Loading...
Ord 714 Revising the Budget for Fiscal Year 12-13 and Adopting the Budget for Fiscal Year 13-14CIAVATJ► Ell AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS, REVISING THE BUDGET FOR THE 2012-2013 FISCAL YEAR; ADOPTING THE BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2013 AND ENDING SEPTEMBER 30, 2014 INCLUDING INVESTMENT POLICY, 1 BUDGETARY !RESTRICTED, COMMITTED AND ASSIGNED FUND BALANCES; PROVIDING AUTHORIZATION TO THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS TO 111 DATE.PROVIDING THAT THE BUDGET TO BE KEPT IN CITY SECRETARY'S OFFICE; PROVIDING FOR A SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE 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 16, 2013; 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, i' BE IT ORDAINED BY THE TOWNt, OF ! 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 SEC'T'ION 2: That the Town Council hereby adopts the revised budget for the fiscal year beginning October 1, 2012 and ending September 30, 2013 as shown in Exhibit "A." SEC'T'ION 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, 2013 and ending September 30, 2014. SECTION 4: That the Town Council hereby gives the Town Manager authorization to approve any appropriated funds up to the amount of $25,000. Ordinance 714 Page 1 of 2 SECTION 5: That a copy of the official adopted 2013-2014 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. ATTEST: , U' Kell Edwar, Town Secretary �* a 4 x � L" -'i Z' &,--/ � Laura L. Wheat, Mayor Thomas E. Brymer, To Manager Ordinance 714 Page 2 of 2 THE TOWN OF 0 IN 1 FISCAL YEAR 2013-2014 ^� U" MOVING FORWARD �r %OGETHER... .r r9 Groujing Co munitv... i " C7rowing Sc c ,al.. . The Town of Westlake * 3 Village Circle #202 * Westlake, Texas 76262 * www.westiake-tx.org This page is intentionally blank TOWN OF WESTLAKE FISCAL YEAR 2013-2014 ANNUAL BUDGET This budget will raise less revenue from property taxes than last year's budget by an amount of ($12,099), which is a .89% decrease from last year's budget. The property tax revenue to be raised from new property added to the tax roll this year is $30,656. TOWN COUNCIL RECORD VOTE The members of the governing body voted on the proposal to consider the budget as follows: FOR: Mayor Mayor Pro -tem Council Member Council Member Council Member AGAINST: None Laura Wheat Carol Langdon Clifton Cox Rick Rennhack Wayne Stoltenberg PRESENT but abstained from Voting: None ABSENT: Council Member Michael Barrett PROPERTY TAX RATE COMPARISON Adopted Adopted Tax Rate FY13/14 FY 12/13 _ Property Tax Rate $0.15684/100 $0.15684/100 Effective Tax Rate $0.160701100 $0.19326/100 Effective Maintenance & Operations Tax Rate: $0.14836/100 $0.14197/100 Rollback Tax Rate: $0.18802/100 $0.20960/100 Debt Rate: $0.01796/100 $0.01487/100 MUNICIPAL DEBT OBLIGATIONS The total amount of outstanding municipal debt obligations (including principal and interest) secured by property taxes is $153,791. This page is intentionally blank TABLE OF CONTENTS 1. FORWARD The Town of Westlake • Vision Values Mission • Council Members and Administrative Officials Annual Operating Budget • Boards and Commissions • GFOA Distinguished Budget Presentation Award Fiscal Year 2013-2014 • Community Profile 2. INTRODUCTION • Transmittal Letter • Budget Overview and Framework • Strategic Plan • Financial Analysis and Summaries • Personnel and Organization V 3. GENERAL FUND • Program Summary • Fund Overview/ r 4. SPECIAL REVENUE FUNDS o' • 4B Economic Development�� • Economic Development • Lone Star Public Facilities • Visitors Association Fund 5. DEBT SERVICE FUND • Program Summary • Fund Overview • Long Term Debt Summary G. ENTERPRISE FUND • Cemetery Fund • Utility Fund 7. INTERNAL SERVICE FUNDS • Utility Major Maintenance • General Major Maintenance ; 8. WESTLAKE ACADEMY FUND • Program Summary • Fund Overview • Executive Summary 9. CAPITAL PROJECT FUNDS • Capital Project Fund • Westlake Academy Expansion 10. CAPITAL IMPROVEMENTS • Capital Improvement Plan Summary • Approved Capital Projects • Unfunded (Under Discussion) Capital Projects 1 1 . FIVE YEAR FORECAST • Forecast Narrative • Financial Forecast 12.APPENDIX • Glossary of Terms • Fiscal and Budgetary Policies • Investment Policy Town of Westlake 3 Village Circle #202, Westlake, Tx 76262 H Tel: (817) 430-0941 Fax: (817) 430-1812 www.westiake-tx.org Table of Contents 1. FOREWARD 01 Vision Statement and Vision Points 02 Community Values and Mission Statement 03 Council Member and Administrative Officials 04 Boards and Commissions 05 GFOA Distinguished Budget Presentation Award 08 Community Profile Z. INTRODUCTION Transmittal Letter 21 Introduction 22 Investments and Achievements 23 Budget Theme, Trends and Overview 27 "Drilling Down" into the FY2013-2014 Budget 28 Ad Valorem Tax Analysis 29 Proposed Budget in a Five year Context 30 Closing Thoughts 31 2013 Citizen Survey Results regarding Town Services 32 2013 Citizen Survey Results regarding Satisfaction Budget Overview and Framework 35 Introduction 36 Basis of Accounting/Budgeting 37 Budget Fund Structure 38 Fund Types 41 The Budget Process 41 Budget Amendment Process 42 Short Term Initiatives for the Upcoming Year 42 Effect of Planning Processes on the Operating Budget 44 FY 13/14 Budget Calendar Strategic Plan 47 Strategic Plan Overview 48 Strategic Issues -Focused Governance System (SIGS) 55 Strategic Issues 60 Programs of Service Financial Analysis and Summaries - All Funds 64 Three Year Analysis Comparison 65 Three Year Analysis Comparison by Fund Type 67 Current Year Analysis 69 Fund Balance Comparison 70 Revenue and Other Financing Sources 71 Expenditures and Other Financing Uses 72 Property Tax Analysis Personnel and Organization 75 Organizational Chart 76 Position Summary 77 Personnel Summary Overview 77 Employee Allocations 80 Compensation Plan iv Table of Contents 3. GENERAL FUND 82 Program Summary 83 Fund Overview 88 Dept 10 - General Services 91 Dept 11 - Town Manager 98 Dept 12 - Planning and Zoning 103 Dept 13 - Town Secretary 110 Dept 14 - Emergency Service 116 Dept 15 - Municipal Court 122 Dept 16 - Public Works 126 Dept 17 - Facilities Maintenance 132 Dept 18 - Finance 138 Dept 19 - Parks and Recreation 144 Dept 20 - Information Technology 150 Dept 21 - Human Resources and Administrative Services 156 Dept 22 - Communications and Community Affairs 162 Dept 23 - Police Services 4. SPECIAL REVENUE FUNDS 4B Economic Development Fund 200 167 Program Summary 168 Fund Overview �+ Economic Development Fund 210 171 Program Summary 172 Fund Overview 173 Tax Reimbursement Schedule - Fidelity Phase 1 Lone Star Public Facilities 418 175 Program Summary 176 Fund Overview Visitors Association Fund 220 179 Program Summary 180 Fund Overview 181 Program Budget S. DEBT SERVICE FUND 183 Program Summary 184 Fund Overview 186 Long Term Debt Summary V Table of Contents 6. ENTERPRISE FUND ft,, Cemetery Fund 255 189 Program Summary 190 Fund Overview Y� Utility Fund 500 193 Program Summary 194 Fund Overview 197 Program Budget 198 Debt Payable Schedule - Keller Overhead Storage 199 Project 30 - TRA Assumption of N 1 Sewer Line 200 Project 36 - Ground Storage Tank 7. INTERNAL SERVICE FUNDS Utility Maintenance & Replacement Fund 510 203 Program Summary 204 Fund Overview 205 Five Year Projection General Maintenance & Replacement Fund 600 207 Program Summary 208 Fund Overview 209 Five Year Projection H. WESTLAKE ACADEMY FUND 199 211 Program Summary 212 Fund Overview 213 Executive Summary 9. CAPITAL PROJECT FUND Capital Project Fund 410 237 Program Summary 238 Fund Overview 239 Five Year Projection 240 Trail Connection at 1 14/Solana 241 Westlake Academy West Parking Improvements 242 Outdoor Warning System 243 FM 1938 Streetscape/Wayfinding 244 SH 170 & Whyl 14 Streetscape Westlake Academy Expansion Fund 412 247 Program Summary 248 Fund Overview 249 Five Year Projection 251 Westlake Academy Expansion Project kv Table of Contents 10. CAPITAL IMPROVEMENTS 254 Capital Improvement Summary 255 Approved Capital Projects - 5 Year Projection 256 Unfunded Capital Projects - 5 Year Projection 1 1 . FIVE YEAR FORECAST 12. APPENDIX 259 Five Year Financial Forecast Narrative 262 Five Year Financial Forecast - All Municipal Funds 269 Glossary of Terms 275 Fiscal and Budgetary Policies - Town of Westlake 288 Investment Policy Vii This page is intentionally blank viii THE TOWN OF 0 IN 1 FISCAL YEAR 2013-2014 ^� U" MOVING FORWARD �r %OGETHER... .r r9 Groujing Co munitv... i " C7rowing Sc c ,al.. . The Town of Westlake * 3 Village Circle #202 * Westlake, Texas 76262 * www.westiake-tx.org VISION STATEMENT WESTLAKE IS AN OASIS OF TRANQUILITY AND NATURAL BEAUTY AMIDST AN EVER EXPANDING URBAN LANDSCAPE. VISION POINTS 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. '✓° WE ARE LEADERS A PREMIERE PLACE TO LIVE, LEADERSHIP IN PUBLIC EDUCATION, CORPORATE AND GOVERNMENTAL PARTNERSHIPS, AND HIGH DEVELOPMENT STANDARDS. '0- WE ARE A CARING COMMUNITY INFORMED RESIDENTS, SMALL TOWN CHARM AND VALUES, HISTORICAL PRESERVATION. %t-;- EXEMPLARY GOVERNANCE TOWN OFFICIALS, BOTH ELECTED AND APPOINTED, EXHIBIT RESPECT, STEWARDSHIP, VISION, AND TRANSPARENCY. SERVICE EXCELLENCE PUBLIC SERVICE THAT IS RESPONSIVE AND PROFESSIONAL, WHILE BALANCING EFFICIENCY, EFFECTIVENESS AND FINANCIAL STEWARDSHIP. COMMUNITY VALUES INNOVATION EDUCATIONAL LEADERS FAMILY FRIENDLY AND WELCOMING ENGAGED CITIZENS Itp- PRESERVATION OF OUR NATURAL BEAUTY STRONG AESTHETIC STANDARDS TRANSPARENT GOVERNMENT 9 - FISCAL RESPONSIBILITY MISSION STATEMENT "ON BEHALF OF THE CITIZENS, THE MISSION OF THE TOWN OF WESTLAKE IS TO BE A ONE -OF -A -KIND COMMUNITY THAT BLENDS OUR RURAL ATMOSPHERE WITH OUR VIBRANT CULTURE AND METROPOLITAN LOCATION." 2 TOWN OF WESTLAKE COUNCIL MEMBERS MAYOR MAYOR PRO -TEM COUNCIL MEMBER COUNCIL MEMBER COUNCIL MEMBER COUNCIL MEMBER Laura Wheat Carol Langdon Michael Barrett Clifton Cox Rick Rennhack Wayne Stoltenberg (wheat@westlake-tx.org clangdon@westlake-tx.org m ba rrett@westlake-tx.org ccox@westlake-tx.org rrennhack@westlake-tx.org wstoltenberg@westlake-tx.org TOWN OF WESTLAKE ADMINISTRATIVE OFFICIALS J TOWN MANAGER Tom Brymer tbrymer@westlake-tx.org 817-490-5720 ASSISTANT TOWN MANAGER Amanda DeGan adegan@westlake-tx.org 817-490-5720 TOWN SECRETARY Kelly Edwards kedwards@westlake-tx.org 817-490-5710 DIRECTOR OF FINANCE Debbie Piper dpiper@westlake-tx.org 817-490-5712 DIRECTOR OF COMMUNICATIONS AND COMMUNITY AFFAIRS Ginger Awtry gawtry@westlake-tx.org 817-490-5710 DIRECTOR OF HUMAN RESOURCES AND ADMINISTRATIVE SERVICES Todd Wood twood@westlake-tx.org 817-490-5711 DIRECTOR OF PARKS & RECREATION AND FACILITIES MAINTENANCE Troy Meyer tmeyer@westlake-tx.org 817-490-5735 DIRECTOR OF PLANNING AND DEVELOPMENT Eddie Edwards eedwards@westlake-tx.org 817-490-5726 DIRECTOR OF PUBLIC WORKS Jarrod Greenwood jgreenwood@westlake-tx.org 817-490-5720 FIRE CHIEF Richard Whitten rwhitten@westlake-tx.org 817-337-4722 DIRECTOR OF INFORMATION TECHNOLOGY Jason Power jpower@westlakeacademy.org 817-490-5750 3 TOWN OF WESTLAKE BOARDS Et COMMISSIONS �,- WESTLAKE HISTORICAL PRESERVATION SOCIETY STEPHEN THORNTON, KRISTI LAYTON, MEGAN BRADY, JIM BUDARF, KAREN STOLTENBERG, BERT SCHULTZ � WESTLAKE ACADEMY FOUNDATION KEN GORDEN, LEAH RENNHACK, KELLY COX, BILL GREENWOOD, ZAN JONES, SEAN SHOPE, REBECCA NEIDRICH, JEFF WATSON, KAREN STOLTENBERG, CHARLOTTE RYAN, KEVIN HANSEN, APRIL GALLAGHER, ANDY SEDINO � PLANNING & ZONING COMMISSION BILL GREENWOOD, WALTER COPELAND, ALLEN HEATH, SHARON SANDEN, TIM BRITTAN v- TEXAS STUDENT HOUSING AUTHORITY JIM CARTER, GEORGE LEDAK, SCOTT BRADLEY, GREGG MALONE v- PUBLIC ARTS COMMITTEE BRYAN BIDDLE, GAIL JAMES, AMELIA JOHNSON, KELLY COX, TRISH BIDDLE, REBECCA NEIDICH, ,,- 4B ECONOMIC DEVELOPMENT BOARD LAURA WHEAT, RICK RENNHACK, MICHAEL BARRETT, CAROL LANGDON, DAVID BROWN, GREGG MALONE v- ARBOR DAY ADVISORY COMMITTEE TROY MEYER 4 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, 2012. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 5 DISTINGUISHED BUDGET PRESENTATION AWARD The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the Town of Westlake for its annual budget for the fiscal year beginning October 1, 2012. The Town has received this award for six consecutive years (fiscal years 2007-2012). In order to receive this award, the Town must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. THE BUDGET AS A POLICY DOCUMENT This criterion involves including a Town -wide statement of budget policies, goals and objectives for the year, and an explanation of the budgeting process to the reader, describing the short-term and operational policies that guide the development of the budget. The criterion also relates to the longer - term Town -wide policies that are expected to continue in effect for a number of years. The budget award criterion also requires the inclusion of a budget message and/or transmittal letter by the Town Manager. THE BUDGET AS A FINANCIAL PLAN This criterion involves including an explanation of the financial structure and operations of the Town, and the Town's major revenue sources and fund structure. The budget should contain an all -inclusive financial plan for all funds and resources of the Town, including projections of financial condition at the end of the fiscal year, projections of current year financial activity, and provide a basis for historical comparisons. The budget should also present a consolidated picture of all operations and financing activities in a condensed format and an explanation of the budgetary accounting basis, whether prepared on a generally accepted accounting principles (GAAP) basis, cash basis, modified accrual basis, or any other acceptable method. THE BUDGET AS AN OPERATIONS GUIDE This criterion involves including information in the document explaining the relationship between organizational units (departments) and programs; including an organization chart, a description of the departmental organizational structure and staffing levels, and historical comparisons of staffing levels; explaining how capital spending decisions will affect operations; providing objectives and performance measures; and describing the general directions given to department heads through the use of goals and objectives, reorganizations, statement of functions, or other methods. THE BUDGET AS A COMMUNICATIONS DEVICE irf ODV£RMN}€AfT FJNAHD€fi FFJC£F1S A5SDCIA T1pry i DiStingufished 9udget Presentation A ward sAM%' TIS Town Of S' C-dake Texas aor v.� fun! Year 9ev+ v 0-Mber 1, 2012 This criterion relates to having the budget document available for public inspection; providing summary information suitable for use by interested citizens and/or the media; avoiding the use of complex technical language and terminology; explaining the basic units of the budget, including funds, departments or activities; and disclosing sources of revenues and explanations of revenue estimates and assumptions. The intent is to enhance the communication aspects of the budget document, so that information in the budget can be communicated to a reader with a non-financial background. This award is valid for a period of one year only. We believe our current budget document continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 9 This page is intentionally blank THE TON OF ESTLAIKE COMMUNITY PROFILE This section presents an informative overview of the Town of Westlake. A location and history of the Town is provided along with a list of Westlake Council Members. Additional information including demographics, recent trends in development and survey results is also provided in this section. InoVIA16 FOP WtqRD & I�I P0dp 13 Growing Comm Un 1tv. - - 13 Grouilng School.. COMMUNITY PROFILE General Information The Town of Westlake is a one -of -a -kind community, an oasis with rolling hills, grazing longhorns, and soaring red-tailed hawks, located in the heart of the Fort Worth -Dallas metropolitan area. Inviting neighborhoods and architecturally vibrant corporate campuses find harmony among our meandering roads and trails, lined with native oaks and stone walls. We are leaders in education, known for our innovative partnerships between the Town -operated Charter school and our corporate neighbors. We are environmental stewards exemplifying the highest standards. Hospitality finds its home in Westlake, as a community, we are fully involved and invested in our rich heritage, vibrant present and exciting, sustainable future. c� Denton Ponder Herman � '" Little Elmarinth sn6roptJew Zi Hickk.ry kFauview JuarnII aged V The ColonydortrlkAuroraRhameerLewasvllle ZBI Herron Hev,ark RF - Haslet . , Southlake -® RichardsonPeden�-, arr011kOn Addison Sachse Gren�e � Plellent "Rockw Rr Plice 287 3TT Keller "Grspevrne 6uckingham Farmers h+^'�'d - t F r I bil Cit IIII ,>,�yVzle 81 C It . "II ii 121®'C++'� granrh."- _r_kl Garland Rdwiet[ — fi7 9lackland D eyVl a Idea T5 I -- Lr. 174 Gemernlle 4 Norah &1 Cldnam u w�srtY `t, elue.Mound Rschand Hdls Euless Park I Lake R - r'i Sea — Inring— Highland } -0 HuhGard H m._ Mt,Lendo Lakea6d. L'a r RG••k It Hallorn Ciy Hurst 12 pan` k Farr fi7 "1 ke iMorth �� I% R Hill a -a h R-.,- Sinn vale + \ si'1} j .,r eenh+lr �a•k - ii y _ Rrver odksI ,,,121 Dallas r ie ao ��� Mesquite seal t vv aMa,lh FOIL Worth - --- — Grand - Forneyen. k.—Will a - 11 Arlington Prairie C-krNl Hill1 r V� r�, • i75 Balch p ibT Panregc I tin SPgngs-Lawsgn _ Da N-ninngton 36{I ek Lake }n, Ir [ VI - Iona Benbrook d lift F�weHlll - Gardens - 4D8„ ....i ' �1. ^y 1��I.G - J 63�". f .�. I 1! Kleberg r ,Lumen ... IL -' J.ae ❑n pl ` KenneQa4e ❑uncanullle Ft gena0k Qn I \� // I k /� -- Is'Crandnil t 1hea1F IRI�l4 S11 --k... - - Gasiona-� 1 Qe$DtD Combinemer -` ihra CrtwAeyalk•+3rave dti Ceder Hill Lancaster 175 Mansell ;;Icon Patnck Yde i Retro fi7 Heights. 77 Warsaw Gwlla Ferre ✓/ f dl- Red bak India Location im 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. E History of Westlake COMMUNITY PROFILE In the beginning... The Town of Westlake has a short but fascinating history. The geographic region, known as the place where the cross timbers met the prairie, holds tales of settlers from the Peters Colony, Indian treaties signed by Sam Houston, tremendous archeological treasures, and some of the oldest settlements in north Texas. The region has always been known for its natural bounty, its trade value, and its wonderful people. The Town of Westlake and northeast Tarrant County has maintained that distinction over the years, becoming one of the most desirable and sought after places to live in America. Early Settlers... 1847 The Town of Westlake was settled by Charles and Matilda Medlin when they arrived in the area with about 20 other families in 1847. They initially settled along Denton Creek but moved south to higher ground after weathering ferocious floods from the creek. Until 1997, the three-story Medlin barn was a local historic landmark. When it had to be removed, after what was believed to be 130 years, for safety concern. Legends include those of Sam Bass and Bonnie and Clyde hiding in the barn. The 1870's... Dove Road was the cardinal road between Grapevine and Roanoke. The road took its name from the Dove Community which was located between the two towns. Dove Road originated in the 1870's and got its name from the Lonesome Dove Baptist Church located in the community. The 1930's... In the late 1930s, Ted Dealey, turned his attention to a lush and untouched piece of the Cross Timbers region. It was there he built a stunning country place designed by prominent architect, Charles Dilbeck. This place was known as the 220 Ranch. The Dealey Home, off Dove Road near Ottinger Road, is now known as Paigebrooke Farm. The 1940's - 1950's It was late in the 1940's after World War II, at about the same time that Dealey built his home, that Circle T Ranch has its beginnings with J. Glenn Turner. He used the place to raise and train Tennessee Walking horses, and as a retreat and showplace. Circle T Ranch was expanded throughout the 1950's to approximately 2,300 acres. In 1955, there were rumors of an attempt to 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 in 1956, 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. IN COMMUNITY PROFILE The 1960's... In 1969, the Circle T Ranch was purchased by oil millionaire Nelson Bunker Hunt. The ranch became known for its glamorous parties attended by celebrities from all over the world. The 1970s ... In the early 1970's, the state decided to name one of Westlake's well-known streets after the person who was living in the first house on the road. That person was J.T. Ottinger. Also in the early 1970s, Houston developers and professional golfer Ben Hogan approached Westlake about building a golf course, country club, and a housing development. In 1973, Westlake annexed what is now known as the town of Trophy Club, clearing the way for the upscale housing development and golf course. The 1980's ... In the mid-1980s, IBM built Solana, the multi use office complex. IBM maintained a large presence until the mid 1990's. At that time, several of the office buildings became available for use by other corporations. Eventually, IBM sold its partnership interest. The 1990's ... In 1989, Nelson Bunker Hunt declared bankruptcy and the Circle T Ranch was purchased by Ross Perot Jr. in 1993. In 1997, to the dismay of residents, there was an attempt to dissolve the Town of Westlake. Many court battles, including appeals to the Texas Supreme Court, were waged as emotions rose. Ultimately Town leadership prevailed The 2000's ... • 2000... The Westlake Historical Preservation Society was established for the purpose of recording and preserving the rich history of the Town of Westlake. • 2002... VIP's and residents of Westlake gather at the site of the new Westlake Academy to help raise the first wall of the school. Westlake approved the purchase of the first Fire truck and ambulance. Westlake Historical Preservation Society holds the first Annual Decoration Day on Memorial Day. Westlake Academy opens. The hope is that the new school will spur growth and unite the Westlake community. • 2006... Celebrations began to commemorate the 50th anniversary of the incorporation of Westlake in December 1956. • 2007... The Town of Westlake dedicated and sealed a time capsule containing a variety of special items. This time capsule will remain sealed until September 8, 2057, during the town's 100th anniversary celebration. • 2008... The development of Terra Bella, a 54.7 acre high-end single family subdivision began off Dove Road. • 2009... Deloitte University announces Westlake as the site for its $300 million learning and leadership center. Westlake Academy Arts & Sciences Center was completed. • 2010... Westlake's first gas well was successfully drilled in Solana. • 2011... New retail growth began along the Town's western boundary with construction of a new Quick Trip convenience store and a Centennial Fine Wine & Liquor store. • 2013... The Town's open enrollment charter school, Westlake Academy, completed its 10th year of operations. Completed construction on the State's $15 Million Phase 1 FM 1938 (Davis Blvd.) project. COMMUNITY PROFILE Westlake Local Government The Town was incorporated in 1956 as a Type A General Law Town under the rules of the State of Texas. The Town Council is comprised of a Mayor and five Council Members who are elected at large for a two year staggered term each May. The Council is entirely responsible for creating Town policy. The Council directs the Town Manager to administer the daily operations of the Town and ensure that Town policies are enforced. T Laura Carol Michael Clifton Rick Wayne Wheat Langdon Barrett Cox Rennhack Stoltenberg Mayor Mayor Pro -Tem -------------------------------------Council Mem bers ------------------------------------- Westl a ke Operations The Town of Westlake employees approximately105 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. Strategic Plan Overview During the 2011 strategic planning process, the Town Council and staff Leadership Team developed an overview of the strategic issues facing Westlake and developed action plans to monitor the success and completion of the projects. The vision and mission statements were updated to reflect the unique characteristics found within our community and the values which are important to our residents. The information is contained within five vision points which describe the areas that the Council and staff have determined are vital to maintaining our Town and providing services to enhance the lives of our residents and community. The Town's strategic plan was developed according to a Strategic Issues format, which identified events through a SWOT (strengths, weaknesses, opportunities, and threats) analysis that would affect our communityover the next 24 months. This type of issues -focused version of a traditional strategic plan is designed to allow the organization to scan our environment for opportunities or challenges as it relates to our community and develop action plans to achieve the best results for Westlake. 12 COMMUNITY PROFILE Westlake Community Events Westlake is a family -friendly environment where events are held to help get our residents out and participating in activities with their children and neighbors. Arbor Day... The Westlake Arbor Day Celebration is held each October. This annual celebration is an afternoon of activities, live entertainment, best cookie competitions, auctions, and a variety of great food. Kids' activities have included pony rides, face painting, games, crafts, and an obstacle course. In addition, there are educational sessions on tree care advice, and complimentary trees. Admission is free. Masterwork Concert Series... Decoration Day... The Westlake Preservation Historical Society sponsors its annual "Decoration Day' event each Memorial Day in Westlake at the Odd Fellow Cemetery. This community event is a public commemoration of veterans, both past and present, who have served our country and defended our freedom and liberties. Activities include live music, treasure hunts for the kids, and a homemade ice-cream competition. Past events have included live reenactments of people and events pertaining to Westlake's history. The event ends at sunset. The Masterworks Music Series is a variety of free music programs sponsored by the Town of Westlake, Maguire Partners, and ARTSNET. These free concerts are for arts lovers of all ages and feature instrumental a vocal music ranging from Country & Western to Blues & Jazz with the entertainment of local, regional and national artists. The concert season begins in April and features an exciting performance each Thursday through the month of May. Performances are held at the Solana Village Center. COMMUNITY PROFILE Westlake Academy The Westlake Academy is an Open Enrollment Charter School that opened September 1, 2003. Westlake Academy distinguishes itself among neighboring educational offerings with a particular focus on producing students who are a globally minded. The programs of the International Baccalaureate Organization (Primary Years �f. Program, Middle Years Program, Diploma Program) have been selected as the .rri� lig` educational model utilized at the Academy. Educational technology will be pervasive and will infuse the classroom curriculum. An environment rich with heritage, the Westlake Academy mission is to provide educational opportunities to each child in keeping with his or her individual needs. Westlake Academy is a premier learning establishment and prides itself on providing a learning environment where students have the resources and facilities to excel. The primary geographic service area for Westlake Academy is the town limits of Westlake; students from other locations may be considered if seats are available. Westlake Academy is a K-12 public charter school and just completed its 10th year of operations with another strong showing of academic and extra -curricular results by our students and was ranked among the best high schools in America. • Washington Post shows them as 20th out of 1,900 schools across the nation. • Newsweek listed the school as the 52nd best high school in the United States • U.S. News & World Report ranked the school as 41st in the nation, 6th in Texas and 1 lth in national charter schools. They further designated the Academy as a Gold Medal recipient; one of only 2% in the nation to receive this designation of top 500 schools based on highest college readiness. 14 COMMUNITY PROFILE Westlake Facts, Figures, & Statistics The Town of Westlake has experienced exponential growth in the last decade; the national census reported 207 residents in 2000 and 992 residents in 2010. The Town is approximately 20% built out with the majority of development continuing to be corporate campuses. There has been an increase over the last decade in high-end residential development located around the Vaquero Golf Course and in Glenwyck Farms. The Town's focus on high-quality development has led to more than 1.4 million square feet of commercial space, valued at over $300 million, being added since 2005. The Town has seen a slight decrease in building permits however, the construction size and value have increased significantly over the last 10 years. In 2012, the average size of new home construction was 13,500 square feet with an average estimated construction cost of $1.57 million. Vaquero Estates Vaquero Estates Country Club F.M. 1938, Precinct Line Road construction began in FY 09/10 and creates a major north, south corridor. In addition, Deloitte University completed construction of their $160 million dollar, 160 acre, international training facility. The facility features over 800 rooms, office space, conference centers, amenity centers, as well as many parks, trails, and water features. This development represents another step towards Westlake's goal to become an education -centered community. Deloitte University Campus 15 COMMUNITY PROFILE Westlake Population and Employers Population The Town of Westlake has experienced exponential growth in the last decade; the national census reported 07 residents in 2000 and 992 residents in 2011. 2004 2005 2006 2007 2008 2009 2010 2011 2012 Average Age Percent 18 - 34 years 7% 35 - 54 years 50% 55 - 74 years 34% 75+ years 5% Source: 2013 Westlake Citizen Survey Household Income Under $50K Percent 5% $50K -$149K 12% $150K -$500K 31% $500K plus 40% Source: 2013 Westlake Citizen Survey 1 008 2013 Westlake Employers The DFW Metro area is home to more Fortune 500 companies than any other area in the United States. Several major employers are located within the Town of Westlake as listed the pie chart below. The Solana Office Complex was the first of many corporate headquarters built by IBM in the 1980's. Since then Westlake has collected additional corporate residents like, Fidelity Investments, Core Logic, Chrysler Financial, Levi Strauss, Deloitte and many more. IS Top 3 Employers in Westlake Sales Tax Rate Sales & Use Taxes Many people don't know that most of their sales and use taxis 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. $s 4A 0$4 0 $3 2$2 $1 $0 COMMUNITY PROFILE General Sales Tax 2010 2011 2012 2013 2014 estimated adopted 4B Economic Development Fund - This fund utilizes the revenues generated from a '/2 cent sales tax to fund qualified development projects. Currently, the 4B Fund is committed to the repayment of the debt incurred for the construction of Westlake Academy. General Fund Allocation -The Town levies 1 '/2 % in sales tax that is utilized to offset expenditures in the General Fund and is used to reduce the property tax burden on local residents and businesses by providing Westlake with an additional unrestricted revenue source. 17 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. COMMUNITY PROFILE Property Tax The Town of Westlake instituted a property tax in 2010. The current adopted rate for FY 2012-2013 is $.15684 Maintenance and operations (M&O) is $0.14197 Y Debt service or interest & sinking (I&S) is $0.01487 Jurisdictions The Town of Westlake contracts with the Tarrant County Tax Assessor Collector's Office to collect the Town's portion of local property tax. There are multiple taxing jurisdictions within Westlake's boundaries; whether or not a business or residence is required to pay tax to a particular jurisdiction is determined by where they are located within Westlake and the boundaries of the respective taxing jurisdictions. Currently, the following taxing jurisdictions collect property taxes in Westlake: y Independent School Districts; Carroll, Keller and Northwest y Tarrant County, College and Hospital Denton County and Trophy Club MUD 1 Westlake residents can determine which taxing jurisdictions apply to their property as well as obtain current property tax rate information by conducting a property search on the appropriate appraisal district website: Denton Central Appraisal District or Tarrant Appraisal District. Homestead Exemptions The Westlake Town Council approved a homestead exemption of 20%, which is the maximum amount allowed by the State of Texas. Tax Freeze The Town Council also approved a tax freeze for all residential accounts identified as over 65 by the tax appraisal district. To learn more information about the tax freeze or find out if you qualify, please visit the following websites: Denton Central Appraisal District or Tarrant Appraisal District. FY2013 Ad Valorem Tax Comparison per $100 ■ Trophy Club 0.5 ■ Southalke N Flower Mound 0.4 f W Keller W Roanoke 0.3 v Colleyville v G ra pevi ne 0.2 0.156840 W Haslet --a Westlake 0.1 - In This page is intentionally blank ILI THE TON OF ESTLAIKE TRANSMITTAL LETTER The Transmittal Letter is written to the Town Council by the Town Manager and provides a high-level preview of the Town Manager's proposed budget. It contains hard numbers including the proposed tax rate and proposed fund summaries as well as overviews of the departmental business plans. The letter helps tie together the core elements which make up the proposed budget and illustrates how those elements further the Town's goals found within the Strategic Plan. InoVIA16 F01FRD & I�I P0dp 13 Growing Comm Un 1tv. - - 13 Grouilng School.. TRANSMITTAL LETTER September 16, 2013 Honorable Mayor and Town Council: I. INTRODUCTION: BUDGET APPROACH, FORMAT, AND METHODOLOGY On behalf of the Town of Westlake's Leadership Team, it is my pleasure to submit for your consideration the Proposed FY 2013-14 Budget. This year's budget theme is "Moving Forward Together: A Growing Community, A Growing School". Westlake is growing and developing, as is Westlake Academy, the Town's charter school. Budget Approach As required by State law, the Town's Proposed FY 2013-14 municipal budget has been prepared with the base assumption that the Town's first priority is to have a balanced budget. The budget has also been prepared according to these criteria: • It is a Town priority to fund and deliver basic, high quality, municipal services to our residents and businesses. • Service levels are in alignment with residential feedback regarding priorities from our most recent 2013 Direction Finders (citizens') survey results and the Town's award winning Strategic Issues -focused Governance System (SIGS). Budget Format: Governing & Managing for Outcomes As our organization has developed, we have created a framework through the progression from a traditional strategic plan to a comprehensive governance system that is outcome focused integrating the following elements: • Vision driven strategic planning, strategy mapping, and outcome based performance indicators • Five (5) year financial forecasting, budgeting, and performance measurement linked to strategic priorities, objectives, and outcomes to ensure a long term approach that provides financial sustainability • Aligning resources to prioritized outcomes • Reporting to monitor progress in outcome achievement and accountability for results • Utilizing citizen surveys to gauge service satisfaction levels with Town services and resident willingness to pay for those services • Maintaining core services • Funding and implementing a Five (5) Year Capital Improvement Plan (CIP) and capital replacement Budget Methodology Certain assumptions, parameters, and approaches were utilized as the FY 2013-14 budget document was prepared consistent with our overall Town philosophy of operating our community with a focus on fiscal responsibility. These include: Readily identifying and tracking cost increases as they relate to maintaining or increasing service levels Identifying the use of fund balances and inter -fund transfers, delineating the amount for employee compensation increases, and clearly explaining the conservative approach used for revenue estimating 21 TRANSMITTAL LETTER • The Town Council's financial policies (contained in the appendix of the budget) were followed in preparation of the budgeted numbers • Maintaining minimum fund balances to exceed Town Council policy requirements (90 day fund balance) • Conservative revenue estimating that identifies one-time and on-going revenues • All costs for base budgets, as well as service level adjustments due to cost increase and/or inflation, were "scrubbed" through review and analysis by the Town Manager and Finance Director. Programs of service were analyzed during budget review sessions with the Leadership Team. • Estimated expenditures for current levels of service in FY 2013-14 were achieved by: o Adjusting for actual spending in FY 2012-13 o Deducting one-time FY 2012-13 expenditures to create the adopted base budget for the coming fiscal year. Any anticipated cost increases, due to inflation or program cost escalations, were identified and separated from the current base budget in the form of "service level adjustments" (SLA's). II. INVESTMENTS AND ACHIEVEMENTS Over the previous fiscal year 2012-13, the Town has accomplished many important milestones in pursuing our quest for Westlake to be a premiere place to live, work, and raise a family. These range from strategic -issues focused tasks to meeting various milestones, awards and recognitions, as follows: Received the International City/County Managers Association 2013 ICMA Strategic Leadership & Governance Award for the Town's Strategic Issues -Focused Governance Systems (SIGS). Continued to receive recognition for the transparency and high quality of its financial reporting by receiving the following: o Distinguished Budget Presentation Award from the Governmental Finance Officers Association (GFOA) marking the 6th year in a row that we have received this honor for our municipal budget and the 4rd year for our educational services budget (Westlake Academy). o International Award for Budget Excellence from the Association of School Business Officials International for the past four years. o Certificate of Achievement for Excellence in Financial Reporting for our Comprehensive Annual Financial Report (CAFR), also known as the annual audit which has also been recognized through GFOA for the last five years. o The Town's first Popular Annual Financial Report (PAFR) by converting much of the CAFR document into an easy -to -read format for our residents. The Town's open enrollment charter school, Westlake Academy, completed its l Oth year of operations with another strong showing of academic and extra -curricular results by our students. Westlake Academy was also ranked among the best high schools in America. o Washington Post shows them as 20th out of 1,900 schools across the nation. o Newsweek listed the school as the 52nd best high school in the United States o U.S. News & World Report ranked the school as 41st in the nation, 6th in Texas and 11 th in national charter schools. They further designated the Academy as a Gold Medal recipient; one of only 2% in the nation to receive this designation of top 500 schools based on highest college readiness. 22 TRANSMITTAL LETTER • Recognized by the Texas Economic Development Council with an award for Deloitte University being the top economic development project in Texas for cities of Westlake's size. • Completed construction on the State's $15 Million Phase 1 FM 1938 (Davis Blvd.) project • Began installation of streetscape improvements on FM 1938 (Davis Blvd) with median plantings. • Completed and adopted a facility plan for Westlake Academy, the Town's charter school that is integrated into the Towns 5 Year CIP. • Invested a total of $4.5M in the Town's infrastructure through the Town's CIP ($3.4M) as well as a public-private partnership with Hillwood Properties ($1.1 M) for improvements to Westlake's major roadways - Dove Road and JT Ottinger Road. This public-private partnership is a multi-year agreement in the amount of $5.7M. III. BUDGET THEME, TRENDS, & OVERVIEW As stated previously, the theme for this FY 2013-14 Proposed Budget is "Moving Forward Together: A Growing Community, A Growing School". Over the last 5 years, after dealing with issues related to the Town's fiscal sustainability, and then investing in our infrastructure, we are now turning our attention to growth related issues both in Westlake as a municipality and at our Town owned charter school. How We Got to This Fiscal Year's Budget Theme Over the course of the last several years, we have incorporated a 'theme' into our budget document to help guide and focus our efforts on the critical issues facing us for the coming budget year. This has been an iterative process and as can be seen in how we have progressed in our budgeting over the last 5 fiscal years: • In FY 2009-10, the budget theme was "Critical Challenges, Critical Choices" as we initiated community -wide dialogue on how best to achieve our community's vision for Westlake, ensure our quality of life, as well as begin the task of identifying our challenges as it related to our future financial sustainability. • In FY 2010-11, the budget theme was "Securing the Vision." After a lengthy community dialogue and Council discussions, the Council took the important step to institute our first ad valorem property tax to stabilize our revenue stream and shift from a revenue source that relied almost solely on general sales and use tax. The decision reversed the preceding trend of depleting the General Fund. • Decisions in FY 2010-11 led to the FY 2011-12 budget theme of "Investing in Our Future". This theme was derived by being able to assess a small property tax which would give us the ability to invest in the improvement of roadways and other infrastructure projects that would provide tremendous benefits to our residents and businesses over the next several years. • With our financial situation stabilized and investment in infrastructure occurring, the FY 2012-13 theme of "Driving Service Excellence" focused on providing resources that will improve our ability to deliver excellent customer service, something that is integral to maintaining Westlake's quality of life and its status as a one -of -a -kind community. Short Term Trends Related to FY 2013-14 Proposed Budget "Moving Forward Together: A Growing Community, A Growing School." The selection of any budget theme is intended to bring into focus how resources are recommended to be prioritized and used in order to take the next step in achieving or creating our vision, mission and community values for Westlake. 23 TRANSMITTAL LETTER Over the history of our Town, budgets have been prepared with an eye toward being fiscally conservative, while providing for the highest quality of customer service that our residential population has come to expect in Westlake. However, with FY 2013-14 we see the short term trends of growth and investment in service excellence via our employees that "Move us Forward Together". • Completing the second of a two (2) year program to move municipal employees' compensation closer to market: this will move our municipal employees into the same compensation position per the same compensation policy that we utilize for Westlake Academy employees (i.e. to be within 3% of the market median) . Housing Start Increases: Westlake is seeing an upswing of single family residential family residential home construction. It can be seen from the side -chart how we are approaching pre -recession (i.e. '05-05) housing starts. • Permanent Population Growth: The North Central Council of Governments has updated Westlake's 2010 Census from 992 to 1,009. This is the portion of Westlake's population that makes Westlake their permanent residence. An increase in population of 210 in 1990 to the present 1,009 represents a 380% increase. . Daytime Population Growth: Because Westlake is the home of major corporate office campuses, its Monday -Friday 8AM-5PM population is in the 10,000 -12,000 range. These office complexes are comprised of notable corporate clients that include Deloitte LLP, Core Logic and Fidelity Investments. Fidelity Investments expanded their office campus in 2008-09 and is currently populating it. • Impact of Westlake Academy on Westlake's Residential Growth: The number of Westlake residents that are sending their students to Westlake Academy has doubled in the past five years. Resident surveys show Westlake Academy as one of the main reasons they have moved to Westlake, and why they plan to remain here. . Increase in Westlake Academy Enrollment: Westlake Academy, the Town's charter school, has shown a steady total enrollment growth from 491 in FY 2009-10 to a projected 677 in FY 2013-14. The number of these students that live in Westlake has increased as shown in the side -chart. Attendance from the school's secondary boundaries (i.e. outside Westlake) has increased as well. There has also been a corresponding increase in secondary boundary waiting list students; from 700 in 2010 to over 2,000 students for this past school year. 24 el Waiting List for Westlake Academy 2,079 1,241 1,265 1,027 844 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 TRANSMITTAL LETTER . Beginning Phase I Facility Improvements: Construction has begun to add approximately 36,000 sq. ft. of new facilities comprised of 3 buildings (a secondary classroom building, field house, and primary years' multi -use building) for which $8.5 million in debt was issued in FY 2012-13. Comprehensive Plan: The Town's 1992 Comprehensive Plan is in need of total review and consideration for updating. The Comprehensive Plan serves as the "blue print" for planning the Town's growth and for that reason, is of paramount importance for the Town. To date, the current plan has had only had nominal review of the land use portion of the plan. However, a comprehensive plan has many elements and the financial resources proposed for FY 2013-14 will allow for holistic review of the entire plan and all its elements, not just the land use plan element. The total cost of this project ($338,950) is budgeted in FY 2013-14. • Sales Tax Growth: Sales tax for FY 2013-14 shows an upswing of $275,000 (7%) compared to FYI 2/13 estimated levels. Long Term Trends Related to the FY 13-14 Proposed Budget At this juncture, the short-term trends identified above appear to be the trend for the foreseeable future, thus becoming long term trends. The long term factors that will shape Westlake appear at this point to be: Continued Westlake Permanent Population Growth: Housing starts do not appear to be slowing down any time soon. This is for two reasons. o First, existing lot inventory in developed Westlake subdivisions continues to be reduced through purchase by prospective Westlake residents. These include potential residents who are building in Westlake in order for their children to attend Westlake Academy. o Second, there are 2 developments slated to begin in the next 12-24 months. The first is Granada, an 84 lot single family residential subdivision. The second is Entrada, an 84 acre mixed-use development that will be comprised of various types of residential development as well as commercial development. • Completion of Phase 1 of Westlake Academy Facility Improvements: When these improvements are complete (scheduled for SY 2014-15), Westlake Academy's enrollment will go from approximately 700 to 800. Budget Overview On behalf of the Leadership Team and all staff members, I am presenting the Town of Westlake's Proposed FY 2013-14 budget document for the Council's consideration as follows: The FY 13-14 budgeted amount totals $31,762,959 for all funds (including $10,461,809 transfers in from fund balance for capital projects ($10.055M) and operating needs). The majority of this fund balance use results in the receipt of $9.5M in bond proceeds in FY 2012-13 with the projects being completed during FY 2013-14. This represents a 41% fund balance decrease from the FY 2012-13 estimated budget. If only municipal operating expenses were taken into consideration (removal of all expenses related to capital projects/outlay, Westlake Academy and inter -fund transfers), the FY 2013-14 proposed budget would show an increase of $1,300,172 (14%) in municipal expenditures from the FY 2012-13 estimates. 25 TRANSMITTAL LETTER The major reasons for this increase are the following: o Increase of $904K in Operating Expenditures • $338K for Comprehensive Plan update ■ $477K increased payments for debt service obligations. Payment for the 2013 certificates of obligation is $507K. The Town took advantage of the low interest rates and refunded a portion of its debt in 2012-13 which reduced our overall payments; saving the Town approximately $27K in annual payments. o Increase of $395K in Payroll Expenditures ■ This increase includes $115,000 in market pay increases (inclusive of taxes and insurance) for work force attraction and retention and is the second year of a 2 year program. A portion of this increased expenditure is subsidized by transfers in from the Utility Fund ($11.5K) and the Visitors Association Fund ($11.5K). • This increase also includes the following personnel changes o $98,865 - addition of one full time Lieutenant o $56,550 - addition of one full time HR Generalist o $ 8,434 - change part time utility billing clerk to a full time position o ($11,549) - elimination of part-time HR clerk position • $50K increase relating to medical, dental and life Insurance costs (18%). • $52K increase for social security and medicare taxes, and TMRS costs (15%). Three years ago, in order to provide a more holistic and comprehensive overview of all of our financial obligations, revenue sources, and program of services that fall under the umbrella of the Town of Westlake, we began including the operational costs for Westlake Academy in the municipal budget. A summary of the changes in Fund Balance from the ending fund balances to the projected FY 2013-14 fund balances are as follows: Fund Type FY 13/14 Projected Beginning Fund Balance Total Revenues and Other Sources Total Expenditures and Other Uses FY 13/1 Projected Ending Fund Balance Percent of Total FY 12/13 Change Amount FY 13/14 Change Percent General Fund 5,119,533 6,507,161 6,907,600 4,719,094 31% (400,439) -8% Special Revenue 1,088,580 2,007,853 1,986,029 1,110,405 7% 21,824 2% Debt Service - 2,090,226 2,090,226 - 0% - 0% Enterprise Funds 6,893,858 2,911,664 4,101,649 5,703,873 37% (1,189,985) -17% Internal Services 1,226,330 601,875 607,726 1,220,479 8% (5,851) 0% Capital Funds 10,541,484 768,900 9,634,434 1,675,949 11% (8,865,534) -84% Westlake Academy 729,487 6,506,662 6,435,295 800,854 5% 71,367 0% TOTAL 25,599,272 21,394,341 31,762,959 15,230,654 100% (10,368,618) 41% As can be seen above, the FY 2013-14 proposed budgets indicate a decrease in fund balance in the amount of ($10,368,618) for all Town funds. Bond proceeds to be used for the Westlake Academy Facility Expansion Project increased that fund's fund balance by $8.5M in FY 2012-13. The Capital Project Fund balance reduction of $8.865M is a direct reflection of the construction of the following projects: • FM 1938 Streetscape Project $893k • SH1 14/Hwy 170 Enhancement project $390K • Trail Connection at 1 14/Solana Project $15K • Westlake Academy West Parking Improvement Project $200K • Outdoor Warning System Project $99K • Westlake Academy Facility Expansion Project $8.068M 26 TRANSMITTAL LETTER The Enterprise Funds have another large reduction in fund balance and is related specifically to the Utility Fund, totaling ($1.189M). This is primarily related to a construction project. The Town's second ground storage tank should be completed by the end of FY 2013-14. During FY 2012-13 the Utility Fund received bond proceeds of $1.0M and an inter -fund loan of $500K from the General Fund. The inter -fund loan amount is scheduled to be re -paid over two years starting in FY 2014-15. The General Fund's fund balance will decrease by $386K • The Town is anticipating an increase in revenues over the prior year by $277K o increased sales tax revenue $266K o permits and fees related to the Granada and Entrada developments $68K • Payroll increase of $317K o This increase includes a $115,000 market pay increase (inclusive of taxes and insurance) for work force attraction and retention and is the second year of a 2 year program. A portion of this increased expenditure is subsidized by transfers in from the Utility Fund ($11.5K) and the Visitors Association Fund ($11.5K). o This increase also includes the following personnel changes o $98,865 - addition of one full time Lieutenant o $56,550 - addition of one full time HR Generalist o $ 8,434 - change part time utility billing clerk to a full time position o ($11,549)- elimination of part-time HR clerk position o $50K increase relating to medical, dental and life Insurance costs (18%). o $52K increase for social security and medicare taxes, and TMRS costs (15%). • Operating expenditures increased $513K o $338K - Comprehensive Plan update o $ 41 K - mandated bunker gear for part time fire/ems employees o $ 24K - new permitting software for the Planning and Development Department o $ 41 K - increase to Keller Police contract services o $ 55K - increased building inspection costs related to the Entrada and Granada development. Special Revenue Fund's fund balance will increase by $31 K. • Debt service payments are budgeted to be transferred from the Visitors Association Fund (i.e. Hotel -Motel Occupancy Tax Fund) for the bond issuance related to the construction of the Westlake Academy's Sam and Margaret Lee Arts & Sciences Center. IV. "DRILLING DOWN" INTO THE FY 2013-14 BUDGET Keeping our current year theme in mind, this budget has been prepared with the following four- fold strategic focus with the intent of achieving as an end product, an excellent quality of life for Westlake residents and businesses: • Continued substantial investment in the Town's infrastructure • Investing in our employees, our most important resource for achieving service excellence • Maintaining our position as a premiere knowledge based community, as well as a community recognized both statewide and nationally for our innovative approaches to local government service delivery • Dealing with growth, both in Westlake and at Westlake Academy 27 TRANSMITTAL LETTER Service Level Adiustments The Town utilizes "service level adjustments" to track cost. A service level adjustment (SLA) is a request for any dollars in excess of the baseline/target budget. (FY 2012-13 adopted budget, adjusted for year-end estimates, less one-time purchases). There are 2 types of "Service Level Adjustments". • Maintain - 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 expenses these 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. Staff recommends continuing our two-year process, which began in FY 2012-13, to allocate resources to move municipal employees to a market competitive position in terms of their compensation that mirrors our policy and practice in regards to the Westlake Academy faculty, (i.e. target being within 3% of the median of the market for our various municipal positions). This gives us the opportunity to not only invest in this important organizational resource, but to address it in a way that reasonably assures we are market competitive and can attract and retain employees within reasonable economic boundaries. There would be no performance pay budgeted for FY 2013-14 in order to complete the implementation of Phase II in addressing our pay market deficiencies. To achieve our theme of "Moving Forward Together" the proposed FY 2013-14 budget reflects a total of $11,529,001 in service level adjustments which is invested in major areas of emphasis through service level adjustments as follows: SERVICE LEVEL ADJUSMENT TYPE Repair, Maintenance, Replacement Operating Services Operating Supplies Payroll and Related Total Operating SLA Costs Capital Improvement Debt Service Increased Revenues Total All SLA Costs percent of total ONE-TIME COSTS ON-GOING COSTS TOTAL AMOUNT 150,040 163,452 313,492 354,600 24,449 379,049 72,930 1,500 74,430 - 409,080 409,080 577,570 598,481 1,176,051 10,237,814 - 10,237,814 - 476,833 476,833 (361,696) (361,696) 10,815,384 713,618 11,529,001 94% 6% VI. AD VALOREM TAX ANALYSIS Ad valorem taxes account for 18% of General Fund revenue and 6% of our overall revenues. This will be the fourth year the Town has assessed a property tax. The ad valorem tax rate for the Town of Westlake continues to be the lowest for municipalities in the immediate area. W The ad valorem tax rate per $100 of assessed valuation will remain at $.15684 for FY 2013-14. This is 2.5% less than the effective tax rate of $.16070 which we are allowed to use by law. As a reminder, the effective tax rate is the tax rate calculated by a complex formula to determine the tax rate that could be levied to raise exactly TRANSMITTAL LETTER Fiscal Year Net Taxable Value Total Tax Rate Total Tax Revenue 2014 Proposed $856,728,618 $ 0.15684 $ 1,343,693 2013 Estimated $864,452,946 $ 0.15684 $ 1,355,808 2012 Actual $913,119,313 $ 0.15684 $ 1,432,136 2011 Actual $880,169,946 $ 0.16010 $ 1,409,152 the same amount of revenue as in the preceding fiscal year. The Town's "net taxable value before exemptions" increased by 5%, but the assessed valuation decreased by 0.89% for FY 2013-14 due primarily to increased homestead exemptions and abatement amounts. Even with these additional exemptions lowering the portion of our assessed valuation on which we can levy our property tax in FY 2013-14, we are able to use a lower tax rate than the effective tax rate because of on-going revenue streams, and one-time sales tax revenue from businesses located in Westlake. The ad valorem tax rate used in this proposed FY 2013-14 budget compared to the prior year rate is indicated in the table to the right. More property tax revenues than anticipated were received during FY 2011-12; therefore the FY 2012-13 rate was reduced slightly because those funds could be used to offset the bond payment do not anticipate any additional I&S property taxes during FY 2012-13; therefore, the rate increased slightly but was offset by the &O tax rate. FY 12-13 Adopted Tax Rate FY 13-14 Proposed Tax Rate Variance M&O $0.14197 $0.13888 ($0.00309) I&S $0.01487 $0.01796 $0.00309 Total $0.15684 $0.15684 ($0.00000) V. PROPOSED BUDGET IN A FIVE YEAR CONTEXT We Evaluating the budget within a forecast context is important as it shows whether we are on the right road financially in FY 2013-14. This excerpt from the updated Financial Forecast for the Town's General Fund illustrates the trend for the next five years: DESCRIPTION ACTUAL FY 11-12 ESTIMATED FY 12-13 PROPOSED FY 13-14 Projected FY 14-15 Projected FY 15-16 Projected FY 16-17 Projected FY 17-18 Projected FY 18-19 Beginning Fund Balance $3,323,861 $4,383,390 $5,119,533 $4,719,094 $4,562,119 $4,263,262 $3,936,661 $3,762,222 Revenues &Transfers In 6,202,663 6,243,793 6,507,161 6,927,679 7,132,002 7,141,237 7,420,986 7,695,118 Expenditures & Transfers Out (5,143,134) (5,507,650) (6,907,600) (7,084,654) (7,430,859) (7,467,839) (7,595,425) (7,688,421) Net Total $4,383,390 $5,119,533 $4,719,094 $4,562,119 $4,263,262 $3,936,661 $3,762,222 $3,768,919 Total Restricted Funds 242,710 250,388 258,462 263,631 268,904 274,282 279,768 285,363 Ending Balance (projected) $4,140,680 $4,869,145 $4,460,632 $4,298,488 $3,994,358 $3,662,379 $3,482,455 $3,483,557 Operating Days 296 355 254 226 204 179 167 165 Excerpt from Five Year Forecast (General Fund section only) 29 TRANSMITTAL LETTER VII. CLOSING THOUGHTS The compilation of a budget like this one is the result of a high performing team that is focused on the overall goals and objectives established by the Council, customer service, program provision, financial stewardship and organizational and personal development. This team focus, along with the governance system, makes Westlake a truly unique community that produces top-notch results with a small staff while maximizing the use of public funds for our Town. Our community has faced many important decisions which have helped to shape our future and guide our growth. We have expanded our capacity as an organization through: • The development of strategic plans and identifiable performance measures for both our municipal and educational operations. • Conducting elected official governance and staff professional development sessions to improve our proficiency in those areas. • Keeping a continued short and long-term focus on fiscal management that involves responsible budgeting and transparency for our citizens. • Increasing our communication and outreach efforts to our community via the continued use of neighborhood meetings, corporate partnerships, and the re -design of our website. • Expanding enrollment, providing new course offerings, and emphasizing high student achievement and student expansion at Westlake Academy. All of these efforts are necessary to create the one -of -a -kind community that Westlake residents cherish and enjoy, one that allows us to focus in FY 2013-14 on "moving forward". We exist as a municipal corporation for one reason and one reason only: to prioritize and deliver the best services possible with the resources provided to achieve an exceptional quality of life. This is a challenge the Staff takes very seriously, one that we pursue with vigor every day. High praise is due to the Leadership Team for their work on this budget. Additional recognition and thanks are due to Director of Finance Debbie Piper, and Finance Supervisor Jaymi Ford, for their efforts in assembling this budget document. It takes long hours to make this not only a financial document, but a policy document that is easy for our citizens to read and understand. I appreciate their dedication and the effort they have invested in this process. Finally, on behalf of myself and the entire Town Staff, I would like to extend thanks and appreciation to the Westlake Town Council. Your countless volunteer hours, invested in governance of and providing leadership to Westlake to make it the best community we can be, is foundational to any success we achieve. Sincerely yours, Thomas E. Brymer Town Manager/Superintendent Westlake Academy 30 TRANSMITTAL LETTER EXCERPT FROM THE 2013 CITIZEN SURVEY RESULTS Source: ETC Institute DirectionFinder (2013 - Westlake, TX) Q1. Overall Satisfaction With Town Services by Major Category by percentage of respondents who rated the item as a 1 to 5 on a 5 -point scale (excluding don't knows) Quality of public safety services Westlake`s emergency preparedness efforts Maintenance of Town streets Overall value of Westlake Academy to the Town Overall quality of governmental services Effectiveness of Town communication Overall customer service provided by Town Parks/trails/open spaces/streetscaping/facilites Enforcement of codes and ordinances Quality of utility services Value received from City tax dollars and fees 4951 9% 43% 39% 13% 410/ 400/ 13% 6 54% 24% 113% 10 32% 42% 17% 105! 42% 320/ 120/ is%o 40% 339/0 1 20% 7% 350/ 3751 230/ 28% 43% 21% 90/ ............. 29% 41%4 21% 9%- 24-;6 3101 1 250/ 1'209/6 00% 200/ 40% 60% 800/ 1000/ ®Very Satisfied (5) ©Satisfied (4) ONeutral (3) !Dissatisfied (1/2) Q2. Major Categories of Town 'Services That Residents Felt Were Most Important by percentage of respondents who selected the item as one of their top three choices Quality of public safety services Overall value of Westlake Academy to the Town Parks/trailsropen spaces/streetscaping/facilites Value received from City tax dollars and fees Maintenance of Town streets Quality of utility services Westlake's emergency preparedness efforts Overall quality of governmental services Enforcement of codes and ordinances Effectiveness of Town communication Overall customer service provided by Town 0% 20% 40% 60% 80% mist Choice 02nd Choice =3rd Choice 31 TRANSMITTAL LETTER Q20. Overall, how would you rate the Town of Westlake as a place to live? by percentage of respondents Excellent 700% Good 215/ n't know 3% oor M Average 2% Overall Composite Customer Satisfaction Index 2009 us. 2011 vs. 2013 (Base Year 2009=100) 115 110 105 100 95 90 113 100 101 100 100 101 Westlake 32 U.S. Average X2009 02011 =2013 THF Tett OF STLAKE BUDGET OVERVIEW & FRAMEWORK This section attempts to help explain the meaning behind the numbers which are presented in this budget document. It gives perspective to the Town's budgeting process, basis of budgeting and accounting, how the budget is amended and the Jam., , , A t fund accounting system. AnO VIA16 FORWARD T"OOETWR. roc irrc Comm r7 it .. . Grouilng School.. BUDGET OVERVIEW AND FRAMEWORK The Town of Westlake staff is pleased to present the 2013-14 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 2014 fiscal year begins on October 1, 2013 and ends September 30, 2014. It provides the framework to implement the Town's vision, mission and value statements as set out by the Town Council. The Town's annual budget is prepared in the context of a five (5) year financial forecast. The proposed budget is submitted to the Council approximately thirty to forty-five days before the beginning of the fiscal year for their consideration. The Town's budget is allocated by fund. It is designed to provide a clear picture of proposed Town spending, allocation of financial resources, and priorities as well as how they are set to carry out the policy direction of the Council. In addition to a fund format, the budget is the beginning of efforts to show the allocation of the Town's resources in concert with the Town's strategic planning efforts. A "bottom-up" approach is used to solicit input from the staff Leadership Team as to their operations' needs with an emphasis on: • Identifying costs to provide the current level of services. • Identifies additional cost increases needed to maintain the current level of service. • Additional resources necessary to provide new or increased levels of service. • Delineating changes in fund balance levels for each fund. As in previous years, efforts have been made to control expenditures while continuing to deliver an excellent level of service to our citizens. Concentrated efforts have been made to produce a document that clearly illustrates the uses of Town resources in a format that may be utilized as a resource tool by the Town Council, Town staff, and the citizens of Westlake. Our budget preparation process continues to be refined on an annual basis, operating within clearly defined budget preparation guidelines. The following procedures, which are guided by generally accepted budgeting practices, has been established: The annual operating budget presents appropriations of expenditures and estimates of revenues for all local government funds. These revenues include sales and use taxes, ad valorem property tax, citation revenue, franchise taxes, mixed beverage taxes, license and permit fees, development fees, sales of printed material, interest income, water and sewer utility revenue, duct bank leases, and miscellaneous revenues. 2. The annual operating budget illustrates expenditures, anticipated revenues, and the estimated impact on reserves. 3. Budgets for each department are broken down into specific cost components, including payroll/salaries, payroll related & benefits, supplies, services, insurance, repair & maintenance, rent & utilities, economic development incentives, and capital outlay. 4. Revenue projections are prepared for each revenue source based on an analysis of historical revenue trends and current fiscal conditions. 5. The budget process includes a multi-year projection of all required capital improvements. 6. Goals and objectives have been developed for each department and are incorporated into the evaluation of employees and performance of the organization. 35 BUDGET OVERVIEW AND FRAMEWORK 7. A budget message summarizing local financial conditions and principal budget issues is presented to the governing council along with the annual budget. The layout and organization of the budget is designed to help the reader locate both financial and non-financial information in a timely fashion. The General Fund is divided into twelve departments. Each department has the following information included: • Description of the fund and it's program's trends, goals, highlights, measures and Vision Point Strategic Plan Impacts • Summary of Employee Staffing and Expenditures • Program budgeting for the Department The Fund Sections are broken down between General Fund, Westlake Academy Fund, Special Revenue Funds, Debt Service Fund, Enterprise Funds, Internal Service Funds, and Capital Projects Fund. Each Fund contains the following information: • "Fund Overview" describing the function of the fund and explaining the variances between the revenues and expenditures of FY 2012-13 and FY 2013-14 • "Program Summary" of revenues and expenditures. Also included are sections detailing the Capital Improvement Plan and Long -Term Planning. The final component is an Appendix section. The appendices section consists of a Glossary of Budget Terms, the Town's Fiscal and Budgetary Policy, Investment Policy, Strategic Plan and the Town ordinance related to the adoption of the budget (after adoption). The budget contains financial data spanning two fiscal years. The current budget year ending September 30, 2013 is presented in its original adopted form, as well as an amended estimate. Actual totals for the fiscal year ending September 30, 2012 are also presented for comparison. BASIS OF ACCOUNTING/BUDGETING The accounts of the Town are organized on the basis of funds, each of which is considered to be a separate accounting entity. All governmental fund types are budgeted and accounted for on a Generally Accepted Accounting Practice (GAAP) basis for financial statement presentations. FUND TYPE AccoUNTING BASIS BUDGETING BASIS General Fund Modified Accrual Modified Accrual Special Revenue Funds Modified Accrual Modified Accrual Debt Service Funds Modified Accrual Modified Accrual Academic Funds Modified Accrual Modified Accrual Capital Project Funds Modified Accrual Modified Accrual Internal Service Funds Full Accrual Full Accrual Enterprise Funds Full Accrual Full Accrual 36 BUDGET OVERVIEW AND FRAMEWORK BUDGET FUND STRUCTURE TOWN OF WESTLAKE BUDGETING FUNDS Governmental Funds General Debt Fund Service Fund Internal Service Capitol Project Funds Funds -General - Capital Project Fund Maintenance -Westlake Academy & Replacement Expansion Fund Fund Special Revenue Funds - Westlake Academy - Lone Star Fund - Visitor Association Fund - Economic Development Fund - 413 Economic Development Fund 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 of the revenues or expenditures of the appropriated budget. Proprietary Funds Enterprise Funds -Cemetery Fund - Utility Fund Internal Service Funds -Utility Maintenance & Replacement Fund Major Funds Percent Westlake Academy 27% General Fund 25% Utility Fund 15% Expansion Fund 170 TOTAL 84% The Governmental Fund types use a financial resources measurement focus and utilize the modified accrual basis for accounting and budgeting. Under the modified accrual basis of accounting, revenues are recorded when susceptible to accrual, meaning that it is measurable and available. Available revenues are defined as those funds that are collectable within the current period, or collectable within a timeframe to pay liabilities of the current period. Expenditures generally represent a decrease in net financial resources and are recorded when a measurable fund liability is incurred. In some instances, such as the incurrence of long-term debt, expenditures related to interest on the debt is recorded in the period that it is due. The Proprietary Fund types are accounted and budgeted for on a cost of services, or "Capital Maintenance" measurement focus using the accrual basis of accounting. Under the accrual basis of accounting, revenues are recognized when earned and expenses are recognized when incurred. For purposes of this budget presentation, depreciation is not displayed and capital expenditures and bond principal payments are shown as uses of funds. 37 BUDGET OVERVIEW AND FRAMEWORK GOVERNMENTAL FUND TYPES Governmental fund types are those through which most governmental functions of the Town are financed. The acquisition, use, and balances of the Town's expendable financial resources and the related liabilities (except those accounted for in the Proprietary and Fiduciary Fund types) are accounted for through Governmental Fund types. Descriptions of each fund contained in the Town's budget are as follows: The General Fund is the general operating fund of the Town. It is used to account for all Town revenues and expenditures except those required to be accounted for in other funds. Major functions financed by the General Fund include Finance, Administration, Building & Code Compliance, Fire/EMS, Public Works, Facilities and Grounds Maintenance, Human Resources, Parks and Recreation, Information Technology, and Engineering. Sources of revenue include sales and use taxes, development fees and permits, court revenue, and franchise taxes. The former Westlake Property Tax Reduction Sales Tax Fund received its funding from a '/2 cent sales tax levy that was previously earmarked for the 4A Economic Development Corporation. The purpose of this fund was to reduce local property tax rates throughout Texas by providing cities with an additional unrestricted revenue source. These funds may be used for general Town expenditures, capital projects, or debt service. This fund was closed at FY 2010-2011 year end and revenues are now being recorded in the General Fund. 2. The Debt Service Fund is established to account for, and the payment of, general long-term debt principal and interest. This fund provides a clearer accounting of ongoing debt obligations compared to operating budgets. The Debt Service Fund is used to make scheduled payments for all bond issues associated with the building of the Civic Campus as well as a partial refunding of the 2002 series and various street/trail projects. 3. Special Revenue Funds consist of the following; o The Westlake Academy Fund incorporates all funds related to the Academy encompassing all operations and maintenance related to the school as well as State public school funding, Federal and state grants, and private donations used to support the daily school operations of the Academy. o Westlake's Visitors Association Fund receives its primary funding from a 7% hotel occupancy tax adopted by the Town of Westlake in FY 1999-2000. Proceeds from the hotel occupancy tax are required to be used in accordance with statutory parameters including the promotion of travel and tourism in the Town of Westlake. o The Economic Development Fund was set up to maintain all receipts and disbursements of agreements between the Town and various corporations for economic development. There was confusion regarding the additional revenues being recorded in the General Fund and offset by expenditures. These balances offset to zero but skewed the analysis of each. The Town is hoping this fund will create more transparency to the public regarding these receipts and payments. o The 413 Economic Development Corporation Fund is a local option established under the Texas local government code. 4B funds are generated from a'/2 cent sales tax levy and proceeds are used for debt service. m BUDGET OVERVIEW AND FRAMEWORK The Lone Star Public Facilities Corporation was founded in 1996 and was designed "to provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing and placement in service of public facilities in an orderly, planned manner and at the lowest possible borrowing costs." The ideas was to "acquire, through the issuance of installment sale obligations, office buildings located within the State of Texas but outside the boundaries of Westlake, whose tenants will be limited to those entities which are qualifying tenants under applicable federal income tax law so that the interest payable with respect to the installment sale obligations will be exempt from federal income taxation." There has been no activity in the fund for several years. 4. Capital Project Funds consist of the following; o The Capital Projects Fund tracks the infrastructure and building projects (other than those financed by proprietary fund types), funded with general operating transfers, intergovernmental revenue, bond funds and other special funding methods. Capital expenditures are clearly identified by their respective funding sources, and projects are shown in a clear, concise format. The Westlake Academy Expansion Fund tracks the Westlake Academy Master Facility Plan that was adopted by the Westlake Town Council/Board of Trustees in November 2012. The issuance of $8.5 million in bonds by certificates of obligation (CO) was authorized for the Phase I expansion. Total cost of this project will be approximately in the $10 million range including hard and soft costs. The Phase I expansion will be completed by fall 2014 and includes three buildings adding approximately 36,800 square feet of new space to the Academy's current 60,000 sq. ft. of campus facilities. 5. Internal Services Funds account for services and/or commodities furnished by a designated program to other programs within the Town. Funds include the following: o The General Maintenance & Replacement Fund (GMR) is an account to offset the future costs of repair and/or replacement of large capital assets due to age and use. Contributions from the Town's General Fund are transferred on an annual basis; resulting in a cash balance which mitigates the cash flow impact of large maintenance and capital replacement costs. PROPRIETARY FUND TYPES Proprietary fund types operate in a manner similar to private business utilizing an accrual basis of accounting. Enterprise Funds Account for operations of governmental facilities operated in a manner similar to commercial enterprises where the intent is to recover, in whole or in part, the costs and expenses of providing goods and services to the public. Revenues are typically generated through usage fees based on individual demands of each customer. Enterprise funds may be used when the governing body has determined that periodic determination of revenue earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. 39 BUDGET OVERVIEW AND FRAMEWORK o The Cemetery Fund includes all operations associated with the 5.5 acre cemetery located on J.T. Ottinger Road which was acquired during the year ended September 2008. The Utility Fund accounts for water, wastewater and telecommunications conveyance (duct bank) services for the residents of the Town. All activities necessary to provide such services are accounted for in the Fund, including administration, operations, maintenance, financing and related debt service, and billing and collection. Additionally, the Town collects monthly solid collection fees in this fund which are paid to the Town's solid waste franchisee. Internal Service Funds Internal Services Funds account for services and/or commodities furnished by a designated program to other programs within the Town. Funds include the following: o The Utility Maintenance & Replacement Fund (UMR) is an account to offset the future costs of repair and/or replacement of large capital assets due to age and use. Contributions from the Town's Utility Fund are transferred on an annual basis; resulting in a cash balance which mitigates the cash flow impact of large maintenance and capital replacement costs. RELATIONSHIP BETWEEN FUNDS AND DEPARTMENTS 40 Nn"O V N C O Q N O) Q O O N d Q C N p N N >. ;� U E N W N Q t << O < U U y >> O d> O O << O LL< ( O N O N d d' C >. O E O C N O D N S O N U O O O U d N GENERALFUND General Fund ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ SPECIAL REVENUE FUNDS 413 Economic Development ✓ Economic Development ✓ Visitors Association ✓ ✓ ✓ ✓ ✓ ✓ Lone Star Public Facilities ✓ DEBT SERVICE FUNDS Debt Service ✓ ENTERPRISE FUNDS Cemetery Fund ✓ ✓ 500 Utility Fund ✓ ✓ ✓ ✓ ✓ INTERNAL SERVICE FUNDS Utility Maintenance & Replacement ✓ General Maintenance & Replacement ✓ ✓ ✓ ✓ ✓ CAPITAL PROJECT FUNDS Capital Projects ✓ ✓ ✓ ✓ Westlake Academy Expansion ✓ ✓ ACADEMIC FUNDS Westlake Academy ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ 40 BUDGET OVERVIEW AND FRAMEWORK THE BUDGET PROCESS The Town Manager submits the budget to the Town Council. The Town's fiscal year begins each year on October 1 st and ends on September 30th of the following calendar year. Prior to the beginning of the fiscal year, the Town Manager must submit a proposed budget, which includes: • A budget message • A consolidation statement of anticipated revenues and proposed expenditures for all funds • General fund resources in detail • Special fund resources in detail • A summary of proposed expenditures by department and activity • Detailed estimates of expenditures shown separately to support the proposed expenditure • A description of all bond issues outstanding • A schedule of the principal and interest payments of each bond issue The proposed revenues and expenditures must be compared to prior year revenues and expenditures. The budget preparation process begins early in the calendar year with the establishment of overall town goals, objectives, and analysis of current year operations compared to expenditures. Budget policies and procedures are reviewed at the same time to reduce errors and omissions. In May, the Finance Department prepares such items as budget forms and instructions for estimating revenues and expenditures. Department heads submit proposed baseline expenditures for current service levels and any additional one-time or on-going request they may have for their department. A round -table meeting is subsequently held with the Town Manager, the finance staff and each department head for review. After all funding levels are established and agreed upon; the proposed budget is presented by the Town Manager to the Town Council. A public hearing on the budget is conducted in accordance with state and local law. This meeting is held after the Council has reviewed the budget during a workshop. The Town Council approves a level of expenditure (or appropriation) for each fund to go into effect on October 1 st, prior to the expenditure of any Town funds for that budget year. 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. BUDGET AMENDMENT PROCESS 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. 41 BUDGET OVERVIEW AND FRAMEWORK FINANCIAL POLICIES The Town of Westlake is committed to financial management through integrity, prudent stewardship, planning, accountability, full disclosure and communication. The broad purpose of the Fiscal and Budgetary Policy is to enable the Town to achieve and maintain a long-term stable financial position and provide guidelines for the day-to-day planning and operations of the Town's financial affairs. The Town Council annually reviews and approves these policies as part of the budget preparation process. A copy of these Policies can be found in the "Appendix" section of this budget. SHORT-TERM INITIATIVES FOR THE UPCOMING YEAR This budget reflects the Town's response to changes in the environment in which it operates and of the key initiatives that guided its development. These initiatives reflect the choices for the fiscal year and are consistent with the Town's long-term policies. Investment in Core Service Delivery Phase 2 was implemented of a two-year program to fund for market pay adjustments Continued emphasis on long-range financial planning Contained in this budget is an updated 5 year 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 Finance Department continues to produce a quarterly financial report for Town Council that monitors and analyzes trends in the General, Visitors Association, and Utility Enterprise funds. The report serves as a tool to assist in developing a proactive, rather than reactive approach to changing financial trends. Continue to enhance tourism by promoting Westlake as a "destination" To help facilitate movement throughout the Town, and to draw hotel visitors and other guests, this budget continues funding of the Marriott Shuttle, a transportation system between DFW Airport and The Westlake Marriott hotel. The passenger buses operate limited hours and transport hotel guests and other passengers to Westlake and other destinations during their stay. We will also continue to work with the Marriott management with the Group Business Incentive Program. Maintain a healthy General Fund balance The FY 13/14 ending General Fund balance is projected to equal 254 operating days of expenditures, and exceeds the policy requirement of 90 operating days. EFFECT OF PLANNING PROCESSES ON THE OPERATING BUDGET The Town of Westlake utilizes several planning processes that affect the development of the operating budget. Effective planning processes assist the Town in assessing the financial implications of current and proposed policies, programs, and assumptions. An effective plan illustrates the likely outcomes of particular courses of actions. 42 BUDGET OVERVIEW AND FRAMEWORK Name Type Of Planning Process Five-year operating Description Of Budget -Impact Forecast of revenues, Allows for General Government plan to facilitate expenditures, service reallocation of Long -Range financial planning levels and staffing resources Financial needs Forecast Facilities Capital Five-year plan by The prioritization of Stability of General Maintenance facility and departmental fund maintenance requests for projects appropriations activity or project along with known maintenance requirements Parks Capital Five-year plan by Identifies, prioritizes Stability of General Maintenance facility, and schedules fund maintenance improvements to appropriations activity or project parks, medians and grounds Street Five-year plan to Inspection, Stability of General Maintenance maintain and prioritization and fund improve roadways, scheduling of surface appropriations sidewalks, curbs and repair and preventive gutters maintenance of streets Vehicle and Five-year plan of Development of Timing and sizing Equipment scheduled vehicle replacement intervals of debt issues and Replacement and heavy based on equipment payments equipment age, usage, and replacement lifetime repair costs Computer Plan for the Development of Stability of General Replacement replacement of replacement intervals fund computers and based on equipment appropriations other technology age, usage, and items lifetime repair costs Capital Five-year plan of Council identification Predictable Improvements major infrastructure of projects; prioritizing; funding levels, Plan development and costing; timing; debt service improvements financing and project planning management 43 BUDGET OVERVIEW AND FRAMEWORK FY 13/14 BUDGET CALENDAR MAR * ORIENTATION AND OVERVIEW OF 201 3-1 4 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 12/13 AMENDMENTS * FINANCE AMENDS FY 12/13 BUDGET - BECOMES BASE FY 13/14 * 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 FYI 3/14 MUNICIPAL BUDGET TO COUNCIL SEP * PUBLISH NOTICE OF PUBLIC HEARING ON BUDGET * PUBLIC HEARING ON BUDGET * ADOPTION OF FY 13/14 OPERATING BUDGET OCT * FISCAL YEAR 2013-2014 BEGINS 44 This page is intentionally blank 45 THE TON OF ESTLAIKE STRATEGIC PLAN InOVIA16 FORWARD TOOMER. 0 v Growil-7-p Co n l t . . Grooving School.. STRATEGIC PLAN OVERVIEW The following Strategic Issues -Focused Governance System (SIGS) was approved in December of 2011. As is customary, strategic plans are reviewed on a routine basis, and our organization is in the process of updating our balanced scorecard system. During the current fiscal year, the Town Council and staff retained the services of a consultant from the "Balanced Scorecard Institute" to review our existing strategic framework, along with the mission, vision, and values statement of the Town. The balanced scorecard system is designed to communicate our strategy throughout the organization/community, align our daily work activities to the overall vision, serve as the framework for prioritizing services, and utilize performance measures to evaluate our successes and opportunities. 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 provision programs, describes our commitment to personal customer service, and outlines the financial stewardship component which is important to our community. Council and staff are currently reviewing these updates and plan to adopt them during FY 2013-2014. A balanced scorecard is divided into four unique perspectives that help an organization focus on the strategy that has been aligned to the vision and mission for our community. The following four perspectives of the plan, which were customized by the Council, are as follows: • Citizens, Students, and Stakeholders - viewed through the eyes of our customers and stakeholders • Financial Stewardship - performance, effective use of resources • Municipal & Academic Operations - focuses on processes that create value for the customers and stakeholders • People, Facilities, & Technologies - involves, KSA's, work culture, innovation, leadership, governance, tools and technologies necessary to provide services, etc. After the staff analyzed the Town's strengths and weaknesses, as well as the opportunities and threats we face (SWOT), the information was presented to the governing Council during a retreat in May of 2013. 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. The themes are listed below: • Natural Oasis • High Quality Planning, Design, and Development • Westlake Academy • Exemplary Service and Governance Town staff then constructed 'draft' 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. Our goal is to have everything completed and adopted by Council during the second quarter of FY 2013-2014. 47 } Town of Westlake "Westlake, a premier knowledge based community" Strategic Issues -Focused Governance System In order to focus our efforts as it pertains to serving the residents and businesses as well as creating a dynamic strategic planning document, the Council and staff developed a Strategic Issues -Focused Governance System (SIGS). The system is designed to combine the strategic plan, Balanced Scorecard Strategy Map and program based budget document into a comprehensive tool to guide the Town Council and staff as well as create an achievable vision for Westlake. The plan is organized according to Strategic Issues, identified as affecting our community over the next 24 months. This type of issues focused version of a traditional strategic plan is designed to allow the organization to scan our environment for opportunities or challenges as it relates to our community and develop action plans to achieve the best results for Westlake. The Strategy Map from the Balanced Scorecard component of the SIGS outlines the Town Council directives which are vital to our service provision levels for our community and identify measurable objectives to indicate our performance in these areas of achievement. The Program Based Budget is an effort to quantify the cost of services by program rather than the traditional line - item budget format. The financial costs are identified by each program, rather than by each department, along with an explanation of the core services and program objectives. The philosophy of the Town of Westlake's team embraces a "shared services model" as the most cost effective method to deliver excellent public services to the community through our dedicated and professional staff mem- bers. The community consists of our local residents, the children, parents and staff of Westlake Academy, our cor- porate citizens, the employees who work in Westlake and various other customers, developers and visitors who do business in and around our town. Through the use of a hybrid of internal direct service provision, inter -local agreements, public/private partnerships and the shared provision of programs at Westlake Academy, he staff strives to maintain Westlake as a premiere choice for families and corporate neighbors while operating in a financially responsible manner. Each departmental director and their staff teams are cross -trained and provide vaquero support or management of the service programs for both the Town of Westlake and the Town -owned charter school, Westlake Academy. These programs include facilities maintenance, development, human resources, IT support, financial services, communications, and executive level management. The final results are a group of individuals who are actively engaged in creating a unique living experience through community events, educational opportunities and distinctive neighborhoods, which cannot be experienced any- where else. Approved — December 12, 2011 Organizational Values Innovation Preservation of Our Natural Beauty * ar Educational Leaders Strang Aesthetic Standards i FamilyFriend lyandLY+elcoming Trans.parent Govern ment Engaged Citizens FiscaIRes pens itrility 9r_ i Mission Statement Customer Focus Financial Stewardship Operational Processes Employee Investment & Support Strategic Issues "On behalf of the citizens, the mission of the Town of Westlake is to be ane -of -a -kind community that blends our rural atmosphere with ourvibrant culture and metropolitan location. *A Sense of Place * We Are Leaders * We are a Caring Community * Exemplary Governance * Service Excellence 49 Promote Best Prove ProvideExcel lent, Promote Enhance and Practice Policy Outstanding Responsive Community Ma i nta i n a Sense Resources Service and Health, Safety & Investment Governance Customer Service Management of of Community Program Delivery welfare Natural Resources *A Sense of Place * We Are Leaders * We are a Caring Community * Exemplary Governance * Service Excellence 49 Prepare the Budget with Lin kagesto, the Strategic Priorities Identify& Allocate Fundingfor Maintenance of PuhlicAssets Maintain Excellence in Reporting and Financial Standards Sustain Fiscal Health Maintain Effective Internal Controls Optimizethe use of our Shared Services Model Develop an Integrated Information System Resources Planningand and Emergency *A Sense of Place * We Are Leaders * We are a Caring Community * Exemplary Governance * Service Excellence 49 FaciIitatethe Implementation of the Strategic Focused Governance.System Preserve our Infrastructure to Meet the Life Expectancy of our Assets Implement a Comprehensive Continuous Quality Improvement Process Encourage Stakeholder and Staff Engagement Optimizethe use of our Shared Services Model Develop an Integrated Information System Resources Planningand and Emergency Investment Effectiveness (Employee *A Sense of Place * We Are Leaders * We are a Caring Community * Exemplary Governance * Service Excellence 49 I Stewa rds h i p Human ComprehensiveFssca Pu h 6 is Safety Capital & Organizational Resources Planningand and Emergency Investment Effectiveness (Employee Management of Preparedness Investment) Natural Resources *A Sense of Place * We Are Leaders * We are a Caring Community * Exemplary Governance * Service Excellence 49 I 'i Preparation Finale for Ann ual Annual Audit Audit TMID/Depts. Finalize Annual IIIQtr Report Report to Council Survey Citizens & Employees Qt .. i41# FCouncil �" �r Adopt Budget Tax Rate#+4` CErtifiedkillRereived Budget TMO Preliminary Budget review Work Sessions Qtr Report to Council b ' f� Final Budget Preliminary Projecti o Budget Projections ns Present Annual Audit to Council • Elections • GIP Planning Survey Preparation Work Budget Kickoff Citizen's Survey Vision Statement Town of Westlake "Westlake, a premier knowledge based community" 3 Village Circle, Suite 202, Westlake, Texas 76262 www.westlake-tx.org (817) 430-0941 Westlake is an oasis of tranquility and natural beauty amidst an ever expanding urban landscape. Vision Points Sense of Place - Distinctive neighborhoods, architecturally vibrant corporate campuses, grazing longhorns, soaring red-tailed hawks, meandering roads and trails, lined with natural stone and native oaks. Leadership - A premiere place to live, leadership in public education, corporate and governmental partnerships, and high development standards. Caring CommunitX - Informed residents, small town charm and values, historical preservation. Community Values • Innovation • Educational leaders • Family friendly and welcoming • Engaged citizens ■ • Preservation of our natural beauty • Strong aesthetic standards • Transparent government • Fiscal responsibility Exemplary Governance - Town officials, both elected and appointed, exhibit respect, stewardship, vision, and transparency. Service Excellence - Public service that is responsive and professional, while balancing efficiency, effectiveness, and financial stewardship. Ah PROUD TO BE ACertified Scenic City scenictexas.org Mission Statement "On behalf of the citizens, the mission of the Town of Westlake is to be a one -of -a -kind community that blends our rural atmosphere with our vibrant culture and metropolitan location." 51 "Good business leaders create a vision, articulate the vision, and relentlessly Solana Office Complex History and Demographics Approximately 992 residents currently occupy the Town of Westlake's 6.6 square miles, which is situated in the northern triangle of the Fort Worth—Dallas area. Originally settled in 1847, Westlake was incorporated in 1956. Today, the Town of Westlake is home to several neighborhoods, all of which share a commitment to excellence, but possess unique character and charm. All residents live in single-family homes and there is an award winning private golf course in town. The median age in Westlake is 38, and 51 % of the residents are female. Some of the community's top employers are: Fidelity Investments, TD Auto Finance, and Core - Logic. Several companies have offices in Solana, a high-profile corporate campus near State Highway 114. Solana's Village Circle also provides a mix of retail spaces and restaurants, plus offers the 296 -room Marriott Solana hotel. The sales tax rate in Westlake is 8.25%. Of the money collected, 6.25% is paid to the state of Texas,1 % to the Town, and the remaining 1 % to a local property tax relief fund and an economic development fund. Top Employers • Fidelity Investments • TD Auto Finance • CoreLogic • Wells Fargo Bank • McKesson Corporation • Deloitte University Recent Infrastructure Re -investment & Development Projects • FM 1938—Construction of major north/south thoroughfare • Deloitte University • Dove Road and Ottinger Road Improvements • Stagecoach Hills Waterline & Paving/Drainage Improvements • Aspen Lane, Mahotea Boone and Roanoke Road Paving/Drainage Im- provements • SH 114 / SH 1170 Interchange 52 Strategic Plan Overview During the 2011 strategic planning process, the Town Council and staff Leadership Team developed an overview of the strategic issues facing Westlake and developed action plans to monitor the success and completion of the projects. The vision and mission statements were updated to reflect the unique characteristics found within our community and the values which are important to our residents. The information is contained within five vision points which describe the areas that the Council and staff have determined are vital to maintaining our Town and providing services to enhance the lives of our residents and community. Vision Point One—Sense of Place Vision Point Two—Leadership Vision Point Three — Caring Community Vision Point Four—Exemplary Governance Vision Point Five — Service Excellence SENSE OF PLACE — The Town is home to several different types of community developments, which include residential, corporate and agricultural uses. Our largest residential neighborhood is home to a state of the art golf facility and many beautiful homes. Stagecoach Hills airpark is located along the historic stagecoach line which once transported passengers from Keller to Denton. Westlake residential neighborhoods include: • Aspen Lane • Glenwyck Farms • Mahotea Boone • Paigebrooke Farms • Stagecoach Hills • Terra Bella • Vaquero • Wyck Hill The Town is located along the Tarrant and Denton County borders and has portions of major State highways that surround its perimeter. We are an ideal location for businesses and have enjoyed a long history with our corpo- rate campus developments. LEADERSHIP — Town leaders foresaw the need for a facility to educate the children of Westlake in a local setting and to provide the citizens with a civic campus and a sense of "Vision without community. action is a dream. In 2003, the Town raised funds to build Westlake Academy, the only open -enrollment char- Action without ter school owned and operated by a municipality in the State. The Academy offers the rig- vision is simply orous International Baccalaureate curriculum, for grades K-12, and all residents are eligible passing the time. to enroll their children. Action with The Town also utilizes the "shared services' configuration to provide cutting edge service vision is making delivery to our residents and customers. The staff steps outside the traditional roles associ- ated with each department in a municipality and works in a cross -functional manner be- difference. " tween the Town and the Academy programs. This assists us in keeping our overhead to a minimum while serving our community. Joel Barker 53 CARING COMMUNITY —In an effort to foster citizen engagement, enhance our neigh- borhoods and increase participation in the community, many of the residents serve on various advisory boards that are committed to furthering the mission of the Town and ensuring Westlake is truly a unique community. The Westlake Historical Preservation Society was created to identify, preserve, and perpetuate the history of the Town and the Cross Timbers region. The Town is committed to protecting and improving the quality of life of Westlake residents, businesses and students by encouraging, inspiring, educating and entertaining artistic and creative endeavors. The Public Art Society of Westlake provides a wide range of professional and artistic presentations to foster the arts in the community and we are a co-sponsor of the MasterWorks Concert Series with the Arts Council Northeast, who promote local artists through public concert events. Westlake also hosts several local events to foster community involvement through the annual Christmas Tree Lighting Event, Decoration Day, Vintage Car Show and Arbor EXEMPLARY GOVERNANCE — Westlake is governed by a Mayor and Town Council with each of the five council members serving a two-year term. The Town Council also serves as the governing board for Westlake Academy, in the capacity of the Board of Trustees. The dual service configuration supports the cooperative delivery of program services for the Westlake community. The Town Council appoints the Town Manager, who also functions as the Academy's Superintendent, establishes town policies, and serves as the legislative body of the Town. In this capacity, the Council also approves the Town budget. The community is fortunate to have a dedicated group of residents who serve on our various boards and strive to promote the vision of the Town. Entrance to Glenwyck Farms SERVICE EXCELLENCE — The Town is staffed by a group of professionals who provide our residents and customers with the highest quality of public services in an efficient and responsive manner. The staff is involved in community gatherings, such as the neighborhood and parent meetings, concerts series, and various holiday based events — as well as striving to maintain personal relationships with our residential population to foster the Sense of Place and Caring Community found in Westlake. The Town's Leadership Team of department directors brings more than 150 years of collective municipal experience and knowledge to the Town along with a strong commitment to public service excellence. 54 been a lot of things, but it has never been ordinary. " Fort Worth Star Telegram Strategic Plan ,rategic Issues The Towri s strategic plan was developed according to a Strategic Issues format, which identified events through a SWOT (strengths, weaknesses, opportunities, and threats) analysis that would affect our community over the next 24 months. This type of issues - focused version of a traditional strategic plan is designed to allow the organization to scan our environment for opportunities or challenges as it relates to our community and develop action plans to achieve the best results for Westlake. The five component issues we identified as strategic are: • Capital Investment • Fiscal Stewardship & Organizational Effectiveness • Human Resources (Employee Investment) • Comprehensive Planning and Management of Natural Resources • Public Safety and Emergency Preparedness Under each outcome strategy, staff has created action items necessary to support or achieve the desired result, which is linked to the Strategy Map. :APITAL INVESTMENT — Ensure the infrastructure and capital investments of the Town are iaintained to sustain the community's quality of life. Outcome Strategies: 1. Existing Infrastructure Reinvestment (Current Assets) Leadership Team Member(s): Tom Brymer / Eddie Edwards / Jarrod Greenwood / Troy Meyer Staff Action 1.1: Facilities — Review of long-term rental options in comparison to building a permanent structure. Strategy Map: Financial Stewardship - Sustain Fiscal Health Completion Date: April, 2012 Staff Action 1.2: Cemetery — Analysis of long-term sustainability and marketing opportunities to increase the return on investment in the facility. Strategy Map: Financial Stewardship - Sustain Fiscal Health Completion Date: December, 2013 Staff Action 1.3: Completion of FM 1938 (Precinct Line Road) - Implementation of streetscaping projects. Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community Completion Date: FM 1938 — Summer, 2012, Final Streetscaping — Fall, 2015 Staff Action 1.4: FM 114/170 Interchange — Partner with TxDoT, the Town of Trophy Club and City of Roanoke to complete the streetscaping project. Strategy Map: Customer Focus - Enhance and Maintain a Sense of Community Completion Date: Summer, 2013 55 Strategic Issues, (cont.) Glenwyck Park CAPITAL INVESTMENT, (cont.) 2. Technology and Equipment Investment Leadership Team Member(s): Todd Wood / Richard Whitten / Eddie Edwards Staff Action 2.1: Capital Investment in Vehicles—Review of emergency and fleet maintenance needs and replacement opportunities. Strategy Map: Operational Processes - Preserve our Infrastructure to Meet the Life Expectancy of Our Assets Completion Date: October, 2012 Staff Action 2.2: Radio Accessibility of Emergency Services — Examine public safety communication interoperability of the Westlake emergency radio system. Strategy Map: Customer Focus -- Promote Community Health, Safety & Welfare Completion Date: June, 2012 Staff Action 2.3: Capital Investment in Technology—Review of current technology needs and forecast anticipated requirements for internal operations, citizen engagement and equipment replacement in the form of a technology plan. Strategy Map: Customer Focus - Promote Community Health, Safety & Welfare Completion Date: June, 2012 3. Policy and Cost Analysis Drive by Growth (Future Assets) Leadership Team Member(s): Tom Brymer / Debbie Piper/ Jarrod Greenwood / Eddie Edwards / Todd Wood / Troy Meyer Staff Action 3.1: Conduct feasibility study for water/sewer impact fees to offset the cost of infrastructure development. Strategy Map: Financial Stewardship - Sustain Fiscal Health Completion Date: June, 2012 Staff Action 3.2: Park Land and Trail Development — Work in partnership with surrounding municipalities to allow for connection of trails within Westlake to our neighboring communities. Strategy Map: Customer Focus - Promote Community Health, Safety & Welfare Completion Date: July, 2012 Staff Action 3.3: Evaluate Westlake Academy campus needs and expansion options. Strategy Map: Operational Processes - Optimize the Use of Our Shared Services Model Completion Date: August, 2012 4. Hwy 170/NTTA project Staff Action 4.1: Monitor the construction of the Hwy 170/NTTA project and provide Council with updates as to the impact on mobility in Westlake. Strategy Map: Customer Focus - Promote Community Health, Safety & Welfare Completion Date: Annual Report in November FISCAL STEWARDSHIP AND ORGANIZATIONAL EFFECTIVENESS —Maintain a balanced approach to revenue forecast- ing and expenditure allocation to ensure the necessary resources for long-term sustainability. Outcome Strategies: 5. Budget according to established service level provisions within departments. Leadership Team Member(s): Town Manager and All Departmental Directors Staff Action 5.1: Prepare budgets in a fiscally responsible manner to maintain a low tax rate while serving our stakeholders. Strategy Map: Financial Stewardship - Prepare the Budget with Linkages to the Strategic Priorities Completion Date: Annually by October 1st. 56 Strategic Issues, (cont.) FINANCIAL STEWARDSHIP AND ORGANIZATIONAL EFFECTIVENESS, (cont.) Staff Action 5.2: Continually monitor our revenue income and expenditures as it relates to the program budgeting function to provide Council with comprehensive financial information. Strategy Map: Financial Stewardship-- Sustain Financial Health Completion Date: Provided through Quarterly Financial Reports Staff Action 5.3: Examine Town's capacity for re -investment in technology, FIFE, capital expenditures, etc. Strategy Map: Financial Stewardship - Identify and Allocate Funding for Maintenance of Public Assets Completion Date: June, 2012 Staff Action 5.4: Develop/propose a financial policy to provide for future replacement needs of technology, FFE, etc. Strategy Map: Financial Stewardship - Identify and Allocate Funding for Maintenance of Public Assets Completion Date: December, 2012 6. Maximize the service provision level to our customers through the use of the shared services model, public/private partnerships and the implementation of innovative inter -governmental agreements. Leadership Team Member(s): Town Manager and All Departmental Directors Staff Action 6.1: Seek additional partnerships through either the use of Memorandums of Understanding (MOU's) or Interlocal Agreements (ILA's) relative to items such as economic development, tourism, cost reductions or enhanced efficiencies in service delivery mechanisms, infrastructure developments, mobility activities, etc. Strategy Map: Customer Focus -- Provide Outstanding Service and Program Delivery Completion Date: Provide annual December report to Council Staff Action 6.2: While maintaining high standards, continue to create incentive mechanisms that encourage businesses to locate in Westlake. These include flexible "development friendly" ordinances, adequate or expandable infrastructure, simplified fee structures and review procedures, and responsive staff support. Strategy Map: Customer Focus - Provide Outstanding Service and Program Delivery TT— V)COACg GAIRPARKI ZST- im . Entrance to Stagecoach Hills Develop a communication and marketing plan that is comprehensive in nature to encourage dialogue with our residents and foster community involvement. Leadership Team Members(s): Ginger Awtry/ Tom Brymer/ Todd Wood Staff Action 7.1: Provide consistent and timely communication to promote resident and stakeholder engagement in the business, events and opportunities in Westlake. Strategy Map: Customer Focus - Enhance and Maintain a Sense of Community Completion Date: Provided through Monthly and Quarterly Publications Staff Action 7.2: Implement new website and monitor/update content material for relevancy and timeliness. Strategy Map: Customer Focus - Provide Excellent, Responsive Customer Service Completion Date: February, 2012 57 Strategic Issues, (cont.) HUMAN RESOURCES (Employee Investment) —Provide the appropriate staffing levels at the Town as it relates to service delivery to our community. Outcome Strategies: 8. Include personnel estimates in the five-year financial forecast based on expansion of service provision to the Academy and community as directed by growth/demand for services. Leadership Team Member(s): Town Manager and All Departmental Directors Staff Action 1.1: In conjunction with 5 -year financial forecast, department heads to identify staffing needs for all programs of service. Strategy Map: Operational Processes - Optimize the Use of Our Shared Services Model Completion Date: Annually by August, 2012 Staff Action 1.2: Continually evaluate ways to maximize our delivery methods by cross -training employees and identifying skill sets which would be beneficial across the organization (i.e., security at the Academy, event preparation and volunteering, communication efforts through dynamic publications, IT services between the Academy/Town, etc.) Strategy Map: Operational Processes - Encourage Stakeholder and Staff Engagement Completion Date: Report in August, 2012 COMPREHENSIVE PLANNING AND MANAGEMENT OF NATURAL RESOURCES — Ensure the standards are maintained and promoted in the management of growth and development within the Town to foster our unique character and rural -like atmosphere. Spring Flowers Terra Bella Entry Outcome Strategies: 9. Update Town's Comprehensive Plan Leadership Team Member(s): Troy Meyer/ Eddie Edwards / Jarrod Greenwood A. Review of Current Comprehensive Planning document. Staff Action 9.A.1: Review existing plan provisions and incorporate into new proposal; Examine the possibility of hiring an outside consultant to assist in the process. Strategy Map: Customer Focus - Enhance and Maintain a Sense of Community Completion Date: June, 2012 B. Review of Land Use Plan & Financial Analysis of Impact to Sustainability Staff Action 9.13.1: Understanding the impact of the current land use plan on future growth and financial sustainability of the Town's municipal services, fees, and infrastructure necessary to support future development. Strategy Map: Customer Focus - Enhance and Maintain a Sense of Community Completion Date: March, 2013 C. Supporting Master Plans • Thoroughfare Plan • Parks/Trail/Open Space • Utilities (Water, Sewer, Duct Bank) Staff Action 9.C.1: Draft supporting master plans according to concepts approved by Council in the Comprehensive Planning document. Strategy Map: Customer Focus - Enhance and Maintain a Sense of Community Completion Date: March, 2013 58 Strategic Issues, (cont.) COMPREHENSIVE PLANNING AND MANAGEMENT OF NATURAL RESOURCES, (Cont.) D. Review and recommend necessary changes to existing ordinances to align with Comprehensive Plan Strategy Map: Customer Focus - Provide Outstanding Service and Program Delivery Completion Date: March, 2013 10. Investigate and review of environmental preservation and conservation opportunities. Leadership Team Member(s): Jarrod Greenwood / Troy Meyer Staff Action 10.1: Provide Council with report outlining programs that would benefit the residents in their conservation efforts. Strategy Map: Customer Focus - Provide Outstanding Service and Program Delivery Completion Date: Report to Council in April, 2012 Staff Action 10.2: Compare and contrast the programs relative to surrounding communities and the options found in the environmental conservation "best practices" of local government, to include an estimated cost of service provision. Strategy Map: Customer Focus - Provide Outstanding Service and Program Delivery Completion Date: April, 2013 PUBLIC SAFETY AND EMERGENCY PREPAREDNESS — Provide a safe community for our residents and business partners. Outcome Strategies: 11. Consistently seek an effective service delivery method to provide comprehensive police services for the Town residents. Leadership Team Member(s): Town Manager and All Departmental Directors Staff Action 11.4: Monitor and report on the success of the current police services contract to ensure a safe environment for our residents. Strategy Map: Customer Focus - Provide Outstanding Service and Program Delivery Completion Date: Annual report in February/March 12. Plan and implement strategies to enhance the emergency preparedness of the residents and Town facilities. Leadership Team Member(s): Town Manager and All Departmental Directors Staff Action 2.1: Evaluate on the local level that all departments have adequate training, E communication tools, to effectively address emergency situations as the, Strategy Map: Customer Focus - Promote Community Health, Safety and Welfare Completion Date: May, 2012 Staff Action 2.2: Review Town/Academy Standard Operating Procedures and emergency K Strategy Map: Customer Focus - Promote Community Health, Safety and Welfare Completion Date: December, 2012 Staff Action 2.3: Inventory and identify availability of recommended Emergency Operation Strategy Map: Customer Focus - Promote Community Health, Safety and Welfare Completion Date: June, 2013 59 Spring Flowers Programs of Service The program budget allocations are used as a means of providing our residents and Council with the costs associated with each public service provision according to the specific program rather than the traditional line -item designations. It has been developed with a governance approach that places greater emphasis on the services and activities provided to our stakeholders rather than the individual departments that carry out the assigned work duties. The information listed below, groups the programs with the Vision Point most closely related to the service and identifies the department that is primarily responsible for ensuring the necessary work is completed to reach our goals and objectives. The program budget may also be utilized as a tool for prioritizing services and making organizational funding decisions. Deciding how responsive, effective or efficient a particular service should be carries implicit costs. Westlake continues to deliver the highest quality services possible while maintaining relatively low provision costs. The professional staff at the Town of Westlake takes pride in the work they do and the services they offer to our residents. Vision Point One — Sense of Place: Distinctive neighborhoods, architecturally vibrant cor- porate campuses, grazing longhorns, soaring red-tailed hawks, meandering roads and trails, lined with natural stone and native oaks. Program Total Allocation Key Service Delivery Dept. — Planning & Dev. Comprehensive Planning & Economic Development $ 84,199 Dept. 11—Administration — Public Works Building Inspections $ 38,253 Dept. 12 — Planning & Dev. Code Enforcement $ 5,182 Dept. 12 — Planning & Dev. Transportation Services $ 39,646 Dept. 16 — Public Works Parks & Recreation Maintenance $ 106.031 Dept. 19 — Parks & Rec. TOTAL $ 273,311 Vision Point Two — Leadership: A premiere place to live, leadership in public education, corporate and governmental partnerships, and high development standards. Terra Bella Entry Program Plan Review & Inspections Gas Well Permit Administration Planning & Zoning Water Services er Services Solid Waste & Recycling Westlake Academy Foundation Support Services Academic Support Services as Student Housing Total Allocation Key Service Delivery Dept. $ 48,945 $ 8,197 $ 39,252 Sew- $1,662,660 $ 444,994 $ 33,533 $ 20,501 Tex- $ 139,151 $ 28,767 TOTAL $2,426,000 Dept. 12 — Planning & Dev. Dept. 12 — Planning & Dev. Dept. 12 — Planning & Dev. Dept. 16 — Public Works Dept. 16 — Public Works Dept. 16 — Public Works Dept. 18 — Finance Dept. 21— Human Resources Dept. 13 — Town Secreta Programs of Service, (cont.) Vision Point Three ~ Caring Community: Informed residents, small town charm and values, historical preservation. Pro ram Total Allocation Key Service Delivery Dept. Emergency Prevention $ 70,023 Dept. 14 — Fire & EMS Citizen Engagement & Communications $ 117,221 Dept. 22 — Communications TOTAL $ 187,244 Vision Point Four — Exemplary Governance: Town officials, both elected and appointed, exhibit respect, stewardship, vision, and transparency. Pro ram Total Allocation Key Service Delivery Dem Municipal Governance Academic Governance $ 183,083 $ 78.384 TOTAL $ 261,467 Dept. 11— Administration Dept. 11— Administration Vision Point Five ~ Service Excellence: Public service that is responsive and profes- 41 sional, while balancing efficiency, effectiveness, and financial stewardship. Program Total Allocation Key Service Delivery Dem Financial Management $ 291,888 Dept. 11— Administration Municipal Administration $ 656,508 Dept. 11— Administration Academic Administration $ 274,369 Dept. 11— Administration Records Management $ 29,621 Dept. 13 — Town Secretary Emergency Operations $ 991,454 Dept. 14 — Fire & EMS Emergency Operations — Billing Services $ 12,000 Dept. 14 — Fire & EMS Emergency Operations — Support Services $ 30,504 Dept. 14 — Fire & EMS Police Services $ 775,326 Dept. 23 — Police Municipal Court—Case Processing $ 61,478 Dept. 15 — Municipal Court Municipal Court — Docketing $ 52,013 Dept. 15 — Municipal Court Warrant & Jail Services $ 96,525 Dept. 15 — Municipal Court Municipal Court - Collection Services $ 17,393 Dept. 15 — Municipal Court Judiciary & Administration $ 37,024 Dept. 15 — Municipal Court Utility Billing & Processing $ 67,419 Dept. 18 — Finance Municipal Accounting Services $ 202,190 Dept. 18 — Finance Human Resources —Administration $ 6,501 Dept. 21— Human Resources Human Resources —Total Compensation $ 2,000 Dept. 21— Human Resources Human Resources — Risk Management $ 4,210 Dept. 21— Human Resources Human Resources —Employment Services $ 3,166 Dept. 21— Human Resources Right -of -Way (ROW) Management $ 143,096 Dept. 16 — Public Works Election Administration $ 12,928 Dept. 13 —Town Secretary Municipal IT Operations $ 81,592 Dept. 20 — Information Tech. Municipal Network Operations $ 6,363 Dept. 20 — Information Tech. TOTAL $ 3,855,570 12 "We are limited, not by our abilities, but by our own vision. - Anonymous THF Tett OF FESTLAKE FINANCIAL ANALYSIS ALL FUNDS This section gives the reader of this budget document an analysis of the amounts between the adopted budget for FY 2011/2012 and the estimated budget for the same year, as well as the variance explanations between the FY 2011/2012 estimated budget and the FY 2012/2013 adopted. Also several different tables are presented +� of all fund revenues, expenditures �. and fund balance amounts. MO VIA16 FORWARD T"OOETWR. roc irrc Comm r7 it .. . Grouilng School.. This page is intentionally blank 63 Description REVENUES & OTHER SOURCES General Sales Tax Property Tax Beverage Tax Franchise Fees Permits & Fees Fines & Forfeits Investment Earnings Misc Income Donations Charge for Services Contributions Hotel Tax Revenues Total Revenues Transfers In Other Sources Total Other Sources WA -Revenues WA -Other Sources Westlake Academy Total Revenues a. Other Sources EXPENDITURES & OTHER USES Payroll Salaries Insurance Taxes Retirement Total Payroll Supplies Service Insurance Maintenance Rent & Utilities Interfund Advance Debt Water Purchases Total Expenditures Capital Outlay Capital Projects Total Capital Transfers Out Other Uses Total Other Uses WA - Expenditures WA -Other Uses Westlake Academy Total Expenditures and Other Uses Excess Revenues Over (Under) Expenditures BEGINNING FUND BALANCE ENDING FUND BALANCE THREE YEAR ANALYSIS COMPARISON REVENUES, EXPENDITURES, FUND BALANCE ALL SOURCES FISCAL YEAR 2013/2014 FY 11/12 FY 12/13 FY 13/14 Actual Estimated Adopted 3,657,274 13% 4,125,000 13% 4,400,000 21% 1,442,069 57- 1,355,792 4% 1,343,693 6% 38,286 07- 49,000 0% 50,000 0% 664,991 27- 643,950 2% 650,388 3% 598,395 2% 719,860 2% 786,000 4% 622,337 2% 560,000 2% 570,000 3% 41,013 0% 32,490 0% 32,490 0% 189,417 1% 275,815 1% 262,413 1% 520 0% 0 0% 0 0% 2,937,081 11% 2,713,560 9% 2,713,560 13% 749,423 37 1,467,739 5% 256,500 1% 590,853 27 700,000 2% 700,000 3% 11,531,659 42% 12,643,205 41% 11,765,043 55% 2,171,100 87 2,675,011 9% 3,122,636 15% 7,799,196 29% 9,874,059 32% 0 0% 9,970,296 36% 12,549,070 40% 3,122,636 15% 5,752,276 21% 5,833,347 19% 6,461,662 30% 93,884 0% 69,137 0% 45,000 0% 5,846,160 21% 5,902,484 19% 6,506,662 30% 1,977,420 7% 2,047,481 9% 2,339,745 7% 265,344 1% 275,023 1% 325,884 1% 166,802 1% 184,339 1% 209,783 1% 161,635 1% 166,101 1% 193,291 1% 2,571,200 10% 2,672,944 12% 3,068,704 10% 154,220 1% 183,900 1% 243,751 1% 2,641,311 10% 2,333,820 11% 2,749,751 9% 27,391 0% 33,320 0% 35,310 0% 229,708 1% 249,862 1% 252,877 1% 414,625 2% 450,437 2% 467,007 1% 243,940 1% 245,758 1% 185,758 1% 2,333,633 9% 1,803,476 8% 2,280,531 7% 980,212 4% 1,110,600 5% 1,110,600 3% 7,025,041 26% 6,411,173 30% 7,325,585 23% 201,196 1% 44,200 0% 46,700 0% 1,288,016 5% 3,872,238 18% 11,764,040 37% 1,489,212 6% 3,916,438 18% 11,810,740 37% 2,171,100 8% 2,675,011 12% 3,122,636 10% 7,650,305 28% 0 0% 0 0% 9,821,405 37% 2,675,011 12% 3,122,636 10% 5,793,561 22% 5,890,169 27% 6,390,295 20% 150,470 1% 69,137 0% 45,000 0% 5,944,031 22% 5,959,306 28% 6,435,295 20% $ 26,850,889 1 $ 21,634,873 $ 31,762,960 $ 497,226 $ 9,459,887 $ (10,368,619) $ 15,642,160 $ 16,139,386 $ 25,599,273 $ 16,139,386 $ 25,599,273 $ 15,230,654 iE FY 11/12 vs FY 12/13 Actual Estimated change change Amount Percent 467,726 13% (86,277) -6% 10,714 28% (21,041) -3% 121,465 20% (62,337) -10% (8,523) -21% 86,398 46% (520) -100% (223,521) -8% 718,316 96% 1,111,547 107. 2,074,863 27% 2,578,775 26% 81,071 0% (24,747) 0% 56,324 0% $ 3,746,645 14% 70,061 9,679 17,537 4,466 4% 4% 11% 3% 101,744 4% 29,679 19% (307,491) -12% 5,929 22% 20,154 9% 35,812 9% 1,819 1% (530,157) -23% (156,996) -78% 2,584,222 201% 2,427,226 163% 503,912 23% (7,650,305) 0% (7,146,393) -737. 96,608 0% (81,333) 0% 15,275 0% $ (5,216,016) -19% $ 8,962,662 1803% $ 497,226 3% $ 9,459,887 597o FY 13/14 vs FY 12/13 Proposed Estimated change change Amount Percent 275,000 7% (12,099) -1% 1,000 2% 6,438 1 % 66,140 9% 10,000 2% 0 0% (13,402) -5% 0 0% 0 0% (1,211,239) -83% 447,625 17% (9,874,059) 0% (9,426,434) -75% 628,315 11% (24,137) -35% 604,178 10% $ (9,700,419) 3T 292,264 14% 50,861 18% 25,444 14% 395,760 15% 415,931 18% 1,989 6% 3,015 1% 16,570 4% (60,000) -24% 477,056 26% 2,500 6% 7,891,802 204% 7,894,302 202% 447,625 17% 447,625 17% (24,137) -35% 475,989 8% $ 10,128,088 47% $ (19,828,506) -210% $ 9,459,887 59% $ (10,368,619) -41% Description REVENUES & OTHER SOURCES General Sales Tax Property Tax Beverage Tax Franchise Fees Permits & Fees Fines & Forfeits Investment Earnings Misc Income Donations Charge for Services Contributions Hnfal Tnv Ravani ia< Transfers In Other Sources Total Other Sources WA -Revenues WAOtherSources Westlake Academy Total Revenues and Other Sources EXPENDITURES & OTHER USES Payroll Salaries Payroll Transfer In Payroll Transfer Out Insurance Taxes Pofi--f iorui rays Supplies Service Insurance Maintenance Rent & Utilities Interfund Advance Debt Wnfar P irrh-, c..yv Capital Outlay Capital Projects Total Capital Transfers Out Other Uses Total Other Uses WA- Expenditures WA -Other Uses Westlake Academy PU Total Expenditures and Other Uses Excess Revenues Over (Under) Expenditures BEGINNING FUND BALANCE ENDING FUND BALANCE THREE YEAR ANALYSIS COMPARISON REVENUES, EXPENDITURES, FUND BALANCE ALL SOURCES - BY FUND TYPE FISCAL YEAR 2013/2014 65 GENERAL FUND SPECIAL REVENUES FUNDS DEBT SERVICE FUND ENTERPRISE FUNDS FY 11/12 FY 12/13 FY 13/14 FY 11/12 FY 12/13 FY 13/14 FY 11/12 FY 12/13 FY 13/14 FY 11/12 FY 12/13 FY 13/14 Actual Estimated Adopted Actual Estimated Adopted Actual Estimated Adopted 2,534,774 2,883,750 3,150,000 1,122,500 1,241,250 1,250,000 0 0 0 0 0 0 1,271,975 1,225,000 1,189,825 0 0 0 170,094 130,792 153,868 0 0 0 38,286 49,000 50,000 0 0 0 0 0 0 0 0 0 664,991 643,950 650,388 0 0 0 0 0 0 0 0 0 598,395 717,860 786,000 0 0 0 0 0 0 0 0 0 622,337 560,000 570,000 0 0 0 0 0 0 0 0 0 11,595 8,670 8,670 4,331 3,445 3,445 0 0 0 9,888 6,100 6,100 80,933 61,552 51,759 13,440 18,650 18,650 0 3,609 0 87,040 192,004 192,004 520 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,937,081 2,713,560 2,713,560 325,000 11,094 0 0 0 0 0 0 0 24,423 0 0 0 0 0 590,853 700,000 700,000 0 0 0 0 0 0 6,148,806 6,160,876 6,456,641 1,731,124 1,963,345 1,972,095 170,094 134,401 153,868 3,058,432 2,911,664 2,911,664 53,857 82,917 50,520 35,758 35,758 35,758 1,465,086 1,456,336 1,936,358 0 500,000 0 0 0 0 0 0 0 7,799,196 0 0 0 1,000,000 0 53,857 82,917 50,520 35,758 35,758 35,758 9,264,282 1,456,336 1,936,358 0 1,500,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $ 6,202,663 $ 6,243,793 $ 6,507,161 $ 1,766,882 $ 1,999,103 $ 2,007,853 $ 9,434,376 $ 1,590,736 $ 2,090,226 $ 3,058,432 $ 4,411,664 $ 2,911,664 1,975,441 2,047,481 2,339,745 0 0 0 0 0 0 1,979 0 0 (507,033) (529,037) (607,660) 0 0 0 0 0 0 0 0 0 0 0 0 255,339 255,225 286,107 0 0 0 251,694 273,812 321,554 265,344 275,023 325,884 0 0 0 0 0 0 0 0 0 166,802 184,339 209,783 0 0 0 0 0 0 0 0 0 161,635 166,101 193,291 0 0 0 0 0 0 0 0 0 2,062,189 2,143,907 2,461,043 255,339 255,225 286,107 0 0 0 253,673 273,812 321,554 145,819 158,745 231,571 3,437 18,055 4,080 0 0 0 4,964 7,100 8,100 1,462,783 1,590,242 2,013,162 179,462 200,470 208,430 150,021 1,130 907 449,045 541,978 527,253 22,588 28,530 30,520 0 0 0 0 0 0 4,803 4,790 4,790 100,677 120,247 123,262 0 0 0 0 0 0 129,032 129,615 129,615 279,804 286,962 299,812 37,480 34,225 36,435 0 0 0 97,341 129,250 130,760 0 0 0 243,940 245,758 185,758 0 0 0 0 0 0 0 0 0 0 0 0 1,618,898 1,612,263 2,089,319 714,735 191,212 191,212 0 0 0 0 0 0 0 0 0 980,212 1,110,600 1,110,600 2,011,672 2,184,726 2,698,326 464,319 498,508 434,703 1,768,919 1,613,393 2,090,226 2,380,131 2,114,545 2,102,330 188,786 29,200 31,700 0 0 0 0 0 0 12,409 15,000 15,000 0 0 0 0 0 0 0 0 0 (166,045) 175,424 1,521,880 188,786 29,200 31,700 0 0 0 0 0 0 (153,635) 190,424 1,536,880 880,486 1,149,817 1,716,531 1,195,106 1,401,296 1,265,220 0 0 0 95,507 87,500 140,885 0 0 0 0 0 0 7,650,305 0 0 0 0 0 880,486 1,149,817 1,716,531 1,195,106 1,401,296 1,265,220 7,650,305 0 0 95,507 87,500 140,885 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 $ 5,143,134 $ 5,507,650 $ 6,907,600 $ 1,914,765 $ 2,155,029 $ 1,986,030 $ 9,419,224 $ 1,613,393 $ 2,090,226 $ 2,575,676 $ 2,666,282 $ 4,101,649 $ 1,059,529 $ 736,143 $ (400,439) $ (147,883) $ (155,926) $ 21,823 $ 15,153 $ (22,657) $ - $ 482,756 $ 1,745,383 $ (1,189,985) $ 3,323,861 $ 4,383,390 $ 5,119,533 $ 1,392,389 $ 1,244,506 $ 1,088,580 $ 7,504 $ 22,657 $ 0 $ 4,665,719 $ 5,148,475 $ 6,893,858 $ 4,383,390 $ 5,119,533 $ 4,719,094 $ 1,244,506 $ 1,088,580 $ 1,110,404 $ 22,657 $ 0 $ 0 $ 5,148,475 $ 6,893,858 $ 5,703,873 65 Description REVENUES & OTHER SOURCES General Sales Tax Property Tax Beverage Tax Franchise Fees Permits & Fees Fines & Forfeits Investment Earnings Misc Income Donations Charge for Services Contributions Hntel T- Peveni., Transfers In Other Sources Total Other Sources WA -Revenues WA -Other Sources Westlake Academy Total Rev enuesand Other Sources EXPENDITURES & OTHER USES Payroll Salaries Payroll Transfer In Payroll Transfer Out Insurance Taxes PPfi--1 larul rayra Supplies Service Insurance Maintenance Rent & Utilities Interfund Advance Debt Wntar P mrh-e, upe Capital Outlay Capital Projects Total Capital Transfers Out Other Uses Total Other Uses WA- Expenditures WA -Other Uses Westlake Academy Pill Total Expenditures and Other Use:. Excess Revenues Over (Under) Expenditures ;INNING FUND BALANCE DING FUND BALANCE INTERNAL SERVICE FUNDS CAPITAL PROJECT FUNDS WESTLAKE ACADEMY FY 11/12 FY 12/13 FY 13/14 FY 11/12 FY 12/13 FY 13/14 FY 11/12 FY 12/13 FY 13/14 1,442,069 1,355,792 1,343,693 Actual Estimated Adopted Actual Estimated Adopted 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2,654 1,875 1,875 12,545 12,400 12,400 0 0 0 0 0 0 8,004 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 400,000 1,456,645 256,500 0 0 0 0 0 0 0 0 0 0 0 0 2,654 3,875 1,875 420,549 1,469,045 268,900 0 0 0 580,000 600,000 600,000 36,398 0 500,000 0 0 0 0 6,250 0 0 8,867,809 0 0 0 0 580,000 606,250 600,000 36,398 8,867,809 500,000 0 0 0 0 0 0 0 0 0 5,752,276 5,833,347 6,461,662 0 0 0 0 0 0 93,884 69,137 45,000 0 0 0 0 0 0 5,846,160 5,902,484 6,506,662 $ 582,654 $ 610,125 $ 601,875 $ 456,947 $ 10,336,854 $ 768,900 $ 5,846,160 $ 5,902,484 $ 6,506,662 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 400,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 400,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 343,585 357,039 607,726 1,110,476 3,339,775 9,634,434 0 0 0 343,585 357,039 607,726 1,110,476 3,339,775 9,634,434 0 0 0 0 0 0 0 36,398 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 36,398 a 0 0 0 0 0 0 0 0 0 5,793,561 5,890,169 6,390,295 0 0 0 0 0 0 150,470 69,137 45,000 0 0 0 0 0 0 5,944,031 5,959,306 6,435,295 $ 343,585 $ 357,039 $ 607,726 $ 1,510,476 $ 3,376,173 $ 9,634,434 $ 5,944,031 $ 5,959,306 $ 6,435,295 $ 239,069 $ 253,086 $ (5,851) $ (1,053,529) $ 6,960,681 $ (8,865,534) $ (97,871) $ (56,822) $ 71,367 $ 734,175 $ 973,244 $ 1,226,330 $ 4,634,332 $ 3,580,803 $ 10,541,484 $ 884,180 $ 786,309 $ 729,487 $ 973,244 $ 1,226,330 $ 1,220,479 $ 3,580,803 $ 10,541,484 $ 1,675,949 $ 786,309 $ 729,487 $ 800,854 T.- GRAND TOTAL FY 11/12 FY 12/13 FY 13/14 Actual Estimated Adopted 3,657,274 4,125,000 4,400,000 1,442,069 1,355,792 1,343,693 38,286 49,000 50,000 664,991 643,950 650,388 598,395 719,860 786,000 622,337 560,000 570,000 41,013 32,490 32,490 189,417 275,815 262,413 520 0 D 2,937,081 2,713,560 2,713,560 749,423 1,467,739 256,500 590,853 700,000 700,000 11,531,659 12,643,205 11,765,043 2,171,100 2,675,011 3,122,636 7,799,196 9,874,059 0 9,970,296 12,549,070 3,122,636 5,752,276 5,833,347 6,461,662 93,884 69,137 45,000 5,846,160 5,902,484 6,506,662 $ 27,348,115 $ 31,094,760 $ 21,394,341 1,977,420 2,047,481 2,339,745 (507,033) (529,037) (607,660) 507,033 529,037 607,660 265,344 275,023 325,884 166,802 184,339 209,783 161,635 166,101 193,291 2,571,201 2,672,944 3,068,704 154,220 183,900 243,751 2,641,311 2,333,820 2,749,751 27,391 33,320 35,310 229,708 249,862 252,877 414,625 450,437 467,007 243,940 245,758 185,758 2,333,633 1,803,476 2,280,531 980,212 1,110,600 1,110,600 7,025,041 6,411,173 7,325,585 201,196 44,200 46,700 1,288,016 3,872,238 11,764,040 1,489,212 3,916,438 11,810,740 2,171,100 2,675,011 3,122,636 7,650,305 0 0 9,821,405 2,675,011 3,122,636 5,793,561 5,890,169 6,390,295 150,470 69,137 45,000 5,944,031 5,959,306 6,435,295 $ 26,850,890 $ 21,634,873 $ 31,762,960 $ 497,225 $ 9,459,887 $ (10,368,619) $ 15,642,159 $ 16,139,384 $ 25,599,271 $ 16,139,384 $ 25,599,271 $ 15,230,652 REVENUES AND OTHER SOURCES General Sales Tax Franchise Fees Permits/Fees Interest Misc Income Charge for Services Contributions Hotel Tax Total Revenues Transfers In Other Sources Total Other Sources WA Revenues WA Others Sources Westlake Academy Total Revenues and Other Sources EXPENDITURES AND OTHER USES Payroll Salaries Payroll Transfers Insurance Taxes Retirement Total Payroll Supplies Services Insurance Maintenance Rent & Utilities Interfund Advance Debt Water Purchases Total Expenditures Total Capital Transfers Out Other Uses Total Other Uses WA Expenses WA Others Uses Westlake Academy Total Expenditures and Other Uses Excess Revenues Over (Under) Expenditures BEGINNING FUND BALANCE............ ENDING FUND BALANCE..........., CURRENT YEAR ANALYSIS REVENUES, EXPENDITURES, FUND BALANCE ALL SOURCES FISCAL YEAR 2013/2014 30% oftotal revenue 5% 46 1% ED 0% LS 3% VA 9% oftotal revenue 10% oftotal revenue Special 14% OF 14% oftotal revenue General 1,100,000 150,000 Debt Enterprise Fund Special Revenue Funds Revenue Service Enterprise Funds Funds 1,189,825 - Funds - - 30% oftotal revenue 5% 46 1% ED 0% LS 3% VA 9% oftotal revenue 10% oftotal revenue 0% CF 14% OF 14% oftotal revenue 3,150,000 1,100,000 150,000 - - (607,660) 1,250,000 - 286,107 286,107 1,189,825 - - - - - 153,868 - - 209,783 50,000 193,291 - - 650,388 $2,461,043 $0 $0 $0 $286,107 $286107 $0 $0 $321,554 $321,554 231,571 786,000 - - 4,080 4,080 - - 8,100 8,100 2,013,162 208,430 208,430 570,000 - 523,028 527,253 30,520 - - - - 4,790 4,790 8,670 500 45 2,900 3,445100 122,400 129,615 299,812 6,000 6,100 51,759 - - - 18,650 18,650 185,758 - 192,004 192,004 - - -L$153,868 5,960 2,707,600 2,713,560 - - - 1,110,600 1,110,600 $2,698,326 $0 $185,758 $0 $248,945 $434,703 $2,090,226 $11,440 $2,090,890 $2,102,330 31,700 - 700,000 700,000 - 15,000 15,000 - $6,456,641 $1,100,500 $150,000 $45 $721,550 $1,972,095 $31,700 $6,060 $2,905,604 $2,911,664 50,520 $0 35,758 1,716,531 1,100,500 35,758 1,936,358 - - 140,885 140,885 $1,716,531 $1,100,500 $0 $0 $50,520 $0 $35,758 $0 $0 $35,758 $1,936,358 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 7$1,100,500 $185,758 $45 $721,550 $2,007,853 $2,090,226 $6,060 $2,905,604 $2,911,664 22% oftotal expenses 3% 413 1% 0% ED 2% 6% VA oftotal expenses 7% oftotal expenses 0% OF 13% 13% OF oftotal expenses 2,339,745 - - - - (607,660) 286,107 286,107 321,554 321,554 325,884 - - - - 209,783 193,291 - $2,461,043 $0 $0 $0 $286,107 $286107 $0 $0 $321,554 $321,554 231,571 - - - 4,080 4,080 - - 8,100 8,100 2,013,162 208,430 208,430 907 4,225 523,028 527,253 30,520 - - - - 4,790 4,790 123,262 - - 7,215 122,400 129,615 299,812 36,435 36,435 - 130,760 130,760 - 185,758 - 185,758 - - - 2,089,319 191,212 191,212 - - - 1,110,600 1,110,600 $2,698,326 $0 $185,758 $0 $248,945 $434,703 $2,090,226 $11,440 $2,090,890 $2,102,330 31,700 - - - - - 15,000 15,000 - - - - - 1,521,880 1,521,880 $31,700 $0 $0 $0 $0 $0 $0 $0 $1,536,880 $1,536,880 1,716,531 1,100,500 - - 164,720 1,265,220 - - 140,885 140,885 $1,716,531 $1,100,500 $0 $0 $164,720 $1,265,220 $0 $0 $140,885 $140,885 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $6,907,600 $1,100,500 $185,758 $0 $699,771 $1,986,029 $2,090,226 $11,440 $4,090,209 $4,101,649 $400,439 $0 $0 $45 $21,779 $21,824 $0 $5,380 -$1,184,605 -$1,189,985 $5,119,533 $4,719,094 $0 $0 $13,621 $1,074,959 $1,088,580 $0 $148,298 $6,745,560 $6,893,858 $0 $0 $13,666 $1,096,739 $1,110,405 $0 $142,918 $5,560,956 $5,703,873 67 REVENUES AND OTHER SOURCES General Sales Tax Property Tax Beverage Tax Franchise Fees Permits/Fees Interest Misc Income Charge for Services Contributions Hotel Tax Total Revenues Transfers In Other Sources Total Other Sources WA Revenues WA Others Sources Westlake Academy Total Revenues andl Other Sources EXPENDITURES AND OTHER USES Payroll Salaries Payroll Transfers Insurance Taxes Retirement Total Payroll Services Insurance Maintenance Rent & Utilities Interfund Advance Debt Water Purchases Total Expenditures Total Capital Transfers Out Other Uses Total Other Uses WA Expenses WA Others Uses Westlake Academy Total Expenditures and Other Uses Excess Revenues Over (Under) Expenditures BEGINNING FUND BALANCE............ [I, ternal Srrtel e -unds Service Internal][- Funds Capital Capital Project Funds Project Funds Westlake [Acac,^. Academy 6% CP 25% EXP 30% of total expenses 20% WA 20% of total expenses FY 13/14 Proposed 70 of Total 0% UM 3% GM 3% of total revenue 1% CP 2% EXP 4% of total revenue 30% WA 30% of total revenue FY 13/14 Proposed T. of Total (0) 0% 4,400,000 21% 325,884 1 % 1,343,693 6% 209,783 1 % 50,000 0% 193,291 1% $0 $0 $0 650,388 3% $0 $0 $0 $3,068,704 1076 - - - 786,000 4% - - - 243,751 1% 570,000 3% 125 1,750 1,875 7,400 5,000 12,400 32,490 07o - - - - - - 262,413 1% - 1 % - 2,713,560 137o 256,5001 1 % 256,500 256,500 1% - - - 1 % - 700,000 3% $125 $1,750 $1,875 $263,900 $5,000 $268,900 $0 $0 $11,765,043 55% 50,000 550,000 600,000 - 500,000 500,000 - - 3,122,636 15% $0 - - - 237. - - - - 057 $50,000 $550,000 $600,000 $0 $500,000 $500,000 $0 $0 $3,122,636 15% 9,634,434 - - - - - 6,461,662 6,461,662 6,461,662 30% - $0 - - - - 45,000 45,000 45,000 0% $0 $0 $0 $0 $0 $0 $6,506,662 $6,506,662 $6,506,662 30% - - - 07o $0 $0 $0 $0 $0 $50,125 $551,750 $601,875 $263,900 $505,000 $768,900 $6,506,662 $6,506,662 $21,394,341 100% 0% UM 2% GM 2% of total expenses 6% CP 25% EXP 30% of total expenses 20% WA 20% of total expenses FY 13/14 Proposed 70 of Total 2,339,745 776 (0) 0% 325,884 1 % 209,783 1 % 193,291 1% $0 $0 $0 $0 $0 $0 $0 $0 $3,068,704 1076 - - - - - - - 243,751 1% 2,749,751 9% 35,310 0% 252,877 1 % 467,007 1 % 185,758 1 % 2,280,531 77o 1,110,600 3% $0 $0 $0 $0 $0 $0 $0 $0 $7,325,585 237. - - - - - - 46,700 07o 88,000 519,726 607,726 1,838,484 7,795,950 9,634,434 - 11,764,040 37% $88,000 $519,726 $607,726 $1,838,484 $7,795,950 $9,634,434 $0 $0 $11,810,740 37% - - - - 3,122,636 107 - - - - - - - 07o $0 $0 $0 $0 $0 $0 $0 $0 $3,122,636 10% - - - -- - 6,390,295 6,390,295 6,390,295 20% - - - - 45,000 45,000 45,000 0% $0 $0 $0 $0 $0 $0 $6,435,295 $6,435,295 $6,435,295 20% $88,000 $519,726 $607,726 $1,838,484 $7,795,950 $9,634,434 $6,435,295 $6,435,295 $31,762,960 1007 -$37,875 $32,024 $5,851 -$1,574,584 -$7,290,950 -$8,865,534[S71,367 $71,367 -$10,368,618 $61,274 $1,165,056 $1,226,330 $2,105,739 $8,435,745 $10,541,484 $729,487 $729,487 $25,599,272 ENDING FUND BALANCE ............... $23,399 $1,197,080 $1,220,479 $531,155 $1,144,795 $1,675,949 $800,855 $800,854 $15,230,654 ALL FUNDS OVERVIEW FUND BALANCE COMPARISON FUND BALANCE- the term fund balance is used to describe the arithmetic difference between the assets and liabilities reported in a governmental fund (e.g., general fund). The categories that have been used until now to present fund balance have focused on whether resources were available for appropriation (i.e., budgeting). GASB Statement No. 54 shifted 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." • Non -spendable- inherently non -spendable • Restricted - externally enforceable limitations on use • Committed - self-imposed limitations set in place prior to the end of the period • Assigned - limitation resulting from intended use • Unassigned - residual net resources CURRENT YEAR FY 12/13 ESTIMATED vs. NEXT YEAR FY 13/14 ADOPTED • The September 30, 2014 adopted ending fund balance totals $15,230,654; • a 41% decrease of $10,368,618 from the September 30, 2013 estimated ending fund balance of $25,599,272 Fund Name FY 12/13 Estimated FY 13/14 Adopted change Amount change Percent General Fund 5,119,533 4,719,094 400,439) -8% Special Revenue Funds 1,088,580 1,1 10,405 21,824 2% Enterprise Funds 6,893,858 5,703,873 1,189,985) -17% Internal Service Funds 1,226,330 1,220,479 (5,851) 0% Capital Project Funds 10,541,484 1,675,949 8,865,534) -84% Westlake Academy 729,487 800,855 71,368 10% TOTAL $25,599,272 $15,230,654 -$10,368,618 -41% The primary sources of this change are noted below: • Capital Project Funds - the 2014 ending fund balance is $8.65M less than the 2013 estimated ending fund balance. Available fund balance from bond proceeds received in the prior year are being used for construction of three new buildings on the Westlake Academy campus. • Enterprise Funds - the 2014 ending fund balance is $1.189M less than the 2013 estimated ending fund balance. Available fund balance from bond proceeds received in the prior year are being used for construction of a new ground storage tank. General Fund - the 2014 ending fund balance is $400K less than the 2013 estimated ending fund balance. Available fund balance is being used for one-time costs of $338K relating to comprehensive plan updates; accumulated fund balance will also be used for increased payroll and insurance costs. .• ALL FUNDS OVERVIEW REVENUES AND OTHER FINANCING SOURCES Comparing the FY 12/13 estimated revenues to FY 13/14 adopted revenues: • Total revenues (all funding sources) are budgeted at $21,394,341 • A 31 % decrease of $9,700,419 from the FY 12/13 estimate Fund Name FY 12/13 Estimated FY 13/14 Proposed % of Total Change Amount Change Percent General Fund 6,243,793 6,507,161 30% 263,368 4% Special Revenue Funds 1,999,103 2,007,853 9% 8,750 0% Debt Service Funds 1,590,736 2,090,226 10% 499,490 31% Enterprise Funds 4,411,664 2,911,664 14% 1,500,000 -34% Internal Service Funds 610,125 601,875 3% (8,250) _1% Capital Project Funds 1 10,336,854 768,900 4% (9,567,954) -93% Westlake Academy 5,902,484 6,506,662 30% 604,178 10% TOTAL ALL FUNDS 31,094,760 21,394,341 100% (9,700,419) -31% The primary sources of this change are noted below: • Capital Project Funds decreased $9,567,954; In FY 12/13 the Westlake Academy Expansion Fund received one-time contributions of $1.225M and bond proceeds of $8.867M for project expenses related to the construction of the three new buildings at the Westlake Academy campus. • Enterprise Funds decreased $1,500,000; In FY 12/13 the Utility Fund received one-time bond proceeds of $1.OM and transfers in from the General Fund of $500K for project expenses related to the construction of the new Ground Storage Tank. • Westlake Academy increased $601,178; this increase is in part attributable to increased state funding based on the increase in classes in the PYP Programme grades one and three, an increase in estimated Westlake Academy Foundation's Blacksmith Program contributions and a contribution from the Town of Westlake for various building and maintenance costs. Debt Service Fund increased $499,490; In FY 13/14 transfers in from the General Fund will increase $566K and transfers in from 4B Economic Development Fund will decrease $109K Largest Revenue Fund Types include: • General Fund 30% 0 48% General Sales Tax $3,150,000 0 18% Property Tax $1,189,825 0 12% Permits and Fees $ 786,000 0 10% Franchise Fees $ 650,388 Westlake Academy 30% 0 75% State Funding $4,855,506 0 24% Local Funding $1,538,434 • Enterprise Funds 14% 0 93% Charge for Services $2,707,600 0 6% Misc. Income $ 192,004 Debt Service Fund 10% 0 92% Transfers In $1,936,358 0 7% Property Tax $ 153,868 70 Largest Revenue Funds ALL FUNDS OVERVIEW EXPENDITURES AND OTHER OPERATING USES Comparing the FY 12/13 estimated expenditures to FY 13/14 adopted expenditures; • Total expenditures (all funding uses) are budgeted at $31,762,960 • A 47% increase of $10,128,088 from FYI 2/13 estimated expenditures Fund Name FY 12/13 Estimated FY 13/14 Proposed % of Total Change Amount Change Percent General Fund 5,507,650 6,907,600 22% 1,399,950 25% Special Revenue Funds 2,155,029 1,986,030 6% 168,999 -8% Debt Service Funds 1,613,393 2,090,226 7% 476,833 30% Enterprise Funds 2,666,282 4,101,649 13% 1,435,367 54% Internal Service Funds 357,039 607,726 2% 250,687 70% Capital Pro'ect Funds 3,376,173 9,634,434 30% 6,258,261 185% Westlake Academy 5,959,306 6,435,295 20% 475,989 8% TOTAL ALL FUNDS 21,634,873 31,762,960 100% 10,128,088 47% Capital Project Funds increased $6,258,261; In FY 13/14 the Westlake Academy Expansion Fund will have project expenses of $6.170M related to the construction of the three new buildings at the Westlake Academy campus. Enterprise Funds decreased $1,435,367; In FY 13/14 the Utility Fund will have project expenses of $1.346M related to the construction of the new Ground Storage Tank. General Fund increased $1,399,950; o Payroll wages, insurance and taxes increased $317K; this increase includes a $115,000 market pay increase (inclusive of taxes and insurance) and new hire personnel changes of $152K. Insurance, taxes and retirement costs will increase by $103,495 in conjunction with the changes noted above. o Transfers Out to the Debt Service Fund increased $566K. o Service Expenditures increased $422K; the largest portion of this increase is related to the Comprehensive Plan services of $338K; increased building inspections of $55K are related to upcoming residential and commercial developments; Keller Police contract services also increased $40K. Largest expenditures fund types include: • Capital Project Funds 30% 0 81% Academy Expansion $6.170M 0 19% Other Misc. Projects $124K • General Fund 22% 0 36% Payroll & Related $2.461 M 0 29% Services $2.013M 0 25% Transfer Out $1.716M • Westlake Academy 20% 0 76% Payroll & Related $4,832M 0 14% Contracted Services $ 882K • Enterprise Funds 13% 0 37% Projects $1.521 M 0 27% Water Purchases $1.1 10M 0 13% Service $ 523K 71 Largest Expenditure Funds AD VALOREM PROPERTY TAX FOUR YEAR ANALYSIS Fiscal Year 2013/2014 APPRAISED AND TAXABLE VALUES $1,400 $1,200 $1,000 c 0_ $800 $600 $400 $200 $0 Total Appraised Value Net Taxable Value TAX RATE DISTRIBUTION Tax Rate Distribution FY 10/11 FY 11/12 FY 12/13 FY 13/14 0.00390 Actual Actual Estimated Adopted Total Appraised Value $ 1,025,535,296 $ 1,090,892,532 $ 1,213,602,021 $ 1,233,405,814 percent change TOTAL 6.37% 11.25% 1.63% Net Taxable Value $ 880,169,946 $ 913,1 19,313 $ 864,452,946 $ 856,728,618 percent change 3.74% -5.33% -0.89% $1,400 $1,200 $1,000 c 0_ $800 $600 $400 $200 $0 Total Appraised Value Net Taxable Value TAX RATE DISTRIBUTION Tax Rate Distribution General Fund (m&o) 0.15620 Debt Service Fund (ias) 0.00390 TOTAL 0.16010 percent change Percentage Distribution General Fund (m&o) 97.56% Debt Service Fund (iss) 2.44% TOTAL 100.0070 72 0.13835 0.01849 0.15684 -2.04% 88.21% 11.79% 100.00% 0.14197 0.01487 0.15684 0.00% 90.52% 9.48% 100.00% ■ FY 10/11 Actual ■ FY 11/12 Actual • FY 12/13 Estimated ■ FY 13/14 Proposed 0.13888 0.01796 0.15684 0.00% 88.55% 11.45% 100.00% This page is intentionally blank 73 THF TOWN OF PERSONNEL AND ORGANIZATION MOVIA16 TO 60W. • . 13 Groulil7g mmunitri... 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 equals one full-time equivalent position with a total of 2,080 hours. Therefore an FTE position of .50 refers to a position that is funded for 1,040 hours per year. 75 Personnel Position Summary All Years _, " I Position b FY09/10 Actual FY 10/11 Actual FY 11/12 Actual FY 12/13 Estimated FY 13/14 Proposed change - 11 Town Manager 1.00 1.00 1.00 1.00 1.00 0.25 Assistant Town Manager - - - - 0.75 0.75 Assistant to the Town Manager 1.00 1.00 0.75 0.75 - (0.75) Part -Time Intern (1) 0.25 0.50 0.50 0.50 0.50 1.00 Part -Time Intern (2) 0.25 0.25 0.25 0.50 0.50 1.00 - Marshal 1.00 1.00 1.00 1.00 1.00 12 Planning & Development Director 1.00 1.00 1.00 1.00 1.00 - Administrative Assistant 1 0.33 0.33 0.33 JL 0.33 0.50 0.17 16 Public Works Superintendent 1.00 1.00 1.00 1.00 1.00 13 Town Secretary 1.00 1.00 1.00 1.00 1.00 1.00 Part -Time Utility Billing Clerk - - - 0.75 1.00 0.25 14 Fire Chief 1.00 1.00 1.00 1.00 1.00 - Lt. Firefighter/Paramedics 2.00 2.00 2.00 _ 2.00 3.00 1.00 Firefighter/Paramedics 6.00 6.00 6.00 6.00 6.00 - Part -Time Technician - - 0.25 0.25 0.25 15 Court Administrator 1.00 1.00 0.25 0.25 0.25 0.34 Supervisor - - 1.00 1.00 1.00 - - Deputy Clerk (1) 1.00 1.00 - - - - Deputy Clerk (2) 1.00 1.00 1.00 1.00 1.00 1.00 Judge 1.00 1.00 1.00 1.00 1.00 - Marshal 1.00 1.00 1.00 1.00 1.00 Total RECLASS - Dept 12-17-19-21 STAFF REDUCTION - Dept 21 NEW EMPLOYEES - Dept 14 -21 -WA STATUS CHANGE - Dept 16 Total Changes Part -Time Clerk 0.50 0.50 0.50 0.50 0.50 - 16 Public Works Superintendent 1.00 1.00 1.00 1.00 1.00 Utility Technician 0.50 0.50 1.00 1.00 1.00 Part -Time Utility Billing Clerk - - - 0.75 1.00 0.25 17 Facilities Maintenance Director 0.50 0.50 0.50 0.50 0.50 - Building Technician 0.25 0.25 - - - Part -Time Technician - - 0.25 0.25 0.25 Part -Time Clerk - - - - - 0.33 0.33 0.33 0.25 (0.08) 18 Finance Director 1.00 1.00 1.00 1.00 1.00 Finance Supervisor - - - 1.00 1.00 Finance Assistant 1.00 1.00 1.00 - - - Finance Clerk 1.00 1.00 1.00 1.00 1.00 19 Parks & Recreation Director 0.50 0.50 0.50 0.50 0.50 - Administrative Assistant - - 0.25 0.25 Park Technician 0.25 0.25 - - - - 20 Information Technology Director - - 0.50 0.25 0.25 21 Human Resources Director 1.00 1.00 0.50 0.75 0.75 Part -rime Clerk - - 0.50 0.50 (0.50) 0.34 0.34 0.34 0.34 - (0.34) HR Generalist - - - - 1.00 1.00 22 Communications Director - - 1.00 1.00 1.00 - Westlake Academy 55.62 60.44 69.53 73.07 76.18 3.1 1 Total RECLASS - Dept 12-17-19-21 STAFF REDUCTION - Dept 21 NEW EMPLOYEES - Dept 14 -21 -WA STATUS CHANGE - Dept 16 Total Changes 82.62 0.00 (0.50) 5.11 0.25 4.86 76 87.69 97.53 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 102.07 Municipal 27.00 27.25 28.00 29.00 30.75 Y'�a. Academy 55.62 60.44 69.53 73.07 76.18 4.86 Total 82.62 87.69 97.53 102.07 106.93 PERSONNEL SUMMARY OVERVIEW Personnel staffing levels for the Town of Westlake are presented in full-time equivalents (FTE) positions. For example, a position staffed for 40 hours per week for 52 weeks per year (2,080 hours) equals one full-time equivalent position. For firefighter/paramedic positions, an FTE is based on 2,912 hours per year, or an average of 56 hours per week is used. An FTE position of .50 refers to a position that is funded for 1,040 hours per year (2,080 x .50). The personnel count includes vacant positions. The total personnel staffing for the Town of Westlake in FY 2013-2014 is budgeted at 106.93 positions. This represents an increase of 4.86 from the FY 2012-2013 total of 102.07. Police Services continue to be outsourced/contracted through the Keller Police Department. • New positions (increased 5.11) o Dept 14 Emergency Services - increased 1.000 to add a full time Lieutenant o Dept 21 Human Resources - increased 1.000 to add a full time HR Generalist. This will be offset by (.833) with the elimination of one .50 FTE position and the reallocation of one .333 FTE between other operating departments o Westlake Academy - increased 3.110 • Status Change (increased .25) o Dept 16 Public Works - increased by .25 by changing the part time utility billing clerk to a full time position. • Elimination of Existing Employees (decreased .50) o Dept 21 Human Resources - decreased (.50) • Reallocation of Existing Employees (no impact) o Dept 12 Planning and Development -increased 0.167 o Dept 17 Facilities Maintenance - decreased (.084) o Dept 19 Parks and Recreation - increased .25 o Dept 21 Human Resources - decreased (.333) Dept # Department Name FY 12/13 Estimated FY 13/14 Proposed change Amount Percent of total 11 Town Manager 2.75 2.75 - 3% 12 Planning & Development 1.33 1.50 0.17 1% 13 Town Secretary 1.00 1.00 - 1% 14 Emergency Services 9.00 10.00 1.00 9% 15 Municipal Court 4.75 4.75 - 4% 16 Public Works 2.75 3.00 0.25 3% 17 Facilities Maintenance 1.08 1.00 (0.08) 1% 18 Finance Dept 3.00 3.00 - 3% 19 Park & Recreation 0.50 0.75 0.25 1% 20 Information Technology 0.25 0.25 - 0% 21 Human Resources 1.58 1.75 0.17 2% 22 Communications 1.00 1.00 - 1% 23 Police Services 0 0 0 0% Westlake Academy 73.07 76.18 3.11 71% Total Employees 102.07 106.93 4.86 100% 77 Town Manager Planning & Development Town Secretary Emergency Services Municipal Court Public Works Facilities Maintenance Finance Dept Park & Recreation Information Technology Human Resources Communications Westlake Academy PERSONNEL SUMMARY OVERVIEW 0 10 20 30 40 50 60 70 80 2.75 1.50 1.00 10.00 General Utility Visitor Westlake TOTAL Fund Fund Fund Academy 11 Town Manager 2.23 0.26 0.26 2.75 4.7 Planning & Development 1.50 - - 1.50 13 Town Secretary 3.00 1.00 14 Emergency Services 10.00 1.00 10.00 15 Municipal Court 4.75 4.75 3.00 Public Works 0.75 2.25 - 3.00 17 Facilities Maintenance 0.75 - 0.38 1.00 18 Finance Dept 1.25 1.00 0.25 3.00 19 Park & Recreation 0.38 - 0.38 0.75 1.75 Information Technology 0.25 - - 0.25 21 Human Resources 1.00 0.04 0.04 1.75 22 Communications - - 1.00 1.00 23 Police Services - EMPLOYEE ALLOCATIONS BY FUND Dept No. Department Name General Utility Visitor Westlake TOTAL Fund Fund Fund Academy 11 Town Manager 2.23 0.26 0.26 2.75 12 Planning & Development 1.50 - - 1.50 13 Town Secretary 1.00 1.00 14 Emergency Services 10.00 10.00 15 Municipal Court 4.75 4.75 16 Public Works 0.75 2.25 - 3.00 17 Facilities Maintenance 0.63 - 0.38 1.00 18 Finance Dept 1.25 1.00 0.75 3.00 19 Park & Recreation 0.38 - 0.38 0.75 20 Information Technology 0.25 - - 0.25 21 Human Resources 1.66 0.04 0.04 1.75 22 Communications - - 1.00 1.00 23 Police Services - Westlake Academy 76.18 76.18 Total Employees 24.39 3.56 2.81 76.18 106.93 N ■ Utility 76.18 Fund, ■ General 3.56 Visitor Fund, 3% Fund, Academy, 76.18 71% PERSONNEL SUMMARY OVERVIEW At the end of FY 12/13 there is estimated to be 1,008 residents and 29 employees. This equals a ratio of 34.76 residents per each full-time equivalent employee. This is a decrease of .96 based on the FY 1 1/12 FTE postions of 28 and 1,000 residents. EMPLOYEES BY CLASSIFICATION Dept # FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 Position 1.00 2.75 12 Planning & Development 1.50 - 1.50 Actual Actual Actual Actual Actual Estimated Number of Town Employees 27.00 28.00 27.00 27.25 28.00 29.00 Number of Residents 785 803 847 992 1,000 1,008 Residents per Town Employee 29.07 28.68 31.37 36.40 35.71 34.76 EMPLOYEES BY CLASSIFICATION Dept # Department Name Full Time Part Time TOTAL 11 Town Manager 1.75 1.00 2.75 12 Planning & Development 1.50 - 1.50 13 Town Secretary 1.00 0 1.00 14 Emergency Services 10.00 - 10.00 15 Municipal Court 4.25 0.50 4.75 16 Public Works 3.00 - 3.00 17 Facilities Maintenance 0.50 0.50 1.00 18 Finance Dept 3.00 - 3.00 19 Park & Recreation 0.50 0.25 0.75 20 Information Technology 0.25 - 0.25 21 Human Resources 1.75 1.75 22 Communications 1.00 1.00 23 Police Services - - Westlake Academy 76.18 - 76.18 Total Employees 104.68 2.25 106.93 EMPLOYEES BENEFITS TOTAL $ 603,408 $ 706,903 $ 103,495 17% 79 Town employee benefits have increased $103,495 (17%). This increase is caused by many factors, including the addition two new full time employees and increases in wages for existing employees due to phase 2 market adjustments being implemented. FY 12/13 FY 13/14 change change Description Estimated Adopted Amount Percent Medical Insurance 238,597 288,702 50,105 21% Dental Insurance 21,309 21,309 0 0% Life Insurance 15,117 15,873 756 5% Social Security 127,026 144,431 17,405 14% Medicare 29,672 33,736 4,064 14% TMRS Retirement 144,046 171,236 27,190 19% Unemployment Taxes 3,807 4,039 232 6% Worker's Compensation 23,834 27,577 3,743 16% TOTAL $ 603,408 $ 706,903 $ 103,495 17% 79 Town employee benefits have increased $103,495 (17%). This increase is caused by many factors, including the addition two new full time employees and increases in wages for existing employees due to phase 2 market adjustments being implemented. PERSONNEL SUMMARY OVERVIEW COMPENSATION PLAN Pay Increases It is the policy of the Town of Westlake to conduct salary survey of surrounding cities. Salary adjustments will be made in order to remain competitive. Merit increases are awarded at the discretion of the Town Manager. (Reference section 4.11 -page 35 of the personnel manual) At the Town Manager's discretion, employees may receive additional pay adjustments above the standard annual merit increase. In the event that addition pay adjustments are authorized, the authorization date will become the new anniversary date for future pay increases. This policy does not apply to one-time merit payments. (Reference section 4.11 - page 35 of the personnel manual) All forms of compensation (including but not limited to; and pay increases, cost of living adjustments, merit pay, market adjustments, and position reclassifications) are subject to available funding and approved appropriation of the Town Council. Market Adjustments The Human Resources Department will conduct a yearly market analysis. If any market adjustment is approved, all pay ranges and steps will be adjusted accordingly on the first day of the fiscal year. (Reference section 5.02 - page 39 of the personnel manual) The Town maintains a compensation plan for all employees, except the Town Manager, whose compensation is determined by the Town Council. Our goal is to move towards a broadband pay plan which is compared to 13 "core cities" to maintain a competitive compensation and benefit package. Non -Exempt Positions. All non-exempt (hourly) positions are eligible for overtime compensation. Biweekly 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 those employees on the Fire Pay Plan. Non -Exempt Positions (Fire Pay Plan). Fire Department non-exempt (hourly) positions are eligible for overtime pay. Wages are paid every 15 days based on 24-hour shifts that equal 120 hours per pay period. This will be an average of 24 pay periods (2,920 hours) per year. Exempt Positions. Exempt (salaried) positions are not eligible for overtime compensation. Salary is not calculated on the number of hours worked. Exempt positions include managers and directors, and classifications are determined by Department of Labor guidelines. 0 PERSONNEL SUMMARY OVERVIEW 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 are exempt from the FLSA overtime requirements. The Town will comply with the FLSA, which establishes the minimum wage for non-exempt employees. (Reference section 3.07 - page 26 of the personnel manual) Salary Survey As a component of the FY 2012-2013 budget, salary adjustments were recommended as a Service Level Adjustment (SLA) to bring staff closer to market. Due to the distance from market, this program has occurred over two (2) fiscal years. Phase 1 of this market adjustment was implemented in FY 2012-2013, and Phase 2 will be in FY 2013-2014. Historically, most Town Staff salaries have been significantly behind the market for cities in the market, where Westlake competes for employee talent. This two year program is intended, from a policy perspective, to bring municipal employees in alignment with the compensation policy we have utilized for some time with our education employees by being within 3 percent of the median of the market. The Town of Westlake salary survey is based on data from the Waters Consulting Group; the most widely used municipal salary database in the state of Texas. Where possible, data is collected for comparable positions from a list of "core cities". Core cities surveyed include Keller, Southlake, Grapevine, Colleyville, Haltom City, Hurst, Euless, Bedford, North Richland Hills, Richland Hills, Roanoke, Trophy Club, and Watauga. However, data is not always reported for every position from these core cities, or the positions listed are not sufficiently comparable. For these reasons, data is obtained from alternate cities in the DFW area to supplement data provided from the core cities, in order to provide a sufficient sampling of the market in our geographical region. Alternate cities include: Addison Forney Little Elm Frisco Melissa Azle Red Oak Benbrook Garland Burleson Granbury Saginaw Highland Park Sherman Coppell Waxahachie Corinth Joshua Denton Keller ISD Northwest ISD Lancaster Wylie Lewisville Fairview Cleburne DeSoto Alvarado McKinney White Settlement Cedar Hill Duncanville Highland Village Rockwall Weatherford Farmers Branch Allen Greenville Gainesville 81 GENERAL FUND MOVIA16 rORWARD T"OOETWR. ri /t. Grouilng General Fund Program Summary Fiscal Year 2013/2014 REVENUES & OTHER SOURCES General Sales Tax On-going General Sales Tax One-time Property Tax Hotel Tax Charge for Services Donations Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advance Debt Total Operating Expenditures Capital Outlay Capital Projects Total Capital TOTAL EXPENDITURES Transfers Out - Operating (DS/ED/GMR) Transfers Out - Non Operating Total Other Uses TOTAL EXPENDITURES & OTHER USES EXCESS REVENUES OVER(UNDER) EXPENDITURES Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 2,156,798 377,976 1,271,975 520 38,286 664,991 598,395 622,337 11,595 325,000 80,933 6,148,806 53,857 53,857 6,202,663 L 1,059,52] 1 (1,728,599) 736,143 FUND BALANCE, BEGINNING 2,654,791 2,490,000 2,533,750 - 350,000 1,183,514 1,225,000 165,944 166,101 2,152,907 2,143,907 157,219 158,745 32,750 49,000 664,925 643,950 476,150 717,860 560,000 560,000 13,470 8,670 - 11,094 51,277 61,552 5,472,086 6,160,876 46,519 82,917 18,700 29,200 46,519 82,917 5,518,605 6,243, L 1,059,52] 1 (1,728,599) 736,143 FUND BALANCE, BEGINNING 2,654,791 1,527,768 1,518,444 275,023 275,023 184,172 184,339 165,944 166,101 2,152,907 2,143,907 157,219 158,745 1,564,864 1,590,242 23,678 28,530 115,747 120,247 269,770 286,962 101 R Street Escrow (TB/RA) 100 10110 2,131,277 2,184,726 18,700 29,200 18,700 29,200 4,302,884 4,357,833 944,319 649,817 2,000,000 500,000 2,944,319 1,149,817 7,247,203 5,507,650 L 1,059,52] 1 (1,728,599) 736,143 FUND BALANCE, BEGINNING 2,654,791 3,323,861 FUND BALANCE, ENDING 100 4,383,390 Restricted/Assigned/Committed Funds 000 242,710 UNASSIGNED FUND BALANCE, ENDING 10113 4,140,680 # Days Operating (without non-operating transfers) C Court Efficiency 296 DAILY Restricted/Assigned/Committed Funds 2,654,791 5,119,533 C Court Technology 100 10112 00 000 C Court Security 100 10113 00 000 C Court Efficiency 100 10116 00 000 R Reforestation 100 10110 00 101 R Street Escrow (TB/RA) 100 10110 00 102 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS ME 84,591 102,239 5,938 20,794 29,147 242,710 4,383,390 4,383,390 2,654,791 5,119,533 197,800 261,938 2,456,991 4,857,595 171 354 13,719.59 2,950,000 200,000 1,189,825 50,000 650,388 786,000 570,000 8,670 51,759 6,456,641 50,520 50,520 6,507,161 1,732,085 325,884 209,783 193,291 2,461,043 231,571 2,013,162 30,520 123,262 299,812 2,698,326 31,700 31,700 5,191,069 1,216,531 500,000 1,716,531 6,907,600 (400,439) 5,119,533 4,719,094 283,250 4,435,844 253 17,555.07 107,313 117,774 8,221 20,794 29,147 28 66,000 95,277 89,000 109,732 2,800 6,987 16,000 20,794 24,000 29,147 197,800 261,938 2,950,000 200,000 1,189,825 50,000 650,388 786,000 570,000 8,670 51,759 6,456,641 50,520 50,520 6,507,161 1,732,085 325,884 209,783 193,291 2,461,043 231,571 2,013,162 30,520 123,262 299,812 2,698,326 31,700 31,700 5,191,069 1,216,531 500,000 1,716,531 6,907,600 (400,439) 5,119,533 4,719,094 283,250 4,435,844 253 17,555.07 107,313 117,774 8,221 20,794 29,147 28 FUND OVERVIEW GENERAL FUND Revenues and Transfers In Total General Fund revenues and transfers in for FY 2013-14 are budgeted to be $6,521,364 • A 4% increase of $277,571 from the FY 2013-14 estimated revenues and transfers in of $6.243.793 o Increased Revenues $351,828 • General Sales Tax $266,250 • Beverage tax $1,000 • Franchise Fees $6,438 ■ Permits and Fees $68,140 ■ Fines and forfeitures $10,000 o Decreased Revenues $74,256 ■ Property Tax $20,972 • Misc. Income $9,793 ■ Contributions $11,094 ■ Transfers In $32,397 FY 13/14 Adopted Revenues General Sales Tax • Sales tax receipts comprise 48% of FY 2013-14 General Fund revenues. • Sales taxes for the General Fund are budgeted to increase by $266,250. o On-going sales tax is anticipated to increase by $416,250 based on current year trend and analysis. o Presumed one-time amounts are projected to decrease by $150,000 (as an effort to be conservative with this type of projection). • Sales taxes are collected on the sale of goods and services within the Town as authorized by the State of Texas. • The maximum sales tax allowed in the State of Texas is 8.25% per dollar on all taxable goods and services. Funds are collected by the Texas Comptroller of Public Accounts and remitted to the Town on a monthly basis. • An amount equal to 1.50% of the taxable sales (75% of local collections) is appropriated to the Town's General Fund. This total includes the .50% that is received for "Property Tax Reduction". • The Town also receives an additional .50% sales tax that is recorded in the 4B Economic Development Corporation Fund. Property Tax • Property tax receipts comprise 18% of FY 2013-14 General Fund revenues. • FY 2010-11 was the first year the Town of Westlake imposed an ad valorem property tax. • The total tax rate of $.15684 will remain unchanged for FY 2013-14 Beverage Tax FUND OVERVIEW Fiscal Year Net Taxable Value General Fund Rate Debt Fund Rate Total Tax Rate FY 10/11 actual $880,169,946 $0.15620 $0.00390 $0.16010 FY 11/12 actual $913,119,313 $0.13835 $0.01849 $0.15684 FY 12/13 actual $864,452,946 $0.14197 $0.01487 $0.15684 FY 13/14 adopted $865,771,389 $0.13907 $0.01777 $0.15684 • The Town collects a 14% gross receipt tax on mixed beverages. • Of this percentage, 10.7% of gross liquor receipts are remitted to the Town, and the remaining 3.3% is retained by the State of Texas. • A $1,000 increase is budgeted for FY 13/14. Franchise Taxes • Franchise fees comprise 10% of FY 2013-14 General Fund revenues. Franchise taxes represent revenues collected from utilities operating within the Town that use the Town rights-of-way to conduct their business. A flat rate is charged to both telephone operators (adjusted annually) and Tri - County Electric based on the number of access lines and services rendered, respectively. Franchise Fee Revenues (shown in thousands) i$560 $649 $62q $603 $665 $644 $650 $587 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 estimated adopted These fees are anticipated to only have a 1% increase of $6,438 for FY 2013-14. Permits and Fees • Permits and Fees comprise 12% of FY 2013- 14 General Fund revenues. License and permit revenues include fees charged by the Town for certain types of operator licenses, as well as permits for construction and other items regulated by Town ordinances. Revenues for FY 2013/2014 are anticipated to be $786,000 and are based on 40 new home permits Permits and Fees $1,747 (shown in thousands) $900 no $861 $531 $598 720 786 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 estimated adopted Increased permits and fees are projected for new commercial and residential development (Granada and Entrada). Municipal Court Revenue • Fines and Forfeitures s comprise 9% of FY 2013-14 General Fund revenues. • The revenue generated from the Municipal Court is based on citations and warrants issued. • The Keller Police Department will continue to perform its contractual patrol of Westlake roads in FY 2013-14. 85 Municipal Court Revenue (shown in thousands) $650 $553 $522 $646 $605 $622 $560 $570 ttt FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 estimated adopted FUND OVERVIEW Transfers In • Transfers In represent those funds transferred from one fund to another. These transfers may be utilized as a means to fund projects or debt service from multiple sources. Transfers In may also be used to transfer funds collected by one fund but should be properly recorded in a different fund. Adopted transfers in are: Transfer in from the Visitor Association Fund $ 13,020 • Funds represent operating expenditures for Department 22 - Communications & Community Affairs Transfer in from the Utility fund $37,500 ■ This is for collection of Fort Worth Impact Fees, which are collected with initial water deposits and tap fees on new water meters. ■ These funds are collected by the Utility Fund and transferred to the General Fund as a result of an agreement with the City of Fort Worth. ■ When the transferred total reaches $2,000,000 (remaining balance is $1.4M) these funds will be paid to the City of Fort Worth in compliance with the wholesale water customer agreement. Expenditures and Transfers Out Total General Fund expenditures and transfers out for FY 2013-14 are budgeted to be $6,907,600 • A 25% increase of $1,399,950 from the FY 2012-13 estimated expenditures and transfers out of $5,507,650. • As in recent years, Town staff continues to operate conservatively by controlling costs while maintaining the highest possible levels of service. These goals are only possible through continued strategic planning and the innovative use of available resources. Our overall budget philosophy focuses on meeting stated goals and objectives and maintaining a 90 day fund balance. FY 13/14 Adopted mditures Payroll/Salaries and Related Taxes/Insurance • Comprise 36% of expenditures with a total of $2,461,043 • This is a 15% increase of $317,136 from the FY2012-13 estimated payroll expenditures $2,143,907 o This increase includes a $115,000 market pay increase (inclusive of taxes and insurance) for work force attraction and retention and is the second year of a 2 year program. A portion of this increased expenditure is subsidized by transfers in from the Utility Fund ($11.5K) and the Visitors Association Fund ($11.5K). o This increase also includes the following personnel changes ■ $98,865 - addition of one full time Lieutenant ■ $56,550 - addition of one full time HR Generalist ■ $ 8,434 - change part time utility billing clerk to a full time position ■ ($11,549) - elimination of part-time HR clerk position o Insurance, taxes and retirement costs will increase by $103,495 for FY 2013-14 in conjunction with the changes noted above. FUND OVERVIEW • All payroll and related expenditures for the Town are paid via the General Fund. Portions of these expenditures are subsidized by the Utility Fund and the Visitors Association Fund. o Operating transfers in from the Utility Fund are $321,554 o Operating transfers in from the Visitors Association Fund are $286,107 Operating Expenditures • Comprise 39% of expenditures with a total of $2,698,326 • The is an increase of $513,600 from the FY 2012-13 estimated expenditures of $2,184,726 o The biggest portion of this increase ($422,919) is related to service expenditures. ■ Keller Police Contract $40,541 ■ Building Inspections $55,550 - Increased for new commercial and residential development (Granada and Entrada) • Contract Services $338,950 - fees related to comprehensive plan update Transfers Out • Comprise 25% of adopted expenditures with a total of $1,716,531 and includes these transfers: o Increase - Transfer out to Debt Service Fund $566,714 o Increase - Transfer out to WA Expansion Fund $500,000 o Decrease - Transfer out to Utility Fund ($500,000) Fund Balance • The audited beginning fund balance as of October 1, 2012 was $4,383,390 • FY 2012-13 Adopted Budget o Projected an excess of expenditures and other financing uses over revenues and other financing sources by $(1,728,599) due primarily to a transfer out to the Utility Fund of $2,000,000. o This would have resulted in a budgeted fund balance of $2,654,791. FY 2012-13 Estimated Budget o Projects an excess of revenues and other financing sources over expenditures and other financing uses by $736,143. o This represents an increase in fund balance of $1,014,365 from the adopted budget and is due primarily to transfers out to the Utility Fund decreasing $1.5M. o The ending fund balance as of September 30, 2013 is estimated at $5,119,533. o The undesignated balance of $4,869,145 represents coverage for 355 operating days. • FY 2013-14 Adopted Budget o Projects an excess of expenditures and other financing uses over revenues and other financing sources by $386,236. o Results in a budgeted ending fund balance of $4,733,297 o The unassigned balance of $4,143,959 represents coverage for 236 operating days. M Fund 100 General Fund Department 10 General Services Fiscal Year 2013/2014 Employee Staffing There is no staffing for this Department Total Revenues all General Sales Tax Property Tax Donation Charges for Services Contributions Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Misc Income Total Expenditures Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers In Supplies Services Insurance Maintenance Rent & Utilities E/D Incentives Capital Outlay Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 2,534,774 1,271,975 520 325,000 38,286 664,991 1,575 10,271 27,763 $ 4,875,155 31,795 340,027 18,146 170,451 $ 560,419 2,490,000 2,883,750 1,183,514 1,225,000 32,750 49,000 664,925 643,950 3,710 3,710 12,000 7,200 10,800 16,975 $ 4,397,699 $ 4,829,585 23,622 283,957 21,884 173,670 $ 503,13. $ 4,314,736 $ 3,819,734 $ 4,307,389 $ 4,563,040 :: 87,201 27,001 6,669 5,320 6,130 - (20,000) (20,000) 22,950 23,622 284,140 305,414 18,724 19,894 - 125 172,151 160,820 $ 577,965 $ 522,196 23,622 283,957 21,884 173,670 $ 503,13. $ 4,314,736 $ 3,819,734 $ 4,307,389 $ 4,563,040 :: General Services Department 10 PROGRAM BUDGET Department Directorl Thomas Brymer Department Phone 817-490-5720 Academic Governance Com 1 I Legislative & Authorizing Agency Affairs 12,135 2.41% 2 Policy Development, Board Meetings and Workshops 7,269 1.44% 3 Board Governance Training and Education 5,760 1.14% $ 25,165 5.00% prenensive viannmg ana tconomic ueveiopment Departmental Coordination and Employee Management 15,118 Program I Activity I Budget I Percent Municipal Governance 5.04% 2 Comprehensive Planning 1 Legislative Affairs 23,185 4.61% Development Oversight and Regulation 2 Policy Development, Council Meetings and Workshops 32,495 6.46% 3 Council Governance Training and Education 30,986 $ 86,667 6.16% 17.23% Academic Governance Com 1 I Legislative & Authorizing Agency Affairs 12,135 2.41% 2 Policy Development, Board Meetings and Workshops 7,269 1.44% 3 Board Governance Training and Education 5,760 1.14% $ 25,165 5.00% prenensive viannmg ana tconomic ueveiopment Departmental Coordination and Employee Management 15,118 3.00% 1 Development Recruiting and Assistance 25,337 5.04% 2 Comprehensive Planning 16,810 3.34%, 3 Development Oversight and Regulation 16,810 3.34% 4 Development Agreement Oversight 16,810 3.34% 5 $ 75,768 15.06% Financial Management Mur 1 Managing and Budgeting for Outcomes 10,760 2.14% 2 Oversight of Five -Year Financial Forecast 6,775 1.35% 3 Review and Planning for Financial Sustainability 10,760 2.14% $ 28,296 5.62% icipal Administration Departmental Coordination and Employee Management 15,118 3.00% 1 Departmental Coordination and Employee Management 60,355 12.00% 2 Contract Management 36,096 7.17% 3 Agenda Preparation and Calendar Maintenance 21,096 4.19% 4 Strategic Plan Development and Implementation 21,096 4.19% 5 Professional Development 23,996 4.77% 6 Direction of Leadership Team 24,162 4.80% 7 Affiliate Board Liaison and Support 21,096 4.19% $ 207,897 41.32% Academic Administration 1 Departmental Coordination and Employee Management 15,118 3.00% 2 Financial Management and Budget Preparation 5,760 1.14% 3 Agenda Preparation and Calendar Maintenance 5,760 1.14% 4 Strategic Plan Development and Implementation 5,760 1.14% 5 Organizational Development 8,827 1.75% 6 7 Parent and Student Communication Affiliate Board Liaison and Support $ 5,760 5,760 52,747 1.14% 1.14% 10.48% Citizen Eneaeement and Communication 1 Communication 5,760.3226 1.14% 2 Neighborhood Gatherings and Outreach 9,313 1.85% 3 Community Activities 5,760 1.14% 4 Direction Finders and Other Surveys 5,760 1.14% $ 26,594 5.29% $ 503,133 100% General Services Vision Points * Service Excellence Program Description GOALS AND OBJECTIVES • 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. a This page is intentionally blank m Fund 100 General Fund Department 11 Town Manager Office Fiscal Year 2013/2014 Revenues all General Sales Tax Property Tax Hotel Tax Charges for Services Contributions Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Misc Income Total WIMP - Expenditures Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfes In Supplies Services Insurance Maintenance Rent & Utilities E/D Incentives Capital Outlay Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 /1 I I 1 I /1 I I I I I 250,050 256,595 11 11 19,525 18,527 18,527 16,785 20,086 20,086 / I I (94,840) (93,757) (93,757) /1 I I I I I $ 283,439 I I $ 270,482 I $ 281157 I I $ 307,615 $ (283,439) 1 $ (270,482) $ (283,157) $ (307,615) 92 250,050 256,595 283,281 25,532 22,692 42,876 (102,708) 3,825 32,118 269,403 19,525 18,527 18,527 16,785 20,086 20,086 51,035 39,633 45,763 (94,840) (93,757) (93,757) 3,016 3,825 3,825 18,514 32,118 32,118 $ 283,439 I I $ 270,482 I $ 281157 I I $ 307,615 $ (283,439) 1 $ (270,482) $ (283,157) $ (307,615) 92 Town Manager Department 11 PROGRAM BUDGET Department Directorl Thomas Brymer Department Phone 817-490-5720 Academic Governance 1 Legislative & Authorizing Agency Affairs Program I Activity I Budget I Percent Municipal Governance 5,622 1.83% Contract Management 1 Legislative Affairs $ 2,905 0.94% 1.83% 2 Policy Development, Council Meetings and Workshops 5,622 1.83% $ 14,149 3 Council Governance Training and Education 5,622 1.83% Professional Development $ 14,149 4.60% Academic Governance Financial Management AWN 1 Managing and Budgeting for Outcomes $ 18,300 5.95% 2 Oversight of Five -Year Financial Forecast 18,300 5.95% 3 Review and Planning for Financial Sustainability 18,300 5.95% $ 54,900 17.85% icipal Administration 1 Legislative & Authorizing Agency Affairs $ 2,905 0.94% Departmental Coordination and Employee Management $ 2 Policy Development, Board Meetings and Workshops 5,622 1.83% Contract Management 3 Board Governance Training and Education 5,622 1.83% 13,772 4.48% 4 $ 14,149 4.60% Comprehensive Planning and Economic Development Professional Development 34,072 11.08% 6 1 Development Recruiting and Assistance $ 2,905 0.94% Affiliate Board Liaison and Support $ 2 Comprehensive Planning 6,322 2.06% 3 Development Oversight and Regulation 5,622 1.83% 4 Development Agreement Oversight 188 0.06% $ 15,038 4.89% Financial Management AWN 1 Managing and Budgeting for Outcomes $ 18,300 5.95% 2 Oversight of Five -Year Financial Forecast 18,300 5.95% 3 Review and Planning for Financial Sustainability 18,300 5.95% $ 54,900 17.85% icipal Administration Departmental Coordination and Employee Management $ 8,339 2.71% 1 Departmental Coordination and Employee Management $ 6,372 2.07% 2 Contract Management 5,622 1.83% 3 Agenda Preparation and Calendar Maintenance 13,772 4.48% 4 Strategic Plan Development and Implementation 13,772 4.48% 5 Professional Development 34,072 11.08% 6 Direction of Leadership Team 5,822 1.89% 7 Affiliate Board Liaison and Support $ 5,622 85,054 1.83% 27.65% Academic Administration 1 Departmental Coordination and Employee Management $ 8,339 2.71% 2 Financial Management and Budget Preparation 27,356 8.89% 3 Agenda Preparation and Calendar Maintenance 13,772 4.48% 4 Strategic Plan Development and Implementation 27,356 8.89% 5 6 7 Organizational Development Parent and Student Communication Affiliate Board Liaison and Support $ 19,206 11,055 2,905 109,988 6.24% 3.59% 0.94% 35.76% Citizen Engagement and Communication 1 2 3 4 Communication $ 5,622 1.83% Neighborhood Gatherings and Outreach 2,905 0.94% Community Activities 2,905 0.94% Direction Finders and Other Surveys 2,905 0.94% $ 14,338 4.66% 93 $ 307,615 100% Vision Points • Sense of Place • Leadership • Caring Community ® Exemplary Governance • Service Excellence Program Description GOALS AND OBJECTIVES Town Manager The Administration Department coordinates and manages all facets of the Town's operations. ® The Town Manager, reporting to the Town Council, serves as the chief executive officer for all Town operations including serving as Superintendent for Westlake Academy. His duties include implementation of the goals and objectives established by the Town Council, preparation and submission of an annual municipal budget for Board review and adoption, as well as the implementation and oversight of the adopted budget throughout its effective fiscal year. ® The Town Manager guides, coordinates, and facilitates recommendations to the Council on strategic planning initiatives and policies as well as their implementation. • Responsible for attracting, retaining, and developing a municipal/educational work force for delivering top quality municipal and Academy services. Trends • Current residential growth remains comparable with the previous year's permit requests and is expected to trend higher in the coming fiscal year. • The Town recently approved, Granada, a Centurion American residential development consisting of 84 new homes at the corner of Solana Blvd. and Davis Blvd. (FM 1938); in addition, Centurion American plans to develop an 85 acre tract on Hwy 114 as a mixed-use development plan. • The Town's on-going sales tax sources are trending slightly higher this fiscal year - projected to be an increase of 6% - when compared to the previous year's sales tax revenue income. ® Facility related Capital Improvement Projects (CIP) have been approved by the Council / Board for the coming fiscal year; with $8.5 million in expansions at the Academy campus. Final completion for the additional three buildings is targeted for the fall of 2014. In addition, the Town is investing in a second ground storage water tank to increase our capacity and provide for redundancy in the system to ensure high-quality service delivery. • Major roadway and mobility related Capital Improvement Projects (CIP) are wrapping up through the Town, which are designed to maintain and improve the Town's infrastructure, including the project along Dove Road and with the completion of construction on the major north/south thoroughfare - FM 1938 - with the streetscaping entering the final stages this fiscal year; additional projects for SH 114 and Hwy 170 enhancements will begin in 12/13 - along with, Sam School Road and Dove Road reconstruction and drainage work. 94 GOALS AND OBJECTIVES Town Manager • Enrollment requests and lottery applications at Westlake Academy continue to remain at an all-time high, with over 2,000 students on the current waiting list. • Westlake is entering the fourth year of our assessment of an ad -valorem property tax. The adopted rate remains the same as FYI 2/13 rate. Program Broad Goals • Assure all growth is compliant with Westlake development standards. • Maintain and develop a competent and competitive municipal/Academy work force. • Analyze and report new revenue generating ventures as well as analyze and report new ways to partner with public and private sector service providers to control cost and improve services. ® Monitor the municipal and Academy budget and oversee all finances of the Town so as to apprise Town Council of the Town's financial condition and future needs in a timely manner. • Assist the Board of Trustees/Town Council with the growth and development of Westlake Academv. ® 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 2012-2013 Highlights Development related activities increased during this fiscal year with the purchase and rezoning of two tracts of land for an additional housing development and mixed use development. DID YOU KNOW Westlake owns and operates the only public charter school in the state of Texas. As such, we are also the only municipality in which the town manager also serves in their official capacity as the superintendent of a public school.— Graduated our fourth class of seniors from Westlake Academy with each student being accepted into at least one 4 -year college; o projected enrollment for 2013/2014 school year is expected to remain at approximately 695 students (K-12); o Ranked 41St among the best high schools in the nation, was the 6th best in the state of Texas and 11 th in charter schools across the nation according to U.S. News and World Report. o Ranked 52nd in the America's Best High Schools according to Newsweek and came in 20th according to the Washington Post. 95 GOALS AND OBJECTIVES Town Manager • FM 1938 (Precinct Line Rd) streetscaping phase has begun in order to help maintain our high development standards and serve as a welcoming gateway into our community. • The agreement with Hillwood properties for $4.6 million dollars of improvements to Dove Road and J. T. Ottinger Road is entering the final stages; with the installation of the tree and landscape projects along the roadway. • The Town Council, in partnership with Town Staff, is working to complete the second iteration of a Balanced Scorecard strategic planning system along with a corresponding strategy map. The scorecard/strategy map was encapsulated into a Strategic Issues -focused Governance System (SIGS) along with our program based budget to provide for a comprehensive overview of our stated directives and was the recipient of the International City/County Management Association's 2013 - Strategic Leadership & Governance Award. 2013-2014 Goals and Objectives * Continue the work toward updating the Town's comprehensive plan; review the use of a consultant to facilitate the project. ® Continue integration of the Municipal and Academy operations into a cohesive, unified organization. ® Strengthen Academy management and internal support systems. ® Monitor and facilitate the Academy and Town's approved strategic plans along with the approved Balanced Scorecard structure and the corresponding strategy map objectives. • Institute the concepts conveyed through SEI and LEAD to further develop high performance teams and department directors for both the Academy and Town staff. ® Further advancement of the strategic planning systems at the Academy and Town, building on the vision, mission, and values and objectives identified by the elected officials. Efficiency/Effectiveness Measures Objective Actual Adopted Estimated Adopted FY 11/12 FY 12/13 FY 12/13 FY 13/14 1 Produce monthly update for 90% 90% 90% 100% Town Council Complete program of services within 100% 100% 100% 2' adopted or amended budget 100% 3 Maintain annual 90 day balance in 262 days 215 days 308 days 182 days General Fund This page is intentionally blank 97 Fund 100 General Fund Department 12 Planning & Development Fiscal Year 2013/2014 Employee St 116 Director Sr. Administrative Assistant Total Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 Revenues General Sales Tax - - - - Property Tax - - - - Hotel Tax - - - - Charges for Services - - - - Contributions - - - - Beverage Tax - - - - Franchise Fees - - - - Permits & Fees 446,172 332,640 578,450 637,490 Fines & Forfeitures - - - - Investment Earnings - - - - Misc Income - - - Total $ 44�j 72 $ 332,640 1 $ 578,450 $ 637,490 Expenditures Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers In Supplies Services Insurance Maintenance Rent & Utilities E/D Incentives Capital Outlay Tot 105,675 17,854 7,701 7,452 4,554 39,675 414 155 $ 183,480 123,096 21,152 10,231 9,048 31,100 452,455 489 500 $ 648,0 Net $ 262,692 1 1 $ 134,280 $ 378,880 $ ( w 99,917 100,767 18,296 18,296 8,339 8,339 7,024 7,024 7,300 7,300 56,495 56,855 489 489 500 500 $ 198,360 $ 199,570 123,096 21,152 10,231 9,048 31,100 452,455 489 500 $ 648,0 Net $ 262,692 1 1 $ 134,280 $ 378,880 $ ( w PROGRAM BUDGET Planning and Development Department 12 Department Director Eddie Edwards F+- Department Phone 817-430-5726 Program I Activity I Budget I Percent Building Inspections 1 Code Research, Interpretation, & Technical Clarification $ 9,714 1.50% 2 Code/Fee Schedule Update 9,248 1.43%, 3 Permitting / Plan Review Coordination and Fee Calculation 26,312 4.06% 4 Coordinate Addressing with other Depts & Agencies 8,916 1.38% Assist Fire Dept access to Buildings & Subdivisions $ 54,191 8.36% Plan Review & 1 2 3 4 Gas Well Permit Administration F-1 i— — Code Enforcement 1 Fire Prevention 1 2 3 Planning and Zon 2 2 Municipal Governance 1 Municipal Administration 1 2 Building Code - Plan Review $ 51,531 7.95% Building Code - Inspections 44,394 6.85% Zoning/Code - Plan Review 19,347 2.99% Zoning/Code - Inspections 12,417 1.92% $ 127,689 19.70% Administration of the Gas Well Provisions Notices and Citationsl $ 8,946 1 1.38% Comprehensive Plan Update $ 8,946 1.38% Coordinate Fire/Building Code Inspections & Plan Review $ 8,902 1.37% Code Research, Interpretation & Technical Clarification $ 7,431 1.15% Assist Fire Dept access to Buildings & Subdivisions $ 6,784 1.05% $ 23,117 3.57% Process Zoning, SUP, Site Plan, ZBA & Platting Cases, etc. $ 25,262 3.90% Comprehensive Plan Update 21,715 3.35% $ 46,977 7.25% Town Council Meetings/Workshops $ 9,518 1.47% $ 9,518 1.47% • • Contract Management $ 7,435 1.15% Support Services 358,196 55.27% $ 365,631 56.42% $ 648,070 100% GOALS AND OBJECTIVES Planning & Development Strategic Vision Points • A Sense of Place • We are Leaders ♦ Service Excellence Program Description The Planning and Development Department is responsible for processing platting and zoning requests and ensuring that proposed development will conform to the Town of Westlake's comprehensive plans. • This also requires the continuous updating and amending of ordinances to address ever- changing development concerns. • The Building and Code Compliance Division is responsible for the administration and enforcement of the Town's adopted building codes and ordinances to assure that development is executed and maintained in compliance with ordinances and approved development plans. Trends Continued Westlake Permanent Population Growth: Housing starts do not appear to be slowing down any time soon. This is for two reasons. o First, existing lot inventory in developed Westlake subdivisions continues to be reduced through purchase by prospective Westlake residents. These include potential residents who are building in Westlake in order for their children to attend Westlake Academy. o Second, there are 2 developments slated to begin in the next 12-24 months. The first is Granada, an 84 lot single family residential subdivision. is Entrada, an 84 acre mixed-use development that will be comprised of various types of residential development as well as commercial development. Housing Start Increases: Westlake is seeing an upswing of single family residential family residential home construction. It can be seen from the side -chart how we are approaching pre -recession i.e. '05-06) housing starts. M The second GOALS AND OBJECTIVES Planning & Development * Percentage of expenditures in comparison to revenues generated $1,750,000 $1,500,000 $1,250,000 $1,000,000 $750,000 $500,000 $250,000 $0 FY 08/09 FY 09/10 FY 10/11 actual actual actual FY 11/12 actual FY 12/13 estimated FY 13/14 adopted --s—Revenue $734,212 $1,654,528 $548,906 $446,172 $578,450 $637,490 —43—Expenditure $137,294 $159,417 $188,019 $183,480 $199,570 $648,070 %Comparison 1 19% 10% 34% 41% 35% 102% Program Broad Goals ♦ Prepare ordinances to amend existing ordinances as necessary to efficiently and logically guide development within the Town of Westlake. • Provide the administrative, technical, and clerical services necessary to professionally regulate the codes and ordinances related to the construction and use of Commercial and Residential structures and properties within the community. • Insure code and ordinance compliance through effective communication, accurate records management, and by taking appropriate action when necessary to obtain compliance. 2012-2013 Highlights • Provided Maximum 10 day turn -around time for SFR plans review submittal to permit issued. • Established a system for the annual renewal processes for Gas Well Pad Sites and Gas Wells, including the monitoring of compliance requirements unique to each site. • Processed all applications for platting, zoning, and site plans within prescribed deadlines. 2013-2014 Goals and Objectives Update the comprehensive plan and the following Master Plans: o Land Use o Master Thoroughfare o Open space / Trails o Water and Sewer o Streetscape / Landscape IN GOALS AND OBJECTIVES Planning & Development ® Update all departmental information on the town web site. ® Continue to update and revise the forms used for processing permits and tracking inspections. ® Develop a system for regulating the Entrada Development and build -out process by tracking the Site Plans, Developer's Agreements, and amendments to the PD 1-2 Zoning and Development Plan. Efficiency/Effectiveness Measures Objective 1 % SFR plans reviewed and completed within 10 days of submittal 2 % Commercial plans reviewed within 30 days and log updated 3 % Building inspections responded to same day 102 Actual Actual Estimated Adopted FY10/11 FY11/12 FY12/13 FY 13/14 100% 1 100% 1 100% 1 100% 95% 95% 95% 95% 90% 95% 95% 95% This page is intentionally blank 103 Fund 100 General Fund Department 13 Town Secretary Fiscal Year 2013/2014 Revenues General Sales Tax Property Tax Hotel Tax Charges for Services Contributions Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Misc Income Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers In Supplies Services Insurance Maintenance Rent & Utilities E/D Incentives Capital Outlay Ado Actual Bud FY 11/12 FY 1 pted Estimated Adopted get Budget Budget 2/13 FY 12/13 FY 13/14 1.00 1.00 1.00 1.00 1.00 1.00 28,032 $ 28,032 82,353 8,447 6,505 5,814 1,019 9,719 $ 113,858 1.00 1.00 82,097 9,436 6,600 6,034 3,273 25,672 $ 133,112 $ (85,827) 1 $ (93,259) $ (93,259) 1 $ (96,653) 104 78,965 78,965 8,667 8,667 6,358 6,358 5,551 5,551 2,343 2,643 26,602 26,302 $ 128,486 $ 128,486 82,097 9,436 6,600 6,034 3,273 25,672 $ 133,112 $ (85,827) 1 $ (93,259) $ (93,259) 1 $ (96,653) 104 Town Secretary Department 13 PROGRAM BUDGET Department Director Kelly Edwards Department Phone 817-490-5710 Program I Activity Budget I Percent Municipal Governance 1 Agenda and Packet Preparation $ 17,888 13.44% 2 Minute Preparation 5,321 4.00% 3 Board Appointments 2,692 2.02% $ 25,901 19.46% Academic Governance 1 Support Services Agenda and Packet Preparation $ 15,629 11.74% 2 2 1,833 Minutes Preparation 4,681 3.52%, $ 8,248 $ 20,310 15.26% Texas Student Housing Election Administration 1 Support Services 1 Elections $ 20,899 1 15.70% 22.58% $ 20,899 1 15.70% Records Management 1 Town Records Management $ 10,074 7.57% 2 Codification 11,063 8.31% 3 Public Information Request 6,556 4.93% $ 27,693 20.80% Municipal Administration 1 I Support Services $ 6,414 4.82% 2 Marketing/Communications/Public Relations 1,833 1.38% $ 8,248 6.20% Texas Student Housing 1 Support Services $ 30,061 22.58% $ 30,061 22.58% $ 133,112 100% 105 Strategic Vision Points ® We are Leaders ® We are a Caring Community ® Exemplary Governance ® Service Excellence Program Description GOALS AND OBJECTIVES Town Secretary • Perform tasks outlined in the Texas Municipal Law and Procedure for General Law Type A Cities as well as tasks related to the support of the Town Council, Board of Trustees, Planning and Zoning Commission, the Zoning Board of Adjustments, the Texas Student Housing Authority, and oversight of the Town's records management program. ® The Town Secretary is also responsible for the communicating meeting information to the community. Trends • The trends of the duties and responsibilities of the Town Secretary indicate an increase in the number of activities/functions that impact the workload of this office. ® Increased the number of scanned documents imported into Laserfiche Records Management software which provide staff with the ease of locating electronic documents and decreased the response time for requests for public information. Town of Westlake ® Meetings are scheduled for once a month for the Town Council, Board of Trustees and Planning and Zoning Commission. Planning and Zoning meetings may increase due to the recent approval of zoning changes allowing for new development. • Time required on the following pre and post meeting activities are impacted by the number of meetings and the information generated for the meeting packet. The amount of time will fluctuate year to year based on the total number of meetings. - Agenda preparation includes: ■ Electronic packet preparation ■ Posting requirements ■ Distribution of meeting notifications ■ Preparation of minutes ■ Legal advertisements ■ Maintaining records associated with each meeting ■ Facility preparation for meeting r..,.RIEVI Texas Student Housing Number of scholarship applications has leveled off in the past few years. However, In order to effectively manage the duties associated with the scholarship issuance process, TSHA must identify processes and tools for accurate data entry and tracking of scholarship offers, rejections, and acceptances. M GOALS AND OBJECTIVES Town Secretary • This office will continue to fine-tune the process by adding additional fields for data collection as directed by the Board of Directors during the each annual award cycle. ® TSHA utilizes the Town Secretary and Executive Director both for the labor-intensive data entry process. Program Broad Goals ® A commitment to leadership that ensures quality public dependability, integrity, consistency, respectfulness, and fairness. d 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. ® Accept and process Texas Student Housing applications in a timely and effective manner. ® Prepare notifications of scholarship awards and record responses in a timely and effective manner. ® Update/enhance the Records Management section of the Code of Ordinances. ® Maintain all permanent Town records in digital form. 2012-2013 Highlights ® Continued a separate meetings email notification for residents through Constant Contact. ® Prepared agendas, electronic packets and minutes for approval in a timely manner. ® Implemented Laserfiche Records Management software for Town records. All Town departments can access and store records using this software. service based on honesty, DID YOU KNOW The Town of Westlake has conducted 71 elections since its incorporation. 1St election was conducted 4/2/1957 71St election was conducted 5/11/2013 Imported Westlake Academy permanent records into Laserfiche such as minutes, agenda packets, and resolutions. ® Completed Graduate Institute and Election Law training. ® Imported minutes, resolutions, and ordinances (permanent documents) into the Laserfiche records management software. ® Uploaded the Board of Trustees minutes to the searchable database that is accessible on the Town's website. ® Completed a second records destruction for Town records. 2013-2014 Goals and Objectives ® Complete a 2nd recertification process through the Texas Municipal Clerks Association. ® Attend Municipal Clerks training at the Graduate Institute and additional training to maintain the Municipal Clerks certification. 107 GOALS AND OBJECTIVES Town Secretary • Continue Records Inventory for the Town's Secretary's Office, encourage all departments to upload additional records into Laserfiche and complete an annual destruction for records which have met retention requirements. ® Continue Records Inventory of Texas Student Housing Authority Records and identify records for destruction. Efficiency/Effectiveness Measures Objective 1 Post all Board meeting agendas to website at least 72 -hours prior to the meeting date and time. 2 I Complete Minutes of regularly scheduled meetings and workshops within five (5) business days. 3 I Respond to all open records request within 10 business days. 9 Actual Actual FY 10/11 FY 11/12 100% 100% 100% 98% 100% 100% Estimated Adopted 12/13 I FY 13/14 100% 1 100% 98% 1 98% 100% 1 100% This page is intentionally blank IMO Fund 100 General Fund Department 14 Fire/EMS Fiscal Year 2013/2014 Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 General Sales Tax Property Tax Hotel Tax Charges for Services Contributions Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Misc Income Total Expenditures Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers In Supplies Services Insurance Maintenance Rent & Utilities E/D Incentives Capital Outlay 700,017 92,866 69,361 41,164 64,445 53,640 3,626 30,003 12,930 188,349 $ 1,256,400 11 11 11 11 .11 11 52,131 52,288 General Sales Tax Property Tax Hotel Tax Charges for Services Contributions Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Misc Income Total Expenditures Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers In Supplies Services Insurance Maintenance Rent & Utilities E/D Incentives Capital Outlay 700,017 92,866 69,361 41,164 64,445 53,640 3,626 30,003 12,930 188,349 $ 1,256,400 876,432 120,083 85,152 64,418 115,563 86,456 7,425 41,645 13,525 31,200 1,441,8 $ (1,113,998) 1 $ (1,047,812) $ (1,053,787) 1 $ (1,305,898) w 741,547 732,223 99,805 99,805 72,560 72,727 52,131 52,288 74,324 70,033 72,250 82,260 3,743 7,425 32,520 36,895 11,232 13,525 18,700 28,700 $ 1,178,812 $ 1,195,88 876,432 120,083 85,152 64,418 115,563 86,456 7,425 41,645 13,525 31,200 1,441,8 $ (1,113,998) 1 $ (1,047,812) $ (1,053,787) 1 $ (1,305,898) w Emergency Services Department 14 PROGRAM BUDGET Department Directorl Richard Whitten Department Phone 817-337-4722 Program I Activity I Budget I Percent 1 Fire/Emergency Services $ 433,648 30.07% 2 Emergency Medical Services 426,705 29.59%, 3 Part Time Employees 223,215 15.48% $ 1,083,568 75.15% Operations Support 1 Medical Director Services $ 2,151 0.15% 2 Hydrant Maintenance/Testing 16,481 1.14% 3 Recruiting 2,714 0.19% $ 21,346 1.48% Emergency Prevention Municipal Administration 1 I Administration and Managementl $ 206,985 1 14.36% 2 Staff Training and Development 50,210 1 3.48% $ 257,195 17.84% $ 1,441,898 100% 1 I Inspection Services $ 51,340 3.56% 2 Plan Review 3,288 0.23% 3 Public Education 13,161 0.91% Billing Services $ 67,790 4.70% 1 Billing Services $ 12,000 1 0.83% $ 12,000 1 0.83% Municipal Administration 1 I Administration and Managementl $ 206,985 1 14.36% 2 Staff Training and Development 50,210 1 3.48% $ 257,195 17.84% $ 1,441,898 100% GOALS AND OBJECTIVES FIRE - EMS Department Strategic Vision Points ® We are Leaders ® Service Excellence Program Description • The Fire - EMS Department provides for the public safety needs of the Town via a variety of programs and services. ® The majority of these services are Fire and Emergency Medical Services (EMS) related but also includes hazardous materials mitigation, fire prevention and public education. • Many civic organizations also benefit from these types of services. Business organizations have benefited 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. Trends ® The level of activity can be categorized into four main areas: Emergency Operations, Training, Routine Activities and Public Orientated Activities. ® Personnel continue to take advantage of joint training exercises and contracts which reduces cost and increases familiarity with personnel and equipment of our mutual aid agencies. ® Specialized training targets firefighter development that enhances our current services through state certification levels. ® Ongoing efforts to increase public involvement through public education, relations 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. Program Broad Goals ® Provide safe, efficient, and professional emergency services to the Town. ® Broaden the foundation of the department to initiate superior programs to interact with the citizens. 0 Texas Fire Chief's Best Practices. 112 GOALS AND OBJECTIVES FIRE - EMS Department ® Develop the Department using the Center for Public Safety Excellence (CFAI) model. ® Continue efforts in professional development for personnel. ® 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 relations with the corporate business network group. 2012-2013 Highlights ® The Department developed our first Strategic Plan. The Plan will be presented to the council in the near future. ® Conducted numerous CPR classes and trained individuals in the use of automatic external defibrillators (AED). ® Deloitte University graciously donated $10,000 to the Department to purchase a fire extinguisher trainer. 2013-2014 Goals and Objectives ® Continue training the public in the use of CPR and AEDs (Automatic External Defibrillators). • Continue training the public in the use of fire extinguishers. ® Conduct an ISO review. • Conduct a Community Risk Analysis. • Develop a Standard's of Cover (SOC). ® Continue NIMS (National Incident Management System) training for public officials and staff. • Continue performing emergency drills for local business as they relate to fire and severe weather. • Continue training for all personnel in all disciplines of certification and career development. ® Enhance our public education and prevention programs within Westlake Academy. Target subjects include home f t ; I h Ith d d; I KNOW While the weight of firefighting equipment varies depending on the brand, on average the protective clothing(bunker gear) and breathing device (SCBA) that firefighters wear will weigh about 100 lbs. sa e y principes, ea an me ica awareness programs such as weather related safety programs, CPR and AED training, baby sitting safety tips, and general operational and maintenance of home sprinkler systems. 113 GOALS AND OBJECTIVES FIRE - EMS Department Performance Measures ■ Turn -out time (reaction time) is the timeframe that a call is dispatched to the time that units respond. ■ NR = Not Reported. 114 Actual Actual Estimated Projected Objective FY 10/11 FY 11/12 FY 12/13 FY 13/14 Emergency incidents with a 1 67% 62% 60% 65% response time of 6 minutes or less 2. Fire incidents with a turn -out time of NR 82% 85% 85% 80 seconds or less 3. EMS incidents with a turn -out time NR 79% 77% 75% of 60 seconds or less ■ Turn -out time (reaction time) is the timeframe that a call is dispatched to the time that units respond. ■ NR = Not Reported. 114 This page is intentionally blank 115 Fund 100 General Fund Department 15 Municipal Court Fiscal Year 2013/2014 Employee Staffing Administrator Supervisor Deputy Clerks Judge Marshal Part Time Clerk Total Revenues General Sales Tax Property Tax Hotel Tax Charges for Services Contributions Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Misc Income Expenditures Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers In Supplies Services Insurance Maintenance Rent & Utilities E/D Incentives Capital Outlay Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 8,246 622,337 1,324 31 190,023 38,279 14,652 12,279 8,897 87,966 403 2,357 3,446 $ 358,302 211,388 42,508 17,837 14,802 10,796 114,405 480 2,600 2,737 Net $ 273,636 $ 177,012 1 $ 168,497 1 1 $ 16 193,687 202,202 39,262 39,262 16,378 16,378 12,913 12,913 10,796 10,796 8,800 8,800 560,000 560,000 1,470 1,470 3,507 2,737 570,270 $ 570,27M 211,388 42,508 17,837 14,802 10,796 114,405 480 2,600 2,737 Net $ 273,636 $ 177,012 1 $ 168,497 1 1 $ 16 193,687 202,202 39,262 39,262 16,378 16,378 12,913 12,913 10,796 10,796 113,635 114,405 480 480 2,600 2,600 3,507 2,737 $ 393,258 401,773 211,388 42,508 17,837 14,802 10,796 114,405 480 2,600 2,737 Net $ 273,636 $ 177,012 1 $ 168,497 1 1 $ 16 Municipal Court Department 15 PROGRAM BUDGET Department Director Amanda DeGan Department Phone 817-430-0861 Program Activity Budget Percent Case Process Docketi Warrant and Jail Services 1 ' 2 3 Collection Services Issuance Function $ 12,976 3.11% Field & Office Arrests 78,638 18.83% Jail Processing 34,423 8.24% $ 126,037 30.18% Judiciary & Administration 1 Case Review & Archival $ 21,831 5.23% 2 Staff Management 18,442 4.42% 3 Legislative & Legal Compliance 23,973 5.74% 4 Monthly Reporting, Financial Oversight and Budgeting 8,323 1.99% $ 72,570 17.38% $ 417,554 100% 117 Municipal Court Strategic Vision Points * Service Excellence Program Description *The Municipal Court performs the duties necessary to support municipal judicial functions, assist the public and manage court operations. The program will uphold the integrity of the Court and build public trust by providing unbiased quality service and accurate information delivered in an efficient and professional manner. Trends GOALS AND OBJ1 ® Processes consistent workload of approximately 7,000 new case filings annually. The trend is consistent with the previous year and we expect the same level of enforcement and police initiated citations as we experienced in FY 2012/2013. *The issuance levels in the speeding citations show a projected decrease of 10% for the current fiscal year, and speeding in a construction zone has also decreased 78% due to the completion and removal of the various construction zones within the Town limits. The equipment and driver license related violations (expired registration, expired license, etc.) show an expected decrease of 7% for this year. Staff participated in the annual State-wide Warrant Round -up for the fifth year with outstanding results; approximate increase of 590 (431) cases cleared and a 98% increase cash collections ($67,000) in comparison to last year's program. 10,000 8,000 6,000 4,000 2,000 0 Police Initiated Case Fil FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 actual actual actual estimated projected Z Overall Number of Filed Violations 10,000 8,000 6,000 4,000 2,000 tirn. 0 - FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 actual actual actual estimated projected GOALS AND OBJECTIVES Municipal Court Wr Number of Cleared Arrest Warrants 1,750 1,500 1,250 1,000 750 500 250 it 0 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 actual actual actual estimated projected Program Broad Goals Collected Fine & Warrant Revenue 600,000 500,000 400,000 300,000 200,000 100,000 0 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 actual actual actual estimated projected ® Court staff will provide prompt assistance in a courteous manner. This includes telephone service, mail service and customers who appear in person. ® Court staff will work to enter citations in a timely manner and complete daily court deposits. • The Court will conduct hearings and trials in a professional and dignified manner in order to provide an impartial setting for cases to be adjudicated by the Municipal Court Judge. • Court staff will continue to work in conjunction with the collection agency and other involved agencies to reduce the number of outstanding arrest warrants. The collection efforts will be monitored and updates reported to the Department Director. ® Court staff will work in partnership with the Texas Department of Public Safety to operate the driver's license suspension program for defendants who have outstanding or delinquent fines in the Court. 2012-2013 Highlights ® State-wide Warrant Round -up participation; 384 warrants issued; 431 cleared = 113% clearance rate • Completed the installation of court scanning stations and software to achieve a goal of archiving closed case files and active documents associated with cases. DID YOU KNOW On average, the fine amounts for Class C misdemeanor offenses (municipal citations) consist of approximately 35% to 40% of taxes that are remitted to the State.— Transitioned hard copies of case files to new storage facility to assist with greater control over the inventory, accountability, and costs associated with the closed documents. 2013-2014 Goals and Objectives • Institute additional "Rules of the Court" to guide staff in routine issues per the Judges direction and utilize as basis for policy and procedures manual for front office. ® Begin court observation process for court supervisor to obtain Level III certification; work toward Level I certification for deputy court clerk. GOALS AND OBJECTIVES Municipal Court ow ® Implement warrant transfer service support for Keller Police Department a minimum of two days per week. • Facilitate marshal field service of arrest warrants a minimum of two days per week • Migrate the balanced scorecard system to the court department and develop performance measures. Efficiency/Effectiveness Measures 120 Objective Actual Actual Estimated Adopted FY 10/11 FY 11/12 FY 12/13 FY 13/14 1 Violations entered within 3 95% 95% 95% 100% business days of receipt Collections of warrant division in 2 both cash and non-cash 35% above 07% above 15% above At clearances. Benchmark is equal benchmark benchmark benchmark benchmark to $35,000 per month 3 Issue arrest warrants at 45 day 80% 70% 80% 100% delinquency 120 This page is intentionally blank 121 Fund 100 General Fund Department 16 Public Works Fiscal Year 2013/2014 Employee Staffing Director Technician Clerk General Sales Tax Property Tax Hotel Tax Charges for Services Contributions Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Misc Income Total Expenditures Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers In Supplies Services Insurance Maintenance Rent & Utilities E/D Incentives Capital Outlay Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 1.00 1.00 2.00 11 11 I/ 11 I 1 I/ I/ I/ ML 119,636 21,906 11,986 8,466 (113,772) 4,217 34,820 20,558 84,830 $ 192,645 173,132 24,755 17,766 12,725 (171,113) 3,041 60,500 20,000 100,700 500 242,006 $ (192,645) 1 $ (205,869) $ (232,869) 1 $ (242,006) 122 133,547 133,547 22,445 22,445 14,036 14,036 9,388 9,388 (131,288) (131,288) 3,041 3,041 61,000 60,500 20,000 20,000 73,700 100,700 - $ 205,869 500 173,132 24,755 17,766 12,725 (171,113) 3,041 60,500 20,000 100,700 500 242,006 $ (192,645) 1 $ (205,869) $ (232,869) 1 $ (242,006) 122 General Fund Public Works Department 16 PROGRAM BUDGET Department Director Jarrod Greenwood Department Phone 817-490-5717 Program I Activity I Budget I Percent ROW Management Tra 1 Drainage $ 54,411 22.48% 2 Line Locates 3,708 1.53% 3 Duct Bank Management 7,417 3.06% 4 Open Space Services 116,936 48.32% $ 182,472 75.40% Services 1 I Sign and Signal Maintenance $ 9,022 3.73% 2 Pavement & Shoulder Maintenance 27,861 11.51% 3 Street Reconstruction 10,289 4.25% $ 47,172 19.49% Municipal Governance 1 Citizen Engagement and Communication 1 Town Council $ 11,125 4.60% $ 11,125 4.60% Neighborhood Gatherings and Outreach $ 1,236 0.51% $ 1,236 0.51% 123 $ 242,006 100% Public Works Strategic Vision Points • A Sense of Place • We are Leaders • Service Excellence Program Description • The Public Works Department is responsible for: the operation, maintenance, repair, and installation of the Town's traffic signs, signals, roadway markings, and approximately 10 miles of street pavement and storm drainage; maintaining public records and regulatory requirements; • Public Works also assists other departments, the Academy, and volunteergroups 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 GOALS AND OBJECTIVES Trends • The Town's population has continued to increase. • This rise has also generated a significant increase in the demand for Public Works staff's time. • The increasing population is accustomed to receiving basic public services that we are minimally equipped to handle. • FM 1938 landscape enhancement project continues to demand an increasingly amount of staff time as the project progresses and Town improvements are built. • SH 114/170 will demand an increasing amount of staff time in our effort to plan enhancements to the interchange and corridor. Program Broad Goals • Maintain streets and shoulders in safe travelable condition. • Maintain accurate inventory of streets and their current condition. • Manage all Public Works capital projects to be on schedule and within budget 124 Public Works 2012-2013 Accomplishments • Landscape enhancements on FM 1938. • Tree planting along of Dove and Ottinger Roads • Reconstructed Stagecoach Hills subdivision and Roanoke Road (north of SH 170) • Developed a GIS based program to map and collect data of sign inventory and street infrastructure. • Completed sanitary sewer improvements to reduce inflow and infiltration. 2013-2014 Goals and Objectives • Continue to work with Streetscape consultant for enhancement of FM 1938 and SH1 14/170 projects • Update Town's Master Plans • Construction of a 1 MG ground storage water tank • Begin engineering of Dove Road reconstruction from FM 1938 to Sam School Road. • Transfer N-1 sewer line to TRA Efficiency/Effectiveness Measures GOALS AND OBJECTIVES DID YOU KNOW Westlake and Keller have a shared elevated storage tank that is a "tank inside of a tank" design. It is the only one known in existence.— Objective Actual Actual Estimated Adopted FY 10/11 FY 11/12 FY 12/13 FY 13/14 LF of Drainage Ditch and Culvert 1 200 LF 200 LF 2,500 LF 200 LF Repair/Maintenance I 2. 1 LF of street reconstruction 1 6,267 LF 1 9,250 LF 1 10,000 LF 1 0 LF 125 Fund 100 General Fund Department 17 Facilities Maintenance Fiscal Year 2013/2014 Employee Director Technician Administrative Assistant Part -Time Technician Total Revenues General Sales Tax Property Tax Hotel Tax Charges for Services Contributions Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Misc Income Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers In Supplies Services Insurance Maintenance Rent & Utilities E/D Incentives Capital Outlay Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 59,570 9,115 5,318 3,961 (23,873) 4,726 13,312 14,990 163 438 $ 87,718 63,331 9,754 6,153 4,655 (24,629) 6,043 19,833 242 21,017 400 $ 106,798 $ (62,610) $ (90,741) $ (104,015) 1 $ (106,548) 126 53,083 66,357 9,342 9,342 5,129 5,129 3,732 3,732 (22,830) (22,830) 5,710 5,710 19,906 19,906 242 242 21,277 21,277 400 400 $ 95,991 1 $ 109,265 63,331 9,754 6,153 4,655 (24,629) 6,043 19,833 242 21,017 400 $ 106,798 $ (62,610) $ (90,741) $ (104,015) 1 $ (106,548) 126 Facilities Maintenance Department 17 PROGRAM BUDGET Department Director: ITroy Meyer Department Phone: 817-490-5735 Program I Activity I Budget I Percent Academic Administration 1 2 3 Municioal Administration Support Services $ 17,289 16.19% Life Safety 3,811 3.57% Facilities Maintenance 38,533 36.08% $ 59,633 55.84% 1 Life Safety $ 2,870 2.69% 2 Facilities Maintenance 7,906 7.40% 3 Open Space Services 9,977 9.34% 4 Support Services 14,189 13.29% $ 34,943 32.727o Acade—,I— Municipal ic Governance I 1 I Municipal Governance 1 127 Board of Trustee Meetings/Workshops $ 5,171 4.84% $ 5,171 4.84% Town Council Meetings/Workshopsi $ 7,051 1 6.60% $ 7,051 1 6.60% $ 106,798 100% GOALS AND OBJECTIVES Facilities Maintenance Strategic Vision Points We are Leaders Service Excellence Program Description *The Town of Westlake will plan for and provide facilities to enhance present and future community and educational programs and endeavors. Long-range plans should include: maintenance, renovation, construction of facilities as related to civic use and educational programs - efficient facilities meeting program needs. Westlake Civic Campus facilities should be available to the community. The Town should develop cooperative projects with the community and agencies. Trends The Arts and Sciences Center parking lot expansion was complete in 2010, which added 128 paking spaces to the campus. The temporary fire station, a 14' X 60' mobile home, was replaced with a pre -owned 40' X 60' mobile home that was donated in January 2011 by WB Texas Resort Communities, LP. In Feburary 2011, North Texas experienced five consective days of temperatures that did not rise above 32 degrees. As a result, a three-inch fire sprikler line froze -up in the first floor storage closet of the gym building causing over $400,000 in damages to the basement level. All damage was covered by insurance. With the increase in Academy students for the FY 11-12 school year, the following remodeling projects were completed; PYP art room converted into a second dining hall, MYP storage room and copy room changed to a MYP faculty breakroom, expanded nurses station. Jacob Engineering completed a traffic study for the pick-up and drop-off flow for both MYP and PYP. A master facility plan was completed for Westlake Academy in the spring of 2011 by Mr. Peter Hayes. The study was generously funded by the M.R. Evelyn Hudson Foundation. Later in the year, Bennett, Benner and Pettit architect firm was hired to review the proposed Hayes growth plan. For the 2011/12 school year, three temporary classroom buildings were located to the west of the Sam & W GOALS AND OBJECTIVES Facilities Maintenance Margaret Lee Arts and Sciences Center. The portables added a total of 4,680 sq. ft. to includ six classrooms and a male and female restroom. • Road improvements to J. T. Ottinger Road (in front of the Academy) were completed by August 22, 2011, • The new north entrance at the Academy was completed in January, 2012. This project was funded through a public/private patnership between the Town and Hillwood and was a part of the Dove Road/J.T. Ottinger improvement project. • Westlake Aacademy increased the student population to a total of 650 in the Fall of 2013. • November 2012 Bennett, Benner and Pettit architect firm completed the Westlake Master plan which included a three-phase expansion approach and a report from School District Strategies. Town Council approved the master plan in December 2012. • January 2013 Town Council approved BB & P to start the designing of Phase One of the master plan. Phase One included a Multi -Propose Hall, Field House and three story Secondary Classroom building which will add 39,000 square feet to the campus. • April 2013 a full security audit was completed which included interviewing staff, accessing all security systems, written plans, threat assessment. As a result the front office was remolded to improve how visitors check in and out of the school. Lighting was also added along the north drive and other locations on campus. • Construction Manager at Risk was hired in June 2013 to start construction in July 2013. • Three additional portable classroom buildings will be installed just to the west of the current portable buildings in August 2013 which will include six classroom and male and female restrooms adding 4,000 square feet to the campus. This space will only be used for enrollment t. -On 'fil growth that may occur in the 2013 -14 school year. The Westlake Academy will host the Community Storehouse summer reading program for it's third consecutive year. Program Broad Goals • Ensure that 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. 2012-2013 Highlights DID YOU KNOW In 2013 the Westlake Academy began construction on three new buildings. They will equal approximately 38,000 sq ft and will be completed in the fall of 2014. • The master facilities plan for the Academy Campus was adopted in December 2012. • Completed Security Audit of the Westlake Academy Campus. • Design began on the 8.5 million dollar Phase One Expansion project in February 2013. • Construction begins in summer of 2013. • Received a one million dollar donation for the Phase One Expansion project. 129 GOALS AND OBJECTIVES Facilities Maintenance • Implemented new key check in out procedure for faculty and staff at the Westlake Academy. • Provided set-up in the gym for over 20 programs in the month of May; including spring concerts, testing for 200 plus students, HOC Bandana Bonanza event, Commendations, senior activities, etc. 2013-2014 Goals and Objectives • Facilities Plan will be developed, including an annual maintenance, periodic maintenance, and facilities use plan. • A long-range plan will be developed for future facilities needs based on census data and local and regional community development plans. • Complete Westlake Academy Phase One expansion project on time and within budget. • Ensure the safty of all faculty, staff and visitors to the Westlake Academy campus. • Partner with teachers and students at Westlake Academy to create an energy efficiency plan. • Develop facilities team in customer service, work skills and SIGS system. • Create a leadership team emergency response plan for weather and facility events. • Work with Finance on updating and implementing the Town's five year CIP. • Ensure the Christmas Lighting, Arbor Day and Decoration Day have a quality setting. • Create a safe working and learning environment for teachers, administration staff, students and visitors, by maintaining a quarterly and monthly maintenance agreement for the Academy, Solana, Fire Station and Municipal Campus for the following systems: ■ Cleaning service - Daily and semi- annual, window, carpet and the floors ■ HVAC and heating - Quarterly ■ Electrical systems - Quarterly ■ Security systems - Semi-annual ■ Fire sprinkler and alarm systems - Annual ■ Maintain the campus landscaping: ■ 36 mowings, fertilizations, weed control • Athletic Field Maintenance: ■ Athletic Field - 2 field mowings around athletic field ■ Athletic Field - 36 mowings by staff • Parchman house maintenance • Cemetery maintenance • Fire station maintenance * Serve as back-up for the Public Works department 130 GOALS AND OBJECTIVES Facilities Maintenance Efficiency/Effectiveness Measures Objective Actual Actual Estimated Adopted FY 10/11 FY 11/12 FY 12/13 FY 13/14 100% 100% 100% 1 100% compliant with fire sprinkler and alarm 100% inspection schedule 2' Projects completed on time (Remodeling, A 100% 100% 100% 100% & S, Water Well, Camera update, etc.) 3 Maintain the campus and park contract Yes Yes Yes Yes services 131 Fund 100 General Fund Department 18 Finance Fiscal Year 2013/2014 Employee Staffing Director Supervisior Assistant Clerk Revenues General Sales Tax Property Tax Hotel Tax Charges for Services Contributions Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Misc Income Total enditu Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers In Supplies Services Insurance Maintenance Rent & Utilities E/D Incentives Capital Outlay Total Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 225,899 31,137 16,441 15,894 (157,847) 4,388 23,783 $ 159,694 237,655 34,757 19,116 17,468 (172,465) 5,675 31,871 $ 174,077 Net 0 99, 94 $ (192,035) $ (175,651) $ (174,077) 132 215,233 225,513 40,788 31,900 25,546 16,658 23,394 14,506 (150,472) (150,472) 4,685 4,685 32,861 32,861 $ 192,035 $ 175,651 237,655 34,757 19,116 17,468 (172,465) 5,675 31,871 $ 174,077 Net 0 99, 94 $ (192,035) $ (175,651) $ (174,077) 132 Finance De PROGRAM BUDGET Program I Activity Budget I Percent Financial Management - Municipal 1 I Municipal Annual Budget $ 21,391 12.29% 2 Capital Improvement Plan (CIP) 3,625 2.08% $ 25,016 14.37% Utility Billing 1 Utility Billing and Processing $ 1,520 0.87% $ 1,520 0.87% Accounting Services - Municipal 1 Accounts Payable $ 10,839 6.23% 2 Accounts Receivable 6,530 3.75% 3 Payroll 7,486 4.30% 4 Financial Reporting 29,035 16.68% 5 Cash & Investment Management 3,160 1.82% 6 $ 57,050 32.77% Municipal Governance 1 Accountine Services - Academic Town Council Meetings/Workshops) $ 6,406 I 3.68% 1 Accounts Payable $ 7,431 4.27% 2 Accounts Receivable 6,571 3.77% 3 Payroll 2,058 1.18% 4 Financial Reporting 24,263 13.94% 5 Cash & Investment Management 1,140 0.65% 6 Academic Annual Budget 25,001 14.36% $ 66,464 1 38.18% Academic Governance 1 Accounting Services - Foundation Board of Trustees Meetings/Workshopsl $ 2,941 1 1.69% $ 2,941 1 1.697. 1 Accounts Payable $ 3,165 1.82% 2 Accounts Receivable 3,165 1.82% 3 Payroll 1,306 0.75% 4 Financial Reporting 6,223 3.57% $ 13,860 7.96% Foundation Governance 1 133 Board Meetings/Workshopsl $ 819 1 0.47% $ 819 0.47% $ 174,077 100% Finance Strategic Vision Points • We are Leaders • Exemplary Governance • Service Excellence Program Description *The Finance Department is responsible for collecting, recording, summarizing, and reporting the results of all financial transactions of the following entities in a timely manner and in accordance with generally accepted accounting principles while ensuring compliance with applicable state and federal statutes, bond covenants and grant contracts by reviewing financial data and GOALS AND OBJECTIVES MW reporting such in a timely manner. • Town of Westlake • Westlake Academy • Westlake Academy Foundation • The Department works with the Education Service Center (Region XI) to maintain the Westlake Academy Charter School financial system and fiscal controls, i.e. general ledger, payroll, accounts payable, accounts receivable and cash management. • 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 990. *The Utility Billing section of the Finance Department provides for the accurate and timely billing of the Town's water and sewer services, assists customers in applying for service, transferring service or discontinuing utility service, and responds to customer inquiries and disputes regarding their utility account. The Accounts Payable Section of the Finance Department is responsible for reviewing all invoices for making payments of all legally incurred and property authorized obligations. Payments will be issued in a manner to maintain the credit worthiness of Westlake Academy and to take advantage of all available discounts. *The Finance Department is responsible for the payment of salaries and wages according to established procedures on specified days according to the adopted payroll G� calendar. The Town of Westlake operates two payroll systems concurrently; ~-° one for employees who are on a normal 40 -hour work week, and another Ulliacawur cycle for DPS employees who work 24-hour shifts. This dual system is Achievement foraccAence commonplace in cities to accommodate FLSA requirements. in Financial Reporning The establishment of strong internal controls for accounts receivable T... r WCQMk Trx� SW—b .3■. 2911 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. 134 Finance Trends GOALS AND OBJECTIVES • Finance and accounting are core functions that often expand in direct correlation with an organization that continues to expand • Increases in the number of Academy employees, the number of utility customers, and the number of necessary fiduciary processes over past five years • Plans for continued 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. 135 Utility Billing Payments Procesed Includes Town, Westlake Academy, Westlake Academy Foundation 7,000 Z 1 11 6,000 475 480 481 491 501 3 — 420 5,000 _ 3,000 2,000 325 4,248 4,33 4,000 3,000 5,040 5,400 2,000 •�� 0' FY 11/12 FY 12/13 FY 13/14 1,000 2,448 wTown of Westlake H Westlake Academy Foundation w Westlake Academy FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 actual actual actual actual actual actual actual actual actual estimated projected Payments per Year — —Payments per Month 135 Accounts Payable Invoices Processed by Year Includes Town, Westlake Academy, Westlake Academy Foundation 5,000 Z 1 11 '03 87 go 87 4,000 3 — _ 3,000 2,000 i. 4,248 4,33 1,000 FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 actual actual actual actual actual actual actual actual actual estimated projected wTown of Westlake H Westlake Academy Foundation w Westlake Academy 135 Finance Program Broad Goals GOALS AND OBJECTIVES 120 • Provide Town Council, management, departments and citizens with accurate and timely financial records and reports in the GOVERNMENT FINANCE OFFFCERS ASSOCIATION most efficient manner. pistingushed Budget Presentation • Maintain the accounting and financial reporting systems in ,award conformance with all state and federal laws, Generally m Accepted Accounting Principles (GAAP), standards of the Town orW Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). ft rrTY_ Fn "� rte. &�=i OOIA F1, 2012 • 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. 2012-2013 Highlights * Prepared, submitted and received the Town's o Distinguished Budget Presentation Award for recognition from the Government Finance Officers Association. Awards received for 2007 thru 2012 o Comprehensive Annual Financial Report for recognition from the Government Finance Officers Association. Awards received for 2007 thru 2012 • Prepared, submitted and received Westlake Academy's ID YOU KNOW o Distinguished Budget Presentation Award for The Finance department recognition from the Government Finance Officers Association. Awards received for 2009 only has four employees; thru 2012 however, their combined o International Award for Budget Excellence for total experience in this recognition from the Association of School field is equal to Business Officials International. Awards received 83 years! for 2009 thru 2012 • Prepared, submitted and received the Town's o Popular Annual Financial Reporting Award for recognition from the Government Finance Officers Association. Awards received for 2011 and 2012 • Received an unqualified audit opinion on the 2012 Comprehensive Annual Financial Report. • The Town now accepts credit card payments for all non -court related permits and fees. • On-line payments for all utility accounts were put in place October 2012, (in conjunction with Charter Internet Fiber optic conversion). 136 GOALS AND OBJECTIVES Finance • Began laserfische scanning all FY11 /12 finance documents to eliminate storage problems and help with efficiency of the department. • Restructured the finance department duties in conjunction with the addition of a part-time Utility Billing clerk, and the transfer of one Finance clerk from Westlake Academy to the Town. irt, trm^m Nn�c U7c� Rrii„ 2013-2014 Goals and Objectives ,Award for Outstanding Achievement in • Prepare and submit the budget for a Distinguished Budget Popular Annual Presentation Award for recognition from Government Financial Reporting Finance Officers Association for the Town of Westlake and 112- Westlake Academy. Town of►4'—Make • Prepare and submit the Town's Comprehensive Annual Texas Financial Report CAFR for recognition from the Fu ;i, Mnun] p g Government Finance Officers Association recognition. rRikFikw W- P.1"i • Prepare and submit the Town's Popular Annual Financial 3rptanaber3o,2012. Report (PAFR) for recognition from the Government Finance Officers Association. • Receive an unqualified audit opinion on the Comprehensive Annual Financial Report. • Continue scanning all finance documents to eliminate storage problems and help with efficiency of the department. • Restructuring of the finance department duties in conjunction with the elimination of two front desk positions and the addition of two new customer service positions. Efficiency/Effectiveness Measures 3. 1 Annual CIP update I June I July I June I June 137 Objective Auditor prepared audit Actual FY 10/1 1 Actual FY 11/12 Estimated Adopted FY 12/13 FY 13/14 5 5 1 0 adjustments not to exceed Prepare five year budget 2 forecast June June June June 3. 1 Annual CIP update I June I July I June I June 137 Fund 100 General Fund Department 19 Parks and Recreation Fiscal Year 2013/2014 Employee Sta Director Administrative Assistant Total Revenues General Sales Tax Property Tax Hotel Tax Charges for Services Contributions Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Misc Income Expenditures Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers In Supplies Services Insurance Maintenance Rent & Utilities E/D Incentives Capital Outlay Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 0.50 0.50 Y 40,197 6,857 3,844 2,835 (13,147) 6,505 24,074 32,614 7,984 $ 111,763 60,832 9,400 5,910 4,471 (24,538) 8,933 36,230 37,500 8,780 $ 147,5 $ (111,763) 1 $ (129,879) $ (129,879) 1 $ (147,518) 37,644 37,644 7,089 7,089 3,869 3,869 2,646 2,646 (12,812) (12,812) 7,000 7,000 36,813 36,813 38,850 38,850 8,780 8,780 $ 129,879 $ 129,879 60,832 9,400 5,910 4,471 (24,538) 8,933 36,230 37,500 8,780 $ 147,5 $ (111,763) 1 $ (129,879) $ (129,879) 1 $ (147,518) PROGRAM BUDGET Parks and Recreation Department 19 Department Director Troy Meyer Department Phone 817-490-5735 Program I Activity Budget I Percent Parks and Recreation Maintenance 1 Open Space Services $ 64,816 43.94% 2 Trail Development and Maintenance 43,252 29.32% $ 108,068 73.26% Citizen Communication & Engagement 1 Community Services $ 6,230 4.22% Academic Administration $ 6,230 4.22% 1 Academy Partnerships $ 14,715 9.98%, Municipal Administration $ 14,715 9.98% 1 I Purchasing $ 4,486 3.04% 2 Support Services 7,290 4.94% Academic Governance $ 11,776 7.98% 1 Board of Trustee Meetings/Workshops $ 3,364 2.28% Municipal Governance $ 3,364 2.28% 1 Town Council Meetings/Workshops $ 3,364 1 2.28% $ 3,364 1 2.28% $ 147,518 100% 139 Parks & Recreation Strategic Vision Points ® A Sense of Place ® We are Leaders • We are a Caring Community • Service Excellence Program Description The Park and Recreation Department maintains a 39.5 acre park and open spaces, which includes Glenwyck farms, Terra Bella sub -division and Parchman property. GOALS AND OBJECTIVES ® The trees along roadways and the cemetery are maintained to ensure the safety of drivers and pedestrians. • Additional trails and pedestrian underpass will be added with the development of FM 1938 and the Deloitte project located on Dove road. ® Westlake Academy and the park, located in Glenwyck Farms, provide the facilities and space for recreation use to the public. The park at Glenwyck Farms and the Academy campus hosts sporting events, facility rentals, Arbor Days, Bandana Bonanza, Christmas Tree Lighting and Decoration Day. Trends ® The population growth of the Town of Westlake has increased the need for a park and trail system and services • Conditions of landscaping on town owned properties have been impacted as a result of the drought in 10-1 1. This placed more pressure on budgets for replacement trees, sod, removal of dead trees, etc. ® The 2011 Arbor Days event was moved to April to coincide with national Arbor Day month. On April 13, 2013, the Town received its thirteenth (13th) Tree City USA award from the National Arbor Day Foundation. • For the four summers since 2010 The Community Storehouse has leased the Academy buildings for three weeks in July to provide a reading camp for 1 st and 2nd grade students of the surrounding communities. ® There have been five Eagle Scout projects completed in the Cemetery. ® In the fall of 2011, Boy Scout Troop 170 partnered with the Town to relocate their wood lot to the Parchman property in exchange for cleaning up the cemetery and parks. ® The Westlake Historical Preservation Society planned the first 9-11 event in the Glenwyck Farms 140 GOALS AND OBJECTIVES Parks & Recreation park and hosted a car show at the Solana Sports club the fall of 2011, which has become an annual event. ® With the completion of the Dove and JT Ottinger Road improvement, the trail system will have connection from FM 1938 to the Westlake Academy by 2013. • Spring of 2013 over six hundred trees were planted along Dove and JT Ottinger Road. • The first pedestrian underpass was installed just to the south of Dove Road as part of the FM 1938 project in spring 2012. ® The Town Council amended the Facility Rental Policy to include the sports fields and basketball gym in spring 2012. ® In April 2012 Redeemer Church gave notice they would not be renting the gym facility. • In 2013 three Westlake Academy basketball teams utilized the gym in the spring and summer. ® Temporary lighting was added to the Glenwyck Park in January 2013. ® In June 2013 repairs to the east pond dam will be made. 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. 2012-2013 Highlights DID YOU KNOW At the 2013 Arbor Days, 10 Bald Cypress trees were planted on the east side of the park to celebrate the 10 year anniversary of Westlake Academy.- ® One Eagle Scout project completed in the cemetery. • Received 13th annual Tree City USA award. • Meetings continue with Southlake, Keller, Roanoke, and Trophy Club on trail planning. ® Two temporary light pole were installed in the Glenwyck Park. ® Assisted the Glenwyck HOA on a clean out the HOA pond. ® With the new Dove/ JT Ottinger Road improvement the trail will be connected from the Westlake Academy to the Vaquero development to be completed in June 2013 • The FM 1938 project includes trail connection from HWY 114 to the city of Southlake. 141 GOALS AND OBJECTIVES Parks & Recreation 2013-2014 Goals and Objectives ® Continue to update the Town's Master Plan to include connecting the entire park system with a combination of pocket parks, neighborhood and community parks and Veloweb regional trail system. • Work with Planning and Development to coordinate park land acquisition with long range growth and development planning. ® Enhance and expand the linear park system along creeks and roadways. ® Limit usage within environmentally sensitive areas to passive recreation. • Continue updating existing parks & facilities standards and guidelines. ® Recognize 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. ® Seek new ways to involve communities and organizations in public finance strategies. • Accelerate park system improvements. ® Develop marketing strategies for the Westlake I.O.O.F Cemetery which will increase sales. Efficiency/Effectiveness Measures 142 Objective Actual Actual Estimated Adopted FYI 0/11 FYI 1/112 FY 12/13 FY 13/14 Completed 1 Dove Road median - mowing, Completed Completed fertilizations, weed control Park - 5 field mows and 36 mows 2. around walkways and open Completed Completed Completed spaces Provide tree trimming for road 3. ways and park once a year or as Completed Completed Completed needed 142 This page is intentionally blank 143 Fund 100 General Fund Department 20 Information Technololgy Fiscal Year 2013/2014 Employee Staffing Director Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 0.50 0.50 General Sales Tax Property Tax Hotel Tax Charges for Services Contributions Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Misc 6�Income -=� i $ Expenditures Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers In Supplies Services Insurance Maintenance Rent & Utilities E/D Incentives Capital Outlay 45,835 6,791 3,581 3,234 9,515 44,876 $ 113,832 ILL 0.25 0.25 26,429 2,380 2,116 1,943 14,250 27,250 $ 74,367 $ (113,832) 1 $ (68,539) $ (68,539) 1 $ (74,367) 144 21,595 21,595 2,190 2,190 1,736 1,736 1,518 1,518 10,600 15,250 30,900 26,250 $ 68,539 $ 68,539 26,429 2,380 2,116 1,943 14,250 27,250 $ 74,367 $ (113,832) 1 $ (68,539) $ (68,539) 1 $ (74,367) 144 Information Technology Department 20 PROGRAM BUDGET Department Director Todd Wood Department Phone 817-490-5711 Program Activity Budget Percent IT Operations 1 Information Technology Support $ 12,742 17.13% 2 PC Support 17,679 23.77% 3 Enterprise Support Systems 9,224 12.40% 4 Data Center 2,856 3.84% 5 Website Services 4,334 5.83% 6 $ 46,834 62.98% Network Operations 1 2 Westlake Academy WAN Operations $ Physical & Electronic Network Security 2,856 3.84% 2,228 3.00% 5,084 6.84% 1 Information Technology Support $ 3,881 5.22% 2 PC Support 256 0.34% 3 Enterprise Support Systems 11,650 15.66% 4 Data Center 1,684 2.26% 5 Website Services 667 0.90% 6 WAN Operations 1,684 2.26% 7 Physical & Electronic Network Security 2,628 3.53% $ 22,450 30.19% $ 74,367 100% 145 GOALS AND OBJECTIVES Information Technology Strategic Vision Points * Service Excellence 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. Trends ® Information Technology is in a state of perpetual change, and policies, strategies, and system implementation must accommodate these realities. ® Network and systems security require 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 dramatically each year. Program Broad Goals ® Provide support to all Town departments 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. 2012-2013 Highlights Overall: ® Reduced costs by keeping outsourced technical services to a minimum. ® All locations were switched from 1.5Mb AT&T T1's and 1 OMb BellWave wireless to 50Mb fiber connection provided by Charter Communications in September 2012. All locations are now connected by a 50Mb fiber connection allowing faster connectivity and providing a backbone for off-site backups for each location. • Town Hall, Municipal Court, and Academy were switched from AT&T phone service to VoIP service provided by Charter Communications 146 GOALS AND OBJECTIVES Information Technology ® Switched to a firewall and security appliance allowing greater control over incoming and outgoing network traffic ® Redundant Telephone/Voicemail appliance/server set up for disaster recovery purposes ® Open public -accessible wireless network setup at Town Hall and Academy (in addition to private wireless networks for internal use) Academy: ® Replaced entire 10 -year-old wireless network devices with current generation hardware to compensate for increased number of wireless devices on campus and provide improved wireless connectivity, security and maintenance. ® Library renovated and upgraded to a media center that includes 26 desktop computers, 10 Wads, and an interactive white board with projector. ® Implemented Raptor, a web -based visitor management and tracking software, and trained support staff on its use Town Hall: ® File server replaced • Finance software server replaced • 1 1 Desktop computer replacements/upgrades Municipal Court: ® File server replaced ® Court software server replacement ® 4 Desktop computer replacements/upgrades Fire Department: * 3 Desktop computer replacements/upgrades * Setup fire station network Internet/phone services provided by Charter Communications and Verizon FiOS for redundancy of critical services 2013-2014 Goals and Objectives Dept Motto I can explain it to you, but I can't understand it for you. Dept Script Hello, IT Department. Have you tried turning it off and on again? ® 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. ® 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. 147 GOALS AND OBJECTIVES Information Technology Efficiency/Effectiveness Measures Objective Network connectivity and telephone functionality at or above 99.5% 2 Response to all service requests with 24 hours at or above 99% 3. Present 5 -year technology plan Actual Actual FY10/11 FY 11/12 99.5% Estimated I Adopted FYI 2/13 FYI 3/14 N/A N/A 99.7% 99.8% 99.0% 99.5% 99.5% 99.5% N/A N/A N/A November Em This page is intentionally blank 149 Fund 100 General Fund Department 21 Human Resources Fiscal Year 2013/2014 Employee Sta Director Administrative Assistant Part Time Clerk HR Generalist Revenues General Sales Tax Property Tax Hotel Tax Charges for Services Contributions Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Misc Income Expenditures Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers In Supplies Services Insurance Maintenance Rent & Utilities E/D Incentives Capital Outlay Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 0.75 0.33 1.08 Y 64,526 3,994 5,003 4,406 (10,125) 1,280 2,363 $ 71,448 120,886 15,344 9,681 8,885 (7,740) 3,200 5,900 $ 156,156 $ (71,448) 1 $ (103,147) $ (115,345) 1 $ (156,156) 150 80,224 91,073 8,692 8,692 6,467 7,816 5,640 5,640 (5,051) (5,051) 2,395 1,600 4,780 5,575 $ 103,147 $ 115,345 120,886 15,344 9,681 8,885 (7,740) 3,200 5,900 $ 156,156 $ (71,448) 1 $ (103,147) $ (115,345) 1 $ (156,156) 150 PROGRAM BUDGET Human Resources & Administrative Services Department 21 Department Director Todd Wood Department Phone 817-490-5711 Program Activity Budget Percent Human Resources Administration 1 2 3 Total Compensation Risk Manaeement Emolovment Services Administrative Support Services $ 7,561 4.84% Employee Records 2,160 1.38%, Payroll 4,320 2.77% $ 14,041 8.99% Property & Casulty Insurance Management $ 7,205 4.61% Worker's Compensation 1,080 0.69% Loss Prevention 809 0.52% $ 9,094 5.82% 1 I Employment Application Services $ 3,597 2.30% 2 Recruitment and Placement 1,621 1.04% 3 Employee Skills Development 1,621 1.04% $ 6,838 4.38% Westlake F31 2 ltTM Foundation Fundaising Support I $ 541 0.35% Employment services 270 0.17% General Administrative Support 541 0.35% $ 1,351 0.87% lake Academy 1 Administrative Support Services $ 28,779 18.43% 2 Employee Records 14,390 9.22% 3 Payroll 14,390 9.22% 4 Compensation and Classification 10,792 6.91% 5 Benefits Management 14,390 9.22% 6 Property & Casulty Insurance Management 5,396 3.46% 7 Worker's Compensation 1,799 1.15% 8 Loss Prevention 3,597 2.30% 9 Employment Application Services 10,792 6.91% 10 Recruitment and Placement 12,592 8.06% 11 Employee Skills Developmentl 3,595 1 2.30% $ 120,513 1 77.17% 151 $ 156,156 100% GOALS AND OBJECTIVES Human Resources & Administrative Services Strategic Vision Points ® Service Excellence Program Description ® The HR/Administrative Services Department provides a diverse array of services to internal and external customers, as well as providing support to the organization's general operations. ® These services include all HR functions, General Administrative Services, Recruiting & Hiring, Payroll Processing, Benefits Administration, Policy Compliance, and Risk Management. Support is offered in partnership with other departments for bidding & purchasing, strategic planning, policy development, general administration, and finance. ® In addition to providing these services to the Town of Westlake, the department continues to successfully support Westlake Academy through our shared services model. ® The Department also provides support services, as needed, to all other Town Departments, the Westlake Academy Foundation, Westlake Historical Preservation Society, and the Westlake Public Art Committee. Trends ® Continued growth of Town and Academy staff, resulting in higher annual administrative service demands, as well as expanded responsibilities in the areas of Human Resources, Risk Management, and Benefits Administration. ® Exposure to dramatic increases in the cost of employee benefits. ® Volatile economic conditions combined with reduction in 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. 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. 152 GOALS AND OBJECTIVES Human Resources & Administrative Services ® Ensure compliance with pertinent laws and best practices through continual and proactive monitoring of the organization's work processes and procedures. ® Reduce exposure to liability and property losses through identification of potential vulnerabilities, employee training, and implementation of policies and procedures to reflect best practices. ® Maintain affordable and competitive insurance policies through a comprehensive bidding process. ® Recruit and retain the highest quality employees to sustain excellent customer service reflective of a High -Performance Organization (HPO). 2012-2013 Highlights ® Processed all payroll, benefit transactions, and regulatory filings in a timely manner. ® Facilitated all tasks and procedures pertaining to Risk Management, in response to the organization's required service demands due to property loss. Completed updates to the Town and Academy's personnel manuals with additional and amended policies. ® Facilitated the recruiting and/or onboarding process of the 21 full-time, five part-time, and over 25 reserve employees for the Town and Westlake Academy. ® Successfully on -boarded seven international new hires for Westlake Academy, including all necessary immigration processes. ® Completed a comprehensive compensation plan for the Town and Academy based on the organization's stated values and objectives. • Developed of the Town of Westlake Compensation Plan. ® Facilitated the first phase of the Town's market-based pay adjustments 2013-2014 Goals and Objectives DID YOU KNOW In a recent Department of Labor study, the average employee tenure is 3.5 years. The average employee tenure at the Town of Westlake is nearly twice as long.- ® Full implementation of a broadband pay system based on the adopted compensation plan. ® Review and modify existing performance evaluation instruments and establish completion timeframes to enhance employee recruiting and retention processes. ® Complete a comprehensive risk assessment on all areas affects by potential property, liability, or worker's compensation losses. ® Complete the implementation of a web -based employee absence request and attendance tracking system for the Town and Academy. 153 GOALS AND OBJECTIVES Human Resources & Administrative Services Efficiency/Effectiveness Measures 154 Actual Actual Estimated Adopted Objective LFY10/11 FY 11/12 FYI 2/13 FYI 3/14 Review need for policy Semi- Semi - 1 amendments, additions, and Semi -Annually Semi -Annually deletions Annually Annually Development, and implementation of a 2 N/A N/A August 2013 N/A comprehensive compensation plan for the Town of Westlake Payroll accuracy at or above 3 99.75% 99.8% 99.85% 99.9% 99.5% All benefit enrollments 4 processed accurately and in a 99.8% 99.8% 99.9% 99.9% timely manner at or above 99.5% All positions analyzed by actual job duty and Academy Town 5' N/A N/A development of Aug. 2011 July 2013 comprehensive descriptions Implementation of a Human Resources Information System, November 5' N/A N/A N/A including a web -based 2013 attendance system 154 This page is intentionally blank 155 Fund 100 General Fund Department 22 Communications & Community Affairs Fiscal Year 2013/2014 Employee Staffing Director Total Revenues General Sales Tax Property Tax Hotel Tax Charges for Services Contributions Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Misc Income Total Expenditur Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers In Supplies Services Insurance Maintenance Rent & Utilities E/D Incentives Capital Outlay Total Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 72,309 8,574 5,626 5,096 (93,429) 1,462 1,943 1,580 81,188 10,784 6,528 5,967 (104,467) 2,250 10,770 $ 13,020 Net I $ (1,580) 1 $ (9,020) $ (10,019) $ (13,020) MO, 73,000 73,999 8,808 8,808 5,887 5,887 5,132 5,132 (92,827) (92,827) 2,250 2,250 6,770 6,770 $ 9,020 $ 10,019 81,188 10,784 6,528 5,967 (104,467) 2,250 10,770 $ 13,020 Net I $ (1,580) 1 $ (9,020) $ (10,019) $ (13,020) MO, PROGRAM BUDGET Communications and Community Affairs Department 22 Department Director Ginger Awtry —F Department Phone 817-490-5719 Program Activity Budget Percent Municipal Governance 1 Academic Governance 1 Policy Development, Council Meetings and Workshops $ Comprehensive Planning and Economic Develo 1 2 3 Financial Ma F-1-7 Municipal Administration Policy Development, Board Meetings and Workshops Development Recruiting and Assistance $ Development Oversight and Regulation Development Agreement Oversight $ Managing and Budgeting for Outcomes $ 651 5.00% 651 5.00% 391 3.00% 391 3.00% 260 2.00% 130 1.00% 130 1.00% 521 4.00% 521 4.00% 521 4.00% 1 Departmental Coordination and Employee Management $ 651 5.00% 2 Agenda Preparation and Calendar Maintenance 391 3.00% 3 Strategic Plan Development and Implementation 521 4.00% 4 Professional Development 521 4.00% 5 6 Direction of Leadership Team Affiliate Board Liaison and Support $ 391 521 3,255 3.00% 5.00% 26.00% Academic Administration 1 2 3 4 5 ■ PA Citizen Eneaeement and Communication Departmental Coordination and Employee Management $ Financial Management and Budget Preparation Agenda Preparation and Calendar Maintenance Strategic Plan Development and Implementation Organizational Development Parent and Student Communication Affiliate Board Liaison and Support 260 2.00% 260 2.00% 260 2.00% 130 1.00% 260 2.00% 521 4.00% 260 2.00% 1,953 15.00% 1 Communication $ 2,864 22.00% 2 Neighborhood Gatherings and Outreach 1,302 10.00% 3 Community Activities 1;302 10.00% 4 Direction Finders and Other Surveys 260 1.00% $ 5,729 43.00% $ 13,020 100% 157 GOALS AND OBJECTIVES Communications & Community Affairs Strategic Vision Points ® We are a Caring Community ® Exemplary Governance ® Service Excellence Program Description ® The department of Communications & Community Affairs is responsible for leadership and representation on matters related to Town and Academy communications, promotion, and citizen/parent engagement. • The Director position has senior level management duties and reports to the Town Manager. The position coordinates facilitation of neighborhood meetings, publication of our email blasts/publications, Town advertising, web site development, various community events and gatherings, and serves/supports the Westlake Historical Preservation Society as Town liaison. Trends ® Over the past several years, DirectionFinders Survey results show an approximate approval rate average of 74% for overall satisfaction concerning the Town's communication effectiveness. ® Survey results taken from Westlake Academy Parents last year demonstrated an approximate approval rate of 78% regarding the quality of communication received from the Academy; a 20% increase over the last two years. ® Over the past year, positive comments have continued regarding improved communications via Westlake Academy's Communique, Facebook and Master Calendar, and the Town of Westlake email blasts and Simply Westlake magazine. ® Advertising and events in major local and social publications/websites increased last year, and will now hold constant, to raise and/or maintain awareness and knowledge about Town of Westlake and Westlake Academy. 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. ® Consistently review Town and Academy websites for current or relevant data and work with respective Department Directors as it relates to content development; Analyze location and accessibility of data for improvement with IT Director; Serve as primary contact for Town website updates. UE GOALS AND OBJECTIVES Communications & Community Affairs ® Continue create and/or improve internal procedures for Westlake Academy employees to include and notify the Communications Director or designee as early as possible to improve visibility and awareness of accomplishments and events. ® Continue to develop, implement, and collaborate on strategic plans, programs, tactics and initiatives related to all Town and Academy communication, promotion, public information and citizen/parent engagement to build sense of community and community -mindedness with multiple target audiences, including, but not limited to, Town residents, Academy parents, Town/Academy employees, students, alumni, area businesses and other support groups. ® Serves as liaison to the Westlake Historical Preservation Society; attend board meetings, provide support when possible, and help organize community events and promotion. 2012-2013 Highlights • Created new community publication in partnership with i residents entitled Simply Westlake - a social newsletter in monthly magazine format to help strengthen our citizen's knowledge of their town's neighbors, government, and caring sense of place. Coordinated, facilitated, and promoted numerous events, activities, and tributes held throughout the year in honor of Westlake Academy's 10'" Anniversary year both inside and outside the entire Westlake community; a milestone for our premier knowledge-based community and a shining example of our town's common vision and goal to improve our children's educational opportunities and town unity. ® Hosted and coordinated our 41" annual graduation )ublisher exclusively for Westlake ��Ov DID YOU KNOW Westlake began a new publication, exclusive to ceremony for Westlake Academy at the Hurst residents, to strengthen our Convention Center. citizen's knowledge of their ® Because of newly implemented review procedures to town's neighbors, government, improve timeliness and accuracy of content on the and caring sense of place. Academy's master calendar and weekly Communique procedures to help ensure parents are informed and Or knowledgeable as to school events, WA Parent survey results increased 20% regarding quality of communication received. ® Worked with Academy staff to increase accuracy and freshness of website information and their social media presence through the use of Facebook this past year resulting in a 22% increase in satisfaction with website per parent survey. ® Helped coordinate and facilitate a new community wide Security Task Force, increased external town communications with residents, and also internally with police personnel, to update and inform residents regarding burglary incidents in a more timely and succinct manner, including available safety programs and services. 159 GOALS AND OBJECTIVES Communications & Community Affairs ® Improved communication efforts regarding zoning and development by increasing timeliness and quality of information provided to residents, including implementation of meeting recaps for town and academy meetings. Received award from ICMA, the Community Sustainability Award, for a government transparency program using a newsletter, citizen surveys, email blasts, Web -based videos and other measures to maintain communication with residents. ® Increased, updated, and began new communication efforts regarding "welcome" type or promotional materials of most requested information for both the Town of Westlake and Westlake Academy stakeholders. 2013-2014 Goals and Objectives ® Continue improvement and awareness efforts regarding communication and citizen engagement to increase our sense of community for target audiences relative to Town events, volunteer opportunities, quality of life issues, knowledge of town government and amenities in Westlake, and educational benefits from Westlake Academy. ® Plan and organize resident and school -parent meetings to continue efforts for better citizen/parent engagement, support, and open/transparent lines of communication. ® Continue to help facilitate resident and parent surveys when executed; meet with various stakeholders to discuss areas of continuous improvement in communication and community affairs while growing relationships. ® Attend at least two related professional development organizational conferences and/or training seminars ® Begin new professional certification program to become a Certified Public Communicator through new partnership program of TCU and TAMIO which also results in a communication plan for our organization when complete. Efficiency/Effectiveness Measures Actual Actual Estimated Adopted Performance Measure FYI 0/11 FY11/12 FY12/13 FYI 3/14 Update all printed publications for the Town on an 1 100% 100% 100% 100% annual basis Coordinate and schedule four neighborhood 2' meetings per year, new resident and new parent 100% 100% 75% 100% meetings, and at least one extended boundary parent meeting Create and distribute a minimum of 12 resident 3. email blasts per year and one electronic Westlake 100% 100% 100% 100% Wire end -of -the -year wrap up newsletter This page is intentionally blank In Fund 100 General Fund Department 23 Police Services Fiscal Year 2013/2014 Revenues General Sales Tax Property Tax Hotel Tax Charges for Services Contributions Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Misc Income Total Expenditur Payroll Wages Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers In Supplies Services Insurance Maintenance Rent & Utilities E/D Incentives Capital Outlay Total Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 $ - 768,070 768,0- 825,745 $ 825,745 Net 1 $ (768,070) 1 $ (786,594) $ CMVMWyj 1 $ (825,745) 162 Police Services Department 23 PROGRAM BUDGET Keller Police Department (Contract Services) Chief Hafner Department Phone 817-743-4501 Program Activity Budget I Percent Police Services 1 1 1 Police Servicesl $ - 1 0.00% 1 $ 825,745 1 100.00% $ 825,745 100% 163 Police Services Strategic Vision Points • Caring Community ® Service Excellence Program Description ® The Keller Police Department is the provider of law enforcement services for the Town of Westlake. In June of 2002, the two communities began an interlocal agreement, which would benefit both organizations through the provision of police related services for Westlake citizens and bring additional staff resources via the contract commitments for the City of Keller. • The police department was accredited through the Commission on Accreditation for Law Enforcement Agencies (CALEA) in July of 2006. Only 2% of police departments in the United States ever achieve this recognition. ® Jail, Emergency Communications, and Animal Services are provided through a regional configuration - serving the communities, of Westlake, Keller, Roanoke, Southlake and GOALS AND OBJECTIVES Colleyville. Trends ® While Westlake did experience an increase in residential burglaries this past year, Part 1 Crime continues to be incredibly low with only 39 total crimes reported for 2012. ® 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 to maintain the lowest possible number of injuries and accidents. ® Citizen calls for police services have increased over the course of the contract - from 1,200 in 2003 to 2,900 in 2012. 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. Program Broad Goals ® Deliver the highest quality of police services to the Town of Westlake with a fully staffed and equipped Nationally Accredited agency. 164 GOALS AND OBJECTIVES Police Services 2012-2013 Highlights ® Successfully investigated and apprehended two suspects who were committing the residential burglaries in our community and other parts of the state/country. ® Conducted a security audit for Westlake Academy and initiated a new Campus Patrol Program to increase police presence at the school. ® Performed an analysis of the level of police patrol coverage within the Town and concluded that the current staffing level exceeds best practices and standards. ® Handled traffic control duties associated with the construction projects. • Provided work place violence prevention training to the corporate partners in Westlake. 2013-2014 Goals and Objectives 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. ® Continue to provide presentations to students at Westlake Academy when requested. • Continue to provide Crime Prevention material through the Director of Communication and Community Affairs. DID YOU KNOW Did you know the Keller Police Department operates one of only three mounted patrol divisions in Tarrant County? They utilize mainly large draft horses in their patrol duties and have a total of five mounts in the stable.— ® Continue to be proactive and highly responsive to the corporate campuses in Westlake. Efficiency/Effectiveness Measures 165 Actual FY Actual Estimated Adopted Objective 10/11 FY 11/12 FY 12/13 FY 13/14 1. Traffic Enforcement Stops 9,829 12,221 11,500 11,750 2 Respond to Citizen Calls for 2,748 2,959 2,900 3,000 Service 3. Part 1 Reported Crime 30 39 20 20 r4tFire/EMS Calls Dispatched 459 445 460 470 165 THE TON OF EKE 4B ECONOMIC DEVELOPMENT FUND The 4B Economic Development Fund collects a '/2 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. InoVIA16 FOP WoqRD & I�I P0dp 13 Growing Comm Un 1tv. - - 13 Grouilng School.. 413 Economic Development Fund Program Summary Fiscal Year 2013/2014 REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Donations Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Total Other Sources TOTAL REVENUES & OTHER SOUR , EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Operating Expenditures Capital Outlay Capital Projects Total Capital TOTAL EXPENDITURES Transfers Out Total Other Uses TOTAL EXPENDITURES & OTHER USES Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 914,319 849 915,167 915,167 1,004,360 1,004,360 1,004,360 IEXCESS REVENUES OVER(UNDER)EXPENDITURES (89,193) (29,730) (178,384) FUND BALANCE, BEGINNING 267,577 178,384 178,384 FUND BALANCE, ENDING 178,384 148,654 Restricted/Assigned/Committed Funds 178,384 148,654 UNASSIGNED FUND BALANCE, ENDING - Restricted/Assigned/Committed Funds A Cash 200 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 167 1,100,000 500 1,100,500 1,100,500 1,100, 500 1,100,500 1,100,500 890,000 1,031,250 500 500 890,500 1,031,750 890,500 1,031,750 IEXCESS REVENUES OVER(UNDER)EXPENDITURES (89,193) (29,730) (178,384) FUND BALANCE, BEGINNING 267,577 178,384 178,384 FUND BALANCE, ENDING 178,384 148,654 Restricted/Assigned/Committed Funds 178,384 148,654 UNASSIGNED FUND BALANCE, ENDING - Restricted/Assigned/Committed Funds A Cash 200 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 167 1,100,000 500 1,100,500 1,100,500 1,100, 500 1,100,500 1,100,500 920,230 1,210,134 920,230 1,210,134 920,230 1,210,134 IEXCESS REVENUES OVER(UNDER)EXPENDITURES (89,193) (29,730) (178,384) FUND BALANCE, BEGINNING 267,577 178,384 178,384 FUND BALANCE, ENDING 178,384 148,654 Restricted/Assigned/Committed Funds 178,384 148,654 UNASSIGNED FUND BALANCE, ENDING - Restricted/Assigned/Committed Funds A Cash 200 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 167 1,100,000 500 1,100,500 1,100,500 1,100, 500 1,100,500 1,100,500 FUND OVERVIEW 4B ECONOMIC DEVELOPMENT FUND The 4B Economic Development Fund collects a '/2 cent sales tax to be allocated to qualified development projects. The 4B Fund has been committed to the repayment of the debt incurred for the Town's Civic Campus project. Revenues • FY 13/14 revenues are budgeted to be $1,100,500 o A 7% increase of $68,750 from the FY 12/13 estimated budget of $1,031,750 Expenditures and Other Uses • Transfers out to the Debt Service Fund for FY 13/14 are budgeted to be $1,100,500 This page is intentionally blank .• THE TON OF STLAIKE ECONOMIC DEVELOPMENT FUND The Economic Development Fund was set up to maintain all receipts and disbursement of funds pertaining to agreements between the Town and various corporations for economic development. InOVIA16 FORWARD TOOMER. 0 & 13 Growing Comm Un 1tv. - - 13 Grouilng School.. Economic Development Fund Program Summary Fiscal Year 2013/2014 REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Economic Development Incentives Total Operating Expenditures Capital Outlay Capital Projects Total Capital TOTAL EXPENDITURES Transfers Out Total Other Uses TOTAL EXPENDITURES & OTHER USES Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 208,181 208,181 35,758 35,758 243,940 243,940 243,940 243,940 243,940 EXCESS REVENUES OVER(UNDER) EXPENDITURES - FUND BALANCE, BEGINNING FUND BALANCE, ENDING Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING Restricted/Assigned/Committed Funds A Cash 210 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 171 150,000 150,000 35,758 35,758 185,758 185,758 185,758 185,758 185,758 180,000 210,000 180,000 210,000 35,758 35,758 35,758 35,758 215,758 245,758 EXCESS REVENUES OVER(UNDER) EXPENDITURES - FUND BALANCE, BEGINNING FUND BALANCE, ENDING Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING Restricted/Assigned/Committed Funds A Cash 210 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 171 150,000 150,000 35,758 35,758 185,758 185,758 185,758 185,758 185,758 215,758 245,758 215,758 245,758 215,758 a 245,758 215,758 245,758 EXCESS REVENUES OVER(UNDER) EXPENDITURES - FUND BALANCE, BEGINNING FUND BALANCE, ENDING Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING Restricted/Assigned/Committed Funds A Cash 210 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 171 150,000 150,000 35,758 35,758 185,758 185,758 185,758 185,758 185,758 FUND OVERVIEW ECONOMIC DEVELOPMENT FUND The Economic Development Fund was set up to maintain all receipts and disbursement of funds pertaining to agreements between the Town and various corporations for economic development. There was confusion regarding the additional revenues being recorded in the General Fund and offset by expenditures. These balances offset to zero but skewed the analysis of each. The Town is hoping this fund will bring more transparency to the public regarding these receipts and payments. • Fidelity (Phase 1) - A schedule has been set up to repay $35,758 regarding this agreement thru FY 2015-16. • Deloitte's agreement includes a 50% reimbursement of sales tax receipts. Revenues and Transfers In • Total revenues for FY 2013-14 are anticipated to be $185,758 o $150,000 sales tax from Deloitte o $35,758 transfer in from General Fund for the payment to Fidelity (Phase 1) Expenditures • Total proposed expenditures for FY 2013-14 are $185,758 172 ECONOMIC DEVELOPMENT FUND Tax Reimbursement Schedule Fidelity (Phase 1) ** FY 02/03 Payment of $107,274.72 included FY 01 /02, FY 02/03, and FY 03/04 ($35,758.24 x 3) See Transfers Out in Economic Development Fund 173 Pymt # FY End Date Beginning Balance 100.46520.11 Principal 100.46522.11 Interest Total Pymt Due Ending Balance 1 Sep -02 $ 536,374 $ - $ - $ - $ 536,374 2 Sep -03 536,374 21,461 85,814 107,275 429,099 ** 3 Sep -04 429,099 - - - 429,099 4 Sep -05 429,099 17,477 18,281 35,758 393,341 5 Sep -06 393,341 16,426 19,333 35,758 357,582 6 Sep -07 357,582 15,314 20,444 35,758 321,824 7 Sep -08 321,824 14,138 21,620 35,758 286,066 8 Sep -09 286,066 12,895 22,863 35,758 250,308 9 Sep -10 250,308 11,581 24,178 35,758 214,549 10 Sep -11 214,549 10,190 25,568 35,758 178,791 11 Sep -12 178,791 8,720 27,038 35,758 143,033 12 Sep -13 143,033 7,166 28,593 35,758 107,275 13 Sep -14 107,275 5,522 30,237 35,758 71,516 14 Sep -15 71,516 3,783 31,975 35,758 35,758 15 Sep -16 35,758 1,944 33,814 35,758 0 TOTAL $ 146,616.20 $ 389,757.40 $ 536,373.60 $ - ** FY 02/03 Payment of $107,274.72 included FY 01 /02, FY 02/03, and FY 03/04 ($35,758.24 x 3) See Transfers Out in Economic Development Fund 173 THF Tett OF FESTLAIKE- LONE STAR PUBLIC FACILITIES FUND This fund was set up initially with donations from several involved corporations that were going to benefit from tax-exempt bonds. The Lone Star Public Facilities Corporation was founded in 1996 and was designed "to provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing and placement in service of public facilities in an orderly, planned manner and at the lowest possible borrowing costs." MOVIN6 F"ORWARD T"OOETWR. roc irrc Comm r7 it .. . Grouilng School.. Lone Star Public Fund Program Summary Fiscal Year 2013/2014 REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Donations Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES 8 OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Operating Expenditures Capital Outlay Capital Projects Total Capital TOTAL EXPENDITURE Transfers Out Total Other Uses TOTAL EXPENDITURES 8 OTHER USES Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 45 45 45 45 45 45 EXCESS REVENUES OVER(UNDER) EXPENDITURES djo� 451 45 FUND BALANCE, BEGINNING 13,531 13,576 13,576 13,621 FUND BALANCE, ENDING 13,576 13,621 13,621 13,666 Restricted/Assigned/Committed Funds 13,576 13,621 13,621 13,666 UNASSIGNED FUND BALANCE, ENDING - Restricted/Assigned/Committed Funds A Cash 418 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 13,576 13,576 13,621 13,621 13,621 13,621 13,666 13,666 45 45 45 45 45 45 45 45 45 EXCESS REVENUES OVER(UNDER) EXPENDITURES djo� 451 45 FUND BALANCE, BEGINNING 13,531 13,576 13,576 13,621 FUND BALANCE, ENDING 13,576 13,621 13,621 13,666 Restricted/Assigned/Committed Funds 13,576 13,621 13,621 13,666 UNASSIGNED FUND BALANCE, ENDING - Restricted/Assigned/Committed Funds A Cash 418 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 13,576 13,576 13,621 13,621 13,621 13,621 13,666 13,666 FUND OVERVIEW LONE STAR PUBLIC FACILITIES FUND This fund was set up initially with donations from several involved corporations that were going to benefit from tax-exempt bonds. The Lone Star Public Facilities Corporation was founded in 1996 and was designed "to provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing and placement in service of public facilities in an orderly, planned manner and at the lowest possible borrowing costs." The ideas was to "acquire, through the issuance of installment sale obligations, office buildings, located within the State of Texas but outside the boundaries of Westlake, whose tenants will be limited to those entities which are qualifying tenants under applicable federal income tax law so the interest payable with respect to the installment sale obligations will be exempt from federal income taxation." No bonds were ever issued. The fund is earning interest annually. Revenues • Total proposed revenues for FY 2013-14 are $45 in interest earnings. Expenditures There have been no expenditures from this fund since inception 176 This page is intentionally blank 177 THF TOWN OF VISITORS ASSOCIATION FUND The Visitors Association Fund was established in late FY 1999/2000 and collects a 7% hotel occupancy tax from the Marriott Solana and any future Westlake hotels. MO V 6 l . `RD TOOETWR.00 13 Groulil7g mmunitri... Visitors Association Fund Program Summary Fiscal Year 2013/2014 REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Total Other Sources TOTAL REVENUES &OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Operating Expenditures Capital Outlay Capital Projects Total Capital TOTAL EXPENDITURES Transfers Out Total Other Uses TOTAL EXPENDITURS & OTHER USES Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 1 FY 12/13 FY 13/14 590,853 3,438 13,440 607,731 255,339 255,339 3,436.94 179,462 37,480 220,379 475,718 190,746 190,746 666,465 700,000 2,900 18,650 721,550 721,550 286,107 286,107 4,080 208,430 36,435 248,945 535,052 164,720 164,720 699,772 EXCESS REVENUES OVER(UNDER) EXPENDITURES (58,734) (135,238) 22,413 21,778 917,309 1,074,959 FUND BALANCE, BEGINNING 151,700 1,111,281 540,350 700,000 1,052,547 Restricted/Assigned/Committed Funds 255,225 255,225 255,225 255,225 3,550 18,055 209,975 200,470 2,900 2,900 18,650 18,650 561,900 721,550 249,202 252,750 561,900 721,550 700,000 2,900 18,650 721,550 721,550 286,107 286,107 4,080 208,430 36,435 248,945 535,052 164,720 164,720 699,772 EXCESS REVENUES OVER(UNDER) EXPENDITURES (58,734) (135,238) 22,413 21,778 917,309 1,074,959 FUND BALANCE, BEGINNING 151,700 1,111,281 FUND BALANCE, ENDING 384 1,052,547 Restricted/Assigned/Committed Funds 255,225 255,225 255,225 255,225 3,550 18,055 209,975 200,470 35,677 34,225 249,202 252,750 504,427 507,975 192,711 191,162 192,711 191,162 697,138 699,137 700,000 2,900 18,650 721,550 721,550 286,107 286,107 4,080 208,430 36,435 248,945 535,052 164,720 164,720 699,772 EXCESS REVENUES OVER(UNDER) EXPENDITURES (58,734) (135,238) 22,413 21,778 Restricted/Assigned/Committed Funds Debt Service Payments TOTAL RESTRICTED/ASSIGNED/COMMITED FUNDS 182,396 182,396 179 1,052,547 1,052,547 917,309 1,074,959 FUND BALANCE, BEGINNING 151,700 1,111,281 FUND BALANCE, ENDING 384 1,052,547 Restricted/Assigned/Committed Funds 182,396 UNASSIGNED FUND BALANCE, ENDING 870,151 # Days Operating 477 Restricted/Assigned/Committed Funds Debt Service Payments TOTAL RESTRICTED/ASSIGNED/COMMITED FUNDS 182,396 182,396 179 1,052,547 1,052,547 917,309 1,074,959 183,692 151,700 733,617 923,259 384 482 183,692 151,700 183,692 151,700 1,074,959 1,096,738 164,450 932,288 486 164,450 164,45 _' FIND OVERVIEW VISITORS ASSOCIATION FUND The Visitors Association Fund was established in late FY 1999-2000 and collects a 7% hotel occupancy tax from the Marriott Solana and any future Westlake hotels. FY 2004-2005 saw the launch of a new program in partnership with the Marriott to operate a shuttle service which delivers and returns Marriott visitors to DFW Airport. Hotel Occupancy Taxes are allocated to this fund and obtained through the assessment of a 7% hotel occupancy tax. Authority granted by the State of Texas allows cities to levy a tax not to exceed 7% of the rental rate for a hotel/motel room. Funds generated by the occupancy tax may be used in a manner that directly enhances and promotes tourism and the convention and hotel industry. Revenues • Total revenues for FY 2013-14 are budgeted to be $721,550 • Revenues are projected to remain flat when compared to FY 2012-13 estimated revenues. Expenditures and Transfers Out • Total expenditures for FY 2013-14 are budgeted to be $699,772 • This represents a 0.09% increase of $634 from the FY 2012-13 estimated expenditures. o Transfers Out to Debt Service decreased $30,443 due to the 2013 partial refunding of the 2008 bond payment on the Arts and Sciences center construction. o Supplies decreased $13,975 - Records management expense of $14,000 for FY2012- 13 will not be incurred in FY 13/14. o Services increased $7,960 - Marriot marketing expenditures increased $10,000 o Payroll transfers out to the General Fund increased $30,882 due to Phase II market increases. Fund Balance • FY 2013-14 ending fund balance is projected to be $1,096,738 Visitors Association Fund Department Director Ginger Awtry Department Phone 1817.490.5719 PROGRAM BUDGET Program I Activity Budget Percent Municipal Administration Communication 111,570 15.94% 1 Support Services - Administrative 10,028 1.43% 2 Support Services - Facilities Maintenance 240 0.03% 3 Support Services - Human Resources 6,113 0.87% 4 Contract Management 88,070 12.59% 5 Affiliate Board Liaison & Support 240 0.03% $ 104,6901 14.96% Citizen Communication & Engagement 1 Communication 111,570 15.94% 2 Neighborhood Gatherings & Outreach 110 0.02% 3 Community Activities 12,080 1.73% 4 Direction Finders and Other Surveys - 0.00% 5 $ 123,760 17.69% Accounting Services - Municipal 1 Accounts Payable 2,291 0.33% 2 Accounts Receivable 2,291 0.33% 3 Payroll 2,291 0.33% 4 Financial Reporting 9,041 1.29% 5 Cash & Investment Management 2,291 0.33% 6 Budget Program 453,118 64.75% $ 471,3221 67.35% Municipal Governance Policy Development, Council Meetings & Workshopsi 0.00% 0.00% Academic Governance 0.00% $ 0.00% 0.00% 1 Strategic Plan Development & Implementation Policy Development, Council Meetings & Workshops 4 0.00% Comprehensive Planning & Economic Development $ 0.00% 1 0.00% Development Recruiting & Assistance 0.00% 2 Development Oversight & Regulation 0.00% $ 0.00% Mur icipal Administration Departmental Coordination & Employee Management 0.00% 1 Contract Management 0.00% 2 Agenda Preparation & Calendar Maintenance 0.00% 3 Strategic Plan Development & Implementation 0.00% 4 Professional Development 0.00% 5 Direction of Leadership Team $ 0.00% 0.00% Academic Administration 1 Departmental Coordination & Employee Management 0.00% 2 Agenda Preparation & Calendar Maintenance 0.00% 3 Strategic Plan Development & Implementation 0.00% 4 Organizational Development 0.00% 5 Parent & Student Communication 0.00% 6 Affiliate Board Liaison & Support 0.00% $ 0.00% 181 $ 699,772 1 100.00% THF Tett OF STLAKE DEBT SERVICE FUND The Debt Service Fund was created to clearly illustrate the Town's debt service picture. The Town's obligations are consolidated into one fund with payments being transferred from 4B Economic Development Fund, Property Tax Reduction Fund (in prior years), General Fund (in subsequent years) and the Visitors Association Fund. Future CO's and General Obligation debt issuances would also be paid from this fund. MO VIA16 rORWARD T"OOETWR. roc irrc Comm r7 it .. . Grouilng School.. Debt Service Fund Program Summary Fiscal Year 2013/2014 REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Bond Refunding Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Tranfsers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Operating Expenditures Capital Outlay Capital Projects Total Capital TOTAL EXPENDITURES Transfers Out Other Uses Bond Refunding Total Other Uses TOTAL EXPENDITURES & OTHER USES Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 170,094 170,094 1,465,086 7,799,196 9,264,282 9,434,376 150,021 1,618,898 1,768,919 1,768,919 7,650,305 7,650,305 9,419,224 EXCESS REVENUES OVER(UNDER) EXPENDITURES 15,153 (29,796) (22,657) FUND BALANCE, BEGINNING 7,504 22,657 22,657 FUND BALANCE, ENDING 22,657 (7,140) Restricted/Assigned/Committed Funds 7,504 7,504 UNASSIGNED FUND BALANCE, ENDING Restricted/Assigned/Committed Funds TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 153,868 153,868 1,936,358 1,936,358 2,090,226 907 2,089,319 2,090,226 2,090,226 2,090,226 123,969 130,792 2,925 1,130 - 3,609 123,969 134,401 1,462,483 1,456,336 1,616,248 1,613,393 1,462,483 1,456,336 1,586,452 1,590,736 EXCESS REVENUES OVER(UNDER) EXPENDITURES 15,153 (29,796) (22,657) FUND BALANCE, BEGINNING 7,504 22,657 22,657 FUND BALANCE, ENDING 22,657 (7,140) Restricted/Assigned/Committed Funds 7,504 7,504 UNASSIGNED FUND BALANCE, ENDING Restricted/Assigned/Committed Funds TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 153,868 153,868 1,936,358 1,936,358 2,090,226 907 2,089,319 2,090,226 2,090,226 2,090,226 2,925 1,130 1,613,323 1,612,263 1,616,248 1,613,393 1,616,248 1,613,393 _ I _ 1,616,248 1,613,393 EXCESS REVENUES OVER(UNDER) EXPENDITURES 15,153 (29,796) (22,657) FUND BALANCE, BEGINNING 7,504 22,657 22,657 FUND BALANCE, ENDING 22,657 (7,140) Restricted/Assigned/Committed Funds 7,504 7,504 UNASSIGNED FUND BALANCE, ENDING Restricted/Assigned/Committed Funds TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 153,868 153,868 1,936,358 1,936,358 2,090,226 907 2,089,319 2,090,226 2,090,226 2,090,226 FUND OVERVIEW DEBT SERVICE FUND The Debt Service Fund was created to clearly illustrate the Town's debt service picture. The Town's obligations are consolidated into one fund with payments being transferred from 4B Economic Development Fund, Property Tax Reduction Fund (in prior years), General Fund (in subsequent years) and the Visitors Association Fund. Future CO's and General Obligation debt issuances will also be paid from this fund. The Debt Service Fund is used for the payment of general long-term debt principal, interest and related costs of Town issued debt. The Town of Westlake implemented an ad valorem property tax for the first time during FY 2010-11. There is no direct limit on debt for the Town. The Constitution of the State of Texas provides that the ad valorem tax levied by the Issuer for general purposes and for the purpose of paying debt service requirements of the Issuer's general obligation debt shall not exceed $1.50 for each $100 of assessed valuation of taxable property. Revenues • $153,868 Ad Valorem Property Taxes Transfers In • $151,700 Transfers in from Visitors Association Fund • $1,100,500 Transfers in from 4B Economic Development Fund • $630,772 Transfers in from General Fund • $53,385 Transfers in from Utility Fund Expenditures • FY 2013-14 debt service expenditures are projected to be $2,090,226 • This is a 30% increase of $476,833 compared to FY 2012-13 estimated expenditures of $1,613,393. o $8.5M CO for Westlake Academy Expansion o $1.OM CO for Ground Storage Tank o $2.2M GO refunding of 2008 Certificates of Obligation Debt service payments are made for the following: • Issue for various street projects: o $ 2,095,000 Series 2011 Certificates of Obligation • Issue for Ground Storage Tank project: o $ 1,000,000 Series 2013 Certificates of Obligation FUND OVERVIEW Debt service payments are made for the following: • Issues made for the construction of the Westlake Academy facilities: o $12,400,000 Series 2002 Certificates of Obligation o $ 6,410,000 Series 2003 Certificates of Obligation o $ 7,465,000 Series 2007 General Obligation Refunding Bonds • partial refund of $12.4 CO issue o $ 7,375,000 Series 2011 General Obligation Refunding Bonds • partial refund of $12.4 CO and $6.4M issue o $ 2,200,000 Series 2013 General Obligation Refunding Bonds ■ refund of $2.5 CO o $ 8,500,000 Series 2013 Certificates of Obligation ■ Westlake Academy Expansion 11 MrnLnO^ m 00 N Ln N 00 M Ln o r a' 3-�+ , o ^ l^D M 0 lD M lD q Lq Lq t4 O' al 00 00 0. 00 O0 ^ p O O i!} 1 •0 +on vo00i u1 rn o-� 00 � o 1 1 t/} l0 ^ N Ql 'D w ^ � W N l0 Qlt�D M00 LO Lr) r -I 1 LD pNj O� � DO N N N M a -i -L4 ij} 1 1 Ln o i 4 yin � 'D yi} to 1 � J J J J J J J J J J J J J J J J J J J 1 1 11 • • • • • • • • • • • • • • • • • • • • IN Debt Service Fund Long -Term Debt Summary Series SERIES 2013 GO -Refunding SERIES 2013 CO SERIES 2011 CO SERIES 2011 GO -Refunding Type *refunding of 2008 Certificates of Obligation Certificates of Obligation *partial refunding of 2002/2003 Funded by Visitors Association Fund 4B Fund & General Fund DS 300 Property Tax 413 Fund & General Fund Pymt Fiscal 300.48840.00.13 300.48850.00.13 300.48840.00.12 300.48850.00.12 300.48840.00.11 300.48850.00.11 300.48840.00.10 300.48850.00.10 TOTAL TOTAL TOTAL TOTAL No. Year Principal Interest Principal Interest Principal Interest Principal Interest 1 2014 105,000 46,700 151,700 100,000 407,159 507,159 93,000 60,791 153,791 100,000 223,200 323,200 2 2015 120,000 44,450 164,450 195,000 312,044 507,044 97,000 57,704 154,704 440,000 217,800 657,800 3 2016 100,000 42,250 142,250 195,000 308,144 503,144 100,000 54,503 154,503 100,000 212,400 312,400 4 2017 130,000 39,950 169,950 200,000 304,194 504,194 75,000 79,475 154,475 275,000 207,275 482,275 5 2018 125,000 37,400 162,400 200,000 300,194 500,194 79,000 75,625 154,625 700,000 192,650 892,650 6 2019 135,000 34,463 169,463 205,000 296,144 501,144 83,000 71,575 154,575 715,000 171,425 886,425 7 2020 140,000 31,025 171,025 215,000 291,944 506,944 87,000 67,325 154,325 730,000 149,750 879,750 8 2021 145,000 27,463 172,463 215,000 287,106 502,106 91,000 62,875 153,875 750,000 127,550 877,550 9 2022 145,000 23,838 168,838 225,000 281,606 506,606 96,000 58,200 154,200 770,000 104,750 874,750 10 2023 150,000 20,375 170,375 230,000 275,344 505,344 101,000 53,275 154,275 790,000 81,350 871,350 11 2024 145,000 17,130 162,130 240,000 268,294 508,294 106,000 48,100 154,100 820,000 55,150 875,150 12 2025 155,000 13,830 168,830 240,000 261,094 501,094 111,000 42,675 153,675 260,000 36,250 296,250 13 2026 165,000 10,063 175,063 255,000 253,669 508,669 117,000 36,975 153,975 260,000 27,150 287,150 14 2027 160,000 6,000 166,000 260,000 245,619 505,619 123,000 30,975 153,975 275,000 17,100 292,100 15 2028 160,000 2,000 162,000 270,000 237,006 507,006 129,000 24,675 153,675 290,000 5,800 295,800 16 2029 - - - 390,000 225,794 615,794 136,000 18,050 154,050 - - - 17 2030 405,000 211,881 616,881 143,000 11,075 154,075 18 2031 415,000 197,531 612,531 150,000 3,750 153,750 19 2032 595,000 178,369 773,369 - - - 20 2033 315,000 160,169 475,169 21 2034 330,000 147,269 477,269 22 2035 345,000 133,769 478,769 23 2036 360,000 119,669 479,669 24 2037 370,000 105,763 475,763 25 2038 385,000 92,078 477,078 26 2039 400,000 77,850 477,850 27 2040 415,000 62,300 477,300 28 2041 430,000 45,400 475,400 29 2042 450,000 27,800 477,800 - 30 2043 470,000 9,400 479,400 TOTAL $2,080,000 $396,935 $2,476,935 $9,320,000 $6,124,599 $15,444,599 $1,917,000 $857,623 $2,774,623 $7,275,000 $1,829,600 $9,104,600 Original Issue: $2,200,000 $9,500,000 $2,095,000 $7,375,000 Issue Date: April 2013 April 2013 March 29, 2011 December 29, 2011 Use: Refunding of 2008 (A&S Building) WA Expansion / Ground Storage Tank Various street projects Partial refunding of 2002 & 2003 Issued By: US Bank US Bank Independent Bank US Bank WR Series SERIES 2007 GO -Refunding SERIES 2003 CO SERIES 2002 CO Type *partial refunding of 2002 Certificates of Obligation Certificates of Obligation Funded by 4B Fund & General Fund 4B Fund 200 4B Fund 200 Pymt F15Ca1 300.48840.00.07 300.48850.00.07 300.48840.00.03 300.48850.00.03 300.48840.00.02 300.48850.00.02 GRAND TOTAL TOTAL TOTAL TOTAL No. Year Principal Interest Principal Interest Principal Interest Principal Interest Total Debt 1 2014 35,000 294,608 329,608 175,000 97,411 272,411 330,000 21,450 351,450 938,000 1,151,319 2,089,319 2 2015 35,000 293,295 328,295 185,000 90,630 275,630 - - - 1,072,000 1,015,923 2,087,923 3 2016 410,000 291,983 701,983 190,000 83,230 273,230 1,095,000 992,509 2,087,509 4 2017 425,000 276,608 701,608 - 75,250 75,250 1,105,000 982,751 2,087,751 5 2018 40,000 259,608 299,608 75,250 75,250 1,144,000 940,726 2,084,726 6 2019 40,000 258,008 298,008 75,250 75,250 1,178,000 906,864 2,084,864 7 2020 45,000 256,408 301,408 75,250 75,250 1,217,000 871,701 2,088,701 8 2021 50,000 254,608 304,608 75,250 75,250 1,251,000 834,851 2,085,851 9 2022 55,000 252,608 307,608 75,250 75,250 1,291,000 796,251 2,087,251 10 2023 60,000 250,408 310,408 75,250 75,250 1,331,000 756,001 2,087,001 11 2024 65,000 248,008 313,008 75,250 75,250 1,376,000 711,931 2,087,931 12 2025 645,000 245,408 890,408 75,250 75,250 1,411,000 674,506 2,085,506 13 2026 670,000 219,608 889,608 75,250 75,250 1,467,000 622,714 2,089,714 14 2027 700,000 192,808 892,808 75,250 75,250 1,518,000 567,751 2,085,751 15 2028 730,000 164,808 894,808 - 75,250 75,250 1,579,000 509,539 2,088,539 16 2029 760,000 134,695 894,695 350,000 75,250 425,250 1,636,000 453,789 2,089,789 17 2030 790,000 103,345 893,345 365,000 57,750 422,750 1,703,000 384,051 2,087,051 18 2031 825,000 70,560 895,560 385,000 39,500 424,500 1,775,000 311,341 2,086,341 19 2032 855,000 35,910 890,910 405,000 20,250 425,250 1,855,000 234,529 2,089,529 20 2033 - - - - - - 315,000 160,169 475,169 21 2034 330,000 147,269 477,269 22 2035 345,000 133,769 478,769 23 2036 360,000 119,669 479,669 24 2037 370,000 105,763 475,763 25 2038 385,000 92,078 477,078 26 2039 400,000 77,850 477,850 27 2040 415,000 62,300 477,300 28 2041 430,000 45,400 475,400 29 2042 450,000 27,800 477,800 30 2043 470,000 9,400 479,400 TOTAL $7,235,000 $4,103,285 $11,338,285 $2,055,000 $1,367,021 $3,422,021 $330,000 $21,450 $351,450 $30,212,0001 $114,700,51131 $44,912,513 Original Issue: $7,465,000 $6,410,000 $12,400,000 Issue Date: March 15, 2007 June 23, 2003 January 15, 2002 Use: Partial refunding of Series 2002 2nd phase construction of WA 1 st phase construction of WA Issued By: US Bank Bank of New York Bank of New York THF Tett OF FESTLAKE CEMETERY FUND The Cemetery program includes all operations associated with the 5.5 acre cemetery located on J.T. Ottinger Road. This includes interment, lot sales, record keeping, and all maintenance associated with the grounds, fences, trees and flower beds. The cemetery was donated and conveyed by deed to the Town during FY2008-09. /ha vIN6 rORWARD T"OOETWR. roc irrc Comm r7 it .. . Cemetery Fund Program Summary Fiscal Year 2013/2014 REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Operating Expenditures Capital Outlay Capital Projects Total Capital TOTAL EXPENDITURES Transfers Out Total Other Uses TOTAL EXPENDITURES & OTHER USES Adopted Estimated Adopted Actual Budget Budget Budget L FY 11/12 FY 12/13 FY 12/13 FY 13/14 4,500 171 4,671 4,671 450 4,064 1,767 6,281 6,281 6,281 5,960 100 6,060 6,060, 4,225 7,215 11,440 11,440 11,440 EXCESS REVENUES OVER(UNDER) EXPENDITURES (1,610) 175 1 945 FUND BALANCE, BEGINNING 148,963 147,353 147,353 148,298 FUND BALANCE, ENDING 147,353 147,528 148,298 142,918 Restricted/Assigned/Committed Funds 147,353 147,528 148,298 142,918 UNASSIGNED FUND BALANCE, ENDING - - Restricted/Assigned/Committed Funds A Cash 255 10110 00 000 A Open Cemetery Lots 255 15100 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 49,173 98,179 189 49,349 50,715 98,179 97,582 LJ� 45,633 97,284 ,ss 3,600 2,900 1,800 2,215 ® e.e 5,400 5,115 5,960 100 6,060 6,060, 4,225 7,215 11,440 11,440 11,440 EXCESS REVENUES OVER(UNDER) EXPENDITURES (1,610) 175 1 945 FUND BALANCE, BEGINNING 148,963 147,353 147,353 148,298 FUND BALANCE, ENDING 147,353 147,528 148,298 142,918 Restricted/Assigned/Committed Funds 147,353 147,528 148,298 142,918 UNASSIGNED FUND BALANCE, ENDING - - Restricted/Assigned/Committed Funds A Cash 255 10110 00 000 A Open Cemetery Lots 255 15100 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 49,173 98,179 189 49,349 50,715 98,179 97,582 LJ� 45,633 97,284 3,600 2,900 1,800 2,215 5,400 5,115 5,400 5,115 5,400 5,960 100 6,060 6,060, 4,225 7,215 11,440 11,440 11,440 EXCESS REVENUES OVER(UNDER) EXPENDITURES (1,610) 175 1 945 FUND BALANCE, BEGINNING 148,963 147,353 147,353 148,298 FUND BALANCE, ENDING 147,353 147,528 148,298 142,918 Restricted/Assigned/Committed Funds 147,353 147,528 148,298 142,918 UNASSIGNED FUND BALANCE, ENDING - - Restricted/Assigned/Committed Funds A Cash 255 10110 00 000 A Open Cemetery Lots 255 15100 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 49,173 98,179 189 49,349 50,715 98,179 97,582 LJ� 45,633 97,284 FIND OVERVIEW CEMETERY FUND The Cemetery program includes all operations associated with the 5.5 acre cemetery located on J.T. Ottinger Road. This includes interment, lot sales, record keeping, and all maintenance associated with the grounds, fences, trees and flower beds. The cemetery was donated and conveyed by deed to the Town during FY2008-09. Revenues • Total adopted revenues for FY 2013-14 are $6,060 • Revenue will remain flat when compared to FY 2012-13 estimated revenues. Expenditures • Total adopted expenditures for FY 2013-14 are $11,440 • This is an increase of $6,325 compared to FY 2012-13 estimated expenditures. o Increase of $5,000 for irrigation services o Increase of $1,325 for contracted services Fund Balance • The projected ending fund balance for FY 2013-14 is $142,918 o $45,633 Operating Cash o $97,284 Open Cemetery Lots .M This page is intentionally blank In THE TON OF ESTLAIKE UTILITY FUND The Utility Fund is utilized for the operation, maintenance, repair, and installation of 130,000 LF of water lines, 94,000 LF of waste water lines, and 57,000 LF of duct bank lines; maintaining public records and regulatory requirements MOVIA16 FORWARD TOOMER. 0 v 13 Growing Comm Un 1tv. - - 13 Grouilng School.. Utility Fund Program Summary Fiscal Year 2013/2014 REVENUES & OTHER SOURCES Charges for Services Water Charges for Services Sewer Charges for Services Trash Charges for Services Other Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Total Other Sources TOTAL REVENUES 8 OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Debt Water Purchases Total Operating Expenses Capital Projects Capital Outlay Total Capital TOTAL EXPENSES Transfers Out Total Other Uses TOTAL EXPENSES L OTHER USES EXCESS REVENUES OVER(UNDER) EXPENSES Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 2,228,018 627,096 4,545 72,922 9,717 24,423 87,040 3,053,761 3,053,761 253,673 253,673 4,514 444,980 4,803 127,265 97,341 714,735 980,212 2,373,850 (166,045) 12,409 (153,635) 2,473,888 95,507 95,507 2,569,395 484,366 FUND BALANCE, BEGINNING 4,516,756 FUND BALANCE, ENDING 5,001,122 Restricted/Assigned/Committed Funds 149,040 UNASSIGNED FUND BALANCE, ENDING 4,852,082 Operating Expenses 2,639,932 # Days Operating 671 Restricted/Assigned/Committed Funds R Water/Sewer Deposits 10112 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 149,040 149,040 T9-3 144,675 1,744,438 5,001,122 5,001,122 5,145,797 2,112,000 2,112,000 529,800 529,800 5,050 5,050 60,835 60,750 273,812 273,812 273,812 273,812 7,000 7,100 10,000 6,000 6,098 4,790 89,434 192,004 2,807,119 2,905,604 2,000,000 500,000 - 1,000,000 2,000,000 1,500,000 4,807,119 4,405,604 144,675 1,744,438 5,001,122 5,001,122 5,145,797 6,745,560 171,802 171,802 4,973,996 6,573,758 2,413,073 2,398,242 752 273,812 273,812 273,812 273,812 7,000 7,100 521,828 539,078 6,098 4,790 141,500 127,400 111,292 129,250 220,943 191,212 1,110,600 1,110,600 2,119,261 2,109,430 2,161,871 175,424 20,000 15,000 2,181,871 190,424 4,574,944 2,573,667 87,500 87,500 87,500 87,500 4,662,444 2,661,167 144,675 1,744,438 5,001,122 5,001,122 5,145,797 6,745,560 171,802 171,802 4,973,996 6,573,758 2,413,073 2,398,242 752 1,000 171,802 171,802 171,802 171,802 321,554 321,554 8,100 523,028 4,790 122,400 130,760 191,212 1,1 10,600 2,090,890 1,521,880 15,000 1,536,880 3,949,324 140,885 140,885 4,090,209 (1,184,605) 6,745,560 5,560,955 173,520 5,387,435 2,427,444 810 173,520 173,5 FUND OVERVIEW UTILITY FUND REVENUES AND OTHER RESOURCES • Total adopted revenues for FY 2013-14 are budgeted to be $2,905,604 • A 34% decrease of $1,500,000 from the FY 2012-13 estimated revenues of $4,405,604 o This decrease amount is composed of $1 M in bond proceeds and a $500K transfer in (inter - fund loan) from the General Fund in FY 2012-13 for the construction of a ground storage tank. • 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. V Duct Bank M TRA Wastewater 0 Impact F, 2% FY13/14 Adopted ■ Tap Fees 1% Revenues ■ Sewer R, 18 Water Revenue • Water revenues comprise 73% of FY 2013-14 Utility Fund revenues. o The Utility Fund is the recipient of all revenue generated from water sales in the Town. With the construction of Westlake's master -planned residential developments, the Town placed new water infrastructure into service in 2000. o As Westlake's customer base continues to expand, additional demands will be placed on the utility system, requiring incremental expansion and maintenance of infrastructure. Effective October 1, 2013, Fort Worth rates will increase by 11 % ($1.6720/1000 gal to $1.8560/1000 gal). Revenue Trends (shown in millions) $3.28 $3.05 $2.91 $2.91 $2.10 $1.94$1.74 $2.11 $2.43 $2.22 M_ F1 77 WW FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 actual actual actual actual actual actual actual actual estimated adopted 194 A FUND OVERVIEW Wastewater Revenues • Wastewater revenues comprise 18% of FY 2013-14 Utility Fund revenues. o Wastewater revenue is another major component of the Utility Fund. Wastewater revenue is expected to grow proportionate to future non -irrigation water demands. o These future increases can be attributed to both residential and commercial growth. o Effective December 1, 2013, TRA rates will increase by 14.7% ($4.788/1000 gal to $5.494/1000 gal) due to higher treated sewage volumes, capital project funding needs and associated operating costs. Ductbank Permit Fees • Ductbank permit fees and deferred revenues comprise 3% of FY 2013-14 Utility Fund revenues. o The ductbank is a series of Town owned conduit that houses underground telecommunication infrastructure in portions of Westlake. o Revenues from the ductbank are contingent upon utility companies leasing out portions of the conduit. o The Town continues to execute new leases with telecommunications companies. Waste Management • The Town receives a 12% fee from its franchisee for providing this service. o During FY 2008-09, the Town took over the billing and collection of residential solid waste user fees for its franchised hauler. o The Town changed from twice a week pick up schedule to once a week pick up schedule in lieu of a rate increase. o The current rate for solid waste and recycling service remains unchanged since 2008. EXPENSES AND OTHER USES • Total adopted expenses for FY 2013-14 are $4,090,209 • A 54% increase of $1,429,042 from the FY 2012-13 estimated expenses. • This increase amount is composed primarily of $1.346M relating to the construction of a ground storage tank. Services Provided The Utility Fund accounts for water and wastewater services for the residents of the Town. All activities necessary to FY13/14 provide such services are accounted for in the fund, including administration, operations, maintenance, financing and related debt service, and billing and collection. ,dopted xpenses This fund also contains the planning and implementation of the ductbank. This is a series of underground conduit designed to house telecommunications services in Westlake. The ductbank is a public/private partnership that utilizes public and private sector capital, town planning and engineering and town operation. Phase I was completed in FY 2000-01 and became ready for occupancy in FY 2001-02 with leases following completion of construction. FY 2004-05 saw the completion of the ductbank extension from Vaquero to Pearson Road with a lease following the construction. The development of the Terra Bella subdivision extended the ductbank from Sam School Road through the subdivision to Dove Road. IM In 2010, Deloitte University constructed new ductbank through their development that connected the section at Dove/Pearson Lane to Ottinger Road at the Deloitte service entrance with leases following completion of construction. The Utility Fund is responsible for all water, sewer, and telecommunications ductbank service in the Town. The Town continues to use new automated technologies to control inflows into our storage facilities and minimize the annual peak payment charges from the City of Fort Worth. FUND OVERVIEW 10 Year Analysis - Utility Billing Accounts FY 13/14 projected FY 12/13 estimated FY 11/12 actual FY 10/11 actual FY 09/10 actual FY 08/09 actual FY 07/08 actual FY 06/07 actual FY 05/06 actual FY 04/05 actual - 50 100 150 200 250 300 350 400 450 500 550 The fund is also burdened with three outstanding long-term obligations. 1. The first is the proportionate buyout of infrastructure owned by the Hunt Trust which sold the Circle T Ranch to Hillwood. The Town's agreement with Hillwood is that in exchange for dissolution of the Municipal Utility Districts (MUDS), the Utility Fund will reimburse Hillwood the share of purchased MUDS infrastructure for each development based upon the acres removed from the MUDS. Hillwood, in turn, must deposit these funds into an escrow account owned by the Hunt Trust. 2. The second long term liability is the loan from Hillwood to the Town to construct the 16" and 20" transmission water lines and the US 377 Pump Station. The Town is contractually obligated to pay for this infrastructure through a surcharge on water rates. The Town is divided into two service areas, one being the Circle T Ranch, and the remaining areas within the Town's limits which constitute the "Town" service area. The Town pays Hillwood $.25 cents per 1,000 gallons of water distributed to consumers in these two service areas. Each service area pays its respective portion of the overall debt based on the volume of water used from the customers. The contract clearly stipulates that this is not a general obligation of the Town. It is, however, required to be paid back through this assessment being attached to the water rate. The rate would have to be significantly increased to pay this debt off in the twenty years contemplated under the agreement. Hillwood has stated that once the Town and Hillwood agree on proportionate future infrastructure funding, this liability will be erased. Nevertheless, the obligation does exist and water rates should always be reviewed with this obligation in mind. 3. The third longterm liability is the joint Westlake/Keller water tower that was constructed to provide the necessary water storage and pressures within Westlake. Staff is committed to maintaining an up to date utility rate analysis to maintain the integrity of the fund. The budget is based on an adjustment in water and sewer rates from a rate study conducted in FY 2010-11. The fund revenues were estimated based on a water and sewer rates approved by the Town Council on December 13, 2010 and became effective January 1, 2011. The purpose of the rate increase was to fully recover all system costs as well as provide for capital improvements and maintenance of our water and sewer utility. In addition to the rate increase on December 13, 2011, Council also approved a "pass-through" rate adjustment ordinance that provides for an automatic adjustment to rates based on unit volume costs from the Town's wholesale providers. IM PROGRAM BUDGET Utility Fund Public Works Department Director Jarrod Greenwood Department Phone 817-490-5717 Program I Activity Budget Percent Water Services 1 Maintenance & Repairs 225,678 9.30% 2 Regulatory Monitoring & Reporting 40,536 1.67% 3 Water Conservation 18,373 0.76% 4 Customer Service 54,699 2.25% 5 Meter Testing & Replacement 63,786 2.63% 6 Wholesale Water Purchases 1,110,601 45.75% 7 Contract Management 178,179 7.34% $ 1,691,851 69.70% Sewer Services 1 Maintenance & Repairs 24,010 0.99% 2 Regulatory Monitoring & Reporting 5,832 0.24% 3 Wastewater Treatment 394,221 16.24% 4 Contract Management 23,322 0.96% $ 447,3851 18.43% Solid Waste & Recycling 1 Solid Waste 61,523 2.53% 2 Recycling 22,879 0.94% $ 84,402 3.48% Utility Billing Services 1 Utility Billing 73,606 3.03% $ 73,6061 3.03% Municipal Governance 1 Town Council Meetings/Workshops 54,616 2.25% $ 54,6161 2.25% Citizen Engagement and Communication 1 Neighborhood Gatherings & Outreachi 6,2551 0.26% $ 6,2551 0.26% Accounting Services - Municipal 4 1 Financial Reporting 19,470 0.80% $ 66,8131 2.75% ** Represents Total Expenses net of Debt & Capital Projects I $ 2,427,444 1 100% 197 UTILITY FUND Debt Payable Schedule Keller Overhead Storage Pymt Pymt TOTAL PAYABLE WESTLAKE'S PORTION OF PAYABLE 32% # Date Principal Interest Total Payable Principal Interest Total Balance 1 Sep -06 $ 190,000 $ 173,730 $ 363,730 $ 116,554 $ 60,884 $ 55,670 $ 116,554 $1,257,727 2 Sep -07 200,000 163,344 363,344 116,430 64,088 52,342 116,430 1,193,639 3 Sep -08 210,000 151,575 361,575 115,863 67,292 48,571 115,863 1,126,347 4 Sep -09 225,000 138,219 363,219 116,390 72,099 44,291 116,390 1,054,248 5 Sep -10 235,000 127,169 362,169 116,053 75,303 40,750 116,053 978,944 6 Sep -11 245,000 118,463 363,463 116,468 78,508 37,960 116,468 900,436 7 Sep -12 255,000 109,088 364,088 116,668 81,712 34,956 116,668 818,724 8 Sep -13 270,000 98,906 368,906 118,212 86,519 31,694 118,212 732,205 9 Sep -14 285,000 87,806 372,806 119,462 91,325 28,137 119,462 640,880 10 Sep -15 295,000 76,206 371,206 118,949 94,530 24,420 118,949 546,350 11 Sep -16 310,000 64,106 374,106 119,879 99,336 20,542 119,879 447,014 12 Sep -17 325,000 51,163 376,163 120,538 104,143 16,395 120,538 342,871 13 Sep -18 340,000 37,406 377,406 120,936 108,950 11,986 120,936 233,921 14 Sep -19 355,000 23,072 378,072 121,149 113,756 7,393 121,149 120,165 15 Sep -20 375,000 7,875 382,875 122,688 120,165 2,523 122,688 - TOTAL $4,115,000 $1,428,127 $5,543,127 $1,776,240 $1,318,611 $457,629 $1,776,240 FUNDED CAPITAL IMPROVEMENT Project Description: This project is intended to transfer ownership of a section of sewer line from Westlake and Southlake to TRA. It includes the design and construction of a metering station with SCADA equipment at the proposed Town of Westlake "Point of Entry." Westlake will be required to conduct an extensive inflow and infiltration study and perform repairs (separate capital improvement). MIM, • •- -• EXPENDITURE TYPE Totals Thru FY 11/12 Estimated FY 12/13 5 Year Projection Project Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17118 Engineering - - 12,467 - - - - - 12,467 Construction - - 70,500 - - 70,500 Design - - - - - - - - Contingency - - Other - - - - - Other - - - - - OPERATING IMPACT - EXPENDITURES TOTAL - - 82,967 - - - 82,967 MIM, • •- -• FUNDING TYPE Totals Thru FY 11/12 Estimated FY 12/13 5 Year Projection Project Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Cash/Transfers - - 82,967 - - - - - - - - - 82,967 Contributions/Grants - - Bond Issuance - - - - - - Repair & Maintenance - UnFunded - - - - - - - - Other - - - - - FUNDING TOTAL - 82,967 - OPERATING IMPACT - - MIM, • •- IMPACT TYPE Totals Thru FY 11/12 Estimated 5 Year Projection Project Total FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Supplies Services - - - - - - - - - - - - Insurance - - - - - Repair & Maintenance - - - - - Rent & Utilities - - - - - Debt Service - - - - OPERATING IMPACT - - - - - - •• FUNDED CAPITAL IMPROVEMENT Project Description: This project will consist of designing and constructing a new ground storage tank at the existing pump station. We anticipate this tank will be a 1,000,000 gallon tank and will be needed to augment services once Deloitte has become fully staffed. Maintenance (consisting of inspection and cleaning) would not be expected until year two. Total amount = $1,558,500; Debt service payments = approximately $170k/yr for 10 years. %goilm"I• FUNDING TYPE Totals Thru FY 11/12 PROJECT EXPENDITURE TYPE Totals Thru FY 11/12 Estimated FY 12/13 5 Year Projection Project Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17118 Engineering 3,088 58,000 1,438,913 - - - - 1,500,001 Construction - - - - 500 - UnFunded - Design - - - - - - Other - Contingency - - - - - - FUNDING TOTAL - Other 1 1,438,913 - - - - - EXPENDITURES TOTAL 3,088 58,000 1,438,913 %goilm"I• FUNDING TYPE Totals Thru FY 11/12 Estimated FY 12/13 5 Year Projection Project Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Cash/Transfers 3,088 (3,088) 500,000 - - - - - - - 500,000 Contributions/Grants - - Insurance - Bond Issuance $1.OM - 61,088 938,913 - - - 500 1,000,001 UnFunded - - - - - - - - Other - Debt Service - - - - - FUNDING TOTAL 3,088 58,000 1 1,438,913 - - - 1,500,001 V1 ' • • • _- IMPACT TYPE Totals Thru FY 11/12 Estimated 5 Year Projection Project Total FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Supplies Services - - - - - - - - - - - - - Insurance - - - - - Repair & Maintenance - - 500 530 545 560 2,135 Rent & Utilities - - - - - - - Debt Service - - - OPERATING IMPACT - - 500 200 This page is intentionally blank 201 THF Tett OF STLAKE UTILITY MAINTENANCE & REPLACEMENT FUND The Utility -Maintenance & Replacement Fund (UMR) was created to provide a mechanism for repair and replacement of capital assets such as pump stations, lift stations, elevated and ground storage facilities, etc. This fund receives planned portions of revenues from the Utility Fund allocated to future capital repair and replacement. AnOVIN6 FoRwARn T"06ETWR. roc irrc Comm r7 it .. . Grouilng School.. Utility Maintenance & Replacement Fund Program Summary Fiscal Year 2013/2014 REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Expenditures Capital Outlay Capital Projects Total Capital TOTAL OPERATING EXPENDITURES Transfers Out Total Other Uses TOTAL EXPENDITURES & OTHER USES Adopted Estimated Adopted Actual Budget Budget Budget L FY 11/12 FY 12/13 FY 12/13 FY 13/14 190 190 50,000 50,000 50,190 0 0 125 125 50,000 50,000 50,125 88,000 88,000 88,000 88,000 EXCESS REVENUES OVER(UNDER) EXPENDITURES 50,190 (2,325) (31,555) (37,875) FUND BALANCE, BEGINNING 42,640 92,829 92,829 61,274 FUND BALANCE, ENDING 92,829 90,504 61,274 23,399 Restricted/Assigned/Committed Funds 92,829 90,504 61,274 23,399 UNASSIGNED FUND BALANCE, ENDING - - Restricted/Assigned/Committed Funds A Cash 510 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 92,829 92,829 203 125 125 125 125 50,000 50,000 50,000 50,000 50,125 50,125 125 125 50,000 50,000 50,125 88,000 88,000 88,000 88,000 EXCESS REVENUES OVER(UNDER) EXPENDITURES 50,190 (2,325) (31,555) (37,875) FUND BALANCE, BEGINNING 42,640 92,829 92,829 61,274 FUND BALANCE, ENDING 92,829 90,504 61,274 23,399 Restricted/Assigned/Committed Funds 92,829 90,504 61,274 23,399 UNASSIGNED FUND BALANCE, ENDING - - Restricted/Assigned/Committed Funds A Cash 510 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 92,829 92,829 203 52,450 81,680 52,450 81,680 52,450 81,680 52,450 81,680 125 125 50,000 50,000 50,125 88,000 88,000 88,000 88,000 EXCESS REVENUES OVER(UNDER) EXPENDITURES 50,190 (2,325) (31,555) (37,875) FUND BALANCE, BEGINNING 42,640 92,829 92,829 61,274 FUND BALANCE, ENDING 92,829 90,504 61,274 23,399 Restricted/Assigned/Committed Funds 92,829 90,504 61,274 23,399 UNASSIGNED FUND BALANCE, ENDING - - Restricted/Assigned/Committed Funds A Cash 510 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 92,829 92,829 203 FUND OVERVIEW UTILITY- MAINTENANCE & REPLACEMENT FUND The Utility -Maintenance & Replacement Fund (UMR) was created to provide a mechanism for repair and replacement, including any associated work, of capital assets such as pump stations, lift stations, elevated and ground storage facilities, etc. This fund receives planned portions of revenues from the Utility Fund allocated to future capital repair and replacement. As in the General -Maintenance and Replacement Fund, this was anticipated to help avoid future bond programs and force a more conservative pattern of spending in light of uncertain future revenues. This fund consists of systematic water and sewer line repairs and major maintenance projects funded by an operating transfer from the Utility Fund. Projects are included each year from a long-range maintenance schedule which incorporates routine scheduled maintenance and recommended replacement and upgrading of lines and permanent capital assets along with any emergency needs including associated work. Revenues • FY2013/14 adopted revenues are $50,125 Expenditures • FY 2013/14 adopted expenditures are $88,000 for the SCADA Replacement Project Fund Balance • FY 2013/14 ending fund balance is projected to be $23,399 204 Utility - Maintenance and Replacement Fund 5 Year Projection Description Actuals 2003-2012 Estimated FY 12-13 Adopted FY 13-14 Projection FIVE YEAR TOTALS TOTALS FY 14-15 FY 15-16 FY 16-17 FY 17-18 Sewer R&M - SS 1&1 1 23,864 - - - - - - 23,864 Pump Station Gate Retro -Fit 2 7,500 7,500 WA -Ext Envrnmt Imprvmts Irrig 3 - - - Pump/Motor Repair/Replacement 4 27,225 - - - - 27,225 Pump Station Equipment 5 - - 160,000 165,000 175,000 500,000 500,000 SCADA Replacement 6 88,000 - - - - 88,000 Chevy Utility Truck 7 - 25,000 25,000 25,000 Ground Storage Tank R&M 8 - - - Fire Hydrant Repair & Painting 9 - - Lift Station Pump Repairs 10 16,375 16,375 Water Main R&M AND TOTAL 11 38,080 185,000 165,000 175,000 525,000 38,080 205 THF Tett OF STLAKE GENERAL MAINTENANCE & REPLACEMENT FUND The General Maintenance & Replacement Fund (GMR) was created to provide a mechanism for the long term repair and replacement of large capital assets such as HVAC, walls, floors and ceilings, plumbing, electric, roadways, etc. AnO VIA16 FORWARD T"OOETWR. roc irrc Comm r7 it .. . Grouilng School.. General Maintenance & Replacement Fund Program Summary Fiscal Year 2013/2014 REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll / Salaries Payroll Related & Benefits Payroll Transfers In Payroll Transfers Out Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Operating Expenditures Capital Outlay Capital Projects Total Capital TOTAL EXPENDITURES Transfers Out Total Other Uses TOTAL EXPENDITURES & OTHER USES Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 2,465 2,465 530,000 530,000 532,465 343,585 343,585 343,585 343,585 1,750 1,750 550,000 550,000 551,750 519,726 519,726 519,726 519,726 EXCESS REVENUES OVER(UNDER) EXPENDITURES 188,880 222,530 1 284,641 32,024 FUND BALANCE, BEGINNING 1 691,535 880,415 880,415 1,165,056 ND BALANCE, ENDING 880,415 1,102,945 1,165,056 1,197,080 Restricted/Assigned/Committed Funds 880,415 1,102,945 1,165,056 1,197,080 UNASSIGNED FUND BALANCE, ENDING - - Restricted/Assigned/Committed Funds A Cash 600 10110 00 000 A Cash EMS 600 10110 14 101 880,415 0 880,415 207 1,102,945 1,143,056 0 22,000 1,102,945 1,165,056 2,000 1,750 1,750 1,750 3,750 550,000 550,000 - 6,250 550,000 556,250 329,220 275,359 1,750 1,750 550,000 550,000 551,750 519,726 519,726 519,726 519,726 EXCESS REVENUES OVER(UNDER) EXPENDITURES 188,880 222,530 1 284,641 32,024 FUND BALANCE, BEGINNING 1 691,535 880,415 880,415 1,165,056 ND BALANCE, ENDING 880,415 1,102,945 1,165,056 1,197,080 Restricted/Assigned/Committed Funds 880,415 1,102,945 1,165,056 1,197,080 UNASSIGNED FUND BALANCE, ENDING - - Restricted/Assigned/Committed Funds A Cash 600 10110 00 000 A Cash EMS 600 10110 14 101 880,415 0 880,415 207 1,102,945 1,143,056 0 22,000 1,102,945 1,165,056 329,220 275,359 329,220 275,359 329,220 275,359 329,220 275,359 1,750 1,750 550,000 550,000 551,750 519,726 519,726 519,726 519,726 EXCESS REVENUES OVER(UNDER) EXPENDITURES 188,880 222,530 1 284,641 32,024 FUND BALANCE, BEGINNING 1 691,535 880,415 880,415 1,165,056 ND BALANCE, ENDING 880,415 1,102,945 1,165,056 1,197,080 Restricted/Assigned/Committed Funds 880,415 1,102,945 1,165,056 1,197,080 UNASSIGNED FUND BALANCE, ENDING - - Restricted/Assigned/Committed Funds A Cash 600 10110 00 000 A Cash EMS 600 10110 14 101 880,415 0 880,415 207 1,175,080 22,000 1,197,080 1,102,945 1,143,056 0 22,000 1,102,945 1,165,056 1,175,080 22,000 1,197,080 FUND OVERVIEW GENERAL MAINTENANCE & REPLACEMENT FUND The General Maintenance & Replacement Fund was created to provide a mechanism for the long term repair and replacement, including any associated work, of large capital assets such as HVAC, walls, floors and ceilings, plumbing, electric, roadways, etc. This fund receives planned portions of revenues from each operating fund that owns and maintains capital assets to set aside for future capital repair and replacement. This helps to avoid future bond programs and encourages a more conservative pattern of spending in light of uncertain future revenues.. This fund supports systematic facility repairs and major maintenance projects funded by operating transfers from other Town funds. Project lists are developed annually from a long- range facility maintenance schedule, and incorporated into a routine schedule for maintenance and replacement of major facility equipment and infrastructure and permanent capital assets along with any emergency needs, including associated work. Revenues and Transfers In • FY 2013/14 adopted revenues are $551,750 and are comprised of o $550,000 transfers in from the General Fund o $1,750 interest income • A 1 % decrease of $8,250 from the FY 12/13 estimated budget of $560,000 Expenditures/Proiects • FY 2013/14 adopted expenditures are $519,726 • An 89% increase of $244,367 from the FY 11 /12 estimated budget of $275,359 TOTAL PROJECTS $ 519,726 Fund Balance • Fund balance at FY 2013/14 year-end is projected to be $1,197,080 M 16 35 Illuminated Street Name Signs 24,000 17 7 WA -Irrigation System 15,225_ 17 24 WA -15 Ton Split HVAC System 39,786 17 25 WA -2 Ton Roof Top Units 62,100 17 32 WA -HVAC System Replacement 5,500. 17 18 WA -Update Security System 25,000 l 17 19 WA -Update Security Cameras 7,615 17 29 WA -Heater Boilers 19,820 17 12 WA-Painting/Cloth Wall R&M 24,650 17 9 WA -Environment Improvements Irrigation 5,000 17 36 WA -Plumbing Repair/Replacement 14,040 17 8 WA-Carpet/VCT Flooring 29,020_ 17 10 WA -Environment Building Upgrades 5,500_ 17 17 WA -Refurbish Classrooms 23,795 17 23 Interior Building R= 11,420 17 11 WA -Exterior Paint & Wood R&M 11,000 17 13 WA -Roof Repairs 12,755 17 39 Facilities Maintenance Vehicle 45,000 17 37 Contribution to WA- Facility 40,000 17 38 Contribution to WA - Technology 50,000 19 14 Trail Re Zip 'rs and Maintenance 10,000 20 20 Servers & Network Storage 5,000 20 21 Network Printers/Peripheral Devices 5,000 20 27 Network Equipment 18,500 20 28 Phone System/Peripheral Devices 10,000 TOTAL PROJECTS $ 519,726 Fund Balance • Fund balance at FY 2013/14 year-end is projected to be $1,197,080 M General - Maintenance and Replacement Fund 5 Year Projection Illuminated Street Signs - Dept 16 - Total Public Works WA -Irrigation System 7 1 5,225 1 Ambulance Box, Chassis and Equipment 16 200,000 - Proj. Actuals Estimated Adopted Projection 5 YEAR FY 14-15 1 FY 15-16 1 FY 16-17 1 FY 17-18 Description - 2003-2012 FY 12-13 FY 13-14 TOTALS Illuminated Street Signs - Dept 16 - Total Public Works WA -Irrigation System 7 1 5,225 1 Ambulance Box, Chassis and Equipment 16 200,000 - - - - - - - Fire Chief Vehicle 30 - 49,085 - - - - - - Ladder/Pumper 34 - - - - - 1,400,000 - 1,400,000 Dept 14 - Total Fire/EMS 25 11,903 - - 1,400,000 - 1,400,000 Illuminated Street Signs - Dept 16 - Total Public Works WA -Irrigation System 7 15,607 5,225 15,225 - 3,000 - 10,000 13,000 WA -15 Ton Split HVAC System 24 2,695 20,704 39,786 - - 12,000 - 12,000 WA -2 Ton Roof Top Units 25 11,903 14,000 62,100 - 5,000 - 10,000 15,000 WA -HVAC System Replacement 32 - - 5,500 5,000 5,000 13,000 - 23,000 WA -Update Security System 18 - 6,250 25,000 10,000 - 5,000 5,000 20,000 WA -Update Security Cameras 19 7,185 1 7,615 7,615 1 - - 6,000 10,000 16,000 WA -Heater Boilers 29 4,248 19,820 19,820 10,000 - - 5,000 15,000 WA-Painting/Cloth Wall R&M 12 3,300 9,000 24,650 - 10,000 8,000 10,000 28,000 WA -Ext Environmental Improvements Irrig 9 7,010 - 5,000 5,000 - 7,000 - 12,000 WA -Parking Lot 15 17,282 - - - 10,000 18,000 5,000 33,000 WA -Plumbing Repair/Replacement 36 - 5,000 14,040 5,000 5,000 5,000 - 15,000 WA-Carpet/VCT Flooring 8 2,515 9,000 29,020 - 5,000 - 10,000 15,000 WA-Envrnmt Bldg UG light/water 10 25,899 1,430 5,500 - 10,000 - 5,000 15,000 WA -Refurbish Classrooms 17 25,531 33,795 23,795 25,000 25,000 25,000 25,000 100,000 Interior Building R&M 23 2,800 10,420 11,420 - - 12,000 8,000 20,000 WA -Exterior Paint & Wood R&M 11 20,692 9,760 11,000 11,000 5,000 - 8,000 24,000 WA -Roof Repairs 13 5,116 12,755 12,755 - 8,000 - 5,000 13,000 Facilities Maintenance Vehicle 39 - - 45,000 - - - - - Contribution Exp to WA - Facilities 37- ContributionExptoWA- Technology 38 - Dept 17 - Total Facilities & Grounds Maintenance 151,784 164,774 447,226 71,000 91,000 3i,'D 116,000 389,000 10,000 10,000 10,000 Trail 19 Repairs14 and Recreation 14 10,000 10,00 10,000 10,000 10,000 10,000 40.000 Servers & Network Storage 20 14,826 20,380 5,000 - - - 7,500 7,500 Network Printers/PeriphealDev 21 630 - 5,000 5,000 5,000 5,000 10,000 25,000 Network Equipment 27 438 5,590 18,500 20,000 20,000 20,000 30,000 90,000 Server Replacements 33 8,763 - - 10,000 10,000 10,000 10,000 40,000 Phone System/Peripheal Devices 28 8,181 1,530 10,000 5,000 7,500 10,000 15,000 37,500 Dept 20 - Total Information Technology 37_.838 2, ,500 40,000 42,500 45,000 72,500 200,000 209 THF Tett OF STLAKE WESTLAKE ACADEMY This fund was incorporated into the Town's budget beginning in FY 10/1 1. 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. This section includes an excerpt from the adopted Westlake Academy operating budget for FY 2012/2013 including the transmittal letter and the five year forecast. MOVIN6 T"060-NER0*0 roc irrc Comm r7 it .. . 13 Growln-9 School.. Westlake Academy Program Summary Fiscal Year 2013/2014 REVENUES & OTHER SOURCES Federal Program Revenues State Program Revenues Local Revenues Total Revenues Other Sources Total Other Sources TOTAL REVENUES 8 OTHER SOURCES EXPENDITURES & OTHER USES 61 Payroll Related & Benefits 62 Professional & Contracted Services 63 Supplies and Materials 64 Other Operating Costs 65 Debt Service Total Expenditures Other Uses Total Other Uses TOTAL EXPENDITURES & OTHER USES Adopted Estimated Proposed Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 152,351 4,362,921 1,237,004 5,752,276 93,884 93,884 5,846,160 4,089,284 1,075,052 345,997 283,228 5,793,561 150,470 150,470 5,944,031 EXCESS REVENUES OVER(UNDER) EXPENDITURES (97,871) 7,778 1 (56,822) FUND BALANCE, BEGINNING 826,870 69,239 82,367 4,488,261 4,583,926 1,281,934 1,167,054 289,986 297,773 819,091 # of Operating Days 51 5,839,434 5,833,347 44,823 69,137 44,823 69,137 5 884,257 5,902,484 EXCESS REVENUES OVER(UNDER) EXPENDITURES (97,871) 7,778 1 (56,822) FUND BALANCE, BEGINNING 826,870 4,492,764 4,459,051 749,490 850,996 286,576 282,349 289,986 297,773 819,091 # of Operating Days 51 5,818,816 5,890,169 57,663 69,137 57,663 69,137 5,876,479 5,959,306 EXCESS REVENUES OVER(UNDER) EXPENDITURES (97,871) 7,778 1 (56,822) FUND BALANCE, BEGINNING 826,870 916,962 FUND BALANCE, ENDING 819,091 Restricted/Assigned/Committed Funds 52 - UNASSIGNED FUND BALANCE, ENDING 819,091 # of Operating Days 51 Restricted/Assigned/Committed Funds A Technology/FFE A Uniform/Equipment Replacement ITOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 211 819,091 819,091 826,870 762,271 826,870 762,271 52 47 0 0 67,722 4,855,506 1,538,434 6,461,662 45,000 45,000 4,832,464 882,229 385,613 289,989 6,390,295 45,000 45,000 762,271 833,638 833,638 47 FUND OVERVIEW 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. As a chartered school, Westlake Academy is an open enrollment public school. In 2008 the Texas Education Agency (TEA) renewed the Academy's charter until 2016. The officials who pioneered the school also decided to follow another brave path in offering the globally recognized International Baccalaureate (IB) curriculum which is now being provided in over 900 schools nationwide and over 2,300 in 128 countries worldwide. Westlake Academy is owned and operated by the Town of Westlake and is the largest operating department of the Town. The TEA requires a separate budget be submitted to the state. A portion of that budget is now incorporated into the Town's annual budget. The Academy's fiscal year begins on September 1 st and ends of August 31 st. Revenues FY 2013/14 adopted revenues are $6,506,662 Expenditures • FY 2013/14 adopted expenditures are $6,435,295 Fund Balance FY 2013/14 ending fund balance is projected to be $833,638 212 Executive Summary August 12, 2013 Honorable President and Board Trustees Westlake Academy 2600 J. T. Ottinger Road Westlake, TX 76262 Transmittal of Fiscal Year 2013/14 Westlake Academy Budget "Growing Together; One School, One Community" As Superintendent of Westlake Academy, I am submitting for your consideration the Budget for fiscal year (FY) 2013/14. This Budget for Westlake Academy encompasses all teaching and extra -curricular operating expenditures as well as State public school funding and private donations used to support the daily school operations of Westlake Academy in the 2013/14 school year. This FY 2013/14 All Funds Budget totals $6,390,294 representing a 9% increase from the prior year primarily due to increasing the number of classes in the PYP Programme Grade one and three, and staffing changes in the MYP Programme. The adopted FY 2013/14 budget increases the fund balance by $71,368 for a total of $829,033. With the continued support of the Westlake Academy Foundation, in addition to increased state funding, the Academy will be able to balance the budget beyond the five-year forecast. In the legislative session ending in 2013, public education funding increased slightly. Westlake Academy anticipates this to increase per student funding to $6,828. Figure 1— All Funds Budget Summary 213 Estimated A.•. • 5/05,0 (DecreasejlL BudgetBudget V 1:111A 'ease) Beginning Fund Balance $ 819,090 $ 762,269 $ (56,822) -7% Revenues 5,833,347 6,461,662 628,315 11% Expenditures 5,890,169 6,390,294 500,125 8% 128,190 Net Revenues over (under) Expenditures (56,822) 71,368 Other Resources 110,096 45,000 (65,096) -59% Other Uses 1 (69,137) (45,000)1 24,137 1 -35% :0 40• Assigned I - I - - Ending Fund Balance (Unassigned) $ :0 • 40• # Days Operating (Based on 365) 50 48 (2) -45/0 Daily operating expense $ 16,137 $ 17,508 $ 11370 8% 213 Budget Presentation I welcome the opportunity to present and discuss operational plans and related financial impact with all interested parties. Interaction among interested groups consistently leads to operational and educational improvements which become available to the students and parents of Westlake Academy. The development, review, and consideration of the 2013/14 Governmental Fund Budgets (the General Fund, and Special Revenue Funds) were completed with a detailed and exhaustive review of every revenue and expenditure item within the context of the Academy's Vision, Mission and Values statements, Strategic Planning efforts, and Board Policy. The budget document and the year-end annual audit are the primary vehicles to present the financial plan and the results of operations at the Academy. The budget document is organized into the following sections: • Introductory Section — Introduces the reader to the document as a whole. It highlights important information contained in the budget. Users rely on this section to get an overview — a snapshot of what they can expect to find in the rest of the document. • Organizational Section — Provides the context and framework within which the budget is developed and managed. The context for the budget is substantially predicated on the type and level of service to be provided the students of the Academy. The framework also includes the Academy's organizational and financial structure as well as the controls that direct and regulate the development and administration of the budget. • Financial Section — Presents the heart of the Academy's budget document. The budget financial schedules present the adopted budget for the Academy compared with the results of past budget plans and with future projections. • Informational Section — Contains information on past and future budgets and factors influencing the adopted budget. It puts the adopted budget into context and it explains past budget decisions. 214 Westlake Academy Mission, Vision & Values Westlake Academy is a public charter school offering the International Baccalaureate (IB) curriculum. Founded in 2003, with a mission to achieve academic excellence and develop life-long learners who become well-balanced, responsible global citizens, Westlake Academy is the first and only municipally - owned school in the state to receive a charter designation. Westlake Academy is the fifth school of only ten in the United States, and the only public school, to offer the full IB curriculum for grades K-12. During this year's budget retreat great care and consideration were given to the mission and vision of the Academy and the impact that these have on both the long-term goals of the Academy and its day- to-day operation. The vision and mission statements represent the outcome of this discussion and evidence the Board's continued dedication to academic excellence and personal achievement. The values statements are currently being reviewed by the Board and are listed here for reference only. MISSION: "Westlake Academy is an IB World School whose mission is to provide students with an internationally minded education of the highest quality, so they are well-balanced and respectful life-long learners." VISION: "Westlake Academy inspires students to achieve their highest individual potential in a nurturing environment that fosters the traits found in the IB learner profile." Inquirers, Knowledgeable, Thinkers, Communicators, Principled, Open-minded, Caring, Risk -takers, Balanced, and Reflective— VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding The following desired outcomes summarize the goals and objectives established by the Board of Trustees and leadership staff at the Academy. Desired Outcomes High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability Student Engagement -Extracurricular Activities Effective Educators & Staff 215 Board Members and Administration The Westlake Academy Board of Trustees consists of five trustees and the Board President. Each member of the Board serves a two year term with two members and the president being elected on alternate years. Several members of the Westlake Academy Leadership Team operate under a shared service agreement with the Town of Westlake and serve dual roles. Board of Trustees t f - l Laura Clifton Michael Rick Carol Wayne Wheat Cox Barrett Rennhack Langdon Stoltenberg Board Prescient -----------------------------------------Board of Trustees ---------------------------------------- Westlake Academy Leadership Team *Thomas E. Brymer, Superintendent of Schools Clint Calzini, Secondary Principal Rod Harding, Primary Principal/Campus Director Andra Barton, Director of Curriculum and Instruction Benjamin Nibarger, Administrative Coordinator Alan Burt, Director of Athletics Shelly Myers, Exec. Director of the WAF/Director of Development To be named, MYP Coordinator Alison Schneider, PYP Coordinator Christian McCarthy, DP Coordinator *Amanda DeGan, Assistant Town Manager *Ginger Awtry, Director of Communications & Community Affairs *Troy Meyer, Director of Facilities *Debbie Piper, Director of Finance *Todd Wood, Director of Human Resources & Administrative Services *Asterisk denotes shared services personnel between Westlake Academy and the Town of Westlake 216 Budget Framework - "Governing and Managing for Outcomes" The budget document is but one part of a system designed to link together critical governance and management decision making tools. This system is called "Governing and Managing for Outcomes" and is designed to integrate: • Strategic planning • Five (5) year financial forecasting, budgeting, and performance measurement linked to priorities, objectives, and outcomes • Reporting to monitor progress in outcome achievement and accountability for results Budget Process • Aligning resources to prioritized outcomes • Long term approach to ensure financial sustainability • Working within Board adopted financial policies for the Academy • Maintaining core services The process of projecting the budgeting needs of the Academy is a continual process that responds to the changing needs of the Academy students and staff as well as changes in the fiscal environment such as the reduced State funding from FY 2009/10. The process of developing the Academy budget for fiscal year 2013/14 began with the Westlake Board of Trustees meeting that was held in February of 2013. Following is a summary of the main steps taken in preparation of the adopted budget. BOARD OF TRUSTEE BUDGET REVIEW The Board of Trustees regularly receives quarterly budget updates, some of which are detailed in the trend analysis and the five-year financial forecast discussed later in this document. Upon receipt of the adopted annual budget, the Board holds budget workshops to review adopted changes, their associated outcomes for the next fiscal year, as well as their impact in a five (5) year financial forecast. BUDGET ADOPTION The Board of Trustees holds the required public meeting and adopts the budget in August prior to beginning the fiscal year which runs from September 1st to August 31st. BUDGET AMENDMENTS The Final Amended Budget for the Year Ending August 31, 2013 will be submitted at the August, 2013 Board meeting. It will reflect all amendments previously approved by the Board of Trustees plus any final amendments. Often, these amendments influence the shaping of the current budget as actual trends in revenues and expenditures are realized and accounted for. 217 Figure 2 Budget Process Timeline Description of Activities October - December Strategic Plan preparation process occurs December Westlake Academy Leadership Team (WALT) begins planning FY 13/14 Budget January WALT meets with WA affiliates for joint planning for FY 2013/14 January - March Develop CIP, Five Year Projection & Personnel Cost Estimates February Broad overview of 2013/14 Budget with BOT April Develop improvement plans for each grade level/dept. May 17 Strategic Plan preparation process occurs, preliminary budgets developed June 7th BOT Budget Retreat June - July Current Budget Review August 13th BOT consideration/adoption of Westlake Academy FY 2013/14 Budget September - August Budget Amendments for FY 2013/14 Fall 2013 Begin strategic plan update/review process for FY 2014/15 January 2014 Annual Financial Report for FY 2012/13 AcademyApproach The Academy approach to coping with the combination of fast student growth in a restricted funding environment along with increasing academic standards requires that the budget process is instructionally driven and guided by the Academy's Strategic Plan. During the budget development process the staff reviewed all revenues and expenditures and focused on aligning the allocation of resources, both personnel and financial, with the accomplishment of established goals and objectives. M Explanation & Summary of Major Budget Components REVENUES The revenues received by Westlake Academy are classified into one of three broad categories: Federal, State or Local. State funding is the Academy's largest revenue source making up over 74% of revenues from all funds. Staff estimates that the average level of total state aid paid through the Foundation School Program (FSP) in FY 2013/14 will be approximately $6,828 per student; approximately a four percent (4%) increase from the FY 2012/13 levels. As an open -enrollment charter school, Westlake Academy has the ability to establish specific class sizes and set limitations on secondary boundary enrollment. Enrollment for FY 2013/14 is projected at 675 students in accordance with the current plan to attempt to maintain 20 students per class. Federal funding is received through grants that support special education and accounts for approximately one percent (1%) of revenues for all funds. Local funding consists of two major sources, the Town and the Westlake Academy Foundation. As a municipally -owned charter school Westlake Academy does not have taxing authority; the Town of Westlake is responsible for debt service and capital improvements, these costs are estimated at $1,882,143 for FY 2013/14. The Westlake Academy Foundation is an independent non-profit organization that raises funds through donations and fund raising; the FY 2013/14 forecast is $1,594 per student, or approximately $1.1 million. EXPENDITURES Compensation and benefits are the largest operating cost for Westlake Academy. The current teacher pay scale is based on the Board policy of being within 3% of the median of the nine (9) surrounding public school districts. Per Board direction, the salary scale had a 1% pay increase for all faculty and staff members in the FY 2012/13, and staff is recommending a 1.5% pay increase for all faculty and staff members in the FY 2013/14 school year. The increase for all applicable staff equals $86,404 (approximately 2%, including step -increases). The shared services model that the Academy operates under with the Town of Westlake provides administrative services. These costs were previously booked to the Westlake Academy operating budget, but were removed from the Academy operating budget in the FY 2012/13 school year. The following table illustrates the indirect operating costs of running the Academy which are booked to the Town of Westlake's General Fund and Debt Service Fund. Figure 3 - Overall Total Cost Summary — All Governmental Funds and Municipal Debt Service Payments Estimated Adopted Overall Cost Summary FY 12/13 FY 13/14 Westlake Academy Budget $5,881,484 $6,390,294 Estimated Town Funded Indirect Operational Costs (Support Services) 306,900 325,000 Subtotal All Operating Costs 6,188,384 6,715,294 Annual Debt Service Payment (Paid through Town) 1,498,528 1,935,529 Grand Total All Costs $7,686,912 $8,650,823 219 Other Considerations MULTI-YEAR FINANCIAL FORECAST Due to increased student enrollment, slight increases in State of Texas public education funding, additional support from the Westlake Academy Foundation and the Town of Westlake, the Academy anticipates that its Fund Balance will remain above the TEA'S recommended 45 days. Figure 4 — Revenues, Expenditures & Fund Balance — General Fund Summary Historically, revenues and expenditures have increased at relatively the some rate which has dictated the need for a higher fund balance in order to sustain the 45 -day minimum requirement established by Board policy. PROGRAMS & FACILITIES Over the last three fiscal years, the Academy has increased course offerings in a number of areas, including, foreign languages, theater arts, technology, and science. This expansion of programs and facilities was primarily funded through the student expansion in the secondary programme. The increased offerings necessitated additional facilities in the form of three portable classroom buildings. During this same timeframe, the Academy has completed and the Board of Trustees adopted a Facility Master Plan. This plan provides a clear understanding of future growth needs at the Academy. The Facility Master Plan can be viewed on the Academy's or the Town of Westlake's website. Currently, the Academy is beginning Phase 1 of the Academy's expansion plan. This includes three additional buildings, a secondary classroom building, a multi-purpose hall, and field house. These additional facilities will allow the Academy to accommodate I Q` approximately 850 students if new student enrollment occurs. af WA Program Growth $8 $7 $6 $5 $4 $3 $2 $1 $ FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 Actual Actual Actual Estimated Proposed Estimated Estimated Estimated ■ Revenues $4,280,723 $4,608,573 $5,244,170 $5,575,442 $6,212,057 $7,395,175 $7,522,490 $7,610,877 ■ Expenditures $3,917,886 $4,518,107 $5,287,757 $5,632,264 $6,140,689 $7,027,343 $7,219,293 $7,416,992 ■ Fund Balance $767,491 $914,660 $814,487 $757,666 $829,033 $1,182,027 $1,485,224 $1,679,110 Historically, revenues and expenditures have increased at relatively the some rate which has dictated the need for a higher fund balance in order to sustain the 45 -day minimum requirement established by Board policy. PROGRAMS & FACILITIES Over the last three fiscal years, the Academy has increased course offerings in a number of areas, including, foreign languages, theater arts, technology, and science. This expansion of programs and facilities was primarily funded through the student expansion in the secondary programme. The increased offerings necessitated additional facilities in the form of three portable classroom buildings. During this same timeframe, the Academy has completed and the Board of Trustees adopted a Facility Master Plan. This plan provides a clear understanding of future growth needs at the Academy. The Facility Master Plan can be viewed on the Academy's or the Town of Westlake's website. Currently, the Academy is beginning Phase 1 of the Academy's expansion plan. This includes three additional buildings, a secondary classroom building, a multi-purpose hall, and field house. These additional facilities will allow the Academy to accommodate I Q` approximately 850 students if new student enrollment occurs. af Financial Summary The budget is developed within the guidelines predicated by the Texas Education Agency and is organized into a series of accounts called funds. The total revenue for all funds for the Academy is estimated to be $6,461,662 and total expenditure appropriations amount to $6,390,294. The following schedules present a comparison of revenues and expenditures for all Governmental Funds in the Academy's Budget. Budgets for the General Fund, the Food Service Fund (a Special revenue Fund) and the Debt Service Fund must be included in the official district budget (legal or fiscal year basis). The Academy does not maintain a Food Service Fund or a Debt Service Fund; therefore; the only fund legally adopted will be the General Fund. For informational purposes only, budgets for Special Revenue Funds are included throughout the presentation. Figure 5 — Table: Revenue Summary — All Governmental Funds Adopted Estimated Adopted Variance Audited Audited Audited Budget Budget Budget Estimated to FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Adopted REVENUES Federal Program Revenues $ 199,436 $ 157,445 $ 152,351 $ 69,239 $ 82,367 $ 67,722 $ (14,645) State Program Revenues 3,687,706 3,945,658 4,362,921 4,488,261 4,583,926 4,855,506 271,580 Local Revenues 656,508 874,206 1,237,004 1,281,934 1,167,054 1,538,434 371,381 $ 4,543,649 $4,977,309 $5,752,276 $5,839,434 $5,833,347 $6,461,662 $ 628,315 Figure 6 — Graph: Revenue Summary — All Governmental Funds Revenues Ar 10 State Program Revenues 10Local Revenues 75% 24% Federal Program Revenues 1% The largest revenue source for Westlake Academy is State Foundation School Program funding which makes up 75% of All Governmental fund revenues. 221 Figure 7 Table: Expenditure Summary - All Governmental Funds EXPENDITURES (BY FUNCTION) 11 Instructional 12 - Resources & Media 13 Staff Development 21 Instructional Leadership 23 School Leadership 31 Guidance & Counseling 33 - Health Services 35 Food Services 36 CoCurricular/ Extra. Activities 41 -Administrative 51 Maintenance & Operations 53 Data Processing 61 - Community Services 71 Debt Service 81 Facility Acquisition/Construction Total Expenditures Excess (Deficiency) of Revenues Over (Under) Expenditures Adopted Estimated Adopted Variance Audited Audited Audited Budget Budget Budget Estimated to FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Adopted 2,428,184 2,764,022 3,170,372 3,377,707 3,515,750 3,633,683 117,933 87,511 73,398 89,129 140,756 67,543 60,785 (6,758) 95,387 111,933 74,656 126,952 126,871 144,154 17,283 97,623 125,265 135,962 127,812 94,652 185,339 90,687 286,307 294,931 347,515 353,683 385,289 456,515 71,226 159,850 165,245 232,419 234,011 239,065 238,786 (279) 56,963 53,513 60,917 58,324 58,999 58,620 (379) 8,135 - 11,517 9,544 13,554 15,116 1,562 116,808 7,275 131,972 186,036 154,344 221,087 66,743 318,624 105,472 675,763 314,263 333,902 362,289 28,387 265,969 301,672 596,913 607,211 610,595 674,112 63,516 157,923 525,273 173,587 166,686 166,687 247,719 81,032 59,592 154,962 76,880 91,890 94,989 92,091 (2,898) 41,495 69,739 - - - - 132,286 15,960 23,940 27,930 - (27,930) 4,180,369 4,884,985 5,793,560 5,818,815 5,890,169 6,390,294 500,125 363,280 92,325 (41,285) 20,619 (56,822) 71,368 128,190 Figure 8 - Expenditure Summary - All Governmental Funds Expenditures by Object 61XX - Payroll & Related Items 76% 64XX - Other Materials Operating 6% 4% 0 The largest expenditure category is Payroll & Related items which makes up approximately 76% of all Governmental fund expenditures. 222 Budget Trends GENERAL FUND - STATE FUNDING Despite a 4% historical average annual growth rate, the State of Texas continues to lag behind the national average for per pupil funding, providing $1,000 to $1,500 less per pupil than the national average. Due to its Charter status, Westlake Academy receives less State funding per student than other non -charter public schools because public charter schools in the State of Texas do not receive facility funding. The Academy's State funding per pupil peaked in FY 09-10 with cuts in the following two years due to state budget short -falls. In FY 2013/14, the Academy anticipates that state funding will increase approximately four percent (4%) based upon initial information from the TEA. Westlake Academy receives minimal federal funding (IDEA B — Special Education Funds) depending primarily upon state education funds and private donations to cover operating costs. The 2013 legislative session increased per student funding, but less than half the cut seen in the 2011 legislative session. As the single largest expenditure in the state's budget, it is likely that any possible future reductions in spending may negatively impact public education funding. Due to prior state funding reductions, the Academy has become more dependent upon the private donations for operating costs and further financial support from the Town of Westlake. Funding ongoing operating costs with one-time dollars raised through private donations places the Academy in a potentially tenuous situation. If private donations do not meet the levels necessary to offset public education reductions, then the Town of Westlake must increase financial support or consider reducing levels of service. Figure 9 - Average Funding per Student 12,000 10,000 8,000 6,000 4,000 2,000 Average Funding/ Student 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 Estimated Adopted WA Mean Texas Mean National Mean The difference between the amount of Texas State funding and Westlake Academy is the amount dedicated to facilities funding. Public charter schools in Texas do not receive facility funding. 223 The largest funding sources for Westlake Academy continue to be State funding and the Blacksmith Apprentice Program. State funding was 86% of General Fund revenues in FY 09/10 and are currently approximately 77%, while Blacksmith contributions have climbed from less than 10% to approximately 17% of the Academy's total General Fund Revenues in FY 2013/14. Fieure 10 - General Fund Revenues by Source FY 2013/14 Revenues by Source tF — Transnortation & Parkine $5 $4 MMA LA $3 -� i $2 $1 $0 FY 08/09 Audited FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Audited Audited Audited Adopted Estimated Adopted GENERAL FUND - LOCAL FUNDING ■Athletic Activities Income ■ Local Revenue ■ WAIF Salary Reimbursement ■ Lunchroom Revenues ■ Investment Earnings ■ Gifts & Donations ■ Blacksmith Apprentice Program (WAF) Total State Revenues The Blacksmith annual program contributions have increased each year. Despite the decline seen in FY 06/07, the average contribution per student has increased sharply in response to the public education funding decreases. Blacksmith contributions should reach approximately $1.1 million in FY 2013/14. Figure 11- Blacksmith Contributions Blacksmith Program Contributions N $1,200,000 r_ o $1,000,000 4� $800,000 a $600,000 0 U $400,000 _f G $200,000 H Est. Adopted FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 Blacksmith $239,446 $335,727 $388,377 $407,012 $394,129 $431,409 $524,038 $674,604 $720,078 $1,079,0 Avg. $/Student 1 $907 $1,036 $1,122 $1,074 $945 $879 $989 $1,106 $1,108 $1,594 The FY 2013/14 Blacksmith contributions of $1,079,000 are based on an estimated per -student average donation of $1,594. 224 $2,000 $1,800 $1,600 $1,400 $1,200 $1,000 $800 $600 Service Level Adjustments This budget makes use of Service Level Adjustments (SLA's) to track any cost changes. These cost changes will fall into one of four categories: first, increased operating costs to maintain current levels of service; second, increased operating costs due to expanded levels of service; third, increased costs due to the development of new services, and fourth, cost savings. Cost savings may occur for any number of reasons, but primarily arise due to increased efficiency, service level reductions, or not expending the budgeted resources. Generally speaking, Service Level Adjustments (SLA's) in this budget fall into the category of increased operating costs for existing programs. Some SLA's are due to existing program expansion, such as increasing the number of international teachers at Westlake Academy. SLA's involving new expenditure areas to target for recommendation to the Board for FY 2013/14, staff recommended several areas for adjustments: Salary Related Expenditures Desired Outcome: High Student Achievement Total: $318,665 In FY 2013/14 we will have 76.18 full-time equivalent employees (FTE's), an increase of 3.11 FTEs. The increase in expenditures is the result of a combination of adding new positions, the years of experience our new teachers, an increase in unemployment insurance and other employer contributions, as well as the increased cost associated with teacher classifications and international teacher stipends. • Asst. to Secondary Principal (.50) • PYP Grade 3 (1.0) • PYP Grade 1 (1.0) • PYP Grade 6 (-1.0) • Secondary Humanities (.25) Professional & Contracted Services Desired Outcome: High Student Achievement • Secondary Science (.16) • Secondary Foreign Language (1.0) • SPED Instructional Aide (.20) • Salary Adjustments ($86,400) Total: $60,470 Professional and contracted services rendered to the Academy by firms, individuals, and other organizations. These represent the approximate services that are rendered for the Academy. • Facility Maintenance ($3,000) • TxEIS and ESC 11 ($18,000) • Data and Phone ($3,000) • Water ($4,500) 225 • ISA & DP Exams ($9,000) • Athletics ($18,000) • Legal Fees ($10,000) • Miscellaneous ($-5,030) Supplies & Materials Total: $95,904 Desired Outcomes: Effective Educators & Staff — High Student Achievement Supplies and materials costs are associated with consumables that are used in the classroom, maintenance of the campus, books, testing materials, furniture, and classroom supplies. • Furniture ($15,000) • Facilities Maintenance ($5,800) • Classroom supplies, SPED Supplies, • Textbooks (-$4,500) Shipping (IB Exams), etc. ($67,000) • Reading Materials ($2,200) • Exams (ISA & IB) ($9,362) • Miscellaneous (1,042) Other Operating Costs Total: $33,387 Desired Outcome: Effective Educators & Staff — High Student Achievement Other operating costs are associated with insurance, professional development, travel, membership fees and dues, graduations expenses, and miscellaneous costs. • Professional Development (-$7,000) • Fees & Dues ($8,153) • Travel (-$500) • Miscellaneous ($12,984) • Insurance($19,750) 226 Individual Fund Summary GENERAL FUND The General Fund is a governmental fund with budgetary control which is used to show transactions resulting from operations of on-going organizations and activities from a variety of revenue sources. FY 2013/14 Adopted: Revenues = $6,212,057 Expenditures =$6,140,689 Revenue & Expenditure Comparison a I11-) 41 $o FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Adopted Estimated Proposed ■ Revenues ■ Expenditures Figure 12 - Revenue & Expenditure Comparison — General Fund Expenditures have exceeded revenues over the last two fiscal years. This is due to the State's reduction in public education funding, approximately an eight percent (8%) decline. 227 SPECIAL REVENUE FUNDS The Special Revenue Funds are the funds that account for local, state and federally financed programs or expenditures legally restricted for specified purposes or where unused balances are returned to the grantor at the close of a specified project period. Figure 13—Special Revenue Funds SPECIAL REVENUE FUNDS Federal Grants throueh TEA Fund 224 - IDEA B Fund 225 - IDEA B Preschool Sub -total Federal Grants State Grants through TEA Fund 410 - Material Allotment Disbursement Sub -total State Grants Local Activities Fund 461- Local Campus Activity Sub -total Local Activities Hudson Foundation Grants Fund 498 - Director of Curriculum & Instruction Sub -total Hudson Foundation Grants Westlake Academy Foundation Grants Fund 482 - Fund100 Fund 490 - Whole School Professional Development Fund 491- Students Shoulder to Shoulder Fund 493 - IB Learns Grant Fund 497 - Financial Assistance Sub -total Foundation Grants Westlake Academy House of Commons Grant Fund 496 - iStation Grant Sub -total House of Commons Grants Grant Total - All Special Revenue Funds 228 Variance Estimated Adopted Estimated FY 12/13 FY 13/14 to Presented $ 81,958 $ 67,722 $ (14,236) 409 - (409) 82,367 67,722 (14,645) 47,891 52,899 5,008 47,891 52,899 5,008 60,435 60,000 (435) 60,435 60,000 (435) - 68,984 68,984 - 68,984 68,984 1,469 - (1,469) 23,523 - (23,523) 8,400 - (8,400) 27,820 - (27,820) 2,000 - (2,000) 63,211 - (63,211) 4,000 - (4,000) 4,000 - (4,000) $ 257,905 $ 249,605 $ (8,300) Informational Summary CHANGES IN DEBT Debt service for the Academy's capital infrastructure is included in the Town of Westlake's municipal budget. The amount of debt outstanding including interest is approximately $40,512,143; this debt will be retired in 2021. The average annual debt service for Academy facilities paid by the Town of Westlake is approximately $1,935,529. FACILITIES The Academy was designed and built to service approximately 675 students, with the addition of almost 50 students; the facilities at the Academy are projected to reach full capacity at the beginning of the FY 2013/14 school year. However, curriculum and course schedules play an equally important role in determining facility use; the IB curriculum places a unique demand on staff and resources. The recently completed Facility Master Plan has three new portable classroom buildings placed in service in the FY 2013/14 school year and three additional purpose built facilities scheduled to be placed in service in the FY 2014/15 school year. These buildings will house a new secondary school building, a multi-purpose hall, and field house. The additional facilities will allow space for additional student enrollment. r. ML PERSONNEL TRENDS The Academy has added personnel each year since its opening to support new grade levels and classes as well as curriculum expansion. In FY 2013/14 an additional 3.11 FTE positions for a total of 76.18 FTE employees. 229 Figure 14 - Westlake Academy FTE Staff Employee Growth (FTE) 80 70 60 50 40 30 20 10 69.53 73.07 76.18 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 Actual Actual Actual Actual Actual Actual Actual Proposed ■ Primary Programme ■ Secondary Programme it Business Admin ■ Special Education ■ Instructional Administration . Librarian / Aide ■ Counseling ■ Information Tech i Nurse ■ Facilities ■ Instructional Aides ■ Intern Staff levels have increased steadily since the Academy opened in FY 03/04 as the program offerings and each grade level is fully filled. The Academy added 3.11 instructional FTE positions. SUDENT ENROLLMENT TRENDS Westlake Academy's student enrollment is established by two sets of boundaries. The primary boundary encompasses the Town of Westlake and allows Westlake residents automatic entry into Westlake Academy. The secondary boundaries are comprised of 31 of the surrounding school districts. While any school-age child from these districts is allowed to attend the Academy, demand for entrance has exceeded the Academy's capacity necessitating an annual lottery system that is carried out according to the standards and practices dictated by Federal law. Student enrollment has grown since the Academy's opening in FY 03/04 with the addition of one new grade level each year. The Academy opened with Grades 1 through 6 and completed adding grade levels in FY 09-10. The Academy's enrollment continued to expand in FY 10/11 with an increase in target class sizes of 20 pupils per class and the addition of a third section in the secondary programme. In FY 13/14 the campus facilities at the Academy are expected to reach full capacity. Due to growth in the primary boundary, the Academy will be placing three additional portable buildings in service in FY 2013/14 and three purpose built facilities in FY 2014/15. This additional facility space will allow the Academy to service approximately 850 students, as growth in the primary boundary necessitates new enrollment. As an open enrollment charter school, Westlake Academy has the ability to set and maintain enrollment numbers at levels determined by the Board of Trustees. The Academy currently has over 2,000 students on a waiting list spanning Kindergarten through grade eleven. The waiting list which is developed each 230 year through a lottery process, allows the Academy to fill seats if student attrition occurs, maintaining a stable student population number and classroom size. Figure 15 - Westlake Academy Student Enrollment WA Student Enrollment 800 677 630 658 600 491 400346 379 417 264 195 200 0 :t:" FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 Proposed Total enrollment has increased steadily since FY 03/04 in harmony with the expansion of grade levels. The increase from 530 in FY 10/11 to 610 in FY 11/12 is due to the Board's decision to expand class sizes in an effort to increase program offerings. Future enrollment increases or decreases are at the sole discretion of the Board. WORKING LEAN Given the new paradigm of decreasing State aid and increasing demand, Westlake Academy and the Town of Westlake is committed to providing for the long-term viability of its program by maintaining municipal financial support where needed if future budgets stop short, utilizing and bolstering donations made by the Blacksmith Campaign and the Westlake Academy Foundation, and continuing a focus on financial stewardship in the school's operations and expenditures. These initiatives combined with a thoughtfully crafted financial forecast will help to foresee future negative indicators of decreased funding and ensure that a quality, IB curriculum will continue to be offered to the students of the Academy for years to come. Performance Results In FY 2012/13, Westlake Academy was recognized by the U.S. News and World Report, Newsweek and the Daily Beast, and the Washington Post as one of the best public high schools in the country. This is the third year in which the Academy has been recognized by these three organizations due to rigorous and extraordinary academic performance. BEST amm2012CrIll" HIGH SMOLS HOH SCHOOLS GOLD 011 Sf�'eofcI,a\V` The State of Texas is currently phasing out the use of the Texas Assessment of Knowledge and Skills (TAKS) test to assess students' attainment of reading, writing, math, science, and social studies skills required under Texas education standards; Its replacement, the State of Texas Assessments of Academic 231 Readiness (STAAR) exam has increased rigor over the TAKS and complies with the requirements of the No Child Left Behind Act (NCLB). The charts below utilize TEA data to compare Westlake Academy's performance historically, as well as against the state performance. Description FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 * FY 13/14 Reading/ELA 98% 98% 99% 98% 99% 100% 98% 99% 99% 99% Writing 97% 97% 99% 91% 93% 100% 96% 99% 95% - Social Studies N/A N/A 99% 95% 98% 100% 99% 99% 99% 99% Mathematics 97% 91% 95% 91% 93% 98% 94% 96% 91% 96% Science 93% 85% 78% 88% 96% 99% 99% 99% 99% 97% Texas Accountability Rating Exemplary ryRecognized - Recognized Recognized Exemplary ryExem la ryExem la ryExem la ryExemplary - * TAKS are only administered in Grade 10 & 11 %Commended 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Reading/ELA - 62% 57% 60% 61% 61% 51% 56% 56% 48% Writing 60% 54% 58% 51% 34% 55% 43% 40% - Social Studies - - 67% 44% 53% 58% 65% 44% 72% Mathematics 48% 45% 48% 43% 44% 40% 46% 37% 47% Science 32% 30% 34% 31% 45% 45% 43% 65% 1 40% The table above shows the Academy's performance on the state's standardized test from inception. The TEA rolled out a new state assessment the STAAR (State of Texas Assessments of Academic Readiness). TAKS will be phased out over the next two years. Grade Level Grade 3 Grade 4 Grade 5 Grade 6 Grade 7 Grade 8 2012 - Standard Phase -In 1 Final Phase -In 1 Final Phase -In 1 Final Phase -In 1 Final Phase -In 1 Final Phase -In 1 Final Reading 82% 44% 88% 69% 95% 76% 93% 73% 93% 73% 98% 85% Writing - - 95% 60% - - - - 93% 63% - - Mathematics 67% 22% 79% 21% 100% 71% 92% 63% 88% 50% - - Science - - - - 90% 45% - - - - 91% 67% Social Studies 84% 34% 2013 - Standard Phase -In 2 Final Phase -In 2 Final Phase -In 2 Final Phase -In 2 Final Phase -In 2 Final Phase -In 2 Final Reading 78% 59% 73% 54% 88% 72% 95% 85% 87% 68% 93% 83% Writing 75% 50% - - - - 75% 49% - - Mathematics 59% 50% 58% 23% 86% 1 74% 84% 73% 67% 54% - Science - - - - 74% 43% - 78% 51% Social Studies - - 60% 31% The table above provides the Academy's performance data on the first two -years of the STAAR assessment. The State has increased the rigor of the state assessment and has developed a phased grading system. The minimum performance level will be increased each year, until FY 2013/14. The table shows the relative overall performance with the phased -in and final measures. 232 FAST SCHOOL DISTRICT COM111IT1 MATH ADJUSTED PROGRESSENROLL- ACCOUNTABILITY FAST DISTRICT WESTSABINE ISD SABINE 655 ACADEMICALLYAaEPTABLE 0 19 4 61 AVERAGE 9,579 WESTBROOKLSD MITCHELL J 220 RECOGNIZED *7k Q 36 27 50 HIGH 17,095 WESTHOFFISD DEWITT41 EXEMPLARY *'fa Q 30 19 51 VERY HIGH 16,225 WESTLAKEACADEMY CHARTER SCHOOL IC7 TARRANT 408 EXEMPLARY 't�*' * * 82 55 92 AVERAGE 8,035 WESTPHALIAISD FALLS 154 EXEMPLARY **l'*"`.-"` �84 91 67 VERY HIGH 8,974 WESTWOODISD ANDERSON 1,759 RECOGNIZED 76 80 61 VERY LOW 7,788 WHARTON ISD WHARTON 2,202 ACADEMICALLYACCEPTABLE 4 7 5 LOW 10,255 WHEELER ISD WHEELER 407 ACADEMICALLYACCEPTABLE *** Q 23 29 23 LOW 10,146 '* Insufftentdata Composite Progress Percentile: 0 80-99 la 60-79 040-59 Q 20-39 0 LESS THAN 20 SasanCombs Texas Comptroller ofPublicAccounts Westlake Academy has achieved a four-star rating from the Texas State Comptroller's FAST School District Rating System for providing quality education at a reasonable cost per student. Future enrollment increases will further improve efficiencies and reduced the per student cost. Benchmarking against the surrounding local ISDs, Westlake Academy's expenditures are near the median when comparing expenditures per student excluding debt service and capital expenditures. PARENT SURVEY RESULTS Westlake Academy is focused on delivering high quality educational services and depends upon the constant input from stakeholders. Each year Westlake Academy conducts an Annual Parent Survey to help identify any future needs and to prioritize resource allocation. The FY 2012/13 Westlake Academy Parent Survey was conducted in June 2013 and saw a slight decrease in satisfaction (3%). Primary concerns were with the Middle Years Programme Curriculum and Faculty. The results will be utilized to help craft improvement plans for the upcoming two -years. Westlake anticipates completing a parent satisfaction survey every other year to continue to track overall performance and satisfaction. Overall Satisfaction with Quality of Education Very Satisfied or Satisfied Dissatisfied 81% 3% Neutral 16% "=0000� 81% of the parent's surveyed were very satisfied or satisfied with the overall quality of education Westlake Academy delivers to its students. 233 The Association of School Business Officials International (ASBO) presented a Meritorious Budget Award to Westlake Academy for its Annual Operating Budget for the fiscal year beginning September 1, 2010. This is the third year the Academy has been honored with this award. Additionally, the Academy received the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA); representing the fifth year the Academy has received this award. These awards represent a significant achievement that reflect the dedication and commitment the Board of Trustees and staff have given to meeting the highest principles of governmental accounting. These awards are valid for one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to ASBO and GFOA to determine its eligibility. SUMMARY Westlake Academy has faced a number of hurdles over the last several years, decreased state funding, increased rigor in state assessments, recruitment and retention of legacy teachers, facility issues, and unprecedented growth, but through all of this, the students, staff, and faculty have shown an enormous amount of determination to continually hold to our vision and rise to any challenge. It is with this in mind that we present the FY 2013/14 budget theme, "Growing Together; One School, One Community." Over the last year, many hours have been spent to further develop our vision of the future; determining the best opportunities that lay before us to help us accomplish our mission and truly become a "shining school on the hill." While we have many successes to celebrate, we are constantly striving to improve the Academy through multiple avenues, including: getting the right people on the bus, making sure that we are consistently taking measure of our course, and making adjustments as we move towards our goal; it is through our talented faculty, staff, students, and their supportive families, that we are able to unfailingly rise to the challenges, and hold to our vision. On behalf of our entire learning community, I would like to thank the Board for their leadership, dedication to excellence, and their support in making Westlake Academy and the Town of Westlake, truly a shining example of what can be accomplished when people come together with a common purpose: great things can happen! As with all good teams, it becomes necessary to draw attention to performers who go above and beyond to make sure we accomplish our goals. I would like to recognize the hard work of the Westlake Academy and Municipal Leadership Team, and specifically Debbie Piper and Ben Nibarger for their efforts in completing this award winning document. I know with the team we have in place, we will continue "Growing Together; One School, One Community." 1�20ZZI � Thomas E. Brymer Town Manager/Superintendent Westlake Academy 234 This page is intentionally blank 235 THF Tett OF FESTLAKE CAPITAL PROJECTS FUND This fund tracks the infrastructure and building projects funded with general fund operating transfers, intergovernmental revenue, bond funds and other special fund sources. Capital projects are those projects over $25,000 that may extend over one fiscalyear to complete and reflect multiple expense categories such as engineering, design and construction. All capital projects illustrate not only the expenditure and revenue sources, but ongoing operational impact. MO V11V6 FORWARD T"OOETWR. roc irrc Comm r7 it .. . Grouilng School.. Capital Projects Fund Program Summary Fiscal Year 2013/2014 REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Bond Proceeds Total Other Sources TOTAL REVENUES & OTHER SOURC EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Expenditures Capital Outlay Capital Projects Total Capital TOTAL OPERATING AND CAPITAL EXPENDITURES Transfer Out Total Other Uses TOTAL EXPENDITURES & OTHER USES Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 FY 12/13 FY 13/14 12,545 400,000 8,004 420,549 420,549 400,000 400,000 1,074,077 1,074,077 1,474,077 1,474,077 7,400 256,500 263,900 263,900 1,838,484 1,838,484 1,838,484 1,838,484 EXCESS REVENUES OVER(UNDER) EXPENDITURES (1,053,529) 4,860,251 1 (1,475,064) (1,574,584) FUND BALANCE, BEGINNING 4,634,332r8,441,054 3,580,803 2,105,739 FUND BALANCE, ENDING 3,580,80 2,105,739 531,155 Restricted/Assigned/Committed Funds 3,580,803 2,105,739 531,155 UNASSIGNED FUND BALANCE, ENDING Restricted/Assigned/Committed Funds C Cash/CD's 410 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 3,580,803 80,803 8,441,054 2,105,739 11,000 7,400 816,500 231,645 827,500 239,045 8,500,000 8,500,000 9,327,500 239,045 7,400 256,500 263,900 263,900 1,838,484 1,838,484 1,838,484 1,838,484 EXCESS REVENUES OVER(UNDER) EXPENDITURES (1,053,529) 4,860,251 1 (1,475,064) (1,574,584) FUND BALANCE, BEGINNING 4,634,332r8,441,054 3,580,803 2,105,739 FUND BALANCE, ENDING 3,580,80 2,105,739 531,155 Restricted/Assigned/Committed Funds 3,580,803 2,105,739 531,155 UNASSIGNED FUND BALANCE, ENDING Restricted/Assigned/Committed Funds C Cash/CD's 410 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 3,580,803 80,803 8,441,054 2,105,739 4,467,249 1,714,109 4,467,249 1,714,109 4,467,249 1,714,109 4,467,249 1,714,109 7,400 256,500 263,900 263,900 1,838,484 1,838,484 1,838,484 1,838,484 EXCESS REVENUES OVER(UNDER) EXPENDITURES (1,053,529) 4,860,251 1 (1,475,064) (1,574,584) FUND BALANCE, BEGINNING 4,634,332r8,441,054 3,580,803 2,105,739 FUND BALANCE, ENDING 3,580,80 2,105,739 531,155 Restricted/Assigned/Committed Funds 3,580,803 2,105,739 531,155 UNASSIGNED FUND BALANCE, ENDING Restricted/Assigned/Committed Funds C Cash/CD's 410 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 3,580,803 80,803 8,441,054 2,105,739 FUND OVERVIEW CAPITAL PROJECTS FUND This fund tracks the infrastructure and building projects funded with general fund operating transfers, intergovernmental revenue, bond funds and other special fund sources. Capital projects are those projects over $25,000 that may extend over one fiscal year to complete and reflect multiple expense categories such as engineering, design and construction. All capital projects illustrate not only the expenditure and revenue sources, but ongoing operational impact. Completion of CIP projects may have a fiscal impact to the Town's operating funds as routine maintenance and operational expenditures are necessary to utilize the completed project. When an operating impact has been identified, it is included on the project description sheet, and costs are projected for the next three years. Upon approval of the project for an annual expenditure, the fiscal impact is integrated into the operating budget. Revenues • FYI 3/14 adopted revenues are $263,900. • This represents an increase of $24,855 from the FY 12/13 estimated budget of $239,045. o Contributions relating to the Hwy377 Westport Parkway Signal project were originally budgeted to be received in FY 12/13 but have been moved forward to FY13/14. Expenditures • FY 13/14 adopted expenditures are $1,838,484 Project# Project Description Amount CP20 FM 1938 Town Improvements 1,133,544 CP30 SH114/Hw 170 Enhancements 390,940 CP42 Trail Connection at 114/Solana 15,000 CP54 WA West Parking Improvements 200,000 CP55 Outdoor Warning System 99,000 Total Project Expense $ 1,838,484 Fund Balance FY 13/14 ending fund balance is projected to be $531,155 238 Capital Projects Fund 5 Year Projection Proj No. Description Actuals 2003 - 2012 Estimated FY 12-73 Adopted FY 13-14 Projection 5 YEAR TOTALS TOTALS FY 14-15 FY 15-16 1 FY 16-17 FY 17-18 CP42 Trail Connection at Hwy 114/Solana - - 15,000 10,000 15,450 - - 25,450 40,450 CP50 Glenwyck Farms Park Improvements - 99,000 - - - - - - 250,000 - 250,000 250,000 CP51 Trail - Fidelity to Westlake Pkwy 78,085 Sub -Total - Facilities Improvements 270,600 270,600 270,600 CP52 Trail - Westlake Academy to Cemetery - - - - - - 276,100 276,100 CP53 Trail - Dove/Pearson/Aspen SH 114/Hwy 170 Enhancements (bonds) 7,500 345,460 301,570 273,600 273,600 CP46 WA North Driveway Lighting - 40,000 - - - - - - 40,000 Sub -Total- Park/Trails/Cemetery $ - $ 40,000 $ 15,000 $ 530,600 $ 15,450 $ 273,600 $ 276,100 $ 1,095,750 $ 1,150,750 CP54 WA- West parking Improvements FM 1938 Streetscape/Wayfinding 200,000 183,335 1,133,544 200,000 CP55 Outdoor Warning System - - 99,000 - - - - - 99,000 CP29 WA Dining Hall Improvements 78,085 - 78,085 Sub -Total - Facilities Improvements $ 78,085 $ - $ 299,000 $ - $ - $ - $ - $ - $ 377,085 CP20 FM 1938 Streetscape/Wayfinding 938,076 183,335 1,133,544 C" - - 992,200 3,247,155 CP26 Mahotea Boone Reconst/Drainage 88,191 - - - 88,191 CP28 Streets Survey 49,235 - - - - - - - 49,235 CP30 SH 114/Hwy 170 Enhancements (bonds) 7,500 345,460 301,570 336,000 336,000 990,530 CP30 SH 114/Hwy 170 Enhancements (cash) 89,370 CP31 Stagecoach Hills Street Reconstruction & Drainage 413,926 84,974 498,900 CP32 N. Roanoke Road Reconstruction & Drainage 160,732 1,248 - - - - - - 161,980 CP33 Aspen Lane Recon/Drainage 214,022 - 214,022 CP34 S. Roanoke Road Reconstruction & Drainage 2,900 453,000 453,000 455,900 CP40 Sam School Road Reconstruction & Drainage - 216,000 216,000 216,000 CP41 E. Dove Road Reconstruction & Drainage (Vaq - TB) - - 509,945 509,945 509,945 CP47 Hwy 377 Westport Parkway Signal 50,000 28,650 - - 78,650 cp56 HWY 377 Landscape Improvements - - - 700,000 700,000 700,000 CP57 Ottinger Road Bridge Creek Crossing 330,000 - 330,000 330,000 CP58 Ottinger Road Recon/Drainage - - - - - - 572.71 572,710 572,710 CP59 Wyck Hill Resurface 54,450 - 54,450 54,450 CP60 Pearson Lane Recon/Drainage - - -. - - 381,250 - 381,250 381,250 CP45 Hillwood Projects (bonds) 99,648 168,859 - - 268,507 CP45 Hillwood Projects (cash) - 861,583 - - - - - - 861,583 Total Transportation Projects $ 2,024,231 $ 1,674,109 $ 1,524,484 $ 2,254,045 $ 253,100 $ 765,700 $ 1,272,710 $ 4,545,555 $ 9,768,379 ,102,316 $ 1" I$ 11,296,214 239 Previously Adopted Projects C" 4,238,108 FY 10/11 - $2.095M Bonds previously issued Bonds 2,095,000 FY 14/15 - New Projects Bonds 2,035,545 FY 16/17 -New Projects Bondsl 2,588,110 New Projects Cash 339,450 TOTAL $ 11,296,214 239 FUNDED CAPITAL IMPROVEMENT Project Description: This project will be a cooperative effort between Westlake, Trophy Club, and Southlake consisting of the design and engineering of an intra -city trail system. The engineering/design costs will be shared with all cities. Construction and landscaping are estimated costs until engineering and design are completed. The Town continues to work with Cassidy Turley to construct the trail between Sam School Road and Hwy 114. 240 FUNDING TYPE Totals Thru FY 11/12 EXPENDITURE TYPE Totals Thru FY 11/12 Estimated 5 Year Projection Project Total FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Engineering - - 10,000 - - - - 10,000 Construction - 15,000 - 15,450 - 30,450 Design 15,000 - - - - Unfunded - - Contingency - - - - - Other - - - Other - - - - EXPENDITURES TOTAL FUNDING TOTAL 15,000 10,000 15,450 - - 40,450 240 FUNDING TYPE Totals Thru FY 11/12 Estimated FY 12/13 5 Year Projection Project Total FY 13/14 FY 14/15 FY 15/16 1 FY 16/17 FY 17/18 Cash/Transfers - - - - - - - - - Contributions/Grants - - - - - Bonds 2011 CO $2.095M - 15,000 - - - 15,000 Unfunded - - - - - - - Other - - - - - - FUNDING TOTAL - 15,000 - - - - 15,000 240 • ••11 inevallsievir IMPACT TYPE Totals Thru FY 11/12 Estimated FY 12/13 5 Year Projection 7FY Project Total FY 13/14 FY 14/15 1 FY 15/16 1 FY 16/17 17/18 Supplies - - - - - - - Services - - - Insurance - - - - Repair & Maintenance - - - - - Rent & Utilities - - - - - Debt Service - - - - OPERATING IMPACT I - - - - - - 240 FUNDED CAPITAL IMPROVEMENT Project Description: The west parking area was constructed in the summer of 2006 as a temporary asphalt parking lot for pick-up and drop-off of students. Improvements include curbs, landscape islands, sidewalks and lighting. The parking lot does not meet the required Town development standards for new construction. The projected expense below includes the following: curb only, lighting, landscaping, additional two inches of asphalt, striping and marking. 241 PROJECT PROJECT FUNDING TYPE EXPENDITURE TYPE Totals Thru FY 11/12 Estimated 5 Year Projection Project Total FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Engineering - - 30,000 - - - - 30,000 Construction - - 170,000 - - - - 170,000 Design - - - - - - - Contingency - - - - - - - Other - - - - - - - EXPENDITURES TOTAL - 200,000 - - - - 200,000 241 PROJECT IMPACT FUNDING TYPE Totals Thru FY 11/12 Estimated FY 12/13 5 Year Projection Project Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Cash/Transfers - - 200,000 - - - - 200,000 Contributions/Grants - - - - 250 - 265 - Bond Issuance - - - - - - - Unfunded - - - 750 - 795 818 Other - - - - 1,000 - 1,060 1,090 FUNDING TOTAL - - 200,000 - - - - 200,000 241 IMPACT ON OPERATING IMPACT TYPE Totals Thru FY 11/12 Estimated FY 12/13 5 Year Projection Project Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Supplies - - - - - Services - 250 258 265 273 280 1,325 Insurance - - - - - - Repair & Maintenance 750 773 795 818 840 3,975 Rent & Utilities 1,000 1,030 1,060 1,090 1,120 5,300 Debt Service - - OPERATING IMPACT - - 2,000 2,060 2,120 2,180 2,240 101600 241 FUNDED CAPITAL IMPROVEMENT Project Description: Promote Community Health, Safety, and Welfare is a focus point in the Strategic Plan. Within that focus point is the Strategic Issue "Public Safety and Emergency Preparedness" The strategy is to provide a safe community for our residents and business partners. Building an effective Emergency Warning Notification System will enhance the Town's ability to ensure the safety of the community. An Outdoor Warning System will provide notification of approaching severe storms to the active outdoor population such as school children, joggers, golfers, workers, citizens engaged in outdoor activities around their homes, etc. u• • •- • EXPENDITURE TYPE Totals Thru FY 11/12 Estimated FY 12/13 5 Year Projection Project Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17118 Engineering - - - - - - - - - Construction - - - - - Design - - - - - - 1,000 - Contingency - - - - - - - - Other (Equipment) - - 99,000 - 99,000 -1 - 99,000 EXPENDITURES TOTAL - - 99,000 - 1,900 - 99,000 u• • •- -• • FUNDING TYPE Totals Thru FY 11/12 Estimated FY 12/13 5 Year Projection Project Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Cash/Transfers - - 99,000 - - - - - - - - - 99,000 Contributions/Grants - - Bond Issuance - - - - - - Repair & Maintenance - Unfunded - - 1,000 - 4,000 - - - Other 900 900 - 3,600 - -- FUNDING TOTAL - - 99,000 - - OPERATING IMPACT - - 300 u• • •- IMPACT TYPE Totals Thru FY 11/12 Estimated 5 Year Projection Project Total FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Supplies Services - - - - - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - 1,000 1,000 1,000 1,000 4,000 Rent & Utilities - - 300 600 900 900 900 3,600 Debt Service -- - - - - - - OPERATING IMPACT - - 300 1,600 1,900 1,900 1,900 7,600 242 FUNDED CAPITAL IMPROVEMENT Project Description: Project consist of the design and construction of landscape and hardscape improvements to the FM 1938 corridor from SH 114 south to Randol Mill Road, including sidewalks, trailheads, signage, rest areas, plantings, entry monuments. Per developer's agreements: Fidelity is to provide funding for landscape enhancements to the median and ROW (est. $322K). The Town is required to install sidewalk on the west side of FM 1938 from Dove to SH 114 per the Fidelity developer's agreement at our cost. Utility relocations will be necessary to accomodate construction, including adjusting manholes, fire hydrants, valves and meters as necessary. Utility cost is for irrigation only. A reduction to the total project cost of $670,000 is due to a direct payment to the contractor from TxDot in the form of a grant. 1141 •-• 41 _ • •- EXPENDITURE TYPE Totals Thru FY 11/12 Estimated 5 Year Projection Project Total FY 12/13 FY 13/14FY 14/15 FY 15/16 FY 16/17 FY 17/18 Engineering 97,980 30,000 29,001 - - - - 156,981 Construction 840,096 103,335 1,154,543 739,100 253,100 172,000 - 3,090,175 Design - - - - - - - - Contingency - - - - - - - - Other - - - I - - - 26,500 - EXPENDITURES TOTAL 938,076 133,335 1,183,544 1 739,100 253,100 - - 3,247,155 1141 •-• 41 _ • •- FUNDING TYPE Totals Thru FY 11/12 Estimated FY 12/13 5 Year Projection Project Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Cash/Transfers 938,076 133,335 - 567,100 253,100 - - 1,891,612 Contributions (Fidelity) - - 1,183,544 172,000 - Insurance - 1,355,544 Bond Issuance - - - - - Repair & Maintenance - - UnFunded - - - - - Rent & Utilities (water only) - Other 5,150 5,300 5,450 - 26,500 Debt Service FUNDING TOTAL 938,076 133,335 1,183,544 739,100 253,100 OPERATING IMPACT - 3,247,155 243 41 _ • •- IMPACTTYPE TotalsTuEimated FY11 5 Year Projection Project Total 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Supplies - - - - - - Services - - - - Insurance - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities (water only) - 5,000 5,150 5,300 5,450 5,600 26,500 Debt Service - I - I - I - - OPERATING IMPACT - - 5,000 1 5,150 1 5,300 1 5450 6,600 2fi,50Q_ 243 FUNDED CAPITAL IMPROVEMENT Project Description: This project would 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. Project costs are estimated to be $3,000,000 for construction and $200,000 for engineering design. Funding participation is anticipated to be 1/3 from each party. %gellm"I• FUNDING TYPE Totals Thru FY 11/12 PROJECT 5 Year Projection EXPENDITURE TYPE Totals Thru FY 11/12 Estimated FY 12/13 5 Year Projection Project Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Engineering 7,500 345,460 390,940 336,000 - - - 1,079,900 Construction - - - - - - Bonds 2014/15 CO $2.1M - Design - - - - - - Other - Contingency - - - - - - FUNDING TOTAL - Other - 336,000 - OPERATING IMPACT - - 100,000 103,000 EXPENDITURES TOTAL 7,500 345,460 390,940 336,000 %gellm"I• FUNDING TYPE Totals Thru FY 11/12 Estimated FY 12/13 5 Year Projection Project Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Cash/Transfers - - 89,370 - - - - - 89,370 Contributions/Grants - - - - 265,000 - 654,530 Bonds 2011 CO $2.095M 7,500 345,460 301,570 - - - Bonds 2014/15 CO $2.1M - - - 336,000 - - - 336,000 Other - 50,000 51,500 53,000 - - - Debt Service - FUNDING TOTAL 7,500 345,460 390,940 336,000 - OPERATING IMPACT - - 100,000 u' • •- IMPACT TYPE Totals Thru FY 11/12 Estimated 5 Year Projection Project Total FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Supplies - - - - - - - Services - - 50,000 51,500 53,000 54,500 56,000 265,000 Insurance - - - - - - - - Repair & Maintenance - - - - - - - - Rent & Utilities - - 50,000 51,500 53,000 54,500 56,000 265,000 Debt Service - - - - - - - OPERATING IMPACT - - 100,000 103,000 106,000 109,000 112,000 530,000 244 This page is intentionally blank 245 THE TOWN OF ESTLAIKE WESTLAKE ACADEMY EXPANSION FUND The Westlake Academy Expansion Fund tracks the Westlake Academy Master Facility Plan that was adopted by the Westlake Town Council/Board of Trustees in November 2012. The issuance of $8.5 million in bonds by certificates of obligation (CO) was authorized for the Phase I expansion. Total cost of this project will be approximately in the $10 million range 40 including hard and soft costs. The Phase I expansion will be completed by fall 2014 and includes three buildings adding approximately 36,800 square feet of new space to the Academy's current 60,000 sq. ft. of campus facilities. InoVIA16;70'F- WoqRD Westlake Academy Expansion Fund Program Summary Fiscal Year 2013/2014 REVENUES & OTHER SOURCES General Sales Tax Property Tax Hotel Tax Charges for Services Beverage Tax Franchise Fees Permits & Fees Fines & Forfeitures Investment Earnings Contributions Misc Income Total Revenues Transfers In Other Sources Bond Proceeds Total Other Sources TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries Payroll Insurance Payroll Taxes Payroll Retirement Payroll Transfers Total Payroll and Related Supplies Services Insurance Repair & Maintenance Rent & Utilities Interfund Advances Debt Total Expenditures Capital Outlay Capital Projects Total Capital TOTAL EXPENDITURES AND CAPITAL Transfer Out Total Other Uses TOTAL EXPENDITURES & OTHER USES 36,398 36,398 36,398 36,398 36,398 36,398 36,398 5,000 1,225,000 1,230,000 8,867,809 8,867,809 10,097,809 1,625,666 1,625,666 ,625,666 36,398 36,398 1,662,064 5,000 5,000 500,000 500,000 505, 7,795,950 7,795,950 7,795,950 7,795,950 EXCESS REVENUES OVER(UNDER) EXPENDITURES 8,435,745 (7,290,950) FUND BALANCE, BEGINNING - 8,435,745 FUND BALANCE, ENDING 8,435,745 1,144,795 Restricted/Assigned/Committed Funds 8,435,745 1,144,795 UNASSIGNED FUND BALANCE, ENDING Restricted/Assigned/Committed Funds C Cash/CD's 410 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUND Adopted Estimated Adopted Actual Budget Budget Budget FY 11/12 FY 12/13 1 FY 12/13 FY 13/14 36,398 36,398 36,398 36,398 36,398 36,398 36,398 5,000 1,225,000 1,230,000 8,867,809 8,867,809 10,097,809 1,625,666 1,625,666 ,625,666 36,398 36,398 1,662,064 5,000 5,000 500,000 500,000 505, 7,795,950 7,795,950 7,795,950 7,795,950 EXCESS REVENUES OVER(UNDER) EXPENDITURES 8,435,745 (7,290,950) FUND BALANCE, BEGINNING - 8,435,745 FUND BALANCE, ENDING 8,435,745 1,144,795 Restricted/Assigned/Committed Funds 8,435,745 1,144,795 UNASSIGNED FUND BALANCE, ENDING Restricted/Assigned/Committed Funds C Cash/CD's 410 10110 00 000 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUND FUND OVERVIEW WESTLAKE ACADEMY EXPANSION FUND Bond Proceeds of $8.5M were received in FYI 2/13. These proceeds will be used to fund construction of three new buildings at Westlake Academy; Cafetorium - includes stage, dressing area, storage and catering kitchen for dining and general purposes; approximately 9,600 sf. Three story Secondary School - includes 15 classrooms, flex and office space; will be designed to allow for future addition if needed; approximately] 8,900 sf. Field -house - will be used to house locker rooms that are used for both athletics and PE; a visiting team locker room; storage for equipment; offices and space to be used for the PE program; approximately 9,600 sf. Revenues and Transfers In • FY 13/14 adopted revenues are $505,000 o investment earnings $5,000 o transfers in from General Fund $500,000 Expenditures • FY 13/14 adopted expenditures are $7,795,950 Fund Balance • FY 13/14 ending fund balance is projected to be $1,144,795 248 Westlake Academy Expansion Fund 5 Year Projection Description Actuals 2003-2012 Estimated FY 12-13 Adopted FY 13-14 Projection 5YEAR TOTALS TOTALS FY 14-15 FY 15-16 FY 16-17 FY 17-18 Revenues and Other Sources Contributions 4,940 1,225,000 - - - 1,225,000 Interest Earned - 5,000 5,000 19,942 19,942 10,000 Transfer in from GF 36,398 - 500,000 - 536,398 Other Sources - Note Payable - 366,774 - 366,774 OtherSources- BondProceeds 8,501,035 - 8,501,035 Total Revenues and Other Sources $ 36,398 $ 10,097,809 $ 505,000 $ $ $ $ $ $ 10,639,207 Capital Project Detail Engineering 4,940 50,000 45,060 - - 100,000 Design Fees 31,458 200,000 198,600 19,942 19,942 450,000 Misc. Legal - 1,600 - - 1,600 Contingency - 115,200 115,200 Utility Relocations (W/S/E) 47,205 - 47,205 Advertising 525 525 Audio Visual 3,750 3,750 Courier Service 425 425 Misc. Expense 3,450 - - 3,450 Construction Expense 937,300 6,962,881 1,050,000 1,050,000 8,950,181 Furniture & Fixtures 6,270 474,209 - 480,479 Transfer Out to GF 36,398 - 36,398 Portable Buildings 375,141 - - 375,141 Total Capital Projects $ 36,398 $ 1,662,064 $ 7,795,950 $ 1,069,942 $ $ $ $ 1,069,942 1 $ 10,564,355 �$ 8,435,745 I $ (7,290,950) 249 $ 74,852 1 FUNDED CAPITAL IMPROVEMENT Project Description: This project consists of the construction of three buildings: 1) Multi-purpose hall, portable stage, storage and catering kitchen for dining and general purposes at approx. 8,600 sf. 2) Three story Secondary School at apprx. 19,400 sf. Includes 12 classrooms, flex and office space. Designed to allow for future addition if needed. 3) Fieldhouse at approx. 8,600 sf. which will house locker rooms to be used for both athletics and PE, storage for equipment, offices, classrooms and space to be used for the PE program. amara a, u•_ •� •' r • EXPENDITURE TYPE Totals Thru FY 11/12 Estimated FY 12/13 5 Year Projection Project Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Engineering 43215 4,940 Construction 46195 - 50,000 900,902 45,060 - - - - 100,000 8,913,783 6,962,881 1,050,000 FF&E 47415 536,398 1,000,000 99,623 200,000 474,209 198,600 - 19,942 - 573,832 450,000 115,200 Design 43248 31,458 1,000 Contingency 43520 - - 115,200 - - 225,000 Portables 73000 8,989 375,141 - 45,097 Rent & Utilities - - 375,141 Transfers Out - 36,398 - - - 10,000 36,398 EXPENDITURES TOTAL 36,398 1,662,064 1 7,795,950 j 1,069,942 1 33,000 1 55,980j"LL61,627 10,564,355 u•_ •� •' r IMPACT TYPE Totals Thru FY 11/12 Estimated FY 12/13 FUNDING TYPE Totals Thru FY 11/12 Estimated FY 12/13 5 Year Projection Project Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Cash/Transfers 36,3981 - 1,000,000 500,000 - - - - 536,398 1,000,000 Contributions/Grants - - 28,185 Insurance BB&P Master Plan Correction 1,000 225,000 1,124 1,191 4,375 Repair & Maintenance - 225,000 BB&P Note Payable 8,989 366,774 10,100 45,097 Rent & Utilities - - 366,774 Bond Proceeds $8.5M - 8,501,035 - Misc - 10,000 10,600 8,501,035 Interest Earned 12,625 5,000 5,000 - 33,000 1 55,980j"LL61,627 10,000 FUNDING TOTAL 36,398 10,097,809 505,000 - - - - 10,639,207 u•_ •� •' r IMPACT TYPE Totals Thru FY 11/12 Estimated FY 12/13 5 Year Projection Project Total FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 Supplies - 10,000 10,600 11,236 11,910 12,625 56,371 Services 5,000 5,300 5,618 5,955 6,312 28,185 Insurance - 1,000 1,060 1,124 1,191 4,375 Repair & Maintenance - 8,000 8,480 8,989 9,528 10,100 45,097 Rent & Utilities - - 20,000 20,600 21,200 22,472 84,272 Misc - 10,000 10,600 11,236 11,910 12,625 56,371 OPERATING IMPACT - 33,000 1 55,980j"LL61,627 65,325 274,671 This page is intentionally blank 251 )WN OF LAKF CAPITAL IMPROVEMENT PLAN The purpose of a Capital Improvement Plan (CIP) is to more formally structure the process for pricing, prioritizing, and determining the scope of all Town capital projects. The CIP helps both the elected officials and the staff to see the most accurate picture possible of the Town's infrastructure and public building needs over the next five (5) years. The complete CIP document can be found on the Town's website. MOVIA16 T"060-NER0*0 roc irrc Comm r7 it .. . 13 Gro n9 School.. This page is intentionally blank 253 CAPITAL IMPROVEMENT PLAN A Town capital project should be defined as construction or reconstruction of any public building or infrastructure identified as a community need, whether funding is currently available or not. If funding is not currently available, but the project is determined by the Council to be important, the project is still included in the Council's approved five (5) year CIP and shown as unfunded. If funding is later made available, the project is already on the "radar screen", although it may be scheduled in the out years of the 5 year planning period. The Council approved the Town's formal Five (5) Year CIP on September 16, 2013. By going through the effort of a formally prepared CIP in the prior year, subsequent years' CIP should be more of an annual update to make sure of the following: • The staff has identified all the capital projects the Council sees on the horizon. • The Council can remove the projects that no longer are seen as a priority in terms of not meeting the community's strategic needs (assuming that no funding has been spent on design thus far). • Annual Council review allows project timing to be adjusted in terms of which year in the 5 year time span the project is assigned. • Annual review of the Council approved 5 year CIP allows this review to be performed at the some time as the review of the 5 year financial forecast (this is completed to see the impact of a capital project not only on the capital side, but also on the operations/maintenance side). • With Council's adoption of this 5 year CIP, along with the adopted financial policies, no capital project, regardless of funding source, is put into the CIP until it first comes through the annual update "call for projects" prepared each Spring by the staff and is included in the CIP approved by the Council. 254 ALL FUNDED AND PROPOSED CAPITAL PROJECTS FIVE YEAR PROJECTION * new project added this year fflw■®FY 13/14 1 FY 14/15 1 FY 15/16 1 FY 16/17 1 FY 17/18 FIVE YEAR TOTAL PROJECTS CAPITAL PROJECT FUNDS 200,000 82,967 200,000 10 CP42 Trail Connection at Hwy 114/Solana 15,000 10,000 15,450 40,450 40,450 * 11 CP50 Trail and Park Improvements - 250,000 - 250,000 250,000 * 12 CP51 Trail - Fidelity to Westlake Pkwy 270,600 270,600 270,600 * 13 CP52 Trail - Westlake Academy to Cemetery - 276,100 276,100 * 14 CP53 Trail - Dove/Pearson/Aspen - 273,600 273,600 CY CP46 WA North Driveway Lighting 40)000 WA Expansion - 40,000 Sub -Total- Park/Trails/Cemetery 40,000 15,000 530,600 15,450 273,600 276,100 1,110,750 1,150,750 18 CP54 WA- West parking Improvements FY 13/14 ------------ 48 200,000 82,967 200,000 200,000 * 19 CP55 Outdoor Warning System - UF36 Ground Storage Tank (Bonds) 3,088 58,000 938,913 99,000 1,000,001 99,000 99,000 CY CP29 WA Dining Hall Improvements 78,085 - 276,801 1,305,544 - 78,085 20 WA WA Expansion 36,398 1,662,064 7,795,950 1,069,942 8,865,892 10,564,355 39,486 Sub -Total - Facilities Improvements 114,483 1,662,064 8,094,950 1,069,942 9,164,892 10,941,440 Bonds - - - 2,035,545 2,035,545 2,035,545 FY 16/17 -New Projects 30 CP20 `M1 938 Streetscape Improvements NbW38,077--M,335 - 1,1-33,544 1,548,810 2,588,110 2,125,744 3,247,155 CY CP26 Mahotea Boone Recon/Drain 88,191 - 15,450 - - 339,450 - 88,191 CY CP28 Streets Survey 49,235 $ 3,854,587 $ 268,550 $1,039,300 $1,548,810 $ 17,867,561 - 49,235 31 CP30 SH114/Hwyl70 Enhancements 7,500 345,460 301,570 336,000 637,570 990,530 31 CP30 SH114/Hwyl70 Enhancements 893.370 89,370 89,370 CY CP31 Stagecoach Hills Recon/Drain 413,926 84,974 498,900 CY CP32 Roanoke Road Recon/Drain North 160,732 1,248 161,980 CY CP33 Aspen Lane Recon/Drain 214,022 - - 214,022 32 CP34 Roanoke Road Recon/Drain South 2,900 453,000 453,000 455,900 33 CP40 Sam School Rd Recon/Drainage 216,000 216,000 216,000 34 CP41 Dove Rd Recon/Drain (Vaq/TB) 509,945 509,945 509,945 CY CP47 Hwy 377 Westport Parkway Signal 50,000 28,650 - 78,650 * 35 CP56 HWY 377 Landscape Improvements - 700,000 700,000 * 36 CP57 Ottinger Road Bridge Creek Crossing 330,000 330,000 * 37 CP58 Ottinger Road Recon/Drainage 572,710 572,710 * 38 CP59 Wyck Hill Resurface 54,450 54,450 * 39 CP60 Pearson Lane Recon/Drainage - 381,250 381,250 CY CP45 Hillwood Projects 99,648 168,859 268,507 CY CP45 Hillwood Projects - 861,583 Sub -Total - Road/Street Improvements 2,024,231 1,674,109 1,524,484 2,254,045 253,100 765,700 1,272,710 6,070,039 9,768,379 TOTAL CAPITAL PROJECTS FUNDS 2,138,714 3,376,173 9,634,434 3,854,587 268,550 1,039,300 1,548,810 16,345,681 21,860,569 UTILITY FUND 500 FY 12/13 Estimated FY 13/14 ------------ 48 UF30 TRA Assumption of N-1 Sewer Line - 82,967 82,967 CY UF31 N1 Sewer Line Transfer I&I Repairs - - - - - - 246,126 49 UF36 Ground Storage Tank (Bonds) 3,088 58,000 938,913 938,913 1,000,001 49 UF36 Ground Storage Tank (Cash) - - 500,000 500,000 500,000 CY UF37 SC Hills Waterline Phase 11 81 42;420 276,801 1,305,544 TOTAL UTILITY FUND 408,590 175,424 1,521,880 - - - 1,521,880 2,105,894 Totals Thru FY 11/12 FY 12/13 Estimated FY 13/14 ------------ FY 14/15 FY 15/16 FY 16/17 FiveYearProjection---------- FY 17/18 FIVE YEAR TOTAL TOTAL Previously Adopted Projects 1,343,579 1,202,343 672,337 567,100 253,100 1,492,537 4,038,458 Contributions 1,133,544 172,000 1,305,544 1,305,544 FY 10/11 - $2.095M Bonds previously issued Bonds 1,164,239 629,191 301,570 - - 301,570 2,095,000 FY 12/13 - $9.500M Bonds previously issued Bonds 39,486 1,720,064 8,734,863 1,069,942 9,804,805 11,564,355 FY 14/15 - New Projects Bonds - - - 2,035,545 2,035,545 2,035,545 FY 16/17 -New Projects Bonds - - - - - 1,039,300 1,548,810 2,588,110 2,588,110 New Projects Cash - 314,000 10,000 15,450 - - 339,450 339,450 TOTAL $ 2,547,304 $ 3,551,598 $11,156,314 $ 3,854,587 $ 268,550 $1,039,300 $1,548,810 $ 17,867,561 $ 23,966,463 255 ALL UNFUNDED (UNDER DISCUSSION) CAPITAL PROJECTS Municipal Building Fire Station Complex Maintenance and Storage Facility FIVE YEAR PROJECTION - 4,798,560 - new project added this year 3,586,200 5,170,560 10,000 Project Description®� 15 Cemetery Improvements 63,000 31,800 125,000 125,000 344,800 * 16 10-20 Acre Community Park 3,120,000 1,620,000 - - 4,740,000 Total Park/Trafls/Cemetery 3,183,000 1,651,800 125,000 125,000 5,084,800 56,343 21 22 * 23 Municipal Building Fire Station Complex Maintenance and Storage Facility 344,100 3,242,100 - 372,000 - - 4,798,560 - 10,000 3,586,200 5,170,560 10,000 * 24 WA - Sport Field Complex - 83,750 2,856,000 2,939,750 * 25 WA Phase II - 15 classroom Secondary Addition 56,343 2,513,100 - 2,569,443 * 26 WA Phase 11 - 4 Classroom Kindergarten Addition - 1,023,620 - 1,023,620 * 27 WA Phase III - Art & Science Classrooms - 1,878,080 1,878,080 * 28 WA Phase III - Performing Arts Center - - 4,809,600 4,809,600 Total Facilities Improvements 344,100 3,670,443 8,419,030 9,553,680 21,987,253 40 Dove & Randal Mill Traffic Circle - - - 2,019,600 2,019,600 Total Road/Street Improvements 2,019,600 2,019,600 DTAL UNFUNDED (UNDER DISCUSSION) CAPITAL PROJECT) ' S - ' $ - . ,1 - $ 3,527,10U 5 5,322,243 $ 8,544,030 $ 11,6Y8,280' $ 2Y,05 256 This page is intentionally blank 257 THF Tett OF FIVE YEAR FORECAST The purpose of a forecast is to get a general picture of what the organization's financial condition over time could be, based upon conservative assumptions. The term "conservative" used in the context of financial forecasting means revenues are forecast at low growth levels or even at a decline (depending on the revenue source). MO VIA16 rORWARD T"OOETWR. roc irrc Comm r7 it .. . Grouilng School.. FIVE YEAR FORECAST NARRATIVE The Long -Range Financial Forecast takes a forward look at the Town's General Government (General, Debt Service and Capital / Street Maintenance funds) 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 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 Long -Range Financial Forecast is not intended as a budget, or as a proposed plan. Instead, it sets the stage for the budget process, facilitating both Council and staff in establishing priorities and allocating resources appropriately. GOALS OF LONG-RANGE PLANNING To maximize the benefit of long-range planning, Council 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. The Long -Range Financial Forecast is based on assumptions regarding what will happen in the regional and state economy over the next five years, and on near-term and long-term revenue and expenditure drivers. It is important to keep in mind the purpose of a forecast is to get a general picture of what the Key Revenue Drivers Tax Rate Key Expenditure Drivers Overtime Costs Net Taxable Value Operating Supplies Sales Tax Apparatus & Tools Mixed Beverage Tax Motor Vehicle Fuel Franchise Fees Maintenance Licenses & Permits Travel, Training & Dues Charges for Services Utility Costs Intergovernmental Revenues Professional Services Fines &Forfeitures Insurance Costs Interest Income Fleet/Capital Equipment Replacements organization's financial condition over time could be, based upon conservative assumptions. The term "conservative" used in the context of financial forecasting means revenues are forecast at low growth levels or even at a decline (depending on the revenue source). Expenditures, while not necessarily being forecast as declining, are generally forecast with a 2- 3% escalation rate, depending on inflation. Forecasts generally have at least one scenario where all that is assumed on expenditures is the current level of service and perhaps some growth in salary/wage expenses. The Council can, if they wish, ask that certain service level adjustments, whether it is service expansion or reduction, be included as alternate scenarios, particularly if it appears that revenues will not cover expenditures in the out years of the forecast. It is also important to remember, since the purpose of the forecast is to get an idea, based on conservative assumptions, as to the Town's financial condition during the five (5) year planning period, that the forecast is showing that the Town will have available funds for additional debt service as well as building a fund balance for future capital and major maintenance and replacement. This is the reason forecasting is a good tool, as it gives the Council time to strategize as to course we may want to make financially, both in the short and long term. Finally, it is important to remember the criticality that economic conditions play in forecasting, particularly as it relates to sales tax, which can be a volatile revenue source. If economic conditions improve, sales tax receipts are affected (usually positively) as well as building permit revenue. 259 FIVE YEAR FORECAST NARRATIVE FORECAST ASSUMPTIONS - FY 2013-2014 ADOPTED BUDGET The five year financial forecast is based upon the following assumptions: REVENUES AND OTHER FINANCING SOURCES: • General Fund o Sales tax revenue is budgeted at a 9% increase ■ The Town's economic development funds appear to be stabilizing at approximately $35,000/monthly of which 50% must be returned. ■ One-time revenues and audit receipts have been conservatively estimated at $100,000 each. In prior years these two numbers have been anywhere from $100,000 to $1,000,000 combined; therefore, because of the uncertainly of the funds, we are conservative with these estimates. • On-going sales tax receipts are forecasted to increase by approximately 140 from FY 2012-2013 based on the prior years' trending. ■ Includes the Property Tax Reduction portion of the Sales tax receipts o Property tax revenue is estimated at $1,189,825 based on Certified Tax Roll and M&O tax rate of $.13888 per $100 of valuation. o No new gas well revenue is projected o No additional one-time revenues related to economic development agreements are anticipated to be received o Building permits/inspection/plan review fees are increased by 1 I% due primarily to the Entrada and Granada developments o Based on current year receipts, franchise fees are only budgeted at a 1 % increase EXPENDITURES AND OTHER FINANCING USES: • General Fund o Payroll and Related expenditures increased approximately 15%: ■ This increase includes $115,000 market pay increase (inclusive of taxes and insurance) for work force attraction and retention and is the second year of a 2 year program. ■ This increase also includes $202K in personnel changes; addition of one full time Lieutenant; addition of one full time HR Generalist; change part time utility billing clerk to a full time position; elimination of part-time HR clerk position. o Operating Expenditures increased approximately 24%: ■ Keller Police Contract $40,541 ■ Building Inspections $55,550 • Comprehensive Plan update $338,950 o Transfer out increased by $566K ■ Transfer supplemental funds ($566K) to Debt Service Fund for debt payments in excess of Sales taxes received in 4B Economic Development Fund ■ Town continues to transfer $550K to the General Maintenance and Replacement Fund • Visitors Association Fund - Total expenditures and other uses increased by .09% • Utility Fund - Total expenses and other uses increased 54% and is composed primarily of $1.346M relating to the construction of a ground storage tank. • CIP - Based on adopted CIP • All Funds - Includes all adopted maintenance projects and equipment replacement to maintain current level of service 260 FIVE YEAR FORECAST NARRATIVE FORECAST ASSUMPTIONS - FY 2014-2015 AND BEYOND PROJECTION REVENUES AND OTHER FINANCING SOURCES: • Sales tax revenue - increase 3% annually • Property tax revenue - currently increased only 2% for current evaluation o Estimate 4-5 homes in Granada for FY 2014-15 and 15-20 in subsequent years (average home value of $1.2M) o Approximately $1 OM in expected appraised value in FY 2014-15 for Entrada and increasing to $50M in subsequent years through FY 2022-23. • Other revenue - increase 2% annually • Building permits/inspection/plan review fees are currently only increased by 2%. Even with the additional housing starts related to Granada and Entrada these fees will not increase substantially due to the size of the homes (projected to be approximated $1.2M vs larger homes in the past) EXPENDITURES AND OTHER FINANCING USES: • Includes all adopted maintenance projects and equipment replacement to maintain current level of service • Salary and wages increase by 2% after second phase of market adjustment in FY 2013-14 • Includes 5 -year personnel forecast • Includes capital projects impact to operating budget • Includes anticipated debt payments based on adopted CIP • Includes 5 -year technology plan • Other expenditures increase by 3% (excluding any one-time expenditures) • Annual debt payments are transferred from Utility Fund to Debt Service Fund for the repayment of the $1 M bond issuance in FY 2012-13 • CIP based on adopted CIP 261 TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds AUITED ATE DESCRIPTION FY 11-12 E FYI 112-13DM FY 14-15 Fy 15-16 FY 16-17 FY 17-18 FY 18-19 Sales Tax (ongoing 100% minus one time) 3,223,648 3,725,000 4,200,000 4,326,000 4,455,780 4,589,453 4,727,137 4,868,951 Sales Tax (audit/one-time) 433,626 400,000 200,000 200,000 200,000 200,000 200,000 200,000 Sales Tax Allocation to 4B (914,319) (1,031,250) (1,100,000) (1,131,500) (1,163,945) (1,197,363) (1,231,784) (1,267,238) Sales Tax Allocation to ED (208,181) (210,000) (150,000) (154,500) (159,135) (163,909) (168,826) (173,891) Sales Tax Subtotal 2,534,774 2,883,750 3,150,000 3,240,000 3,332,700 3,428,181 3,526,526 3,627,822 Property Tax 1,271,975 1,225,000 1,189,825 1,213,621 1,237,894 1,262,651 1,287,905 1,313,663 Estimated Additional Property Tax - Entrada/Granada 7,000 50,000 150,000 260,000 360,000 Property Tax Subtotal 1,271,975 1,225,000 1,189,825 1,220,621 1,287,894 1,412,651 1,547,905 1,673,663 Beverage Tax 38,286 49,000 50,000 51,000 52,020 53,060 54,122 55,204 Franchise Fees 664,991 643,950 650,388 663,396 676,664 690,197 704,001 718,081 Permits and Fees 598,395 717,860 786,000 801,720 817,754 834,109 850,792 867,808 Fines & Forfeitures 622,337 560,000 570,000 581,400 593,028 604,888 616,986 629,326 Interest 11,595 8,670 8,670 8,843 9,020 9,201 9,385 9,572 Donations 520 - - - - - - - Misc Income 80,933 61,552 51,759 52,794 53,850 54,927 56,025 57,146 Contributions 325,000 11,094 Other Revenues 2,342,057 2,052,126 2,116,816 2,159,153 2,202,336 2,246,382 2,291,310 2,337,136 Transfer In - OF 500 Impact 45,507 37,500 37,500 38,250 39,015 39,795 40,591 41,403 Transfer In - OF (IF loan repymt of $500K plus interest) - - 256,245 256,245 - - - Transfer In - WAE 412 - 36,398 - - - - - - Transfer In - VA 220 Dept 22 8,350 9,019 13,020 13,411 13,813 14,227 14,654 15,094 Transfers In 53,857 82,917 50,520 307,906 309,073 54,023 55,245 56,497 Total Revenues & Transfers In 6,202,663 6,243,793 6,507,161 6,927,679 7,132,002 7,141,237 7,420,986 7,695,118 Payroll Salaries (1,975,441) (2,047,481) (2,224,745) (2,386,540) (2,434,271) (2,482,956) (2,532,616) (2,583,268) Payroll Market Increases (Inc. taxes, etc) - - (115,000) - - - - - Payroll Insurance (Health/Dental/Life) (265,344) (275,023) (325,884) (329,143) (332,435) (335,759) (339,117) (342,508) Payroll Taxes (SSM/WC/TWC) (166,802) (184,339) (209,783) (211,881) (213,999) (216,139) (218,301) (220,484) Payroll Retirement (TMRS/ICMA) (161,635) (166,101) (193,291) (195,224) (197,176) (199,148) (201,140) (203,151) Payroll Transfers In 507,033 529,037 607,660 625,890 644,667 664,007 683,927 704,445 Personnel Forecast PR Xfr In - OF 500 - - - - - 31,880 32,836 33,821 Five -Year Personnel Forecast (104,639) (196,892) (358,361) (369,112) (380,185) Total Payroll and Related (2,062,189) (2,143,907) (2,461,043) (2,601,537) (2,730,107) (2,896,477) (2,943,521) (2,991,329) Supplies (145,819) (158,745) (231,571) (238,517.83) (245,673) (253,044) (260,635) (268,454) Service (1,462,783) (1,590,242) (2,013,162) (1,669,806) (1,719,901) (1,771,498) (1,824,642) (1,879,382) Insurance (22,588) (28,530) (30,520) (31,435) (32,378) (33,350) (34,350) (35,381) R&M (100,677) (120,247) (123,262) (126,960) (130,769) (134,692) (138,732) (142,894) Rent & Utilities (279,804) (286,962) (299,812) (308,806) (318,071) (327,613) (337,441) (347,564) Total Operating Expenditures (2,011,672) (2,184,726) (2,698,326) (2,375,526) (2,446,791) (2,520,195) (2,595,801) (2,673,675) Capital Outlay (188,786) (29,200) (31,700) (32,651) (33,631) (34,639) (35,679) (36,749) Funded/Proposed Capital Projects Impact to Operations - - - (128,533) (133,605) (174,020) (208,542) (212,713) IT Forecast (47,500) (54,000) (56,500) (55,500) (60,000) Total Capital (188,786) (29,200) (31,700) (208,684) (221,236) (265,159) (299,721) (309,462) Transfer Out- ED 210 (35,758) (35,758) (35,758) (35,758) (35,758) - - - Transfer Out - GMR 600 (530,000) (550,000) (550,000) (550,000) (550,000) (500,000) (500,000) (500,000) Transfer Out- WA (K-5 Westlake reserve slots) - - - (300,000) (300,000) (300,000) (300,000) (300,000) Transfer Out - DS (Debt for Academy Exp $8.5M) - - - (453,671) (450,182) (451,120) (447,541) (448,392) Transfer Out - DS 300 (Including 5 -year CIP) (278,330) (64,059) (630,773) (245,343) (238,786) (351,887) (325,841) (282,563) Transfer Out - $2.5 M (20 years) (183,000) (183,000) (183,000) (183,000) (183,000) Transfers Out- Operating (844,088) (649,817) (1,216,531) (1,767,772) (1,757,726) (1,786,007) (1,756,382) (1,713,955) Transfer Out - CP 410 (36,398) - - (131,135) (275,000) - - - Transfer Out - OF (interfund loan / grnd storage tank) - (500,000) - - - - - - Transfer Out - WAE 412 - (500,000) - - Transfers Out - Non Operating (36,398) (500,000) (500,000) (131,135) (275,000) Total Expenditures & Transfers Out (5,143,134) (5,507,650) (6,907,600) (7,084,654) (7,430,859) (7,467,839) (7,595,425) (7,688,421) Beginning Fund Balance 3,323,861 4,383,390 5,119,533 4,719,094 4,562,119 4,263,262 3,936,661 3,762,222 Ending Fund Balance 4,383,390 5,119,533 4,719,094 4,562,119 4,263,262 3,936,661 3,762,222 3,768,919 Restricted/Committed/Assigned 242,710 250,388 258,462 263,631 268,904 274,282 279,768 285,363 Unassigned Ending Balance 4,140,680 4,869,145 4,460,632 4,298,488 3,994,358 3,662,379 3,482,455 3,483,557 Operating Days 296 355 254 226 204 179 167 165 262 TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds DESCRIPTION FY AUDITED E1-12 FY ESTIMATED 2-13FY 14-15 FY 15-16 FY 16-17 1 FY 17-18 FY 18-19 Property Tax 170,094 130,792 153,868 154,704 154,503 154,475 154,625 154,575 Bond Proceeds Issue 2011 GORB 7,375,000 - - - - - - - Bond Premium Issue 2011 GORB 424,196 - - - - - - - Misc Revenue - 3,609 - - - - - - Transfer in - GF 100- including 5 -year CIP 278,330 64,059 630,773 245,343 238,786 351,887 325,841 282,563 Transfer in - GF 100- Phase I - - - 453,671 450,182 451,120 447,541 448,392 Transfer in - OF 500 (Storage Tank) - - 53,385 53,373 52,962 53,073 52,652 52,752 Transfer In - VA 220 182,396 182,143 151,700 164,450 142,250 169,950 162,400 169,463 Transfer In - 4B 200 1,004,360 1,210,134 1,100,500 1,157,000 1,189,445 1,222,863 1,257,284 1,292,738 Total Revenues 8, Transfers In 9,434,376 1,590,736 2,090,226 2,228,541 2,228,127 2,403,369 2,400,344 2,400,482 Bank Service Charge (1,130) - - - - - - - DS Principal - Issue 2002 CO Phase I (295,000) (315,000) (330,000) - - - - - DS Interest - Issue 2002 CO (167,638) (41,925) (21,450) - - - - - Bank Charge -2002 CO - (530) (530) - - - - - DS Principal - Issue 2003 CO Phase II (165,000) (170,000) (175,000) (185,000) (190,000) - - - DSinterest - Issue 2003 CO (185,019) (103,701) (97,411) (90,630) (83,230) (75,250) (75,250) (75,250) DS Principal - Issue 2007 GORB Refunding (25,000) (25,000) (35,000) (35,000) (410,000) (425,000) (40,000) (40,000) DS Interest - Issue 2007 GORB (296,545) (295,545) (294,608) (293,295) (291,983) (276,608) (259,608) (258,008) Bank Charge -2007 GORB - (300) - (309) (309) (309) (309) (309) DS Principal - Issue 2008 GO A&S (95,000) - - - - - - - DS Interest - Issue 2008 GO (87,396) (41,805) - - - - - - DS Principal - Issue 2011 GORB Refunding - (100,000) (100,000) (440,000) (100,000) (275,000) (700,000) (715,000) DS interest - Issue 2011 GORB (147,658) (225,200) (223,200) (217,800) (212,400) (207,275) (192,650) (171,425) Bond Issue Cost 2011 GORB (148,891) - - Bond Issue Cost 2011 GORB (7,650,305) - - Bank Charge -2011 GORB - (300) (300) (309) (309) (309) (309) (309) DS Principal - Issue 2011 CO Taxes (88,000) (90,000) (93,000) (97,000) (100,000) (75,000) (79,000) (83,000) DS interest - Issue 2011 CO (66,642) (63,749) (60,791) (57,704) (54,503) (79,475) (75,625) (71,575) Bank Charge - 2011 CO - - (77) - - - - - DS Principal - Issue 2013 GORB Ref 2008 (A&S) - (120,000) (105,000) (120,000) (100,000) (130,000) (125,000) (135,000) DS interest - Issue 2013 GORB - (20,339) (46,700) (44,450) (42,250) (39,950) (37,400) (34,463) DS Principal - Issue 2013 CO -Academy Expansion $8.5M - - (89,474) (174,474) (174,474) (178,947) (178,947) (183,421) DS Interest - Issue 2013 CO -Academy Expansion - - (364,300) (279,197) (275,708) (272,173) (268,594) (264,971) DS Principal - Issue 2013 CO Ground Storage Tank $1.OM - - (10,526) (20,526) (20,526) (21,053) (21,053) (21,579) DS Interest - Issue 2013 CO Ground Storage Tank - - (42,859) (32,847) (32,436) (32,020) (31,599) (31,173) 2014-15 CO- ($66K/$1M) $2.1M(5 -year CIP) Trails/Roads - - - (140,000) (140,000) (140,000) (140,000) (140,000) 2016-17 CO $2.6M (5 -year CIP) Trails/Roads - - - (175,000) (175,000) (175,000) Total Expenditures & Transfers Out PON (9,419,224) ®� (1,613,393) (2,090,226) (2,228,541) (2,228,127) (2,403,369) (2,400,344) (2,400,482) NET R&TI - x Beginning Fund Balance 7,504 22,657 (0) (0) (0) (0) (0) (0) Ending Fund Balance 22,657 (0) (0) (0) (0) (0) (0) (0) Restricted/Committed/Assigned Unassigned Ending Balance 22,657 (0.00) (0) (0) (0) (0) (0) (0) 263 TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds AUITED ATE DESCRIPTION JE FY 11-12 E FYI 112-13D , • , FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Water/Sewer/Waste Revenues 2,859,659 2,646,850 2,646,850 2,699,787 2,753,783 2,808,858 2,865,036 2,922,336 Water/Sewer Tap Fees 27,415 23,250 23,250 23,715 24,189 24,673 25,167 25,670 Fort Worth Impact Fees 45,507 37,500 37,500 38,250 39,015 39,795 40,591 41,403 Misc Income 87,040 192,004 192,004 195,844 199,761 203,756 207,831 211,988 Interest 9,717 6,000 6,000 6,120 6,242 6;367 6,495 6,624 Contributions 24,423 - - - - - - - Bond Proceeds (Ground Storage Tank) - 1,000,000 - - - - - - Transfers In from GF (Ground Storage Tank) - 500,000 - - - - - - Total Revenues & Transfers In 3,053,761 4,405,604 2,905,604 2,963,716 3,022,990 3,083,450 3,145,119 3,208,022 Expenditures (1,282,967) (822,618) (804,078) (828,200) (853,046) (878,638) (904,997) (932,147) Water Purchases (980,212) (1,110,600) (1,110,600) (1,143,918) (1,178,236) (1,213,583) (1,249,990) (1,287,490) Debt Service (Hillwood) (88,125) (73,000) (73,000) (75,190) (77,446) (79,769) (82,162) (84,627) Debt Service (Keller OH Storage) ends fy2020 (34,956) (118,212) (118,212) (119,462) (118,949) (119,879) (120,538) (120,936) Payroll Transfers to GF (253,673) (273,812) (321,554) (331,200) (341,136) (351,370) (361,911) (372,769) Personnel Forecast PR Xfr Out- GF100 - - - - - (31,880) (32,836) (33.,821) Funded/Proposed Capital Projects Impact to Operations - - (500) (530) (545) (560) Transfer Out - UMR 510 (50,000) (50,000) (50,000) (200,000) (200,000) (200,000) (200,000) (200,000) Transfer Out - GF 100 Impact Fees (45,507) (37,500) (37,500) (38,250) (39,015) (39,795) (40,591) (41,403) Transfer Out to GF (Interfund loan) - (256,245) (256,245) - - Water Meter Automation 59,462 - - - - - - - N1 Sewer Line Transfer - (82,967) N1 Sewer Line Xfr I&I Rep (135,654) (75,004) - - - - - - SC Hills Waterline Phase 1 245,324 Ground Storage Tank (3,088) (58,000) (1,438,913) SC Hills Waterline Phase 2 (42,420) Xfr Out to DS - Storage Tank $11M - - (53,385) (53,373) (52,962) (53,073) (52,652) (52,752) Total Expenditures & Transfers Out (2,569,395) (2,661,167) (4,090,209) (3,045,839) (3,117,535) (2,968,517) (3,046,223) (3,126,505 NET R&TI Over(under) r Beginning Fund Balance 4,516,756 5,001,122 6,745,560 5,560,955 5,478,832 5,384,288 5,499,221 5,598,118 Ending Fund Balance 5,001,122 6,745,560 5,560,955 5,478,832 5,384,288 5,499,221 5,598,118 5,679,635 Restricted/Committed/Assigned 149,040 159,802 161,400 164,628 167,921 171,279 174,705 178,199 Unassigned Ending Balance 4,852,082 6,585,758 5,399,555 5,314,204 5,216,367 5,327,942 5,423,413 5,501,436 Total Operating Expenditures 2,639,932 2,398,242 2,427,444 2,497,971 2,568,813 2,675,118 2,752,434 2,831,790 Operating Days 671 1,002 812 777 741 727 719 709 Revenues 190 125 125 126 128 129 130 131 Transfers In - OF 500 50,000 50,000 50,000 200,000 200,000 200,000 200,000 200,000 Total Revenues & Transfers InIMF- 50,190 50,125 50,125 200,126 200,128 200,129 200,130 200,131 Expenditures - (81,680) (88,000) (185,000) (165,000) (175,000) - - Transfers Out Total Expenditures & Transfers Out Over(Under)E - (81,680) ®�200,130i0 (88,000) (185,000 (165,000) (175,000) NET R&TI E&TO Beginning Fund. Balance 42,640 92,829 61,274 23,399 38,526 73,653 98,782 298,912 Ending Fund Balance 92,829 61,274 23,399 38,526 73,653 98,782 298,912 499,043 Restricted/Committed/Assigned 92,829 61,274 23,399 38,526 73,653 98,782 298,912 499,043 Assigned Ending Balance (projected) 264 TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds AUITED ATE DESCRIPTION FY 11-12 E FYI 112-13DM FY 14-15 FY 15-16 FY 16-17 1 FY 17-18 FY 18-19 FM1938 Streetscape/Wayfinding - 82,020 240,000 172,000 - - - - Hwy 377 Westport Parkway Signal - - 16,500 - - - - - Contributions 114/170 Enhance - 149,625 - - - - - - Contributions - TSH Proceeds 400,000 - - - - - - Interest Income 12,545 7,400 7,400 - - - - - MiscRevenue 8,004 - - - - - - - Transfer in from GF - - - 131,135 275,000 - - - OtherSources - Bond Proceeds - - - 2,100,000 - 2,600,000 - Total Revenues & Transfers In 420,549 239,045 263,900 2,403,135 275,000 2,600,000 Westlake Portion of Hillwood Projects (94,908) (1,030,442) - - - - - - TSH Donation Expense to WA Foundation (400,000) - - - - - - - Streets Survey (19,880) - - - - - - - SH 114/Hwy 170 Enhancements - (345,460) (390,940) (336,000) - - - - Stagecoach Hills Street Reconstruction & Drainage (406,706) (84,974) - - - - - N. Roanoke Road Reconstruction & Drainage (157,385) (1,248) - - - - - S. Roanoke Road Reconstruction & Drainage _ _ - (453,000) - - - - Sam School Road Reconstruction & Drainage _ _ - (216,000) - - - E. Dove Road Reconstruction & Drainage (Vaq -TB) _ _ - (509,945) - - - - FM 1938 Streetscape/Wayfinding (345,199) (183,335) (1,133,544) (739,100) (253,100) - - - Trail Connection at 114/Solana - - (15,000) (10,000) (15,450) - - - WA North Driveway Lighting - (40,000) - - - - - - Hwy 377 Westport Parkway Signal (50,000) (28,650) - - - - - - Glenwyck Farms Park Improvement - - - (250,000) - - - - Trail - Fidelity Campus/Wprkwy - - - (270,600) - - - - Trail - WA to Cemetery _ _ _ _ - - (276,100) - Trail- Dove/Pearson/Aspen _ _ _ _ - (273,600) - - WA West Parking Improvements - - (200,000) - - - - - Outdoor Warning System - - (99,000) - - - - - HWY 377 Landscape Improvements _ _ _ _ _ - (700,000) - Ottinger Road - Creek Bridge - - - - - (330,000) - - Ottinger Road Recon/Drain - - - - - - (572,710) - Wyck Hill Resurface - - - - - (54,450) - Pearson Lane Recon/Drain - - - (381,250) "tal Expenditures &Transfers Out (1,474,077) 16 (1,714,109) (1,838,484) (2,784,645) (268,550) (1,039,300) (1,548,810) NET R&TI Over(Under) E&TO Beginning Fund Balance 4,634,332 3,580,803 2,105,739 531,155 149,645 156,095 1,716,795 167,985 Ending Fund Balance 3,580,803 2,105;739 531,155 149,645 156,095 1,716,795 167,985 167,985 Restricted/Committed/Assigned 3,580,803 2,105,739 531,155 149,645 156,095 1,716,795 167,985 167,985 Unassigned Ending Balance Revenues - 1,230,000 5,000 - - - - - Transfers In 36,398 - 500,000 - - - - - OtherSources(Note Payable) - 366,774 - - - - - - Bond Proceeds 8,501,035 Total Revenues & Transfers In 36,398 10,097,809 505,000 Expenditures (36,398) (1,250,525) (7,795,950) (1,069,942) - - - - Portable Building - (375,141) - - - - - - Transfers Out (36,398) Total Expenditures & Transfers Out (36,398) (1,662,064) (7,795,950) (1,069,942) Beginning Fund Balance - - 8,435,745 1,144,795 74,853 74,853 74,853 74,853 Ending Fund Balance - 8,435,745 1,144,795 74,853 74,853 74,853 74,853 74,853 Restricted Funds Unassigned Ending Balance (projected) 8,435,745 1,144,795 74,853 74,853 74,853 74,853 74,853 265 TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds STI AUITED DESCRIPTION FY 11-12 E FY 12-13D FY 14-15 Fy 15-16 FY 16-17 FY 17-18 FY 18-19 Revenues 2,465 10,000 1,750 1,768 1,785 1,803 1,821 1,839 Transfers In - GF 100 530,000 550,000 550,000 550,000 550,000 500,000 500,000 500,000 Total Revenues & Transfers In 532,465 560,000 551,750 551,768 551,785 501,803 501,821 501,839 Expenditures (343,585) (275,359) (519,726) (121,000) (143,500) (1,566,000) (198,500) (250,000) Transfers Out - - - - (264,106) (272,029) (280,190) (288,595) Total Exi2enditures & Transfers Out NET R&TI Over(Under) E&TO 343,585 (275,359) (519,726) (121,000) 430,768 (143,500) 408,285 (1,566,000) (198,500) 303,321 (250,000) 251,839 Beginning Fund Balance 691,535 880,415 1,165,056 1,197,080 1,627,847 (1,064,197) 2,036,132 971,935 1,275,257 Ending Fund Balance 880,415 1,165,056 1,197,080 1,627,847 2,036,132 971,935 1,275,257 1,527,096 Restricted/Committed/Assigned 880,415 1,165,056 1,197,080 1,627,847 2,036,132 971,935 1,275,257 1,527,096 Unassigned Ending Balance ®® 1,096,738 1,103,755 1,130,756 1,127,628 1,129,397 Ending Fund Balance 1,052,547 Hotel Tax 590,853 700,000 700,000 714,000 728,280 742,846 757,703 772,857 Other Revenues 16,878 21,550 21,550 21,981 22,421 22,869 23,326 23,793 Transfers In - GF for Debt Service - - - - - - - - Total Revenues & Transfers In 607,731 721,550 721,550 735,981 750,701 765,715 781,029 796,650 Expenditures (220,380) (252,750) (248,945) (256,413) (264,106) (272,029) (280,190) (288,595) Payroll Transfers to GF (255,339) (255,225) (286,107) (294,690) (303,531) (312,637) (322,016) (331,676) Transfer Out - GF 100 Dept 22 (8,350) (9,019) (13,020) (13,411) (13,813) (14,227) (14,654) (15,094) Transfer Out- DS 300 (182,396) (182,143) (151,700) (164,450) (142,250) (169,950) (162,400) (169,463) TO Expenditures &Transfers Out • - •7,017 __1666,465L 99,137 699,772 728,964 723,699 27,001 768,843 779,260) 804,828 Beginning Fund Balance 1,111,281 1,052,547 1,074,959 1,096,738 1,103,755 1,130,756 1,127,628 1,129,397 Ending Fund Balance 1,052,547 1,074,959 1,096,738 1,103,755 1,130,756 1,127,628 1,129,397 1,121,219 Restricted/Committed/Assigned 182,396 151,700 164,450 142,250 169,950 162,400 169,463 171,025 Unassigned Ending Balance 870,150 923,259 932,288 961,505 960,806 965,228 959,935 950,194 Operating Days 477 482 486 481 485 458 450 431 Sales tax (on-going) linked 569,319 931,250 1,087,500 1,131,500 1,163,945 1,197,363 1,231,784 1,267,238 Sales tax (one-time) fixed 345,000 100,000 12,500 25,000 25,000 25,000 25,000 25,000 Interest fixed 849 500 500 500 500 500 500 500 Transfers In (243,940) (245,758) (185,758) (190,258) (194,893) (163,909) (168,826) (173,891) Total Revenues & Transfers In 915,167 1,031,750 1,100,500 1,157,000 1,189,445 1,222,863 1,257,284 1,292,738 Expendures - - - - - - - - Transfer Out (1,004,360) (1,210,134) (1,100,500) (1,157,000) (1,189,445) (1,222,863) (1,257,284) (1,292,738) Total Expenditures & Transfers Out (1,004,360) (1,210,134) (1,100,500) (1,157,000) (1,189,445) (1,222,863) (1,257,284) (1,292,738) NET R&TI Over(Under) E: Beginning Fund Balance 267,577 178,384 - - - - - - Ending Fund Balance 178,384 - - - - - - - Restricted/Committed/Assigned 178,384 - - - - Unassigned Ending Balance - -; - General Sales Tax linked 208,181 210,000 150,000 154,500 159,135 163,909 168,826 173,891 Transfers In fixed 35,758 35,758 35,758 35,758 35,758 Total Revenues & Transfers In 243,940 245,758 185,758 190,258 194,893 163,909 168,826 173,891 Expendures (243,940) (245,758) (185,758) (190,258) (194,893) (163,909) (168,826) (173,891) Transfers Out Total Expenditures & Transfers Out (243,940) (245,758) (185,758) (190,258) (194,893) (163,909) (168,826) (173,891) NET R&TI Over(Under) E&TO Beginning Fund Balance - - - - - - - - Ending Fund Balance - - - - - - - - Restricted/Committed/Assigned - - - - Unassigned Ending Balance 266 TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds AUITED STI DESCRIPTION FY 11-12 E FY 12-13D FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 1S-19 Revenues 2.0% 4,671 6,060 6,060 6,181 6,305 6,431 6,560 6,691 Transfers In 2.0% ®®®ow- - - - - 15,750,126 Beginning Fund Balance 14,757,979 15,353,075 24,869,784 Total Revenues & Transfers In 13,186,604 4,671 6,060 6,060 6,181 6,305 6,431 6,560 6,691 Expenditures 3.0% (6,281) (5,115) (11,440) (11,783) (12,137) (12,501) (12,876) (13,262) Transfers Out 3.0% - - - - - - - Total Ex enditures & Transfers Out NET R&TI Over(Under) E&T• 6,281 5,115 11,440 (11,783) (12,137) (12,501) (12,576) (13,262) Beginning Fund Balance 148,963 147,353 148,298 .0 142,918 137,316 (6,070) 131,484 125,414 119,098 Ending Fund Balance 147,353 148,298 142,918 137,316 131,484 125,414 119,098 112,526 Restricted/Committed/Assigned 147,353 148,298 142,918 137,316 131,484 125,414 119,098 112,526 Unassigned Ending Balance ®® E STAR PUBLIC • 418 Revenues 3.0% 45 45 45 46 48 49 51 52 Transfers In 3.0% Total Revenues & Transfers In Expenditures 3.0% - - - Transfers Out 3.0% - - Total Expenditures &Transfers Out � = = 52 Beginning Fund Balance 13,531 13,576 13,621 13,666 13,712 13,760 13,809 13,860 Ending Fund Balance 13,576 13,621 13,666 13,712 13,760 13,809 13,860 13,912 Restricted/Committed/Assigned 13,576 13,621 13,666 13,712 13,760 13,809 13,860 13,912 Unassigned Ending Balance ®®®ow- - - Total Revenues & Transfers in 21,501,955 25,192,276 14,887,679 17,364,431 15,551,423 18,088,955 15,882,150 16,275,613 Total Expenditures 8, Transfers Out 20,906,859 15,675,567 25,327,665 18,607,625 15,473,745 17,788,140 17,007,547 15,750,126 Beginning Fund Balance 14,757,979 15,353,075 24,869,784 14,429,798 13,186,604 13,264,282 13,565,098 12,439,701 Ending Fund Balance 15,353,075 24,869,784 14,429,798 13,186,605 13,264,282 13,565,098 12,439,701 12,965,187 Restricted/Committed/Assigned 5,467,506 4,055,878 2,492,530 2,537,555 3,017,898 3,534,696 2,499,045 2,955,149 Unassigned Ending Balance 9,885,569 20,813,906 11,937,269 10,649,050 1 10,246,384 1 10,030,402 9,940,655 1 10,010,039 267 APPENDIX SECTION MOVIA16 rORWARD T"OOETWR. ri /t. Grouilng Account: A separate financial reporting unit for budgeting, management, or accounting purposes. All budgetary transactions, whether revenue or expenditure, are recorded in accounts. Adopted Budget: The budget as modified and finally approved by the Town Council. The adopted budget is authorized by resolution that sets the legal spending limits for the fiscal year. Accounts Payable: A liability account reflecting amount of open accounts owed to private persons or organizations for goods and services received by a government (but not including amounts due to other funds of the same government or to other governments). Accounts Receivable: An asset account reflecting amounts owed to open accounts from private persons or organizations for goods or services furnished by the government. Accrual Accounting: Recognition of the financial effects of transactions, events, and circumstances in the period (s) when they occur regardless of when the cash is received or paid. GLOSSARY OF TERMS Activity: A service Balance Sheet: The basic performed by a financial statement, which department or division. discloses the assets, liability, and equities of an Allocation: Apart of a entity at a specific date in lump -sum amount, which is conformity with General designated for Accepted Accounting expenditure by specific Principles. organization units and/or for special purposes, Balanced Budget: A activities, or objects. budget adopted by the Amortization: Payment of Town Council and principal plus interest over authorized by resolution a fixed period of time. where the proposed expenditures are equal to Appropriation: An or less than the proposed authorization made by the revenues plus fund legislative body of a balances. government, which permits officials to incur Basis of Accounting: A obligations against and to term used referring to make expenditures of when revenue, governmental resources. expenditures, expenses, Specific appropriations are and transfers - and related usually made at the fund assets and liabilities - are level and are granted for a recognized in the one-year period. accounts and reported in the Town's financial Appropriation Ordinance: statements. The official enactment by the legislative body Bond: A written promise to establishing the legal pay a specified sum of authority for officials to money, called the face obligate and expend sum of money, called the resources. principal amount, at a specified date or dates in Assets: Resources owned the future, called the or held by the Town which maturity date(s), together has monetary value. with periodic interest at a specified rate. Audit: An examination, usually by an official or a Bond Covenant: A legally private accounting firm enforceable agreement retained by the Town with bondholders that Council, of organization requires the governmental financial statements and agency selling the bond to the utilization of resources. meet certain conditions in the repayment of the debt. 269 Bond Ordinance: A law approving the sale of bonds that specifies how proceeds may be spent. Bond Funds: Resources derived from issuance of bonds for financing capital improvements. Budget: The Town's financial plan for a specific fiscal year that contains an estimate of proposed expenditures and the proposed means of financing them. Budget Amendment: A revision of the adopted budget that, when approved by the Council, replaces the original provision. Budget Calendar: Schedule of key dates which the Town follows in the preparation and adoption of the budget. Budget Document: Instrument used by the budget -making authority to present a comprehensive financial plan of operations to the Town Council. Budgetary Control: The control or management of the organization in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and revenues. GLOSSARY OF TERMS Capital Expenditures: Any Council: The Mayor and major non-recurring five council members expenditure or collectively acting as the expenditure for facilities, legislative and including additions or policymaking body of the major alterations, town construction of highways or utility lines, fixed Current Assets: Those equipment, landscaping assets which are available or similar expenditures. or can be made readily available to finance Cash Basis: A basis of current operations or to accounting under which pay current liabilities. Those transactions are assets which will be used recognized when cash up or converted into cash changes hand within one year. Some examples are cash, Certificates of Obligations temporary investments, (CO's): Similar to general and accounts receivable obligation bonds except collected within one year. certificates require no voter approval. Current Liabilities: Debt or Comprehensive Annual other legal obligation Financial Report (CAFR): arising out of transactions This report summarizes in the past which must be financial data for the liquidated, renewed, or previous fiscal year in a refunded within one year. standardized format. Debt Service Fund: A fund Contingency: A budgetary used to account for the reserve set aside for moneys set aside for the emergencies or payment of interest and unforeseen expenditures principal to holders of the not otherwise budgeted. Town's general obligation and revenue bonds, the Contractual Services: The sale of which finances costs related to services long-term capital performed for the Town by improvements, such as individuals, businesses, or facilities, streets and utilities. drainage, parks and water/wastewater systems. Cost: The amount of money or other Deficit: The excess of consideration exchanged expenditures over for property or services. revenues during an Cost may be incurred accounting period; or, in before money is paid; that the case of proprietary is, as soon as liability is funds, the excess of incurred. expense over income 270 during an accounting period. Department: A major administrative division of the Town that indicates overall management responsibility for an operation or a group of related operations within a functional area. Depreciation: Change in the value of assets (equipment, buildings, etc with a useful life of 5 years or more) due to the use of the asset. EMS: Emergency Medical Services Encumbrances: The commitment of appropriated funds to purchase an item or service. Enterprise Fund: A fund established to account for operations that are financed and operated in a manner similar to private business enterprises - where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. Excess Fund Balance: The excess of a fund's current assets over its current liabilities and required reserve limits. GLOSSARY OF TERMS Exempt: Personnel not other than buildings, eligible to receive machinery, and overtime pay and who are equipment. expected to work whatever hours are Franchise Fee: A fee necessary to complete levied by the Town Council their job assignments. on businesses that use Town property or right -of - Expenditures: Outflow or way. This fee is usually non -enterprise funds paid charged as a percentage or to be paid for an asset of gross receipts. obtained or goods and services obtained. Full -Time Equivalent (FTE): The measure of authorized Expenses: Outflow of personnel often referred to enterprise funds paid or to as worker -years. The full be paid for an asset time equivalent of 1 obtained or goods and person (1 FTE) services obtained. approximately represents 2080 hours of work per Fiscal Policy: The Town's year. policies with respond to spending and debt Fund: A fiscal and management as they accounting entity with a relate to government self -balancing set of services, programs, and accounts recording cash capital investments. and other financial Reflect a set off principals resources, together with all for the planning and related liabilities and programming of residual equities or government budgets. balances, and changes therein, which are Fiscal Year: A 12 -month segregated for the period to which the annual purpose of carrying on operating budget applies specific activities or and at the end of which a attaining certain government determines its objectives in accordance financial position and the with special regulations, result of its operations. The restrictions, or limitations. Town of Westlake's fiscal year begins each October Fund Accounting: A 1 st and ends the following governmental accounting September 30th. system that is organized and operated on a fund Fixed Assets: Assets of a basis. long-term character, which are intended to Fund Balance: The excess continue to be held or of a fund's current assets used, such as land, over its current liabilities, buildings, improvements sometimes called working 271 GLOSSARY OF TERMS capital or fund equity. A fund. The General Fund is Inter -fund transfer: The negative fund balance is tax supported. transfer of money from one often referred to as a fund to another. deficit. General Obligation Bonds: Bonds sold and Investments: Securities and GAAP -Generally guaranteed by the Town, real estate held for the Accepted Accounting in which the full faith and production of revenues in Principles: Uniform credit of the Town is the form of interest, minimum standards and pledged for repayment. dividends, rentals, or lease guidelines for financial payments. accounting and reporting. Governmental Funds: The They govern the form and funds through which most L.F. (Linear feet): Length in content of the financial governmental functions feet. statements of an entity. typically are financed. The GAAP encompass the acquisition, use, and Lift Station: The Town's conventions, rules and financial resources and the collection system relies on procedures necessary to related current liabilities gravity to collect water. define accepted are accounted for through When the system gets to accounting practice at a governmental funds an unreasonable depth, a particular time. They (General, Special lift station pumps the water include not only broad Revenue, Capital Projects, to a higher elevation so guidelines of general and Debt Service Funds). the gravity process can applications, but also begin again. detailed practices and Goal: Generalized procedures. GAAP statements of where an Line -item budget: A provide a standard by organization desires to be budget format in which which to measure financial at some future time with departmental outlays are presentations. regard to certain grouped according to the operating elements (e.g. items that will be GASB: Acronym for financial condition, service purchased. Government Accounting levels provided, etc.) Standards Board, an MGD: Million gallons per independent, non-profit Grant: A contribution by a day. agency responsible for the government or other promulgation of organization to support a Maintenance: The upkeep accounting and financial particular function. of physical properties in reporting procedures for Typically, these condition for use or governmental entities. contributions are made to occupancy. Examples are local governments from the inspection of GFOA: Government state or federal equipment to detect Finance Officers governments. defects and the making of Association of the United repairs. States and Canada Infrastructure: Basic public investments such as streets, Modified Accrual General Fund: The fund storm drainage, water and Accounting: This method used to account for all sewer lines, streetlights and of accounting is a financial resources except sidewalks. combination of cash and those required to be accrual accounting since accounted for in another expenditures are immediately incurred as a 272 GLOSSARY OF TERMS liability while revenues are spending, and service sales tax approved by the not recorded until they are delivery activities of the Town of Westlake voters in actually received or are Town are controlled. The May, 2006. Texas law "Measurable" and use of annual operating allowed the Town to "available for budgets is required by collect the new'/2 cent expenditure". This type of State law. sales tax that does not accounting basis is share the restrictive conservative and is Operating Expenditure: spending limitations on recommended as the Expenditure on an existing revenues designated to standard for most item of property or the 4A Economic government funds. equipment that is not a Development Fund '/2 cent capital expenditure. sales tax. 4A sales tax was Municipal: Of or dissolved and replaced pertaining to a Town or its Ordinance: An with this sales tax. government. authoritative command or order. This term is used for Proposed Budget: The Non -departmental: laws adopted by a financial plan initially Accounts for expenditures municipality. developed by or professional services departments and and other general Performance Measures: presented by the Town government functions, Specific quantitative Manger to the Town which cannot be measures of work Council for approval. allocated to individual performed within an departments. activity or program. They Proprietary Funds: may also measure results Operation that operates Non-exempt: Personnel obtained through an like a private operation, in eligible to receive activity or program. which services are overtime pay when financed through user overtime work has been Personnel Services: charges and expenditures authorized or requested by Expenditures for salaries, include the full cost of the supervisor. wages and related fringe operations. benefits of Town Object Code: The employees. Public Hearing: An open standard classification of meeting regarding the expenditures such as Prompt Payment Act: proposed operating or office supplies or rental of Adopted in July, 1985 by capital budget allocations, equipment. the State, the Act requires which provide citizens with the Town to pay for goods an opportunity to voice Objectives: Specific, and services within 30 days their views on the merits of measurable targets set in of receipt of invoice or the the proposals. relation to goals. goods or services, whichever comes later. If PVC: Acronym for polyvinyl Operating Budget: Plan for this is not satisfied, the chloride, a plastic current expenditures and Town may be charged compound used for water the proposed means of interest on the unpaid and sewer pipes. financing them. The balance at the rate of leo annual operating budget per month. Reserve: An account used is the primary means by to indicate that a portion which most of the Property Tax Reduction of fund resources is financing, acquisition, Sales Tax (PTR): '/2 cent restricted for a specific 273 purpose, or is not available for appropriation and subsequent spending. Resolution: A formal statement of opinion or determination adopted by an assembly or other formal group. Resources: Total dollars available for appropriations, including estimated revenues, fund transfers, and beginning fund balances. Retained Earnings: The excess of total assets over total liabilities for an enterprise fund. Retained earnings include both short-term and long-term assets and liabilities for an enterprise fund. Revenues: Funds that the government receives as income. It includes such items a tax payment, fees from specific services, receipts from other governments, fines for forfeitures, grants, shared revenues and interest income. ROW: Acronym for right-of- way. Sales Tax: A general "sales tax" is levied on persons and businesses selling merchandise or services in the town limits on a retail basis. The categories for taxation are defined by state law. Monies collected under authorization of this tax are GLOSSARY OF TERMS for the use and benefit of Transfer -In: Funds the town. expended in one fund and SCADA: Acronym that received in other. stands for Supervisory Control and Data User Charges: The Acquisition. SCADA refers payment of a fee for direct to a system that collects receipt of a public service data from various sensors by the party benefiting at a remote location and from the service. then sends this data to a central computer which Working Capital: Budgeted then manages and working capital is controls the data. calculated as a fund's current assets less current Special Revenue Fund: A liabilities and outstanding fund used to account for encumbrances. Working the proceeds of specific capital does not include revenue sources that are long-term assets or legally restricted to liabilities. For budgetary expenditure for specified purposes, working capital, purposes. rather than retained earnings, is generally used Supplies: A cost category to reflect the available for minor items (individually resources of enterprise priced at less than $5,000) funds. 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 274 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES MUNICIPAL OPERATIONS 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. 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. 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. 275 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES F. Intergovernmental Relationships: Where feasible, coordinate efforts with other governmental agencies to achieve common policy objectives, share the cost of providing governmental services on an equitable basis and support favorable legislation at the State and Federal level. G. Grants: Seek, apply for and effectively administer within this policy's guidelines, Federal, State, and foundation grants-in-aid which address the Town's current priorities and policy objectives. H. Economic Development: Initiate where feasible, encourage, and participate in economic development efforts to create job opportunities and strengthen the local tax base and economy Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and forecast the Town's financial performance and economic condition. J. Financial Consultants: With available resources, seek out and employ the assistance of qualified financial advisors and consultants in the management and administration of the Town's financial functions. K. Accounting, Auditing, and Financial Reporting: Comply with prevailing Federal, State and local statues and regulations. Conform to generally accepted accounting principles as promulgated by the Government Accounting Standards Board (GASB), the American Institute of Certified Public Accountants (AICPA), and the Government Finance Officers Association (GFOA). L. Capital Improvement Plan/Budget and Program: Multi-year planning, forecasting, preparation, and control of the Town's capital improvement plan/budget. M. Capital Maintenance and Replacement: Annually review and monitor the state of the Town's capital equipment and infrastructure, setting priorities for its replacement and renovation based on needs, finding alternatives, and availability of resources. N. Internal Controls: To establish and maintain an internal control structure designed to provide reasonable assurances that the Town's assets are safeguarded and that the possibilities for material errors in the Town's financial records are minimized. 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. 276 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES 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. 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. 277 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES 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? 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 278 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES 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. • 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. 279 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES F. REVENUE MONITORING. Revenues as they are received will be regularly compared to budgeted revenues and variances will be investigated. This process will be summarized in the appropriate budget report. G. SPECIAL REVENUE / EDUCATIONAL FUNDS. Where feasible and practical, General and Administrative Charges (G&A) for special revenue and educational funds of the Town of Westlake will be determined on an annual basis and transfers will be made where sufficient revenue exists to cover the associated expenditures. 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. TOWN OF WESTLAKE FISCAL AND 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. 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 - Fund Balance will be targeted to only be used with Council approval and can be only be used for the following: emergencies, non-recurring expenditures, such as technology/FF&E (furniture, fixtures and equipment), or major capital purchases that cannot be accommodated through current year savings. Should such use reduce the balance below the appropriate level set as the objective for that fund, recommendations will be made on how to restore it. The Council shall approve all commitments by formal action. The action to commit funds must occur prior to fiscal year- end, to report such commitments in the balance sheet of the respective period, even though the amount may be determined subsequent to fiscal year-end. A commitment can only be modified or removed by the same formal action. The Council delegates the responsibility to assign funds to the Town Manager or his/her designee. The Council shall have the authority to assign any amount of funds. Assignments may occur subsequent to fiscal year-end. The Council will utilize funds in the following spending order: Restricted, Committed, Assigned, Unassigned VII. DEBT MANAGEMENT A. Debt Issuance Analysis - All consideration of debt issuance for major capital assets will be prepared within the framework of a Council approved multi-year capital improvement plan and forecast for all Town facilities and infrastructure. B. Analysis of Debt Issuance and Debt Issuance Alternatives - Staff will explore alternatives to the issuance of debt for capital acquisitions and construction projects. These alternatives will include, but not be limited to, (1) grants- in- aid, (2) use of reserves, (3) use of either current on-going general revenues or one-time revenues, (4) contributions from developers and others, (5) leases, (6) user fees, and (7) impact fees. C. Use of Debt Financing - The useful life of the asset or project shall, at a minimum, exceed the payout schedule of any debt the Town assumes. Debt financing instruments to be considered by the Town may include: WE TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES • 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. 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. Continuing Disclosure - The Town is committed to continuing disclosure of financial and pertinent credit information relevant to the Town's outstanding securities. 282 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES J. Debt Refunding -Town staff and the financial advisor shall monitor the municipal bond market for opportunities to obtain interest savings by refunding outstanding debt. As a general rule, the present value savings of a particular refunding should exceed 3.5% of the refunded maturities. VIII. INTERGOVERNMENTAL RELATIONSHIPS The Town will pursue coordinated efforts with other governmental agencies to achieve common policy objectives, share the cost of providing government services on an equitable basis, and support favorable legislation at the State and Federal levels. A. Inter -local Cooperation in Delivering Services -In order to promote the effective and efficient delivery of services, the Town shall actively seek to work with other local jurisdictions in joint purchasing consortia, sharing facilities, sharing equitably the costs of service delivery, and developing joint programs to improve service to its citizens. B. Legislative Program -The Town shall cooperate with other jurisdictions to actively oppose any State or Federal regulation or proposal that mandates additional Town programs or services and does not provide the funding to implement them. Conversely, as appropriate, the Town shall support legislative initiatives that provide more funds for priority local programs. IX. GRANTS A. Grant Guidelines - The Town shall apply, and facilitate the application by others, for only those grants that are consistent with the objectives and high priority needs previously identified above in these policies. The potential for incurring on-going costs, to include the assumption of support for grant funded positions from local revenues, will be considered prior to applying for a grant. 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. 283 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES Commitment to Business Expansion, Diversification, and Job Creation - The Town shall encourage and participate in economic development efforts to expand Westlake's economy to increase local employment. These efforts shall not only focus on newly developing areas but also on other established sections of Westlake where development can generate additional jobs and other economic benefits. C. Coordinate Efforts with Other Jurisdictions - The Town's economic development program shall encourage close cooperation with other local jurisdictions, chambers of commerce, and groups Interested in promoting the economic well-being of this area. D. Cost/Benefit of Incentives for Economic Development - The Town will use due caution in the analysis of any tax or fee incentives that are used to encourage economic development. A cost/benefit (fiscal impact) analysis will be performed as part of such evaluation for each prospect. Economic development agreements will contain performance language as to the business's proposed economic impact to Westlake in exchange for Town incentives with adequate "claw -back" provisions for the Town. XI. FISCAL MONITORING A. Financial Status and Performance Reports - Quarterly reports comparing expenditures and revenues to current budget, projecting expenditures and revenues through the end of the year, noting the status of fund balances to include dollar amounts and percentages, and outlining any remedial actions necessary to maintain the Town's financial position shall be prepared for review by the Town Manager and the Council. 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 284 TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES the Government Finance Officers Association (GFOA). The Board shall select an independent firm of certified public accountants to perform an annual audit of all operations A. Accounting - The Town is solely responsible for the recording and reporting of its financial affairs, both internally and externally. The Town's Finance Director is responsible for establishing the structure for the Town's chart of accounts and for assuring that procedures are in place to properly record financial transactions and report the Town's financial position. External Auditing - Town will be audited annually by outside independent accountants (auditors). The auditors must be a CPA firm and must demonstrate significant experience in the field of local government auditing. They must conduct the town's audit in accordance with generally accepted auditing standards and be knowledgeable in the Government Finance Officers Association Certificate of Achievement program. The auditors' report on Town's financial statements will be completed within a timely period of the Town's fiscal year-end. The auditor will jointly review the management letter with the Town Council, if necessary. In conjunction with this review, the Finance Director shall respond in writing to the Town Council regarding the auditor's Management Letter, addressing the issued contained therein. The Town will not require auditor rotation, but will circulate request for proposal for audit services on a periodic basis as deemed appropriate. 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. TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES C. Program Planning - The capital budget will be taken from the capital improvements project plan for future years. The planning time frame for the capital improvements project plan should normally be five years, with a minimum of at least three years. The replacement and maintenance for capital items should also be projected for the next five years. Future maintenance and operational costs will be considered so that these costs can be included as appropriate in the annual budget. D. Financing Programs - Where applicable and with Council approval, impact fees, pro -rata charges, assessments, or other fees should be used to fund capital projects which have a primary benefit to specific, identifiable property owners. • Recognizing that long-term debt is usually a more expensive financing method, alternative financing sources will be explored before debt is issued. When debt is issued, it will be used to acquire major assets with expected lives which equal or exceed the average life of the debt issue. E. Reporting - Periodic financial reports will be prepared to enable the department directors to manage their capital budgets. Summary capital project status reports will be presented to the Town Council quarterly. XV. CAPITAL MAINTENANCE AND REPLACEMENT The Town recognizes that deferred maintenance and not anticipating capital replacement needs increases future capital costs. Annually, available funds will be evaluated during the budget process and a percentage of each operating fund's budget will be recommended to the Council for transfer. Upon approval by the Council, the recommended amount will be transferred to the appropriate funds (General or Utility Maintenance Replacement Fund) for major maintenance/ replacement of street, building roof, flooring, air conditioning, equipment, etc. XVI. INTERNAL CONTROLS A. Written Procedures - Whenever possible, written procedures will be established and maintained by the Finance Director for all functions involving purchasing, cash handling and/or accounting throughout the Town. These procedures will embrace the general concepts of fiscal responsibility set for in this policy statement. B. Department Directors' Responsibilities - Each department director is responsible for ensuring that good internal controls are followed throughout his/her department, that all directives or internal controls are implemented, and that all independent auditor internal control recommendations are addressed. Departments will develop and periodically update written internal control procedures. XVII. ASSET MANAGEMENT A. Investments -The Finance Director shall promptly invest all Town funds with the depository bank in accordance with the provisions of the current Bank Depository Agreement or in any negotiable instrument authorized by the Town Council. Further, investments shall be TOWN OF WESTLAKE FISCAL AND 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. 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 or 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. 287 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 on the basis of safety. • Liquidity - The Town's investment portfolio will remain sufficiently liquid to enable it to meet all operating requirements which might be reasonably anticipated. Investment decisions will be based on cash flow analysis of anticipated expenditures. • Diversification - Diversification is required in the portfolio's composition. Diversification of the portfolio will include diversification by maturity and market sector and will include the use of a number of broker/dealers or banks for diversification and market coverage. Competitive bidding will be used on each sale or purchase. • Yield - The Town's investment portfolio shall be designed with the objective of attaining a reasonable market yield, taking into account the Town's risk constraints and cash flow needs. A reasonable market yield for the portfolio will be defined as the six month (180 day) U.S. Treasury Bill which compares to the portfolio's maximum weighted average maturity of six months. The authorized investment purchased will be of the highest credit quality and marketability supporting the objectives of safety and liquidity. Securities, when not matched to a specific liability, will be short term to provide adequate liquidity. The portfolio shall be diversified to protect against market and credit risk in any one sector. INVESTMENT POLICY The maximum weighted average maturity of the portfolio will be no more that 180 days and the maximum stated maturity of any security will not exceed two years. The funds are combined for investment purposes but the unique needs of all the funds in the portfolio are recognized and represented. Effective cash management is recognized as essential to good fiscal management. Cash management is defined as the process of managing monies in order to ensure maximum cash availability. The Town shall maintain a cash management program which includes timely collection of accounts receivable, prudent investment, disbursement of payments within invoice terms and the management of banking services. IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY Specific investment parameters for the investment of public funds in Texas are stipulated in the Public Funds Investment Act, Chapter 2256, Texas Government Code, (the "Act"). The Act is attached as Exhibit A. The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies collateral requirements for all public funds deposits. The Collateral Act is attached as Exhibit B. The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes local governments in Texas to participate in a Texas investment pool established thereunder. V. DELEGATION OF INVESTMENT AUTHORITY The Finance Director, acting on behalf of the Council, is designated as the Investment Officer of the Town and is responsible for all investment management decisions and activities. The Council is responsible for considering the quality and capability of staff, investment advisors, and consultants involved in investment management and procedures. All participants in the investment process shall seek to act responsibly as custodians of the public trust. The Investment Officer shall develop and maintain written administrative procedures for the operation of the investment program which are consistent with this Investment Policy. Procedures will include safekeeping, wire transfers, banking services contracts, and other investment related activities. The Investment Officer shall be responsible for all transactions undertaken and shall establish a system of controls to regulate the activities of subordinate officials and staff. The Investment Officer shall designate a staff person as a liaison/deputy in the event circumstances require timely action and the Investment Officer is not available. No officer or designee may engage in an investment transaction except as provided under the terms of this Policy and the procedures established by the Investment Officer and approved by the Town Manager. VI. PRUDENCE The standard of prudence to be used in the investment function shall be the "prudent person" standard and shall be applied in the context of managing the overall portfolio. INVESTMENT POLICY This standard states: "Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the expected income to be derived." Limitation of Personal Liability - The Investment Officer and those delegated investment authority, when acting in accordance with the written procedures and this Policy and in accord with the Prudent Person Rule, shall be relieved of personal liability in the management of the portfolio provided that deviations from expectations for a specific security's credit risk or market price change are reported in a timely manner and that appropriate action is taken to control adverse market effects. VII. INTERNAL CONTROLS The Investment Officer shall establish a system of written internal controls which will be reviewed annually with the independent auditor of the Town. The controls shall be designed to prevent loss of public funds due to fraud, employee error, and misrepresentation by third parties, or imprudent actions by employees of the Town. VIII. AUTHORIZED INVESTMENTS Acceptable investments under this policy shall be limited to the instruments listed below. The choice of high-grade government investments and high-grade, money market instruments are designed to assure the marketability of those investments should liquidity needs arise. • Obligations of the United States Government, its agencies and instrumentalities, not to exceed two (2) years to stated maturity and excluding mortgage backed securities; • Fully insured or collateralized certificates of deposit from a bank doing business in the State of Texas and under the terms of a written depository agreement with that bank, not to exceed one year to stated maturity; • No-load, SEC registered money market mutual funds. No more than 80% of the entity's monthly average balance may be invested in money market funds • Public Funds interest bearing accounts; and • Constant dollar, AAA -rated Texas Local Government Investment Pools as defined by the Public Funds Investment Act. If additional types of securities are approved for investment by public funds by state statute, they will not be eligible for investment until this Policy has been amended and the amended version adopted by the Council. Delivery versus Payment - All investment security transactions shall be conducted on a delivery versus payment (DVP) basis to assure that the Town has control of its assets and/or funds at all times. 290 INVESTMENT POLICY IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS Securities broker/dealers may be primary or regional broker/dealers and will meet other criteria as determined by the Investment Officer including state registration and completion of a Town Broker/Dealer questionnaire (attached as Exhibit D). The following criteria must be met by authorized firms. • annual provision of an audited financial statement, • proof of certification by the National Association of Securities Dealers (NASD) • proof of current registration with the Texas State Securities Commission, and • completion of the Town's broker/dealer questionnaire. Every bank and broker/dealer with whom the Town transacts business will be provided a copy of this Investment Policy to assure that they are familiar with the goals and objectives of the investment program. The firm will be required to return a signed copy of the Certification Form (attached as Exhibit C) certifying that the Policy has been received and reviewed and only those securities approved by the Policy will be sold to the Town. X. DIVERSIFICATION AND MATURITY LIMITATIONS It is the policy of the Town to diversify its investment portfolio. Invested funds shall be diversified to minimize risk or loss resulting from over -concentration of assets in a specific maturity, specific issuer, or specific class of securities. Diversification strategies shall be established and periodically reviewed. XI. SAFEKEEPING AND COLLATERALIZATION The laws of the State and prudent treasury management require that all purchased securities be bought on a delivery versus payment (DVP) basis and be held in safekeeping by either an approved, independent third party financial institution or the Town's designated depository. Securities Owned by the Town - All safekeeping arrangements shall be approved by the Investment Officer and an agreement of the terms executed in writing. The safekeeping bank may not be within the same holding company as the bank from which the securities are purchased. The custodian shall be required to issue original safekeeping receipts to the Town listing each specific security, rate, description, maturity, CUSIP number, and other pertinent information. Collateral - Collateralization shall be required on all bank time and demand deposits for principal and accrued interest amounts over the FDIC insurance coverage of $100,000 (by tax identification number). In order to anticipate market changes and provide a level of additional security for all funds, collateral with a market value equal to 102% of the total deposits are required. The pledging bank will be made contractually liable for monitoring and maintaining the collateral levels at all times. All collateral will be held by an independent third party bank outside the holding company of the bank, pledged to the Town. Authorized collateral will include only: • Obligations of the US Government, its agencies and instrumentalities to include mortgage backed securities which pass the bank test, • Municipal obligations rated at least A by two nationally recognized rating agencies. • The custodian shall be required to provide original safekeeping receipts clearly marked that the security is pledged to the Town. 291 INVESTMENT POLICY XII. REPORTING The Investment Officer shall submit quarterly reports to the Council containing sufficient information to permit an informed outside reader to evaluate the performance of the investment program and in full compliance with the Act. At a minimum the report shall contain: • Beginning and ending market value of the portfolio by market sector and total portfolio • Beginning and ending book value of the portfolio by market sector and total portfolio • Change in market value during the period • Detail on each asset (book, market, description, par ad maturity date) • Earnings for the period • Overall weighted average maturity of the portfolio The report will be prepared jointly by all involved in the investment activity and be signed by the Investment Officer. It will contain all elements as required by the Act and be signed by the Investment Officers as in compliance with the Act and this Policy. Market prices for assignment of market values will be obtained from an independent source. The three month Treasury Bill average yield for the reporting period will be reported as a gauge of performance and risk. XIII. DEPOSITORIES The Town will designate one banking institution through a competitive process as its central banking services provider at least every five years. This institution will be used for normal banking services including disbursements, deposits, and safekeeping of Town owned securities. Other banking institutions from which the Town may purchase only certificates of deposit will also be designated as a depository. All banking arrangements will be in written form in accordance with FIRREA which requires a resolution of approval of the agreement by the Bank Council or Bank Loan Committee. XIV. INVESTMENT POLICY ADOPTION BY COUNCIL The Town's Investment Policy and its incorporated strategies shall be adopted by resolution annually by the Council. 292 This page is intentionally blank 293