources - - - - - 0% TOTAL REVENUES & OTHER SOURCES 3,242,187$ 3,109,040$ 2,793,335$ 2,835,410$ 42,075$ 2% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfer In - - - - - 0% Total Payroll and Related - - - - - 0% Debt - - - - - 0% Economic Development 163,578 234,640 238,940 336,940 98,000 41% Payroll Transfer Out 385,780 518,510 518,510 555,167 36,657 7% Repair & Maintenance - - - - - 0% Rent & Utilities 38,952 59,789 60,569 80,614 20,045 33% Services 660,046 377,315 506,270 329,516 (176,754) -35% Supplies 647 10,000 11,762 11,762 - 0% Travel & Training 4,116 4,145 5,919 5,919 - 0% Total Operations & Maintenance 1,253,117 1,204,399 1,341,970 1,319,918 (22,052) -2% TOTAL OPERATING EXPENDITURES 1,253,117 1,204,399 1,341,970 1,319,918 (22,052) -2% Capital Project Funds - - - - - 0% Capital Outlay 29,612 - - - - 0% Maintenance & Replacement Funds - - - - - 0% Total Capital 29,612 - - - - 0% Transfers Out 2,403,656 1,987,500 1,577,500 1,564,300 (13,200) -1% Other Uses - - - - - 0% Total Other Uses 2,403,656 1,987,500 1,577,500 1,564,300 (13,200) -1% TOTAL NON-OPERATING EXPENDITURES 2,433,268 1,987,500 1,577,500 1,564,300 (13,200) -1% TOTAL EXPENDITURES & OTHER USES 3,686,385 3,191,899 2,919,470 2,884,218 (35,252) -1% Excess Revenus over(under) Expenditures (444,198) (82,859) (126,135) (48,808) 77,327 61% FUND BALANCE, BEGINNING 1,745,641 1,301,443 1,301,443 1,175,308 (126,135) -10% FUND BALANCE, ENDING 1,301,443 1,218,584 1,175,308 1,126,499 (48,808) -4% Restricted/Assigned/Committed Funds 1,301,443 1,218,584 1,175,308 1,126,499 (48,808) -4% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 1,301,443$ 1,218,584$ 1,175,308$ 1,126,499$ (48,808)$ -4% - 0% - 0% - 0% - 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,301,443$ 1,218,584$ 1,175,308$ 1,126,499$ (48,808)$ -4% S P E C I A L R E V E N U E F U N D S Combined Program Summary RESTRICTED/ASSIGNED/COMMITTED FUNDS REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES 219 I N T E R N A L S E R V I C E F U N D S Current Year Fund Detail Fiscal Year 2018/2019 VA Fund 220 4B Fund 200 ED Fund 210 PID Fund 215 PA Fund 225 LS Fund 418 TOTAL General Sales Tax $ - $ 1,400,000 $ 300,000 $ - $ - $ - $ 1,700,000 Property Tax - - - - - - - Charge for Services - - - - - - - Hotel Tax 816,702 - 36,940 - - - 853,642 Beverage Tax - - - - - - - Franchise Fees - - - - - - - Permits and Fees - - - - - - - Permits and Fees Bldg Permits and Fees Building - - - - - - - Fines and Forfeitures - - - - - - - Investment Earnings 14,606 - - - - 275 14,881 Contributions 3,000 - 164,300 - 30,000 - 197,300 Misc Income 9,587 - - 60,000 - - 69,587 Total Revenues 843,895 1,400,000 501,240 60,000 30,000 275 2,835,410 Transfers In - - - - - - - Other Sources - - - - - - - Total Other Sources - - - - - - - TOTAL REVENUES AND OTHER SOURCES 843,895$ 1,400,000$ 501,240$ 60,000$ 30,000$ 275$ 2,835,410$ Payroll Salaries $ - $ - $ - $ - $ - $ - $ - Payroll Transfers In - - - - - - - Total Payroll & Related - - - - - - - Debt - - - - - - - Economimc Development - - 336,940 - - - 336,940 Payroll Transfers Out 555,167 - - - - - 555,167 Repair & Maintenance - - - - - - - Rent & Utilities 80,614 - - - - - 80,614 Services 329,516 - - - - - 329,516 Supplies 11,762 - - - - - 11,762 Travel & Training 5,919 - - - - - 5,919 Total Operations & Maintenance 982,978 - 336,940 - - - 1,319,918 TOTAL OPERATING EXPENDITURES 982,978 - 336,940 - - - 1,319,918 Capital Project Funds - - - - - - - Capital Outlay - - - - - - - Maintenance & Replacement Funds - - - - - - - Total Capital - - - - - - - Transfers Out - 1,400,000 164,300 - - - 1,564,300 Other Uses - - - - - - - Total Other Uses - 1,400,000 164,300 - - - 1,564,300 TOTAL NON-OPERATING EXPENDITURES - 1,400,000 164,300 - - - 1,564,300 TOTAL EXPENDITURES AND OTHER USES 982,978$ 1,400,000$ 501,240$ -$ -$ -$ 2,884,218$ Excess Revenus over(under) Expenditures (139,083) - - 60,000 30,000 275 (48,808) BEGINNING FUND BALANCE 753,694 - - 377,549 30,000 14,065 1,175,308 ENDING FUND BALANCE 614,610$ -$ -$ 437,549$ 60,000$ 14,340$ 1,126,499$ REVENUES & OTHER SOURCES EXPENDITURES AND OTHER USES 220 The Visitors Association Fund was established in late FY 1999-2000 and collects a 7% hotel occupancy tax from the Marriott Solana and any future Westlake hotels. Visitors Association Fund Fund 220 221 Visitor Association Fund 220 Program Summary Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Charge for Service - - - - - 0% Hotel Occupancy Tax 722,423 812,360 816,702 816,702 - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings 7,054 5,150 14,606 14,606 - 0% Contributions 3,100 3,000 3,000 3,000 - 0% Misc Income 2,667 6,310 14,137 9,587 (4,550) -32% Total Revenues 735,244 826,820 848,445 843,895 (4,550) -0.5% Transfers In - - - - - 0% Other Sources - - - - - 0% Total Other Sources - - - - - 0% TOTAL REVENUES & OTHER SOURCES 735,244$ 826,820$ 848,445$ 843,895$ (4,550)$ -0.5% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfers In - - - - - 0% Total Payroll and Related - - - - - 0% Debt - - - - - 0% Economic Development - - - - - 0% Insurance - - - - - 0% Payroll Transfers Out 385,780 518,510 518,510 555,167 36,657 7% Repair & Maintenance - - - - - 0% Rent & Utilities 38,952 59,789 60,569 80,614 20,045 33% Services 287,559 317,315 297,159 329,516 32,357 11% Supplies 647 10,000 11,762 11,762 - 100% Water Purchases - - - - - 0% Total Operations & Maintenance 712,937 905,614 888,000 977,059 89,059 10% TOTAL OPERATING EXPENDITURES 712,937 905,614 888,000 977,059 89,059 10% Capital Project Funds - - - - - 0% Capital Outlay - - - - - 0% Maintenance & Replacment Funds - - - - - 0% Total Capital and M&R Projects - - - - - 0% Transfers Out 230,970 - - - - 0% Other Sources - - - - - 0% Total Other Uses 230,970 - - - - 0% TOTAL NON-OPERATING EXPENDITURES 230,970 - - - - 0% TOTAL EXPENDITURES & OTHER USES 943,907 905,614 888,000 977,059 89,059 10% Excess Revenues over(under) Expenditures (208,663) (78,794) (39,555) (133,164) (93,609) -237% FUND BALANCE, BEGINNING 1,011,947 799,168 799,168 759,613 (39,555) -5% FUND BALANCE, ENDING 803,284 720,374 759,613 626,448 (133,164) -18% Restricted/Assigned/Committed Funds 803,284 720,374 759,613 626,448 (133,164) -18% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 220 10110 00 000 803,284$ 720,374$ 759,613$ 626,448$ (133,164)$ -18% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 803,284$ 720,374$ 759,613$ 626,448$ (133,164)$ -18% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 222 Section 6 Special Revenue Funds Visitors Association Fund The Visitors 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, and so the Town has used these funds to cover various operational costs and capital projects. Since FY 2004/05, the Town has used Visitors 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. This fund also accounts for activities related to the Westlake Historical Board, Public Art Committee, and Westlake’s annual Arbor Day celebration. In prior years, the Visitors Association Fund was used (via transfer out) to make the debt service payment for the Westlake Academy Arts and Sciences building; however, as of FY17/18 the series 2013 refunding debt payments (originally series 2008) for has been moved to Debt Service Fund 301 to be covered by property tax revenues as these bonds are tax supported. Revenues • Total revenues are budgeted to be $843,895 • This represents a 0.5% decrease of $4,550 from prior year estimated revenues. o Hotel Occupancy Tax revenues are projected to remain flat at $816,702. o Miscellaneous income is projected to decrease $. Operating Expenditures • Total operating expenditures are budgeted to be $977,059 • This represents an 10% increase of $89,059 from prior year estimated expenditures. o Payroll transfers out to the General Fund are budgeted to increase $36,657 to cover two full time salaries in the Communications department being paid from the Visitors Association Fund; also, a percentage of Administrative, Facilities, Parks, Finance and Human Resources are paid from the Visitors Association Fund. o Rent and Utilities are budgeted to increase $20,045 based on the tiered leasing cost of the new municipal building space in July 2017. o Service expenditures increased $32,357 as a result of an increase for an enhanced municipal app, and the creation of a new municipal style guide to aid all staff in properly implementing our new Town of Westlake branding initiative Non-Operating Expenditures • There are no budgeted non-operating expenditures for this fiscal year. • This represents a 100% decrease of $211,645 from prior year estimated transfers out. o Transfers out to the Debt Service Fund have been removed from the Visitors Association Fund and moved to the property tax supported Debt Service Fund 301. These funds were originally 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 Transfers Out to General Fund for the Communication’s department operating expenditures have been removed from the Visitors Association Fund; these expenditures will now be absorbed by the General Fund. Fund Balance • Excess revenues over(under) expenditures are budgeted to be $(139,083). • The beginning fund balance is projected to $753,694 • The ending fund balance is projected to be $614,610. 223 This page is intentionally blank 224 The 4B Economic Development Fund collects a ½ cent sales tax to be allocated to qualified development projects. The 4B Fund has been committed to the repayment of the debt incurred for the Town’s Civic Campus project. 4B Economic Development Fund Fund 200 225 4B Economic Development Fund Program Summary Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax 1,162,686$ 1,237,500$ 1,237,500$ 1,400,000$ 162,500$ 13% Property Tax - - - - - 0% Charge for Service - - - - - 0% Hotel Occupancy Tax - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings - - - - - 0% Contributions - - - - - 0% Misc Income - - - - - 0% Total Revenues 1,162,686 1,237,500 1,237,500 1,400,000 162,500 13% Transfers In - - - - - 100% Other Sources - - - - - 0% Total Other Sources - - - - - 100% TOTAL REVENUES & OTHER SOURCES 1,162,686$ 1,237,500$ 1,237,500$ 1,400,000$ 162,500$ 13% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfers In - - - - - 0% Total Payroll and Related - - - - - 0% Debt - - - - - 0% Economic Development - - - - - 0% Insurance - - - - - 0% Payroll Transfers Out - - - - - 0% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services - - - - - 0% Supplies - - - - - 0% Water Purchases - - - - - 0% Total Operations & Maintenance - - - - - 0% TOTAL OPERATING EXPENDITURES - - - - - 0% Capital Project Funds - - - - - 0% Capital Outlay - - - - - 0% Maintenance & Replacment Funds - - - - - 0% Total Capital and M&R Projects - - - - - 0% Transfers Out 1,162,686 1,237,500 1,237,500 1,400,000 162,500 13% Other Sources - - - - - 0% Total Other Uses 1,162,686 1,237,500 1,237,500 1,400,000 162,500 13% TOTAL NON-OPERATING EXPENDITURES 1,162,686 1,237,500 1,237,500 1,400,000 162,500 13% TOTAL EXPENDITURES & OTHER USES 1,162,686 1,237,500 1,237,500 1,400,000 162,500 13% Excess Revenues over(under) Expenditures - - - - - 0% FUND BALANCE, BEGINNING - - - - - 0% FUND BALANCE, ENDING - - - - - 0% Restricted/Assigned/Committed Funds - - - - - 0% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 200 10110 00 000 -$ -$ -$ -$ -$ 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS -$ -$ -$ -$ -$ 0% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 226 Section 6 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 • Revenues are budgeted to be $1,400,000 o This amount represents a 13 increase of $162,500 from prior year estimated. Transfers Out • Transfers out to the Debt Service Fund are budgeted to be $1,400,000, representing 100% of revenues. o This amount represents a 13% of $162,500 increase from prior year estimated. 227 This page is intentionally blank 228 The Economic Development Fund was set up to maintain all receipts and disbursement of funds pertaining to agreements between the Town and various corporations for economic development. Economic Development Fund Fund 210 229 Economic Development Fund 210 Program Summary Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax 134,400$ 202,000$ 202,000$ 300,000$ 98,000$ 49% Property Tax - - - - - 0% Charge for Service - - - - - 0% Hotel Occupancy Tax 29,178 32,640 36,940 36,940 - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings - - - - - 0% Contributions 1,010,000 750,000 340,000 164,300 (175,700) -52% Misc Income 0 - - - - 0% Total Revenues 1,173,578 984,640 578,940 501,240 (77,700) -13% Transfers In - - - - - 100% Other Sources - - - - - 0% Total Other Sources - - - - - 100% TOTAL REVENUES & OTHER SOURCES 1,173,578$ 984,640$ 578,940$ 501,240$ (77,700)$ -13% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfers In - - - - - 0% Total Payroll and Related - - - - - 0% Debt - - - - - 0% Economic Development 163,578 234,640 238,940 336,940 98,000 41% Insurance - - - - - 0% Payroll Transfers Out - - - - - 0% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services - - - - - 0% Supplies - - - - - 0% Water Purchases - - - - - 0% Total Operations & Maintenance 163,578 234,640 238,940 336,940 98,000 41% TOTAL OPERATING EXPENDITURES 163,578 234,640 238,940 336,940 98,000 41% Capital Project Funds - - - - - 0% Capital Outlay - - - - - 0% Maintenance & Replacment Funds - - - - - 0% Total Capital and M&R Projects - - - - - 0% Transfers Out 1,010,000 750,000 340,000 164,300 (175,700) -52% Other Sources - - - - - 0% Total Other Uses 1,010,000 750,000 340,000 164,300 (175,700) -52% TOTAL NON-OPERATING EXPENDITURES 1,010,000 750,000 340,000 164,300 (175,700) -52% TOTAL EXPENDITURES & OTHER USES 1,173,578 984,640 578,940 501,240 (77,700) -13% Excess Revenues over(under) Expenditures 0 - - - - 0% FUND BALANCE, BEGINNING (0) - - - - 0% FUND BALANCE, ENDING 0 - - - - 0% Restricted/Assigned/Committed Funds 0 - - - - 0% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 210 10110 00 000 0$ -$ -$ -$ -$ 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 0$ -$ -$ -$ -$ 0% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 230 Section 6 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: • Fulfill incentive obligations negotiated with Fidelity Investments and Deloitte University as part of their relocation to Westlake • Transfer funds to the Westlake Academy Expansion Fund as part of development agreement The economic development agreement with Deloitte University includes a 50% reimbursement of the 1% 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 and Entrada development. Revenues and Other Sources • Total revenues and other sources are budgeted to be $501,240. • This represents a 13% decrease of $77,700 from the prior year estimated. o General sales tax increased $98,000. o Hotel occupancy tax remained flat at $36,940. o Contributions are budgeted at $164,300, a decrease of $175,000 (52%)  Note; these payments are for expected plattings and are recorded in the Economic Development Fund and transferred to the Westlake Academy Expansion Fund. Operating Expenditures • Total operating expenditures are budgeted to be $336.940 • This represents a 41% increase of $98,000 from the prior year estimated. o Economic development increased $98,000 in sales tax.  Schwab Sales tax increased $200,000 from prior year  Deloitte Sales Tax decreased $102,000 from prior year  Deloitte Hotel Tax to remain flat at $36,940 Non-Operating Expenditures • Total non-operating expenditures are budgeted to be $164,300 • This represents a 52% decrease of $175,700 from the prior year estimated. o Transfers out to the Westlake Academy Expansion Fund decreased based on the expected platting. 231 This page is intentionally blank 232 The Local Public Improvement District Fund accounts for monies received from bond proceeds, inspection fees and payments related to the Solana Public Improvement District. The District was created by ordinance in February 2014 to finance the construction of public infrastructure (such as water lines and streets) in the Entrada subdivision. Local Public Improvement District Fund 215 233 Local Public Improvement District Fund 215 Program Summary Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Charge for Service - - - - - 0% Hotel Occupancy Tax - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings - - - - - 0% Contributions - - - - - 0% Misc Income 170,569 60,000 98,175 60,000 (38,175) -39% Total Revenues 170,569 60,000 98,175 60,000 (38,175) -39% Transfers In - - - - - 0% Other Sources - - - - - 0% Total Other Sources - - - - - 0% TOTAL REVENUES & OTHER SOURCES 170,569$ 60,000$ 98,175$ 60,000$ (38,175)$ -39% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfers In - - - - - 0% Total Payroll and Related - - - - - 0% Debt - - - - - 0% Economic Development - - - - - 0% Insurance - - - - - 0% Payroll Transfers Out - - - - - 0% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services 372,487 60,000 209,111 - (209,111) -100% Supplies - - - - - 0% Water Purchases - - - - - 0% Total Operations & Maintenance 372,487 60,000 209,111 - (209,111) -100% TOTAL OPERATING EXPENDITURES 372,487 60,000 209,111 - (209,111) -100% Capital Project Funds - - - - - 0% Capital Outlay 29,612 - - - - 0% Maintenance & Replacment Funds - - - - - 0% Total Capital and M&R Projects 29,612 - - - - 0% Transfers Out - - - - - 0% Other Sources - - - - - 0% Total Other Uses - - - - - 0% TOTAL NON-OPERATING EXPENDITURES 29,612 - - - - 0% TOTAL EXPENDITURES & OTHER USES 402,099 60,000 209,111 - (209,111) -100% Excess Revenues over(under) Expenditures (231,529) - (110,936) 60,000 170,936 154% FUND BALANCE, BEGINNING 720,015 488,485 488,485 377,549 (110,936) -23% FUND BALANCE, ENDING 488,485 488,485 377,549 437,549 60,000 16% Restricted/Assigned/Committed Funds 488,485 488,485 377,549 437,549 60,000 16% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 215 10110 00 000 488,485$ 488,485$ 377,549$ 437,549$ 60,000$ 16% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 488,485$ 488,485$ 377,549$ 437,549$ 60,000$ 16% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 234 Section 6 Special Revenue Funds Local Public Improvement District Overview The Public Improvement District (PID) Fund (Local) accounts for monies received from the original 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. This fund was created to segregate “Local” PID expenditures from the Capital Project Fund. 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 and other sources are budgeted to be $60,000. • This represents a 39% decrease of $38,175 from the prior year estimated. o Miscellaneous income decreased $38,175 Expenditures and Transfers Out • There are not budgeted expenditures and other uses. • This represents an 100% decrease of $209,111 from the prior year estimated. o Service expenditures decreased $209,111. Fund Balance • The ending fund balance is projected to be $437,549. 235 This page is intentionally blank 236 Westlake’ s Public Art Program is a visionary initiative which seeks to spread awareness of art within the larger culture of the Town and its process of governance. Westlake seeks art that is enduring, timeless, and a treasure from the present that is given to the citizens of the future. Public Arts FundFund 225 237 Public Arts Fund 225 Program Summary Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Charge for Service - - - - - 0% Hotel Occupancy Tax - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings - - - - - 0% Contributions - - 30,000 30,000 - 0% Misc Income - - - - - 0% Total Revenues - - 30,000 30,000 - 0% Transfers In - - - - - 0% Other Sources - - - - - 0% Total Other Sources - - - - - 0% TOTAL REVENUES & OTHER SOURCES -$ -$ 30,000$ 30,000$ -$ 0% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfers In - - - - - 0% Total Payroll and Related - - - - - 0% Debt - - - - - 0% Economic Development - - - - - 0% Insurance - - - - - 0% Payroll Transfers Out - - - - - 0% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services - - - - - 0% Supplies - - - - - 0% Water Purchases - - - - - 0% Total Operations & Maintenance - - - - - 0% TOTAL OPERATING EXPENDITURES - - - - - 0% Capital Project Funds - - - - - 0% Capital Outlay - - - - - 0% Maintenance & Replacment Funds - - - - - 0% Total Capital and M&R Projects - - - - - 0% Transfers Out - - - - - 0% Other Sources - - - - - 0% Total Other Uses - - - - - 0% TOTAL NON-OPERATING EXPENDITURES - - - - - 0% TOTAL EXPENDITURES & OTHER USES - - - - - 0% Excess Revenues over(under) Expenditures - - 30,000 30,000 - 0% FUND BALANCE, BEGINNING - - - 30,000 30,000 #DIV/0! FUND BALANCE, ENDING - - 30,000 60,000 30,000 100% Restricted/Assigned/Committed Funds - - 30,000 60,000 30,000 100% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 225 10110 00 000 -$ -$ 30,000$ 60,000$ 30,000$ 100% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS -$ -$ 30,000$ 60,000$ 30,000$ 100% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 238 Section 6 Special Revenue Funds Public Arts Fund Overview The Town of Westlake, through its Texas Public Arts Competition Advisory Committee, is accepting qualifications from artists for a Public Art installation at the corner of Davis Boulevard (FM1938) and Davis Road in Westlake Texas. This is the first in a series of such pieces planned for the Town and will, therefore, set an artistic standard for future works. The site is part of a larger tract shared with Westlake’s new Fire Station Complex, now under construction. Revenues and Transfers In • Revenues budgeted to remain flat at $30,000 for contributions. Expenditures and Transfers Out • There have been no fund expenditures since inception. Fund Balance • The ending fund balance is projected to be $60,000. 239 This page is intentionally blank 240 The Lone Star Public Fund was founded in 1996 and was designed to provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing and placement in service of public facilities in an orderly, planned manner and at the lowest possible borrowing costs. Lone Star Public Fund Fund 418 241 Lone Star Public Fund 418 Program Summary Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Charge for Service - - - - - 0% Hotel Occupancy Tax - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings 110 80 275 275 - 0% Contributions - - - - - 0% Misc Income - - - - - 0% Total Revenues 110 80 275 275 - 0% Transfers In - - - - - 100% Other Sources - - - - - 0% Total Other Sources - - - - - 100% TOTAL REVENUES & OTHER SOURCES 110$ 80$ 275$ 275$ -$ 0% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfers In - - - - - 0% Total Payroll and Related - - - - - 0% Debt - - - - - 0% Economic Development - - - - - 0% Insurance - - - - - 0% Payroll Transfers Out - - - - - 0% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services - - - - - 0% Supplies - - - - - 0% Water Purchases - - - - - 0% Total Operations & Maintenance - - - - - 0% TOTAL OPERATING EXPENDITURES - - - - - 0% Capital Project Funds - - - - - 0% Capital Outlay - - - - - 0% Maintenance & Replacment Funds - - - - - 0% Total Capital and M&R Projects - - - - - 0% Transfers Out - - - - - 0% Other Sources - - - - - 0% Total Other Uses - - - - - 0% TOTAL NON-OPERATING EXPENDITURES - - - - - 0% TOTAL EXPENDITURES & OTHER USES - - - - - 0% Excess Revenues over(under) Expenditures 110 80 275 275 - 0% FUND BALANCE, BEGINNING 13,679 13,790 13,790 14,065 275 2% FUND BALANCE, ENDING 13,790 13,870 14,065 14,340 275 2% Restricted/Assigned/Committed Funds 13,790 13,870 14,065 14,340 275 2% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 418 10110 00 000 13,790$ 13,870$ 14,065$ 14,340$ 275$ 2% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 13,790$ 13,870$ 14,065$ 14,340$ 275$ 2% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 242 Section 6 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 are budgeted to be are $275 in interest earnings. Expenditures • There have been no fund expenditures since inception. Fund Balance • The ending fund balance is projected to be $14,340. 243 This page is intentionally blank 244 245 This page is intentionally blank 246 Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax 95,189 271,411 296,984 256,878 (40,106) -14% Hotel Tax - - - - - 0% Charge for Services - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Buildings - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings - - - - - 0% Contributions - - - - - 0% Misc Income (0) - - - - 0% Total Revenues 95,189 271,411 296,984 256,878 (40,106) -14% Transfers In 2,065,730 2,710,068 2,412,169 2,405,901 (6,268) 0% Other Sources 6,569,059 - - - - 0% Total Other Sources 8,634,789 2,710,068 2,412,169 2,405,901 (6,268) 100% TOTAL REVENUES & OTHER SOURCES 8,729,977$ 2,981,479$ 2,709,153$ 2,662,779$ (46,374)$ -2% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfer In - - - - - 0% Total Payroll and Related - - - - - 0% Debt 2,178,225 2,987,768 2,688,113 2,689,990 1,877 0% Economic Development - - - - - 0% Insurance - - - - - 0% Payroll Transfer Out - - - - - 0% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services 117,793 - 2,180 3,610 1,430 66% Supplies - - - - - 0% Water Purchases - - - - - 0% Total Operations & Maintenance 2,296,018 2,987,768 2,690,293 2,693,600 3,307 0% TOTAL OPERATING EXPENDITURES 2,296,018 2,987,768 2,690,293 2,693,600 3,307 0% Capital Project Funds - - - - - 0% Capital Outlay - - - - - 0% Maintenance & Replacement Funds - - - - - 0% Total Capital - - - - - 0% Transfers Out - - - - - 0% Other Uses 6,452,467 - - - - 0% Total Other Uses 6,452,467 - - - - 0% TOTAL NON-OPERATING EXPENDITURES 6,452,467 - - - - 0% TOTAL EXPENDITURES & OTHER USES 8,748,484 2,987,768 2,690,293 2,693,600 3,307 0% Excess Revenus over(under) Expenditures (18,507) (6,289) 18,860 (30,821) (49,681) 263% FUND BALANCE, BEGINNING 30,468 11,961 11,961 30,821 18,860 158% FUND BALANCE, ENDING 11,961 5,671 30,821 (0) (30,821) -100% Restricted/Assigned/Committed Funds 11,961 5,671 30,821 (0) (30,821) -100% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 11,961$ 5,671$ 30,821$ (0)$ (30,821)$ -100% - - - - - 0% - - - - - 0% - - - - - 0% - - - - - 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 11,961$ 5,671$ 30,821$ (0)$ (30,821)$ -100% RESTRICTED/ASSIGNED/COMMITTED FUNDS REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES D E B T S E R V I C E F U N D S Combined Program Summary 247 D E B T S E R V I C E F U N D S Current Year Fund Detail Fiscal Year 2018/2019 DS Fund 300 DS Fund 301 TOTAL General Sales Tax General Sales Tax $ - $ - $ - Property Tax - 256,878 256,878 Charge for Service Charge for Services - - - Hotel Tax - - - Beverage Tax - - - Franchise Fees - - - Permits and Fees - - - Permits and Fees Bldg Permits and Fees Building - - - Fines & Forfeitures Fines and Forfeitures - - - Investment Earnings - - - Contributions - - - Misc Income - - - Total Revenues - 256,878 256,878 Transfers In 2,405,901 - 2,405,901 Other Sources - - - Total Other Sources 2,405,901 - 2,405,901 TOTAL REVENUES AND OTHER SOURCES 2,405,901$ 256,878$ 2,662,779$ Payroll Salaries $ - $ - $ - Payroll Transfers In - - - Total Payroll & Related - - - Debt 2,403,171 286,819 2,689,990 Economimc Development - - - Insurance - - - Payroll Transfers Out - - - Repair & Maintenance - - - Rent & Utilities - - - Services 2,730 880 3,610 Supplies - - - Water Purchases - - - Total Operations & Maintenance 2,405,901 287,699 2,693,600 TOTAL OPERATING EXPENDITURES 2,405,901 287,699 2,693,600 Capital Project Funds - - - Capital Outlay - - - Maintenance & Replacement Funds - - - Total Capital - - - Transfers Out - - - Other Uses - - - Total Other Uses - - - TOTAL NON-OPERATING EXPENDITURES - - - TOTAL EXPENDITURES AND OTHER USES 2,405,901$ 287,699$ 2,693,600$ Excess Revenus over(under) Expenditures - (30,821) (30,821) BEGINNING FUND BALANCE - 30,821 30,821 ENDING FUND BALANCE -$ (0)$ (0)$ REVENUES & OTHER SOURCES EXPENDITURES AND OTHER USES 248 Section 7 Debt Service Funds Debt Service Funds Overview The two Debt Service Funds for the Town of Westlake are used to manage payments on all general government related debt associated with the construction of Westlake Academy facilities. Any future debt issuances will also be paid from these two funds. 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. 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. Debt Approval Process Town Manager and Staff Identify Capital Projects to present to Council Reviewed by Town Council at Budget Workshop Approved Added to CIP and Budget Not Approved Moved to Unfunded Status 249 Section 7 Debt Service Funds Debt Service Funds Overview Debt Limits Define 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 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. 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. Debt Structuring Practices Includes specific policies regarding the debt structuring practices for each type of bond, including: • Maximum term (often stated in absolute terms or based on the useful life of the asset), • Average maturity, • Debt service pattern such as equal payments or equal principal amortization, • Use of optional redemption features that reflect market conditions and/or needs of the government, • Use of variable or fixed-rate debt, credit enhancements, and short-term debt, and limitations as to when each can be used, and • Other structuring practices should be considered such as capitalized interest, deferral of principal and/or other internal credit support, including general obligation pledges. Debt Issuance Practices Provides guidance regarding the issuance process, which may differ for each type of debt. These practices include: • Criteria for determining the sale method (competitive, negotiated, placement) and investment of proceeds, • Criteria for issuance of advance refunding and current refunding bonds, • Selection and use of professional service providers, • 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 • Use of credit ratings, minimum bond ratings, determination of the number of ratings, and selection of rating services. 250 Section 7 Debt Service Funds Debt Service Funds Overview 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, Leases, User fees, Impact fees • Use of reserves • Use of either current on-going general revenues or one-time revenues • Contributions from developers and others 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. 1. 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. 2. 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. 3. 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. 4. 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. 5. 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. 251 Section 7 Debt Service Funds Debt Service Funds Overview 6. 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. 7. Continuing Disclosure - The Town is committed to continuing disclosure of financial and pertinent credit information relevant to the Town's outstanding securities. 8. 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. 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 bonded debt outstanding for each resident. It does not include interest expense. It is important to note, the rating agencies take into consideration not only gross debt ratios, but more notably net debt ratios. While the Town’s bonded debt is ultimately secured by a pledge of its ad valorem tax, the majority of it is actually paid from municipal sales tax revenues and other sources. The following series are currently being paid with property taxes. • Series 2011 CO for street infrastructure improvements and repairs • Series 2013 GO-Refunding for the Arts and Sciences Center This comparison results in a more accurate reflection of the Town’s net debt per capita. Series 2019 COs for roads, trails and facility improvements will be included in FY19/20. $27.02 $25.58 $32.15 $29.81 $28.55 $27.48 $31.88 2011 2012 2013 2014 2015 2016 2017 Gross Debt per Capita (shown in thousands) source; CAFR Year Ended 09/30/2017 $4.22 $3.78 $3.46 $3.08 $2.88 $2.65 $2.43 $2.27 2011 2012 2013 2014 2015 2016 2017 2018 Net Bonded Debt per Capita (shown in thousands) 252 This section provides a summary of the annual principal and interest payments for all outstanding bonded debt and capital leases. The Town’s debt is funded through dedicated, self-supporting revenue streams such as sales tax revenues. The Town issues general obligation bonds and certificates of obligation to provide for the acquisition and construction of major capital facilities and infrastructure. . Debt Service Fund (non-property tax revenue supported) Fund 300 253 Debt Service Fund 300 (Non-Tax Revenue Supported) Program Summary Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Charge for Service - - - - - 0% Hotel Occupancy Tax - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings - - - - - 0% Contributions - - - - - 0% Misc Income - - - - - 0% Total Revenues - - - - - 0% Transfers In 2,065,730 2,710,068 2,412,169 2,405,901 (6,268) -0.26% Other Sources 6,569,059 - - - - 0% Total Other Sources 8,634,789 2,710,068 2,412,169 2,405,901 (6,268) -0.26% TOTAL REVENUES & OTHER SOURCES 8,634,789$ 2,710,068$ 2,412,169$ 2,405,901$ (6,268)$ -0.26% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfers In - - - - - 0% Total Payroll and Related - - - - - 0% Debt 2,065,107 2,710,068 2,410,429 2,403,171 (7,258) 0% Economic Development - - - - - 0% Insurance - - - - - 0% Payroll Transfers Out - - - - - 0% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services 117,793 - 1,740 2,730 990 57% Supplies - - - - - 0% Water Purchases - - - - - 0% Total Operations & Maintenance 2,182,900 2,710,068 2,412,169 2,405,901 (6,268) 0% TOTAL OPERATING EXPENDITURES 2,182,900 2,710,068 2,412,169 2,405,901 (6,268) 0% Capital Project Funds - - - - - 0% Capital Outlay - - - - - 0% Maintenance & Replacment Funds - - - - - 0% Total Capital and M&R Projects - - - - - 0% Transfers Out - - - - - 0% Other Sources - - - - - 0% Total Other Uses - - - - - 0% TOTAL NON-OPERATING EXPENDITURES - - - - - 0% TOTAL EXPENDITURES & OTHER USES 2,182,900 2,710,068 2,412,169 2,405,901 (6,268) -0.26% Excess Revenues over(under) Expenditures 6,451,889 - - - - 0% FUND BALANCE, BEGINNING 578 - - - - 0% FUND BALANCE, ENDING 6,452,467 - - - - 0% Restricted/Assigned/Committed Funds 6,452,467 - - - - 0% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 300 10110 00 000 6,452,467$ -$ -$ -$ -$ 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 6,452,467$ -$ -$ -$ -$ 0% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 254 Section 7 Debt Service Funds Debt Service Fund 300 Overview This Debt Service Fund is used to manage payments on all general government related debt except for property tax supported debt which is paid through Fund 301. 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 long-term debt is usually a more expensive financing method, alternative financing sources are 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. Transfers from 4B Economic Development Fund and the General Fund comprise the bulk of this debt service fund revenues. In FY17/18 the series 2013 refunding debt payments (originally series 2008 noted below) for the Westlake Academy Arts and Sciences building has been moved to Debt Service Fund 301 to be covered by property tax revenues as these bonds are tax supported. Revenues and Other Sources • Total Transfers In are budgeted to be $2,405,901, • This represents a .26% decrease of $6,268 from prior year estimated. Expenditures and Other Uses • Debt service expenditures are budgeted to be $2,405,901 • This represents a .26% decrease of $6,268 from prior year estimated. • This is comprised of a payment reduction to Series 2011 GO-Refunding of $6,225; a payment reduction to Series 2016 CO of $1,075; an increase of $990 increase to bank service charges. Bond Issuances for Westlake Academy • $ 8,500,000 Series 2013 Certificates of Obligation for WA expansion of 3 Buildings Bond Refundings for Westlake Academy • $7,375,000 Series 2011 General Obligation Refunding Bonds o Refunding of Series 2002 and 2003 (Phase 1 and 2 construction) • $ 1,980,000 Series 2014 General Obligation Refunding Bonds o Refunding of Series 2003 (phase 2 construction) • $5,795,000 Series 2017 General Obligation Refunding Bonds o Refunding of Series 2007 (a refunding of series 2002) Bond Issuances for the Fire Station/EMS Complex • $9,204,000 Series 2016 Certificates of Obligation • $1,530,000 Series 2017 Tax Note 255 Pymt Fiscal No.Year Principal Interest Principal Interest 1 2019 212,000 22,118 234,118 205,000 304,725 509,725 2 2020 215,000 18,254 233,254 210,000 298,500 508,500 3 2021 219,000 14,326 233,326 215,000 292,125 507,125 4 2022 223,000 10,326 233,326 225,000 285,525 510,525 5 2023 227,000 6,254 233,254 230,000 278,700 508,700 6 2024 232,000 2,100 234,100 235,000 271,725 506,725 7 2025 - - - 245,000 264,525 509,525 8 2026 - - - 250,000 257,100 507,100 9 2027 - - - 260,000 249,450 509,450 10 2028 - - - 265,000 241,575 506,575 11 2029 - - - 275,000 233,475 508,475 12 2030 - - - 285,000 225,075 510,075 13 2031 - - - 290,000 216,450 506,450 14 2032 - - - 300,000 207,600 507,600 15 2033 - - - 310,000 198,450 508,450 16 2034 - - - 320,000 189,000 509,000 17 2035 - - - 330,000 179,250 509,250 18 2036 - - - 340,000 169,200 509,200 19 2037 - - - 350,000 158,850 508,850 20 2038 - - - 360,000 146,400 506,400 21 2039 - - - 375,000 131,700 506,700 22 2040 - - - 390,000 116,400 506,400 23 2041 - - - 410,000 100,400 510,400 24 2042 - - - 425,000 83,700 508,700 25 2043 - - - 440,000 66,400 506,400 26 2044 - - - 460,000 48,400 508,400 27 2045 - - - 480,000 29,600 509,600 30 2046 - - - 500,000 10,000 510,000 $ 1,328,000 $ 73,377 $ 1,401,377 $ 8,980,000 $ 5,254,300 $ 14,234,300 Fire Station Complex Debt Service Fund 300 Revenue Supported Debt SERIES 2017 Texas Tax Note Fire Station Complex Fire Station Complex SERIES 2016 CO Issue Date: Original Issue:$1,530,000.00 $9,204,000.00 Issued By:The Independent Bank US Bank TOTAL Program 16 TOTAL Program 17 TOTAL March 2017 March 2017 Account No:ML-0000-93465 251-965-000 End Date:7 years = 2024 30 years = 2046 256 Pymt Fiscal No.Year 1 2019 2 2020 3 2021 4 2022 5 2023 6 2024 7 2025 8 2026 9 2027 10 2028 11 2029 12 2030 13 2031 14 2032 15 2033 16 2034 17 2035 18 2036 19 2037 20 2038 21 2039 22 2040 23 2041 24 2042 25 2043 26 2044 27 2045 30 2046 Issue Date: Original Issue: Issued By: TOTAL Account No: End Date: Principal Interest Principal Interest 30,000 227,025 257,025 5,000 64,860 69,860 35,000 226,375 261,375 5,000 64,680 69,680 35,000 225,675 260,675 5,000 64,500 69,500 35,000 224,888 259,888 5,000 64,320 69,320 35,000 223,925 258,925 5,000 64,140 69,140 40,000 222,800 262,800 5,000 63,960 68,960 605,000 210,100 815,100 5,000 63,780 68,780 625,000 185,500 810,500 5,000 63,600 68,600 645,000 160,100 805,100 5,000 63,420 68,420 675,000 133,700 808,700 5,000 63,240 68,240 715,000 105,900 820,900 350,000 56,150 406,150 735,000 76,900 811,900 360,000 41,950 401,950 775,000 46,700 821,700 375,000 27,250 402,250 780,000 15,600 795,600 395,000 9,874 404,874 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - $ 5,765,000 $ 2,285,188 $ 8,050,188 $ 1,530,000 $ 775,724 $ 2,305,724 Westlake Academy Debt Service Fund 300 Revenue Supported Debt SERIES 2017 GO-Refunding Refunding of 2007 (orig 2002)Refunding of 2003 SERIES 2014 GO-Refunding $5,795,000.00 US Bank Program 15 TOTAL Program 14 TOTAL US Bank March 2007 January 2014 $1,980,000.00 231-799-000 207-801-000 ends 2032 ends 2032 257 Pymt Fiscal No.Year 1 2019 2 2020 3 2021 4 2022 5 2023 6 2024 7 2025 8 2026 9 2027 10 2028 11 2029 12 2030 13 2031 14 2032 15 2033 16 2034 17 2035 18 2036 19 2037 20 2038 21 2039 22 2040 23 2041 24 2042 25 2043 26 2044 27 2045 30 2046 Issue Date: Original Issue: Issued By: TOTAL Account No: End Date: Debt Service Fund 300 Revenue Supported Debt Principal Interest Principal Interest 715,000 171,425 886,425 182,450 263,568 446,018 730,000 149,750 879,750 191,350 259,830 451,180 750,000 127,550 877,550 191,350 255,525 446,875 770,000 104,750 874,750 200,250 250,630 450,880 790,000 81,350 871,350 204,700 245,056 449,756 820,000 55,150 875,150 213,600 238,781 452,381 260,000 36,250 296,250 213,600 232,373 445,973 260,000 27,150 287,150 226,950 225,765 452,715 275,000 17,100 292,100 231,400 218,601 450,001 290,000 5,800 295,800 240,300 210,936 451,236 - - - 347,100 200,956 548,056 - - - 360,450 188,574 549,024 - - - 369,350 175,803 545,153 - - - 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 - - - - - - - - - - - - - - - - - - $ 5,660,000 $ 776,275 $ 6,436,275 $ 7,502,700 $ 3,998,651 $ 11,501,351 Westlake Academy Partial refunding of 2002 & 2003 Westlake Academy Expansion SERIES 2011 GO-Refunding TOTAL Program 10 TOTAL SERIES 2013 CO US BankUS Bank Program 12 April 2013 $8,500,000.00 December 2011 $7,375,000.00 156-460-000 203-909-000 20 years = ends 2028 30 years = ends 2043 258 Pymt Fiscal No.Year 1 2019 2 2020 3 2021 4 2022 5 2023 6 2024 7 2025 8 2026 9 2027 10 2028 11 2029 12 2030 13 2031 14 2032 15 2033 16 2034 17 2035 18 2036 19 2037 20 2038 21 2039 22 2040 23 2041 24 2042 25 2043 26 2044 27 2045 30 2046 Issue Date: Original Issue: Issued By: TOTAL Account No: End Date: 1,349,450 1,053,721 2,403,171 1,386,350 1,017,389 2,403,739 1,415,350 979,701 2,395,051 1,458,250 940,439 2,398,689 1,491,700 899,425 2,391,125 1,545,600 854,516 2,400,116 1,328,600 807,028 2,135,628 1,366,950 759,115 2,126,065 1,416,400 708,671 2,125,071 1,475,300 655,251 2,130,551 1,687,100 596,481 2,283,581 1,740,450 532,499 2,272,949 1,809,350 466,203 2,275,553 2,004,550 391,822 2,396,372 590,350 341,000 931,350 613,700 320,069 933,769 637,050 298,304 935,354 660,400 275,705 936,105 679,300 252,979 932,279 702,650 228,350 931,000 731,000 200,987 931,987 759,350 171,847 931,197 792,700 140,806 933,506 825,500 108,442 933,942 858,300 74,766 933,066 460,000 48,400 508,400 480,000 29,600 509,600 500,000 10,000 510,000 $ 30,765,700 $ 13,163,515 $ 43,929,215 Debt Service Fund 300 Revenue Supported Debt GRAND TOTAL Principal Interest TOTAL 259 This page is intentionally blank 260 This section provides a summary of the annual principal and interest payments for all outstanding bonded debt that is funded through property tax revenue. The Town issues general obligation bonds and certificates of obligation to provide for the acquisition and construction of major capital facilities and infrastructure. Debt Service Fund (Property Tax Supported) Fund 301 261 Debt Service Fund 301 (Property Tax Supported) Program Summary Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax 95,189 271,411 296,984 256,878 (40,106) -14% Charge for Service - - - - - 0% Hotel Occupancy Tax - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings - - - - - 0% Contributions - - - - - 0% Misc Income - - - - - 0% Total Revenues 95,189 271,411 296,984 256,878 (40,106) -14% Transfers In - - - - - 100% Other Sources - - - - - 0% Total Other Sources - - - - - 100% TOTAL REVENUES & OTHER SOURCES 95,189$ 271,411$ 296,984$ 256,878$ (40,106)$ -14% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfers In - - - - - 0% Total Payroll and Related - - - - - 0% Debt 113,118 277,700 277,684 286,819 9,135 3% Economic Development - - - - - 0% Insurance - - - - - 0% Payroll Transfers Out - - - - - 0% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services - - 440 880 440 100% Supplies - - - - - 0% Water Purchases - - - - - 0% Total Operations & Maintenance 113,118 277,700 278,124 287,699 9,575 3% TOTAL OPERATING EXPENDITURES 113,118 277,700 278,124 287,699 9,575 3% Capital Project Funds - - - - - 0% Capital Outlay - - - - - 0% Maintenance & Replacment Funds - - - - - 0% Total Capital and M&R Projects - - - - - 0% Transfers Out - - - - - 0% Other Sources - - - - - 0% Total Other Uses - - - - - 0% TOTAL NON-OPERATING EXPENDITURES - - - - - 0% TOTAL EXPENDITURES & OTHER USES 113,118 277,700 278,124 287,699 9,575 3% Excess Revenues over(under) Expenditures (17,929) (6,289) 18,860 (30,821) (49,681) 263% FUND BALANCE, BEGINNING 29,890 11,961 11,961 30,821 18,860 158% FUND BALANCE, ENDING 11,961 5,671 30,821 - (30,821) -100% Restricted/Assigned/Committed Funds 11,961 5,671 30,821 - (30,821) -100% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 301 10110 00 000 11,961$ 5,671$ 30,821$ -$ (30,821)$ -100% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 11,961$ 5,671$ 30,821$ -$ (30,821)$ -100% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 262 Section 7 Debt Service Funds Debt Service Fund 301 Overview Required by Texas law, the Debt Service Fund (Property Tax) is used to manage payments related to the Interest and Sinking (I&S) component of the ad valorem (property) tax rate. In most Texas municipalities, the Interest & Sinking levy funds the majority of annual debt service payments. The Town has separated the Debt Service Fund into two separate funds to more clearly denote the debt being paid with ad valorem tax which is a small portion of the Town’s total debt. In prior years, this Debt Service Fund was used primarily to manage debt service payments associated with the various street projects. In FY17/18 this fund absorbed the series 2013 refunding debt payments (originally series 2008) of the Westlake Academy Arts and Sciences building. This debt payment was originally in Debt Service Fund 300 and was paid via a transfer in from the Visitors Association Fund. The decision was made to move this payment to Debt Service Fund 301 to be covered by property tax revenues as these bonds are tax supported. In FY18/19, Series 2019 CO is a proposed issuance for approximately $3.387M and is for future road, facility and trail Improvements noted in the chart on the right. Revenues and Other Sources • Ad valorem property tax revenues are budgeted to be $256,878 • This amount represents a 14% decrease of $40,106 from the prior year estimated. o primarily due to more than anticipated taxes received in the prior year to be used on current year debt, currently estimated at $30,821 Expenditures and Other Uses • Debt service expenditures are budgeted to be $287,699 • This amount represents a 3% increase of $9,575 from the prior year estimated. o This increase is due to the inclusion of the Series 2019 Road and Trail Improvements as noted above. Bond Issuances • $ 2,095,000 Series 2011 Certificates of Obligation o Street infrastructure Improvements • $ 3,400,000 Series 2019 Certificates of Obligation o Road and Trail Improvements Bond Refundings • $2,200,000 Series 2013 General Obligation Refunding Bonds o Refunding of Series 2008 for construction of the Arts and Sciences Building Dept Proj# Acct# Account Description 2019 Issue 16 34 73000 Roanoke Road R&D South $480,180 16 40 73000 Sam School Road R&D 281,960 16 58 73000 Ottinger Road R&D 983,954 16 60 73000 Pearson Lane R&D 404,125 16 75 73000 Flashing Crosswalk Lights 80,000 16 78 73000 Solana Pavement Repair 90,000 16 79 73000 Wyck Hill Pavement Resurface 54,450 16 80 73000 FM1938 Pavement Repairs 80,000 17 77 73000 WA-Pond Repairs 82,000 19 42 74400 Trail Connection at 114/Solana 30,000 19 43 74400 Trail - Dove/Pearson/Aspen 290,016 19 52 74400 Trail - WA to Cemetery 300,949 19 67 74400 Wayfinding Signage 229,500 $3,387,134 Road Improvements $2,454,669 Facility Improvements $82,000 Trail Improvements $850,465 263 Debt Service Fund 301 Property Tax Supported Debt Pymt Fiscal No.Year Principal Interest Principal Interest Principal Interest 1 2019 - - - 135,000 34,463 169,463 83,000 34,356 117,356 218,000 68,819 286,819 2 2020 90,000 138,994 228,994 140,000 31,025 171,025 87,000 32,316 119,316 317,000 202,335 519,335 3 2021 130,000 98,250 228,250 145,000 27,463 172,463 91,000 30,180 121,180 366,000 155,893 521,893 4 2022 135,000 94,275 229,275 145,000 23,838 168,838 96,000 27,936 123,936 376,000 146,049 522,049 5 2023 140,000 90,150 230,150 150,000 20,375 170,375 101,000 25,572 126,572 391,000 136,097 527,097 6 2024 145,000 85,875 230,875 145,000 17,130 162,130 106,000 23,088 129,088 396,000 126,093 522,093 7 2025 150,000 81,450 231,450 155,000 13,830 168,830 111,000 20,484 131,484 416,000 115,764 531,764 8 2026 155,000 76,875 231,875 165,000 10,063 175,063 117,000 17,748 134,748 437,000 104,686 541,686 9 2027 155,000 72,225 227,225 160,000 6,000 166,000 123,000 14,868 137,868 438,000 93,093 531,093 10 2028 160,000 67,500 227,500 160,000 2,000 162,000 129,000 11,844 140,844 449,000 81,344 530,344 11 2029 165,000 62,625 227,625 - 136,000 8,664 144,664 301,000 71,289 372,289 12 2030 170,000 57,600 227,600 - 143,000 5,316 148,316 313,000 62,916 375,916 13 2031 175,000 52,425 227,425 - 150,000 1,800 151,800 325,000 54,225 379,225 14 2032 185,000 47,025 232,025 - - - - 185,000 47,025 232,025 15 2033 190,000 41,400 231,400 - - - - 190,000 41,400 231,400 16 2034 195,000 35,625 230,625 - - - - 195,000 35,625 230,625 17 2035 200,000 29,700 229,700 - - - - 200,000 29,700 229,700 18 2036 205,000 23,625 228,625 - - - - 205,000 23,625 228,625 19 2037 210,000 17,400 227,400 - - - - 210,000 17,400 227,400 20 2038 220,000 10,950 230,950 - - - - 220,000 10,950 230,950 21 2039 225,000 3,825 228,825 - - - - 225,000 3,825 228,825 22 2040 - - - - - - - - 23 2041 - - - - - - - - 24 2042 - - - - - - - - 25 2043 - - - - - $ 3,400,000 $ 1,187,794 $ 4,587,794 $ 1,500,000 $ 186,185 $ 1,686,185 $ 1,473,000 $ 254,172 $ 1,727,172 $ 6,373,000 $ 1,628,151 $ 8,001,151 Road, Trail Facility Improvements Refunding of 2008 (A&S Bldg)Street Infrastructure Improvements WESTLAKE ACADEMY MUNICIPALMUNICIPAL SERIES 2019 CO; FUTURE DEBT SERIES 2013 GO-REFUNDING SERIES 2011 CO GRAND TOTAL Principal Interest TOTAL Program 19 TOTAL Program 13 TOTAL Program 11 TOTAL Issued By:NOT ISSUED YET US Bank TOTAL Independent Bank ML-0000-90886203-258-000Account No:NOT ISSUED YET End Date:20 years = 2039 15 years = 2028 20 years = 2031 Issue Date:in 2019 February 2013 March 29, 2011 Original Issue:estimate $3,175,000 $2,200,000.00 $2,095,000 264 265 This page is intentionally blank 266 Actual Adopted Amended Adopted Amount Percent FY 16/17 FY 17/18 FY 17/18 FY 18/19 Inc/(Dec)Inc/(Dec) Transportation 8,075$ 10,000$ 10,000$ 10,500$ 500$ 5.00% Parking 9,022 15,000 15,000 15,000 - 0.00% Athletic Activities 78,867 90,700 90,700 94,200 3,500 3.86% Interest Earned 5,371 3,000 9,000 9,000 - 0.00% WAF Blacksmith Donation 1,053,170 1,000,000 1,000,000 1,000,000 - 0.00% WAF Salary Reimbursement 65,159 67,800 67,800 69,834 2,034 3.00% Town Contribution - Westlake Reserve 300,000 300,000 300,000 300,000 - 0.00% Town Contribution 15,000 15,000 15,000 15,000 - 0.00% Other Local Revenue (BTS, Tech & Other)84,737 58,800 58,800 47,300 (11,500) -19.56% Fund raiser (Back to School)- 16,000 - - - 0.00% Food Services 7,000 6,100 7,000 7,000 - 0.00% TEA - Foundation School Funds 5,593,191 5,781,200 5,913,676 5,741,074 (172,602) -2.92% CTE Funding (additional TEA-FSP Funds)299,605 572,200 424,933 508,316 83,383 19.62% TEA - Available School Funds 303,634 191,300 167,161 365,166 198,005 118.45% TEA - Facilities Allotment $200 per ADA - - - 184,856 184,856 0.00% IB Training Reimbursement (TEA)6,300 6,300 6,300 3,000 (3,300) -52.38% TRS/TRS-Care On-behalf/Medicare Part B 389,286 450,700 392,275 477,583 85,308 21.75% TOTAL REVENUES 8,218,417$ 8,584,100$ 8,477,645$ 8,847,829$ 370,184$ 4.37% EXPENDITURES by FUNCTION 223,583 223,583 Function 11 - Instructional 4,749,555$ 4,975,270$ 4,839,602$ 5,008,974 169,372 3.50% Function 12 - Resources & Media 81,227 82,639 87,379 90,935 3,556 4.07% Function 13 - Curriculum & Staff Dev 86,871 84,545 86,200 84,545 (1,655) -1.92% Function 21 - Instructional Leadership 266,090 206,623 161,919 170,216 8,297 5.12% Function 23 - School Leadership 875,439 757,692 896,747 924,198 27,451 3.06% Function 31 - Guidance & Counseling 267,033 223,973 307,664 321,467 13,803 4.49% Function 33 - Health Services 67,489 66,024 71,146 72,919 1,773 2.49% Function 36 - Co/Extracurricular Activities 242,560 218,358 237,474 219,169 (18,305) -7.71% Function 41 - Administrative 307,304 260,167 319,088 308,772 (10,316) -3.23% Function 51 - Maintenance & Operations 886,943 960,743 947,615 947,445 (170) -0.02% Function 52 - Security & Monitoring - - - 40,000 40,000 0.00% Function 53 - Data Processing 173,352 195,505 199,407 216,103 16,696 8.37% Function 61 - Community Services 126,614 124,460 133,763 138,322 4,559 3.41% Function 71 - Debt Service 256,795 166,200 167,068 167,068 - 0.00% TOTAL EXPENDITURES BY FUNCTION 8,387,272$ 8,322,199$ 8,455,072$ 8,710,132$ 255,060$ 3.02% Object Code 61XX - Salaries 6,344,256$ 6,279,299$ 6,378,398$ 6,585,303$ 206,905 3.24% Object Code 62XX - Contracted Services 1,002,039 1,003,205 1,069,705 1,056,667 (13,038) -1.22% Object Code 63XX - Supplies & Materials 289,384 395,828 322,333 425,124 102,791 31.89% Object Code 64XX - Other Operating Costs 494,799 477,667 517,568 475,970 (41,598) -8.04% Object Code 65XX - Debt Service 256,794 166,200 167,068 167,068 - 0.00% TOTAL EXPENDITURES BY OBJECT 8,387,272$ 8,322,199$ 8,455,072$ 8,710,132$ 255,060$ 3.02% Other Resources - Local 37,090$ 60,000$ 85,000$ 76,000$ (9,000)$ -10.59% Other Uses - Local (60,000) (85,000) (76,000) 9,000 -10.59% NET OTHER RESOURCES (USES)37,090 - - - - 0.00% EXCESS REVENUES OVER(UNDER) EXP (131,765)$ 261,901$ 22,573$ 137,697$ 115,124$ 510.01% FUND BALANCE BEGINNING 1,071,036$ 939,271$ 939,271$ 961,844$ 22,573$ 2.40% FUND BALANCE ENDING 939,271 1,201,172 961,844 1,099,541 137,697 14.32% Assigned - Bus Maintenance 24,090 24,090 19,000 (5,090) -21.13% Assigned - Uniform/Equip replacement 5,000 15,000 15,000 15,000 - 0.00% FUND BALANCE ENDING (Unassigned)934,271$ 1,162,082$ 922,754$ 1,065,541$ 142,787$ 15.47% Number of Operating Days (365)41 51 40 45 4.82 12.09% Dollars per Operating Day 22,979$ 22,801$ 23,165$ 23,863$ 699$ 3.02% Total Students Enrolled 830 856 856 876 20 2.34% TEA Funding per Student 7,466$ 7,646$ 7,600$ 7,762$ 162$ 2.13% Operating Cost per Student (Academic Only)10,105$ 9,722$ 9,877$ 9,943$ 66$ 0.66% Teachers 65.55 66.26 66.26 66.08 (0.18) -0.27% Student/Teacher Ratio 12.66 12.92 12.92 13.26 0.34 2.62% WESTLAKE ACADEMY Program Summary Fiscal year 2018/2018 267 Section 8 Academic Funds 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 current year operating budget, available online at www.westlakeacademy.org. Revenues and Other Sources • Revenues are budgeted at $8,847,829; a 4.37% increase of $370,184 from prior year estimated. • Other sources are budgeted at $76,000; a 10.59% decrease of $9,000 from prior year estimated. Expenditures and • Expenditures are budgeted at $8,710,132; a 3.02% increase of $255,060 from prior year estimated. • Other sources are budgeted at $76,000; a 10.59% decrease of $9,000 from prior year estimated. Fund Balance • The ending fund balance is projected to be $1,099,541 • This amount represents a 14.32% increase of $137,697 from prior year estimated. • The unassigned balance of $1,065,541 represents coverage for 45 operating days. 268 Section 8 Westlake Academy Fund Overview August 15, 2018 Honorable Board of Trustees, As Superintendent of Westlake Academy, and in tandem with the administrative teams for both municipal and academic services, I am pleased to submit for your consideration, the Academic Budget for FY 2018/19. On behalf of our entire learning community, I would like to thank the Board for their leadership, dedication to excellence, and 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 educational success can happen! I. INTRODUCTION First, this budget reflects Westlake Academy’s commitment to its strategic plan and the initiatives that support the Academy’s mission, vision, and values. At the core of the Academy is college readiness. Throughout each Programme in the IB continuum, the objective is to prepare students for post-secondary success and beyond. There is no doubt that today’s graduates must compete on a global stage and will need specific 21st century skills to be able to successfully navigate an ever-changing internationally minded marketplace. As such, alignment to that mission is paramount. The following is reflective of the proposed budget, which:  shows a steady increase in student enrollment that is indicative of the growth of the Town of Westlake, and the success the Academy has had in preparing students for post-secondary achievements.  contains an increase in Career and Technology Education (CTE) funding due to an increase in student enrollment in CTE courses.  includes a facilities allotment for Charter Schools passed by the 84th Texas Legislative Session.  contains a 3% increase in staff salaries on average to move the salary scale within 0.5% of the median of surrounding school districts (assuming surrounding school districts implement market adjustments). Second, as with our previous budget submittals, this financial information has been prepared according to conservative revenue projections, i.e., State funding and Westlake Academy Foundation (WAF) donation levels. This document contains a high-level summary showing proposed WA revenues and expenditures for FY 2018/2019. Statistical data, summaries, and charts are intended to provide a comprehensive review of the proposed budget, which will provide both staff and administration with a guidance tool for this year and a forecast for the future. This new year will be unique in that we will be celebrating 15 years of educational success at Westlake Academy! In addition, the IB was founded 50 years ago, paving the way for groundbreaking developments in international education. Therefore, with keeping our tradition of utilizing an associated theme focusing on the coming school year, the proposed theme for FY 2018/2019 is: Celebrate 15WA/50IB: A Legacy of Leading and Learning 269 Section 8 Westlake Academy Fund Overview G ENERAL F UND B UDGET S UMMARY A public school operating budget is legally required to include the Academy’s General Operating, Debt Service, and Food Service Funds. Because the Academy does not maintain the latter two, the General Fund is the only legally adopted fund. For informational purposes only, budgets for Special Revenue Funds are included throughout the presentation. Amended Proposed $ Increase % Increase FY 2017/18 FY 2018/19 (Decrease) (Decrease) Total Revenues $ 8,477,645 $ 8,847,829 $ 370,184 4% Total Expenditures 8,455,072 8,710,132 255,060 3.02% Other Resources 85,000 76,000 (9,000) -11% Other Uses (85,000) (76,000) 9,000 0% Excess Revenues Over(Under) Expenditures 22,573 137,697 115,124 510% FUND BALANCE BEGINNING 939,271 961,844 22,573 2% FUND BALANCE ENDING 961,844 1,099,541 137,697 14% Assigned 39,090 34,000 (5,090) -13% FUND BALANCE ENDING (Unassigned) $ 922,754 $ 1,065,541 $ 142,787 15% # Days Operating (Based on 365) 40 45 5 12% Students Enrolled 856 876 20 2% TEA Funding per Student $ 7,600 $ 7,762 $ 162 2% Operating Cost per Student $ 9,877 $ 9,943 $ 66 1% Teachers 66.26 66.08 (0.18) 0% Student/Teacher Ratio 12.92 13.26 0.34 3% II. THE CHALLENGES The Town of Westlake, and therefore Westlake Academy, finds itself in one of DFW’s most desirable executive housing corridors - located along State Highway 114. Growth associated with the area necessitates that we not only understand and deal with the associated changes, but also understand the impact the future growth presents. As our state charter is held by the municipality, any challenge or opportunity experienced by the community as a whole also affects the Academy. The most pressing challenges include: 1. Westlake’s Permanent Population Growth: This is the portion of our population considered to be our permanent residents. The growth from the 1990 population of 185 to 2017’s population of 1,380 represents an increase of 645% equal to 1,195 additional residents. We continually monitor and plan for increases in these numbers considering our Comprehensive Plan’s (Forging Westlake) forecast of approximately 7.21% annual population growth between now and 2040. This would bring us to around 7,000 residents. 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 a strong motivator for our residents to locate in Westlake, and one of the top three (3) reasons why they plan to remain in our community. For example, the 2017 municipal services survey results indicate 75% of the new residents say enrollment at Westlake Academy was extremely important/important to their decision to live in the community. With the majority of those residents then listing this as the number one (1) reason they will remain in Westlake over the next five (5) years. Planning for Academy growth in the face of residential development continues to be a challenge. Wherever possible, the Town has entered economic development agreements with residential developers to provide funding for Westlake Academy facilities to lessen the impact of their residential development on the Academy’s enrollment. 270 Section 8 Westlake Academy Fund Overview Westlake Academy has experienced steady enrollment growth from 491 students in FY 09/10 to a projected 876 in FY 18/19. The current increase of student population is a result of the Phase I expansion efforts on the Academy campus and our development. Our growth requires 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 space was opened on campus in FY 14/15. It was comprised of a secondary classroom building, field house, and a primary years’ multi-use hall. These buildings increased our capacity and allowed for decompression of our current school facilities. The lottery waiting list for student admissions from our secondary boundaries continues to grow from 705 in 2011 to approximately 1,988 students for this coming school year. 2. 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. And, in the Legislature’s most recent 2017 session, the per student funding for public education was not increased for the next biennium. This negatively impacts Westlake since, as a charter school, we receive approximately 82% of our operational funding from the State. The municipal government continues to allocate significant resources to the school to deal with State funding limitations, maintain high quality educational services, provide for the Academy’s facilities and support services, as well as preserve space for the children of Westlake residents. Additionally, the Westlake Academy Foundation (WAF) raises significant operating funds for the Academy, without which the school could not operate. 3. Staffing Levels, Insurance Costs, and Retention: Our investment in the school must be facilitated in tandem with staffing considerations to maintain our dynamic teaching teams and be competitive with our surrounding school districts. This includes keeping our compensation/benefit package competitive to attract and retain excellent employees. For the 18/19 budget year, in accordance with the Board’s financial policies regarding Academy employee compensation, Staff recommends an average 3% salary increase for the Academy faculty and staff. This is in addition to maximizing efficiencies and processes that will control large expenditure drivers such as employee health insurance. 4. Continued Emphasis on Long-Range Financial Planning: This 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 Board of Trustees as the budget is prepared. Staff will also continue to produce quarterly financial reports for the Board that monitors and analyzes trends. The report serves as a valuable tool to assist in developing a proactive, rather than reactive, approach to our changing financial trends. OUR REGIONAL CHALLENGES: 5. DFW Metro Area Employment and Population Growth: Since 1970, the Dallas Fort Worth Metroplex 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 7.2 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 also forecasted to be 69%. This regional growth will impact Westlake and the demand for enrollment opportunities at the school. III. SHARED SERVICE MODEL The Academy operates under a shared services model whereby the municipal operations team provides human resources, financial, facilities, and administrative support services to the school. General maintenance and replacement of infrastructure and equipment for the school is also expensed to the municipal budget. 271 Section 8 Westlake Academy Fund Overview The shared services model was an integral part of the state charter application process that helped bolster the Town’s case for having a community school. This model conserves resources and avoids the duplication of efforts across the municipal and academic functions. DEBT SERVICE - As part of the Academy’s unique financial structure the Town of Westlake is responsible for debt service payments associated with the Academy’s capital infrastructure. The Municipal Debt Service Fund is used to manage debt service payments, and Academy debt is accounted for in the annual municipal budget. CAPITAL PROJECTS - Note that there are no major capital projects budgeted or planned through FY 18/19, and there are no future Academy capital projects discussed in the Town of Westlake’s Capital Improvement Plan. However, retaining professional expertise to update the Academy’s master facility plan will be discussed with the Council in the near future. M UNICIPAL A LLOCATIONS Amended Proposed $ Increase % Increase FY 2017/18 FY 2018/19 (Decrease) (Decrease) Municipal-Transfer to WA Operating Budget $ 315,000 $ 315,000 $ - 0.00% Annual Debt Service (Municipal budget) 1,666,337 1,828,791 162,454 9.75% Major Maintenance and Replacement 289,667 355,595 65,928 22.76% In-direct Operating Costs 768,469 854,511 86,042 11.20% Total Municipal Costs $ 3,039,473 $ 3,353,897 $ 314,424 10.34% IV. FY18 /19 GENERAL FUND BUDGET This budget encompasses all teaching and extra-/co-curricular operating expenditures as well as State public school funding and private donations used to support the daily operation of Westlake Academy. The FY 18/19 General Fund budget totals $8,710,132, which represents a 3.02% increase from the prior year. It is important to note that $34,000 is earmarked in the Academy’s fund balance for Athletic uniform and equipment replacement and bus maintenance. The FY 18/19 projections will increase fund balance by $142,787 for an ending unassigned fund balance of $1,065,541 (45 operating days). As mentioned previously, Westlake Academy’s enrollment increase has been driven by the growth of residential developments and housing opportunities within the Town of Westlake. This trend will continue with the addition of other housing developments and new homes that are currently under construction. With the estimated increase of 20 students, total enrollment will rise to a projected 876 this school year. This will be the Academy’s largest student enrollment census to date, exceeding the projections in the school’s Facility Master Plan adopted in November of 2012. With this trend of growth in the Academy’s resident (primary boundary) student population, a corresponding trend will likely be that overall lottery enrollment opportunities for secondary boundary students will decline. Growth will be monitored and managed until financial resources become available and the Board of Trustees reviews and approves any update to the Facility Master Plan. 272 Section 8 Westlake Academy Fund Overview C OMBINED: G ENERAL F UND A CADEMIC AND M UNICIPAL S ERVICES Amended Proposed $ Increase % Increase FY 2017/18 FY 2018/19 (Decrease) (Decrease) Operating Expenditures $ 8,140,072 $ 8,395,132 $ 255,060 3.13% Municipal-Transfer to WA Operating Budget 315,000 315,000 - 0.00% Total Academic Costs (General Fund Only) 8,455,072 8,710,132 255,060 3.02% Annual Debt Service (Municipal budget) 1,666,337 1,828,791 162,454 9.75% Major Maintenance and Replacement 289,667 355,595 65,928 22.76% In-direct Operating Costs 768,469 854,511 86,042 11.20% Total Municipal Costs 2,724,473 3,038,897 314,424 11.54% TOTAL EXPENDITURE COSTS $ 11,179,545 $ 11,749,029 $ 569,484 5.09% Number of Students 856 876 20 2.34% Total Expenditure Cost per Student $ 13,060 $ 13,412 $ 353 2.70% 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 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”, ensuring that we are consistently taking measure of our course, and adjusting as we move towards our goal. It is through our talented faculty, staff, students, and their supportive families, that we can unfailingly rise to challenges and hold to our vision. The daily operation of the Academy is made possible through our partnerships with the Town of Westlake, the Westlake Academy Foundation, and our affiliate groups. As with all good teams, it becomes necessary to draw attention to individual performers and teams who go above and beyond to help us accomplish our goals. I would like to recognize the hard work of the Academic and Municipal Leadership Teams, and specifically the Finance Department and Dr. Mechelle Bryson for their efforts in completing this award-winning document. I know with the teams we have in place, we will continue to “build a collective legacy of excellence.” Thomas E. Brymer Town Manager/Superintendent Westlake Academy 273 WESTLAKE ACADEMY LEADERSHIP TEAM *THOMAS E. BRYMER SUPERINTENDENT OF SCHOOLS DR. MECHELLE BRYSON EXECUTIVE DIRECTOR *Amanda DeGan Assistant Town Manager Alan Burt Director of Athletics Student Life Coordinator *Debbie Piper Director of Finance Rod Harding Primary (PYP) Principal *Troy Meyer Director of Facilities Beckie Paquin Primary (PYP) Assistant Principal *Jason Power Director of Information Technology Alison Schneider PYP Coordinator Primary Curriculum Coordinator *Ginger Awtry Director of Communications & Community Affairs Stacy Stoyanoff Secondary (MYP/DP) Principal *Todd Wood Director of Human Resources & Administrative Services Jennifer Furnish Secondary Assistant Principal TEA/Charter Compliance Coordinator Dr. Shelly Myers Executive Director of the WAF & Director of Development Terri Watson MYP Coordinator Secondary Curriculum Coordinator *Asterisk denotes shared services personnel between the academic and municipal service teams of the Town of Westlake. Dr. James Owen DP Coordinator Secondary Curriculum Coordinator 274 This Meritorious Budget Award is presented to WESTLAKE ACADEMY INTERNATIONAL BACCALAUREATE WORLD SCHOOL for excellence in the preparation and issuance of its budget for the Fiscal Year 2017-2018. The budget adheres to the principles and standards of ASBO International’s Meritorious Budget Award criteria. Anthony N. Dragona, Ed.D., RSBA John D. Musso, CAE, RSBA President Executive Director 275 MERITORIOUS BUDGET AWARD Westlake Academy has been awarded the Meritorious Budget Award by the Association of School Business Officials (ASBO) for the preparation and issuance of the 2017-2018 annual budget. The award has been received annually since September 1, 2010. This award is the highest form of recognition and a significant achievement that reflects the commitment of the governing body and staff in meeting the highest principles of academic budgeting. The Meritorious Budget Award (MBA) recognizes school districts that demonstrate proficiency in creating clear, sound budgets while enhancing skills in developing, analyzing, and presenting a clear and effective budget. To receive this award, Westlake Academy must publish a budget document that meets program criteria such as • Understanding the importance of presenting an accurate and transparent budget year after year. • Discovering best practices in budgeting that will improve the budget's accuracy and transparency • Developing a reader-friendly document that presents clear budget guidelines. • Promoting communication between departments and the community. • Encouraging short- and long-range budget goals. • Supporting effective use of educational resources. Congratulations to Debbie Piper, Finance Director; Marlene Rutledge, Accounting Technician II; Dr. Mechelle Bryson, Executive Director, and the Instructional Leadership Team for preparing this award-winning budget for Westlake Academy. 276 The above school district has applied for the Award for Best Practices in School Budgeting; however, GFOA has not yet completed the review of its application and has provided this certificate to acknowledge Westlake Academy has made efforts to implement the new budget process guidelines. Budget processes are evaluated based on several criteria focusing on alignment of resources towards student achievement on collaboration, communication and rigorous development, evaluation, and prioritization of strategies to achieve a districts goals and objectives. In addition, the criteria includes recommendations for conveying the results of the budget process through the calendar presentation and utilizing continuous improvement approaches to monitor the outcomes. 277 AWARD FOR BEST PRACTICES IN SCHOOL BUDGETING Westlake Academy received the Distinguished Budget Presentation Award annually since September 1, 2009. The Government Finance Officers Association (GFOA) enhanced the existing award program in 2017 and developed the Award for Best Practices in School Budgeting. While the new budget process guidelines were implemented with the 2017/2018 budget, GFOA has not yet completed the final review. The budgeting process presented in these Best Practices is focused on optimizing student achievement within available resources. It encompasses a complete cycle for long-term financial planning and budgeting, aligning with instructional priorities. GFOA recommends the following steps as part of the planning and budgeting process: PLAN AND PREPARE The planning and budgeting process begins with mobilizing key stakeholders, gathering information on academic performance and cost structure, and establishing principles and policies to guide the budget process. • Establish a partnership between the finance and instructional leaders. A collaborative process increases the likelihood that the decisions made will be supported after the budget process is over. • Develop principles and policies to guide the budget process. Budget principles and policies formalize standards and fundamental values that should govern the budgeting process. • Analyze current levels of student learning. The current state of academic performance must be assessed to determine what course of action to take. • Identify communications strategy. The budget process should include a plan to inform participants, stakeholders, and the general public about how the budget process works, why each decision was made and how to provide input in the process. SET INSTRUCTIONAL PRIORITIES The budget needs to be rooted in the priorities of the district. Intentionally created instructional priorities provide a strong basis for developing a district’s budget and strategic financial plan, as well as presenting a budget document. • Develop goals. Goals should be thoughtfully developed and structured to be specific, measurable, and reasonable to provide a strong foundation for the budget process. • Identify root cause of gap between goal and current state. By finding root causes of problems, a district can identify the most effective solutions to achieving its goals. • Research & develop potential instructional priorities. The district’s instructional priorities should be informed by practices proven by research and be limited in number to focus on items critical to optimizing performance. • Evaluate choices amongst instructional priorities. A district needs to weigh its different options for achieving its goals against one another to focus on those with the greatest potential for student achievement impact. PAY FOR PRIORITIES Current resources and expenditures must be thoroughly analyzed to find capacity to pay for top instructional priorities. • Apply cost analysis to the budget process. A cost analysis and staffing analysis are essential to identifying how the district might allocate its limited resources. • Evaluate & prioritize use of resources to enact the instructional priorities. Instructional priorities need to be thoroughly quantified as a first step to determining how much money is needed to implement the priorities and where that money will come from. Trade-offs need to be weighted to examine whether the costs, financial or otherwise, of implementing an instructional priority are viable. 278 IMPLEMENT PLAN The “strategic financial plan” is the long-term road map for implementing the district’s instructional priorities. A “plan of action” describes how the strategic financial plan will be translated into coherent actionable steps. • Develop a strategic financial plan. A strategic financial plan provides a three to five-year perspective on how the district will pursue its instructional priorities and how successes will be determined. • Develop a plan of action. Roles and responsibilities for implementing the strategic financial plan should be made clear for greater accountability. • Allocate resources to individual school sites. Resources have the most direct impact at school sites (programmes) and should be allocated transparently and consistent with the district’s overall strategy. • Develop a budget presentation. A budget document needs to be well organized and clearly lay out the challenges the district is facing and how the district’s strategies and financial plan will address these challenges. ENSURE SUSTAINABILITY The planning and budgeting process should be one that can be replicated in the future to ensure the district remains focused and plans accordingly for reaching its student achievement goals. • Put the strategies into practice and evaluate results. To ensure timeliness and accountability, the district should establish a system to implement the plan and monitor its progress while making necessary adjustments to stay on track. Source: www.gfoa.org/best-practices-school-district-budgeting Approved by GFOA’s Executive Board: January 2015 279 This page is intentionally blank 280 281 This page is intentionally blank 282 Fiscal Year 2018/2019 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Hotel Tax - - - - - 0% Charge for Services - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Buildings - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings 6,900 41,600 67,180 67,180 - 0% Contributions 10,000 175,000 201,390 - (201,390) -100% Misc Income - - - - - 0% Total Revenues 16,900 216,600 268,570 67,180 (201,390) -75% Transfers In 1,210,000 1,765,324 640,000 1,189,300 549,300 86% Other Sources 8,500,000 - - 3,387,134 3,387,134 100% Total Other Sources 9,710,000 1,765,324 640,000 4,576,434 3,936,434 100% TOTAL REVENUES & OTHER SOURCES 9,726,900$ 1,981,924$ 908,570$ 4,643,614$ 3,735,044$ 411% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfer In - - - - - 0% Total Payroll and Related - - - - - 0% Debt - - - - - 0% Economic Development - - - - - 0% Insurance - - - - - 0% Payroll Transfer Out - 54,565 54,565 - (54,565) -100% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services - - - - - 0% Supplies - - - - - 0% Water Purchases - - - - - 0% Total Operations & Maintenance - 54,565 54,565 - (54,565) 100% TOTAL OPERATING EXPENDITURES - 54,565 54,565 - (54,565) 100% Capital Project Funds 9,455,585 10,288,000 7,934,673 4,676,681 (3,257,992) -41% Capital Outlay - - - - - 0% Maintenance & Replacement Funds - - - - - 0% Total Capital 9,455,585 10,288,000 7,934,673 4,676,681 (3,257,992) -41% Transfers Out - - - - - 0% Other Uses - - - - - 0% Total Other Uses - - - - - 0% TOTAL NON-OPERATING EXPENDITURES 9,455,585 10,288,000 7,934,673 4,676,681 (3,257,992) -41% TOTAL EXPENDITURES & OTHER USES 9,455,585 10,342,565 7,989,238 4,676,681 (3,312,557) -41% Excess Revenus over(under) Expenditures 271,315 (8,360,641) (7,080,668) (33,067) 7,047,601 100% FUND BALANCE, BEGINNING 2,558,290 14,283,223 14,283,223 7,202,555 (7,080,668) -50% FUND BALANCE, ENDING 2,829,605 5,922,582 7,202,555 7,169,488 (33,067) 0% Restricted/Assigned/Committed Funds 2,829,605 5,922,582 7,202,555 7,169,488 (33,067) 0% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 2,829,605$ 5,922,582$ 7,202,555$ 7,169,488$ (33,067)$ 0% - 0% - 0% - 0% - 0% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 2,829,605$ 5,922,582$ 7,202,555$ 7,169,488$ (33,067)$ 0% RESTRICTED/ASSIGNED/COMMITTED FUNDS REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES C A P I T A L P R O J E C T F U N D S Combined Program Summary 283 C A P I T A L P R O J E C T F U N D S Current Year Fund Detail Fiscal Year 2018/2019 Municipal Fund 405 Capital Fund 410 Academy Fund 412 TOTAL General Sales Tax $ - $ - $ - $ - Property Tax - - - - Charge for Services - - - - Hotel Tax - - - - Beverage Tax - - - - Franchise Fees - - - - Permits and Fees - - - - Permits and Fees Bldg Permits and Fees Building - - - - Fines and Forfeitures - - - - Investment Earnings - 38,000 29,180 67,180 Contributions - - - - Misc Income - - - - Total Revenues - 38,000 29,180 67,180 Transfers In - 1,025,000 164,300 1,189,300 Other Sources - 3,387,134 - 3,387,134 Total Other Sources - 4,412,134 164,300 4,576,434 TOTAL REVENUES AND OTHER SOURCES -$ 4,450,134$ 193,480$ 4,643,614$ Payroll Salaries $ - $ - $ - $ - Payroll Transfers In - - - - Total Payroll & Related - - - - Debt - - - - Economimc Development - - - - Insurance - - - - Payroll Transfers Out - - - - Repair & Maintenance - - - - Rent & Utilities - - - - Services - - - - Supplies - - - - Water Purchases - - - - Total Operations & Maintenance - - - - TOTAL OPERATING EXPENDITURES - - - - Capital Project Funds 2,399,630 2,192,051 85,000 4,676,681 Capital Outlay - - - - Maintenance & Replacement Funds - - - - Total Capital 2,399,630 2,192,051 85,000 4,676,681 Transfers Out - - - - Other Uses - - - - Total Other Uses - - - - TOTAL NON-OPERATING EXPENDITURES 2,399,630 2,192,051 85,000 4,676,681 TOTAL EXPENDITURES AND OTHER USES 2,399,630$ 2,192,051$ 85,000$ 4,676,681$ Excess Revenus over(under) Expenditures (2,399,630) 2,258,083 108,480 (33,067) BEGINNING FUND BALANCE 3,829,956 1,590,074 1,782,525 7,202,555 ENDING FUND BALANCE 1,430,326$ 3,848,157$ 1,891,005$ 7,169,488$ REVENUES & OTHER SOURCES EXPENDITURES AND OTHER USES 284 The Municipal Facilities Capital Project Fund tracks and accumulates resources intended to finance future facility projects. This fund is currently being used for all transactions related to the construction of the Fire Station Complex at the corner of Dove Road and FM1938. Capital Projects Fund (Municipal Facilities) Fund 405 285 Capital Project Fund 405 Program Summary Fiscal Year 2018/19 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Charge for Service - - - - - 0% Hotel Occupancy Tax - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings - - - - - 0% Contributions - - - - - 0% Misc Income - - - - - 0% Total Revenues - - - - - 0% Transfers In - - - - - 100% Other Sources 13,906,750 - - - - 0% Total Other Sources 13,906,750 - - - - 0% TOTAL REVENUES & OTHER SOURCES 13,906,750$ -$ -$ -$ -$ 0% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfers In - - - - - 0% Total Payroll and Related - - - - - 0% Debt 251,686 - - - - 0% Economic Development - - - - - 0% Insurance - - - - - 0% Payroll Transfers Out - - - - - 100% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services - - - - - 0% Supplies - - - - - 0% Water Purchases - - - - - 0% Total Operations & Maintenance 251,686 - - - - 100% TOTAL OPERATING EXPENDITURES 251,686 - - - - 100% Capital Project Funds 692,498 9,843,000 7,339,673 2,399,630 (4,940,043) -67% Capital Outlay 1,750,000 - - - - 0% Maintenance & Replacment Funds - - - - - 0% Total Capital and M&R Projects 2,442,498 9,843,000 7,339,673 2,399,630 (4,940,043) -67% Transfers Out - - - - - 0% Other Sources - - - - - 0% Total Other Uses - - - - - 0% TOTAL NON-OPERATING EXPENDITURES 2,442,498 9,843,000 7,339,673 2,399,630 (4,940,043) -67% TOTAL EXPENDITURES & OTHER USES 2,694,184 9,843,000 7,339,673 2,399,630 (4,940,043) -67% Excess Revenues over(under) Expenditures 11,212,567 (9,843,000) (7,339,673) (2,399,630) 4,940,043 67% FUND BALANCE, BEGINNING (42,938) 11,169,629 11,169,629 3,829,956 (7,339,673) -66% FUND BALANCE, ENDING 11,169,629 1,326,629 3,829,956 1,430,326 (2,399,630) -63% Restricted/Assigned/Committed Funds 11,169,629 1,326,629 3,829,956 1,430,326 (2,399,630) -63% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 405 10110 00 000 11,169,629$ 1,326,629$ 3,829,956$ 1,430,326$ (2,399,630)$ -63% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 11,169,629$ 1,326,629$ 3,829,956$ 1,430,326$ (2,399,630)$ -63% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 286 Section 9 Capital Project Funds Municipal Facility Project Fund Overview This project will provide an iconic Fire-EMS Station, which includes 4 bays, sleeping areas for staff members, kitchen/food preparation, storage, multi-purpose space to serve as a community/staff training, EOC room and offices for administration. The station is estimated to be approximately 18K square feet of usable space and would also include the Town's Emergency Operations Center (EOC) with a back-up generator for sustainability. It does not include any apparatus or a fire training facility. The project includes the acquisition of land by private donation, Revenues and Other Sources • There are not budgeted revenues for FY18/19. Operating Expenditures • There are no budgeted operating expenditures for FY18/19. Non-Operating Expenditures • Budgeted to be $2,399,630. This represents a 67% decrease from the prior year estimated. o The projected is projected to be completed in February 2019. Fund Balance • Excess revenues over(under) budget are projected to be ($2,399,630) • Beginning fund balance is projected to be $3,829,956 • The ending fund balance is projected to be $1,430,326 287 This page is intentionally blank 288 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 $25,000 that may extend over one fiscal year to complete and reflect multiple expense categories such as engineering, design and construction. Capital Projects Fund Fund 410 289 Capital Project Fund 410 Program Summary Fiscal Year 2018/19 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Charge for Service - - - - - 0% Hotel Occupancy Tax - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings 72,428 38,000 38,000 38,000 - 0% Contributions 609,300 175,000 201,390 - (201,390) -100% Misc Income - - - - - 0% Total Revenues 681,727 213,000 239,390 38,000 (201,390) -84% Transfers In - 1,015,324 300,000 1,025,000 725,000 100% Other Sources - - - 3,387,134 3,387,134 100% Total Other Sources - 1,015,324 300,000 4,412,134 4,112,134 1371% TOTAL REVENUES & OTHER SOURCES 681,727$ 1,228,324$ 539,390$ 4,450,134$ 3,910,744$ 725% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfers In - - - - - 0% Total Payroll and Related - - - - - 0% Debt - - - - - 0% Economic Development - - - - - 0% Insurance - - - - - 0% Payroll Transfers Out - 54,565 54,565 - (54,565) 100% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services - - - - - 0% Supplies - - - - - 0% Water Purchases - - - - - 0% Total Operations & Maintenance - 54,565 54,565 - (54,565) 100% TOTAL OPERATING EXPENDITURES - 54,565 54,565 - (54,565) 100% Capital Project Funds 1,185,578 445,000 595,000 2,192,051 1,597,051 268% Capital Outlay - - - - - 0% Maintenance & Replacment Funds - - - - - 0% Total Capital and M&R Projects 1,185,578 445,000 595,000 2,192,051 1,597,051 268% Transfers Out - - - - - 0% Other Sources - - - - - 0% Total Other Uses - - - - - 0% TOTAL NON-OPERATING EXPENDITURES 1,185,578 445,000 595,000 2,192,051 1,597,051 268% TOTAL EXPENDITURES & OTHER USES 1,185,578 499,565 649,565 2,192,051 1,542,486 237% Excess Revenues over(under) Expenditures (503,851) 728,759 (110,175) 2,258,083 2,368,258 2150% FUND BALANCE, BEGINNING 2,204,100 1,700,249 1,700,249 1,590,074 (110,175) -6% FUND BALANCE, ENDING 1,700,249 2,429,008 1,590,074 3,848,157 2,258,083 142% Restricted/Assigned/Committed Funds 1,700,249 2,429,008 1,590,074 3,848,157 2,258,083 142% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 410 10110 00 000 1,700,249$ 2,429,008$ 1,590,074$ 3,848,157$ 2,258,083$ 142% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,700,249$ 2,429,008$ 1,590,074$ 3,848,157$ 2,258,083$ 142% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 290 Section 9 Capital Project Funds Capital Project Fund Overview The Capital Project 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 expenditure 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. Revenues and Other Sources • Revenues and other sources are budgeted to be $4,450,134. • This represents a 725% increase of $3,910,744 from prior year estimated. o Investment earnings remained flat at $38,000 o Contributions decreased $201,390 due to one-time receipts received in prior year  $26, 390 for Solana/SH114 Signalization Project 69  $175,000 for WA Outdoor Science Project 71 o Transfers in from General Fund increased $725,000 for one-time planning and development building permit fees and revenues. o Other Sources increased $3,387,134 due to one-time bond funds received for improvements in roads, facilities and grounds. Operating Expenditures • Payroll transfers out to General Fund decreased $54,565 due to a one-time transfer out in FY17/18 to offset cost of Project Manager for the Public Works department. Non-Operating Expenditures • Capital Projects are budgeted to be $2,192,051 • This represents a 268% increase of $1,597,051 from prior year estimated. • The following is a list of budgeted projects for FY 18/19. Dept Account Formatted Account Description Adopted Budget 16 410-73000-16-000-000040 Sam School Road R&D $ 281,960 16 410-73000-16-000-000060 Pearson Lane R&D 404,125 16 410-73000-16-000-000075 Flashing Crosswalk Lights 80,000 16 410-73000-16-000-000078 Solana Pavement Repair 90,000 16 410-73000-16-000-000079 Wyck Hill Pavement Resurface 54,450 16 410-73000-16-000-000080 FM1938 Pavement Repairs 80,000 16 410-74400-16-000-000020 FM1938 Town Improvements 220,000 17 410-73000-17-000-000077 WA-Pond Repairs 82,000 19 410-73000-19-000-000076 Cemetery Improvements 50,000 19 410-74400-19-000-000042 Trail Connection at 114/Solana 30,000 19 410-74400-19-000-000053 Trail - Dove/Pearson/Aspen 290,016 19 410-74400-19-000-000067 Wayfinding Signage 229,500 20 410-74400-20-000-000081 Fiber Connectivity 300,000 $ 2,192,051 291 Section 9 Capital Project Funds Capital Project Fund Overview Fund Balance • Excess revenues over(under) expenditures are projected to be $2,258,083 • The projected beginning fund balance is $1,590,074. • The ending fund balance is projected to be $3,848,157. Impact of Capital on Operating Budget The purpose of the chart below is to show the impact to the operating budget if the capital expenditures were undertaken. Some major costs associated with capital improvement projects always involve personnel, insurance and utilities. Examples of specific information are as follows: • If a workforce increase is needed - how much money would be added to the budget for salaries and employee benefits. And what about a workforce decrease is needed once the project is finished? • How much will property and casualty insurance rise or fall because of this project? What is the estimate of the impact in utility costs once the construction is completed? Must a piece of equipment be purchased or needed once the construction is completed? Operating Budget Impact by Project Name Dept Acct Proj Account Description 19/20 20/21 21/22 22/23 16 73000 40 Sam School Road R&D $19,737 $19,737 $24,737 $24,887 16 73000 60 Pearson Lane R&D $0 24,296 24,296 24,296 16 73000 75 Flashing Crosswalk Lights $0 6,800 6,860 6,922 16 73000 78 Solana Pavement Repair $0 6,300 6,300 6,300 16 73000 79 Wyck Hill Pavement Resurface $0 3,812 3,812 3,812 16 73000 80 FM1938 Pavement Repairs $0 5,600 5,600 5,600 16 74400 20 FM1938 Town Improvements $0 $0 $0 $0 17 73000 77 WA-Pond Repairs $0 7,800 7,862 7,925 19 73000 76 Cemetery Improvements $0 2,000 2,060 2,122 19 74400 42 Trail Connection at 114/Solana $0 2,100 2,100 2,100 19 74400 53 Trail - Dove/Pearson/Aspen $0 24,296 24,296 24,296 19 74400 67 Wayfinding Signage $0 16,065 16,065 16,065 20 74400 81 Fiber Connectivity $0 $0 $0 $0 $19737 $118,806 $123,988 $124,325 292 ESTIMATED ADOPTED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 Transfer in from GF 300,000$ 1,025,000$ -$ -$ -$ -$ Operating Xfr Out for PR Costs (54,565) - - - - - Interest Income 38,000 38,000 38,000 38,000 38,000 38,000 NET 283,435 1,063,000 38,000 38,000 38,000 38,000 Contribution - - - - - - Capital Project Expense (50,000) (220,000) - - - - FM1938 TOWN IMPROVEMENTS (50,000) (220,000) - - - - Bond Revenue - Issue $3.1M - 480,180 - - - - Capital Project Expense - - (480,180) - - - ROANOKE ROAD RECON/DRAIN SOUTH - 480,180 (480,180) - - - Bond Revenue - Issue $3.1M - 281,960 - - - - Capital Project Expense - (281,960) - - - - SAM SCHOOL ROAD RECON & DRAINANGE - - - - - - Cash (Fund Balance)- - - - - - Capital Project Expense (100,000) - - - - - E. DOVE ROAD RECON & DRAINAGE (Vaquero - TB)(100,000) - - - - - Bond Revenue - Issue $3.1M - 30,000 - - - - Capital Project Expense - (30,000) - - - - TRAIL CONNECTION AT 114/SOLANA - - - - - - Bond Revenue - Issue $3.1M - 300,949 - - - - Capital Project Expense - - (300,949) - - - TRAIL - WESTLAKE ACADEMY TO CEMETERY - 300,949 (300,949) - - - Bond Revenue - Issue $3.1M - 290,016 - - - - Capital Project Expense - (290,016) - - - - TRAIL - DOVE/PEARSON/ASPEN - - - - - - Bond Revenue - Issue $3.1M - 983,954 - - - - Capital Project Expense - - (983,954) - - - OTTINGER ROAD RECON & DRAINAGE - 983,954 (983,954) - - - Bond Revenue - Issue $3.1M - 404,125 - - - - Capital Project Expense - (404,125) - - - - PEARSON LANE RECON & DRAINAGE - - - - - - Bond Revenue - Issue $3.1M - 229,500 - - - - WAYFINDING SIGNAGE - (229,500) - - - - WAYFINDING SIGNAGE - - - - - - Cash (Fund Balance)- - - - - - Capital Project Expense (160,000) - - - - - DOVE ROAD/FM1938 SIGNALIZATION (160,000) - - - - - Contribution Revenue 26,390 - - - - - Capital Project Expense - - - - - - SOLANA/SH114 SIGNALIZATION 26,390 - - - - - Contribution Revenue - - - - - - Capital Project Expense (10,000) - - - - - SOLANA/FM1938 SIGNALIZATION (10,000) - - - - - proj 70PROJECT DESCRIPTION CAPITAL PROJECT FUND 410 FIVE YEAR FORECAST proj 34proj 20proj 40proj 41proj 42 proj 52proj 53proj 58proj 60proj 67proj 68proj 69 293 ESTIMATED ADOPTED 1 2 3 4 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23PROJECT DESCRIPTION CAPITAL PROJECT FUND 410 FIVE YEAR FORECAST WAF Grant 175,000 - 135,000 - - - Capital Project Expense (175,000) - (123,595) - - - WA - OUTDOOR LEARNING CENTER - - 11,405 - - - Bond Revenue - Issue $3.1M - 80,000 - - - - Capital Project Expense - (80,000) - - - - FLASHING CROSSWALK LIGHTS - - - - - - Contribution - - - - - - Capital Project Expense (100,000) (50,000) - - - - CEMETARY IMPROVEMENTS (100,000) (50,000) - - - - Bond Revenue - Issue $3.1M - 82,000 - - - - Capital Project Expense - (82,000) - - - - WA - POND REPAIRS - - - - - - Bond Revenue - Issue $3.1M - 90,000 - - - - Capital Project Expense - (90,000) - - - - SOLANA PAVEMENT REPAIRS - - - - - - Bond Revenue - Issue $3.1M - 54,450 - - - - Capital Project Expense - (54,450) - - - - WYCK HILL PAVEMENT RESURFACE - - - - - - Bond Revenue - Issue $3.1M - 80,000 - - - - Capital Project Expense - (80,000) - - - - FM1938 PAVEMENT REPAIRS - - - - - - Cash (Fund Balance)- - - - - - Capital Project Expense - (300,000) - - - - FIBER CONNECTIVITY - (300,000) - - - - Total Revenues & Transfers in 539,390 4,450,134 173,000 38,000 38,000 38,000 Total Expenditures & Transfers Out (649,565) (2,192,051) (1,888,678) - - - NET CHANGE TO FUND BALANCE (110,175) 2,258,083 (1,715,678) 38,000 38,000 38,000 Beginning Fund Balance 1,700,249 1,590,074 3,848,157 2,132,479 2,170,479 2,208,479 Ending Fund Balance 1,590,074 3,848,157 2,132,479 2,170,479 2,208,479 2,246,479 Restricted/Committed/Assigned 1,590,074 3,848,157 2,132,479 2,170,479 2,208,479 2,246,479 Unassigned Ending Balance -$ -$ -$ -$ -$ -$ proj 71proj 80proj 75proj 76proj 77proj 78proj 79proj 80 294 The Westlake Academy Expansion Fund tracks and accumulates resources intended to finance future expansions projects at the Academy. Westlake Academy Expansion Fund Fund 412 295 Westlake Academy Expansion Fund 412 Program Summary Fiscal Year 2018/19 Adopted Estimated Adopted FY 18/19 Adopted Actuals Budget Budget Budget vs FY 16/17 FY 17/18 FY 17/18 FY 18/19 FY 17/18 Estimated General Sales Tax -$ -$ -$ -$ -$ 0% Property Tax - - - - - 0% Charge for Service - - - - - 0% Hotel Occupancy Tax - - - - - 0% Beverage Tax - - - - - 0% Franchise Fees - - - - - 0% Permits & Fees Other - - - - - 0% Permits & Fees Building - - - - - 0% Permits & Fees Utility - - - - - 0% Fines & Forfeitures - - - - - 0% Investment Earnings 6,218 3,600 29,180 29,180 - 0% Contributions - - - - - 0% Misc Income - - - - - 0% Total Revenues 6,218 3,600 29,180 29,180 - 0% Transfers In 1,010,000 750,000 340,000 164,300 (175,700) -52% Other Sources - - - - - 0% Total Other Sources 1,010,000 750,000 340,000 164,300 (175,700) -52% TOTAL REVENUES & OTHER SOURCES 1,016,218$ 753,600$ 369,180$ 193,480$ (175,700)$ -48% Payroll Salaries -$ -$ -$ -$ -$ 0% Payroll Transfers In - - - - - 0% Total Payroll and Related - - - - - 0% Debt - - - - - 0% Economic Development - - - - - 0% Insurance - - - - - 0% Payroll Transfers Out - - - - - 0% Repair & Maintenance - - - - - 0% Rent & Utilities - - - - - 0% Services - - - - - 0% Supplies - - - - - 0% Water Purchases - - - - - 0% Total Operations & Maintenance - - - - - 0% TOTAL OPERATING EXPENDITURES - - - - - 0% Capital Project Funds - - - 85,000 85,000 100% Capital Outlay - - - - - 0% Maintenance & Replacment Funds - - - - - 0% Total Capital and M&R Projects - - - 85,000 85,000 100% Transfers Out - - - - - 0% Other Sources - - - - - 0% Total Other Uses - - - - - 0% TOTAL NON-OPERATING EXPENDITURES - - - 85,000 85,000 100% TOTAL EXPENDITURES & OTHER USES - - - 85,000 85,000 100% Excess Revenues over(under) Expenditures 1,016,218 753,600 369,180 108,480 (260,700) 71% FUND BALANCE, BEGINNING 397,127 1,413,345 1,413,345 1,782,525 369,180 26% FUND BALANCE, ENDING 1,413,345 2,166,945 1,782,525 1,891,005 108,480 6% Restricted/Assigned/Committed Funds 1,413,345 2,166,945 1,782,525 1,891,005 108,480 6% UNASSIGNED FUND BALANCE, ENDING -$ -$ -$ -$ -$ 0% Cash 412 10110 00 000 1,413,345$ 2,166,945$ 1,782,525$ 1,891,005$ 108,480$ 6% TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,413,345$ 2,166,945$ 1,782,525$ 1,891,005$ 108,480$ 6% REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES RESTRICTED/ASSIGNED/COMMITED FUNDS 296 Section 9 Capital Project Funds Westlake Academy Expansion Overview The Westlake Academy Expansion (WAE) 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; approximately18,900 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 that requires the developer to pay the following for each residential lot • $10,000 for lots in the Granada subdivision. • $ 5,000 for lots in the Quail Hollow subdivision. Note these payments are recorded in the Economic Development Fund 210 and are transferred to the Westlake Academy Fund 412. Revenues and Other Sources • Budgeted to be $193,480. This represents a 48% decrease of $175,700 from the prior year estimated revenues of $369,180. o Investment earnings are budgeted to remain flat at $29,180. o Transfers in from the Economic Development fund for developer lot fee payments are budgeted to be $164,300; this reflects a 52% decrease of $175,700. Operating Expenditures • There are no budgeted operating expenditures. Non-Operating Expenditures • Budgeted to be $85,000. This represents a 100% increase from the prior year estimated. o It has been almost six years since the multi-year Westlake Academy Campus Facility Master Plan that was adopted by the Town Council on November 12, 2012 and by the Board of Trustees on November 5, 2012. It is time to re-examine the Plan again, if for no other reason than to make sure it is still meeting the Town’s needs for its school, Westlake Academy. If approved the Staff approach is a “three pronged” approach, with parallel pathways conducted concurrently which ultimately intersect, thus moving us forward in both the short and the long term. Fund Balance • Excess revenues over(under) budget are projected to be $108,480 • Beginning fund balance is projected to be $1,782,525 • The ending fund balance is projected to be $1,891,005 297 This page is intentionally blank 298 299 This page is intentionally blank 300 Section 10 Capital Improvement Plan CIP Overview CAPITAL IMPROVEMENT PLAN OVERVIEW OVERVIEW The Capital Improvement Plan (CIP) presents the Town’s plan for infrastructure development and improvements and is evaluated annually by the Town leadership to determine the financial availability of resources for design, construction, operations, and maintenance. Balancing these priorities, while at the same time being cognizant of the fiscal challenges of our Town, continues to be a priority for our staff team and elected officials. 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 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 our financial capacity 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? CIP is a realistic plan designed to fulfill the strategic goals and objectives necessary to achieve the mission and vision of the community. The 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 • Identifies projects by functionality to ensure a balanced approach to our reinvestment in the community • 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 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. 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 301 Section 10 Capital Improvement Plan CIP Overview CAPITAL ASSETS BY CATEGORY AND TYPE When most people think of the Town’s capital assets, they naturally 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 the Town’s infrastructure such as its streets, water, water towers, and sewer mains, vehicles and other equipment. In preparing this year’s CIP, the staff utilized our annual audit to determine the value of the Town’s assets. FUNDING CONSIDERATIONS In all communities, the cost associated with capital projects far outweighs the available resources necessary to pay for them; in short there is not enough money. This requires prioritization of the projects based upon their perceived impact on the community. Due to the vast number of individual desires it is near impossible to satisfy everyone and requires a collaborative effort to create situations where the benefits are shared equitably with community stakeholders. In addition, dedicated revenues will, in most cases, determine which projects get funded. For example, the Utility Fund may only contribute towards capital projects that improve water and wastewater projects. 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 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: 1. General Obligation (GO) bonds which require voter approval 2. Certificates of Obligation (CO) bonds which do not require voter approval. HOW INFLATION IMPACTS THE CIP Inflation is defined as a rise in the price of all goods and services over time. This implies that the purchasing power, or value, of currency will decline in the future relative to costs. Therefore, more money will be required to fund CIP related expenditures and must be accounted for. This data is important in calculating the Town’s future liability; by utilizing inflation trends to calculate future capital replacement costs, we can determine how ‘waiting’ a year or more impacts the total project cost. Most are aware of the benefits of compounding when it comes to investing. Unfortunately, this same principle works in reverse as inflation causes costs to compound higher over time. FUNDED VS UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENTS 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 or moved out into future years depending on priorities, funding availability, and other considerations. 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. 302 Section 10 Capital Improvement Plan CIP Impact to Operating Budget CIP IMPACT TO THE OPERATING BUDGET The Town of Westlake’s operating budget is directly affected by the Capital Improvement Program (CIP) budget. CIP projects can often increase or decrease costs. CIP investments in technology or significant improvements to existing maintenance intensive assets can reduce operating budget costs. However, new facilities and land acquisitions typically increase operating expenditures. Operating costs are carefully considered in deciding which projects move forward in the CIP budget. It is typically impossible to absorb many large increases in operating costs at once; therefore, projects are programmed to prevent shocks to operating budgets. Several projects are currently included in the Adopted CIP, and could have future impacts on the operating budget. OVERVIEW The Capital Improvement Program (CIP) guides new construction and improvements to the Town’s infrastructure and facilities, ranging from road expansion to repairs on publicly owned buildings, to acquisition of new water sources. The CIP requires a sound operating budget and a solid financial base to allow for debt or cash financing of capital projects. A well prepared operating budget assists in raising or maintaining the bond rating of the Town. A higher bond rating means that the Town pays a lower interest rate for the bonds sold to finance capital projects. The annual budget process takes into account requirements of funding infrastructure, maintenance, and related operational costs. REVENUE SOURCES AND PROJECTIONS Development of the CIP has two phases. 1. The first phase is revenue projections. Like revenue projections for the operating budget, trends are studied, and performance assumptions are generated. From these assumptions, expenditure estimates are developed. Since the CIP involves long term planning, revenue projections must be made further into the future than those required for the operating budget. Components of revenue funding for the CIP are: o Sales tax revenue o Interest earnings on the fund balance and current revenues contribute to CIP o Transfers from other funds, such as the General Fund are considered in revenue estimating. o Other parts of CIP financing are budgeted as debt service in proprietary funds. 2. The second phase is existing debt service obligations. Existing debt is considered when estimating the additional amount of debt that can be assumed under the Town’s policy. After the new debt for proposed projects is calculated and all revenue sources are identified, projects are prioritized and funds are allocated for long range planning. The revenues and debt service expenditures are managed through the two Debt Service Funds of the Town. PROJECT REVIEW The second phase of developing the CIP involves the project requests. Through a series of meetings, project plans are developed, studied and ranked according to criteria set forth by the Town Council. Projects proposed for the CIP are reviewed, evaluated, and recommended under the following guidelines: 303 Section 10 Capital Improvement Plan CIP Impact to Operating Budget 1. General revenue-supported debt: Maintain a Capital Improvement Program within the debt limitations established by state law, and within a maximum local mill levy debt service established by the Town Council. 2. Capital improvement projects must meet the established useful life criteria to be financed: 3. Maintenance of the highway and street system to provide safe and effective vehicular access and efficient urban traffic flow emphasizing the following: • Include features in new projects which will reduce future maintenance requirements • Provide good streets and roadways to serve Town facilities 4. Emphasize projects without regard to the percentage of the total CIP funds available. 5. Develop a balanced capital maintenance program for all types of Town assets. 6. Include beautification and landscape improvements in projects, especially on arterials and highways, facilities, etc. 7. Insure an adequate water supply for existing neighborhoods and for the planned growth and development of the Town. ADOPTION OF THE CIP CIP recommendations are forwarded to the Town Manager and then to the Town Council. The Town Council may shift, add, or delete projects in the proposed CIP. Like the operating budget, the Town Council will adopt the CIP. IMPLEMENTATION After the CIP is adopted by the Town Council, departments use the CIP as a guide for implementing capital improvements. BUDGETING FOR ONGOING OPERATING COSTS OF CIP PROJECTS As a general practice, the CIP is developed and revised in a process that parallels development of the Town’s operating budget. Departments provide estimated ongoing costs associated with CIP projects so all costs can be considered in the evaluation process. When a project is completed, the operating costs are included in the department’s operating budget. Project Type General Life Financing Public buildings 40 years 10 year New road construction 40 years 10 year Major road rehabilitation 15 years 10 year Water, sewer & drainage 40 years 20 year Miscellaneous items Based on asset 10 year Local sales tax projects 10 year 15 year 304 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. Funded Capital Improvement Projects 305 CAPITAL PROJECT FORECAST Formerly Adopted and New Proposed Projects Totals FY 17-18 FY 18-19 FY 19-20 PROJECT Dept Proj thru Estimated Proposed Projected GRAND No.No.FY 16/17 Budget Budget Budget TOTAL X 405 Fire Station Complex 2,737,121$ 7,339,673$ 2,399,630$ -$ 12,476,424$ TOTAL FUND 405 2,737,121 7,339,673 2,399,630 - 12,476,424 X 412 Academy Expansion (Master Plan Update)- - 85,000 - 85,000 TOTAL FUND 412 - - 85,000 - 85,000 16 CP20 FM1938 Town Improvements 3,035,361 50,000 220,000 - 3,305,361 16 CP34 Roanoke Road Reconstruction & Drainage South 2,900 - - 480,180 483,080 16 CP40 Sam School Road Reconstruction & Drainage - - 281,960 - 281,960 FM 1938 & Dove Road Traffic Signal (Cash)277,730 160,000 - - FM 1938 & Dove Road Traffic Signal (Contribution)26,389 - - - 16 CP70 FM 1938 and Solana Traffic Signalization 294,703 10,000 - - 304,703 16 CP75 Flashing Crosswalk - Dove/Pearson & Dove/Ottinger - - 80,000 - 80,000 16 CP78 Solana Pavement Repairs - - 90,000 - 90,000 16 CP79 Wyck Hill Pavement Resurface - - 54,450 - 54,450 16 CP80 FM1938 Pavement Repairs - - 80,000 - 80,000 Sub-Total - Road/Street Improvements 3,637,083 220,000 806,410 480,180 5,143,673 17 CP71 WA Outdoor Learning Space 129,808 175,000 - 123,595 428,403 17 CP77 WA Pond Repairs - - 82,000 - 82,000 Sub-Total - Academic Facilities Improvements 129,808 175,000 82,000 123,595 510,403 19 CP42 Trail Connection at Hwy 114 & Solana Blvd.- - 30,000 - 30,000 19 CP67 Wayfinding Signage - - 229,500 - 229,500 19 CP76 Cemetary Improvements - 100,000 50,000 - 150,000 Sub-Total - Trail/Park/Cemetery Improvements - 100,000 309,500 - 409,500 19 CP52 Trail - Academy to Cemetery - - - 300,949 16 CP58 Ottinger Road Recon/Drainage - - - 983,954 19 CP53 Trail - Dove/Pearson/Aspen - - 290,016 - 16 CP60 Pearson Lane Recon/Drainage - - 404,125 - Sub-Total - Trail and Road Improvements - - 694,141 1,284,903 1,979,044 20 CP81 Firber Connectivity Project - - 300,000 - 300,000 Sub-Total - Information Technology Improvements - - 300,000 - 300,000 TOTAL FUND 410 3,766,891 495,000 2,192,051 1,888,678 8,342,620 6,504,012$ 7,834,673$ # $ 4,676,681 #1,888,678$ #20,904,044$ Totals FY 17-18 FY 18-19 FY 19-20 PROJECT thru Estimated Proposed Projected GRAND FY 16/17 Budget Budget Budget TOTAL Contributions (Formerly adopted)321,092$ 110,000$ 50,000$ -$ 481,092$ Foundation Contribution 129,808 175,000 0 123,595 428,403 TOTAL CONTRIBUTIONS 450,900 285,000 50,000 123,595 909,495 Cash/Fund Balance (Formerly adopted)3,315,991 210,000 605,000 0 4,130,991 TOTAL CASH 3,315,991 210,000 605,000 0 4,130,991 FY 17/18 Fire Station - 20 yr Bonds 2,737,121 7,339,673 2,399,630 0 12,476,424 FY 18/19 Street/Trail - 20 yr Bonds 0 0 1,622,051 1,765,083 3,387,134 TOTAL BONDS 2,737,121 7,339,673 4,021,681 1,765,083 15,863,558 6,504,012$ 7,834,673$ $ 4,676,681 1,888,678$ 20,904,044$ 16 FUND 405 - MUNICIPAL FACILITIES FUND 412 - ACADEMY FACILITIES FUND 410 - CAPITAL PROJECTS Funding Summary Project Description GRAND TOTAL ALL PROJECTS TOTAL GOVERNMENTAL PROJECTS 1,284,903 694,141 464,119 CP68 306 Project Description: Fund 405 Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering 28,190 545,742 4,100 - - - - 578,032 Construction Expense - 6,248,000 1,739,281 - - - - 7,987,281 Land Purchase 1,750,000 - - - - - - 1,750,000 Design Fees 663,576 76,950 61,474 - - - - 802,000 Furniture & Fixtures - 200,000 75,000 - - - - 275,000 Security - 167,000 150,500 - - - - 317,500 Contingency - 75,000 107,700 - - - - 182,700 Misc/Land/Foundation - 4,250 258,075 - - - - 262,325 Appraisal Fees 10,885 2,115 - - - - - 13,000 Misc Legal 12,853 3,147 - - - - - 16,000 Boyle & Lowry 18,310 16,690 - - - - - 35,000 Advertising 776 224 2,500 - - - - 3,500 Bond Issuance Tax Note 2017 29,232 - - - - - - 29,232 Bond Issuance 2016 CO 222,454 - - - - - - 222,454 Printing 845 555 1,000 - - - - 2,400 PROJECT EXPENDITURES 2,737,121 7,339,673 2,399,630 - - - - 12,476,424  Fund 405 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - 319,764 - - - - 319,764 Misc Contribution 2016 CO 246,750 - - - - - - 246,750 Texas Tax Note 1,530,000 - - - - - - 1,530,000 Bond Proceeds 9,180,000 - - - - - - 9,180,000 Contributions - Private 1,200,000 - - - - - - 1,200,000 PROJECT EXPENDITURES 12,156,750 - 319,764 - - - - 12,476,514  Land Contribution (in kind) 1,750,000 - - - - - - 1,750,000 FUNDING TOTAL 13,906,750 - 319,764 - - - - 14,226,514 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Services - - - 3,900 5,150 5,305 5,464 - Insurance - - - 3,700 4,893 5,040 5,191 - Repair & Maintenance - - - 38,000 50,000 51,500 53,045 - Rent & Utilities - - - 48,500 64,580 66,517 68,513 - Debt Service CO 2017 - - - 509,725 508,500 507,125 510,525 - Debt Service Tax Note 2017 - - - 234,118 233,254 233,326 233,326 - OPERATING IMPACT - - - 837,943 866,377 868,813 876,064 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - FUNDED CAPITAL IMPROVEMENT Iconic Fire-EMS Station PROJECT EXPENSE PROJECT FUNDING IMPACT ON OPERATING BUDGET This project will provide an inconic Fire-EMS Station, which includes 4 bays, sleeping areas for staff members, kitchen/food preparation, storage, multi-purpose space to serve as a community/staff training, EOC room and offices for administration. The station is estimated to be approximately 18K square feet of usable space and would also include the Town's Emergency Operations Center (EOC) with a back-up generator for sustainability. It does not include any apparatus or a fire training facility. The project includes the acquisition of land by private donation, - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 307 Project Description: Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering 80,923 - - - - - - 80,923 Consultant Fees - - 85,000 - - - - 85,000 Design Fees 550,885 - - - - - - 550,885 Misc. Legal 7,861 - - - - - - 7,861 Irrigation R&M 4,987 - - - - - - 4,987 Landscape - WA Expansion 20,264 - - - - - - 20,264 Utility Relocations (W/S/E)55,286 - - - - - - 55,286 Advertising 2,496 - - - - - - 2,496 Audio Visual 349,992 - - - - - - 349,992 Printing 116 - - - - - - 116 Courier Service 1,578 - - - - - - 1,578 Security Expense 11,000 - - - - - - 11,000 Misc. Expense 4,087 - - - - - - 4,087 Construction Expense 9,135,117 - - - - - - 9,135,117 Water Service 3,641 - - - - - - 3,641 Furniture & Fixtures 463,795 - - - - - - 463,795 Bond Issuance Costs - 2013 CO 123,316 - - - - - - 123,316 Transfer Out to GF 36,398 - - - - - - 36,398 Portable Buildings 359,617 - - - - - - 359,617 EXPENDITURES TOTAL 11,211,358 - 85,000 - - - - 11,296,358 410-10110-20-000-000081 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Contributions 1,080,473 - - - - - - 1,080,473 Interest Earned 12,800 29,180 29,180 27,400 27,400 27,400 27,400 180,760 Interest Earned Bonds 11,192 - - - - - - 11,192 Misc Revenue 233,500 - - - - - - 233,500 Transfer in from GF 720,726 - - - - - - 720,726 Transfer in from ED 1,420,000 340,000 164,300 145,700 127,100 127,100 127,100 2,451,300 Transfer in from CP 200,000 - - - - - - 200,000 Other Sources 366,774 - - - - - - 366,774 Bond Proceeds - 2013 CO 8,294,800 - - - - - - 8,294,800 Bond Premiums - 2013 CO 284,437 - - - - - - 284,437 FUNDING TOTAL 12,624,703 369,180 193,480 173,100 154,500 154,500 154,500 13,823,963 FUNDED CAPITAL IMPROVEMENT Westlake Academy Master Plan Update PROJECT EXPENSE PROJECT FUNDING - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - WA campus facility master planning was discussed at a joint Town Council/Board of Trustees workshop on February 5, 2018. Much discussion between Staff and the Council/Board ensued, with a consensus that further discussion on this topic was needed. The discussion on February 5th with the Council/Board focused on the need and desire to re-address capital improvement planning for Westlake Academy. Presently we have a multi-year Westlake Academy (WA) Campus Facility Master Plan that was adopted by the Town Council on November 12, 2012 and by the Board of Trustees on November 5, 2012. Much time and effort as well as financial resources were invested in this Plan. Since it has been almost six years since it was approved and adopted, it is time to re-examine the Plan again, if for no other reason than to make sure it is still meeting the Town’s needs for its school, Westlake Academy. If approved the Staff approach is a “three pronged” approach, with parallel pathways conducted concurrently which ultimately intersect, thus moving us forward in both the short and the long term. 308 Project Description: 410-74400-16-000-000020 Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - - - - - - Construction - - - - - - - - Design - - - - - - - - Contingency - - - - - - - - Other 3,035,361 50,000 220,000 - - - - 3,305,361 EXPENDITURES TOTAL 3,035,361 50,000 220,000 - - - - 3,305,361 410-10110-16-000-000020 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) 3,035,361 50,000 220,000 - - - - 3,305,361 Contributions/Grants - - - - - - - - Bonds FY 18/19 CO - - - - - - - - Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL 3,035,361 50,000 220,000 - - - - 3,305,361 vision link 16,234,290 539,390 4,450,134 173,000 38,000 38,000 38,000 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Debt Service - - - - - - - - OPERATING IMPACT - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - FUNDED CAPITAL IMPROVEMENT PROJECT #20 FM1938 Town Improvements PROJECT EXPENSE - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING This work will include repair and replacement of irrigation, wheelchair ramps, sidewalk and plants that are dead or in need of repair through the FM 1938 corridor. Funding for this work is from project savings from the 2012 FM 1938 TxDOT road construction landscape project and the subsequent 2013 streetscape project. 309 Project Description: 410-73000-16-000-000034 Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering 2,900 - - - - - - 2,900 Construction - - - 480,180 - - - 480,180 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL 2,900 - - 480,180 - - - 483,080 410-33501-16-000-000034 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) 2,900 - - - - - 2,900 Contributions/Grants - - - - - - - - Bonds FY 18/19 CO - - 480,180 - - - - 480,180 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL 2,900 - 480,180 - - - - 483,080 vision link 16,234,290 539,390 4,450,134 173,000 38,000 38,000 38,000 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - 5,088 - Rent & Utilities - - - - - - - - Debt Service - - - - 33,613 33,613 33,613 - OPERATING IMPACT - - - - 33,613 33,613 38,701 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - FUNDED CAPITAL IMPROVEMENT PROJECT #34 Roanoke Road Reconstruction and Drainage South (Highway 170 south to Town limits) PROJECT EXPENSE PROJECT FUNDING IMPACT ON OPERATING BUDGET The project will provide stabilization of road subgrade and 6" of asphalt to approximately 4,000 LF of Roanoke Road and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Project improvements will be from Highway 170 south to the Town limits. Anticipate crack sealing during the 2nd year after completion. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 310 Project Description: 410-73000-16-000-000040 Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - 49,308 - - - - 49,308 Construction - - 232,652 - - - - 232,652 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - 281,960 - - - - 281,960 410-33501-16-000-000040 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds FY 18/19 CO - - 281,960 - - - - 281,960 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - 281,960 - - - - 281,960 vision link 16,234,290 539,390 4,450,134 173,000 38,000 38,000 38,000 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - 5,000 5,150 - Rent & Utilities - - - - - - - - Debt Service - - - 19,737 19,737 19,737 19,737 - OPERATING IMPACT - - - 19,737 19,737 24,737 24,887 - PROJECT FUNDING IMPACT ON OPERATING BUDGET - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - FUNDED CAPITAL IMPROVEMENT PROJECT #40 Sam School Road Reconstruction and Drainage (Solana to Town limits) PROJECT EXPENSE 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. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 311 Project Description: 410-73000-16-000-000068 Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - - - - Construction 304,119 160,000 - - - - - 464,119 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL 304,119 160,000 - - - - - 464,119 410-10110-16-000-000034 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) 277,730 160,000 - - - - - 437,730 Contributions (Fidelity) 26,389 - - - - - - 26,389 Bonds - - - - - - - - Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL 304,119 160,000 - - - - - 464,119 vision link 173,000 38,000 38,000 38,000 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Debt Service - - - - - - - - OPERATING IMPACT - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT PROJECT #68 FM 1938 and Dove Road Signalization 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, the intersection would decrease traffic congestion and increase 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. Project was completed during FY17/18. PROJECT EXPENSE PROJECT FUNDING - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 312 Project Description: 410-74400-16-000-000070 Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - - - - - - Construction 294,703 10,000 - - - - - 304,703 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL 294,703 10,000 - - - - - 304,703 410-33700-16-000-000070 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) 35,163 10,000 - - - - - 45,163 Contributions/Grants 259,540 - - - - - - 259,540 Bonds FY 18/19 CO - - - - - - - - Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL 294,703 10,000 - - - - - 304,703 vision link 16,234,290 539,390 4,450,134 173,000 38,000 38,000 38,000 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - 200 200 200 200 - Debt Service - - - - - - - - OPERATING IMPACT - - - 200 200 200 200 - IMPACT ON OPERATING BUDGET - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - FUNDED CAPITAL IMPROVEMENT PROJECT #70 FM 1938 and Solana Blvd Traffic Signalization This project will provide for the signalization of the FM 1938 and Solana Blvd intersection consistent with the enhancements at SH 114. The installation of the proposed traffic signals is in connection with the Granada and Entrada developments that would decrease traffic congestion and frustration. Staff is also currently working with TxDot for a proposed signal at the FM 1938/Dove Road intersection. Project was completed during FY17/18. PROJECT EXPENSE PROJECT FUNDING 313 410-73000-16-000-000075 Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - - - - - - Construction - - 55,000 - - - - 80,000 Design - - 25,000 - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - 80,000 - - - - 80,000 410-33501-16-000-000075 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds FY 18/19 CO - - 80,000 - - - - 80,000 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - 80,000 - - - - 80,000 vision link 16,234,290 539,390 4,450,134 173,000 38,000 38,000 38,000 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - 2,000 2,060 2,122 - Rent & Utilities - - - - - - - - Debt Service - - - - 4,800 4,800 4,800 - OPERATING IMPACT - - - - 6,800 6,860 6,922 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - The town trail system currently starts and/or stops at the Westlake Academy campus. The use of the trail has increased over the past two years due to the growth of the community and the Academy. Flashing light at the crosswalk would give vehicles a warning that pedestrians are crossing at Dove Rd & Ottinger or Dove Rd &Pearson. This project includes flashing signs and lights being installed in the pavement. Includes three flashing lights and striping of the crosswalk at Dove and Pearson. Lights would be actived by pedestrians walking on the trail that would need to cross over Dove to go north on Pearson. FUNDED CAPITAL IMPROVEMENT PROJECT #75 Flashing Crosswalk Lights (Dove @ Pearson & Ottinger) PROJECT EXPENSE - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING Ottinger Road 314 Project Description: 410-73000-16-000-000078 Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - 90,000 - - - - 90,000 Construction - - - - - - - - Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - 90,000 - - - - 90,000 410-33501-16-000-000078 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds FY 18/19 CO - - 90,000 - - - - 90,000 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - 90,000 - - - - 90,000 vision link 16,234,290 539,390 4,450,134 173,000 38,000 38,000 38,000 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Debt Service - - - - 6,300 6,300 6,300 - OPERATING IMPACT - - - - 6,300 6,300 6,300 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT PROJECT #78 Solana Pavement Repair This project will provide repairs to several sections of concrete pavement failures on Solana Boulevard. The repairs will consist of removal/replacement of concrete and failed subgrade and traffic control. PROJECT EXPENSE PROJECT FUNDING - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 315 Project Description: 410-73000-16-000-000079 Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - - - - - - Construction - - 54,450 - - - - 54,450 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - 54,450 - - - - 54,450 410-33501-16-000-000079 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds FY 18/19 CO - - 54,450 - - - - 54,450 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - 54,450 - - - - 54,450 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Debt Service - - - - 3,812 3,812 3,812 - OPERATING IMPACT - - - - 3,812 3,812 3,812 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT PROJECT #79 Wyck Hill Pavement Resurface This project will provide for the removal and replacement of 1" to 2" of the existing 6" asphalt on Wyck Hill Lane. The existing subgrade is in excellent condition and does not require re-stabilization. PROJECT EXPENSE PROJECT FUNDING - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 316 Project Description: 410-73000-16-000-000080 Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - - - - - - Construction - - 80,000 - - - - 80,000 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - 80,000 - - - - 80,000 410-33501-16-000-000080 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds FY 18/19 CO - - 80,000 - - - - 80,000 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - 80,000 - - - - 80,000 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Debt Service - - - - 5,600 5,600 5,600 - OPERATING IMPACT - - - - 5,600 5,600 5,600 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT PROJECT #80 FM1938 Pavement Repair This project will provide repairs to several sections of stamped/stained concrete pavement failures on FM 1938. The repairs will consist of removal/replacement of concrete and failed subgrade and traffic control PROJECT EXPENSE PROJECT FUNDING - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 317 Project Description: 410-74400-17-000-000071 Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - - - - - - Construction 129,808 175,000 - 123,595 - - - 428,403 Design - - - - - - - - FF&E - - - - - - - - Contingency - - - - - - - EXPENDITURE TOTAL 129,808 175,000 - 123,595 - - - 428,403 410-33700-17-000-000071 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Transfer in from General Fund - - - - - - - - Transfer in from Utility Fund - - - - - - - - Contribution WAF 102,260 175,000 - 123,595 - - - 400,855 FUNDING TOTAL 102,260 175,000 - 123,595 - - - 400,855 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Services - - - - 1,000 1,000 1,000 - Insurance - - - - - - - - Repair & Maintenance - - - 2,000 2,060 2,122 2,185 - Rent & Utilities - - - - - - - - Debt Service - - - - - - - - Other - - - - - - - - OPERATING IMPACT - - - 2,000 3,060 3,122 3,185 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT PROJECT #71 Westlake Academy - Outdoor Learning Space PROJECT EXPENSE PROJECT FUNDING The outdoor classroom greatly facilitates teachers’ flexibility in their lessons to incorporate more hands-on science experiences. Establishing an area for on-going investigations has provided the students an authentic opportunity to connect their learning to the natural environment. Activities may include plant and animal investigations (including insects & small invertebrates), water chemistry projects using both our own pond as well as additional water sources housed within the facility, earth science, as well as understanding weather and weather patterns. The space is located along the north drive and around the pond. Phase I was completed in May 2017 which includes the vegetable garden and planter boxes located north of the Gym. Phase II was completed in May 2018 which includes the Math & Science Plaza; includes two concrete pads, one for the phase of the moon, sundial, compass, simple machine rack and ruler, sidewalks and retaining walls. Phase III in FY19/20 has not been selected at the is time. There are 5 other stations in the outdoor learning stations master plan which include, water station, courtyard garden, art courtyard, nature trail and music station. At this time the school or WA Foundation has not made any commitment on funding any of this stations. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 318 Project Description: 410-74400-17-000-000071 Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - 12,000 - - - 12,000 Construction - - 229,500 - - - - 229,500 Design - - - - - - - - FF&E - - - - - - - - Contingency - - - - - - - - EXPENDITURES TOTAL - - 82,000 - - - - 82,000 410-33700-17-000-000071 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Transfer in from General Fund - - - - - - - - Transfer in from Utility Fund - - - - - - - - Bonds 2018/19 CO Bonds - - 229,500 - - - - 229,500 FUNDING TOTAL - - 82,000 - - - - 82,000 Totals Thru Estimated Proposed OPERATING IMPACT FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - 2,060 2,122 2,185 - Rent & Utilities - - - - - - - - Debt Service - - - - 5,740 5,740 5,740 - Other - - - - - - - - OPERATING IMPACT - - - - 7,800 7,862 7,925 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT PROJECT #77 Westlake Academy Pond Repairs PROJECT EXPENSE - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - The irrigation pond at the Westlake Academy is leaking on the east side with water running onto the property east of the campus. In March of 2017 a clay dam was installed which has slowed the water flow. This project will remove the silt from the pond and install a clay liner. 319 Project Description: 410-74400-19-000-000042 Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - Construction - - 30,000 - - - - 30,000 Design - Contingency - Other Admin cost - EXPENDITURES TOTAL - - 30,000 - - - - 30,000 410-33501-19-000-000042 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Bonds FY 18/19 CO - - 30,000 - - - - 30,000 Transfer in from Utility Fund - - - - - - - - Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - 30,000 - - - - 30,000 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Utilities - - - - - - - - Debt Service - - - 2,100 2,100 2,100 2,100 - OPERATING IMPACT - - - 2,100 2,100 2,100 2,100 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT PROJECT #42 Trail Connection at Hwy 114 and Solana Blvd. PROJECT EXPENSE PROJECT FUNDING This project will extend an existing 8 ft. concrete trail an estimated 1,000 feet from the west side of Hwy 114 to the east side of Hwy 114. This project will start at the same time the signal project for the intersection of Solana Blvd and Hwy 114 begins. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 320 Project Description: 410-74400-19-000-000067 Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - - - - - - Construction - - 229,500 - - - - 229,500 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - 229,500 - - - - 229,500 410-33501-19-000-000067 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash/Transfers - - - - - - - - Contributions/Grants - - - - - - - - Bonds FY 18/19 CO - - 229,500 - - - - 229,500 UnFunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - 229,500 - - - - 229,500 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Debt Service - - - - 16,065 16,065 16,065 - OPERATING IMPACT - - - - 16,065 16,065 16,065 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT PROJECT #67 Wayfinding Signage The "Wayfinding" Sign Project will showcase the town’s major venues, direct visitors through major corridors that lead to various Town’s destinations and trails. The project would include the locations, design and cost estimate to create and install the wayfinding signage. The package would include but not limited to the following, • Development of a Master Plan to provide staff a guideline and template for wayfinding • Implementation. • Recognizable wayfinding system that is easily adaptable for future development • Create a signage system that blends into Westlake • Material selections • Define trail access points PROJECT EXPENSE PROJECT FUNDING - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 321 Project Description: 410-73000-19-000-000076 Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - 10,000 - - - - - 10,000 Construction - 90,000 50,000 - - - - 140,000 Design - - - - - - - - Contingency - - - - - - - - Other Admin cost - - - - - - - - EXPENDITURES TOTAL - 100,000 50,000 - - - - 150,000 410-33700-19-000-000076 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash/Transfers - - - - - - - - Contributions/Grants 150,000 - - - - - - 150,000 Bonds FY 18/19 CO - - - - - - - - UnFunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL 150,000 - - - - - - 150,000 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - 2,000 2,060 2,122 - Utilities - - - - - - - - Debt Service - - - - - - - - OPERATING IMPACT - - - - 2,000 2,060 2,122 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT PROJECT #76 Cemetery Improvements PROJECT EXPENSE PROJECT FUNDING This project would include a new water well, storage tanks, irrigation system, fence on the southeast corner and underground power for the water well. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 322 Project Description: 410-74400-19-000-000052 Totals Thru Estimated Proposed Project 410-73000-16-000-000058 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Trail- Engineering/Design - - - - - - - Trail - Construction - - - 300,949 - - - 300,949 Trail - Design - - - - - - - Road/Bridge - Engineering - - - - - - - Road/Bridge - Construction - - - 983,954 - - - 983,954 EXPENDITURES TOTAL - - - 1,284,903 - - - 1,284,903 410-33501-19-000-000052 Totals Thru Estimated Proposed Project 410-33501-16-000-000058 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Bonds FY 18/19 CO - - 300,949 - - - - 300,949 Bonds FY 18/19 CO - - 983,954 - - - - 983,954 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - 1,284,903 - - - - 1,284,903 vision link #NAME?#NAME?#NAME?#NAME?#NAME?#NAME?#NAME? Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Trail - Services - - - - - - - - Insurance - - - - - - - - Trail - Repair & Maintenance - - - - - - - - Trail - Rent & Utilities - - - - - - - - Debt Service - - - - 89,943 89,943 89,943 - OPERATING IMPACT - - - - 89,943 89,943 89,943 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - FUNDED CAPITAL IMPROVEMENT PROJECT #52/58 PROJECT EXPENSE PROJECT FUNDING IMPACT ON OPERATING BUDGET 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). Ottinger Road Reconstruction/Drainage & Trail (North of Westlake Academy) - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - Project 52 Trail $ 300,949 Project 58 R&D $ 983,954 323 Project Description: 410-74400-19-000-000053 Totals Thru Estimated Proposed Project 410-73000-16-000-000060 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Trail - Engineering - - - - - - - - Trail - Construction - - 290,016 - - - - 290,016 Trail - Contingency - - - - - - - - Road - Engineering - - - - - - - - Road - Construction - - 404,125 - - - - 404,125 EXPENDITURES TOTAL - - 694,141 - - - - 694,141 410-33501-19-000-000053 Totals Thru Estimated Proposed Project 410-33501-16-000-000060 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Bonds FY 18/19 CO - - 290,016 - - - - 290,016 Bonds FY 18/19 CO - - 404,125 - - - - 404,125 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - 694,141 - - - - 694,141 vision link #NAME?#NAME?#NAME?#NAME?#NAME?#NAME?#NAME? Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Trail - Services - - - - - - - - Insurance - - - - - - - - Trail - Repair & Maint - - - - - - - - Trail - Rent & Utilities - - - - - - - - Debt Service - - - - 48,591 48,591 48,591 - OPERATING IMPACT - - - - 48,591 48,591 48,591 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - FUNDED CAPITAL IMPROVEMENT PROJECT #53/60 PROJECT EXPENSE Pearson Lane Reconstruction & Drainage & Trail Dove Road / Pearson Road / Aspen Lane PROJECT FUNDING IMPACT ON OPERATING BUDGET This project will provide trail 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. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - Project 53 Trail $290,016 Project 60 R&D $404,125 Grand Total $694,141 324 Project Description: 410-74400-20-000-000081 Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - Construction - Design - Contingency - Other Cost 300,000 300,000 EXPENDITURES TOTAL - - 300,000 - - - - 300,000 410-10110-20-000-000081 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - 300,000 - - - - 300,000 Bonds FY 18/19 CO - - - - - - - - Transfer in from Utility Fund - - - - - - - - Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - 300,000 - - - - 300,000 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Utilities - - - - - - - - Debt Service - - - - - - - - OPERATING IMPACT - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT PROJECT #81 Fiber Connectivity between Buildings (Municipal/Academy) PROJECT EXPENSE PROJECT FUNDING - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - Improve Technology, Facilities and Equipment: Reduce critical infrastructure downtime - With the addition of the EOC at the new Fire/EMS station and a complete fiber duct between all of our locations, we have the opportunity to install our own fiber between all of the locations to provide faster connectivity than we can afford through vendors. With this rollout we would start with 10Gbps connectivity between all of our locations (approximately 100X faster than our current connections), with the ability to increase to 40Gbps and 100Gbps in the future. Using our own fiber will allow us flexibility in internet connectivity - options to combine the internet connection at each location into a single faster connection, or reduce or remove internet connectivity costs at one or more locations and route all internet traffic through a single location. Since we have moved to a virtual server architecture, having our own fast fiber connectivity between locations will allow us to move virtual servers to any location when necessary (disaster recovery, scheduled hardware down time for updates, upgrades, repairs, etc.) We will be able to have our data available at any of the locations without any reduction in speed or productivity. 325 This page is intentionally blank 326 This section includes a listing of projects over a five-year period that Town staff has identified but cannot be addressed given funding limitations. Unfunded Capital Improvement Projects 327 CAPITAL IMPROVEMENT PROJECTS FORECAST Unfunded / Under Discussion Totals FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 PROJECT Dept Thru Estimated Proposed Projected Projected Projected Projected GRAND No.FY 16-17 Budget Budget Budget Budget Budget Budget TOTAL 16 SH114 and Schwab Way Traffic Signal Upgrade $ - $ - $ - $ 257,500 $ - $ - $ - 257,500$ 16 Hwy 170 and 377 Traffic Signal Upgrade - - - 265,000 - - - 265,000 16 Dove Road & Randol Mill Traffic Circle - - - - 674,238 892,427 - 1,566,665 16 Hwy 170 and Roanoke Traffic Signal Upgrade - - - 15,000 257,500 - - 272,500 16 Glenwyck Farms Telecommunications Ductbank - - - 806,400 - - - 806,400 16 SH 114/170 Enhancements 239,433 - - - - 830,592 - 1,070,025 Sub-Total - Road/Street Improvements 239,433 - - 1,343,900 931,738 1,723,019 - 4,238,090 19 Hwy 377 Landscape Improvements (Phase I and II) - - - 411,100 436,000 - - 847,100 19 Trail - Fidelity Campus to WL Parkway at Hwy 114 - - - 330,338 - - - 330,338 19 Westlake Academy Pedestrian Underpass - - - - - 741,600 - 741,600 19 Cemetery Improvements - - - - 73,609 77,904 - 151,513 19 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$ -$ -$ 2,085,338$ 10,064,770$ 2,726,229$ -$ 15,115,770$ PROJECTS FOR FUTURE YEARS (TBD) Municipal Town Hall - - - - - - - - WA Land Expansion - - - - - - - - WA Labs - - - - - - - - WA Phase II Construction - - - - - - - - WA Phase III Construction - - - - - - - - TOTAL TO BE DECIDED -$ -$ -$ -$ -$ -$ -$ -$ Project Description 328 Project Description: Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - 15,000 - - - 15,000 Construction - - 242,500 - - - 242,500 Design - - - - - - - - Painting - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - 257,500 - - - 257,500 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - 257,500 - - - 257,500 Other - - - - - - - - FUNDING TOTAL - - - 257,500 - - - 257,500 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - 200 206 212 219 - Debt Service - - - - - - - - OPERATING IMPACT - - - 200 206 212 219 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT SH114 and Schwab Way Traffic Signal Upgrade This project will upgrade the current signal poles at the SH 170/Roanoke Road intersection with poles and internally illuminated street name signs consistent with the enhanced signals on FM 1938. The current configuration of Roanoke Road will change once the main lanes of SH 170 are constructed, resulting in the reduction of the traffic signalization for northbound and southbound traffic PROJECT EXPENSE PROJECT FUNDING - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 329 Project Description: Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - 15,000 - - - 15,000 Construction - - 250,000 - - 250,000 Design - - - - - - - - Painting - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - 265,000 - - - 265,000 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - 265,000 - - 265,000 Other - - - - - - - - FUNDING TOTAL - - - 265,000 - - - 265,000 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - 200 206 212 - Debt Service - - - - - 16,200 16,200 - OPERATING IMPACT - - - - 200 16,406 16,412 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Hwy 170 and 377 Traffic Signal Upgrade PROJECT EXPENSE PROJECT FUNDING - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - This project will upgrade the current signalization of the SH 170 and US 377 intersection with poles and internally illuminated street name signs consistent with the enhanced signals on FM 1938. 330 Project Description: Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - - - 106,090 106,090 Construction - - - - - 786,337 786,337 Design - - - - 36,050 - 36,050 Contingency - - - - - - - - Other - - - - 638,188 - 638,188 EXPENDITURES TOTAL - - - - 674,238 892,427 - 1,566,665 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - - 674,238 892,427 - 1,566,665 Other - - - - - - - - FUNDING TOTAL - - - - 674,238 892,427 1,566,665 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - 2,971 3,060 - Rent & Utilities - - - - - 5,941 6,119 - Debt Service - - - - - - 94,200 - OPERATING IMPACT - - - - - 8,912 103,379 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Dove Road & Randol Mill Traffic Circle Reconstruction and reconfiguration of Dove Road and Randol Mill from a 3-way stop intersection to a traffic circle to improve traffic safety. Pavement construction will be consistent with 2011 Graham Pavement Evaluation Study. PROJECT EXPENSE - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 331 Project Description: Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - 15,000 - - 15,000 Construction - - - 257,500 - 257,500 Design - - - - - - - - Painting - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - 15,000 257,500 - - 272,500 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - 257,500 - - 257,500 Other - - - - - - - - FUNDING TOTAL - - - 257,500 - - - 257,500 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - 200 206 212 - Debt Service - - - - - - 16,350 - OPERATING IMPACT - - - - 200 206 16,562 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Hwy 170 and Roanoke Road Traffic Signal Upgrade PROJECT EXPENSE PROJECT FUNDING - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - This project will upgrade the current signalization of the SH 170/Roanoke Road intersection with poles and internally illuminated street name signs consistent with the enhanced signals on FM 1938. The current configuration of Roanoke Road will change once the main lanes of SH 170 are constructed, resulting in the reduction of the traffic signalization for northbound and southbound traffic. 332 Project Description: Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - 806,400 - - 806,400 Construction - - - - - - - - Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - 806,400 - - - 806,400 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - 806,400 - - - 806,400 Other - - - - - - - - FUNDING TOTAL - - - 806,400 - - - 806,400 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Debt Service - - - - - - - - OPERATING IMPACT - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Glenwyck Farms Telcommunications Ductbank 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. PROJECT EXPENSE PROJECT FUNDING - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 333 Project Description: Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - - - - - - Construction - - - - - 830,592 830,592 Design - - - - - - - - Painting 239,433 - - - - - - 239,433 Other - - - - - - - - EXPENDITURES TOTAL 239,433 - - - - - 830,592 1,070,025 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants 149,622 - - - - - 149,622 Bonds 2011 CO $2.095M 89,811 - - - - - - 89,811 Bonds - - - - - - - - Unfunded - - - - - - 830,592 830,592 FUNDING TOTAL 239,433 - - - - - 830,592 1,070,025 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Debt Service - - - - - - - - OPERATING IMPACT - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT SH114/170 Enhancements PROJECT EXPENSE 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 and paintintg 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. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 334 Project Description: Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - 30,000 - - - 30,000 Construction Phase II - - - 381,100 - - - 381,100 Construction Phase II - - - - 436,000 - - 436,000 Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - 411,100 436,000 - - 847,100 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - 411,100 436,000 - - 847,100 Other - - - - - - - - FUNDING TOTAL - - - 411,100 436,000 - - 847,100 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - 5,150 5,305 - Rent & Utilities - - - - - 10,300 10,609 - Debt Service - - - - - - - - OPERATING IMPACT - - - - - 15,450 15,914 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Hwy 377 Landscape Improvements The project will include streetscape enhancements (hardscape, landscape) along US Hwy 377 starting at Westport Parkway stretching north for 3/4 mile. The enhancements will only be located in the median and consist of native and naturalized plantings, trees, plant bed preparations, drip irrigation, and concrete edging/mowstrip. Since the project will be within state ROW, the Town will submit this project to TxDOT for potential grant funding opportunities similar to the FM 1938 median landscape project. PROJECT EXPENSE - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 335 Project Description: Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - 70,000 - - 70,000 Construction - - 115,000 - - 115,000 Design - - 145,338 - 145,338 Contingency - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - 330,338 - - - 330,338 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - 330,338 - - - 330,338 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - - 330,338 - - - 330,338 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Debt Service - - - - - - - - OPERATING IMPACT - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Trail - Fidelity Campus to Westlake Parkway at Hwy 114 PROJECT EXPENSE This project will provide connectivity from Hwy 114 to Capital Parkway along the east side of Westlake Parkway. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 336 Project Description: Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - - - 61,800 - 61,800 Construction - - - - - 618,000 - 618,000 Design - - - - - - - - Contingency - - - - - 61,800 - 61,800 Other - - - - - - - - EXPENDITURES TOTAL - - - - - 741,600 - 741,600 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - - - 741,600 - 741,600 Other - - - - - - - - FUNDING TOTAL - - - - - - 741,600 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - - - - - Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - - - - - - - Debt Service - - - - - - - - OPERATING IMPACT - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Westlake Academy - Pedestrian Underpass PROJECT FUNDING IMPACT ON OPERATING BUDGET PROJECT EXPENSE 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. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 337 Project Description: Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - - - - - - Construction - - - - 73,609 77,904 - 151,513 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - - 73,609 77,904 - 151,513 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - - 73,609 77,904 - 151,513 Other - - - - - - - - FUNDING TOTAL - - - - 73,609 77,904 - 151,513 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - - - - - - Services - - - - 5,614 5,782 5,955 - Insurance - - - - - - - - Repair & Maintenance - - - - 16,841 17,346 17,866 - Rent & Utilities - - - - - - - - Debt Service - - - - - - 9,000 - OPERATING IMPACT - - - - 22,455 23,128 32,821 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Cemetery Improvements PROJECT EXPENSE PROJECT FUNDING IMPACT ON OPERATING BUDGET These improvements will consist of section markers, roadways and landscaping. The project also anticipates a future trail head with rest facilities that will accomodate the future cemetery/academy trail. Based on current funding sources, this project will be dependent upon the future sale of plots and 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. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 338 Project Description: Totals Thru Estimated Proposed Project EXPENDITURE TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Engineering - - - - 655,805 67,473 - 723,278 Construction - - - - 3,476,610 - 3,476,610 Design - - - - 65,508 67,473 - 132,981 Contingency - - - - 58,300 48,760 - 107,060 Land Purchase (390K for 10 Acres) - - - - 4,367,200 - 4,367,200 EXPENDITURES TOTAL - - - - 8,623,423 183,706 - 8,807,129 Totals Thru Estimated Proposed Project FUNDING TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - - 8,623,423 183,706 - 8,807,129 Other - - - - - - - - FUNDING TOTAL - - - - 8,623,423 183,706 - 8,807,129 Totals Thru Estimated Proposed IMPACT TYPE FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 Supplies - - - 2,975 3,065 - Services - - - 17,851 18,387 - Insurance - - - - - - Repair & Maintenance - - - 2,975 3,065 - Rent & Utilities - - - 9,521 9,807 - Debt Service - - - - - - 528,600 - OPERATING IMPACT - - - - - 33,323 562,923 - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT 15-30 Acre Community Park PROJECT EXPENSE 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. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 339 This page is intentionally blank 340 341 This page is intentionally blank 342 The overall intent of the 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. Fiscal & Budgetary Policies 343 Section 11 Municipal 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. 344 Section 11 Municipal 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 I. Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and forecast the Town’s financial performance and economic condition. J. Financial Consultants: With available resources, seek out and employ the assistance of qualified financial advisors and consultants in the management and administration of the Town’s financial functions. K. Accounting, Auditing, and Financial Reporting: Comply with prevailing Federal, State and local statues and regulations. Conform to generally accepted accounting principles as promulgated by the Government Accounting Standards Board (GASB), the American Institute of Certified Public Accountants (AICPA), and the Government Finance Officers Association (GFOA). L. Capital Improvement Plan/Budget and Program: Multi-year planning, forecasting, preparation, and control of the Town’s capital improvement plan/budget. M. Capital Maintenance and Replacement: Annually review and monitor the state of the Town’s capital equipment and infrastructure, setting priorities for its replacement and renovation based on needs, finding alternatives, and availability of resources. N. Internal Controls: To establish and maintain an internal control structure designed to provide reasonable assurances that the Town’s assets are safeguarded and that the possibilities for material errors in the Town’s financial records are minimized. 345 Section 11 Municipal 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. B. Revenue Estimates for Budgeting: In order to maintain a stable level of services, the Town shall use a conservative, objective, and analytical approach when preparing revenue estimates. The process shall include analysis of probable economic changes and their impacts on revenues, historical collection rates, and trends in revenues. This approach should reduce the likelihood of actual revenues falling short of budget estimates during the year and should avoid mid-year service reductions. C. Balanced Budget: As per State Law, current operating revenues, including Property Tax Reduction Sales Tax transfers (which can be used for operations), will be sufficient to support current operating expenditures. Annually recurring revenue will not be less than annually recurring operating budget expenditures (operating budget minus capital outlay). Debt or bond financing will not be used to finance current expenditures. D. Proposed Budget Process: a proposed budget shall be prepared by the Town Manager with the participation of all of the Town’s department directors. • The proposed budget shall include four basic segments for review and evaluation: (1) personnel costs, (2) base budget for operations and maintenance costs, (3) service level adjustments for increases of existing service levels or additional services, and (4) revenues. • The proposed budget review process shall include Council participation in the review of each of the four segments of the proposed budget and a public hearing to allow for citizen participation in the budget preparation. • The proposed budget process shall allow sufficient time to provide review, as well as address policy and fiscal issues, by the Town Council. • A copy of the proposed budget shall be filed with the Town Secretary when it is submitted to the Town Council as well as placed on the Town’s website. E. Budget Adoption: Upon the determination and presentation of the final iteration of the proposed budget as established by the Council, a public hearing date and time will be set and publicized. The Council will subsequently consider a resolution which, if adopted, such budget becomes the Town’s Approved Annual Budget. The adopted budget will be effective for the fiscal year beginning October 1. The approved budget will be placed on the Town’s web site. 346 Section 11 Municipal Policies Municipal Fiscal & Budgetary Policies F. Budget Award: Each year the Council approved operating budget will be submitted annually to the Government Finance Officers Association (GFOA) for evaluation and consideration for the Award for Distinguished Budget Presentation. G. Budget Amendments: Department Directors are responsible for monitoring their respective department budgets. The Finance Department will monitor all financial operations. The budget team will decide whether to proceed with a budget amendment and, if so, will then present the request to the Town Council. If the Council decides a budget amendment is necessary, the amendment is adopted in resolution format and the necessary budgetary changes are then made. H. Central Control: Modifications within the operating categories (salaries, supplies, maintenance, services, capital, etc.) can be made with the approval of the Town Manager. Modifications to reserve categories and interdepartmental budget totals will be made only by Town Council consent with formal briefing and Council action. I. Planning: The budget process will be coordinated so as to identify major policy issues for Town Council by integrating it into the Council’s overall strategic planning process for the Town. Each department shall have a multi-year business plan that integrates with the Town’s overall strategic plan. 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? 347 Section 11 Municipal 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. B. Other Considerations. The following considerations and issues will guide the Town in its revenue policies concerning specific sources of funds: • Cost/Benefit of Incentives for Economic Development - The Town will use due caution in the analysis of any tax or fee incentives that are being considered to encourage economic development. A cost/benefit (fiscal impact) analysis will be performed as a part of the evaluation for each proposed economic development project. • Non-Recurring Revenues - One-time or non-recurring revenues will not be used to finance on-going operational costs. Non-recurring revenues will be used only for one- time expenditures such as long-lived capital needs or one-time major maintenance projects that occur infrequently. Non-recurring revenues will not be used for budget balancing purposes except to cover the one-time expenditures described above. 348 Section 11 Municipal 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, intergovernmental revenues (grants) will not be utilized for on-going operating costs. Any potential grant opportunity will be examined to identify all costs related to matching and continuation of program requirements. Staff will focus on one-time grants to avoid long-term implications. If it is determined that accepting a grant with on-going cost conditions is in the interests of the Town, all the operating and maintenance costs must be included in the financial forecast and their ultimate effect on operations and revenue requirements be known. F. Revenue Monitoring. Revenues as they are received will be regularly compared to budgeted revenues and variances will be investigated. This process will be summarized in the appropriate budget report. 349 Section 11 Municipal Policies Municipal Fiscal & Budgetary Policies G. Special Revenue/Educational Funds. Where feasible and practical, General and Administrative Charges (G&A) for special revenue and educational funds of the Town of Westlake will be determined on an annual basis and transfers will be made where sufficient revenue exists to cover the associated expenditures. V. EXPENDITURE CONTROL A. Appropriations – The point of budgetary control is at the department level in the General Fund and at the fund level in all other funds. When budget adjustments among Departments and/or funds are necessary, they must be approved by the Town Council. B. Current Funding Basis - The Town shall operate on a current funding basis. Expenditures shall be budgeted and controlled so as not to exceed current revenues plus the planned use of fund balance accumulated through prior year savings. (The use of fund balance shall be guided by the Fund Balance/Retained Earnings Policy Statements.) C. Avoidance of Operating Deficits - The Town shall take immediate corrective actions if at any time during the fiscal year expenditure and revenue re-estimates are such that an operating deficit (i.e., projected expenditures in excess of projected revenues) is projected at year-end. Corrective actions can include a hiring freeze, expenditure reductions, fee increases, or use of fund balance within the Fund. D. Balance/Retained Earnings Policy - Expenditure deferrals into the following fiscal year, short-term loans, or use of one-time revenue sources shall be avoided to balance the budget. E. Maintenance of Capital Assets - Within the resources available each fiscal year, the Town shall maintain capital assets and infrastructure at a sufficient level to protect the Town's investment, to minimize future replacement and maintenance costs, and to continue service levels. F. Periodic Program Reviews - The Town Manager shall undertake periodic staff and third- party reviews of Town programs for both efficiency and effectiveness. Privatization and contracting with other governmental agencies will be evaluated as alternative approaches to service delivery. Programs which are determined to be inefficient and/or ineffective shall be reduced in scope or eliminated. G. Salary - The Town shall strive to maintain competitive salary levels for municipal employees. A salary survey will be conducted through a sampling of surrounding and comparable municipal organizations to create a comparison. The Town will strive to maintain salary levels within three percent (3%) of the median of surveyed benchmark municipalities. 350 Section 11 Municipal Policies Municipal Fiscal & Budgetary Policies H. Purchasing - The Town shall make every effort to maximize any discounts offered by creditors/vendors. Staff shall also use competitive bidding in accordance to State law, as well as intergovernmental partnerships and purchasing cooperatives to attain the best possible price on goods and services. I. Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the prompt payment requirements of State law. VI. FUND BALANCE/RETAINED EARNINGS A. General Fund Undesignated Fund Balance - The Town shall strive to maintain the General Fund undesignated fund balance at, or in excess of, 90 days of operation. B. Retained Earnings of Other Operating Funds - In the Utility Fund, the Town shall strive to maintain positive retained earnings positions to provide sufficient reserves for emergencies and revenue shortfalls. C. Use of Fund Balance – 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. 351 Section 11 Municipal Policies Municipal Fiscal & Budgetary Policies 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 • use of reserves • use of either current on-going general revenues or one-time revenues • contributions from developers and others • leases • user fees • 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. 352 Section 11 Municipal Policies Municipal Fiscal & Budgetary Policies F. Debt Structure - The Town shall structure its debt payment schedules for general purpose debt to ensure level principal repayment schedules. The Town shall not assume any debt with "balloon' repayment schedules which consist of low annual payments and one large payment of the balance due at the end of the term. While balloon payment structures minimize the size of debt payments during the period, they force a large funding requirement on the budget of the final year. Given the uncertainties of the future, level payment schedules improve budget planning and financial management. G. Sale Process - The Town shall use a competitive bidding process in the sale of debt unless the nature of the issue warrants a negotiated bid. The Town shall award bonds based on a true interest cost (TIC) basis as long as the financial advisor agrees that the TIC basis can satisfactorily determine the lowest and best bid. H. Bond Rating Agencies Presentations - Full disclosure of operations and open lines of communication shall be made to the bond rating agencies. Town staff, with assistance of financial advisors, shall prepare the necessary materials and presentation to the bond rating agencies. I. Continuing Disclosure - The Town is committed to continuing disclosure of financial and pertinent credit information relevant to the Town's outstanding securities. J. Debt Refunding - Town staff and the financial advisor shall monitor the municipal bond market for opportunities to obtain interest savings by refunding outstanding debt. As a general rule, the present value savings of a particular refunding should exceed 3.5% of the refunded maturities. 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. 353 Section 11 Municipal Policies Municipal Fiscal & Budgetary Policies IX. GRANTS A. Grant Guidelines - The Town shall apply, and facilitate the application by others, for only those grants that are consistent with the objectives and high priority needs previously identified above in these policies. The potential for incurring on-going costs, to include the assumption of support for grant funded positions from local revenues, will be considered prior to applying for a grant. B. Grant Review - All grant submittals shall be reviewed for their cash match requirements, their potential impact on the operating budget, and the extent to which they meet the Town's policy objectives. If there are cash match requirements, the source of funding shall be identified prior to application. Staff will focus on one-time grants to avoid long-term implications related to additional expenditures in future years. C. Grant Program Termination - The Town shall terminate grant funded programs and associated positions when grant funds are no longer available unless alternate funding is identified. X. ECONOMIC DEVELOPMENT A. Positive Business Environment - The Town shall endeavor, through its regulatory and administrative functions, to provide a positive business environment in which local businesses can grow, flourish and create jobs. The Town Council and Town staff will be sensitive to the needs, concerns and issues facing local businesses. B. Commitment to Business Expansion, Diversification, and Job Creation - The Town shall encourage and participate in economic development efforts to expand Westlake's economy to increase local employment. These efforts shall not only focus on newly developing areas but also on other established sections of Westlake where development can generate additional jobs and other economic benefits. 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. 354 Section 11 Municipal Policies Municipal Fiscal & Budgetary Policies XI. FISCAL MONITORING A. Financial Status and Performance Reports - Quarterly reports comparing expenditures and revenues to current budget, projecting expenditures and revenues through the end of the year, noting the status of fund balances to include dollar amounts and percentages, and outlining any remedial actions necessary to maintain the Town's financial position shall be prepared for review by the Town Manager and the Council. B. Compliance with Council Policy Statements - The Fiscal and Budgetary Policies will be reviewed annually by the Council and updated, revised or refined as deemed necessary. Policy statements adopted by the Council are guidelines, and occasionally, exceptions may be appropriate and required. However, exceptions to stated policies will be specifically identified, and the need for the exception will be documented and fully explained. XII. FINANCIAL CONSULTANTS To employ the assistance of qualified financial advisors and consultants as needed in the management and administration of the Town's financial functions. These areas include but are not limited to investments, debt administration, financial accounting systems, program evaluation, and financial impact modeling. Advisors shall be selected on a competitive basis using objective questionnaires and requests for proposals based on the scope of the work to be performed. XIII. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING To comply with prevailing local, state, and federal regulations relative to accounting, auditing, and financial reporting. Accounting practices and financial reporting shall conform to generally accepted accounting principles as promulgated by the Governmental Accounting Standards Board (GASB), the American Institute of Certified Public Accountants, (AICPA), and the Government Finance Officers Association (GFOA). The Board shall select an independent firm of certified public accountants to perform an annual audit of all operations A. Accounting – The Town is solely responsible for the recording and reporting of its financial affairs, both internally and externally. The Town’s Finance Director is responsible for establishing the structure for the Town’s chart of accounts and for assuring that procedures are in place to properly record financial transactions and report the Town’s financial position. B. External Auditing - Town will be audited annually by outside independent accountants (auditors). The auditors must be a CPA firm and must demonstrate significant experience in the field of local government auditing. They must conduct the town’s audit in accordance with generally accepted auditing standards and be knowledgeable in the 355 Section 11 Municipal Policies Municipal Fiscal & Budgetary Policies Government Finance Officers Association Certificate of Achievement program. The auditors’ report on Town’s financial statements will be completed within a timely period of the Town’s fiscal year-end. The auditor will jointly review the management letter with the Town Council, if necessary. In conjunction with this review, the Finance Director shall respond in writing to the Town Council regarding the auditor’s Management Letter, addressing the issued contained therein. The Town will not require auditor rotation, but will circulate request for proposal for audit services on a periodic basis as deemed appropriate. C. External Financial Reporting - Town will prepare and publish a comprehensive annual financial report (CAFR). The CAFR will be prepared in accordance with generally accepted accounting principles and will be presented annually to the Government Finance Officers Association (GFOA) for evaluation and awarding of the Certificate of Achievement for Excellence in Financial Reporting. D. Responsibility of Auditor to Town Council – The auditor is retained by and it accountable directly to the Town Council and will have access to direct communication with the Town Council if the Town Staff is unresponsive to auditor recommendations or if the auditor considers such communication necessary to fulfill its legal and professional responsibilities. E. Internal Financial Reporting - The Finance Department will prepare internal financial reports sufficient for management to plan, monitor, and control Town’s financial affairs. XIV. CAPITAL BUDGET AND PROGRAM A. Preparation - The Town’s capital budget will include all capital projects funds and all capital resources. While the capital budget will be prepared annually on a project basis, it will be based on an on-going, multi-year capital improvement plan (CIP) that shows all funded and unfunded projects as identified by staff for all Town facilities and infrastructure. The multi-year CIP will be reviewed annually, updated by staff and presented to the Council for its review and approval. The annual capital budget will be prepared by the Finance Department with the involvement of responsible departments based on the multi- year CIP. B. Control - All capital project expenditures must be appropriated in the capital budget. The Finance Director must certify the availability of resources before any capital project contract is presented to the Town Council for approval. C. Program Planning - The capital budget will be taken from the capital improvements project plan for future years. The planning time frame for the capital improvements project plan should normally be five years, with a minimum of at least three years. The replacement and maintenance for capital items should also be projected for the next five years. Future maintenance and operational costs will be considered so that these costs can be included as appropriate in the annual budget. 356 Section 11 Municipal Policies Municipal Fiscal & Budgetary Policies D. Financing Programs - Where applicable and with Council approval, impact fees, pro-rata charges, assessments, or other fees should be used to fund capital projects which have a primary benefit to specific, identifiable property owners. Recognizing that long-term debt is usually a more expensive financing method, alternative financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives which equal or exceed the average life of the debt issue. E. Reporting - Periodic financial reports will be prepared to enable the department directors to manage their capital budgets. Summary capital project status reports will be presented to the Town Council quarterly. XV. CAPITAL MAINTENANCE AND REPLACEMENT The Town recognizes that deferred maintenance and not anticipating capital replacement needs increases future capital costs. Annually, available funds will be evaluated during the budget process and a percentage of each operating fund’s budget will be recommended to the Council for transfer. Upon approval by the Council, the recommended amount will be transferred to the appropriate funds (General/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 357 Section 11 Municipal Policies Municipal Fiscal & Budgetary Policies made in accordance with the Investment Policy approved by the Town Council for the Town of Westlake that meets the requirements of the Public Funds Investment Act (PFIA), Section 2256 of the Texas Local Government Code. The Finance Director will issue quarterly reports on investment activity to the Town Council. B. Cash Management - Town’s cash flow will be managed to maximize the cash available to invest. Such cash management will entail the centralization of cash collections, where feasibility, including utility bills, building and related permits and license, fines, fees, and other collection offices as appropriate. Periodic review of cash flow position will be performed to determine performance of cash management and conformance to investment policies. The underlying theme will be that idle cash will be invested with the intent to (1) safeguard assets, (2) maintain liquidity, and (3) maximize return. C. Fixed Assets and Inventory - Such assets will be reasonably safeguarded and properly accounted for and prudently insured. The fixed asset inventory will be updated regularly. D. Capitalization Criteria – For purposes of budgeting and accounting classification, the following criteria must be capitalized: • The asset is owned by the Town of Westlake • The expected useful life of the asset must be longer than one year, or extend the life on an identifiable existing asset by more than one year • The original cost of the asset must be at least $5,000 • The asset must be tangible • On-going repairs and general maintenance are not capitalized • New Purchases – All costs associated with bringing the asset into working order will be capitalized as part of the asset cost. This includes start- up costs, engineering or consultant type fees as part of the asset cost once the decision or commitment to purchase the asset is made. The cost of land acquired should include all related costs associated with its purchase • Improvements and Replacement – Improvement will be capitalized when they extend the original life of an asset or when they make the asset more valuable than it was originally. The replacement of assets components will normally be expenses unless they are a significant nature and meet all the capitalization criteria. E. Computer System/Data Security – The Town shall provide security of its computer/network system and data files through physical and logical security systems that will include, but are not limited to: network user authentications, firewalls, content filtering, spam/virus protection, and redundant data backup. 358 It 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. Investment Policy 359 Section 11 Municipal Policies Municipal Investment Policy I. POLICY STATEMENT It is the policy of the Town of Westlake (the “Town") that the administration of its funds and the investment of those funds shall be handled as its highest public trust. Investments shall be made in a manner which will provide the maximum security of principal invested through limitations and diversification while meeting the daily cash flow needs of the Town and conforming to all applicable state and Town statutes governing the investment of public funds. The receipt of a market rate of return will be secondary to the requirements for safety and liquidity. It is the intent of the Town to be in complete compliance with local law and the Texas Public Funds Investment Act (the "Act", Texas Government Code 2256). The earnings from investments will be used in a manner that best serves the public trust and interests of the Town. II. SCOPE This Investment Policy applies to all the financial assets and funds held of the Town. Any new funds created by the Town will be managed under the provisions of this Policy unless specifically exempted by the Town Council and this Policy. III. OBJECTIVES AND STRATEGY It is the policy of the Town that all funds shall be managed and invested with four primary objectives, listed in order of their priority: safety, liquidity, diversification and yield. These objectives encompass the following. • Safety of Principal - Safety of principal is the foremost objective of the Town. Investments shall be undertaken in a manner that seeks to insure the preservation of capital in the overall portfolio. The suitability of each investment decision will be made based on safety. •• Liquidity - TThhee TToowwnn''ss iinnvveessttmmeenntt ppoorrttffoolliioo wwiillll rreemmaaiinn ssuuffffiicciieennttllyy lliiqquuiidd ttoo eennaabbllee iitt ttoo mmeeeett aallll ooppeerraattiinngg rreeqquuiirreemmeennttss wwhhiicchh mmiigghhtt bbee rreeaassoonnaabbllyy aannttiicciippaatteedd.. IInnvveessttmmeenntt ddeecciissiioonnss wwiillll bbee bbaasseedd oonn ccaasshh ffllooww aannaallyyssiiss ooff aannttiicciippaatteedd eexxppeennddiittuurreess.. • Diversification - Diversification is required in the portfolio's composition. Diversification of the portfolio will include diversification by maturity and market sector and will include the use of a number of broker/dealers or banks for diversification and market coverage. Competitive bidding will be used on each sale or purchase. • Yield - The Town's investment portfolio shall be designed with the objective of attaining a reasonable market yield, considering 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. 360 Section 11 Municipal Policies 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. 361 Section 11 Municipal Policies 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 state: "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 if 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. 362 Section 11 Municipal Policies 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). 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. 363 Section 11 Municipal Policies 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. 364 The purpose of this policy is to set out the philosophy, purpose, and intent of the Town of Westlake’s pay system for municipal employees. Employee Pay Plan Policy 365 Section 11 Municipal Policies Employee Pay Plan Policy I. SCOPE OF PURPOSE The purpose of this policy is to set out the philosophy, purpose, and intent of the Town of Westlake’s pay system for municipal employees. The Town of Westlake’s mission is “to be 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.” The Town of Westlake believes that market-based salary, in combination with employee competence and their overall contribution to the Town’s success, should largely determine their compensation and career advancement opportunities. The philosophy and objectives of this pay policy are as follows: • First, the Town’s pay system should be internally equitable. It must ensure that pay ranges of each position within our organization reflects the value of comparable positions within our organization. To achieve this, we must pay employees fairly compared to their coworkers, and employees must also perceive that they are paid fairly compared to their coworkers. • Second, The Town’s pay system must be externally competitive in the market place, so that the Town of Westlake support or strategic outcome objective to attract, recruit, and retain highly qualified employees who are vital to accomplishing the organization’s vision and mission. • Third, to be motivational to our employees, providing the opportunity for future pay increases based upon individual work performance and development of job-related skills and competencies. II. DEFINITION With these objectives in mind, the Town’s municipal compensation plan is a broad band pay system. A broad band pay system is markedly different than the traditional “step-in- grade” pay system. A broad band pay system is one that structures pay utilizing two primary steps. • First, the responsibilities and qualifications required of each position are analyzed. • Second, using this position analysis, pay for these positions are surveyed against the market to create a broad set of occupation groups that become the pay bands. Each pay band has a minimum, mid-point, and a maximum rate of pay; however, within each band there is flexibility for hiring and provision of performance pay. Utilization of a broad band pay system by an organization is intended to: • Reward employees for positive behaviors that contribute to the effectiveness of the Town’s service delivery to our stakeholders; • Assist the Town in fulfilling its vision and mission by offering increased opportunities 366 Section 11 Municipal Policies Employee Pay Plan Policy for career advancement and recognition of the Town’s municipal employees; • Provide the organization’s leadership greater flexibility with a pay system that can be used to adjust to changes in market conditions, enhance hiring practices, and reward outstanding performance; • Adjust to changes in market conditions as it relates to increases in pay for groups of employees within each band; ensuring the Town’s pay system remains competitive to the comparable market. III. IMPLEMENTATION AND MAINTENANCE OF THE PAY PLAN For its first year of implementation (FY 16-17), most employees were placed within the established pay band for their position at their current rate of pay, with up to a three (3) percent market adjustment of the employee’s base pay rate. To promote internal equity, positions that have surveyed further below market may receive a higher market adjustment, at the discretion of their supervisor. In subsequent years, depending on market survey results and availability of funding, the municipal broad band pay system may have both a market adjustment and performance pay component, as defined below. IV. CLASSIFICATION AND PAY BAND PLACEMENT The following criteria will be used when classifying positions to determine band placement: • Nature or type of work performed • Level of responsibility • Impact of position on the organization • Reporting relationships • Scope of duties • Complexity of work • Supervision received and/or exercised • Knowledge, skills, and abilities (KSAs) required to perform required job duties. Factors that will not be considered in classifying a position: • Incumbent of the position • Performance of the employee or incumbent • Longevity of the employee or incumbent in position • Qualifications of the employee or incumbent that are not required by the position Employee pay progression within a band can occur if there is a market adjustment approved for that band. Progression in a band can also occur if an employee’s job performance, as determined by review of job performance, results in a performance pay increase. Pay progression is defined as movement within a band that increases the employee’s pay on an on-going basis. Other instances that can create employee progression in a pay band include: • Promotion • Significant increase in job skills, job-related education or training or competencies • Position reclassification: These instances can only occur after proper analysis and with criteria established by the Human Resources Department and approved by the Town Manager or their designate. 367 Section 11 Municipal Policies Employee Pay Plan Policy V. PAY PLAN PARAMETERS To successfully practice this pay philosophy using this policy, as well as reach our objectives, the Town will use the following parameters to utilize this pay system: Internal Equity a. To maintain accurate position classifications, the Town of Westlake will conduct a position analysis of 1/3 (one-third) of the organization’s positions each year. This ensures that all positions are reviewed on a rolling three-year basis. b. Upon review of the position analysis by the Director of Human Resources, and with the approval of the Town Manager or their designee, position classifications may be adjusted to a new band. This can occur if a new position classification is created, or if the duties, roles, and responsibilities have substantially evolved, resulting in a position that is greater similarity to another classification band. Performance Pay a. On-going performance pay may be awarded to individuals or teams who, as determined in their performance evaluation, have clearly gone “above and beyond” their traditional roles, job duties, and assignments over the evaluation period. b. Performance pay is awarded through the review process and the established criteria outlined by the HR department c. One-time performance pay may be offered to employees or teams who, based on performance evaluation, have been determined to have gone above and beyond expectations. One-time performance pay is a lump-sum, one-time payment and will not impact the base pay of the employee and will not move their pay within their position’s assigned band. d. All performance pay, whether on-going or one-time adjustments, is dependent upon the availability of financial resources. Market-Based Pay a. The Town of Westlake will conduct an annual market salary study in the spring prior to budget preparation for the upcoming fiscal year. b. Depending on the results of the market study, and if funds are available, all or some of the salary bands will be proposed to the Town Council for adjustment based upon the results of the annual market salary study. Proposed adjustments to any pay band will not be proposed unless the market study indicates bands have increased by 2.5% or more. c. Employee salaries may receive a market adjustment if their current salary has shifted to become less than 97.5% of the market average. d. All new hires will be placed at the minimum rate of their band, unless a hiring manager recommends placement at a higher rate. This must be reviewed first by the Human Resources Department and approved by the Town Manager or their designee. Generally, new hires proposed to be paid higher than band minimum may be brought into the pay system within 3% above or below a band’s midpoint; however, exceptional qualifications and experience of the new hire must be demonstrated by the hiring department to the Human Resources Department and the Town Manager for this to be approved. e. All market adjustments are dependent upon available financial resources. f. The market value for positions within the Town of Westlake will be determined 368 Section 11 Municipal Policies Employee Pay Plan Policy annually through the completion of a survey of comparison communities identified by staff and approved by the Town Council. g. Employees with base compensation within 3% of the market average are considered to be “at market.” h. Positions currently at or above the market will not qualify for any market-based adjustment, and will remain at their current rate of pay. i. If the market rate for a position declines, the salary of position holders will not be negatively impacted, but they will not receive any market-based adjustments. j. Market adjustments will impact the base pay of the employee and may only be applied if the Town of Westlake has adequate financial resources available to fund the adjustments. VI. BROADBAND CLASSIFICATIONS BROA D BAND SUB BAN D SUB GRAD E TITLE DECISION BAND DEFINITION BAND TITLE E 10 5 4 Town Manager Coordinating Policy Making Top Management 9 3 2 1 Asst. Town Manager Policy D 8 5 4 Directors and Fire Chief Coordinating Programming Senior Management 7 3 2 1 Asst. Directors (n/a) Programming C 6 5 4 Communications Manager Coordinating Interpretive Middle Management 5 3 2 1 Fire Marshal Interpretive B 4 5 4 Fire Dept Lieutenants, Finance Supervisor, Court Administrator Coordinating Routine Skilled 3 3 2 1 Accounting Technicians, HR Generalist Routine A 2 5 4 UB Coordinator Coordinating Automatic Semi Skilled 1 3 2 1 Firefighter Paramedics, Town Marshal, Court Clerks, UB Technician Automatic O 0 Laborers Defined Defined Unskilled 369 Section 11 Municipal Policies Employee Pay Plan Policy VII. DEFINITIONS FOR THE BANDS ARE AS FOLLOWS: • "BAND E" POLICY DECISION - These decisions are associated with board level management, and involve guiding the organization as a whole through policy development, setting the overall direction, and tone of the organization. Restrictions to these decisions are often only limited by the laws of the state (Paterson, 1972). • "BAND D" PROGRAMMING DECISION - These decisions are typically made by senior management or department directors and are generally tasked with executing the organization's policy through strategy development. Establishing guidelines by which further decisions are made. A typical senior management decision is made at the organizational or department level. For instance, the decision on how to set up the organization's network infrastructure is usually determined by management, while the decision to upgrade is based on policy (Paterson, 1972). • "BAND C" INTERPRETIVE DECISIONS - Middle management who have constraints placed upon them by them by senior management. These are usually made by business unit managers, such as a budget manager or project research analyst. Once overall strategy is developed by the senior managers, the middle managers decide how to utilize resources in order to meet deadlines. The unit manager should always know why certain staff members have been assigned to a particular job and may have to interpret situations not currently covered by rules or guidelines (Paterson, 1972). • "BAND B” ROUTINE DECISIONS - Skilled supervisors know the "how", the "where", and the "when" to set up equipment, systems, and are aware of the rules that govern these processes. They can decide which process is to be used in order to carry out the interpretive decisions as they have a firm handle on operations. For example, a billing clerk knows how to complete the utility billing process, including the way in which entries have to be made, as they have the book of rules and regulations to refer to as needed (Paterson, 1972). • "BAND A" AUTOMATIC DECISIONS - Each process is a cycle of operations. The process is decided by the supervisor who then sets up the process or the "how" of the task at hand. This is generally accomplished by a semi-skilled individual who completes the task as outlined, within the constraints of the process. This individual can decide where and when to carry out the operations needed for the task (Paterson, 1972). • "BAND O" DEFINED DECISIONS - "Band O" decisions are rarely seen in an organization. These decisions are those involving speed of completion of a task, and are usually left to unskilled, entry level, nonexempt employees (Paterson, 1972). 370 371 This page is intentionally blank 372 Section12 Appendix Ordinance to Adopt Budget 373 Section12 Appendix Ordinance to Adopt Budget 374 Section12 Appendix Ordinance to Adopt Property Tax Rate 375 Section12 Appendix Ordinance to Adopt Property Tax Rate 376 Section12 Appendix Ordinance to Adopt Property Tax Rate 377 Section 12 Appendix Glossary of Terms • Account: A separate financial reporting unit for budgeting, management, or accounting purposes. All budgetary transactions, whether revenue or expenditure, are recorded in accounts. • Activity: A service performed by a department or division. • 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. • 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. • Ad Valorem Tax: A tax based on value (e.g., a property tax) • Allocation: A part of a lump- sum amount, which is designated for expenditure by specific organization units and/or for special purposes, activities, or objects. • Amortization: Payment of principal plus interest over a fixed period. • Appraised Value: Either the market value or value determined by using another method of valuation according to the Property Tax Code Chapter 23. • 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. • Assessed Valuation: A value that is established for real or personal property for use as a basis for levying property taxes. • Audit: An examination, usually by an official or a private accounting firm retained by the Town Council, of organization financial statements and the utilization of resources. • Balance Sheet: The basic financial statement, which discloses the assets, liability, and equities of an entity at a specific date in conformity with General Accepted Accounting Principles. • Balanced Budget: A budget adopted by the Town Council and authorized by resolution where the proposed expenditures are equal to or less than the proposed revenues plus fund balances. • Basis of Accounting: A term used to refer 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. 378 Section 12 Appendix Glossary of Terms • Bond Ordinance: A law approving the sale of bonds that specifies how proceeds may be spent. • Bond Funds: Resources derived from issuance of bonds for financing capital improvements. • Budget: The Town's financial plan for a specific fiscal year that contains an estimate of proposed expenditures and the proposed means of financing them. • Budget Amendment: A revision of the adopted budget that, when approved by the Council, replaces the original provision. • Budget Calendar: Schedule of key dates which the Town follows in the preparation and adoption of the budget. • Budget Document: Instrument used by the budget-making authority to present a comprehensive financial plan of operations to the Town Council. • Budgetary Control: The control or management of the organization in accordance with an approved budget for keeping expenditures within the limitations of available appropriations and revenues. • Capital Expenditures: Any major non-recurring expenditure or expenditure for facilities, including additions or major alterations, construction of highways or utility lines, fixed equipment, landscaping or similar expenditures. • Cash Basis: A basis of accounting under which transactions are recognized when cash changes hand • Certificates of Obligations (CO’s): Similar to general obligation bonds except certificates require no voter approval. • Comprehensive Annual Financial Report (CAFR): This report summarizes financial data for the previous fiscal year in a standardized format. • Contingency: A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. • Contractual Services: The costs related to services performed for the Town by individuals, businesses, or utilities. • Cost: The amount of money or other consideration exchanged for property or services. Cost may be incurred before money is paid; that is, as soon as liability is incurred. • Council: The Mayor and five council members collectively acting as the legislative and policymaking body of the town • Current Assets: Those assets which are available or can be made readily available to finance current operations or to pay current liabilities. Those assets which will be used up or converted into cash within one year. Some examples are cash, temporary investments, and accounts receivable collected within one year. • Current Liabilities: Debt or other legal obligation arising out of transactions in the past which must be liquidated, renewed, or refunded within one year. • Debt Service Fund: A fund used to account for the moneys set aside for the payment of interest and principal to holders of the Town's general obligation and revenue bonds, the sale of which finances long-term capital improvements, such as facilities, streets and drainage, parks and water/wastewater systems. • Deficit: The excess of expenditures over revenues during an accounting period; or, in the case of proprietary funds, the excess of expense over income during an accounting period. • Department: A major administrative division of the Town that indicates overall management responsibility for an operation or a group of related operations within a functional area. • Depreciation: Change in the value of assets (equipment, buildings, etc. with a useful life 379 Section 12 Appendix Glossary of Terms of 5 years or more) due to the use of the asset. • Effective Tax Rate: The rate that would generate the same amount of levy as the prior year’s rate based on the current year’s values. • EMS: Emergency Medical Services • Encumbrances: The commitment of appropriated funds to purchase an item or service. • Enterprise Fund: A fund established to account for operations that are financed and operated in a manner similar to private business enterprises – where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. • Excess Fund Balance: The excess of a fund’s current assets over its current liabilities and required reserve limits. • Exempt: Personnel not eligible to receive overtime pay and who are expected to work whatever hours are necessary to complete their job assignments. • Expenditures: Outflow or non- enterprise funds paid or to be paid for an asset obtained or goods and services obtained. • Expenses: Outflow of enterprise funds paid or to be paid for an asset obtained or goods and services obtained. • Fiscal Policy: The Town’s policies with response to spending and debt management as they relate to government services, programs, and capital investments. • Fiscal Year: A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the result of its operations. The Town of Westlake’s fiscal year begins each October 1st and ends the following September 30th. • Fixed Assets: Assets of a long- term character, which are intended to continue to be held or used, such as land, buildings, improvements other than buildings, machinery, and equipment. • Franchise Fee: A fee levied by the Town Council on businesses that use Town property or right- of-way. This fee is usually charged as a percentage of gross receipts. • Full-Time Equivalent (FTE): The measure of authorized personnel often referred to as worker-years. The full time equivalent of 1 person (1 FTE) approximately represents 2080 hours of work per year. • Fund: A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. • Fund Accounting: A governmental accounting system that is organized and operated on a fund basis. • Fund Balance: The excess of a fund's current assets over its current liabilities, sometimes called working 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 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. 380 Section 12 Appendix Glossary of Terms • GASB: Acronym for Government Accounting Standards Board, an independent, non-profit agency responsible for the promulgation of accounting and financial reporting procedures for governmental entities. • GFOA: Government Finance Officers Association of the United States and Canada • General Fund: The fund used to account for all financial resources except those required to be accounted for in another fund. The General Fund is tax supported. • General Obligation Bonds: Bonds sold and guaranteed by the Town, in which the full faith and credit of the Town is pledged for repayment. • Governmental Funds: The funds through which most governmental functions typically are financed. The acquisition, use, and financial resources and the related current liabilities are accounted for through governmental funds (General, Special Revenue, Capital Projects, and Debt Service Funds). • Goal: Generalized statements of where an organization desires to be at some future time regarding certain operating elements (e.g. financial condition, service levels provided, etc.) • Grant: A contribution by a government or other organization to support a 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, street lights and sidewalks. • Inter-fund transfer: The transfer of money from one fund to another. • Investments: Securities and real estate held to produce 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 examines the locations of the fire stations in the community. • L.F. (Linear feet): Length in feet. • Levy: To impose taxes, special assessments, or service charges for the support of Town activities. Also, the amount of tax for an individual property or the sum of all individual amounts of tax. • Liabilities: Probably future sacrifices of economic benefits, arising from present obligations of an entity to transfer assets or to provide services to other entities in the future because of past transactions or events; what you owe. • 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 per the items that will be purchased. • MGD: Million gallons per day. • Maintenance and Operations (M&O): Taxes that are generated by the taxing unit for general expenses. • Major Funds: Funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinary items) are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds. • Maintenance: The upkeep of physical properties in condition for use or occupancy. Examples are the inspection of 381 Section 12 Appendix Glossary of Terms 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 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-major Funds: Funds whose revenues, expenditures/expenses, assets, or liabilities (excluding extraordinary items) are at least 10 percent of corresponding totals for all governmental and enterprise funds. • Non-exempt: Personnel eligible to receive overtime pay when overtime work has been authorized or requested by the supervisor. • Object Code: The standard classification of the expenditures such as office supplies or rental of equipment. • Objectives: Specific, measurable targets set in relation to goals. • Operating Budget: Plan for current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending, and service delivery activities of the Town are controlled. The use of annual operating budgets is required by State law. • Operating Expenditure: Expenditure on an existing item of property or equipment that is not a capital expenditure. • Ordinance: An authoritative command or order. This term is used for laws adopted by a municipality. • Performance Measures: Specific quantitative measures of work performed within an activity or program. They may also measure results obtained through an activity or program. • Personal Property: Items that can be owned but are not real property – divided into two types: tangible and intangible. • Personnel Services: Expenditures for salaries, wages and related fringe benefits of Town employees. • Prompt Payment Act: Adopted in July 1985 by the State, the Act requires the Town to pay for goods and services within 30 days of receipt of invoice or the goods or services, whichever comes later. If this is not satisfied, the Town may be charged interest on the unpaid balance at the rate of 1% per month. • Property Tax: Taxes levied on both real and personal property according to the property’s valuation and the tax rate. • Property Tax Reduction Sales Tax (PTR): ½ cent sales tax approved by the Town of Westlake voters in May 2006. Texas law allowed the Town to collect the new ½ cent sales tax that does not share the restrictive spending limitations on revenues designated to the 4A Economic Development Fund ½ cent sales tax. 4A sales tax was dissolved and replaced with this sales tax. • Proposed Budget: The financial plan initially developed by departments and presented by the Town Manger to the Town Council for approval. • Proprietary Funds: Operation that operates like a private operation, in which services are financed through user charges and expenditures include the full cost of operations. • Public Hearing: An open meeting regarding proposed operating or capital budget allocations, which provide citizens with an opportunity to 382 Section 12 Appendix Glossary of Terms voice their views on the merits of the proposals. • PVC: Acronym for polyvinyl chloride, a plastic compound used for water and sewer pipes. • Reserve: An account used to indicate that a portion of fund resources is restricted for a specific purpose, or is not available for appropriation and subsequent spending. • Resolution: A formal statement of opinion or determination adopted by an assembly or another formal group. • Resources: Total dollars available for appropriations, including estimated revenues, fund transfers, and beginning fund balances. • Retained Earnings: The excess of total assets over total liabilities for an enterprise fund. Retained earnings include both short-term and long-term assets and liabilities for an enterprise fund. • Revenues: Funds that the government receives as income. It includes such items a tax payment, fees from specific services, receipts from other governments, fines for forfeitures, grants, shared revenues and interest income. • ROW: Acronym for right-of-way. • Sales Tax: A general “sales tax” is levied on persons and businesses selling merchandise or services in the town limits on a retail basis. The categories for taxation are defined by state law. Monies collected under authorization of this tax are for the use and benefit of the town. • SCADA: Acronym that stands for Supervisory Control and Data Acquisition. SCADA refers to a system that collects data from various sensors at a remote location and then sends this data to a central computer which then manages and controls the data. • Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. • Supplies: A cost category for minor items (individually priced at less than $5,000) required by departments to conduct their operations. • TMRS: Acronym for the Texas Municipal Retirement System, a pension plan for employees of member cities within the State of Texas. • TRA: Trinity River Authority – A separate governmental entity responsible for providing water and wastewater services in the Trinity River basin. The Town contracts with TRA for treatment of wastewater. • TXDOT: Texas Department of Transportation • Transfer-In: Funds expended in one fund and received in other. • User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service. • Working Capital: Budgeted working capital is calculated as a fund’s current assets less current liabilities and outstanding encumbrances. Working capital does not include long-term assets or liabilities. For budgetary purposes, working capital, rather than retained earnings, is generally used to reflect the available resources of enterprise funds. 383 Section 12 Appendix Acronyms Listing TERM STANDS FOR TERM STANDS FOR 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 Report MC Municipal Court 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 Principles TMRS Texas Municipal Retirement System GASB Government Accounting Standards Board TRA Trinity River Authority GF General Fund TXDOT Texas Department of Transportation GFOA Government Finance Officers Association UMR Utility Maintenance and Replacement Fund GL General Ledger VMR Vehicle Maintenance and Replacement Fund GMR General Maintenance and Replacement Fund WA Westlake Academy GO'S General Obligation Bonds XFR Transfer 384 This page is intentionally blank 385   Royal Blue and Burgundy Our proud home in the great state of Texas Character, honor and strength Our commitment to the environment The symbol of internationalism 386