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09-13-21 Joint TC BOT Agenda PacketTC Executive Session Agenda – 09/10/21 Page 1 of 1 TOWN OF WESTLAKE TOWN COUNCIL EXECUTIVE SESSION MEETING AGENDA 1500 SOLANA BLVD, BUILDING 7, SUITE 7100, COUNCIL CHAMBER WESTLAKE, TX 76262 September 13, 2021 4:00 P.M. Vision Statement An oasis of natural beauty that maintains our open spaces in balance with distinctive development, trails, and quality of life amenities amidst an ever expanding urban landscape. Executive Session 1. CALL TO ORDER 2. EXECUTIVE SESSION The Town Council will conduct a closed session pursuant to Texas Government Code, annotated, Chapter 551, Subchapter D for the following: a. Section 551.071(2) Consultation with Attorney – to seek advice of counsel on matters in which the duty of the Town Attorney under the Texas Disciplinary Rules of Professional Conduct of the State Bar of Texas clearly conflicts with Chapter 551 of the Texas Government Code - FM 1938 access for proposed Southlake development. b. Section 551.071(2) – Consultation with Town Attorney on a matter in which the duty of the attorney to the governmental body under the Texas Disciplinary Rules of Professional Conduct of the State Bar of Texas clearly conflicts with this chapter: Resolution No. 00-19, a Contract with Hillwood Development Corporation Concerning the Design Engineering and Construction of the West Side Pump Station and the Dove Road Waterline. 3. RECONVENE MEETING 4. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS. 5. ADJOURNMENT ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE SESSION AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER SECTIONS 551.07187 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS GOVERNMENT CODE. CERTIFICATION I certify that the above notice was posted at the Town Hall of the Town of Westlake, 1500 Solana Blvd., Building 7, Suite 7100, Westlake, TX 76262, September 10, 2021, by 4:00 p.m. under the Open Meetings Act, Chapter 551 of the Texas Government Code. _____________________________________ Todd Wood, Town Secretary TC/BOT Agenda – 9/13/2021 Page 1 of 4 TOWN OF WESTLAKE TOWN COUNCIL AND WESTLAKE ACADEMY BOARD OF TRUSTEES JOINT MEETING AGENDA 1500 SOLANA BLVD, BUILDING 7, SUITE 7100, COUNCIL CHAMBER WESTLAKE, TX 76262 SEPTEMBER 13, 2021 5:00 P.M. MEETING The Town Council of the Town of Westlake and the Board of Trustees of Westlake Academy will conduct this joint meeting at 5:00 p.m. on Monday, September 13, 2021. In order to advance the public health goal of promoting "social distancing" to slow the spread of the Coronavirus (COVID- 19), there will be limited public access to the physical location described above. A limit of thirty (30) seats will be available to the public on a first-come, first-serve basis. A recording of this meeting will be made and will be available to the public in accordance with the Open Meetings Act. Vision Statement An oasis of natural beauty that maintains our open spaces in balance with distinctive development, trails, and quality of life amenities amidst an ever expanding urban landscape. Regular Session 1. CALL TO ORDER 2. PLEDGE OF ALLEGIANCE 3. PRESENTATION AND RECOGNITION OF THE WESTLAKE ACADEMY A/P SCHOLARS. 4. CITIZEN COMMENTS: This is an opportunity for citizens to address the Town Council or Board of Trustees on any matter, whether or not it is posted on the agenda. Individual citizen comments are normally limited to three (3) minutes; however, time limits can be adjusted by the presiding officer. The presiding officer may ask the citizen to hold their comment on an agenda item if the item is posted as a Public Hearing. The Town Council and/or Board of Trustees cannot by law take action nor have any discussion or deliberations on any presentation made at this time concerning an item not listed on the agenda. The Town Council and/or Board of Trustees will receive the information, ask staff to review the matter, or an item may be noticed on a future agenda for deliberation or action. 5. ITEMS OF COMMUNITY INTEREST: Mayor and Council Reports on Items of Community Interest pursuant to Texas Government Code Section 551.0415 the Town Council may report on the following items: (1) expression of thanks, congratulations or condolences; (2) information about holiday schedules; (3) recognition of individuals; (4) reminders about upcoming Town Council events; (5) information about community events; and (6) announcements involving imminent threat to public health and safety. 6. CONSENT AGENDA: All items listed below are considered routine by the Town Council and/or Board of Trustees and will be enacted with one motion. There will be no separate discussion of items unless a Council/Board Member or citizen so requests, in which event the item will be removed from the general order of business and considered in its normal sequence. TC/BOT Agenda – 9/13/2021 Page 2 of 4 a. Consider approval of the Town Council minutes from the Joint meeting on April 5, 2021. b. Consider approval of the Town Council minutes from the Joint meeting on April 26, 2021. c. Consider approval of Resolution WA 21-20, approving the Westlake Academy graduation policy. d. Consider approval of Resolution WA 21-21, approving the Westlake Academy enrollment policy. e. Consider approval of Resolution 21-30, appointing and re-appointing Board Members to the Westlake Academy Foundation. 7. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF ORDINANCE 936, REVISING THE BUDGET FOR THE 2020-2021 FISCAL YEAR; ADOPTING THE BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2021 AND ENDING SEPTEMBER 30, 2022 INCLUDING INVESTMENT POLICY, PAY PLAN POLICY, FISCAL AND BUDGETARY POLICIES, RESTRICTED, COMMITTED AND ASSIGNED FUND BALANCES; PROVIDING AUTHORIZATION TO THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS UP TO $50,000; PROVIDING THAT THE BUDGET BE KEPT IN CITY SECRETARY’S OFFICE; PROVIDING FOR A SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE. 8. DISCUSSION AND CONSIDERATION OF RESOLUTION 20-31, TO RATIFY THE PROPERTY TAX INCREASE AS REFLECTED IN THE FY 2021-2022 ANNUAL OPERATING AND CAPITAL BUDGET. 9. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF ORDINANCE 937, LEVYING MUNICIPAL AD VALOREM (PROPERTY) TAXES FOR THE 2021 TAX YEAR IN ACCORDANCE WITH THE FISCAL YEAR 2021-2022 PROPOSED BUDGET. 10. DISCUSSION REGARDING THE WESTLAKE ACADEMY FOUNDATION’S FUND-AN-ITEM PROGRAM. 11. TOWN MANAGER/SUPERINTENDENT UPDATE a. Healthy Campus b. Development c. Back to school d. Neighborhood meeting recap 12. EXECUTIVE SESSION The Town Council will conduct a closed session pursuant to Texas Government Code, annotated, Chapter 551, Subchapter D for the following: a. Section 551.071(2) Consultation with Attorney – to seek advice of counsel on matters in which the duty of the Town Attorney under the Texas Disciplinary Rules of Professional Conduct of the State Bar of Texas clearly conflicts with Chapter 551 of the Texas Government Code - FM 1938 access for proposed Southlake development. TC/BOT Agenda – 9/13/2021 Page 3 of 4 b. Section 551.071(2) – Consultation with Town Attorney on a matter in which the duty of the attorney to the governmental body under the Texas Disciplinary Rules of Professional Conduct of the State Bar of Texas clearly conflicts with this chapter: Resolution No. 00-19, a Contract with Hillwood Development Corporation Concerning the Design Engineering and Construction of the West Side Pump Station and the Dove Road Waterline. 13. RECONVENE MEETING 14. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS. 15. COUNCIL RECAP/STAFF DIRECTION 16. FUTURE AGENDA ITEMS: Any Town Council/Board of Trustees Member may request at a workshop and or Town Council/Board of Trustees meeting, under “Future Agenda Item Requests”, an agenda item for a future Town Council/Board of Trustees meeting. The Town Council/Board of Trustees Member making the request will contact the Town Manager/Superintendent with the requested item and the Town Manager/Superintendent will list it on the agenda. At the meeting, the requesting Town Council/Board of Trustees Member will explain the item, the need for Town Council/Board of Trustees discussion of the item, the item’s relationship to the Town Council/Board of Trustees strategic priorities, and the amount of estimated staff time necessary to prepare for Town Council/Board of Trustees discussion. If the requesting Town Council/Board of Trustees Member receives a second, the Town Manager/Superintendent will place the item on the Town Council/Board of Trustees agenda calendar allowing for adequate time for staff preparation on the agenda item. a. Approved by Council for Discussion: i. Historical Designations for various properties in Westlake (5/24) ii. Westlake Academy Data Request (will be presented in modified form at 9/16 retreat) iii. Quarterly HOA Board Meeting Discussions (8/23) b. Proposed Items (none) c. Pending items (none) 17. ADJOURNMENT ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE SESSION AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER SECTIONS 551.07187 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS GOVERNMENT CODE. TC/BOT Agenda – 9/13/2021 Page 4 of 4 CERTIFICATION I certify that the above notice was posted at the Town Hall of the Town of Westlake, 1500 Solana Blvd., Building 7, Suite 7100, Westlake, TX 76262, September 10, 2021, by 5:00 p.m. under the Open Meetings Act, Chapter 551 of the Texas Government Code. _____________________________________ Todd Wood, Town Secretary If you plan to attend this public meeting and have a disability that requires special needs, please advise the Town Secretary’s Office 48 hours in advance at 817-490-5711 and reasonable accommodations will be made to assist you. United States Pledge "I pledge allegiance to the flag of the United States of America, and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all." Texas Pledge “Honor the Texas flag; I pledge allegiance to the, Texas, one state under God, one and indivisible.” Town Council/Board of Trustees Item # 2 – Pledge of Allegiance NO BACKUP MATERIAL HAS BEEN PROVIDED FOR THIS ITEM. Town Council/ Board of Trustees Item #3 – Presentation and Recognition of the Westlake Academy A/P Scholars CITIZEN COMMENTS: This is an opportunity for citizens to address the Town Council or Board of Trustees on any matter, whether or not it is posted on the agenda. Individual citizen comments are normally limited to three (3) minutes; however, time limits can be adjusted by the presiding officer. The presiding officer may ask the citizen to hold their comment on an agenda item if the item is posted as a Public Hearing. The Town Council or Board of Trustees cannot by law take action nor have any discussion or deliberations on any presentation made at this time concerning an item not listed on the agenda. The Town Council or Board of Trustees will receive the information, ask staff to review the matter, or an item may be noticed on a future agenda for deliberation or action. Town Council/Board of Trustees Item #4 – Citizen Comments ITEMS OF COMMUNITY INTEREST: Town Council/Board of Trustees Reports on Items of Community Interest, pursuant to Texas Government Code Section 551.0415, the Town Council/ Board of Trustees may report on the following items: (1) expression of thanks, congratulations or condolences; (2) information about holiday schedules; (3) recognition of individuals; (4) reminders about upcoming Town Council events; (5) information about community events; and (6) announcements involving imminent threat to public health and safety. Calendar of Meetings/Events: Town Council/Board of Trustees Meeting Monday, September 13, 2021; 5:00 pm* Westlake Town Hall, Solana Terrace-Bldg.7, Suite 7100 (In-person, limited seating for social distancing) WA BOT/Council Visioning Retreat Thursday, September 16, 2021; 8:30 am-5:00 pm 1500 Solana Blvd., Bldg 7, Conference Rooms 1-2 (lower floor) Planning & Zoning Meeting Monday, September 20, 2021; 5:00 pm* Westlake Town Hall, Solana Terrace-Bldg.7, Suite 7100 (In-person, limited seating for social distancing) New WA Parents Meeting Wednesday, September 22, 2021; 6:00 pm Laura and Doug Wheat’s Home Town Council Work Session/Meeting Monday, September 27, 2021; 5:00 pm* Westlake Town Hall, Solana Terrace-Bldg.7, Suite 7100 (In-person, limited seating for social distancing) Board of Trustees Meeting Monday, October 4, 2021; 5:00 pm* Westlake Town Hall, Solana Terrace-Bldg.7, Suite 7100 (In-person, limited seating for social distancing) Cocktails & Conversation Tuesday, October 5, 2021; 5:00 pm Solana Terrace-Bldg.7, First floor lounge Planning & Zoning Meeting Monday, October 11, 2021; 5:00 pm* Westlake Town Hall, Solana Terrace-Bldg.7, Suite 7100 (In-person, limited seating for social distancing) New Residents Meeting Thursday, October 12, 2021; 6:00 pm Laura and Doug Wheat’s Home Town Council/Board of Trustees Item # 5 – Items of Community Interest Westlake Classic Car Show Saturday, October 16, 2021; 11:00-4 pm 2902 Sam School Road, Westlake, TX 76262 Vaquero/Quail Hollow Neighborhood Meeting Tuesday, October 19, 2021; 6:00 pm Laura and Doug Wheat’s Home *Reminder: Agendas for all municipal/academic meetings are posted a minimum of 72 hours before the meeting begins and can be found on our Town’s website under the tab “Government/Agendas & Minutes.” **For meeting agendas and details on WA calendar events or Municipal calendar events, please visit the Westlake Academy website or the Town of Westlake website for further assistance. TC/BOT Minutes – 04/05/21 Page 1 of 8 MINUTES OF THE JOINT TOWN OF WESTLAKE TOWN COUNCIL AND WESTLAKE ACADEMY BOARD OF TRUSTEES MEETING APRIL 5, 2021 In accordance with Order of the Office of the Governor issued March 16, 2020 and March 19, 2020, the Town Council of the Town of Westlake and the Board of Trustees of Westlake Academy conducted a joint meeting at 6:00 p.m. on Monday, April 5, 2021. In order to advance the public health goal of promoting "social distancing" to slow the spread of the Coronavirus (COVID-19), there was limited public access to the physical location described above to thirty (30) seats for the public on a first-come, first-serve basis. A recording of this meeting was made and will be available to the public in accordance with the Open Meetings Act. PRESENT: Mayor/President Laura Wheat and Council/Board of Trustee Members Carol Langdon, Alesa Belvedere, Rajiv Trivedi, Rick Rennhack, and Greg Goble. ABSENT: None. OTHERS PRESENT: Town Manager Amanda DeGan, Deputy Town Manager Noah Simon, Assistant Town Manager Jarrod Greenwood, Town Secretary Todd Wood, Director of Information Technology Jason Power, Director of Public Works & Facilities Troy Meyer, Director of Community Engagement Jon Sasser, Business Manager Marlene Rutledge, Westlake Academy Executive Director Dr. Mechelle Bryson, PYP Principal Rod Harding, PYP Coordinator Alison Schneider, MYP Principal Kaylene Rudd, MYP Coordinator Terrie Watson, DP Principal Dr. James Owen, and Athletic Director Alan Burt. Executive Session 1. CALL TO ORDER Mayor/President Wheat called the Joint Town Council and Board of Trustees meeting to order at 6:03 p.m. The Town Council/Board of Trustees recessed into Executive Session at 6:03 p.m. The Town Council/Board of Trustees reconvened into Regular Session at 6:40 p.m. Mayor/President Wheat called the Regular Session to order at 6:40 p.m. TC/BOT Minutes – 04/05/21 Page 2 of 8 2. PLEDGE OF ALLEGIANCE 3. CITIZEN COMMENTS This is an opportunity for citizens to address the Town Council on any matter, whether or not it is posted on the agenda. Individual citizen comments are normally limited to three (3) minutes; however, time limits can be adjusted by the presiding officer. The presiding officer may ask the citizen to hold their comment on an agenda item if the item is posted as a Public Hearing. The Town Council cannot by law take action nor have any discussion or deliberations on any presentation made at this time concerning an item not listed on the agenda. The Town Council will receive the information, ask staff to review the matter, or an item may be noticed on a future agenda for deliberation or action. No one addressed the Town Council or Board of Trustees. 4. ITEMS OF COMMUNITY INTEREST Director of Community Engagement Jon Sasser provided an update on the following items: Early Voting: This will occur between April 19th through April 27th. The Town of Westlake has all of the information regarding early voting locations and the times that the polls will be open. Election Day will be on May 1, 2021, and due to construction, the polling location will be located in at 1500 Solana Blvd, Bldg. #1, Suite #1100. Election Day: Election Day is Saturday, May 1, 2021. Polls will be from open 7:00 am – 7:00 pm at the Glenstar Conference Center, located at 1500 Solana Blvd, Building #1, Suite 1100, Westlake, TX 76262. Voters must use 1400 Solana Blvd. driveway to access the rear parking lot and enter the rear entrance of Building #1. Signage will be placed throughout the location and maps will be provided electronically to residents through the Communications Department and on the Town’s website. Gallery Night: The Westlake Academy Foundation will hold their Annual Gallery Night event, named “Rhinestones at the Ranch”. This event will be held on Saturday, April 10, 2021 at the Vaquero Club. RSVPs are due by today. Roanoke Road Re-Pavement: This project began last week by the City of Keller, and is located between Knox Road and Melody Lane. The project is expected to be completed on May 7th and may impact the residents of Stagecoach Hills and others who use this road. COVID-19 Vaccinations: COVID-19 vaccines are now available for all adults in the state of Texas, and information was sent out in last week’s version of the Westlake Wire and the Town’s website. 5. PRESENTATION AND DISCUSSION REGARDING THE PERSONAL PROJECT. Executive Director Dr. Mechelle Bryson presented this item. She began by stating that TC/BOT Minutes – 04/05/21 Page 3 of 8 Westlake Academy’s mission is to provide students with an internationally minded education of the highest quality, so they are well-balanced lifelong learners. Aligned with WA’s mission is the vision of the campus. Westlake Academy’s vision is to inspire college-bound students to achieve their highest individual potential in a nurturing environment that fosters the traits found in the IB Learner Profile. Within the scope of accomplishing the mission and vision of Westlake Academy, the school utilizes capstone projects in each IB programme as a vehicle to provide opportunities for students to develop, implement, and put into practice the various components of their IB world education. In May, IB Coordinators will present to the Board of Trustees examples that span across the Academy’s IB programmes illustrating the power of these capstone projects for students. These capstone projects are multifaceted and serve as a culminating academic experience for our students that allow them to demonstrate mastery of the IB Approaches to Learning, ATLs, along with their development of the IB Learner Profile. It also provides students an opportunity to consolidate their learning and illustrate it in meaningful ways. This presentation is designed to highlight one of our students who has gained notoriety based on the work that she has done with her personal project. One student has written and published a book on the topic of dyslexia. This book that is based on this student’s personal journey as a student with dyslexia. The purpose this book is to inspire those struggling with dyslexia to realize that there are others with similar struggles and to inspire the reader to discover their own talents and strengths. This student’s personal project was praised by the Board of Trustees. 6. PRESENTATION AND DISCUSSION REGARDING THE WESTLAKE ACADEMY ACADEMIC INTEGRITY POLICY. Executive Director Dr. Mechelle Bryson presented this item. She noted that the Academic Honesty policy was brought to the Board of Trustees at the December 7, 2020 Board of Trustees meeting, the Instructional Leadership Team (ILT), engaged in a dialogue with the Board of Trustees about the role of academic integrity at the Academy. This presentation and discussion led to questions about the ILT’s approach to consequences for academic dishonesty. In the interim, the ILT has meet several times to discuss this issue and to revise Westlake Academy’s policy and the name has been changed to the “Academic Integrity Policy”. In doing so, the Academy has taken a developmentally responsive approach throughout the Academy’s IB continuum. In addition, teachers and students have the responsibility to help ensure that all students have an equal opportunity to demonstrate the knowledge and skills they acquire during their studies and to continue this responsibility as a “lifelong learner” in post-secondary education and their future careers. All members of Westlake Academy IB community must strive to be principled, acting with integrity and honesty, with a strong sense of fairness and justice, displaying respect for the dignity and rights of people everywhere. In exhibiting integrity, students must embrace these principles and standards established by the IBO and Westlake Academy. Dr. Bryson then stated that that this is a progressive policy that would teach students how to act with integrity and honor. Dr. Bryson then asked PYP Principal Mr. Rod Harding and TC/BOT Minutes – 04/05/21 Page 4 of 8 PYP Coordinator Alison Schneider to address the Board regarding the PYP programme. Mr. Harding began by stating that this policy is reviewed each year by staff and is a working document that builds on the planning from previous years that is inclusive of the traits of the International Baccalaureate (IB) leaner profile. Ms. Schneider stated that this policy begins with how students are learning, beginning in kindergarten. This approach helps to prepare students as they progress into upper grades. Mr. Harding then explained the consequences of infractions under this policy, based on the number of infractions. MYP Principle Kylene Rudd then addressed the Board. She stated that the MYP portion of this policy builds on the foundation of the PYP programme using a developmentally and responsive approach that builds throughout the grade levels. Mrs. Rudd then asked MYP Coordinator Terri Watson to present to the Board. Mrs. Watson began by showing the elements of academic integrity according to the appropriateness in each grade level. She stated that this alignment should add consistency and clarity to each student and grade level. Mrs. Rudd then explained to then explained the consequences of infractions under this policy, based on the number of infractions. She noted that interventions would be used for students to learn from their mistakes; based on the individual needs of the student. The skills would be explicitly taught in order for students to fully understand fully the expectations that would be required under the policy. DP Principal Dr. James Owen then addressed the Board regarding the DP programme. He began by stating that there would be an advisory meeting at the beginning of the year that would explain the aspects and responsibilities of the Acedemic Integrity policy, which are aligned with the IB learner profile. This would include definitions and examples of academic dishonesty, and the roles of students and teachers. He stated that students would also sign an Acedemic Honesty Pledge. He explained how academic dishonesty would be determined, and would be based on very clear standards that have been published by the IB. Dr. Owen then explained the consequences of infractions under this policy, which were consistent with those in the PYP and MYP programmes. Dr. Bryson stated that the conversations that have occurred with developing this policy have helped with the vertical alignment of the academic programmes. President Wheat then thanked Dr. Bryson and her team for their hard work on this policy. 7. PRESENTATION AND DISCUSSION REGARDING THE WESTLAKE ACADEMY ATHLETIC PROGRAM. Athletic Director Mr. Burt addressed the Board. He began by stating that it has been several years since an update has been given on the Westlake Academy Athletic Program, and changes would be coming in the near future. He showed a slide illustrating the growth of the athletic program over the last twelve (12) years, which now includes 37 (thirty-seven) teams in total and ten (10) varsity teams. Participation rates were also shown from the 2014 athletic program expansion. He noted that he would like to see higher participation rates in the future, and some opportunities may be missed by not having the minimum number of players on a team. This could be attributed to many students playing “club” sports, which disallows them from playing for their school. This has occurred mostly in volleyball. TC/BOT Minutes – 04/05/21 Page 5 of 8 Participation in football basketball was lower in the past year due to COVID-19. Participation in soccer has also declined due to the nature of co-ed participation. Cross- country track and softball participation has also declined. In the basketball program, participation has declined at the junior high level due to COVID-19. Mr. Burt then then stated that the alarming statistic was the reduced number of girls who were participating in sports. This was attributed to several factors, including the popularity of beach volleyball and opportunities to play Lacrosse. In baseball, participation has remained steady, although there are fewer younger players signing up for the program. Participation in tennis and golf has remained steady. Cross-country track participation has declined primarily due to the time of year that it occurs in the spring as more students are choosing to prepare for college testing. Regarding league opportunities, the only viable option would be to change to UIL (University Interscholastic League). The UIL requires schools of with 320 or more students in grades 8-12 to play 11-Man Football. This would require a change from the 6- Man football in the current program. The junior high teams would remain 6-man teams and will require Westlake Academy to find schools that willing to play. The UIL requires all coaches to be full-time employees, and most of our coaches are currently part-time. Changing to the UIL league would require a significant financial investment. This would include additional costs for facility rentals, transportation costs, and changing part-time employees to full-time employees. 8. PRESENTATION AND DISCUSSION REGARDING THE WESTLAKE ACADEMY QUARTERLY FINANCIAL DASHBOARD REPORT FOR THE QUARTER ENDING FEBRUARY 28, 2021. Finance Director Ginger Awtry presented this item. She presented several slides to the Town Council/Board of Trustees. She began by stating that Ms. Marlene Rutledge recently earned her MBA degree, and her title has been changed to Academic Finance Manager. Ms. Awtry then stated that the Town was currently in a good financial position, with revenues exceeding projections and expenditures lower than projected. Ms. Awtry then asked Ms. Marlene Rutledge to give a brief explanation of the revenue and expenditures that were shown on the report. Mayor Wheat stated that she had no questions and commended the Finance Department for doing a great job. 9. PRESENTATION AND DISCUSSION REGARDING THE COVID-19 PANDEMIC, INCLUDING UPDATES AND RECOMMENDATIONS ON MUNICIPAL AND ACADEMIC OPERATIONS. Deputy Town Manager Noah Simon presented this item. He began by stating that the good news was that the COVID response team had not been as busy as they had been during the holiday season. Although there have been a handful of positive cases over the last 30-45 days, the seating charts have not been necessary to implement at this time. The COVID response team continues to meet on a regular basis and have been primarily focused on where employees can receive the COVID-19 vaccine. Mr. Simon noted that many employees have received the vaccine as of this date, and staff remains in frequent contact with Tarrant and Denton County Public Health Departments. Mr. Simon then noted that staff was monitoring the COVID variants very carefully. TC/BOT Minutes – 04/05/21 Page 6 of 8 10. EXECUTIVE SESSION: The Town Council/Board of Trustees convened into Executive Session at 9:24 p.m. The Town Council/Board of Trustees will conduct a closed session pursuant to Texas Government Code, annotated, Chapter 551, Subchapter D for the following: a. Section 551.087 - Deliberation Regarding Economic Development Negotiations (1) to discuss or deliberate regarding commercial or financial information that the governmental body has received from a business prospect that the governmental body seeks to have locate, stay, or expand in or near the territory of the governmental body and with which the governmental body is conducting economic development negotiations; or (2) to deliberate the offer of a financial or other incentive to a business prospect described by Subdivision (1) for the following: - Front 44 - Entrada - PD7 (Spencer Ranch) b. Section 551.071(2) Consultation with Attorney – to seek advice of counsel on matters in which the duty of the Town Attorney under the Texas Disciplinary Rules of Professional Conduct of the State Bar of Texas clearly conflicts with Chapter 551 of the Texas Government Code - FM 1938 access for proposed Southlake development. c. Section 551.074(a)(1): Deliberation Regarding Personnel Matters – to deliberate the appointment, employment, evaluation, reassignment, duties, of a public officer or employee: - Town Manager evaluation d. Section 551.071 - Discussion with the Town Attorney regarding pending, threatened, or contemplated litigation regarding BRS. e. Section 551.071 - Consultation with Attorney - to seek advice of counsel regarding Granada Homeowners' Association matters. f. Section 551.071 - Discussion with the Town Attorney regarding pending, threatened, or contemplated litigation regarding drainage matters within Vaquero. g. Section 551.073 - Deliberations Regarding Gifts and Donations. The Town Council/Board of Trustees convened into Executive Session at 9:24 p.m. 11. RECONVENE MEETING The Town Council/Board of Trustees reconvened into Regular Session at 10:22 p.m. 12. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS. Mayor Wheat stated that action could be taken by the Town Council regarding Executive Session Item (c). With this item, she stated that the Town Council would consider approval of the following changes to the Town Manager/Superintendent’s compensation package: TC/BOT Minutes – 04/05/21 Page 7 of 8 Mayor Wheat indicated that the Board would be taking action on Item 10(c) from the Executive Session Agenda. She asked for a motion to approve changes to the Town Manager’s Compensation Package. MOTION: Council Member Rennhack made a motion to approve the proposed amounts, retroactive to October 1, 2020, totaling $232,342. Council Member Goble seconded the motion. The motion carried by a vote of 5-0. Current Proposed Base Pay $193,500 $212,850 Car Allowance $9,000 $9,000 Cell Phone $960 $960 Health Ins. $4,532 $4,532 (Reduced from previous year by change in carrier) Spousal Travel $5,000 $0 Retention Pay $0 $5,000 (one time) Total $212,992 $232,342 Council Member Rennhack then thanked Mrs. DeGan for her dedication to the Town and a job well done. He added that the Town was very fortunate to have someone who has grown with the Town and would be around for a long time as growth continues. The Mayor and all Council members agreed with his comments. MOTION: Mayor Wheat then asked for a motion to approve this item. Council Member Rennhack made a motion to approve. Council Member Goble seconded the motion. The motion carried by a vote of 5-0. 13. COUNCIL RECAP/STAFF DIRECTION None. 14. FUTURE AGENDA ITEMS: Any Council member may request at a workshop and / or Council meeting, under “Future Agenda Item Requests”, an agenda item for a future Council meeting. The Council Member making the request will contact the Town Manager with the requested item and the Town Manager will list it on the agenda. At the meeting, the requesting Council Member will explain the item, the need for Council discussion of the item, the item’s relationship to the Council’s strategic priorities, and the amount of estimated staff time necessary to prepare for Council discussion. If the requesting Council Member receives a second, the Town Manager will place the item on the Council agenda calendar allowing for adequate time for staff preparation on the agenda item. None. 15. ADJOURNMENT TC/BOT Minutes – 04/05/21 Page 8 of 8 There being no further business before the Town Council or Board of Trustees, Mayor Wheat asked for a motion to adjourn the meeting. MOTION: Council Member Rennhack made a motion to adjourn the meeting. Council Member Goble seconded the motion. The motion carried by a vote of 5-0. Mayor Wheat adjourned the meeting at 10:24 p.m. ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE SESSION AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER SECTIONS 551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS GOVERNMENT CODE. APPROVED BY THE TOWN COUNCIL ON SEPTEMBER 13, 2021. ATTEST: _____________________________ Laura Wheat, Mayor __________________________ Todd Wood, Town Secretary TC Minutes – 04/26/21 Page 1 of 6 MINUTES OF THE TOWN OF WESTLAKE TOWN COUNCIL MEETING APRIL 26, 2021 In accordance with Order of the Office of the Governor issued March 16, 2020 and March 19, 2020, the Town Council of the Town of Westlake conducted a regular meeting at 6:30 p.m. on Monday, April 26, 2021. In order to advance the public health goal of promoting "social distancing" to slow the spread of the Coronavirus (COVID-19), there was limited public access to the physical location described above to thirty (30) seats for the public on a first-come, first- serve basis. A recording of this meeting was made and will be available to the public in accordance with the Open Meetings Act. PRESENT: Mayor Laura Wheat and Council/Board of Trustee Members Carol Langdon, Alesa Belvedere, Rajiv Trivedi, and Rick Rennhack. ABSENT: Council Member/ Board of Trustee Greg Goble. OTHERS PRESENT: Town Manager Amanda DeGan, Deputy Town Manager Noah Simon, Assistant Town Manager Jarrod Greenwood, Town Attorney Stan Lowry, Town Secretary Todd Wood, Director of Information Technology Jason Power, Director of Public Works & Facilities Troy Meyer, Director of Community Engagement Jon Sasser, Fire Chief Richard Whitten, Finance Director Ginger Awtry, Municipal Finance Manager Su Huynh, Keller City Manager Mark Hafner, Keller Police Chief Bradley Fortune, and John Beburro with Weaver and Tidwell, LLP. Regular Session 1. CALL TO ORDER Mayor Wheat called the Town Council meeting to order at 6:38 p.m. 2. PLEDGE OF ALLEGIANCE 3. CITIZEN COMMENTS This is an opportunity for citizens to address the Town Council on any matter, whether or not it is posted on the agenda. Individual citizen comments are normally limited to three (3) minutes; however, time limits can be adjusted by the presiding officer. The presiding officer may ask the citizen to hold their comment on an agenda item if the item is posted as a Public Hearing. The Town Council cannot by law take action nor TC Minutes – 04/26/21 Page 2 of 6 have any discussion or deliberations on any presentation made at this time concerning an item not listed on the agenda. The Town Council will receive the information, ask staff to review the matter, or an item may be noticed on a future agenda for deliberation or action. Dr. Anna White addressed the Town Council regarding the May 1, 2021 election. 4. ITEMS OF COMMUNITY INTEREST Director of Community Engagement Jon Sasser provided an update on the following items: Early Voting for the May 1, 2021 General Election: April 19-27, 2021 – The Town’s website for will have information regarding Tarrant and Denton County voting hours. Election Day: Saturday, May 1, 2021; Polls open 7:00 am – 7:00 pm. Westlake’s voting location will be at the Glenstar Conference Center – 1500 Solana Blvd, Building 1, Suite 1100, Westlake, TX 76262. Voters must use 1400 Solana Blvd. driveway then access the rear parking lot and enter the rear entrance of Building #1. Signage will be at the location and maps will be provided electronically to residents through the Communications Department and on the Town’s website. Joint Town Council/P&Z Meeting: Monday, May 3, 2021 at 5:00 pm at Westlake Town Hall, Solana Terrace-Bldg.7, Suite 7100. Limited seating will be available to the public to promote social distancing. Joint Town Council/BOT Meeting – Election Canvassing: Monday, May 10, 2021; 5:00 pm at Westlake Town Hall, Solana Terrace-Bldg.7, Suite 7100. Limited seating will be available to the public to promote social distancing. New Council/BOT Orientation: Wednesday, May 12, 2021 Planning & Zoning Commission Meeting: Monday, May 17, 2021 at 5:00 pm, Westlake Town Hall, Solana Terrace-Bldg.7, Suite 7100. Limited seating will be available to the public to promote social distancing. Keller Police Chief Bradley Fortune then addressed the Town Council. He began by stating that after giving the year-end presentation, there were several questions that arose that required additional information to be obtained. After meeting with Westlake staff and the Keller Community Services Officer, it has been determined that several community education publications will be sent to residents. This will include topics on unleashed dogs and golf carts. Chief Fortune then noted that he conducted a quarterly supervisors meeting with Keller Police Officers last week, and one topic that will be emphasized is increased bike patrols on the trail system in Westlake. He stated that visibility was very important on the trails as the spring season is now here. This presence would include both sworn officers and community volunteers. Chief Fortune then stated that he had recently met with Dr. Mechelle Bryson and College Counselor Carl Tippen regarding the implementation of a Police Chief/student forum that TC Minutes – 04/26/21 Page 3 of 6 will be started at Westlake Academy that mirrors a program currently in place in the City of Keller. Application will be accepted for two (2) weeks, with a one (1) week selection process to ensure the selection of a broad range of students. Approximately 15-20 students would be selected based on the number of applications received. Chief Fortune said this was an opportunity to understand the relationship between the student body and law enforcement, ask questions, and share this information with the student body. This information would help build relationships between police officers and students. 5. CONSENT AGENDA: All items listed below are considered routine by the Town Council and will be enacted with one motion. There will be no separate discussion of items unless a Council Member or citizen so requests, in which event the item will be removed from the general order of business and considered in its normal sequence. a. Consider approval of the minutes from the Town Council meeting on November 30, 2020. b. Consider approval of the minutes from the Joint Town Council/Board of Trustees meeting on December 14, 2020. c. Consider approval of the minutes from the Joint Town Council/Board of Trustees meeting on January 4, 2021. d. Consider approval of Resolution 21-13, authorizing the Town Manager to execute a Depository Agreement with U.S. Bank, N.A., for a Developer Reimbursement Agreement - Part B related to the Entrada Parking Garage. Mayor Wheat asked for a motion to approve the consent agenda. MOTION: Council Member Rennhack made a motion to approve the consent agenda. Council Member Langdon seconded the motion. The motion carried by a vote of 4-0. 6. PRESENTATION, DISCUSSION, AND CONSIDERATION OF RESOLUTION 21-14 ACCEPTING THE ANNUAL COMPREHESIVE ANNUAL FIANCIAL REPORT PRESENTED BY WEAVER AND TIDWELL, LLP FOR THE FISCAL YEAR ENDED SEPTEMBER 30, 2020. Mr. John Deburro with Weaver and Tidwell, LLP. presented this item to the Town Council. He provided several reports to the Town Council, which included the Annual Financial Report, Governance Communications, and Internal Controls and Compliance. He stated that the 2019-2020 audit was conducted according to Generally Accepted Accounting Standards (GAAP) and performed several tests to ensure compliance with the Public Funds Act. Mr. Deburro then noted that a non-modified opinion has been issued on the Town’s financial statements, and the results were that there were no material weaknesses or instances of non-compliance. He noted that that it was a very clean audit according to GAAP standards. In addition, a written report was issued on the Town’s internal controls, and there were no findings. He then thanked the Finance Department for doing a wonderful job and was confident that staff would continue to do a great job in the future. TC Minutes – 04/26/21 Page 4 of 6 There were no questions by the Town Council. Mayor Wheat then asked for a motion to approve Resolution 21-14. MOTION: Council Member Trivedi made a motion to approve Resolution 21-14. Council Member Rennhack seconded the motion. The motion carried by a vote of 4-0. 7. REPORTS Reports are prepared for informational purposes and will be accepted as presented. (there will no presentations associated with the report items) There will be no separate discussion unless a Council Member requests that report be removed and considered separately. a. Quarterly Financial “Dashboard” report for the quarter ended March 31, 2021. Mayor Wheat commented that this report was very well done. 8. DISCUSSION AND CONSIDERATION OF RESOLUTION 21-15, APPROVING A PROPOSAL TO DEVELOP A FEASIBILITY REPORT FOR THE TOWN OF WESTLAKE AND THE CITY OF KELLER FOR CONSOLIDATED FIRE AND EMS SERVICES BY THE MATRIX CONSULTING GROUP AND AUTHORIZING THE TOWN MANAGER TO EXECUTE ALL CONTRACT DOCUMENTS RELATING THERETO ON BEHALF OF THE TOWN OF WESTLAKE, TEXAS. Deputy Town Manager Noah Simon presented this item. He began by stating that the Town Council had approved an interlocal agreement with the City of Keller several weeks ago for Fire/EMS services and included an authorization to enter into an agreement with a consultant for a feasibility study. A proposal has been received from the Matrix Group, and Mr. Robert Finn was present to answer any questions. The cost of the consultant would be split between the Town of Westlake and the City of Keller. Mayor Wheat then asked for a motion to approve Resolution 21-15. MOTION: Council Member Rennhack made a motion to approve Resolution 21-15. Council Member Belvedere seconded the motion. The motion carried by a vote of 4-0. 9. CONDIDER APPROVAL OF RESOLUTION 21-16, APPROVING AN INTERLOCAL AGREEMENT WITH TARRANT COUNTY FOR THE RECONSTRUCTION OF OTTINGER ROAD, AUTHORIZING THE TOWN MANAGER TO EXECUTE THE AGREEMENT AND AUTHORIZING TOWN STAFF TO MAKE FUNDING CHANGES NOT TO EXCEED $25,000 ON THIS PROJECT. Director of Facilities and Public Works Troy Meyer presented this item. He began by stating that this project was approved in the current budget and that Tarrant County would provide labor for the project, and the Town of Westlake would be responsible for the required materials. This project would begin at the Keller city boundary on Ottinger Road and proceed to Schwab Way. This agreement would reduce costs between 30-40% as opposed to bidding the project out. TC Minutes – 04/26/21 Page 5 of 6 He noted that the project would begin on June 7th and require approximately eight (8) weeks to finish. In addition, Hillwood has committed $50,000 to widen the road beginning at Westlake Academy. The estimated total cost for the project is approximately $538,000. Mr. Meyer recommended that the project be approved. Mayor Wheat then asked for a motion to approve Resolution 21-16. MOTION: Council Member Rennhack made a motion to approve Resolution 21-16. Council Member Langdon seconded the motion. The motion carried by a vote of 4-0. 10. PRESENTATION AND DISCUSSION REGARDING THE COVID-19 PANDEMIC, INCLUDING UPDATES AND RECOMMENDATIONS ON MUNICIPAL AND ACADEMIC OPERATIONS. Town Manager Amanda DeGan presented this item. She began by stating that many of the County Commissioner’s calls have been recently changed to email communications. She indicated that current trends are coursing in a positive direction. 11. EXECUTIVE SESSION: The Council will conduct a closed session pursuant to Texas Government Code, annotated, Chapter 551, Subchapter D for the following: a. Section 551.087 - Deliberation Regarding Economic Development Negotiations (1) to discuss or deliberate regarding commercial or financial information that the governmental body has received from a business prospect that the governmental body seeks to have locate, stay, or expand in or near the territory of the governmental body and with which the governmental body is conducting economic development negotiations; or (2) to deliberate the offer of a financial or other incentive to a business prospect described by Subdivision (1) for the following: - Front 44 - Entrada - PD7 (Spencer Ranch) b. Section 551.071(2) Consultation with Attorney – to seek advice of counsel on matters in which the duty of the Town Attorney under the Texas Disciplinary Rules of Professional Conduct of the State Bar of Texas clearly conflicts with Chapter 551 of the Texas Government Code - FM 1938 access for proposed Southlake development. c. Section 551.071(2) – Consultation with Town Attorney on a matter in which the duty of the attorney to the governmental body under the Texas Disciplinary Rules of Professional Conduct of the State Bar of Texas clearly conflicts with this chapter: Resolution No. 00-19, a Contract with Hillwood Development Corporation Concerning the Design Engineering and Construction of the West Side Pump Station and the Dove Road Waterline. d. Section 551.071 - Discussion with the Town Attorney regarding pending, threatened, or contemplated litigation regarding BRS. e. Section 551.071 - Consultation with Attorney - to seek advice of counsel regarding Granada Homeowners' Association and ACC matters. f. Section 551.073 - Deliberations Regarding Gifts and Donations. TC Minutes – 04/26/21 Page 6 of 6 The Town Council convened into Executive Session at 7:17 p.m. 11. RECONVENE MEETING The Town Council reconvened into Regular Session at 8:32 p.m. 12. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS. None. 13. COUNCIL RECAP/STAFF DIRECTION None. 14. FUTURE AGENDA ITEMS: Any Council member may request at a workshop and / or Council meeting, under “Future Agenda Item Requests”, an agenda item for a future Council meeting. The Council Member making the request will contact the Town Manager with the requested item and the Town Manager will list it on the agenda. At the meeting, the requesting Council Member will explain the item, the need for Council discussion of the item, the item’s relationship to the Council’s strategic priorities, and the amount of estimated staff time necessary to prepare for Council discussion. If the requesting Council Member receives a second, the Town Manager will place the item on the Council agenda calendar allowing for adequate time for staff preparation on the agenda item. None. 15. ADJOURNMENT There being no further business before the Town Council or Board of Trustees, Mayor Wheat asked for a motion to adjourn the meeting. MOTION: Council Member Rennhack made a motion to adjourn the meeting. Council Member Belvedere seconded the motion. The motion carried by a vote of 4-0. Mayor Wheat adjourned the meeting at 8:33 p.m. ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE SESSION AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER SECTIONS 551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS GOVERNMENT CODE. APPROVED BY THE TOWN COUNCIL ON SEPTEMBER 13, 2021. ATTEST: _____________________________ Laura Wheat, Mayor __________________________ Todd Wood, Town Secretary Page 1 of 2 BOARD OF TRUSTEES AGENDA ITEM Regular Meeting - Consent Item Monday, September 13, 2021 TOPIC: Consider a resolution approving the Graduation Policy. STAFF: Dr. Mechelle Bryson, Executive Director STRATEGIC ALIGNMENT Vision, Value, Mission Perspective Curriculum Outcome Objective Academic Excellence Academic Operations PYP / MYP / DP Optimize Student Potential SUMMARY Reviewing Westlake Academy board policies in order to ensure that adopted policies meet State and Federal mandates is the obligation of the Academy. In addition to reviewing existing policies, the administration is also obligated to identify any policy gaps in order to determine the need for the adoption of new policies. Streamlining board policies and evaluating the effectiveness of board policies is a continuous improvement process that must be initiated in order to maintain the efficient operation of the Academy. In reviewing the current graduation policy, the secondary administrative team identified a few amendment needs in order to align the policy with the Academy’s current practices. These amended areas include: • The selection of the Academy’s Valadictorian; and • High School Courses Prior to Grade 9. Page 2 of 2 COUNCIL ACTION/OPTIONS Board of Trustee action options are to approve or deny aporoval of the amended graduation policy. STAFF RECOMMENDATION The Academy is seeking adoption of the amended graduation policy. FISCAL/SERVICE LEVEL IMPACT TO COMMUNITY Project Cost/Funding Amount: None Funding Source: N/A Contract: No Forms: N/A Service Levels: Would this project increase our serice delivery costs? This is not a project. DEVELOPMENT/MOBILITY IMPACT TO COMMUNITY Westlake Academy: What impact, if any, would this have on WA? This is not a project. Comprehensive Plan: Adhere to our comprehensieve plan – if yes, in what way? This is not a project. Cost Recovery Analysis: Utilization of the cost recovery tool that R. McCaffrey put together. This is not a project. Traffic Impact: Any? Do we need this or tool this for development? There is no traffic impact. ATTACHMENTS Resolution Exhibit “A” – Graduation policy Resolution WA 20-20 Page 1 of 6 WESTLAKE ACADEMY RESOLUTION 20-20 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES ADOPTING THE AMENDMENT OF THE GRADUATION POLICY. WHEREAS, Westlake Academy is obligated to create board policies in alignment with State and Federal mandates; and, WHEREAS, Westlake Academy is required to create and publish graduation guidelines to ensure that graduates meet the graduation requirements of the State of Texas; and, WHEREAS, Westlake Academy is required to create and publish graduation guidelines to ensure that graduates meet the requirements of the International Baccalaureate Organization; and WHEREAS, the Board of Trustees finds that the passage of this Resolution is in the best interest of the citizens of Westlake as well as the students, their parents, and faculty of Westlake Academy. NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY: SECTION 1: That, all matters stated in the recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 2: That, the Board of Trustees of Westlake Academy, hereby approves the amended graduation policy attached to this resolution as Exhibit “A”. SECTION 3: If any portion of this resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Resolution without the invalid provision. SECTION 4: That this resolution shall become effective from and after its date of passage. Resolution WA 20-20 Page 2 of 6 PASSED AND APPROVED ON THIS 13th DAY OF SEPTEMBER 2021. ___________________________________ Laura Wheat, President ATTEST: ________________________________ ___________________________________ Todd Wood, Board Secretary Amanda DeGan, Superintendent APPROVED AS TO FORM: ________________________________ Janet S. Bubert or L. Stanton Lowry, School Attorney Resolution WA 20-20 Page 3 of 6 “Exhibit A” TOWN OF WESTLAKE WESTLAKE ACADEMY BOARD OF TRUSTEES POLICY Policy No. 6.04: Date Board Adopted: May 12, 2014 Date Board Amended: September 13, 2021 Effective Date: September 13, 2021 Policy Category: Student Achievement Policy Name: Graduation Policy Policy Goal: Establishing graduation requirements, defining commencement participation requirements, and determining Valedictorian, Salutatorian and Honor Graduate criteria. Policy Description: Graduation Requirements - As reflective of Westlake Academy’s rigorous and enriching International Baccalaureate (IB) curriculum and a desire to foster college readiness, students who graduate from Westlake Academy will complete a program of study that includes high academic standards and additional credit hours making them eligible for the Distinguished Level of Achievement recognition. Students must complete all graduation requirements identified in this policy to receive a Westlake Academy diploma. Those requirements are as follows: • Earn the necessary credits as required for the Foundation High School Program with at least the Multidisciplinary Studies endorsement as outlined by the Texas State Board of Education; • Complete the requirements to earn the Distinguished Level of Achievement; • Achieve satisfactory performance on required state end of course assessments; and • Complete all requirements to sit for and receive an IB Diploma. Resolution WA 20-20 Page 4 of 6 The academic credit requirements for a Westlake Academy diploma are identified in the chart below: Graduation Policy Credits GROUP Foundation Plan Westlake Academy with Distinguished Level of Achievement 1 Language and Literature 1.0 English 1 1.0 English 1 4.0 1.0 English 2 1.0 English 2 1.0 English 3 2.0 IB English Literature 1.0 English 4 2 Language Acquisition 2.0 Language B 3.0 Language B 5.0 2.0 IB Language B 3 Individuals and Societies 1.0 World Geography or World History 1.0 World Geography or World History 5.0 1.0 US History 1.0 Humanities 0.5 Economics 1.0 US History 0.5 Government 0.5 Economics 0.5 Government 1.0 IB Individuals and Societies 4 Sciences 1.0 Biology 1.0 Biology 4.0 2.0 Lab Science 1.0 Lab Science 2.0 IB Science 5 Mathematics 1.0 Algebra 1 1.0 Algebra 1 5.0 1.0 Geometry 1.0 Geometry 1.0 Math 1.0 Algebra 2 2.0 IB Mathematics 6 Arts / Electives 1.0 Fine Art 1.0 Fine Art 2.0 5.0 Electives 1.0 IB TOK PE Physical Education 1.0 PE 1.0 PE 1.0 IB Core Personal Project 0.0 IB Extended Essay IB CAS Total 22.0 26.0 High School credits can be earned in Language B, and Mathematics in Grade 7 and/or Grade 8. Transfer Student Guidelines and Exemptions – Transfer students must complete WA graduation requirements and achieve a minimum of 26.0 credit hours with the applicable exemptions in the areas listed below: • For transfer students lacking Language Acquisition credits within WA’s course offerings, a student who enrolls in Grade 9 will have a minimum requirement of 4.0 credits in the same language through the WA course offerings; a student who enrolls in Grade 10 will have a minimum requirement of 3.0 credits in the same language through the WA course offerings; and a student who enrolls in Grade 11 will have a minimum requirement of 2.0 credits in the same language through the WA course offerings. Resolution WA 20-20 Page 5 of 6 • Personal Project is a requirement for any student entering Westlake Academy before or during the first semester of Grade 10. Students who enter in G11 are exempt from the Personal Project. Additional Endorsements – Westlake Academy students who complete the Westlake Academy graduation requirements can also select and earn other endorsements as defined in the Texas Education Code. Eligibility to Participate in Commencement Ceremony – Westlake Academy seniors who have satisfied all Westlake Academy requirements for graduation are eligible to participate in the graduation ceremonies; however, disciplinary infractions may jeopardize a student’s opportunity to participate in the commencement ceremony consistent with the student code of conduct and as determined by the Executive Director. For students who have not successfully completed all coursework, an exception may be made in the event that a senior lacks one (1) credit towards the graduation requirements. The student must have a plan approved by the Executive Director to complete the credit prior to the beginning of the next school year. No other exceptions to participation in the graduation ceremony will be granted except as required by law. Academic Recognition - Westlake Academy will recognize academic achievement through the establishment of a class Valedictorian, Salutatorian, and Honor Graduates. These recognitions are determined based on a student’s Cumulative Grade Point Average (CGPA) as recorded at the end of the third reporting period of a student’s senior year. Valedictorian and Salutatorian – The graduating senior with the highest CGPA will be recognized as Valedictorian, and the graduating senior with the second highest CGPA will be recognized as Salutatorian. In the event of a tie for Valedictorian, the Academy shall compute the weighted numerical grade average to a sufficient number of decimal places until the tie is broken. Additionally, Valedictorian and Salutatorian eligibility requires attendance at Westlake Academy for at least the six consecutive semesters immediately preceding graduation. Further, the Superintendent or his/her designee may deem a student ineligible for these recognitions if the student is in violation of Westlake Academy’s student code of conduct, other school requirements, Town code, or State codes. Honor Graduates - A graduating senior whose weighted CGPA is 90% or above will be determined to be an Honor Graduate and will be duly recognized at commencement. The Executive Director and his/her designee are granted the authority to include students whose CGPA is 90% or above at the end of the third reporting period of a student’s senior year. Rank in Class - Rank in class is determined by CGPA and will be used for the purposes of: Resolution WA 20-20 Page 6 of 6 • Identifying students eligible to obtain automatic admission to Texas public universities based upon a university’s uniform admission policy and in accordance with the Texas Education Code. This information will be reported directly to institutions by Westlake Academy staff; and • Determining Valedictorian and Salutatorian. Outside of the above circumstances, Westlake Academy is a non-ranking high school. Operational guidelines consistent with this policy will be detailed and published in the Parent/Student Handbook. In the event a student does not complete all Westlake Academy graduation requirements by the end of the student’s twelfth (12th) grade year due to extenuating circumstances, the student may seek Board approval for and the Board may approve an alternate graduation plan consistent with the State’s foundation high school program requirements, if it is determined to be in the best interest of the student. Students Receiving Special Education Services – Westlake Academy will comply with federal and state laws and regulations applicable to graduation requirements for eligible students under the Individuals with Disabilities Education Act. To the extent required by law, Westlake Academy will provide a summary of performance for graduating students receiving special education services. This summary will consider, as appropriate, the views of the parent and student and written recommendations from adult service agencies on how to assist the student in meeting postsecondary goals as well as any required evaluation information. The Academy shall issue a certificate of attendance to a student who receives special education services and who has completed four years of high school but has not completed the student's individualized education program (IEP). A student eligible to receive a certificate of attendance shall be allowed to participate in a commencement ceremony with students receiving high school diplomas. A student may participate in only one commencement ceremony under this provision. Dates Amended: 10/05/15 11/02/15 05/06/19 Page 1 of 2 BOARD OF TRUSTEES AGENDA ITEM Regular Meeting - Consent Item Monday, September 13, 2021 TOPIC: Consider a resolution approving the Enrollment Policy STAFF: Dr. Mechelle Bryson, Executive Director STRATEGIC ALIGNMENT Vision, Value, Mission Perspective Curriculum Outcome Objective Academic Excellence Academic Operations PYP / MYP / DP Optimize Student Potential SUMMARY Reviewing Westlake Academy board policies in order to ensure that adopted policies meet State and Federal mandates is the obligation of the Academy. In addition to reviewing existing policies, the administration is also obligated to identify any policy gaps in order to determine the need for new policies. Streamlining board policies and evaluating the effectiveness of board policies is a continuous improvement process that must be initiated in order to maintain the efficient operation of the Academy. In reviewing the current enrollment issues of the Academy, the administrative team identified the need for an enrollment policy. The goal of the enrollment policy is to communicate to students and parents the requirements for enrolling in Westlake Academy and to ensure a process that provides Westlake Academy sufficient control over student enrollment to allow for efficient and effective management of Westlake Academy resources. The purpose of the Enrollment policy is to create a process that accurately, consistently, fairly, and with specificity communicates the parameters of enrolling in the Academy. Page 2 of 2 COUNCIL ACTION/OPTIONS Board of Trustee action options are to approve or deny aporoval of the adopt an enrollment policy. STAFF RECOMMENDATION The Academy is seeking adoption of the enrollment policy. FISCAL/SERVICE LEVEL IMPACT TO COMMUNITY Project Cost/Funding Amount: None Funding Source: N/A Contract: No Forms: N/A Service Levels: Would this project increase our serice delivery costs? This is not a project. DEVELOPMENT/MOBILITY IMPACT TO COMMUNITY Westlake Academy: What impact, if any, would this have on WA? This is not a project. Comprehensive Plan: Adhere to our comprehensieve plan – if yes, in what way? This is not a project. Cost Recovery Analysis: Utilization of the cost recovery tool that R. McCaffrey put together. This is not a project. Traffic Impact: Any? Do we need this or tool this for development? There is no traffic impact. ATTACHMENTS Resolution Exhibit “A” - Enrollment policy Resolution WA 21-21 Page 1 of 4 WESTLAKE ACADEMY RESOLUTION 21-21 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES ADOPTING THE ENROLLMENT POLICY. WHEREAS, Westlake Academy is obligated to create board policies in alignment with State and Federal mandates; and, WHEREAS, Westlake Academy is required to create and publish enrollment guidelines to ensure that enrolled students meet the enrollment requirements of the State of Texas and the Westlake Academy Charter; and, WHEREAS, the Board of Trustees finds that the passage of this Resolution is in the best interest of the citizens of Westlake as well as the students, their parents, and faculty of Westlake Academy. NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY: SECTION 1: That, all matters stated in the recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 2: That, the Board of Trustees of Westlake Academy, hereby approves the enrollment policy attached to this resolution as Exhibit “A”. SECTION 3: If any portion of this resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Resolution without the invalid provision. SECTION 4: That this resolution shall become effective from and after its date of passage. Resolution WA 21-21 Page 2 of 4 PASSED AND APPROVED ON THIS 13th DAY OF SEPTEMBER 2021. ___________________________________ Laura Wheat, President ATTEST: ________________________________ ___________________________________ Todd Wood, Board Secretary Amanda DeGan, Superintendent APPROVED AS TO FORM: ________________________________ Janet S. Bubert or L. Stanton Lowry, School Attorney Resolution WA 21-21 Page 3 of 4 “Exhibit A” TOWN OF WESTLAKE WESTLAKE ACADEMY BOARD OF TRUSTEES POLICY Policy No. 1.04: Date Board Adopted: September 13, 2021 Date Board Amended: Effective Date: September 13, 2021 Policy Category: Student Achievement Policy Name: Enrollment Policy Primary Goal: The goal of the Enrollment Policy is to communicate to students and parents the requirements for enrolling in Westlake Academy and to ensure a process that provides Westlake Academy sufficient control over student enrollment to allow for efficient and effective management of Westlake Academy resources. Policy Description: The purpose of the Enrollment policy is to create a process that accurately, consistently, fairly and with specificity communicates the parameters of enrolling in Westlake Academy. Policy Function: Prior to enrolling in Westlake Academy, all students must complete the admission process and be accepted for enrollment at the Academy. As such, students enrolling in a charter school must live in the approved geographic boundary of the school, in a grade level that the school is approved to serve, and whose enrollment does not cause the school to exceed the school’s approved maximum enrollment capacity. A student who has been approved for admission to Westlake Academy must complete the enrollment process. An admitted student who does not complete the enrollment process and/or is not in attendance on the first day of school is considered a “no show” and will be administratively withdrawn from attendance at Westlake Academy. Any student who is classified as a “no show” may re-enroll within the first 10 days of instruction by contacting Westlake Academy, completing the enrollment process, and being present for class after completing enrollment procedures. After the 10th day of Resolution WA 21-21 Page 4 of 4 instruction, a student identified as a “no show” will forfeit the student’s admitted status and will not be eligible to enroll in the Academy unless the student submits a new application for admission and is accepted in accordance with the Academy’s admission procedures. A student who is unable to enroll or attend class during the first 10 days of instruction due to extenuating circumstances may appeal the student’s administrative withdrawal from Westlake Academy by submitting a request for appeal in writing to the Academy registrar. Such appeals will be considered using the procedures for parent and student complaints. Westlake Academy does not discriminate on the basis of race, color, national origin, sex, disability, age, or immigration status in its programs and activities and provides equal access to academic and extra-curricular activities. A parent or guardian wishing to withdraw a minor student shall present a signed statement that includes the reason for the withdrawal. A student who is 18 or older may submit a withdrawal statement without a parent’s or guardian’s signature. Dates Amended: Page 1 of 2 TOWN COUNCIL AGENDA ITEM Regular Meeting - Consent Monday, September 13, 2021 TOPIC: Consideration of a Resolution Appointing and Reappointing Board Members to the Westlake Academy Foundation. STAFF: Todd Wood, Town Secretary STRATEGIC ALIGNMENT Vision, Value, Mission Perspective Strategic Theme & Results Outcome Objective Informed & Engaged Citizens / Sense of Community Municipal & Academic Operations Exemplary Education - Westlake is an international educational leader where each individual's potential is maximized. Increase Financial Capacity / Reserves SUMMARY The Westlake Academy Foundation currently has two (2) Directors with expiring terms, and each Director has communicated their desire for a three-year reappointment. In addition, three (3) applications have been received indicating interest to serve on the WAF Board of Directors. Upon approval, these applicants would assume unexpired vacancies to ensure that terms remain evenly staggered. Current Directors requiring reappointment are listed in the Resolution with terms expiring in 2024. New applicants are shown with terms expiring in 2022 and 2023. COUNCIL ACTION/OPTIONS Council may approve or deny staff’s recommendation to appoint or reappoint any Board member. STAFF RECOMMENDATION Staff recommends approval of the resolution, reappointing board members with expiring terms, and appointing new board members who have submitted applications. FISCAL/SERVICE LEVEL IMPACT TO COMMUNITY Project Cost/Funding Amount: Funding Source: N/A Contract: No Forms: N/A Page 2 of 2 DEVELOPMENT/MOBILITY IMPACT TO COMMUNITY Westlake Academy: Assistance in Financial sustainability for the Town own Westlake and enhance community engagement. Comprehensive Plan: N/A Cost Recovery Analysis: N/A Traffic Impact: N/A ATTACHMENTS Resolution This application and its contents is a Public Record Economic Development Corporation Historical Preservation Society Planning and Zoning Commission Texas Student Housing Authority Tree City USA Advisory Committee Public Art Society of Westlake Westlake Academy Foundation Board Other: ____________________________ Applicant's Name: Address: City, State, Zip: How Long Have You Lived At This Address? Email Address: Home Phone # :Fax # : Work Phone # :Cell # : Occupation, Experience/Degrees held: Why do you want to serve on this committee? Do you have any political conflicts of interest? Do you have any related experience? What do you feel you have to offer this committee? Signature of Applicant: Dated: Received By:Date: Applicant Information Office Use Only Application for Appointment 04/2010 APPLICATION FOR APPOINTMENT Town of Westlake * 3 Village Circle, Suite 202 * Westlake Tx 76262 Tel: (817) 430-0941 * Fax (817) 430-1812 Position Sought (please indicate 1st, 2nd and 3rd choice): www.westlake-tx.org Email: townhall@westlake-tx.org APPLICATION FOR APPOINTMENT This application and its contents is a Public Record Town of Westlake * 3 Village Circle, Suite 202 * Westlake Tx 76262 Tel: (817)430-0941 * Fax (817) 430-1812 www.westlake-tx.org Email : townhall@westlake-tx. org III EE Economic Development Corporation Planning and Zoning Commission Tree City USA Advisory Committee Westlake Academy Foundation Board IIII Historical Preservation Society Texas Student Housing Authority Public Art Society of Westlake Other: Applicant'sName:_i3±s±i2i___rse±±j=zQLz~3SAddress:=2LQLL_(___V_qLQ±±E±+T7:St`f`i.€5__Bfa£- City,State,Zip:_givi=t5;n~@€_|X__J6J2£L How Long Have You Lived At This Address? ____?_._ __\g=&B5________ fti:¥EL#s==_QLfl±#Email Address: Home Phone # : Work Phone # :Cell # : Occupation, Experience/Degrees held: 84 €Socve>Q^\C`5 `T. B. e},.>(` ¢v €s ci r%¢\r±i cii€RJtr`c>ii why do you want to serve on this committee? 7|jfuc,EL±s+(fl {S€r A(.T` Dan9_\L tD+ie£~|<T€e`,_+`-isLfikt>c,Jcspe-cTKiTu~tTJ¢cs-le jBE` QSc€~ TCD €es\ Do you have any political conflicts of interest? Received By: Application for Appeintrnent 04/2010 Resolution 21-30 Page 1 of 2 TOWN OF WESTLAKE RESOLUTION NO. 21-30 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS, APPOINTING AND REAPPOINTING MEMBERS TO THE WESTLAKE ACADEMY FOUNDATION BOARD. WHEREAS, vacancies currently exist on the Westlake Academy Foundation Board; and, WHEREAS, the Town Council conducts annual board appointments and reappointments; and, WHEREAS, the Town Council has received applications for consideration of appointment or reappointment; and WHEREAS, the Town Council finds that the passage of this Resolution is in the best interest of the citizens of Westlake. NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS: SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 2: That the following individuals are hereby appointed or reappointed to the Westlake Academy Foundation Board of Directors: As a result of the appointments or reappointments heretofore stated, the Westlake Academy Foundation is represented by the following: Term Expiration Deborah Kraska June 2022 Meghan Q. Dorr June 2022 Ahu Sieg June 2022 Robert Anderson June 2022 Patty Pinsonnault – new applicant June 2022 Term Expiration Sean Shope June 2023 Christine Ross June 2023 Michael Colby June 2023 Rob Fitzgerald – new applicant June 2023 Tiffany Hernandez – new applicant June 2023 Resolution 21-30 Page 2 of 2 Term Expiration Laura Luckett June 2024 Lindsay McGrath June 2024 Vacant June 2024 Vacant June 2024 Vacant June 2024 SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Resolution without the invalid provision. SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 13th DAY OF SEPTEMBER 2021. ___________________________________ Laura Wheat, Mayor ATTEST: ____________________________________ __________________________________ Todd Wood, Town Secretary Amanda DeGan, Town Manager APPROVED AS TO FORM: ____________________________________ L. Stanton Lowry, Town Attorney Page 1 of 4 TOWN COUNCIL AGENDA ITEM Regular Meeting - Action Item Monday, September 13, 2021 TOPIC: Conduct a Public Hearing and Consideration of an Ordinance, Adopting the Town of Westlake Revised Budget for the fiscal year ending September 30, 2021, Adopting the Proposed Budget for the fiscal Year ending September 30, 2022 including an Investment Policy, Pay Plan Policy, Fiscal and Budgetary Policies, Restricted, Committed and Assigned Fund Balances, and Providing Authorization to the Town Manger to approve appropriated funds up to $50,000. STAFF: Amanda Degan, Town Manager Noah Simon, Deputy Town Manager Jarrod Greenwood, Assistant Town Manager Ginger Awtry, Director of Finance Su Huynh, Municipal Finance Manager STRATEGIC ALIGNMENT Vision, Value, Mission Perspective Strategic Theme & Results Outcome Objective Fiscal Responsibility Fiscal Stewardship Exemplary Service & Governance - We set the standard by delivering unparalleled municipal and educational services at the lowest cost. Increase Transparency, Accessibility & Communications SUMMARY The proposed budget was carefully prepared through the collective efforts of all departments to balance the identified needs of the Town with a sustainable and sound financial plan. The ongoing COVID-19 public health crisis continues to present unique challenges in this upcoming fiscal year once again. While progress has been seen in many levels of economic recovery, the total budget and the economic impacts on businesses and local governments remain unknown. Therefore, Town staff recommends keeping a conservative control on spending while responsibly moving ahead with the progress and needs of our growing community by: Page 2 of 4  Maintaining intense scrutiny of departmental budget expenditures;  Limiting staff replacement, and one new position only, for essential service delivery;  Increasing transfers to conduit funds for responsible planning; and,  Funding necessary postponed and/or planned capital projects. The FY 2021-22 budget continues to support initiatives for service delivery and our ongoing commitment to community and organizational excellence. In adherence to our fiscal policies, the budget will be monitored monthly and regular updates will be provided to Town Council in order to respond responsibly. The budget is intended to be remain adaptable given the ongoing pandemic and the unknown long-term fiscal impacts of it. The budget contains fund expenditures in the following amounts: General Fund $ 14,070,731 General Maintenance & Replacement Fund 1,291,287 General Vehicle Maintenance & Replacement Fund 163,000 Cemetery Fund 24,026 Utility Fund 5,989,442 Utility Maintenance & Replacement Fund 514,000 Utility Vehicle Maintenance & Replacement Fund 65,000 Visitors Association Fund 841,199 4B Economic Development Fund 1,500,000 Economic Development Fund 28,000 Local Public Improvement District Fund 12,100 Debt Service Fund (Property Tax) 1,243,736 Debt Service Fund 1,624,852 Capital Project Fund 2,991,720 Westlake Academy 9,432,983 $ 39,792,076 This budget will raise more revenue from property taxes than last year’s budget by an amount of $166,978, which is a 6.39 percent increase from last year’s budget. The property tax revenue to be raised from new property added to the tax roll this year is $177,235. The rise in our property values (by an approximate 9.74% increase) does correlate to the calculation of the No-New-Revenue rate ($0.16746/$100). Thus, this is considered a tax increase since there is a difference of $0.00042/$100 from our current/proposed rate of $0.16788/$100 value. Town staff is recommending we maintain the same ad valorem rate and not raise our total property tax rate. However, adjustments were made to the individual M&O and I&S rates noted below. Page 3 of 4 The ad valorem tax rate proposed in the FY 2021-22 Budget compared to the rates adopted for FY 2020-2021 is as follows: FY 20-21 FY 21-22 Adopted Proposed Tax Rate Tax Rate Variance M&O $0.12490 $0.10284 $ 0.02206 I&S $0.04298 $0.06504 $(0.02206) $0.16788 $0.16788 $ 0.00000 The Public Hearing being held this evening has been advertised in the newspaper as required by law plus added even earlier than required to our home page of the Town’s website, emailed to residents via Westlake Wire and posted on the Town’s social media accounts to reach as many residents and stakeholders as possible. Additionally, please note that with the annual approval of the budget, Council is also approving the Investment Policy, Pay Plan Policy, Fiscal and Budgetary Policies, Restricted, Committed and Assigned Fund Balances, and provides authorization to the Town Manger to approve appropriated funds up to $50,000. This year, there is one change being made to the Fiscal and Budgetary Policies in Section I - Fund Balance/Retained Earnings, Subsection D - General Fund Balance Specifically. The words (and those in red below) of “pandemic, epidemic, or quarantine” are being added to the first priority listed (re: emergencies) relating to the order excess fund balance may be spent over the 180-day minimum, with Council approval. Fiscal and Budgetary Policies, Section I. D., citing only the subsection description and first bullet, will now read as follows: D. General Fund Balance Specifically- Amounts of the General Fund’s Fund Balance above the 180-day minimum in the General Fund may, with Council approval, be used for the following in descending order of priority: • Emergencies, and their related response and/or necessary repairs to major equipment failure or damage, such as a natural disaster, pandemic, epidemic, or quarantine. COUNCIL ACTION/OPTIONS Council must first conduct and close the Public Hearing, followed by Council discussion as needed; next, approve or deny the related ordinance regarding this necessary action, providing feedback to Staff as desired. STAFF RECOMMENDATION Staff recommendation is to adopt the FY 2021-22 municipal budget and related policies as proposed and approve the Revised FY 2020-21 budget, after holding the Public Hearing. Page 4 of 4 FISCAL/SERVICE LEVEL IMPACT TO COMMUNITY Project Cost/Funding Amount: $39,792,076 (including Westlake Academy) Funding Source: Multiple Sources Contract: No Forms: N/A Service Levels: N/A DEVELOPMENT/MOBILITY IMPACT TO COMMUNITY Westlake Academy: N/A Comprehensive Plan: N/A Cost Recovery Analysis: N/A Traffic Impact: N/A ATTACHMENTS Proposed FY 2021-22 Operating & Capital Budget with the included FY 2020-21 Revised Budget Ordinance Ordinance 936 Page 1 of 2 TOWN OF WESTLAKE ORDINANCE NO. 936 AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS, REVISING THE BUDGET FOR THE 2020-2021 FISCAL YEAR; ADOPTING THE BUDGET FOR THE TOWN OF WESTLAKE, TEXAS FOR THE FISCAL YEAR BEGINNING OCTOBER 1, 2021 AND ENDING SEPTEMBER 30, 2022 INCLUDING INVESTMENT POLICY, PAY PLAN POLICY, FISCAL AND BUDGETARY POLICIES, RESTRICTED, COMMITTED AND ASSIGNED FUND BALANCES; PROVIDING AUTHORIZATION TO THE TOWN MANGER TO APPROVE APPROPRIATED FUNDS UP TO $50,000; PROVIDING THAT THE BUDGET BE KEPT IN CITY SECRETARY’S OFFICE; PROVIDING FOR A SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, public notice of a public hearing on the proposed annual budget, stating the date, time, and place and subject matter of the public hearing, was given as required by the laws of the State of Texas; and, 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 13, 2021; 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, this budget will raise more revenue from property taxes than last year’s budget by an amount of $166,978, a 6.39% increase from last year’s budget, and the property tax revenue to be raised from new property added to the tax roll this year is $177,235. WHEREAS, the Town Council finds that the passage of this Ordinance is in the best interest of the citizens of Westlake. NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS: SECTION 1: That, all matters stated in the Recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety SECTION 2: That the Town Council hereby adopts the revised budget for the fiscal year beginning October 1, 2020, and ending September 30, 2021, as shown within Exhibit “A.” SECTION 3: That the Town Council does hereby approve the proposed Municipal Budget attached in Exhibit “A”, adopting the budget for the fiscal year beginning October 1, 2021, and ending September 30, 2022. Ordinance 936 Page 2 of 2 SECTION 4: That the Town Council does hereby adopt the presented Investment Policy, Pay Plan Policy, Fiscal and Budgetary Policies, and the Restricted, Committed and Assigned Fund Balances. SECTION 5: That the Town Council hereby gives the Town Manager authorization to approve any appropriated funds up to the amount of $50,000. SECTION 6: That a copy of the official adopted 2021-2022 budget document shall be kept on file in the office of the Town Secretary. SECTION 7: 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 8: This Ordinance shall take effect immediately from and after its passage as the law in such case provides. PASSED AND APPROVED ON THIS 13th DAY OF SEPTEMBER, 2021. _____________________________ ATTEST: Laura Wheat, Mayor ____________________________ ______________________________ Todd Wood, Town Secretary Amanda DeGan, Town Manager APPROVED AS TO FORM: ____________________________ L. Stanton Lowry, Town Attorney FISCAL YEAR 2021-22 OPERATING BUDGET AND CAPITAL IMPROVEMENT PLAN The Town of Westlake * 1500 Solana Blvd, Suite 7200 * Westlake, Texas 76262 * www.westlake-tx.org This page is intentionally left blank. TOWN OF WESTLAKE FISCAL YEAR 2021 – 2022 PROPOSED ANNUAL BUDGET This budget will raise more revenue from property taxes than last year’s budget by an amount of $166,978, which is a 6.39 percent increase from last year’s budget. The property tax revenue to be raised from new property added to the tax roll this year is $177,235. The members of the governing body voted on the budget as follows: FOR: AGAINST: PRESENT and not voting: ABSENT: PROPERTY TAX RATE COMPARISON 2021-2022 2021-2022 2020-2021 Property Tax Rate $0.16788 $0.16788 No New Revenue Tax Rate $0.16746 $0.16788 No New Revenue Maintenance & Operations Tax Rate $0.10284 $0.12490 Voter Approval Tax Rate $0.22181 $0.18706 Debt Rate $0.06504 $0.04298 The total debt obligation for the Town of Westlake secured by property taxes: $1,242,150. 1 MISSION Westlake is a unique community blending preservation of our natural environment and viewscapes, while serving our residents and businesses with superior municipal and academic services that are accessible, efficient, cost-effective, and transparent. VISION An oasis of natural beauty that maintains our open spaces in balance with distinctive developments, trails, and quality of life amenities amidst an ever-expanding urban landscape. VALUES Transparent / Integrity-driven Government Fiscal Responsibility Family Friendly & Welcoming Educational Leaders Sense of Community Innovation Strong Aesthetic Standards Informed & Engaged Citizens Preservation of our Natural Beauty Planned / Responsible Development 2 ELECTED COUNCIL MEMBERS Laura Wheat Mayor lwheat@westlake-tx.org Carol Langdon Mayor Pro-Tem clangdon@westlake-tx.org Chandrika Dasgupta Council Member cdasgupta@westlake-tx.org Alesa Belvedere Council Member abelvedere@westlake-tx.org Ana White Council Member awhite@westlake-tx.org Rajiv Trivedi Council Member rtrivedi@westlake-tx.org BOARDS & COMMISSIONS Planning & Zoning Commission Westlake Academy Foundation 4B Economic Development Board Westlake Public Arts Society Westlake Historical Preservation Society Texas Student Housing Authority 3 ADMINISTRATIVE PERSONNEL TOWN MANAGER’S OFFICE Amanda DeGan Town Manager adegan@westlake-tx.org 817-490-5715 Noah Simon Deputy Town Manager nsimon@westlake-tx.org 817-490-5707 Jarrod Greenwood Assistant Town Manager jgreenwood@westlake-tx.org 817-490-1717 Miriam Dubon Receptionist/Admin Assist mdubon@westlake-tx.org 817-490-5730 FINANCIAL SERVICES DEPARTMENT Ginger Awtry Director gawtry@westlake-tx.or 817-490-5719 Su Q. Huynh Municipal Finance Mgr. shuynh@westlake-tx.org 817-490-5721 Marlene Rutledge Academic Finance Mgr. mrutledge@westlake-tx.org 817-490-5737 Joel Valverde Accountant I jvalverde@westlake-tx.org 817-490-5723 Anastasia Whigham Accountant II awhigham@westlake-tx.org 817-490-5728 COMMUNITY ENGAGEMENT Jon Sasser Director jsasser@westlake-tx.org 817-490-5736 Vacant Manager EMERGENCY SERVICES Richard Whitten Fire Chief rwhitten@westlake-tx.org 817-490-5785 John Ard Deputy Chief/Fire Marshal jard@westlake-tx.org 817-490-5786 Tamara Cole Business Services Manager tcole@westlake-tx.org 817-490-5784 Various Firefighters/Paramedics 817-490-5780 Brad G. Fortune Police Chief bfortune@cityofkeller.com 817-743-4500 FACILITIES AND PUBLIC WORKS Troy Meyer Director tmeyer@westlake-tx.org 817-490-5735 Paul Andreason Field Operations Coord. pandreason@westlake-tx.org 817-490-5731 Kory Kittrell Superintendent kkittrell@westlake-tx.org 817-490-5733 James McGuinness Utility & Maint. Technician jmcguinness@westlake-tx.org 817-490-5754 Emily Mead Facilities & Event Manager emead@westlake-tx.org 817-490-5768 Rosie Miller WA Facility Manager rmiller@westlakeacademy.org 817-490-5856 Dianna Orender Utility & Facility Coord. dorender@westlake-tx.org 817-490-5732 INFORMATION TECHNOLOGY Jason Power Director jpower@westlakeacademy.org 817-490-5750 Duston McCready Network Administrator dmccready@westlake-tx.org 817-490-5749 Ray Workman Manager rworkman@westlakeacademy.org 817-490-5751 Mitch Wells Coordinator mwells@westlakeacademy.org 817-490-5762 Vacant Systems Administrator MUNICIPAL COURT/TOWN MARSHAL Jeanie Roumell Administrator jroumell@westlake-tx.org 817-490-5746 Warren (Brad) Bradley Judge bbradley@westlake-tx.org 817-490-5746 Bobby Cure Town Marshal/SRO bcure@westlake-tx.org 817-490-5716 Shelby Orasanu Deputy Clerk/Juv. Case Mgr. sorasanu@westlake-tx.org 817-490-5747 Martha Solis Lead Clerk msolis@westlake-tx.org 817-490-5748 PLANNING AND DEVELOPMENT Ron Ruthven Director rruthven@westlake-tx.org 817-490-5739 Pat Cooke Chief Building Official pcooke@westlake-tx.org 817-490-5726 Nick Ford Coordinator nford@westlake-tx.org 817-490-5742 Dottie Samaniego Permit Technician dsamaniego@westlake-tx.org 817-490-5745 TOWN SECRETARY Todd Wood Town Sec./Org.Perf.Mgr. twood@westlake-tx.org 817-490-5711 HUMAN RESOURCES Sandy Garza Director sgarza@westlake-tx.org 817-490-5734 Vacant Generalist 4 TABLE OF CONTENTS 5 This page is intentionally left blank. 6 TABLE OF CONTENTS OPERATING BUDGET FY 2021-22 Transmittal Letter / Executive Summary ........................................................................................ 11 All Funds Overview ........................................................................................................................ 25 Property Tax AD Valorem ............................................................................................................... 29 Personnel Overview ....................................................................................................................... 39 Long-Term Planning ....................................................................................................................... 45 General Fund ................................................................................................................................. 51 Enterprise Funds Utility Fund 500 .............................................................................................................. 59 Cemetery Fund 255 ........................................................................................................ 60 Internal Service Funds Utility Vehicle Maintenance & Replacement Fund 505 ................................................. 70 Utility Maintenance & Replacement Fund 510 .............................................................. 72 General Maintenance & Replacement Fund 600 ........................................................... 74 General Vehicle Maintenance & Replacement Fund 605 .............................................. 78 Special Revenue Funds 4B Economic Development Fund 200 ............................................................................ 87 Economic Development Fund 210 ................................................................................. 88 Local Public Improvement District (PID) Fund 215 ........................................................ 89 Visitors Association Fund 220 ........................................................................................ 90 Public Arts Fund 225 ...................................................................................................... 91 Lone Star Public Fund 418 .............................................................................................. 92 Debt Service Funds Debt Service Fund 300 ................................................................................................... 97 Debt Service Fund 301 ................................................................................................... 98 Academy Fund ............................................................................................................................. 101 Capital Project Funds Capital Project Fund 410 ............................................................................................... 110 Westlake Academy Arts & Sciences Center Fund 411 .................................................. 111 Westlake Academy Expansion Fund 412 ...................................................................... 112 Capital Improvement Plan Funded Capital Improvement Forecast .................................................................................. 118 Projects ................................................................................................................ 119 - 127 Unfunded/Under Discussion Capital Improvement Forecast ................................................. 128 Projects ................................................................................................................ 129 - 140 Policies Fiscal & Budgetary Policies .................................................................................................... 143 Addendum 2021 Truth in Taxation Calculation ........................................................................................ 173 7 This page is intentionally left blank. 8 TRANSMITTAL LETTER/ EXECUTIVE SUMMARY 9 This page is intentionally left blank. 10 September 13, 2021 Honorable Mayor and Town Council: In accordance with the Texas Local Government Code, I am pleased to submit the adopted budget for the Town of Westlake Fiscal Year 2021-2022 (FY 2022). The fiscal year begins October 1, 2021 and ends September 30, 2022. This proposed budget was carefully prepared through the collective efforts of all departments to balance the identified needs of the Town with a sustainable and sound financial plan. The proposed budget is focused on achieving the following goals:  Meeting resident expectations;  Continuing high quality services and responsive customer service;  Retaining and attracting employees who support the community’s vision;  Working with developers to create distinctive residential and commercial opportunities; and  Building on our strong corporate partnerships.  BUDGET STRATEGIES The proposed budget is influenced by the following systems: The Town’s Strategic Plan, the Comprehensive Plan, Council direction, Fiscal & Budgetary policies, recommendations from the Town Manager, Government Finance Officers Association guidelines, and general budget principles. STRATEGIC PLAN The organization utilizes the concepts found within the Balanced Scorecard system to ensure we focus on the four main areas that will lead to the success of our organization. COMPREHENSIVE PLAN The Comprehensive Plan provides a vision for the future of the Town and the priorities for the community as it relates to a variety of plan elements that help determine land use, mobility, parks, open space, housing, economic development, storm water management, and water conservation. Investment in our People, Facilities, and Technology for Exceptional Service Delivery Review and Oversight of our Municipal and Academic Operations Conservative Approach to Financial Stewardship Quality of Life for our Citizens, Students, and Stakeholders 11 TOWN COUNCIL POLICIES & PRIORITIES The Town Council’s stated focus for the coming fiscal year are as follows:  Oversight of development projects to ensure we continue meeting our strategic theme of “High Quality Planning, Design, & Development”;  Investment in Westlake Academy to provide our students with a school environment that supports our strategic theme of “IB Education for All: Preparing Students to Thrive in a Global Society”; and  Continued support of public safety efforts to reach our strategic objective of “Preserving Desirability & Quality of Life” for our residents. FISCAL & BUDGETARY POLICIES The Town’s fiscal and budgetary policies address the Town’s operating budgets, revenue management, expenditure control, fund balance/retained earnings, debt management, grants, economic development, audits, internal controls, and asset management. These policies are included in our annual budget document for residents to review and staff to use as a guiding set of principles each year. BUDGET PRINCIPLES The Town’s budget principles for sound fiscal management include:  Plan, manage, and fund debt service and related service delivery programs;  Maintain fund balance in accordance with the policy and future obligations;  Oversee facilities and infrastructure;  Provide exceptional and responsive public services; and  Provide competitive employee compensation. PROPERTY TAX The proposed municipal property tax rate (or ad valorem rate) will maintain the current adopted rate of $0.16788 per $100 of assessed valuation. This rate is slightly higher this year ($0.00042) than the no-new-revenue rate (formerly the “effective tax rate”), which is the total tax rate needed to generate the same amount of property tax revenue for the Town from the same properties between the 2020 tax year and the 2021 tax year. This budget adheres to direction the Council gave to stabilize our ad valorem rate, monitor expenditures, and direct one-time revenue to our conduit funds – Major Maintenance & Repair, Vehicle Maintenance & Repair and Capital Improvements. These directives help ensure we plan for the Town’s financial stability and are better prepared to meet the service delivery expectations of our community. Our approach to both revenue estimating and expenditure requests continue to proceed in a fiscally conservative manner without raising the rate for our property owners and still allow Westlake the ability to exceed expectations of our residents. 12 Town of Westlake Property Tax Revenue from FY11/12 – FY21/22 proposed. The ad valorem tax is allocated between Maintenance and Operations (M&O) in the General Fund and Interest and Sinking (I&S) debt service for the Town. The allocation for M&O is $.10284 and totals $1.7M. The allocation for I&S debt service is $0.06504 and totals $1.13M. Please see the tax rate change below: Tax Rate Change FY20/21 Adopted FY21/22 Proposed Variance M&O $0.12490 $0.10284 $(0.02206) I&S $0.04298 $0.06504 $ 0.02206 Total $0.16788 $0.16788 $ 0.00 We have also been very fortunate that the Town’s property values, for both residential and commercial categories, continue to be strong during the current economic times. This graph shows the historical appraised and taxable value of the Town of Westlake from FY16/17 to FY21/22. $1.442 $1.367 $1.353 $1.433 $1.479 $1.578 $1.627 $2.033 $2.307 $2.703 $2.840 $0.000 $0.500 $1.000 $1.500 $2.000 $2.500 $3.000 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22Proposed Property Tax Revenue History shown in millions 0.00 0.50 1.00 1.50 2.00 2.50 3.00 FY16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 Appraised Value vs Taxable Value shown in billions Appraised Value Taxable Value 13 The difference between the appraised value and the taxable value are the Town’s homestead and other exemptions. The Town offers the following exemptions and property tax rate reduction programs to our residents:  Homestead Exemption  Additional 65+ or Disabled Exemption  Additional Tax Ceiling, or Tax Freeze, for 65+ or Disabled  Property Tax Reduction, or Additional Sales & Use Tax PROPOSED BUDGET – FY 2022 In FY 21/22, revenues are budgeted at $38.7M for all funds. This is a 14% increase of $4.7M from prior year revised. Expenditures are budgeted at $39.8M for all funds. This is a 24% increase of $7.7M from prior year revised, which includes the $4 million of transfers into our conduit funds. Given the ongoing economic uncertainties due to the pandemic, revenues and expenditures remain conservatively budgeted. The proposed budget includes the planned use of fund balance in General Fund, Internal Service Funds, Special Revenue Funds and Capital Projects Funds. FUND Beginning Fund Balance Revenues & Other Sources Expenditures & Other Uses Net Change to Fund Balance Ending Fund Balance Percent of Total Percent Change General Fund $ 15,333,347 $ 10,788,545 $ 14,070,731 $ (3,282,186) $ 12,051,161 40% -21% Enterprise Funds 6,501,477 5,724,016 6,013,468 (289,452) 6,212,025 21% -4% Internal Service M&R 1,865,614 2,980,775 2,033,287 947,488 2,813,102 9% 51% Special Revenue Funds 690,025 2,465,250 2,381,299 83,951 773,976 3% 12% Debt Service Funds 108,588 2,760,000 2,868,588 (108,588) (0) 0% -100% Capital Projects Funds 4,901,321 4,614,602 2,991,720 1,622,882 6,524,203 22% 33% Municipal Total 29,400,373 29,333,188 30,359,093 (1,025,905) 28,374,468 94% -3% Academic Funds 1,958,999 9,371,746 9,432,983 (61,238) 1,897,761 6% -3% TOTAL ALL FUNDS $ 31,359,372 $ 38,704,934 $ 39,792,076 $ (1,087,143) $ 30,272,229 100% -3% If only municipal operating expenditures were taken into consideration (removing all expenditures related to capital, inter-fund transfers and Westlake Academy), the FY 21/22 budget shows a 11% increase of approximately $2M. 14 ALL FUNDS REVISED PROPOSED Change Change FY 20/21 FY 21/22 Amount Percent Payroll & Related $ 6,013,743 $ 6,326,993 $ 313,250 5% Operating Expenditures 11,404,299 13,084,479 1,680,180 15% TOTAL $ 17,418,042 $ 19,411,472 $ 1,993,430 11% FINANCIAL INFORMATION AND FUND SUMMARIES GENERAL FUND The General Fund is the Town’s principle operating fund. It is supported by sales and use taxes, property (ad valorem) taxes, and other revenues. These revenues may be used for a variety of purposes as determined by the Town Council. The General Fund budget accounts for core Town services such as fire and emergency services, planning and development, public works, finance, and administrative oversight. REVENUES Budgeted at $10,788,545. This is a slight decrease (0%) of $14,386 from prior year revised. The largest revenue source in the General Fund is general sales and use tax revenues which are budgeted to be $4.5M and represents 42% of the General Fund’s total revenues and sources. With the ongoing pandemic and uncertainly of the financial impact, Staff chose to keep the projection for the coming year flat based on an analysis of the current year’s collections trend. The second largest revenue source is from building permits and fees charged for development activities which are projected to be $2.57M, comprising 24% of the General Fund’s total revenues and sources. This reflects a 37% increase of $697K when compared to prior year revised. This increase is based on continued growth and planned development projects this upcoming fiscal year. Staff will monitor our progress each month and bring any recommended changes to the Council for review. The third revenue source in the proposed General Fund budget is property, or ad valorem, tax revenues. The Maintenance and Operations (M&O) portion of the rate is budgeted to be $1.7M, comprising 16% of the General Fund total revenues and sources. This reflects a 15% decrease of $298K when compared to prior year revised, expected due to the proposed decrease of the M&O rate. Lastly, the final revenue category reflected in the chart below is for All Other Revenue at 18%. This category contains the second and final expected distribution of funds from the federal government’s American Rescue Plan Act (ARPA). With the first distribution ($200K) expected before the current fiscal year end, and the $211,733 included in the proposed budget, this revenue use is limited to expenditures in four statutory categories: 15 • Support of public health expenditures and negative economic impacts caused by the pandemic • Revenue replacement for specific governmental services relative to the pandemic • Investments in water, sewer, and broadband infrastructure • Premium pay for essential workers EXPENDITURES Budgeted to be $14M in all expenditures and other uses. This reflects a 41% increase of $4.1M from the prior year revised, with the majority of this increase from transfers out. The largest expenditure in the proposed General Fund budget is allocated to payroll and related benefits. This amount is budgeted to be $5.2M and comprises 37% of General Fund total expenditures and other uses. This includes a 3% increase in payroll for municipal employees. The second largest expenditure is operations and maintenance. This amount is budgeted at $4.8M, comprising 34% of General Fund total expenditures and other uses. This reflects a 5% increase of $217K when compared to prior year revised. The operations and maintenance costs consist of the dollars necessary to provide our public services. The third type of expenditure is transfers out. This amount is budgeted at $4M. This is a 3.9M increase of prior year and consists of a transfer out to the General Maintenance and Replacement Fund, Vehicle Maintenance and Replacement Fund, Visitor Association Fund, and Capital Project Funds. General Sales Tax 42% Property Tax 16% All Other Revenue 18% Permits & Fees Building 24% GENERAL FUND REVENUES Total Payroll and Related 37% Operations and Maintenance 34% Transfers Out 28% GENERAL FUND EXPENDITURES 16 FUND BALANCE The combined ending unassigned Fund Balance for the General Fund is projected to be $11.3M. The Town’s daily operating cost is calculated at $27,591 (410 operating days). The projected number of operating days is above the minimum number of days (180) as determined by the financial policies established by the Town Council. The graph below represents the operating days for FY 19/20, FY 20/21, and the upcoming fiscal year FY 21/22. E ENTERPRISE FUNDS Enterprise Funds are separate from other funds and accounts of the Town. Enterprise fund revenue is used to support all operations of the enterprise activities. The Town’s Enterprise Funds include the Utility Fund and the Cemetery Fund. REVENUES Budgeted to be $5.7M; this reflects a 2% decrease of $95K from the prior year revised budget. Cemetery sale revenues are projected to decrease $15K for this upcoming fiscal year. Utility rates for water will remain the same while sewer rates are proposed to increase in January 2022 due to underperforming sewer revenue per rate study from an independent rate analyst. EXPENSES Budgeted to be $6.01M; a 20% increase of $994K from prior year revised. Most of this increase is attributed to the anticipated debt service payments for Hillwood Contract. FUND BALANCE The combined ending working capital for Enterprise Funds is projected to be $6.2M.  The Cemetery Fund is projected to have an ending working capital of $302K  The Utility Fund is projected to have an ending working capital of $5.9M 489 450 410 350 400 450 500 FY 19/20 FY 20/21 FY 21/22 OPERATING DAYS 17 INTERNAL SERVICE FUNDS Internal Service Funds are comprised of the following: Utility Maintenance and Replacement Fund, General Maintenance and Replacement Fund, Utility Vehicle Maintenance and Replacement Fund, and the General Vehicle Maintenance and Replacement Fund. These funds allow the Town to plan for major replacement and repair as the Town’s assets age. REVENUES Budgeted to be $2.98M; an increase of $2.3M from prior year revised. This includes transfers-ins from the Utility Fund (483K) and the General Fund ($2.5M). EXPENDITURES Budgeted to be $2.0M; a 179% increase of $1.3M from the prior year revised. These expenditures consist of the following:  Fire Dept Equipment ($78,287) – Extrication Equipment, LifePak, and Training Manikin  Fire Dept Motor Vehicle ($145,000) – Command Suburban and ATV  Maintenance and repairs for pump station equipment, sewer easement cleaning machine, water main repair and maintenance, lift station repair, duct bank repair, and sewer line repair ($514,000).  General maintenance and replacement include street surface treatments ($275K), Westlake Academy facility maintenance costs ($600K), trail and parks repair ($45K), information technology ($110K), and facility maintenance at the town hall building ($123K).  Mule Truck ($18,000) FUND BALANCE The combined ending fund balance is projected to be $2.8M.  Utility Vehicle Maintenance and Replacement 505 is projected to be $14K  Utility Maintenance and Replacement 510 is projected to be $90K  General Maintenance and Replacement 600 is projected to be $702K  General Vehicle Maintenance and Replacement 605 is projected to be $2M SPECIAL REVENUE FUNDS Special Revenue Funds are comprised of the following: The Visitor Association Fund, the 4B Economic Development Fund, Economic Development Fund, Local Public Improvement District, Public Arts Fund, and the Lone Star Public Fund. REVENUES Budgeted to be $2.46M; a 29% increase of $552K from prior year revised. This increase is a result of a projected gradual economic recovery from the pandemic’s impact on general sales tax and hotel tax. 18 EXPENDITURES Budgeted to be $2.38M; a 16% increase of $324K from prior year revised. Expenditures are increased due to the correlation of anticipated increase in economic activity this upcoming fiscal year, thus increasing the transfer out to debt service. FUND BALANCE The combined ending fund balance is projected to be $774K.  4B Economic Development Fund 200 is projected to be $0  Economic Development Fund 210 is projected to be $0  Local Public Improvement District 215 is projected to be $372K  Visitors Association Fund 220 is projected to be $136K  Public Arts Fund 225 is projected to be $250K  Lone Star Public Fund 418 is projected to be $14K DEBT SERVICE FUNDS Debt Service Funds are comprised of the Debt Service Fund 300 (revenue supported) and Debt Service Fund 301 (property tax supported). Prior to acquiring long-term debt, alternative financing sources are explored before debt is issued. Debt service is used to acquire major assets with a useful life that equals or exceeds the debt issuance. Transfers from 4B Economic Development Fund and the General Fund comprise most of the debt service fund revenues. REVENUES Budgeted to be $2.76M; a $105K increase from prior year revised. EXPENDITURES Budgeted to be $2.87M; an increase of $178K from prior year revised. FUND BALANCE The combined ending fund balance is projected to be $0 for both funds. WESTLAKE ACADEMY The Westlake Academy Fund encompasses all teaching and extra-/co-curricular operating expenditures as well as State public school funding, local funds, and private donations used to support and enhance the daily operations of Westlake Academy. Westlake Academy operates under a shared services model whereby the municipal operations team provides human resources, communications, financial, facilities, information technology and administrative support services to the school. General maintenance and replacement of infrastructure and equipment for the school is expensed to the municipal budget. 19 REVENUES Revenues are budgeted at $9.37M; a decrease of $290K from prior year revised.  Enrollment is projected at 875 students  The proposed allotment is projected at $154K  Municipal contributions have been discontinued  Bank Interest: Calculated at 0.50% rate  Westlake Academy Foundation support remains steady at $1.03M EXPENDITURES Expenditures are budgeted at $9.432M; a decrease of $20K from prior year revised. This decrease in expenditures is due to allocating payroll cost to the federal ESSER III-Supplemental Grant.  The Board of Trustees approved a step increase plus 1% for Teachers, Librarians, Counselors, & Nurses, a 2% increase for Administration, and a 3% increase for Admin Support-Hourly staff; a combined total impact less than $18K.  FTE: 103.52 (1.65 increase from FY20/21).  Maintenance & Operations: $5.8K increase for janitorial services & supplies.  In accordance with Texas House Bill 3, kindergarten through 3rd grade teachers must complete reading training. This training started in FY20/21 and will continue through FY22/23.  Administrative: $15.6K increase for general legal services.  The ESC Region 11 contract is expected to remain the same from prior year revised. This includes the Instructional Solutions Contract for Canvas distance learning support & remote professional development opportunities. FUND BALANCE The FY 21/22 projections will decrease fund balance by $61,237 for an ending unassigned fund balance of $1,785,979. The unassigned balance represents coverage for 69 operating days. 56 42 45 50 56 65 62 69 63 61 60 59 Actual Actual Actual Actual Actual Actual Amended Proposed Projected Projected Projected Projected FY 14/15 FY 15/16 FY16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 FY25/26 Change in Operating Days 20 CAPITAL PROJECT FUNDS The Town has three capital project funds including the Capital Project Fund 410, Westlake Academy Arts & Sciences Center Fund 411, and Westlake Academy Expansion Fund 412. These funds consist of major equipment, land, and infrastructure projects of $25,000 or more financed with General Fund operating transfers, intergovernmental revenue, bond proceeds, and Special Revenue Fund transfers. Project completion or procurement may extend across two or more fiscal years and reflects multiple expenditure categories such as engineering, design, and construction. Completed capital projects often have a continuing fiscal impact on the Town’s operating funds due to routine maintenance, repair, and daily operating costs. When ongoing operating impacts have been identified, it is included on the project description sheets, and costs are projected for the next three years. Upon approval of the project, the ongoing fiscal impact is integrated into the operating budget. The following capital projects, funded by certificates of obligations, are budgeted for FY 21/22:  Roanoke Road Reconstruction & Drainage South - $700,955  SH114 Service Road Construction - $100,000  GPS Opticom Traffic Control - $91,250  Wayfinding Signage - $214,700  Cemetery Improvements - $250,000  Dove/Pearson/Aspen Trail – $459,250  Pearson Lane Recon/Drainage - $475,565  Westlake Academy Arts & Sciences Center Fund - $250,000 Project information sheets are included in the Capital Project Section. These sheets include prior year funding, future funding requirements, project description funding sources, and associated operating costs. REVENUES Total revenue across all capital improvement project funds is budgeted to be $4.6M, a 80% increase of $2M from prior year revised due to the FY2021 bond issuance. EXPENDITURES Total expenditures are budgeted to be $3M, an 38% increase of $822K from prior year revised. Expenditures are funded through bond issuances, capital improvement fund balances, and transfers between capital project funds. FUND BALANCE The combined ending fund balance is projected to be $6.5M.  Capital Project Fund 410 is projected to be $2.4M  Academy Arts and Sciences Center Fund 411 is projected to be $2.5M  Westlake Academy Expansion Fund 412 is projected to be $1.6M 21 CLOSING In summary, the continuing COVID-19 public health event will be a factor in our operational planning for this fiscal year. We were hopeful that with the reduced case count and other indicators of the pandemic showing positive improvement over the summer months, we would move into this next year without the need to include this as prominently in our operational plans. Many of our corporate citizens have opted to delay their return to the physical campuses in Westlake into this fiscal year. We will work with our corporate partners, Fidelity Investments, Deloitte University, Charles Schwab, etc., to be of assistance should they need municipal support. Town staff will also continue to:  Review departmental budget expenditures and delay purchases where needed; and,  Limit staff replacement or new positions for service delivery; and,  Increase transfers to conduit funds for responsible planning; and,  Monitor postponed and planned capital projects. In adherence to our fiscal policies, the budget will continue to be monitored monthly and regular updates will be provided to the Town Council. The budget is intended to be adaptable given the unfamiliar long-term fiscal impact of the pandemic and other service delivery needs that may arise within our community. We are very fortunate to work alongside a team of professionals in our academic and municipal areas and to serve with a Town Council who is committed to successful governance policies. One of the words I have heard used most over the past 12-months in our organization is that of ‘family’. We have created a community centered around family, an organization that works hard for our community and creates relationships you would find in a family, and we are blessed to serve a group of elected leaders who are focused on family. We have weathered many unforeseen events through the pandemic and I would like to thank you all for your support and assistance. We are truly Distinctive by Design and are proud to be a part of creating such a wonderful place. Respectfully submitted, Amanda DeGan Town Manager/Superintendent 22 ALL FUNDS OVERVIEW 23 This page is intentionally left blank. 24 General Fund Enterprise Funds Internal Service Funds Special Revenue Funds Debt Service Funds Capital Project Funds MUNICIPAL TOTAL Academic Funds TOTAL ALL FUNDS 1 General Sales Tax $ 4,500,000 $ - $ - $ 1,500,000 $ - $ - $ 6,000,000 $ - $ 6,000,000 2 Property Tax 1,705,163 - - - 1,134,763 - 2,839,926 - 2,839,926 3 Charge for Services - 5,347,555 - - - - 5,347,555 - 5,347,555 4 Hotel Occupancy Tax - - - 456,000 - - 456,000 - 456,000 5 Beverage Tax 40,000 - - - - - 40,000 - 40,000 6 Franchise Fees 942,125 - - - - - 942,125 - 942,125 7 Permits and Fees Other 213,563 - - - - - 213,563 - 213,563 8 Permits and Fees Building 2,567,656 - - - - - 2,567,656 - 2,567,656 9 Permits and Fees Utility - 342,411 - - - - 342,411 - 342,411 10 Fines & Forfeitures 475,600 - - - - - 475,600 - 475,600 11 Investment Earnings 48,800 15,500 5,775 3,550 - 11,000 84,625 - 84,625 12 Contributions - - 60,000 - - - 60,000 - 60,000 13 Misc Income 227,638 18,550 - 5,700 - - 251,888 - 251,888 14 Total Revenues 10,720,545 5,724,016 65,775 1,965,250 1,134,763 11,000 19,621,349 - 19,621,349 15 Transfers In 68,000 - 2,915,000 500,000 1,625,237 1,250,000 6,358,237 - 6,358,237 16 Other Sources - - - - - 3,353,602 3,353,602 - 3,353,602 17 Total Other Sources 68,000 - 2,915,000 500,000 1,625,237 4,603,602 9,711,839 - 9,711,839 18 GF Academic Revenues - - - - - - - 9,371,746 9,371,746 19 GF Academic Other Resources - - - - - - - - - 20 Total Academic - - - - - - - 9,371,746 9,371,746 21 TOTAL REVENUES AND OTHER SOURCES $ 10,788,545 $ 5,724,016 $ 2,980,775 $ 2,465,250 $ 2,760,000 $ 4,614,602 $ 29,333,188 $ 9,371,746 $ 38,704,934 22 Payroll Salaries $ 4,743,851 $ 9,195 $ - $ - $ - $ - $ 4,753,046 $ - $ 4,753,046 23 Payroll Transfer In (1,080,019) - - - - - (1,080,019) - (1,080,019) 24 Payroll Insurance 606,511 - - - - - 606,511 - 606,511 25 Payroll Taxes 413,290 3,930 - - - - 417,220 - 417,220 26 Payroll Retirement 550,216 - - - - - 550,216 - 550,216 27 Payroll Transfer Out 582,764 - 497,255 1,080,019 1,080,019 28 Total Payroll & Related 5,233,849 595,889 - 497,255 - - 6,326,993 - 6,326,993 29 Capital Outlay 38,215 38,055 - - - - 76,270 - 76,270 30 Debt 36,680 1,020,857 - - 2,866,314 - 3,923,851 - 3,923,851 31 Economic Development - - - 28,000 - - 28,000 - 28,000 32 Leases and Rentals 50,135 1,500 - - - - 51,635 - 51,635 33 Public Notices 19,140 - - 20,000 - - 39,140 - 39,140 34 Rent & Utilities 789,344 191,297 - 93,394 - - 1,074,035 - 1,074,035 35 Insurance 80,387 - - - - - 80,387 - 80,387 36 Repair & Maintenance 404,600 158,940 60,000 - - - 623,540 - 623,540 37 Services 2,747,433 3,503,755 - 213,400 2,273 - 6,466,861 - 6,466,861 38 Supplies 318,673 9,755 - 22,000 - - 350,428 - 350,428 39 Travel & Training 227,038 10,420 - 7,250 - - 244,708 - 244,708 40 Transfer Out Operating 125,237 - - - - - 125,237 - 125,237 41 Total Operations & Maintenance 4,836,882 4,934,579 60,000 384,044 2,868,587 - 13,084,092 - 13,084,092 42 TOTAL OPERATING EXPENDITURES 10,070,731 5,530,468 60,000 881,299 2,868,587 - 19,411,085 - 19,411,085 43 Maintenance & Replacement - - 1,973,287 - - - 1,973,287 - 1,973,287 44 Capital Project Funds - - - - - 2,741,720 2,741,720 - 2,741,720 45 Total Capital - - 1,973,287 - - 2,741,720 4,715,007 - 4,715,007 46 Transfers Out 4,000,000 483,000 - 1,500,000 - 250,000 6,233,000 - 6,233,000 47 Other Uses - - - - - - - - - 48 Total Other Uses 4,000,000 483,000 - 1,500,000 - 250,000 6,233,000 - 6,233,000 49 TOTAL NON-OPERATING EXPENDITURES 4,000,000 483,000 1,973,287 1,500,000 - 2,991,720 10,948,007 - 10,948,007 50 GF Academic Expenditures - - - - - - - 9,432,983 9,432,983 51 GF Academic Other Uses - - - - - - - - - 52 Total Academic - - - - - - - 9,432,983 9,432,983 53 TOTAL EXPENDITURES AND OTHER USES $ 14,070,731 $ 6,013,468 $ 2,033,287 $ 2,381,299 $ 2,868,587 $ 2,991,720 $ 30,359,092 $ 9,432,983 $ 39,792,075 54 Excess Revenus over (under) Expenditures $ (3,282,186) $ (289,452) $ 947,488 $ 83,951 $ (108,588) $ 1,622,882 $ (1,025,904) $ (61,237) $ (1,087,142) 55 BEGINNING FUND BALANCE 15,333,347 6,501,478 1,865,614 690,025 108,588 4,901,321 29,400,373 1,958,999 31,359,372 56 ENDING FUND BALANCE $ 12,051,161 $ 6,212,025 $ 2,813,102 $ 773,976 $ 0 $ 6,524,203 $ 28,374,468 $ 1,897,762 $ 30,272,229 SUMMARY ALL FUNDS - BY FUNDCombining Revenues, Expenditures and Fund BalanceFiscal Year 2021/2022 REVENUES AND OTHER SOURCES EXPENDITURES AND OTHER USES 25 This page is intentionally left blank. 26 PROPERTY TAX/ AD VALOREM 27 This page is intentionally left blank. 28 PROPERTY TAX OVERVIEW The municipal property tax rate (or ad valorem rate) proposed will maintain the current adopted rate of $0.16788 per $100 of assessed valuation. The tax rate is the no-new-revenue tax rate (formerly the effective tax rate). This rate is slightly higher this year ($0.00042) than the no-new-revenue rate, which is the total tax rate needed to raise the same amount of property tax revenue for the Town from the same properties between the 2020 tax year and the 2021 tax year. Town of Westlake Property Tax Revenue from FY11/12 – FY21/22 proposed. This budget will raise more revenue from property taxes than last year’s budget by an amount of $166,978, which is a 6.39% percent increase from last year’s budget. The property tax revenue to be raised from new property added to the tax roll this year is $177,235. The Town of Westlake will comply with all truth in taxation laws to protect the public’s right-to-know about tax rate decisions. ALLOCATION Property tax is the third largest revenue source in the General Fund. This tax is allocated between Maintenance and Operations (M&O) in the General Fund and Interest and Sinking (I&S) in the Debt Service fund for the Town. M&O: The M&O is the tax rate that is needed to raise the same amount of taxes that the Town levied in the prior year plus the applicable percentage allowed by law. This rate accounts for such thing as utilities and day-to-day operations. $1.442 $1.367 $1.353 $1.433 $1.479 $1.578 $1.627 $2.033 $2.307 $2.703 $2.840 $0.000 $0.500 $1.000 $1.500 $2.000 $2.500 $3.000 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 Proposed Property Tax Revenue History shown in millions 29 I&S: The debt service rate includes the debt service necessary to pay the Town’s debt payments in the coming year. This rate accounts for principal and interest on bonds and other debt secured by property tax revenue. Please see the tax rate change from FY20/21 adopted to FY21/22 proposed below: Tax Rate Change FY20/21 Adopted FY21/22 Proposed Variance M&O $0.12490 $0.10284 $(0.02206) I&S $0.04298 $0.06504 $ 0.02206 Total $0.16788 $0.16788 $ 0.00 The allocation for M&O is $.10284 and totals $1.7M. The allocation for I&S debt service is $0.06504 and totals $1.1M. This graph depicts the historical allocation of property tax between Maintenance and Operations and Interest and Sinking from FY10/11 – FY21/22 Proposed. 0.00 0.02 0.04 0.060.080.100.12 0.14 0.16 0.18 M&O Rate I&S Rate 30 TRENDS PROPERTY TAX RATE This year is the 12th year the Town of Westlake has assessed a local property tax. The graph represents the historical tax rate for the Town of Westlake. PROPERTY TAX RATE COMPARISON The property tax rate of $0.16788 per $100 valuation for the Town continues to be one of the lowest for municipalities in the immediate area and Westlake will remain in the bottom third of ALL municipalities in the State. Based on FY20/21 property tax rates for surrounding cities and Westlake’s FY21/22 proposed tax rate. 0.16010 0.15684 0.15684 0.15684 0.15634 0.15634 0.13695 0.13615 0.15600 0.16018 0.16788 0.16788 TAX RATE PROPERTY TAX RATE PER $100 ASSESSED VALUATION FY 10/11 Actual FY 11/12 Actual FY 12/13 Actual FY 13/14 Actual FY 14/15 Actual FY 15/16 Actual FY 16/17 Actual FY 17/18 Actual FY 18/19 Actual FY 19/20 Actual FY 20/21 Actual FY 21/22 Proposed 0.44644 0.40500 0.39990 0.37512 0.30680 0.27181 0.23000 0.16788 - 0.05000 0.10000 0.15000 0.20000 0.25000 0.30000 0.35000 0.40000 0.45000 0.50000 Trophy Club Southlake Keller Roanoke Colleyville Grapevine HighlandPark WesklakeFY21/22Proposed PROPERTY TAX RATE COMPARISON 31 APPRAISED VALUE vs. TAXABLE VALUE The Town of Westlake’s property values have increased over time. The difference between the appraised value and the taxable value are the Town’s homestead and other exemptions. This graph shows the historical appraised and taxable value of the Town of Westlake from FY16/17 to FY21/22. EXEMPTIONS & PROPERTY TAX REDUCTION The Town of Westlake offer the following exemptions and property tax reduction programs to its residents: HOMESTEAD EXEMPTION It is the intent of the Town Council of the Town of Westlake to adopt the highest possible homestead exemption, which would be a homestead exemption in the amount of twenty percent (20%) of the value of the homestead, and in any event, the exemption shall be at least a minimum of Five Thousand dollars ($5,000). ADDITIONAL 65+ or DISABLED EXEMPTION A $10,000 exemption on the taxable value of homes of 65+ or disabled residents. (This is one or the other, not both). HOMESTEAD TAX CEILING, OR TAX FREEZE (for 65+ or disabled) This exemption limits the total amount of taxes residents who are 65+ or disabled pay so that their future years’ taxes will not increase beyond what they currently pay upon qualification. Any resident that was 65 or disabled when the Town increased its zero, or 0%, ad valorem rate in 2010, did not pay any municipal ad valorem taxes for the 2009 tax year due to this tax ceiling. After the 2010 tax levy, persons over 65 or disabled with a Westlake residence homestead can freeze their municipal tax levy in the tax year of qualification for the tax ceiling exemption, or tax freeze, and their municipal ad valorem taxes will remain fixed at that amount. Additionally, they will not pay more but could potentially pay less if taxes are lowered. 0.00 0.50 1.00 1.50 2.00 2.50 3.00 FY16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 Appraised Value vs Taxable Value shown in billions Appraised Value Taxable Value 32 PROPERTY TAX REDUCTION The residents of Westlake voted to abolish the ½% additional sales and use tax for economic and industrial development, Section 4A, and to implement the ½% local sales and use tax to be used to reduce the property tax rate effective October 1, 2006. Prior year’s sales tax revenues are used in calculating the current tax rates based on the State Comptroller’s Truth and Taxation process. Calculations of Westlake’s tax rate take these revenues into consideration every year. 33 Based on July Certified Rolls FY 17/18 FY18/19 FY19/20 FY20/21 FY 21/22 Proposed 1,504,837,430$ 1,604,301,084$ 1,917,557,292$ 2,130,399,725$ 2,532,082,770$ amount change 99,463,654$ 313,256,208$ 212,842,433$ 401,683,045$ percent change 7%20%11%19% $ cumulative chg 99,463,654$ 412,719,862$ 625,562,295$ 1,027,245,340$ % cumulative chg 7%27%42%68% FY 17/18 FY18/19 FY19/20 FY20/21 FY 21/22 Proposed Total Taxable Values 1,118,795,450$ 1,195,417,827$ 1,436,594,268$ 1,471,238,802$ 1,664,104,380$ amount change 76,622,377$ 241,176,441$ 34,644,534$ 192,865,578$ percent change 7%20%2%13% $ cumulative chg 76,622,377$ 317,798,818$ 352,443,352$ 545,308,930$ % cumulative chg 7%27%25%37% Residential 767,948,881$ 838,903,265$ 997,353,112$ 1,088,117,123$ 1,079,322,315$ amount change 70,954,384$ 158,449,847$ 90,764,011$ (8,794,808)$ percent change 9%19%9%-1% $ cumulative chg 70,954,384$ 229,404,231$ 320,168,242$ 311,373,434$ % cumulative chg 9%27%32%29% Commercial 334,367,110$ 330,041,633$ 449,366,350$ 432,703,427$ 440,744,502$ amount change (4,325,477)$ 119,324,717$ (16,662,923)$ 8,041,075$ percent change -1%36%-4%2% $ cumulative chg (4,325,477)$ 114,999,240$ 98,336,317$ 106,377,392$ % cumulative chg -1%35%22%25% Personal 113,747,318$ 114,657,858$ 130,064,496$ 124,224,258$ 143,826,034$ amount change 910,540$ 15,406,638$ (5,840,238)$ 19,601,776$ percent change 1%13%-4%16% $ cumulative chg 910,540$ 16,317,178$ 10,476,940$ 30,078,716$ % cumulative chg 1%14%8%24% Ag Properties 400,144$ 3,359,052$ 252,818$ 484,021$ 211,529$ Based on Tarrant and Denton County Appraisal Districts. Over 65 or disabled Tax Freeze (tax ceiling) NET TAXABLE VALUES (these values will not always total due to incomplete accounts, cases before ARB, etc.) AD VALOREM PROPERTY TAX FIVE YEAR ANALYSIS Homestead exemption 20% (max.) Over 65 or disabled exemption - $10,000 APPRAISED VALUES 34 AD VALOREM PROPERTY TAX FIVE YEAR ANALYSIS Homestead exemption 20% (max.) Over 65 or disabled exemption - $10,000 FY 17/18 FY18/19 FY19/20 FY20/21 FY 21/22 Proposed New Residential 29,301,506$ 33,659,179$ 72,482,544$ 55,130,358$ 69,979,365$ amount change 4,357,673$ 38,823,365$ (17,352,186)$ 14,849,007$ percent change 15%115%-24%27% $ cumulative chg 4,357,673$ 43,181,038$ 25,828,852$ 40,677,859$ % cumulative chg 15%128%36%74% New Commercial 13,586,641$ 2,201,041$ 89,355,469$ 19,542,605$ 3,037,719$ amount change (11,385,600)$ 87,154,428$ (69,812,864)$ (16,504,886)$ percent change 0%100%-78%-84% $ cumulative chg (11,385,600)$ 75,768,828$ 5,955,964$ (10,548,922)$ % cumulative chg -84%3442%7%-54% FY 17/18 FY18/19 FY19/20 FY20/21 FY 21/22 Proposed Avg Market Value 1,758,822$ 1,827,975$ 1,946,157$ 1,946,146$ 2,111,458$ amount change 69,153$ 118,182$ (11)$ 165,312$ percent change 4%6.47%0.00%8.49% $ cumulative chg 69,153$ 187,335$ 187,324$ 352,636$ % cumulative chg 4%10%10%18% AD VALOREM TAX PAYMENT ON AVERAGE HOME VALUE (w/homestead exemption) FY 17/18 FY18/19 FY19/20 FY20/21 FY 21/22 Proposed Avg Taxable Value 1,451,120$ 1,505,483$ 1,612,692$ 1,612,042$ 1,769,060$ Tax Payment 1,581 1,879$ 2,067$ 2,165$ 2,376$ amount change 298$ 188$ 98$ 211$ percent change 18.87%9.99%4.76%9.74% Based on the Tarrant and Denton County Appraisal Districts. NEW NET TAXABLE VALUE (these values will not always total due to incomplete accounts, cases before ARB, etc.) AVERAGE VALUE PER HOME 35 AD VALOREM PROPERTY TAX FIVE YEAR ANALYSIS Homestead exemption 20% (max.) Over 65 or disabled exemption - $10,000 FY 17/18 FY18/19 FY19/20 FY20/21 FY 21/22 Proposed Total Revenue 1,626,698$ 1,956,241$ 2,426,220$ 2,702,743$ 2,793,698$ amount change 329,543$ 469,979$ 276,523$ 90,955$ percent change 20.26%24.02%11.40%3.37% New Residential 39,894$ 52,508$ 116,103$ 92,553$ 117,481$ amount change 12,614$ 63,594$ (23,550)$ 24,929$ percent change 31.62%121.11%-20.28%26.93% New Commercial 18,498$ 3,434$ 143,130$ 32,808$ 5,100$ amount change (15,065)$ 139,696$ (110,321)$ (27,708)$ percent change -81.44%4068.47%-77.08%-84.46% Raised from New 61,533$ 55,942$ 259,232$ 125,361$ 122,581$ Raised from Existing 1,417,919$ 1,900,299$ 2,166,988$ 2,577,382$ 2,671,117$ FY 17/18 FY18/19 FY19/20 FY20/21 FY 21/22 Proposed General Fund 0.11133$ 0.13201$ 0.11453$ 0.12490$ 0.06504$ Debt Service 0.02482 0.02399 0.04565 0.04298 0.10284 TOTAL TAX RATE 0.13615$ 0.15600$ 0.16018$ 0.16788$ 0.16788$ 0.15634 amount change 0.01985 0.00418 0.00770 - percent change 14.58%2.68%4.81%0.00% FY 17/18 FY18/19 FY19/20 FY20/21 FY 21/22 Proposed General Fund 81.77%84.62%71.50%74.40%38.74% Debt Service 18.23%15.38%28.50%25.60%61.26% TOTAL 100%100%100%100%100% FY 17/18 FY18/19 FY19/20 FY20/21 FY 21/22 Proposed General Fund 1,329,237$ 1,655,548$ 1,725,950$ 1,953,282$ 1,705,163 Debt Service 297,461$ 300,693$ 685,914$ 699,865$ 1,134,763 TOTAL 1,626,698$ 1,956,241$ 2,411,864$ 2,653,147$ 2,839,926$ amount change 329,543$ 455,623$ 241,283$ 186,779$ percent change 20.26%23.29%10.00%7.04% TOTAL TAX REVENUE GENERATED TAX REVENUE BY FUND TYPE TAX RATE DISTRIBUTION AMOUNT TAX RATE DISTRIBUTION PERCENT 36 PERSONNEL OVERVIEW 37 This page is intentionally left blank. 38 PERSONNEL OVERVIEW Personnel is budgeted to be $6.3M and comprises 16% of all funds total expenditures and other uses. This includes a 3% pay increase for municipal employees. This results in a 2% increase of $118,798 when compared to prior year revised. Personnel staffing levels for the Town 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. A 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. STAFFING LEVEL CHANGES In FY 2022, three firefighter positions will be reclassed to Driver positions upon completion of the required certifications. Additionally, the Town also has three vacant positions that are to be fill in the coming fiscal year. Department Name FY 19/20 Actuals FY 20/21 Adopted FY 20/21 Revised FY 21/22 Proposed Proposed Change Amount Proposed Change Percent Administrative 1.00 1.00 1.00 1.00 - 0% Town Manager 4.00 4.50 3.00 3.00 - 0% Planning & Development 4.00 4.00 4.00 4.00 - 0% Town Secretary 1.5 1.5 1.00 1.00 - 0% Emergency Services 15.00 18.00 18.00 18.00 - 0% Court/Marshal/Judge 4.75 4.75 4.75 4.75 - 0% Public Works 4.33 4.33 4.33 4.33 - 0% Facilities Maintenance 0.83 0.83 0.83 0.83 - 0% Finance 5.00 5.00 5.00 5.00 - 0% Human Resources 2.00 2.00 1.00 2.00 1.00 50% Park & Recreation 0.83 0.83 0.83 0.83 - 0% Information Technology 2.00 2.00 2.00 3.00 1.00 33% Communications 2.00 2.00 1.00 2.00 1.00 50% Total Employees 49.75 50.75 46.75 49.75 3.00 7% 39 The Town of Westlake believes that market-based salary, in combination with employee competence and their overall contribution to the Town’s success, should largely determine their compensation and career advancement opportunities. The goal of the compensation plan is to attract and retain top talent and utilize best practices in all systems and processes supporting the plan. Salary adjustments will be made in order to remain competitive, retain talent, and reward outstanding performance. Pay increases may occur due to market adjustments, or through performance pay. All forms of compensation are subject to Town Manager approval and available funding appropriated on an annual basis by the Town Council. MARKET ADJUSTMENTS The Town conducts a biannual market salary study. Depending on the results of the market study, and if funds are available, all or some of the salary bands will be proposed to the Town Council for adjustment. Proposed adjustments to any pay band will not be proposed unless the market study indicates bands have increased by 2.5% or more. Employee salaries may receive a market adjustment if their current salary has shifted to become less than 97.5% of the market average. If any market adjustment is approved, all pay ranges and steps will be adjusted accordingly on the first day of the fiscal year. This does not include the Town Manager, whose compensation is determined by the Town Council. PERFORMANCE PAY On-going performance pay may be awarded to individuals or teams who, as determined in their performance evaluation, have clearly gone “above and beyond” their traditional roles, job duties, and assignments over the evaluation period. Performance pay is awarded through the review process and the established criteria outlined by the HR Department. One-time performance pay may be offered to employees or teams who, based on performance evaluation, have been determined to have gone “above and beyond” expectations. One-time performance pay is a lump-sum, one-time payment, and will not impact the base pay of the employee and will not move their pay within their position’s assigned band. All performance pay, whether on-going or one-time adjustments, is dependent upon the availability of financial resources. TYPES OF SALARY ADJUSTMENTS 40 Advisory BoardsAnd Committees Town Attorney Texas Student Housing ORGANIZATIONAL CHART FinanceInformation TechnologyCommunity Engagement Fire/EMS Municipal Court Police Services (Keller) Human Resources Town Secretary Westlake Academy Deputy Town Manager Assistant Town Manager Parks & Recreation Facilities Planning & Development Public Works Town Manager Superintendent CITIZENS Town Council Board of Trustees 41 This page is intentionally left blank. 42 LONG-TERM PLANNING 43 This page is intentionally left blank. 44 LONG-TERM PLANNING Long-term planning is a key component of Town’s financial principles. Without proper planning, multi- year sustainability would not be attainable. To maximize the benefit of long-term planning, Council has established the following goals:  Sustain existing programs at high service levels.  Maintain a healthy General Fund balance of at least 180 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. Long-term planning ensures Council has time to strategize a course for the Town in both the short and long-term. FORECASTING The Town develops a financial forecast by assessing key revenue and expenditure drivers. Key revenue forecasts are based on projected development projects and data driven assessments of the local, regional, state and national economy. Key expenditure forecasts are based on the goods and service needs of the Town, useful life of major assets, and the operational impact of projects or programs. Key revenues and expenditures are monitored quarterly and annually to identify financial trends, shortfalls, and potential issues so that they can be addressed proactively. Forecasting is essential to budgeting and multi-year planning as it allows Council to make informed decisions about the Town’s financial health and strategic goals. LONG-TERM PLAN The Town’s long-term plan is depicted in the five-year financial forecast for all municipal funds and the five-year Capital Improvement Plan. KEY REVENUES General Sales Tax Property Tax Rate Net Taxable Value Franchise Fees Licenses & Permits Charges for Services Intergovernmental Revenues Fines & Forfeitures KEY EXPENDITURES Overtime Maintenance Travel & Training Utility Costs Professional Services Insurance Costs Fleet Replacements Capital Equipment Replacements 45 FUND BALANCE Fund balance is used to describe the net position of governmental funds calculated in accordance with generally accepted accounting principles (GAAP). Budget professionals commonly use this same term to describe the net position of governmental funds calculated on a government’s budgetary basis. FUND Beginning Fund Balance Revenues & Other Sources Expenditures & Other Uses Net Change to Fund Balance Ending Fund Balance Percent of Total Percent Change General Fund $ 15,333,347 $ 10,788,545 $ 14,070,731 $ (3,282,186) $ 12,051,161 40% -21% Enterprise Funds 6,501,477 5,724,016 6,013,468 (289,452) 6,212,025 21% -4% Internal Service M&R 1,865,614 2,980,775 2,033,287 947,488 2,813,102 9% 51% Special Revenue Funds 690,025 2,465,250 2,381,299 83,951 773,976 3% 12% Debt Service Funds 108,588 2,760,000 2,868,588 (108,588) (0) 0% -100% Capital Projects Funds 4,901,321 4,614,602 2,991,720 1,622,882 6,524,203 22% 33% Municipal Total 29,400,373 29,333,188 30,359,093 (1,025,905) 28,374,468 94% -3% Academic Funds 1,958,999 9,371,746 9,432,983 (61,238) 1,897,761 6% -3% TOTAL ALL FUNDS $ 31,359,372 $ 38,704,934 $ 39,792,076 $ (1,087,143) $ 30,272,229 100% -3% Fund Balance will only be used with Council approval and can only be used for the following:  Emergencies, and their related response and/or necessary repairs to major equipment failure or damage, such as a natural disaster, pandemic, epidemic, or quarantine.  Specific capital improvement projects or be transferred to the Capital Projects Fund.  Major maintenance projects not meeting Capital Project criteria as identified in the Adopted Budget’s Capital Improvement Plan.  Acquisition of technology hardware and/or software such as Geographic Information Systems (GIS), public safety technology enhancements, and fiber optic technology.  Local matches on State or Federal grants.  One-time (i.e. non-reoccurring) employee performance pay 46 Revision 06 ADOPTED REVISED PROPOSED Projected Projected Projected Projected FY 20/21 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 GENERAL FUND Total Revenues and Other Sources 9,620,674$ 10,803,381$ 10,788,545$ 12,595,182$ 11,146,167$ 13,077,992$ 11,870,153$ Total Expenditures and Other Uses (10,675,746)(9,968,481)(14,070,731)(11,742,412)(12,223,542)(12,979,575)(12,456,975) NET CHANGE TO FUND BALANCE (1,055,072)834,900 (3,282,186)852,770 (1,077,375)98,417 (586,821) Beginning Fund Balance 14,498,447 14,498,447 15,333,347 12,051,161 12,903,932 11,826,557 11,924,973 Ending Fund Balance 13,443,375 15,333,347 12,051,161 12,903,932 11,826,557 11,924,973 11,338,152 Restricted/Committed/Assigned 298,560 727,479 727,479 727,479 727,479 727,479 727,479 Unassigned Ending Balance $ 13,144,815 $ 14,605,868 $ 11,323,682 $ 12,176,453 $ 11,099,078 $ 11,197,494 $ 10,610,673 Operating Expenditures $10,665,746 $9,883,481 $10,070,731 $10,042,412 $10,273,542 $10,529,575 $10,756,975 Operating Cost per Day $29,221 $27,078 $27,591 $27,513 $28,147 $28,848 $29,471 OPERATING DAYS 450 539 410 443 394 388 360 ENTERPRISE FUNDS Total Revenues and Other Sources 5,819,803$ 5,781,493$ 5,724,016$ 5,799,081$ 5,910,367$ 6,020,717$ 6,108,474$ Total Expenditures and Other Uses (5,641,207)(5,018,495)(6,013,468)(5,748,112)(5,883,531)(5,892,159)(5,965,320) NET CHANGE TO FUND BALANCE 178,596 762,998 (289,452)50,969 26,836 128,558 143,154 Beginning Working Capital 5,738,480 5,738,480 6,501,477 6,212,025 6,262,994 6,289,830 6,418,388 Ending Working Capital 5,917,075 6,501,477 6,212,025 6,262,994 6,289,830 6,418,388 6,561,542 Restricted/Committed/Assigned 1,456,495 1,435,795 1,284,894 1,276,410 1,267,777 1,254,148 1,240,272 Unassigned Working Capital $ 4,460,581 $ 5,065,683 $ 4,927,131 $ 4,986,584 $ 5,022,052 $ 5,164,240 $ 5,321,270 INTERNAL SERVICE FUNDS Total Revenues and Other Sources 109,275$ 614,275$ 2,980,775$ 1,665,050$ 1,980,050$ 2,415,050$ 1,665,050$ Total Expenditures and Other Uses (1,143,500)(729,500)(2,033,287)(972,000)(1,518,000)(3,785,000)(1,218,515) NET CHANGE TO FUND BALANCE (1,034,225)(115,225)947,488 693,050 462,050 (1,369,950)446,535 Beginning Fund Balance 1,980,839 1,980,839 1,865,614 2,813,102 3,506,152 3,968,202 2,598,252 Ending Fund Balance 946,614 1,865,614 2,813,102 3,506,152 3,968,202 2,598,252 3,044,787 Restricted/Committed/Assigned 946,614 1,865,614 2,813,102 3,506,152 3,968,202 2,598,252 3,044,787 Unassigned Ending Balance $- $- $ - $ - $- $- $- SPECIAL REVENUE FUNDS Total Revenues and Other Sources 1,470,625$ 1,912,750$ 2,465,250$ 2,308,667$ 2,387,206$ 2,469,361$ 2,527,348$ Total Expenditures and Other Uses (1,612,716)(2,057,341)(2,381,299)(2,497,682)(2,485,319)(2,830,146)(2,844,829) NET CHANGE TO FUND BALANCE (142,091)(144,591)83,951 (189,015)(98,113)(360,785)(317,481) Beginning Fund Balance 834,616 834,616 690,025 773,976 584,962 486,849 126,064 Ending Fund Balance 692,525 690,025 773,976 584,962 486,849 126,064 (191,417) Restricted/Committed/Assigned 692,525 690,025 773,976 584,962 486,849 126,064 (191,417) Unassigned Ending Balance $- $- $ - $ - $- $- $- FIVE YEAR FINANCIAL FORECAST FUND 47 Revision 06 ADOPTED REVISED PROPOSED Projected Projected Projected Projected FY 20/21 FY 20/21 FY 21/22 FY 22/23 FY 23/24 FY 24/25 FY 25/26 FIVE YEAR FINANCIAL FORECAST FUND DEBT SERVICE FUNDS Total Revenues and Other Sources 2,654,572$ 2,649,259$ 2,760,000 3,122,425 3,127,621 3,423,779 3,413,229 Total Expenditures and Other Uses (2,691,274)(2,691,189) (2,868,589) (3,122,425) (3,127,621) (3,423,779) (3,413,229) NET CHANGE TO FUND BALANCE (36,702)(41,930) (108,589) - - - - Beginning Fund Balance 150,518 150,518 108,588 (0) (0) (0) (0) Ending Fund Balance 113,816 108,588 (0) (0) (0) (0) (0) Restricted/Committed/Assigned 113,816 108,973 (0) (0) (0) (0) (0) Unassigned Ending Balance $ - $ (385) $ (0) $ - $ - $ - $ - CAPITAL PROJECT FUNDS Total Revenues and Other Sources 280,000$ 2,568,000$ 4,614,602$ 10,000$ 10,000$ 10,000$ 10,000$ Total Expenditures and Other Uses (1,613,830)(2,169,130)(2,991,720)(579,017)(682,865)0 0 NET CHANGE TO FUND BALANCE (1,333,830)398,870 1,622,882 (569,017)(672,865)10,000 10,000 Beginning Fund Balance 4,502,451 4,502,451 4,901,321 6,524,203 5,955,186 5,282,321 5,292,321 Ending Fund Balance 3,168,621 4,901,321 6,524,203 5,955,186 5,282,321 5,292,321 5,302,321 Restricted/Committed/Assigned 3,168,621 4,901,321 6,524,203 5,955,186 5,282,321 5,292,321 5,302,321 Unassigned Ending Balance $ - $ - $ - $ - $ - $ - $ - GRAND TOTAL ALL MUNICIPAL FUND TYPES Total Revenues and Other Sources 19,954,949$ 24,329,158$ 29,333,188$ 25,500,405$ 24,561,411$ 27,416,899$ 25,594,254$ Total Expenditures and Other Uses (23,378,273)(22,634,136)(30,359,093)(24,661,647)(25,920,878)(28,910,659)(25,898,867) NET CHANGE TO FUND BALANCE (3,423,324)1,695,022 (1,025,905)838,758 (1,359,468)(1,493,760)(304,613) Beginning Fund Balance 27,705,352 27,705,352 25,005,509 28,374,467 29,213,225 27,853,758 26,359,998 Ending Fund Balance 24,282,027 29,400,373 28,374,468 29,213,225 27,853,758 26,359,998 26,055,384 Restricted/Committed/Assigned 6,676,631 9,729,207 12,123,654 12,050,189 11,732,628 9,998,264 10,123,441 Unassigned Ending Balance $ 17,605,396 $ 19,671,166 $ 16,250,814 $ 17,163,037 $ 16,121,130 $ 16,361,734 $ 15,931,943 48 GENERAL FUND 49 This page is intentionally left blank. 50 GENERAL FUND OVERVIEW The General Fund is the Town’s principal operating fund. It is supported by sales and use taxes, property (ad valorem) taxes, planning and development fees, and other revenues. These revenues may be used for a variety of purposes as determined by the Town Council. The General Fund budget accounts for core Town services such as fire and emergency services, planning and development, public works, finance, and administrative oversight. REVENUES Budgeted at $10,788,545. This is a slight decrease of $14,836 from prior year revised. The largest revenue source in the General Fund is general sales and use tax revenues which is budgeted to be $4.5M and represents 42% of the General Fund’s total revenues and sources. This remained flat when compared to prior year revised, based on slow economic recovery and ongoing impact of COVID- 19. The second largest revenue source is from building permits and fees charged for development activities which are budgeted to be $2.567M, comprising 24% of the General Fund’s total revenues and sources. This reflects a 37% increase of $697K when compared to prior year revised. This increase is based on continued growth and planned development projects this upcoming fiscal year. The third relatively largest revenue source in the proposed General Fund budget is property tax (or ad valorem) revenues. The Maintenance and Operations (M&O) portion of the rate is budgeted to be $1.7M, comprising 16% of the General Fund total revenues and sources. This reflects a 15% decrease of $297K when compared to prior year revised, expected due to the decrease of the M&O rate this year. Lastly, the final revenue category reflected in the chart below is for All Other Revenue at 18%. This category contains the second and final expected distribution of funds from the federal government’s American Rescue Plan Act (ARPA). With the first distribution ($200K) expected before the current fiscal year end, and the $211,733 included in the proposed budget, this ARPA revenue use is limited to expenditures in four statutory categories: • Support of public health expenditures and negative economic impacts caused by the pandemic • Revenue replacement for specific governmental services relative to the pandemic • Investments in water, sewer, and broadband infrastructure • Premium pay for essential workers 51 EXPENDITURES Budgeted to be $14M in all expenditures and other uses. This reflects a 41% increase of $4.1M from the prior year revised, with the majority of this increase from transfers out. The largest expenditure in the proposed General Fund budget is allocated to payroll and related benefits. This amount is budgeted to be $5.2M and comprises 37% of General Fund total expenditures and other uses. This includes a 3% increase for municipal employees. The second largest expenditure is operations and maintenance. This amount is budgeted at $4.8M, comprising 34% of General Fund total expenditures and other uses. This reflects a 5% increase of $217K when compared to prior year revised. The operations and maintenance costs consist of the dollars necessary to provide public services. The third type of expenditure is transfers out. This amount is budgeted at $4M. This is a $3.9M increase of prior year revised. This expenditure consists of a transfer out to the General Maintenance and Replacement Fund, Vehicle Maintenance and Replacement Fund, Visitor Association Fund, and Capital Project Funds. General Sales Tax 42% Property Tax 16% All Other Revenue 18% Permits & Fees Building 24% GENERAL FUND REVENUES Total Payroll and Related 37% Operations and Maintenance35% Transfers Out 28% GENERAL FUND EXPENDITURES 52 FUND BALANCE The combined ending unassigned Fund Balance for the General Fund is projected to be $11.3M. The Town’s daily operating cost is calculated at $27,591 (410 operating days). The projected number of operating days is above the minimum number of days (180) as determined by the financial policies established by the Town Council. The graph below represents the operating days for FY 19/20, FY 20/21, and this upcoming fiscal year FY 21/22. 489 450 410 350 400 450 500 FY 19/20 FY 20/21 FY 21/22 OPERATING DAYS 53 Fiscal Year 2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 AdoptedActualsBudgetBudgetBudgetFY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 General Sales Tax 5,534,125 3,166,125 4,500,000 4,500,000 1,333,875 42%- 0% 2 Property Tax 1,725,950 1,837,577 2,003,360 1,705,163 (132,414) -7%(298,197) -15% 3 Beverage Tax 41,949 40,000 40,000 40,000 - 0%- 0% 4 Charge for Service - - - - - 0%- 0% 5 Hotel Occupancy Tax - - - - - 0%- 0% 6 Franchise Fees 972,519 942,125 942,125 942,125 - 0%- 0% 7 Permits & Fees Other 628,804 246,063 384,541 213,563 (32,500) -13%(170,978) -44% 8 Permits & Fees Building 1,370,131 2,445,154 1,870,014 2,567,656 122,502 5%697,642 37% 9 Permits & Fees Utility - - - - - 0%- 0% 10 Fines & Forfeitures Court 492,434 475,600 517,918 475,600 - 0%(42,318) -8% 11 Interest Income 146,141 88,800 28,800 48,800 (40,000) -45%20,000 69% 12 Contributions (2,100) - 112,630 - - 0%(112,630) -100% 13 Donations - - - - - 0%- 0% 14 Misc Income 110,192 311,230 211,405 227,638 (83,592) -27%16,233 8% Total Revenues 11,020,146 9,552,674 10,610,793 10,720,545 1,167,871 12%109,752 1% 15 Transfer In from Fund 500 Utility 77,158 68,000 192,588 68,000 - 0%(124,588) -65% 16 Other Sources - - - - - 0%- 0% 17 Transfer In from Fund 412 WA Expansion - - - - - 0%- 0% Total Other Sources 77,158 68,000 192,588 68,000 - 0%(124,588) -65% 11,097,303$ 9,620,674$ 10,803,381$ 10,788,545$ 1,167,871$ 12%(14,836)$ 0% 18 Salaries 4,180,153 4,559,497 4,384,954 4,743,851 184,354$ 4%358,897$ 8% 19 Transfers In (904,453) (740,564) (740,564) (1,080,019) (339,455) 46%(339,455) 46% 20 Transfers Out - - - - - 0%- 0% 21 Insurance 661,635 744,589 704,625 606,511 (138,078) -19%(98,114) -14% 22 Taxes 360,092 413,263 393,011 413,290 27 0%20,279 5% 23 Retirement 494,031 516,289 521,958 550,216 33,927 7%28,258 5% 24 Total Payroll and Related 4,791,458 5,493,074 5,263,984 5,233,849 (259,225) -5%(30,135) -1% 25 Capital Outlay 85,947 37,215 37,215 38,215 1,000 3%1,000 3% 26 Debt Service 256,427 36,680 36,680 36,680 - 0%- 0% 27 Leases and Rentals 40,772 50,135 20,135 50,135 - 0%30,000 149% 28 Public Notices 25,058 20,020 15,020 19,140 (880) -4%4,120 27% 29 Rent & Utilities 900,722 757,849 762,589 789,344 31,495 4%26,755 4% 30 Insurance - 79,080 79,080 80,387 1,307 2%1,307 2% 31 Repair & Maintenance 339,021 351,785 351,785 404,600 52,815 15%52,815 15% 32 Services 2,265,509 2,390,306 2,394,006 2,747,433 357,127 15%353,427 15% 33 Supplies 202,844 268,043 254,483 318,673 50,630 19%64,190 25% 34 Travel & Training 115,374 214,743 218,628 227,038 12,295 6%8,410 4% 35 Transfer Out Operating (300)272,089 966,816 449,876 125,237 (841,579) -87%(324,639) -72% 36 Operations and Maintenance 4,503,763 5,172,672 4,619,497 4,836,882 (335,790) -6%217,385 5% 37 9,295,221$ 10,665,746$ 9,883,481$ 10,070,731$ (595,015)$ -6%187,250$ 2% ONLY UPDATE THESE COLUMNS NOT THE WHOLE SPREADSHEET Program Summary vs vs SUB-TOTAL OPERATIONS and MAINTENANCE EXPENDITURES GENERAL FUND REVENUES & OTHER SOURCES GRAND TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES 54 Fiscal Year 2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 AdoptedActualsBudgetBudgetBudgetFY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised ONLY UPDATE THESE COLUMNS NOT THE WHOLE SPREADSHEET Program Summary vs vs GENERAL FUND 38 Projects - Capital improvement - - - - - 0%- 0% 39 Projects - Maintenance & Replacement - - - - - 0%- 0% 40 Total Capital and Mainteance & Replacement - - - - - 0%- 0% 41 Transfer Out to VA - - - 500,000 500,000 100%500,000 100% 42 Transfer Out to Fund 600 GMR - 10,000 10,000 1,500,000 1,490,000 14900%1,490,000 14900% 43 Transfer Out to Fund 605 VMR-GF - - 75,000 1,000,000 1,000,000 100%925,000 100% 44 Transfer Out to CP - - - 1,000,000 1,000,000 100%1,000,000 100% 45 Total Transfers Out - 10,000 85,000 4,000,000 3,990,000 39900%3,915,000 4606% 46 -$ 10,000$ 85,000$ 4,000,000$ 3,990,000$ 39900%3,915,000$ 4606% 47 9,295,221$ 10,675,746$ 9,968,481$ 14,070,731$ 3,394,985$ 32%4,102,250$ 41% 48 EXCESS REVENUES OVER(UNDER) EXPENDITURES 1,802,082 (1,055,072) 834,900 (3,282,186) (2,227,114) 211%(4,117,086) -493% 49 FUND BALANCE, BEGINNING 12,696,365 14,498,447 14,498,447 15,333,347 834,900 6%834,900 6% 50 14,498,447$ 13,443,375$ 15,333,347$ 12,051,161$ (1,392,214)$ -10%(3,282,186)$ -21% 51 Restricted/Assigned/Committed Funds 383,712 298,560 727,479 727,479 428,919 144%- 0%14,114,735$ 13,144,815$ 14,605,868$ 11,323,682$ (1,821,133)$ -14%(3,282,186)$ -22% 52 Operating Cost per Day $25,466 $29,221 $27,078 $27,591 -$1,630 -6%$513 2% 53 Operating Days 554 450 539 410 (39) -9%(129) -24% 54 Court Technology 100-10112-15-000 11,716$ 60,000$ 11,731$ 11,731$ (48,269)$ -411%-$ 0% 55 Court Security 100-10113-15-000 97,001 110,000 97,136 97,136 (12,864) -13%- 0% 56 Court Efficiency 100-10116-15-000 10,243 10,500 10,257 10,257 (243) -2%- 0% 57 Court Cash Drawer 100-10111-15-000 800 - 600 600 600 100%- 0% 58 Court County Bonds 100-10114-15-000 38,297 - 41,449 41,449 41,449 100%- 0% 59 Court Child Safety 100-10117-15-000 25 - 25 25 25 100%- 0% 60 P&D Escrow 100-10110-12-105 7,569 - 38,470 38,470 38,470 100%- 0% 61 Tree Escrow 100-10110-00-101 63,354 63,350 161,371 161,371 98,021 61%- 0% 62 Street Escrow 100-10110-00-102 54,707 54,710 54,707 54,707 (3) 0%- 0% 63 Open Space Escrow 100-10110-00-106 100,000 - 100,000 100,000 100,000 100%- 0% 64 2021 CLFRF - ARPA - - 211,733 211,733 211,733 100%- 0% 65 383,712$ 298,560$ 727,479$ 727,479$ 428,919$ 59%-$ 0% FUND BALANCE, ENDING SUB-TOTAL NON-OPERATING EXPENDITURES TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS UNASSIGNED FUND BALANCE, ENDING RESTRICTED/ASSIGNED/COMMITTED FUNDS GRAND TOTAL ALL EXPENDITURES & OTHER USES SUMMARY 55 This page is intentionally left blank. 56 ENTERPRISE FUNDS 57 This page is intentionally left blank. 58 UTILITY FUND 500 OVERVIEW The Utility Fund accounts for the acquisition, operation, and maintenance of water, sewer, and trash services. This fund is primarily supported by service charges to utility (water and sewer) customers. The intent of this fund is for the direct beneficiaries to pay for all costs of the fund, including debt service for utility system improvement bonds, through fees for service. FUND HIGHLIGHTS REVENUE Budgeted to be $5,712,891. This is a 1% decrease of $42,277 from the prior year revised. The decrease in revenue is a result of the following:  Charge for Service revenue is projected to decrease by $121,677. Utility rates for water will remain the same while sewer rates are proposed to increase in January 2022 due to underperforming sewer revenue per rate study from an independent rate analyst.  Permits & Fees – Utility revenue is projected to increase by $74,400. This change in revenue is due to the Trinity River Authority wastewater settle-up and duct bank permit fees.  Investment Earnings are projected to increase $5,000 due to new interest rates.  Miscellaneous income is projected to stay consistent due to cross connection fees. EXPENSES Budgeted to be $5,989,442. This is a 20% increase of $990,673 from prior year revised. The increase in expenses is a result of the following:  Increase of $732K from prior year revised for anticipated debt service payments due to Hillwood Contract.  Increased rent and utilities for town hall ($2,969).  $7,000 decrease in water, sewer, and pump station repair costs.  $200,412 increase in transfers out. This includes: $5K to the Utility Vehicle Maintenance and Replacement Fund 505, decrease of $124K to the General Fund for Impact Fees, and $320K to Utility Maintenance and Replacement Fund 510. WORKING CAPITAL The Utility Fund is projected to have an ending working capital of $5,910,023. This is a 4% decrease of $276,551 from prior year revised. 59 CEMETERY FUND 255 OVERVIEW The Cemetery Fund includes all operations associated with the 5.5-acre cemetery located on JT Ottinger Road. In FY 08/09, the cemetery was donated and conveyed by deed to the Town. This fund accounts for operational activities such as interment, lot sales, record keeping, and maintenance (grounds, fences, trees and flower beds). FUND HIGHLIGHTS REVENUES Budgeted at $11,125. This is a 58% decrease of $15,200 from prior year revised. The decrease in revenue is due to a projected $15,200 decrease in cemetery section sales. EXPENSES Budgeted at $24,026. This is a 22% increase of $4,300 increase from prior year revised. The increase in expenses is a result of projected repair and maintenance. WORKING CAPITAL The ending working capital for the cemetery fund is projected to be $302,002. This is a 4% decrease of $12,901 from prior year revised. 60 Fiscal Year 2021/2022 Audited Adopted Revised Proposed FY 21/22 Proposed FY 21/22 Proposed Actuals Budget Budget Budget FY 19/20 FY 20/21 FY 20/21 FY 21/22 FY 20/21 Adopted FY 20/21 Revised 1 General Sales Tax -$ -$ -$ -$ -$ 0%-$ 0% 2 Property Tax - - - - - 0%- 0% 3 Beverage Tax - 0%- 0% 4 Charge for Service 6,119,686 5,476,889 5,484,432 5,347,555 (129,334) -2%(136,877) -2% 5 Hotel Occupancy Tax - - - - - 0%- 0% 6 Franchise Fees - - - - - 0%- 0% 7 Permits & Fees Other - - - - - 0%- 0% 8 Permits & Fees Building - - - - - 0%- 0% 9 Permits & Fees Utility 344,533 268,011 268,011 342,411 74,400 28%74,400 28% 10 Fines & Forfeitures Court - - - - - 0%- 0% 11 Investment Earnings 57,287 56,353 10,500 15,500 (40,853) -72%5,000 48% 12 Contributions - - - - - 100%- 100% 13 Donations - 0%- 0% 14 Misc Income 14,112 18,550 18,550 18,550 - 0%- 0% 15 Total Revenues 6,535,618 5,819,803 5,781,493 5,724,016 5,724,016 98%(95,787) -2% 16 Transfer In - - - - - 0%- 0% 17 Other Sources - - - - - 0%- 0% 18 Total Transfer In and Other Sources - - - - - 0%- 0% 19 6,535,618 5,819,803 5,781,493 5,724,016 5,724,016 98%(95,787) -2% 20 Salaries (23,027) 9,195 9,195 9,195 - 0%- 0% 21 Transfers Out 410,866 543,088 543,088 582,764 39,676 7%39,676 7% 22 Insurance - - - - - 0%- 0% 23 Taxes - - - 3,930 3,930 100%3,930 100% 24 Retirement - - - - - 0%- 0% 25 Total Payroll and Related 387,839 552,283 552,283 595,889 43,606 8%43,606 8% 26 Capital Outlay 44,781 31,055 31,055 38,055 7,000 23%7,000 23% 27 Debt Service 1,982,542 1,031,671 288,671 1,020,857 (10,814) -1%732,186 254% 28 Economic Development - - - - - 0%- 0% 29 Leases and Rentals - 1,500 1,500 1,500 - 0%- 0% 30 Public Notices - - - - - 0%- 0% 31 Rent & Utilities 163,781 188,328 188,328 191,297 2,969 2%2,969 2% 32 Repair & Maintenance 306,565 165,940 161,640 158,940 (7,000) -4%(2,700) -2% 33 Services 2,904,887 3,494,755 3,494,755 3,503,755 9,000 0%9,000 0% 34 Supplies 9,888 7,255 7,255 9,755 2,500 34%2,500 34% 35 Travel & Training 165 10,420 10,420 10,420 - 0%- 0% 36 Operations and Maintenance 5,412,608 4,930,924 4,183,624 4,934,579 3,655 0%750,955 18% 37 5,800,447 5,483,207 4,735,907 5,530,468 47,261 1%794,561 17% 38 Projects - Capital improvement - - - - - 0%- 0% 39 Projects - Maintenance & Replacement - - - - - 0%- 0% 40 Total Capital and Mainteance & Replacement - - - - - 0%- 0% 41 Transfer Out 97,158 158,000 282,588 483,000 325,000 206%200,412 71% 42 Other Uses - - - - - 0%- 0% 43 Total Transfers Out and Other Uses 97,158 158,000 282,588 483,000 325,000 206%200,412 71% 44 97,158 158,000 282,588 483,000 325,000 206%200,412 71% 45 5,897,605 5,641,207 5,018,495 6,013,468 372,261 7%994,973 20% 46 Excess Revenus over(under) Expenses 638,013 178,596 762,998 (289,452) (468,048) -262%(1,052,450) -138% 47 FUND BALANCE, BEGINNING (WORKING CAPITAL)5,100,467 5,738,480 5,738,480 6,501,478 762,998 13%762,998 13% 48 5,738,480$ 5,917,076$ 6,501,478$ 6,212,025$ 294,950$ 5%(289,452)$ -4% 49 Restricted/Assigned/Committed Funds 1,436,054 1,453,433 1,331,426 1,281,832 (171,601) -12%(49,594) -4% 50 4,302,426$ 4,463,643$ 5,170,052$ 4,930,193$ 466,551$ 10%(239,858)$ -5% 51 Utility Fund Hillwood 888,000 888,000 888,000 750,000 (138,000) -16%(138,000) -16% 52 Utility Fund Deposits 239,750 229,830 229,830 229,830 - 0%- 0% 53 Cemetery Fund 308,304 335,603 314,903 302,002 (33,601) -10%(12,901) -4% 54 - 0%- 0% 55 - 0%- 0% 56 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,436,054$ 1,453,433$ 1,432,733$ 1,281,832$ (171,601)$ -12%(150,901)$ -11% vs vs FUND BALANCE, ENDING (WORKING CAPITAL) UNASSIGNED FUND BALANCE, ENDING (WORKING CAPITAL) SUB-TOTAL NON-OPERATING EXPENSES SUB-TOTAL OPERATIONS and MAINTENANCE EXPENSES ENTERPRISE FUNDS GRAND TOTAL REVENUES & OTHER SOURCES GRAND TOTAL ALL EXPENSES & OTHER USES RESTRICTED/ASSIGNED/COMMITTED FUNDS REVENUES & OTHER SOURCES EXPENSES & OTHER USES SUMMARY Combined Program Summary 61 Fiscal Year 2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 Charge for Service 6,052,109 5,426,589 5,459,132 5,337,455 (89,134) -2%(121,677) -2% 2 Permits & Fees Utility 344,533 268,011 268,011 342,411 74,400 28%74,400 28% 3 Investment Earnings 54,995 55,853 10,000 15,000 (40,853) -73%5,000 50% 4 Contributions - - - - - 0%- 0% 5 Donations - - - - - 0%- 0% 6 Misc Income 14,112 18,025 18,025 18,025 - 0%- 0% 7 Total Revenues 6,465,748 5,768,478 5,755,168 5,712,891 (55,587) -1%(42,277) -1% 8 6,465,748 5,768,478 5,755,168 5,712,891 (55,587) -1%(42,277) -1% 9 Compensated Absences (23,027) 9,195 9,195 9,195 - 0%- 0% 10 Transfers Out 410,866 543,088 543,088 582,764 39,676 7%39,676 7% 11 Taxes - - - 3,930 3,930 100%3,930 100% 12 Total Payroll and Related 387,839 552,283 552,283 595,889 43,606 8%43,606 8% 13 Capital Outlay 44,781 31,055 31,055 38,055 7,000 23%7,000 23% 14 Debt Service 1,982,542 1,031,671 288,671 1,020,857 (10,814) -1%732,186 254% 15 Leases and Rentals - 1,500 1,500 1,500 - 0%- 0% 16 Rent & Utilities 163,781 188,328 188,328 191,297 2,969 2%2,969 2% 17 Repair & Maintenance 299,880 161,065 161,065 154,065 (7,000) -4%(7,000) -4% 18 Services 2,891,836 3,478,444 3,478,444 3,487,444 9,000 0%9,000 0% 19 Supplies 7,891 7,040 7,040 9,540 2,500 36%2,500 36% 20 Travel & Training 165 7,795 7,795 7,795 - 0%- 0% 21 Operations and Maintenance 5,390,875 4,906,898 4,163,898 4,910,553 3,655 0%746,655 18% 22 SUB-TOTAL OPERATIONS and MAINTENANCE EXPENSES 5,778,714 5,459,181 4,716,181 5,506,442 47,261 1%790,261 17% 23 Transfer out to Fund 100 General Fund 77,158 68,000 192,588 68,000 - 0%(124,588) -65% 24 Transfer out to Fund 505 Utility Vehicle 20,000 60,000 60,000 65,000 5,000 8%5,000 8% 25 Transfer out to Fund 510 Utility M&R - 30,000 30,000 350,000 320,000 1067%320,000 1067% 26 Total Transfers Out and Other Uses 97,158 158,000 282,588 483,000 325,000 206%200,412 71% 27 SUB-TOTAL NON-OPERATING EXPENSES 97,158 158,000 282,588 483,000 325,000 206%200,412 71% 28 5,875,871 5,617,181 4,998,769 5,989,442 372,261 7%990,673 20% 29 EXCESS REVENUES OVER(UNDER) EXPENSES 589,877 151,297 756,399 (276,551) (427,848) -283%(1,032,950) -137% 30 FUND BALANCE, BEGINNING (Working Capital)4,840,299 5,430,176 5,430,176 6,186,575 756,399 14%756,399 14% 31 5,430,176$ 5,581,473$ 6,186,575$ 5,910,023$ 328,551$ 6%(276,551)$ -4% 32 Restricted/Assigned/Committed Funds 1,127,750 1,120,982 1,120,982 982,982 (138,000) -12%(138,000) -12%33 4,302,426$ 4,460,491$ 5,065,593$ 4,927,041$ 466,551$ 10%(138,551)$ -3% 34 Hillwood 888,000$ 888,000$ 888,000$ 750,000 (138,000) -16%(138,000) -16% 35 Deposits 239,750 232,982 232,982 232,982 - 0%- 0% 36 - 0%- 0% 37 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 1,127,750$ 1,120,982$ 1,120,982$ 982,982$ (138,000)$ -12%(138,000)$ -12% vs RESTRICTED/ASSIGNED/COMMITTED FUNDS UTILITY FUND 500 Program Summary vs REVENUES & OTHER SOURCES EXPENSES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENSES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE, ENDING (WORKING CAPITAL) UNASSIGNED FUND BALANCE, ENDING 62 FISCAL YEAR 2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 Charge for Service 67,578 50,300 25,300 10,100 (40,200) -80%(15,200) -60% 2 Permits & Fees Utility - - - - - 0%- 0% 3 Investment Earnings 2,292 500 500 500 - 0%- 0% 4 Contributions - - - - - 0%- 0% 5 Donations - - - - - 0%- 0% 6 Misc Income - 525 525 525 - 0%- 0% 7 Total Revenues 69,869 51,325 26,325 11,125 (40,200) -78%(15,200) -58% 8 69,869 51,325 26,325 11,125 (40,200) -78%(15,200) -58% 9 Compensated Absences - - - - - 0%- 0% 10 Transfers Out - - - - - 0%- 0% 11 Taxes - - - - - 0%- 0% 12 Total Payroll and Related - - - - - 0%- 0% 13 Capital Outlay - - - - - 0%- 0% 14 Debt Service - - - - - 0%- 0% 15 Economic Development - - - - - 0%- 0% 16 Leases and Rentals - - - - - 0%- 0% 17 Rent & Utilities - - - - - 0%- 0% 18 Repair & Maintenance 6,685 4,875 575 4,875 - 0%4,300 748% 19 Services 13,052 16,311 16,311 16,311 - 0%- 0% 20 Supplies 1,997 215 215 215 - 100%- 0% 21 Travel & Training - 2,625 2,625 2,625 - 0%- 0% 22 Operations and Maintenance 21,734 24,026 19,726 24,026 - 0%4,300 22% 23 21,734 24,026 19,726 24,026 - 0%4,300 22% 24 EXCESS REVENUES OVER(UNDER) EXPENSES 48,136 27,299 6,599 (12,901) (40,200) -147%(19,500) -295% 25 FUND BALANCE, BEGINNING (Working Capital)260,168 308,304 308,304 314,903 6,599 2%6,599 2% 26 308,304$ 335,603$ 314,903$ 302,002$ (33,601)$ -10%(12,901)$ -4% 27 Restricted/Assigned/Committed Funds 308,304 335,603 314,903 302,002 (33,601) -10%(12,901) -4% 28 -$ -$ -$ -$ -$ 0%-$ 0% vs CEMETERY FUND 255 Program Summary vs REVENUES & OTHER SOURCES EXPENSES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENSES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE, ENDING (Working Capital) UNASSIGNED FUND BALANCE, ENDING 63 This page is intentionally left blank. 64 INTERNAL SERVICE FUNDS 65 This page is intentionally left blank. 66 1 FUND HIGHLIGHTS Internal Service Funds are comprised of the following: (1) Utility Maintenance and Replacement Fund 510; (2) General Maintenance and Replacement Fund 600; (3) Utility Vehicle Maintenance and Replacement Fund 505; and (4) General Vehicle Maintenance and Replacement Fund 605. The Maintenance and Replacement Funds provide money to plan for future facility financial requirements. Given the size and complexity of the Town’s facility infrastructure, we will strive to continue our practice of transferring money into these funds as economically prudent. Many of the smaller daily maintenance efforts of the facilities are absorbed into the various operating budgets, as appropriate. However, we recognize that it is important to have a proactive maintenance program that addresses larger scale projects and prudently prepares for increased maintenance and repair costs as the facilities age. The Vehicle Replacement Fund accounts for the resources needed to manage the purchase of vehicles and heavy equipment for the Town’s fleet. The establishment and funding of the vehicle and heavy equipment replacement program was designed to even out expenses for the Town’s fleet from year to year and provides a logical method for purchasing and retiring vehicles. A five-year purchase plan has been developed to detail future capital investment needs. REVENUES Budgeted to be $2.98M; an increase of $2.3M from prior year revised. Contribution & Investment Earnings - ($65,775) Decreased $303K; due to one-time donation and new projected interest rates. Transfers in from Other Funds - ($2.9M) Increased $2.7M; The transfers in from other funds consists of the following:  $65K from Utility Fund to Utility Vehicle Maintenance and Replacement Fund 505;  $350K from Utility Fund to Utility Maintenance and Replacement Fund 510;  $1.5M from General Fund to General Maintenance and Replacement Fund 600; and  $1M from General Fund to General Vehicle Maintenance and Replacement Fund 605. EXPENDITURES Budgeted to be $2.0M; a 85% increase of $933K from the prior year revised. These expenditures consist of the following:  Fire Dept Equipment ($78,287) – Extrication Equipment, LifePak, and Training Manikin  Fire Dept Motor Vehicle ($145,000) – Command Suburban and ATV  Maintenance and repair for pump station equipment, sewer easement cleaning machine, water main repair and maintenance, lift station repair, duct bank repair, and sewer line repair ($514,000). INTERNAL SERVICE FUND OVERVIEW 67 2  General maintenance and replacement includes, street surface treatments ($275K), Westlake Academy facility maintenance costs ($600K), trail and parks repair ($45K), information technology ($110), and facility maintenance at the town hall building ($123K).  Mule Truck ($18,000) FUND BALANCE The combined ending fund balance is projected to be $2.8M.  Utility Vehicle Maintenance and Replacement 505 is projected to be $14K  Utility Maintenance and Replacement 510 is projected to be $90K  General Maintenance and Replacement 600 is projected to be $702K  General Vehicle Maintenance and Replacement 605 is projected to be $2.0M 68 Fiscal Year 2021/22 Audited Adopted Revised Adopted FY 21/22 Adopted FY 21/22 Adopted Actuals Budget Budget Budget FY 19/20 FY 20/21 FY 20/21 FY 21/22 FY 20/21 Adopted FY 20/21 Revised 1 General Sales Tax -$ -$ -$ -$ -$ 0%-$ 0% 2 Property Tax - - - - - 0%- 0% 3 Beverage Tax - - - - - 0%- 0% 4 Charge for Service - - - - - 0%- 0% 5 Hotel Occupancy Tax - - - - - 0%- 0% 6 Franchise Fees - - - - - 0%- 0% 7 Permits & Fees Other - - - - - 0%- 0% 8 Permits & Fees Building - - - - - 0%- 0% 9 Permits & Fees Utility - - - - - 0%- 0% 10 Fines & Forfeitures Court - - - - - 0%- 0% 11 Investment Earnings 28,787 9,275 9,275 5,775 (3,500) -38%(3,500) -38% 12 Contributions 12,860 - 360,000 60,000 60,000 100%(300,000) 100% 13 Donations - - - - - 0%- 0% 14 Misc Income 27,250 - 70,000 - - 0%(70,000) -100% 15 Total Revenues 68,897 9,275 439,275 65,775 56,500 609%(373,500) -85% 16 Transfer In 20,000 100,000 175,000 2,915,000 2,815,000 2815%2,740,000 1566% 17 Other Sources - - - - - 0%- 0% 18 Total Transfer In and Other Sources 20,000 100,000 175,000 2,915,000 2,815,000 2815%2,740,000 1566% 19 88,897 109,275 614,275 2,980,775 2,871,500 2628%2,366,500 385% 20 Salaries - - - - - 0%- 0% 21 Transfers Out - - - - - 0%- 0% 22 Insurance - - - - - 0%- 0% 23 Taxes - - - - - 0%- 0% 24 Retirement - - - - - 0%- 0% 25 Total Payroll and Related - - - - - 0%- 0% 26 Capital Outlay - - - - - 0%- 0% 27 Debt Service - - - - - 0%- 0% 28 Economic Development - - - - - 0%- 0% 29 Leases and Rentals - - - - - 0%- 0% 30 Public Notices - - - - - 0%- 0% 31 Rent & Utilities - - - - - 0%- 0% 32 Repair & Maintenance - - - 60,000 60,000 100%60,000 100% 33 Services 47,690 - - - - 0%- 0% 34 Supplies - - - - - 0%- 0% 35 Travel & Training - - - - - 0%- 0% 36 Operations and Maintenance 47,690 - - 60,000 60,000 100%60,000 100% 37 47,690 - - 60,000 60,000 100%60,000 100% 39 Projects - Maintenance & Replacement 703,439 1,143,500 729,500 1,973,287 829,787 73%1,243,787 170% 40 Total Capital and Mainteance & Replacement 703,439 1,143,500 729,500 1,973,287 829,787 73%1,243,787 170% 41 Transfer Out - - - - - 0%- 0% 42 Other Uses - - - - - 0%- 0% 43 Total Transfers Out and Other Uses - - - - - 0%- 0% 44 703,439 1,143,500 729,500 1,973,287 829,787 73%1,243,787 170% 45 751,129 1,143,500 729,500 2,033,287 889,787 78%1,303,787 179% 46 Excess Revenus over(under) Expenditures (662,231) (1,034,225) (115,225) 947,488 1,981,713 -192%1,062,713 -922% 47 FUND BALANCE, BEGINNING 2,643,070 1,980,839 1,980,839 1,865,614 (115,225) -6%(115,225) -6% 48 1,980,839$ 946,614$ 1,865,614$ 2,813,102$ 1,866,488$ 197%947,488$ 51% 49 Restricted/Assigned/Committed Funds 1,980,839 946,614 1,865,614 2,813,102 1,866,488 197%947,488 51% 50 -$ -$ -$ -$ -$ 0%-$ 0% vs vs FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING SUB-TOTAL NON-OPERATING EXPENDITURES SUB-TOTAL OPERATIONS and MAINTENANCE EXPENDITURES GRAND TOTAL REVENUES & OTHER SOURCES GRAND TOTAL ALL EXPENDITURES & OTHER USES INTERNAL SERVICE FUNDS Combined Program Summary REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY 69 Fiscal Year 2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 Investment Earnings 357 25 25 25 - 0%- 0% 2 Contributions - - - - - 0%- 0% 3 Donations - - - - - 0%- 0% 4 Misc Income - - - - - 0%- 0% 5 Total Revenues 357 25 25 25 - 0%- 0% 6 Transfer In from Fund 100 General Fund - - - - - 0%- 0% 7 Transfer In from Fund 500 Utility Fund 20,000 60,000 60,000 65,000 5,000 8%5,000 8% 8 Total Transfers In and Other Sources 20,000 60,000 60,000 65,000 5,000 8%5,000 8% 9 20,357$ 60,025$ 60,025$ 65,025$ 5,000$ 8%5,000$ 8% 10 Repair & Maintenance - - - - - 0%- 0% 11 Services - - - - - 0%- 0% 12 Operations and Maintenance - - - - - 0%- 0% 13 SUB-TOTAL OPERATIONS and MAINTENANCE EXPENDITURES -$ -$ -$ -$ -$ 0%-$ 0% 15 Projects - Maintenance & Replacement 50,060 60,000 50,000 65,000 5,000 8%15,000 30% 16 Total Capital and Mainteance & Replacement 50,060 60,000 50,000 65,000 5,000 8%15,000 30% 17 Transfers Out - - - - - 0%- 0% 18 Other Uses - - - - - 0%- 0% 19 Total Transfers Out and Other Uses - - - - - 0%- 0% 20 SUB-TOTAL NON-OPERATING EXPENDITURES 50,060$ 60,000$ 50,000$ 65,000$ 5,000$ 8%15,000$ 30% 21 50,060$ 60,000$ 50,000$ 65,000$ 5,000$ 8%15,000$ 30% 22 EXCESS REVENUES OVER(UNDER) EXPENDITURES (29,703) 25 10,025 25 - 0%(10,000) -100% 23 FUND BALANCE, BEGINNING 34,387 4,685 4,685 14,710 10,025 214%10,025 214% 24 4,685$ 4,710$ 14,710$ 14,735$ 10,025$ 213%25$ 0% 25 Restricted/Assigned/Committed Funds 4,685 4,710 14,710 14,735 10,025 213%25 0% 26 -$ -$ -$ -$ -$ 0%-$ 0% vs UTILITY VEHICLE MAINTENANCE & REPLACEMENT FUND 505 Program Summary vs REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENDITURES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING 70 Adopted Revised Proposed Projected Projected Projected Projected Budget Budget Budget Budget Budget Budget Budget Description Account Number FY 2021 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 REVENUES & OTHER SOURCES Transfer in from Utility Fund 505-52550-88-000 60,000$ 60,000$ 65,000$ -$ 65,000$ -$ -$ Transfer in from General Fund 505-52510-88-000 - - - Interest Income 505-36110-16-000 25 25 25 50 50 50 50 60,025$ 60,025$ 65,025$ 50$ 65,050$ 50$ 50$ EXPENDITURES & OTHER USES Public Works Vehicle 505-47410-16-000 60,000 50,000 65,000 - - - - 60,000$ 50,000 65,000$ - - - - 25 10,025 25 50 65,050 50 50 4,685 4,685 14,710 14,735 14,785 79,835 79,885 4,710$ 14,710$ 14,735$ 14,785$ 79,835$ 79,885$ 79,935$ Excess Revenues over(under) Expenditures BEGINNING FUND BALANCE ENDING FUND BALANCE UTILITY Vehicle Maintenance & Replacement Fund 505 Five Year Forecast TOTAL REVENUES AND OTHER SOURCES TOTAL EXPENDITURES SUMMARY 71 Fiscal Year 2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 Investment Earnings 4,533 1,750 1,750 1,750 - 0%- 0% 2 Contributions - - - - - 0%- 0% 3 Donations - - - - - 0%- 0% 4 Misc Income - - - - - 0%- 0% 5 Total Revenues 4,533 1,750 1,750 1,750 - 0%- 0% 6 Transfer In from Fund 500 Utility Fund - 30,000 30,000 350,000 320,000 1067%320,000 1067% 7 Other Sources - - - - - 0%- 0% 8 Total Transfers In and Other Sources - 30,000 30,000 350,000 320,000 1067%320,000 1067% 9 4,533$ 31,750$ 31,750$ 351,750$ 320,000$ 1008%320,000$ 1008% 10 Services 47,690 - - - - 0%- 0% 11 Supplies - - - - - 0%- 0% 14 Operations and Maintenance 47,690 - - - - 0%- 0% 15 SUB-TOTAL OPERATIONS and MAINTENANCE EXPENDITURES 47,690$ -$ -$ -$ -$ 0%-$ 0% 17 Projects - Maintenance & Replacement 130,538 321,500 59,500 514,000 192,500 60%454,500 764% 18 Total Capital and Mainteance & Replacement 130,538 321,500 59,500 514,000 192,500 60%454,500 764% 19 Transfers out - - - - - 0%- 0% 20 Other Uses - - - - - 0%- 0% 21 Total Transfers Out and Other Uses - - - - - 0%- 0% 22 SUB-TOTAL NON-OPERATING EXPENDITURES 130,538$ 321,500$ 59,500$ 514,000$ 192,500$ 60%454,500$ 764% 23 178,228$ 321,500$ 59,500$ 514,000$ 192,500$ 60%454,500$ 764% 24 EXCESS REVENUES OVER(UNDER) EXPENDITURES (173,695) (289,750) (27,750) (162,250) 127,500 -44%(134,500) 485% 25 FUND BALANCE/WORKING CAPTIAL, BEGINNING 454,352 280,657 280,657 252,907 (27,750) -10%(27,750) -10% 26 280,657$ (9,093)$ 252,907$ 90,657$ 99,750$ -1097%(162,250)$ -64% 27 Restricted/Assigned/Committed Funds 280,657 (9,093) 252,907 90,657 99,750 -1097%(162,250) -64% 28 -$ -$ -$ -$ -$ 0%-$ 0% vs UTILITY MAINTENANCE & REPLACEMENT FUND 510 Program Summary vs REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENDITURES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE/WORKING CAPITAL, ENDING UNASSIGNED FUND BALANCE, ENDING 72 Adopted Revised Proposed Projected Projected Projected Projected Budget Budget Budget Budget Budget Budget Budget Description Account Number FY 2021 FY 2021 FY 2022 FY 23 FY 24 FY 25 FY 26 REVENUES & OTHER SOURCES Interest Income 510-36110-16-000 1,750$ 1,750$ 1,750$ 1,000$ 1,000$ 1,000$ 1,000$ Transfer in from UF 510-52550-88-000 30,000 30,000 350,000 150,000 150,000 150,000 150,000 TOTAL REVENUES AND OTHER SOURCES 31,750$ 31,750$ 351,750$ 151,000$ 151,000$ 151,000$ 151,000$ Pump Station Equipment 510-44123-16-000-000005 10,000$ 5,000$ 190,000$ 10,000$ 10,000$ 25,000$ 50,000$ Lift Station Pump Repairs 510-44117-16-000-000010 12,000 8,000 20,000 10,000 10,000 10,000 25,000 Sewer Easement Cleaning Machine 510-44114-16-000-000014 68,000 - 68,000 - - - - Water Main Repair and Maintenance 510-44112-16-000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Lift Station Repair and Maintenance 510-44117-16-000 21,500 11,500 15,000 10,000 35,000 10,000 10,000 Pump Station R&M 510-44123-16-000 - 5,000 - - - - - Pump/Motor Repair/Replacement 510-44123-16-000-000004 175,000 - 175,000 5,000 15,000 5,000 10,000 Duct Bank Repair and Maintenance 510-44124-16-000 5,000 - 5,000 5,000 10,000 5,000 5,000 Sewer Line Repair and Maintenance 510-44125-16-000-000017 10,000 10,000 15,000 10,000 10,000 15,000 10,000 Public Works Equipment 510-44126-16-000 - - 6,000 3,000 3,000 3,000 3,000 TOTAL PROJECTS 321,500$ 59,500$ 514,000$ 73,000$ 113,000$ 93,000$ 133,000$ Excess Revenues over(under) Expenditures (289,750) (27,750) (162,250) 78,000 38,000 58,000 18,000 BEGINNING FUND BALANCE 280,657 280,657 252,907 90,657 168,657 206,657 264,657 ENDING FUND BALANCE (9,093)$ 252,907$ 90,657$ 168,657$ 206,657$ 264,657$ 282,657$ UTILITY Maintenance & Replacement Fund 510 Five Year Forecast MAINTENANCE/REPLACEMENT PROJECTS 73 Fiscal Year 2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 Interest Income 13,026 4,500 4,500 2,000 (2,500) -56%(2,500) -56% 2 Contributions 12,860 - 172,500 60,000 60,000 100%(112,500) -65% 3 Donations - - - - - 0%- 0% 4 Misc Income/Grant 27,250 - 25,000 - - 0%(25,000) -100% 5 Total Revenues 53,136 4,500 202,000 62,000 57,500 1278%(140,000) -69% 6 Transfer In from Fund 100 General Fund - 10,000 10,000 1,500,000 1,490,000 14900%1,490,000 14900% 7 Other Sources - - - - - 0%- 0% 8 Total Transfers In and Other Sources - 10,000 10,000 1,500,000 1,490,000 14900%1,490,000 14900% 9 53,136$ 14,500$ 212,000$ 1,562,000 1,547,500 10672%1,350,000 637% 22 Repair & Maintenance - - - 60,000 60,000 100%60,000 100% 23 Services - - - - - 0%- 0% 27 Operations and Maintenance - - - 60,000 60,000 100%60,000 100% 28 SUB-TOTAL OPERATIONS and MAINTENANCE EXPENDITURES -$ -$ -$ 60,000 60,000 100%60,000 100% 11 Projects - Maintenance & Replacement 441,751 744,000 620,000 1,231,287 487,287 65%611,287 99% 12 Total Capital and Mainteance & Replacement 441,751 744,000 620,000 1,231,287 487,287 65%611,287 99% 13 Transfers Out - - - - 0%- 0% 14 Other Uses - - - - 0%- 0% 15 Total Transfers Out and Other Uses - - - - - 0%- 0% 16 SUB-TOTAL NON-OPERATING EXPENDITURES 441,751$ 744,000$ 620,000$ 1,231,287 487,287 65%611,287 99% 17 441,751$ 744,000$ 620,000$ 1,291,287 547,287 74%671,287 108% 18 EXCESS REVENUES OVER(UNDER) EXPENDITURES (388,614) (729,500) (408,000) 270,713 1,000,213 -137%678,713 -166% 19 FUND BALANCE, BEGINNING 1,228,140 839,526 839,526 431,526 (408,000) -49%(408,000) -49% 20 839,526$ 110,026$ 431,526$ 702,239 592,213 538%270,713 63% 21 Restricted/Assigned/Committed Funds 839,526 110,026 431,526 702,239 592,213 538%270,713 63% 22 -$ -$ -$ - - 0%- 0% vs GENERAL MAINTENANCE & REPLACEMENT FUND 600 Program Summary vs REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENDITURES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING 74 Audited Adopted Revised Proposed Projected Projected Projected Projected Actuals Budget Budget Budget Budget Budget Budget Budget Description Account Number FY 2020 FY 2021 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 REVENUES & OTHER SOURCES 1 WA Facilities Allotment 600-33700-17-000 -$ -$ 60,000$ 60,000$ 60,000$ 60,000$ 60,000$ 60,000$ 2 Firefighter Equipment Fees 600-34008-14-000 - - - - - - - - 3 GN FAI-Safety & Security Grant 600-34005-17-000-000062 24,750 - - - - - - - 4 Contribution 600-33700-00-000 12,860 - 112,500 - - - - - 5 Sale of Surplus 600-34144-00-000 - - - - - - - - 6 Interest Income 600-36110-00-000 13,026 4,500 4,500 2,000 - - - - 7 Misc Revenue 600-39400-00-000 2,500 - - - - - - - 8 TEA-Safety & Security Grant 600-34005-17-000-000061 - - 25,000 - - - - - 9 Transfer in from GF 600-52510-88-000 - 10,000 10,000 1,500,000 950,000 950,000 950,000 950,000 10 TOTAL REVENUES AND OTHER SOURCES 53,136$ 14,500$ 212,000$ 1,562,000$ 1,010,000$ 1,010,000$ 1,010,000$ 1,010,000$ 11 Fire Dept Equipment 600-47416-14-000 - - - 78,287 8,000 10,000 20,000 10,000 12 Communications 600-44221-14-000 - - - 60,000 50,000 100,000 50,000 10,000 13 TOTAL FIRE/EMS Department 14 - - - 138,287 58,000 110,000 70,000 20,000 14 SH 114 Repainting 600-44303-16-000-000048 - 30,000 - 30,000 - 15,000 - 40,000 15 Dove/Ottinger Surface Treatment 600-44303-16-000-000051 59,785 150,000 150,000 - - - - - 16 Illuminated Street Name Signs 600-44303-16-000-000035 - - - 10,000 10,000 10,000 10,000 10,000 17 Solana Pavement Repair 600-44303-16-000-000046 - - - 30,000 25,000 - 50,000 - 18 FM 1938 Pavement Repairs 600-44303-16-000-000047 - - - 90,000 30,000 80,000 20,000 20,000 19 Street Signs and Signal Lights 600-44304-16-000-000059 - 15,000 15,000 15,000 8,000 10,000 20,000 10,000 20 Street Staining/Maintenance 600-44303-16-000-000060 - 100,000 50,000 100,000 50,000 100,000 50,000 10,000 21 TOTAL PUBLIC WORKS Department 16 59,785 295,000 215,000 275,000 123,000 215,000 150,000 90,000 22 WA Facilities Allotment Exp 600-46190-17-000 52,825 - - 60,000 60,000 60,000 60,000 60,000 23 WA-Irrigation System 600-43340-17-000-000007 - 5,000 5,000 10,000 5,000 5,000 10,000 5,000 24 WA-Carpet/VCT Flooring 600-45908-17-000-000008 8,251 38,000 17,000 25,000 10,000 10,000 10,000 30,000 25 WA-Ext Envrnmt Imprvmts Irrig 600-44306-17-000-000009 - 12,000 12,000 10,000 10,000 10,000 10,000 10,000 26 WA-Envrnmt Bldg UG light/water 600-45908-17-000-000010 - 5,000 5,000 5,000 5,000 5,000 5,000 50,000 27 WA-Exterior Paint & Wood R&M 600-45909-17-000-000011 2,000 8,000 8,000 10,000 10,000 10,000 10,000 10,000 28 WA-Painting/Cloth Wall R&M 600-44220-17-000-000012 - 8,000 8,000 5,000 5,000 5,000 5,000 10,000 29 WA-Roof Repairs 600-45909-17-000-000013 61,013 20,000 51,000 20,000 10,000 10,000 10,000 10,000 30 WA-Parking Lot 600-44306-17-000-000015 1,329 - - - 5,000 5,000 10,000 5,000 GENERAL Maintenance & Replacement Fund 600 Five Year Forecast 75 Audited Adopted Revised Proposed Projected Projected Projected Projected Actuals Budget Budget Budget Budget Budget Budget Budget Description Account Number FY 2020 FY 2021 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 GENERAL Maintenance & Replacement Fund 600 Five Year Forecast 31 WA-Refurbish Classrooms 600-45908-17-000-000017 - 20,000 20,000 20,000 25,000 25,000 25,000 25,000 32 WA-Update Security System 600-43354-17-000-000018 1,357 5,000 5,000 5,000 5,000 5,000 20,000 5,000 33 WA-Update Security Cameras 600-43354-17-000-000019 - 5,000 5,000 5,000 10,000 15,000 5,000 5,000 34 WA Security Fence/Cameras 600-43354-17-000-000061 60,281 - - - 3,000 3,000 15,000 3,000 35 WA-Interior Building R&M 600-45908-17-000-000023 - 40,000 15,000 35,000 30,000 40,000 35,000 30,000 36 WA-15 Ton Split HVAC System 600-43347-17-000-000024 - 15,000 15,000 200,000 15,000 5,000 10,000 10,000 37 WA-2 Ton Roof Top Units 600-43347-17-000-000025 - 10,000 10,000 15,000 10,000 15,000 5,000 5,000 38 WA-AC ton/7.5 ton server room 600-43347-17-000-000026 - 10,000 10,000 10,000 5,000 10,000 5,000 5,000 39 WA-Heater Boilers 600-44219-17-000-000029 - 5,000 - 5,000 5,000 5,000 5,000 25,000 40 WA-HVAC System Replacement 600-43347-17-000-000032 - 5,000 5,000 150,000 5,000 5,000 5,000 5,000 41 WA-Plumbing Repair/Replacement 600-45904-17-000-000036 - 5,000 1,000 5,000 5,000 10,000 5,000 5,000 42 WA Playground Equipment 600-44311-17-000-000040 - - - - 5,000 - 10,000 - 43 WA-Furniture/Interior Bldg 600-47415-17-000-000045 - 5,000 5,000 5,000 5,000 5,000 5,000 5,000 44 WA Keller Police Substation 600-47418-17-000-000053 700 - - - - - - - 45 WA-Mech Eqpmt 2 Man Lift 600-47411-17-000-000055 37,706 - - - - - - - 46 WA Fire Alarm System Allotment 600-46190-17-000-000063 - - 60,000 - - - - - 47 TOTAL ACADEMY FACILITIES MAINTENANCE Department 17 225,462 221,000 257,000 600,000 248,000 263,000 280,000 318,000 48 Park R&M 600-45911-19-000-000043 8,689 15,000 15,000 25,000 25,000 25,000 25,000 25,000 49 Trail Repairs 600-43343-19-000-000014 8,549 10,000 10,000 20,000 20,000 20,000 20,000 25,000 50 TOTAL PARKS & RECREATION Department 19 17,237 25,000 25,000 45,000 45,000 45,000 45,000 50,000 51 Servers & Network Storage 600-43405-20-000-000020 - 15,000 15,000 15,000 30,000 30,000 30,000 - 52 Network Printers/Peripheal Dev 600-43405-20-000-000021 2,585 5,000 5,000 5,000 5,000 5,000 5,000 - 53 Network Equipment 600-43405-20-000-000027 133,310 15,000 15,000 15,000 25,000 15,000 15,000 15,000 54 Phone System/Peripheal Devices 600-45305-20-000-000028 298 15,000 15,000 15,000 15,000 65,000 65,000 - 55 Server Replacements 600-43405-20-000-000033 1,074 60,000 20,000 60,000 20,000 20,000 20,000 - 56 TOTAL INFORMATION TECHNOLOGY Department 20 137,266 110,000 70,000 110,000 95,000 135,000 135,000 15,000 57 Town-Irrigation R&M 600-43340-26-000-000007 - 5,000 5,000 5,000 5,000 5,000 5,000 5,000 58 Town-Carpet/Flooring R&M 600-45908-26-000-000008 - - - - - 20,000 35,000 - 59 Town-Environmental Improvement 600-44306-26-000-000009 - 4,000 - 5,000 5,000 5,000 5,000 5,000 60 Town-Env Bldg UG light/water 600-45908-26-000-000010 - 10,000 5,000 8,000 8,000 5,000 5,000 10,000 61 Town-Bldg Exterior Paint/R&M 600-45909-26-000-000011 - 5,000 2,000 5,000 5,000 5,000 10,000 5,000 62 Town-Painting/Cloth Wall R&M 600-44220-26-000-000012 - 4,000 - 4,000 3,000 3,000 3,000 10,000 63 Town-Roof Repairs 600-45909-26-000-000013 - 6,000 6,000 5,000 5,000 5,000 5,000 5,000 76 Audited Adopted Revised Proposed Projected Projected Projected Projected Actuals Budget Budget Budget Budget Budget Budget Budget Description Account Number FY 2020 FY 2021 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 GENERAL Maintenance & Replacement Fund 600 Five Year Forecast 64 Town-Parking Lot 600-44306-26-000-000015 - 4,000 2,000 3,000 3,000 3,000 3,000 15,000 65 Town-Security System 600-43354-26-000-000018 2,000 5,000 5,000 10,000 5,000 5,000 10,000 5,000 66 Town-Security Cameras 600-43354-26-000-000019 - 5,000 - 5,000 5,000 10,000 5,000 5,000 67 Town-Interior Building R&M 600-45908-26-000-000023 - 5,000 2,000 5,000 5,000 5,000 5,000 5,000 68 Town-15 Ton Split HVAC System 600-43347-26-000-000024 - - - - - - - - 69 Town-2 Ton Roof Top Units 600-43347-26-000-000025 - - - - - - - - 70 Town-AC ton/7.5 ton server roo 600-43347-26-000-000026 - 3,000 - 3,000 2,000 2,000 2,000 3,000 71 Town-HVAC System Replacement 600-43347-26-000-000032 - 5,000 3,000 5,000 3,000 3,000 5,000 3,000 72 Town-Plumbing Repair/Replace 600-45904-26-000-000036 - 2,000 - 4,000 2,000 2,000 4,000 2,000 73 Town-Furniture/Interior Bldg 600-47415-26-000-000045 (507) 3,000 3,000 3,000 3,000 3,000 3,000 3,000 74 Town-Furniture/Interior Bldg 600-47415-26-107-000045 507 - - - - - - - 75 Town Open Space Improvements 600-43343-26-000-000052 - 10,000 5,000 40,000 40,000 45,000 45,000 45,000 76 Town-Contract Landscaping 600-43348-26-000-000056 - 5,000 5,000 5,000 5,000 5,000 5,000 5,000 77 Town-Ground R&M 600-44216-26-000-000057 - 4,000 2,000 3,000 3,000 3,000 3,000 3,000 78 Town-Safety Doors 600-44211-26-000-000058 - 8,000 8,000 5,000 3,000 3,000 3,000 3,000 79 TOTAL TOWN FACILITIES MAINTENANCE Department 26 2,000 93,000 53,000 123,000 110,000 137,000 161,000 137,000 80 GRAND TOTAL PROJECTS 441,751$ 744,000$ 620,000$ 1,291,287$ 679,000$ 905,000$ 841,000$ 630,000$ SUMMARY 81 Excess Revenues over(under) Expenditures (388,614) (729,500) (408,000) 270,713 331,000 105,000 169,000 380,000 82 BEGINNING FUND BALANCE 1,228,140 839,526 839,526 431,526 702,239 1,033,239 1,138,239 1,307,239 83 ENDING FUND BALANCE 839,526$ 110,026$ 431,526$ 702,239$ 1,033,239$ 1,138,239$ 1,307,239$ 1,687,239$ 77 Fiscal Year 2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 Investment Earnings 10,870 3,000 3,000 2,000 (1,000) -33%(1,000) -33% 2 Contributions - - 187,500 - - 100%(187,500) 100% 3 Donations - - - - - 0%- 0% 4 Misc Income - - 45,000 - - 0%(45,000) -100% 5 Total Revenues 10,870 3,000 235,500 2,000 (1,000) -33%(233,500) -99% 6 Transfer In from Fund 100 General Fund - - 75,000 1,000,000 1,000,000 100%925,000 1233% 7 Other Sources - - - - - 0%- 0% 8 Total Transfers In and Other Sources - - 75,000 1,000,000 1,000,000 100%925,000 1233% 9 10,870$ 3,000$ 310,500$ 1,002,000$ 999,000$ 33300%691,500$ 223% 22 Repair & Maintenance - - - - - 0%- 0% 23 Services - - - - - 0%- 0% 27 Operations and Maintenance - - - - - 0%- 0% 28 SUB-TOTAL OPERATIONS and MAINTENANCE EXPENDITURES -$ -$ -$ -$ -$ 0%-$ 0% 11 Projects - Maintenance & Replacement 81,090 18,000 - 163,000 145,000 806%163,000 100% 12 Total Capital and Mainteance & Replacement 81,090 18,000 - 163,000 145,000 806%163,000 100% 13 Transfers Out - - - - - 0%- 0% 14 Other Uses - - - - - 0%- 0% 15 Total Transfers Out and Other Uses - - - - - 0%- 0% 16 SUB-TOTAL NON-OPERATING EXPENDITURES 81,090$ 18,000$ -$ 163,000$ 145,000$ 806%163,000$ 100% 17 81,090$ 18,000$ -$ 163,000$ 145,000$ 806%163,000$ 100% 18 EXCESS REVENUES OVER(UNDER) EXPENDITURES (70,220) (15,000) 310,500 839,000 854,000 -5693%528,500 170% 19 FUND BALANCE, BEGINNING 926,191 855,972 855,972 1,166,472 310,500 36%310,500 36% 20 855,972$ 840,972$ 1,166,472$ 2,005,472$ 1,164,500$ 138%839,000$ 72% 21 Restricted/Assigned/Committed Funds 855,972 840,972 1,166,472 2,005,472 1,164,500 138%839,000 72% 22 -$ -$ -$ -$ -$ 0%-$ 0% vs GENERAL VEHICLE MAINTENANCE & REPLACEMENT FUND 605 Program Summary vs REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENDITURES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING 78 Adopted Revised Proposed Projected Projected Projected Projected Budget Budget Budget Budget Budget Budget Budget Description Account Number FY 2021 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 REVENUES & OTHER SOURCES Transfer In from General Fund 605-52510-88-000 -$ 75,000$ 1,000,000$ 500,000$ 750,000$ 1,250,000$ 500,000$ Transfer in from Utility Fund 605-52550-88-000 - - - Contributions 605-33700-10-000 - 187,500 - Sales of Surplus 605-34144-16-000 - - - Sales of Surplus 605-34144-14-000 - - - Insurance Proceeds 605-39100-14-000 - 45,000 - Interest Income 605-36110-10-000 3,000 3,000 2,000 4,000 4,000 4,000 4,000 3,000$ 310,500$ 1,002,000$ 504,000$ 754,000$ 1,254,000$ 504,000$ EXPENDITURES & OTHER USES Westlake Academy Buses 605-47410-10-000 -$ -$ -$ 95,000$ 65,000$ Fire Dept - Insurance Claim 605-45210-14-000 - - - Fire Dept - Maintenace/Repair 605-47410-14-000 - - 60,000 Fire Dept - Ambulance 605-47410-14-000 - - 455,515 Fire Dept - Ladder Truck 605-47410-14-000 - - 1,800,000 Fire Dept - Command Suburban 605-47410-14-000 75,000 Fire Dept - Utility Pick-up 605-47410-14-000 65,000 Fire Dept - Fire Attack 605-47410-14-000 415,000 Fire Dept - Fire Engine 605-47410-14-000 986,000 Fire Dept - ATV Attack/Txp Vehicle 605-47410-14-000 70,000 Marshal - Truck 605-47410-15-001 - - - Parks/Rec - Mule Truck 605-47410-19-000 18,000 - 18,000 20,000 Facilities - Truck 605-47410-17-000 - - - 65,000 18,000$ - 163,000 220,000 500,000 2,851,000 455,515 (15,000) 310,500 839,000 284,000 254,000 (1,597,000) 48,485 855,972 855,972 1,166,472 2,005,472 2,289,472 2,543,472 946,472 840,972$ 1,166,472$ 2,005,472$ 2,289,472$ 2,543,472$ 946,472$ 994,957$ BEGINNING FUND BALANCE ENDING FUND BALANCE GENERAL Vehicle Maintenance & Replacement Fund 605 Five Year Forecast TOTAL REVENUES AND OTHER SOURCES TOTAL EXPENDITURES Excess Revenues over(under) Expenses 79 This page is intentionally left blank. 80 SPECIAL REVENUE FUNDS 81 This page is intentionally left blank. 82 SPECIAL REVENUE FUNDS Special Revenue Funds are comprised of the six following funds: The 4B Economic Development Fund 200, Economic Development Fund 210, Local Public Improvement District Fund 215, the Visitor Association Fund 220, Public Arts Fund 225 and Lone Star Public Facilities Fund 418. Economic Development Fund 200 is the 4B Economic Development Fund. This fund collects a half- cent sales tax to be allocated to qualified development projects. Since FY 2006, the 4B Fund has been committed to the repayment of the debt incurred for the Town’s Civic Campus project. Economic Development Fund 210 is used as a pass-through based on economic development agreements to easily identify the revenues and expenditures pertaining to the agreements. Local Public Improvement District (PID) Fund 215 is comprised of revenues used to cover costs attributable to Entrada development and construction. Visitors Association Fund 220 collects a Hotel Occupancy Tax from the Marriott Solana, Deloitte, and any future Westlake hotels. A 7% municipal tax is levied on the cost of nightly room rentals, the maximum allowable under State law. Funds generated by the occupancy tax are generally restricted to uses that directly promote tourism and the convention and hotel industry; however, Westlake has broader statutory authority under State law than most cities and may spend occupancy tax funds for any municipal purpose. Therefore, the Town uses these funds to cover various operational costs and capital projects, including community events. Public Arts Fund 225 accounts for contributions received for Westlake Public Arts Projects. Westlake is pending a Public Art installation in the 1600 Block of Solana Boulevard median. This is the first in a series of such pieces planned for the Town and will, therefore, set an artistic standard for future works. Lone Star Public Fund 418 was created to account for the financial activities of the Lone Star Public Facilities Corporation. The purpose of the corporation was to “assist the Town of Westlake, Texas in financing, refinancing, or providing public facilities.” It was anticipated that the Corporation would issue bonds to finance the purchase or construction of public facilities, and then lease those facilities to qualifying tenants. No bonds were ever issued. Monies in this fund were from corporate donations that were received shortly after the fund was created. 83 SPECIAL REVENUE FUNDS HIGHLIGHTS REVENUES Budgeted to be $2.5M; a 40% increase of $553K from prior year revised. General Sales Tax – ($1,500,000) Conservatively projected to be consistent from prior year revised primarily due to consistent trend base on historical data of sales and use taxes received in the 4B Economic Development Fund as well as the Economic Development Fund. Hotel Occupancy Tax - ($456,000) A 78% increase of 200K from prior year revised as tourism is expected to normalize in the upcoming fiscal year. Investment Earnings – ($3,550) Adjusted to projected market interest rates. Contributions – ($0) No contributions are projected for this upcoming fiscal year. Miscellaneous Income – ($5,700) Conservatively projected to be consistent from prior year revised for developments expected this upcoming fiscal year. Transfer In – ($500,000) A 100% increase of 500k from prior year revised to aid Visitor Association Fund as it recovers from economic shortfall due to the impact of COVID. EXPENDITURES Budgeted to be $2.4M; a 4% increase of $323K from prior year revised. Payroll Transfers Out – ($497,255) An increase of $299K from prior revised; all payroll and related expenditures are paid via the General Fund and portions of these expenditures are supported by the Visitors Association Fund to accurately reflect true workforce functions. Economic Development - ($28,000) Conservatively projected to be consistent from prior year revised as part of an economic agreement this upcoming year. Public Notices – ($20,000) Conservatively projected to be consistent from prior year revised as historical and projected data for economic activity this upcoming fiscal year. 84 Rent and Utilities – ($93,394) Based on tiered rent schedule for the town hall. The total rental payment is allocated 70% General Fund, and 15% each to the Utility Fund and the Visitors Association Fund. Services – ($213,400) Conservatively projected to be consistent from prior year revised as historical and projected data for economic activity this upcoming fiscal year. Travel and Training - ($7,250) No increase in projected in-person training and travel this upcoming fiscal year. Transfer Out- ($1,500,000) No increase in projection from prior year revised budget. The transfer out is due to debt service from the 4B Economic Development Fund 200. FUND BALANCE The combined ending fund balance is projected to be $773K.  4B Economic Development Fund 200 is projected to be $0  Economic Development Fund 210 is projected to be $0  Local Public Improvement District 215 is projected to be $372K  Visitors Association Fund 220 is projected to be $136K  Public Arts Fund 225 is projected to be $250K  Lone Star Public Fund 418 is projected to be $15K 85 Fiscal Year 2021/2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 General Sales Tax 1,844,775$ 1,055,375$ 1,500,000$ 1,500,000$ 444,625$ 42%-$ 0% 2 Hotel Occupancy Tax 369,144 406,000 256,000 456,000 50,000 12%200,000 78% 3 Investment Earnings 7,770 3,550 1,050 3,550 - 0%2,500 238% 4 Contributions 280,000 - 150,000 - - 0%(150,000) -100% 6 Misc Income 24,980 5,700 5,700 5,700 - 0%- 0% 7 Total Revenues 2,526,668 1,470,625 1,912,750 1,965,250 494,625 34%52,500 3% 8 Transfer In 100,000 - - 500,000 500,000 100%500,000 100% 9 Total Transfer In and Other Sources 100,000 - - 500,000 500,000 100%500,000 100% 10 2,626,668 1,470,625 1,912,750 2,465,250 994,625 68%552,500 29% 11 Salaries - - - - - 0%- 0% 12 Transfers Out 493,588 197,476 197,476 497,255 299,779 152%299,779 152% 13 Total Payroll and Related 493,588 197,476 197,476 497,255 299,779 152%299,779 152% 14 Economic Development 150,037 28,000 28,000 28,000 - 0%- 0% 15 Public Notices 22,482 20,000 20,000 20,000 - 0%- 0% 16 Rent & Utilities 95,676 91,400 90,600 93,394 1,994 2%2,794 3% 18 Services 136,462 213,215 213,215 213,400 185 0%185 0% 19 Supplies 31,143 - 800 22,000 22,000 100%21,200 2750% 20 Travel & Training 6,973 7,250 7,250 7,250 - 0%- 0% 21 Operations and Maintenance 442,773 359,865 359,865 384,044 24,179 7%24,179 7% 22 936,361 557,341 557,341 881,299$ 323,958$ 58%323,958$ 58% 23 Transfer Out 2,124,725 1,055,375 1,500,000 1,500,000 444,625 42%- 0% 24 Other Uses - - - - - 0%- 0% 25 Total Transfers Out and Other Uses 2,124,725 1,055,375 1,500,000 1,500,000 444,625 42%- 0% 26 2,124,725 1,055,375 1,500,000 1,500,000 444,625 42%- 0% 27 3,061,086 1,612,716 2,057,341 2,381,299 768,583 48%323,958 16% 28 Excess Revenus over(under) Expenditures (434,417) (142,091) (144,591) 83,951 226,042 -159%228,542 -158% 29 FUND BALANCE, BEGINNING 1,269,034 834,616 834,616 690,025 (144,591) -17%(144,591) -17% 30 834,616$ 692,525$ 690,025$ 773,976$ 81,451$ 12%83,951 12% 31 Restricted/Assigned/Committed Funds 834,616 692,525 690,025 773,976 81,451 12%83,951 12% 32 -$ -$ -$ -$ -$ 0%-$ 0% SPECIAL REVENUE FUNDS Combined Program Summary REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY vs vs FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING SUB-TOTAL NON-OPERATING EXPENDITURES SUB-TOTAL OPERATIONS and MAINTENANCE EXPENDITURES GRAND TOTAL REVENUES & OTHER SOURCES GRAND TOTAL ALL EXPENDITURES & OTHER USES 86 Fiscal Year 2021/2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 General Sales Tax 1,844,725$ 1,055,375$ 1,500,000$ 1,500,000$ 444,625$ 42%- 0% 2 Hotel Occupancy Tax - - - - - 0%- 0% 3 Investment Earnings - - - - - 0%- 0% 4 Contributions - - - - - 0%- 0% 5 Donations - - - - - 0%- 0% 6 Misc Income - - - - - 0%- 0% 7 Total Revenues 1,844,725 1,055,375 1,500,000 1,500,000 444,625 42%- 0% 8 Transfer In - - - - - 0%- 0% 9 Total Transfers In and Other Sources - - - - - 0%- 0% 10 1,844,725 1,055,375 1,500,000 1,500,000 444,625 42%- 0% 11 Salaries - - - - - 0%- 0% 12 Transfers Out - - - - - 0%- 0% 13 Total Payroll and Related - - - - - 0%- 0% 14 Economic Development - - - - - 0%- 0% 15 Public Notices - - - - - 0%- 0% 16 Rent & Utilities - - - - - 0%- 0% 17 Repair & Maintenance - - - - - 0%- 0% 18 Services - - - - - 0%- 0% 19 Supplies - - - - - 0%- 0% 20 Transfer Out Operating - - - - - 0%- 0% 21 Travel & Training - - - - - 0%- 0% 22 Operations and Maintenance - - - - - 0%- 0% 23 SUB-TOTAL OPERATIONS and MAINTENANCE EXPENDITURES - - - - - 0%- 0% 20 Projects - Capital improvement - - - - - 0%- 0% 21 Projects - Maintenance & Replacement - - - - - 0%- 0% 22 Total Capital and Mainteance & Replacement - - - - - 0%- 0% 23 Transfer Out to Fund 300 Debt Service 1,844,725 1,055,375 1,500,000 1,500,000 444,625 42%- 0% 24 Other Uses - - - - - 0%- 0% 25 Total Transfers Out and Other uses 1,844,725 1,055,375 1,500,000 1,500,000 444,625 42%- 0% 26 SUB-TOTAL NON-OPERATING EXPENDITURES 1,844,725 1,055,375 1,500,000 1,500,000 444,625 42%- 0% 27 1,844,725 1,055,375 1,500,000 1,500,000 444,625 42%- 0% 28 EXCESS REVENUES OVER(UNDER) EXPENDITURES - - - - - 100%- 100% 29 FUND BALANCE, BEGINNING - - - - - 0%- 0% 30 -$ -$ -$ -$ -$ 100%-$ 100% 31 Restricted/Assigned/Committed Funds - - - - - 100%- 100% 32 -$ -$ -$ -$ -$ 0%-$ 0% 4B ECONOMIC DEVELOPMENT FUND 200 vs Program Summary vs REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENDITURES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING 87 Fiscal Year 2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 19/20 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 General Sales Tax 50$ -$ -$ -$ -$ 0%-$ 0% 2 Hotel Occupancy Tax 19,335 28,000 28,000 28,000 - 0%- 0% 3 Investment Earnings - - - - - 0%- 0% 4 Contributions 280,000 - - - - 0%- 0% 5 Donations - - - - - 0%- 0% 6 Misc Income - - - - - 0%- 0% 7 Total Revenues 299,384 28,000 28,000 28,000 - 0%- 0% 8 Transfer In - - - - - 0%- 0% 9 Total Transfers In and Other Sources - - - - - 0%- 0% 10 299,384 28,000 28,000 28,000 - 0%- 0% 11 Salaries - - - - - 0%- 0% 12 Transfers Out - - - - - 0%- 0% 13 Total Payroll and Related - - - - - 0%- 0% 14 Economic Development 150,037 28,000 28,000 28,000 - 0%- 0% 15 Public Notices - - - - - 0%- 0% 16 Rent & Utilities - - - - - 0%- 0% 17 Repair & Maintenance - - - - - 0%- 0% 18 Services - - - - - 0%- 0% 19 Supplies - - - - - 0%- 0% 20 Transfer Out Operating - - - - - 0%- 0% 21 Travel & Training - - - - - 0%- 0% 22 Operations and Maintenance 150,037 28,000 28,000 28,000 - 0%- 0% 23 SUB-TOTAL OPERATIONS and MAINTENANCE EXPENDITURES 150,037 28,000 28,000 28,000 - 0%- 0% 20 Projects - Capital improvement - - - - - 0%- 0% 21 Projects - Maintenance & Replacement - - - - - 0%- 0% 22 Total Capital and Mainteance & Replacement - - - - - 0%- 0% 23 Transfer out to Fund 412 WA Expansion 280,000 - - - - 0%- 0% 24 Other Uses - - - - - 0%- 0% 25 Total Transfers Out and Other Uses 280,000 - - - - 0%- 0% 26 SUB-TOTAL NON-OPERATING EXPENDITURES 280,000 - - - - 0%- 0% 27 430,037 28,000 28,000 28,000 - 0%- 0% 28 EXCESS REVENUES OVER(UNDER) EXPENDITURES (130,652) - - - - 0%- 0% 29 FUND BALANCE, BEGINNING 130,652 0 0 0 - 0%- 0% 30 (0) 0 0 0 - 0%- 0% 31 Restricted/Assigned/Committed Funds (0) 0 0 0 - 0%- 0% 32 -$ -$ -$ -$ -$ 0%-$ 0% vs ECONOMIC DEVELOPMENT FUND 210 Program Summary vs REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENDITURES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING 88 Fiscal Year 2021/2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 General Sales Tax -$ -$ -$ -$ -$ 0%- 0% 2 Hotel Occupancy Tax - - - - - 0%- 0% 3 Investment Earnings - - - - - 0%- 0% 4 Contributions - - - - - 0%- 0% 5 Donations - - - - - 0%- 0% 6 Misc Income 13,501 - - - - 0%- 0% 7 Total Revenues 13,501 - - - - 0%- 0% 8 Transfer In - - - - - 0%- 0% 9 Total Transfers In and Other Sources - - - - - 0%- 0% 10 13,501 - - - - 0%- 0% 11 Salaries - - - - - 0%- 0% 12 Transfers Out - - - - - 0%- 0% 13 Total Payroll and Related - - - - - 0%- 0% 14 Economic Development - - - - - 0%- 0% 15 Public Notices - - - - - 0%- 0% 16 Rent & Utilities - - - - - 0%- 0% 17 Repair & Maintenance - - - - - 0%- 0% 18 Services 4,441 12,100 12,100 12,100 - 0%- 0% 19 Supplies - - - - - 0%- 0% 20 Transfer Out Operating - - - - - 0%- 0% 21 Travel & Training - - - - - 0%- 0% 22 Operations and Maintenance 4,441 12,100 12,100 12,100 - 0%- 0% 23 SUB-TOTAL OPERATIONS and MAINTENANCE EXPENDITURES 4,441 12,100 12,100 12,100 - 0%- 0% 20 Projects - Capital improvement - - - - - 0%- 0% 21 Projects - Maintenance & Replacement - - - - - 0%- 0% 22 Total Capital and Mainteance & Replacement - - - - - 0%- 0% 23 Transfer Out to Fund 300 Debt Service - - - - - 0%- 0% 24 Other Uses - - - - - 0%- 0% 25 Total Transfers Out and Other uses - - - - - 0%- 0% 26 SUB-TOTAL NON-OPERATING EXPENDITURES - - - - - 0%- 0% 27 4,441 12,100 12,100 12,100 - 0%- 0% 28 EXCESS REVENUES OVER(UNDER) EXPENDITURES 9,060 (12,100) (12,100) (12,100) - 100%- 100% 29 FUND BALANCE, BEGINNING 387,505 396,565 396,565 384,465 (12,100) -3%(12,100) -3% 30 396,565$ 384,465$ 384,465$ 372,365$ (12,100)$ -3%(12,100)$ -3% 31 Restricted/Assigned/Committed Funds 396,565 384,465 384,465 372,365 (12,100) -3%(12,100) -3% 32 -$ -$ -$ -$ -$ 0%-$ 0% LOCAL PUBLIC IMPROVEMENT DISTRICT FUND 215 vs Program Summary vs REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENDITURES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING 89 Fiscal Year 2021/2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 General Sales Tax -$ -$ -$ -$ -$ 0%- 0% 2 Hotel Occupancy Tax 349,809 378,000 228,000 428,000 50,000 13%200,000 88% 3 Investment Earnings 7,594 3,500 1,000 3,500 - 0%2,500 250% 4 Contributions - - - - - 0%- 0% 5 Donations - - - - - 0%- 0% 6 Misc Income 11,479 5,700 5,700 5,700 - 0%- 0% 7 Total Revenues 368,882 387,200 234,700 437,200 50,000 13%202,500 86% 8 Transfer In - - - 500,000 500,000 100%500,000 100% 9 Total Transfers In and Other Sources - - - 500,000 500,000 100%500,000 100% 10 368,882 387,200 234,700 937,200 550,000 142%702,500 299% 11 Salaries - - - - - 0%- 0% 12 Transfers Out 493,588 197,476 197,476 497,255 299,779 152%299,779 152% 13 Total Payroll and Related 493,588 197,476 197,476 497,255 299,779 152%299,779 152% 14 Economic Development - - - - - 0%- 0% 15 Public Notices 22,482 20,000 20,000 20,000 - 0%- 0% 16 Rent & Utilities 95,676 91,400 90,600 93,394 1,994 2%2,794 3% 17 Repair & Maintenance - - - - - 0%- 0% 18 Services 132,021 201,115 201,115 201,300 185 0%185 0% 19 Supplies 21,143 - 800 22,000 22,000 100%21,200 2750% 20 Transfer Out Operating - - - - - 0%- 0% 21 Travel & Training 6,973 7,250 7,250 7,250 - 0%- 0% 22 Operations and Maintenance 278,296 319,765 319,765 343,944 24,179 8%24,179 8% 23 SUB-TOTAL OPERATIONS and MAINTENANCE EXPENDITURES 771,883 517,241 517,241 841,199 323,958 63%323,958 63% 20 Projects - Capital improvement - - - - - 0%- 0% 21 Projects - Maintenance & Replacement - - - - - 0%- 0% 22 Total Capital and Mainteance & Replacement - - - - - 0%- 0% 23 Transfer Out to Fund 300 Debt Service - - - - - 0%- 0% 24 Other Uses - - - - - 0%- 0% 25 Total Transfers Out and Other uses - - - - - 0%- 0% 26 SUB-TOTAL NON-OPERATING EXPENDITURES - - - - - 0%- 0% 27 771,883 517,241 517,241 841,199 323,958 63%323,958 63% 28 EXCESS REVENUES OVER(UNDER) EXPENDITURES (403,001) (130,041) (282,541) 96,001 226,042 -74%378,542 -34% 29 FUND BALANCE, BEGINNING 726,333 323,332 323,332 40,791 (282,541) -87%(282,541) -87% 30 323,332$ 193,291$ 40,791$ 136,792$ (56,499)$ 71%96,001$ 335% 31 Restricted/Assigned/Committed Funds 323,332 193,291 40,791 136,792 (56,499) 71%96,001 335% 32 -$ -$ -$ -$ -$ 0%-$ 0% VISITOR ASSOCIATION FUND 220 vs Program Summary vs REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENDITURES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING 90 Fiscal Year 2021/2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 General Sales Tax -$ -$ -$ -$ -$ 0%- 0% 2 Hotel Occupancy Tax - - - - - 0%- 0% 3 Investment Earnings - - - - - 0%- 0% 4 Contributions - - 150,000 - - 0%(150,000) -100% 5 Donations - - - - - 0%- 0% 6 Misc Income - - - - - 0%- 0% 7 Total Revenues - - 150,000 - - 0%(150,000) -100% 8 Transfer In 100,000 - - - - 0%- 0% 9 Total Transfers In and Other Sources 100,000 - - - - 0%- 0% 10 100,000 - 150,000 - - 0%(150,000) -100% 11 Salaries - - - - - 0%- 0% 12 Transfers Out - - - - - 0%- 0% 13 Total Payroll and Related - - - - - 0%- 0% 14 Economic Development - - - - - 0%- 0% 15 Public Notices - - - - - 0%- 0% 16 Rent & Utilities - - - - - 0%- 0% 17 Repair & Maintenance - - - - - 0%- 0% 18 Services - - - - - 0%- 0% 19 Supplies 10,000 - - - - 0%- 0% 20 Transfer Out Operating - - - - - 0%- 0% 21 Travel & Training - - - - - 0%- 0% 22 Operations and Maintenance 10,000 - - - - 0%- 0% 23 SUB-TOTAL OPERATIONS and MAINTENANCE EXPENDITURES 10,000 - - - - 0%- 0% 20 Projects - Capital improvement - - - - - 0%- 0% 21 Projects - Maintenance & Replacement - - - - - 0%- 0% 22 Total Capital and Mainteance & Replacement - - - - - 0%- 0% 23 Transfer Out to Fund 300 Debt Service - - - - - 0%- 0% 24 Other Uses - - - - - 0%- 0% 25 Total Transfers Out and Other uses - - - - - 0%- 0% 26 SUB-TOTAL NON-OPERATING EXPENDITURES - - - - - 0%- 0% 27 10,000 - - - - 0%- 0% 28 EXCESS REVENUES OVER(UNDER) EXPENDITURES 90,000 - 150,000 - - 100%(150,000) 0% 29 FUND BALANCE, BEGINNING 10,000 100,000 100,000 250,000 150,000 150%150,000 150% 30 100,000$ 100,000$ 250,000$ 250,000$ 150,000$ 250%-$ 100% 31 Restricted/Assigned/Committed Funds 100,000 100,000 250,000 250,000 150,000 250%- 100% 32 -$ -$ -$ -$ -$ 0%-$ 0% PUBLIC ARTS FUND 225 vs Program Summary vs REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENDITURES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING 91 Fiscal Year 2021/2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 General Sales Tax -$ -$ -$ -$ -$ 0%- 0% 2 Hotel Occupancy Tax - - - - - 0%- 0% 3 Investment Earnings 176 50 50 50 - 0%- 0% 4 Contributions - - - - - 0%- 0% 5 Donations - - - - - 0%- 0% 6 Misc Income - - - - - 0%- 0% 7 Total Revenues 176 50 50 50 - 0%- 0% 8 Transfer In - - - - - 0%- 0% 9 Total Transfers In and Other Sources - - - - - 0%- 0% 10 176 50 50 50 - 0%- 0% 11 Salaries - - - - - 0%- 0% 12 Transfers Out - - - - - 0%- 0% 13 Total Payroll and Related - - - - - 0%- 0% 14 Economic Development - - - - - 0%- 0% 15 Public Notices - - - - - 0%- 0% 16 Rent & Utilities - - - - - 0%- 0% 17 Repair & Maintenance - - - - - 0%- 0% 18 Services - - - - - 0%- 0% 19 Supplies - - - - - 0%- 0% 20 Transfer Out Operating - - - - - 0%- 0% 21 Travel & Training - - - - - 0%- 0% 22 Operations and Maintenance - - - - - 0%- 0% 23 SUB-TOTAL OPERATIONS and MAINTENANCE EXPENDITURES - - - - - 0%- 0% 20 Projects - Capital improvement - - - - - 0%- 0% 21 Projects - Maintenance & Replacement - - - - - 0%- 0% 22 Total Capital and Mainteance & Replacement - - - - - 0%- 0% 23 Transfer Out to Fund 300 Debt Service - - - - - 0%- 0% 24 Other Uses - - - - - 0%- 0% 25 Total Transfers Out and Other uses - - - - - 0%- 0% 26 SUB-TOTAL NON-OPERATING EXPENDITURES - - - - - 0%- 0% 27 - - - - - 0%- 0% 28 EXCESS REVENUES OVER(UNDER) EXPENDITURES 176 50 50 50 - 100%- 100% 29 FUND BALANCE, BEGINNING 14,543 14,719 14,719 14,769 50 0%50 0% 30 14,719$ 14,769$ 14,769$ 14,819$ 50$ 100%50$ 100% 31 Restricted/Assigned/Committed Funds 14,719 14,769 14,769 14,819 50 100%50 100% 32 -$ -$ -$ -$ -$ 0%-$ 0% LONE STAR PUBLIC FACILITIES FUND 418 vs Program Summary vs REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENDITURES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING 92 DEBT SERVICE FUNDS 93 This page is intentionally left blank. 94 DEBT SERVICE FUNDS OVERVIEW Town Council and staff are dedicated to a conservative pattern of debt issuance that ensures property tax rates remain attractive to prospective businesses and residents. Prior to acquiring any debt, alternative financing sources are evaluated. When debt is issued, it is used to acquire major assets with expected lives which equal or exceed the average life of the debt issue. The Town’s debt service funds are comprised of the revenue supported Debt Service Fund 300 and property tax supported Debt Service Fund 301. Debt Service Fund 300 is used to manage payments on all general government related debt. Debt Service Fund 301 is property tax supported debt for street infrastructure improvements, Westlake Academy Expansion, and funding the Westlake Academy’s Arts & Sciences Center. DEBT SERVICE PROCESS DEBT MANAGEMENT POLICIES The Town’s debt management policies are reviewed annually and revised as necessary. The Town’s policies address the following:  Direct Debt - debt payable from property tax (or ad valorem I&S tax), and other available funds of the Town.  Interfund Borrowing – loans for short-term cash flow needs. LIMITS The Town’s only legal limit to debt is the tax rate limit. ANALYSIS Any consideration of debt issuance for major capital assets are prepared within the framework of a Council approved multi-year capital improvement plan and forecast for all Town facilities and infrastructures. Staff explore alternative funding sources prior to the issuance of debt for capital acquisitions and construction projects. These alternatives include, but are not limited to:  Grants-In-Aid  Use of Reserves  Use of either current on-going general revenues or one-time revenues  Contributions from developers or others  Leases  User Fees  Impact Fees. If debt is determined as the funding source it is presented to Council for approval. 95 Fiscal Year 2021/2022 Audited Adopted Revised Proposed FY 21/22 Proposed FY 21/22 Proposed Actuals Budget Budget Budget FY 19/20 FY 20/21 FY 20/21 FY 21/22 FY 20/21 Adopted FY 20/21 Revised 1 General Sales Tax -$ -$ -$ -$ -$ 0%-$ 0% 2 Property Tax 685,914 632,381 699,383 1,134,763 502,382 79%435,380 62% 3 Beverage Tax - - - - - 0%- 0% 4 Charge for Service - - - - - 0%- 0% 5 Hotel Occupancy Tax - - - - - 0%- 0% 6 Franchise Fees - - - - - 0%- 0% 7 Permits & Fees Other - - - - - 0%- 0% 8 Permits & Fees Building - - - - - 0%- 0% 9 Permits & Fees Utility - - - - - 0%- 0% 10 Fines & Forfeitures Court - - - - - 0%- 0% 11 Investment Earnings - - - - - 0%- 0% 12 Contributions - - - - - 0%- 0% 13 Donations - - - - - 0%- 0% 14 Misc Income - - - - - 0%- 0% 15 Total Revenues 685,914 632,381 699,383 1,134,763 1,134,763 179%502,382 72% 16 Transfer In 2,116,814 2,022,191 1,949,876 1,625,237 (396,954) -20%(324,639) -17% 17 Other Sources - - - - - 0%- 0% 18 Total Transfer In and Other Sources 2,116,814 2,022,191 1,949,876 1,625,237 1,625,237 80%(396,954) -20% 19 2,802,728 2,654,572 2,649,259 2,760,000 2,760,000 104%105,428 4% 20 Salaries - - - - - 0%- 0% 21 Transfers Out - - - - - 0%- 0% 22 Insurance - - - - - 0%- 0% 23 Taxes - - - - - 0%- 0% 24 Retirement - - - - - 0%- 0% 25 Total Payroll and Related - - - - - 0%- 0% 26 Capital Outlay - - - - - 0%- 0% 27 Debt Service 2,694,013 2,688,694 2,688,609 2,866,314 177,620 7%177,705 7% 28 Economic Development - - - - - 0%- 0% 29 Leases and Rentals - - - - - 0%- 0% 30 Public Notices - - - - - 0%- 0% 31 Rent & Utilities - - - - - 0%- 0% 32 Repair & Maintenance - - - - - 0%- 0% 33 Services 2,880 2,580 2,580 2,273 (307) -12%(307) -12% 34 Supplies - - - - - 0%- 0% 35 Travel & Training - - - - - 0%- 0% 36 Operations and Maintenance 2,696,893 2,691,274 2,691,189 2,868,587 177,313 7%177,398 7% 37 2,696,893 2,691,274 2,691,189 2,868,587$ 177,313$ 7%177,398 7% 38 Projects - Capital improvement - - - - - 0%- 0% 39 Projects - Maintenance & Replacement - - - - - 0%- 0% 40 Total Capital and Mainteance & Replacement - - - - - 0%- 0% 41 Transfer Out - - - - - 0%- 0% 42 Other Uses - - - - - 0%- 0% 43 Total Transfers Out and Other Uses - - - - - 0%- 0% 44 - - - - - 0%- 0% 45 2,696,893 2,691,274 2,691,189 2,868,587 177,313 7%177,398 7% 46 Excess Revenus over(under) Expenditures 105,835 (36,702) (41,930) (108,587) (71,885) 196%(66,657) 159% 47 FUND BALANCE, BEGINNING 44,683 150,518 150,518 108,588 (41,930) -28%(41,930) -28% 48 150,518$ 113,816$ 108,588$ 0$ (113,816) -100%(108,588) -100% 49 Restricted/Assigned/Committed Funds 150,518 113,816 108,588 0 (113,816) -100%(108,588) -100% 50 -$ -$ -$ -$ -$ 0%-$ 0% vs vs FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING SUB-TOTAL NON-OPERATING EXPENDITURES SUB-TOTAL OPERATIONS and MAINTENANCE EXPENDITURES GRAND TOTAL REVENUES & OTHER SOURCES GRAND TOTAL ALL EXPENDITURES & OTHER USES DEBT SERVICE FUNDS Combined Program Summary REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY 96 Fiscal Year 2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 General Sales Tax -$ -$ -$ -$ -$ 0%-$ 0% 2 Property Tax - - - - - 0%- 0% 3 Contributions - - - - - 0%- 0% 4 Donations - - - - - 0%- 0% 5 Misc Income - - - - - 0%- 0% 6 Total Revenues - - - - - 0%- 0% 7 Transfer In from Fund 100 General Fund 272,089 966,816 449,876 125,237 (841,579) -87%(324,639) -72% 8 Transfer In from Fund 200 4B Economic Development 1,844,725 1,055,375 1,500,000 1,500,000 444,625 42%- 0% 9 Total Transfers in and Other Sources 2,116,814 2,022,191 1,949,876 1,625,237 (396,954) -20%(324,639) -17% 10 2,116,814 2,022,191 1,949,876 1,625,237 (396,954) -20%(324,639) -17% 11 Capital Outlay - - - - - 0%- 0% 12 Debt Service 2,114,674 2,020,051 1,948,121 1,623,457 (396,594) -20%(324,664) -17% 13 Services 2,140 2,140 2,140 1,395 (745) -35%(745) -35% 14 Supplies - - - - - 0%- 0% 15 Transfer Out Operating - - - - - 0%- 0% 16 Operations and Maintenance 2,116,814 2,022,191 1,950,261 1,624,852 (397,339) -20%(325,409) -17% 17 SUB-TOTAL OPERATIONS and MAINTENANCE EXPENDITURES 2,116,814 2,022,191 1,950,261 1,624,852 (397,339) -20%(325,409) -17% 18 Projects - Capital improvement - - - - - 0%- 0% 19 Projects - Maintenance & Replacement - - - - - 0%- 0% 20 Total Capital and Mainteance & Replacement - - - - - 0%- 0% 21 Transfers Out - - - - - 0%- 0% 22 Other Uses - - - - - 0%- 0% 23 Total Transfers Out and Other Uses - - - - - 0%- 0% 24 SUB-TOTAL NON-OPERATING EXPENDITURES - - - - - 0%- 0% 25 2,116,814 2,022,191 1,950,261 1,624,852 (397,339) -20%(325,409) -17% 26 EXCESS REVENUES OVER(UNDER) EXPENDITURES - - (385) 385 385 100%770 -200% 27 FUND BALANCE, BEGINNING - - - (385) (385) 100%(385) 100% 28 -$ -$ (385)$ -$ -$ 0%385$ -100% 29 Restricted/Assigned/Committed Funds - - (385) - - 0%385 -100% 30 -$ -$ -$ -$ -$ 0%-$ 0% DEBT SERVICE FUND 300 vs Program Summary vs REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENDITURES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING 97 Fiscal Year 2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 General Sales Tax -$ -$ -$ -$ -$ 0%-$ 0% 2 Property Tax 685,914 632,381 699,383 1,134,763 502,382 79%435,380 62% 3 Contributions - - - - - 0%- 0% 4 Donations - - - - - 0%- 0% 5 Misc Income - - - - - 0%- 0% 6 Total Revenues 685,914 632,381 699,383 1,134,763 502,382 79%435,380 62% 7 Transfer In - - - - - 0%- 0% 8 Other Sources - - - - - 0%- 0% 9 Total Transfers In and Other Sources - - - - - 0%- 0% 10 685,914 632,381 699,383 1,134,763 502,382 79%435,380 62% 11 Total Payroll and Related - - - - - 0%- 0% 12 Capital Outlay - - - - - 0%- 0% 13 Debt Service 579,340 668,643 740,488 1,242,856 574,213 86%502,368 68% 14 Repair & Maintenance - - - - - 0%- 0% 15 Services 740 440 440 880 440 100%440 100% 16 Operations and Maintenance 580,080 669,083 740,928 1,243,736 574,653 86%502,808 68% 17 SUB-TOTAL OPERATIONS and MAINTENANCE EXPENDITURES 580,080 669,083 740,928 1,243,736 574,653 86%502,808 68% 18 Projects - Capital improvement - - - - - 0%- 0% 19 Projects - Maintenance & Replacement - - - - - 0%- 0% 20 Total Capital and Mainteance & Replacement - - - - - 0%- 0% 21 Transfer Out - - - - - 0%- 0% 22 Other Uses - - - - - 0%- 0% 23 Total Transfers Out and Other Uses - - - - - 0%- 0% 24 SUB-TOTAL NON-OPERATING EXPENDITURES - - - - - 0%- 0% 25 580,080 669,083 740,928 1,243,736 574,653 86%502,808 68% 26 EXCESS REVENUES OVER(UNDER) EXPENDITURES 105,835 (36,702) (41,545) (108,973) (72,271) 197%(67,428) 162% 27 FUND BALANCE, BEGINNING 44,683 150,518 150,518 108,973 (41,545) -28%(41,545) -28% 28 150,518$ 113,816$ 108,973$ (0) (113,816)$ -100%(108,973)$ -100% 29 Restricted/Assigned/Committed Funds 150,518 113,816 108,973 (0) (113,816) -100%(108,973) -100% 30 -$ -$ -$ - -$ 0%-$ 0% DEBT SERVICE FUND 301 vs Program Summary vs REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENDITURES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING 98 WESTLAKE ACADEMY FUND 99 This page is intentionally left blank. 100 WESTLAKE ACADEMY FUND OVERVIEW Westlake Academy is owned and operated by the Town of Westlake. It is the only municipally owned and operated open enrollment K-12 charter school in the State of Texas. While Westlake Academy is a department of the Town, it is its own financial reporting entity as defined by Government Accounting Standards Board (GASB) in its Statement No. 14, “The Financial Reporting Entity.” Therefore, Westlake Academy prepares its basic financial statements in accordance with generally accepted accounting principles promulgated by the GASB and other authoritative sources identified in Statement on Auditing Standards No. 69 of the American Institute of Certified Public Accountants. The Westlake Academy Fund encompasses all teaching and extra-/co-curricular operating expenditures as well as State public school funding, local funds, and private donations used to support and enhance the daily operations of Westlake Academy. Westlake Academy operates under a shared services model whereby the municipal operations team provides human resources, communications, financial, facilities, information technology and administrative support services to the school. General maintenance and replacement of infrastructure and equipment for the school is expensed to the municipal budget. The shared services model is an integral part of the state charter application process, supporting the Town’s case for having a community school. This model conserves resources and avoids the duplication of efforts across the municipal and academic functions. For detailed information regarding Westlake Academy’s operating budget, please visit www.westlakeacademy.org. FUND HIGHLIGHTS REVENUES Budgeted at $9,371,746. This is a 3% decrease of $289,953 from prior year revised. Revenues are based on the following underlying assumptions:  Future revenue projections are based on the student average daily attendance (ADA), which is used to calculate the cost of public education for the next biennium. With the ongoing pandemic, revenues are expected to remain flat for FY 2021-22 and are calculated based on the ADA from the prior year.  Charter schools do not have taxing authority, making them reliant upon state and local funding sources.  As an open enrollment charter school, all State funding is determined each legislative session and channeled to Westlake Academy through the State’s Foundation School Program (FSP).  Enrollment is projected at 875 students.  The proposed allotment is projected at $154K  Municipal contributions have been discontinued  Bank Interest: Calculated at 0.50% rate  100% use of Westlake Academy Foundation (WAF) Annual Program revenues (proposed $1.03 million). 101 EXPENDITURES Budgeted at $9,432,983. This is a slight decrease of $20,894 from prior year revised. This decrease in expenditures is due to allocating payroll cost to the federal ESSER III-Supplemental Grant.  The Board of Trustees approved a step increase plus 1% for Teachers, Librarians, Counselors, & Nurses, a 2% increase for Administration, and a 3% for Admin Support-Hourly staff; a combined total impact less than $18K.  FTE: 103.52 (1.65 increase from FY20/21).  Maintenance & Operations: $5.8K increase for janitorial services & supplies.  In accordance with Texas House Bill 3, kindergarten through 3rd grade teachers must complete reading training. This training started in FY20/21 and will continue through FY22/23.  Administrative: $15.6K increase for general legal services.  The ESC Region 11 contract is expected to remain the same from prior year revised. This includes the Instructional Solutions Contract for Canvas distance learning support & remote professional development opportunities. FUND BALANCE The FY 21/22 projections will decrease fund balance by $61,237 for an ending unassigned fund balance of $1,785,979. The unassigned balance represents coverage for 69 operating days. 56 42 45 50 56 65 62 69 63 61 60 59 Actual Actual Actual Actual Actual Actual Amended Proposed Projected Projected Projected Projected FY 14/15 FY 15/16 FY16/17 FY17/18 FY18/19 FY19/20 FY20/21 FY21/22 FY22/23 FY23/24 FY24/25 FY25/26 Change in Operating Days 102 Academy Program Summary Fiscal Year 2021/2022 Adopted Amended Adopted FY21/22 Adopted Budget Budget Budget vs vs. FY20/21 FY20/21 FY 21/22 FY20/21 Revised 1 Transportation 10,500$ 10,500$ 10,500$ -$ 0% 2 Parking 15,000 15,000 15,000 - 0% 3 Athletic Activities 88,100 88,100 88,100 - 0% 4 Interest Earned 10,000 5,000 5,000 - 0% 5 WAF Blacksmith Donation 1,030,000 1,030,000 1,030,000 - 0% 6 Salary Reimbursement for WAF staff 71,235 71,235 71,771 536 1% 7 Municipal Transfer - - - - 100% 8 Other Local Revenue (sub, tech, prnt, misc)47,300 32,200 35,000 2,800 9% 9 Technology Equipment Sale Proceeds - - - 0% 10 Food Services 7,000 4,000 7,000 3,000 75% 11 Total Local Revenues 1,279,135 1,256,035 1,262,371 6,336 1% 12 TEA - Available School Funds 212,000 423,750 336,158 (87,592) -21% 13 TEA - Foundation School Funds (Inc. accrual)7,024,142 6,865,155 6,646,293 (218,862) -3% 14 CTE Funding (addt'l TEA-FSP Funds)263,366 472,503 466,175 (6,328) -1% 15 Facilities Allotment (addt'l TEA-FSP Funds)160,500 151,421 154,507 3,086 2% 16 TEA - Advanced Placement Training 6,750 6,750 6,750 - 0% 17 SB-500 SPED Services - - - - 100% 18 TRS On-behalf/Medicare Part B 486,085 486,085 499,492 13,407 3% 19 Total State Revenues 8,152,843 8,405,664 8,109,375 (296,289) -4% 20 TOTAL REVENUES 9,431,978$ 9,661,699$ 9,371,746$ (289,953)$ -3% 21 Function 11 - Instructional 5,141,964$ 5,108,409$ 4,884,668$ (223,741) -4% 22 Function 12 - Resources & Media 95,802 95,802 135,797 39,995 42% 23 Function 13 - Curriculum & Staff Development 64,045 55,595 55,795 200 0% 24 Function 21 - Instructional Leadership 191,240 191,240 225,326 34,086 18% 25 Function 23 - School Leadership 1,117,395 1,121,368 1,258,754 137,386 12% 26 Function 31 - Guidance & Counseling 604,282 613,976 618,426 4,450 1% 27 Function 33 - Health Services 82,673 84,867 81,257 (3,610) -4% 28 Function 36 - Co/Extracurricular Activities 272,047 282,547 228,089 (54,458) -19% 29 Function 41 - Administrative 241,995 242,579 241,964 (615) 0% 30 Function 51 - Maintenance & Operations 983,676 1,043,676 967,763 (75,913) -7% 31 Function 52 - Security & Monitoring 26,800 26,800 26,800 - 0% 32 Function 53 - Data Processing 221,565 236,625 356,879 120,254 51% 33 Function 61 - Community Services 142,471 142,471 143,543 1,072 1% 34 Function 71 - Debt Service 207,922 207,922 207,922 - 0% 35 TOTAL EXPENDITURES BY FUNCTION 9,393,877$ 9,453,877$ 9,432,983$ (20,894)$ 0% 36 Transfer in - Athletics/Transportation 90,000 90,000 45,000 (45,000) -50% 37 Transfer Out - General Fund (90,000) (90,000) (45,000) 45,000 -50% 38 NET OTHER RESOURCES (USES)- - - - 0% 39 EXCESS REVENUES OVER(UNDER) EXPENDITURES 38,101 207,822 (61,237) (269,059) -129% 40 FUND BALANCE, BEGINNING 1,751,177 1,751,177 1,958,999 207,822 12% 41 FUND BALANCE, ENDING 1,789,278 1,958,999 1,897,761 (61,238) -3% 42 Restricted/Assigned/Committed 88,000 90,621 111,782 21,161 23% 43 UNASSIGNED FUND BALANCE, ENDING 1,701,278$ 1,868,378$ 1,785,979$ (82,399)$ -4% REVENUES EXPENDITURES SUMMARY 103 This page is intentionally left blank. 104 CAPITAL PROJECT FUNDS 105 This page is intentionally left blank. 106 CAPITAL PROJECT FUNDS OVERVIEW The Capital Projects Funds consist of the Capital Project Fund 410, Westlake Arts & Sciences Center Fund 411, and the Westlake Academy Expansion Fund 412. Please see fund descriptions below: Capital Project Fund 410 tracks major equipment, land, and infrastructure projects of $25,000 or more financed with General Fund operating transfers, intergovernmental revenue, bond proceeds and Special Revenue Fund transfers. Project completion or procurement may extend across two or more fiscal years and reflect multiple expenditure categories such as engineering, design and construction. Completed capital projects often have a continuing fiscal impact on the Town’s operating funds due to routine maintenance, repair, and daily operating costs. When an ongoing operating impact has been identified, it is included on the project description sheet, and costs are projected for the next three years. Upon approval of the project, the ongoing fiscal impact is integrated into the operating budget. Westlake Academy Arts & Sciences Center Fund 411 tracks and accumulates resources to finance the Arts and Sciences Center expansion. Westlake Academy has identified an immediate need for three additional science labs on campus. This moves the science classrooms out of the portable buildings and ensures students have adequate equipment, gas and water lab stations. The estimated cost of this project is $8.6M. The funding source for the project includes WA Capital Projects that have been provided per economic development agreements by residential developments, anonymous matching funds, and Westlake Academy affiliates. Westlake Academy Expansion Fund 412 tracks and accumulates resources intended to finance future Academy expansions. In FY 12/13, approximately 8.5 million dollars of bond proceeds were used to fund construction of three new buildings at Westlake Academy. In February of 2013, an Economic Development Agreement was executed that requires the developer to pay $10K for lots in the Granada subdivision and $5K for lots in the Quail Hollow subdivision. These payments are recorded in the Economic Development Fund 210 and are transferred to the Westlake Academy Fund 412. Individual project information sheets provide a detailed listing of projects, with prior year funding, future funding requirements and project description. These sheets indicate when the project has multiple sources of funding and the associated operating costs. FUND HIGHLIGHTS REVENUES Revenues are budgeted at $4.6M; a 80% increase of $2M from prior year revised. This increase is due to the Series 2021 bond issuance in September 2021. Investment Earnings – ($11,000) Decreased $20K due to decrease in interest rates and economic impact of the ongoing pandemic. Other Sources – ($3.2M) Series 2021 issue $3.2M in bonds for capital projects, , projected related this upcoming fiscal year. 107 Transfer in from Other Funds – ($1,250,000) Transfers in from Fund 412 to Fund 411 for $250K and from Fund 100 to Fund 410 of $1M for capital related expenditures. EXPENDITURES Expenditures are budgeted at $3M; an 38% increase of $822K from prior year revised. Capital Project Fund 410 – ($2,491,720) This consists of Capital Project Fund activities, which increased $1.4M given the expected economic activity this upcoming fiscal year. The budgeted capital projects include the following:  Roanoke Road Reconstruction & Drainage South - $700,955  SH114 Service Road Construction - $100,000  GPS Opticom Traffic Control - $91,250  Wayfinding Signage - $214,700  Cemetery Improvements - $250,000  Dove/Pearson/Aspen Trail – $459,250  Pearson Lane Recon/Drainage - $475,565 Westlake Academy Arts & Sciences Center Fund 411 – ($250,000) Includes preliminary planning services for the WA Arts & Sciences Center. Transfer Outs - ($250,000) Transfer out to from Fund 412 to Fund 411. FUND BALANCE The combined ending fund balance is projected to be $6.5M.  Capital Project Fund 410 is projected to be $2.4M  Westlake Academy Arts and Sciences Center Fund 411 is projected to be $2.5M  Westlake Academy Expansion Fund 412 is projected to be $1.6M 108 Fiscal Year 2021/2022 Audited Adopted Revised Adopted FY 2022 Adopted FY 2022 Adopted Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 Investment Earnings 63,910 30,000 18,000 11,000 (19,000) -63%(7,000) -39% 2 Contributions (565) - 1,300,000 - - 100%(1,300,000) 100% 3 Donations - - - - - 100%- 100% 4 Misc Income - - - - - 0%- 0% 5 Total Revenues 63,345 30,000 1,318,000 11,000 11,000 37%(1,307,000) -99% 6 Transfer In 380,000 250,000 1,250,000 1,250,000 1,000,000 400%- 0% 7 Other Sources (3,323) - - 3,353,602 3,353,602 100%3,353,602 100% 8 Total Transfer In and Other Sources 376,677 250,000 1,250,000 4,603,602 4,603,602 1841%3,353,602 268% 9 440,022$ 280,000$ 2,568,000$ 4,614,602$ 4,614,602$ 1648%2,046,602$ 80% 10 Projects - Capital improvement 1,343,927 1,363,830 919,130 2,741,720 1,377,890 101%1,822,590 198% 11 Projects - Maintenance & Replacement - - - - - 0%- 0% 12 Total Capital and Mainteance & Replacement 1,343,927 1,363,830 919,130 2,741,720 1,377,890 101%1,822,590 198% 13 Transfer Out 100,000 250,000 1,250,000 250,000 - 100%(1,000,000) -80% 14 Other Uses - - - - - 0%- 0% 15 Total Transfers Out and Other Uses 100,000 250,000 1,250,000 250,000 - 100%(1,000,000) -80% 16 1,443,927$ 1,613,830$ 2,169,130$ 2,991,720$ 1,377,890$ 85%822,590$ 38% 17 1,443,927$ 1,613,830$ 2,169,130$ 2,991,720$ 1,377,890$ 85%822,590$ 38% 18 Excess Revenus over(under) Expenditures (1,003,905) (1,333,830) 398,870 1,622,882 2,956,712 -222%1,224,012 307% 19 FUND BALANCE, BEGINNING 5,506,356 4,502,451 4,502,451 4,901,321 398,870 9%398,870 9% 20 4,502,451$ 3,168,621$ 4,901,321$ 6,524,203$ 3,355,582$ 106%1,622,882$ 33% 21 Restricted/Assigned/Committed Funds 4,502,451 3,168,621 4,901,321 6,524,203 3,355,582 106%1,622,882 33% 22 -$ -$ -$ -$ -$ 0%-$ 0% 23 Cash 4,502,451 3,168,621 4,901,321 6,524,203 3,355,582 106%1,622,882 33% 24 - 0%- 0% 25 - 0%- 0% 26 - 0%- 0% 27 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS 4,502,451$ 3,168,621$ 4,901,321$ 6,524,203$ 3,355,582$ 106%1,622,882$ 33% CAPITAL PROJECT FUNDS Combined Program Summary RESTRICTED/ASSIGNED/COMMITTED FUNDS REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY vs vs FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING SUB-TOTAL NON-OPERATING EXPENDITURES GRAND TOTAL REVENUES & OTHER SOURCES GRAND TOTAL ALL EXPENDITURES & OTHER USES 109 Fiscal Year 2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 Permits & Fees Building - - - - - 0%- 0% 2 Permits & Fees Utility - - - - - 0%- 0% 3 Fines & Forfeitures Court - - - - - 0%- 0% 4 Investment Earnings 30,095 15,000 3,000 5,000 (10,000) -67%2,000 67% 5 Contributions (565) - - - - 0%- 0% 6 Donations - - - - - 0%- 0% 7 Misc Income - - - - - 0%- 0% 8 Total Revenues 29,530 15,000 3,000 5,000 (10,000) -67%2,000 67% 9 Transfers In - - - 1,000,000 1,000,000 #DIV/0!1,000,000 #DIV/0! 10 Other Sources (3,323) - - 3,353,602 3,353,602 100%3,353,602 100% 11 Total Other Sources (3,323) - - 4,353,602 4,353,602 100%4,353,602 100% 12 26,207$ 15,000$ 3,000$ 4,358,602$ 4,343,602$ 28957%4,355,602$ 145187% 13 Projects - Capital improvement 1,293,500 1,113,830 919,130 2,491,720 1,377,890 124%1,572,590 171% 14 Projects - Maintenance & Replacement - - - - - 0%- 0% 15 Total Capital and Mainteance & Replacement 1,293,500 1,113,830 919,130 2,491,720 1,377,890 124%1,572,590 171% 16 Transfers Out - - - - - 0%- 0% 17 Other Uses - - - - - 0%- 0% 18 Total Transfers Out & Other Uses - - - - - 0%- 0% 19 SUB-TOTAL NON-OPERATING EXPENDITURES 1,293,500$ 1,113,830$ 919,130$ 2,491,720$ 1,377,890$ 124%1,572,590$ 171% 20 1,293,500$ 1,113,830$ 919,130$ 2,491,720$ 1,377,890$ 124%1,572,590$ 171% 21 EXCESS REVENUES OVER(UNDER) EXPENDITURES (1,267,293) (1,098,830) (916,130) 1,866,882 2,965,712 -270%2,783,012 -304% 22 FUND BALANCE, BEGINNING 2,708,144 1,440,851 1,440,851 524,721 (916,130) -(916,130) - 23 1,440,851$ 342,021$ 524,721$ 2,391,603$ 2,049,582$ 599%1,866,882$ 356% 24 Restricted/Assigned/Committed Funds 1,440,851 342,021 524,721 2,391,603 2,049,582 599%1,866,882 356% 25 -$ -$ -$ -$ -$ 0%-$ 0% vs CAPITAL PROJECTS FUND 410 Program Summary vs REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENDITURES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING 110 WESTLAKE ACADEMY ARTS & SCIENCES CENTER FUND 411 Fiscal Year 2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 ProposedActualsBudgetBudgetBudgetFY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 Permits & Fees Building - - - - - 0%- 0% 2 Permits & Fees Utility - - - - - 0%- 0% 3 Fines & Forfeitures Court - - - - - 0%- 0% 4 Investment Earnings 109 - - 1,000 1,000 100%1,000 100% 5 Contributions - - 1,250,000 - - 100%(1,250,000) 100% 6 Donations - - - - - 100%- 100% 7 Misc Income - - - - - 0%- 0% 8 Total Revenues 109 - 1,250,000 1,000 1,000 100%(1,249,000) 100% 9 Transfer In from Fund 412 WA Expansion 100,000 250,000 1,250,000 250,000 - 100%(1,000,000) -80% 10 Other Sources - - - - - 0%- 0% 11 Total Transfers In and Other Sources 100,000 250,000 1,250,000 250,000 - 100%(1,000,000) -80% 12 100,109$ 250,000$ 2,500,000$ 251,000$ 1,000$ 100%(2,249,000)$ -90% 13 Projects - Capital improvement 50,427 250,000 - 250,000 - 100%250,000 100% 14 Projects - Maintenance & Replacement - - - - - 0%- 0% 15 Total Capital and Mainteance & Replacement 50,427 250,000 - 250,000 - 100%250,000 100% 16 Transfers Out - - - - - 0%- 0% 17 Other Uses - - - - - 0%- 0% 18 Total Transfers Out & Other Uses - - - - - 0%- 0% 19 SUB-TOTAL NON-OPERATING EXPENDITURES 50,427$ 250,000$ -$ 250,000$ -$ 100%250,000$ 100% 20 50,427$ 250,000$ -$ 250,000$ -$ 100%250,000$ 100% 21 EXCESS REVENUES OVER(UNDER) EXPENDITURES 49,682 - 2,500,000 1,000 1,000 #DIV/0!(2,499,000) -100% 22 FUND BALANCE, BEGINNING - 49,682 49,682 2,549,682 2,500,000 5032%2,500,000 5032% 23 49,682$ 49,682$ 2,549,682$ 2,550,682$ 2,501,000$ 5034%1,000$ 0% 24 Restricted/Assigned/Committed Funds 49,682 49,682 2,549,682 2,550,682 2,501,000 5034%1,000 0% 25 -$ -$ -$ -$ -$ 0%-$ 0% vs Program Summary vs REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENDITURES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING 111 Fiscal Year 2022 Audited Adopted Revised Proposed FY 2022 Proposed FY 2022 Proposed Actuals Budget Budget Budget FY 2020 FY 2021 FY 2021 FY 2022 FY 2021 Adopted FY 2021 Revised 1 Permits & Fees Building - - - - - 0%- 0% 2 Permits & Fees Utility - - - - - 0%- 0% 3 Fines & Forfeitures Court - - - - - 0%- 0% 4 Investment Earnings 33,706 15,000 15,000 5,000 (10,000) -67%(10,000) -67% 5 Contributions - - 50,000 - - 0%(50,000) -100% 6 Donations - - - - - 0%- 0% 7 Misc Income - - - - - 0%- 0% 8 Total Revenues 33,706 15,000 65,000 5,000 (10,000) -67%(60,000) -92% 9 Transfer In from Fund 210 Economic Development 280,000 - - - - 0%- 0% 10 Other Sources - - - - - 0%- 0% 11 Total Transfers In and Other Sources 280,000 - - - - 0%- 0% 12 313,706$ 15,000$ 65,000$ 5,000$ (10,000)$ -67%(60,000)$ -92% 13 Projects - Capital improvement - - - - - 0%- 0% 14 Projects - Maintenance & Replacement - - - - - 0%- 0% 15 Total Capital and Mainteance & Replacement - - - - - 100%- 0% 16 Transfers Out to Fund 100 General Fund - - - - - 0%- 0% 17 Transfers Out to Fund 411 A&S Building 100,000 250,000 1,250,000 250,000 - 0%(1,000,000) -80% 18 Total Transfers Out & Other Uses 100,000 250,000 1,250,000 250,000 - 0%(1,000,000) -80% 19 SUB-TOTAL NON-OPERATING EXPENDITURES 100,000$ 250,000$ 1,250,000$ 250,000$ -$ 100%(1,000,000)$ -80% 20 100,000$ 250,000$ 1,250,000$ 250,000$ -$ 100%(1,000,000)$ -80% 21 EXCESS REVENUES OVER(UNDER) EXPENDITURES 213,706 (235,000) (1,185,000) (245,000) (10,000) 4%940,000 -79% 22 FUND BALANCE, BEGINNING 2,798,212 3,011,918 3,011,918 1,826,918 (1,185,000) -39%(1,185,000) -39% 23 3,011,918$ 2,776,918$ 1,826,918$ 1,581,918$ (1,195,000)$ -43%(245,000)$ -13% 24 Restricted/Assigned/Committed Funds 3,011,918 2,776,918 1,826,918 1,581,918 (1,195,000) -43%(245,000) -13% 25 -$ -$ -$ -$ -$ 0%-$ 0% WESTLAKE ACADEMY EXPANSION FUND 412 vs Program Summary vs REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES SUMMARY GRAND TOTAL ALL EXPENDITURES & OTHER USES GRAND TOTAL REVENUES & OTHER SOURCES FUND BALANCE, ENDING UNASSIGNED FUND BALANCE, ENDING 112 CAPITAL IMPROVEMENT PLAN 113 This page is intentionally left blank. 114 CAPITAL IMPROVEMENT PLAN OVERVIEW The Capital Improvement Plan (CIP) is the Town’s strategy for infrastructure development and improvement. This includes, road expansion, repairs on publicly owned buildings, and the acquisition of new water sources. The CIP is a multi-year document that summarizes capital projects for the next five (5) years. Each project has individual cost estimates and financing methods for improvements. The CIP establishes the Town’s priorities and serves as a blueprint for investment in capital infrastructure in the short and long-term. CAPITAL IMPROVEMENT PLAN PROCESS IDENTIFYING A NEED The CIP process begins with identifying capital project needs based on the Town’s balanced scorecard and comprehensive plan. FUNDING SOURCES Once a capital project need is identified, staff analyze potential funding sources. There are four primary funding sources for capital projects:  Cash Funding (revenue sources such as sales, hotel/motel and property taxes);  State/Federal funding (public grants);  Private Funding (developmental impact fees or charitable donations); and  Bond Issuance. All funding considerations are based on collaborative discussions with stakeholders and the source of the revenue. STAFF ANALYSIS Projects proposed for the CIP are reviewed, evaluated, and recommended based on the following criteria:  The project is within the debt limitations established by state law and within a maximum local levy debt service established by Town Council.  The project meets the established useful life criteria to be financed. PROJECT TYPE GENERAL LIFE FINANCING Public buildings 40 years 10 year New road construction 40 years 10 year Major road rehabilitation 15 years 10 year Water, sewer & drainage 40 years 20 year Miscellaneous items Based on asset 10 year Local sales tax projects 10 year 15 year WHAT IS A CAPITAL EXPENDITURE? Any major non-recurring expenditure or expenditure for facilities, including additions or major alterations, construction of highways or utility lines, fixed equipment, landscaping, or similar expenditures. 115  Highways and streets provide safe and effective vehicular access and efficient urban traffic flow. This includes:  New projects that will reduce future maintenance requirements; and  Good streets and roadways to serve Town facilities.  Adequate water supply is available for existing neighborhoods, planned growth and development of the Town.  Improvements for beautification and landscaping are conducted on arterials and highways, facilities, etc.  The CIP is balanced for all types of Town assets. CIP PRIORITIZATION STRATEGY The Town’s CIP prioritization strategy is to preserve, protect and plan.  Preserve the past by investing in the continued upgrade of town assets and infrastructure.  Protect the present with improvements and/or additions to facilities, roads, and capital investments.  Plan for the future of the organization. PRESERVE PROTECT PLAN IMPACT TO OPERATING BUDGET The Town’s operating budget is directly affected by the CIP budget. CIP projects can often increase or decrease costs. CIP investments in technology or significant improvements to existing maintenance intensive assets can reduce operating budget costs. However, new facilities and land acquisitions typically increase operating expenditures. Operating costs are carefully considered in deciding which projects move forward in the CIP budget. It is typically impossible to absorb many large increases in operating costs at once; therefore, projects are planned to prevent shocks to operating budgets. Several projects are currently included in the adopted CIP and may have future impacts on the operating budget. WHAT IS A CAPITAL PROJECT? Capital projects are the individual action plans that make up a CIP. Capital projects are categorized into the following groups: Parks & Recreation, Facilities, Transportation, Vehicles and Utilities. 116 ADOPTION OF THE CIP CIP recommendations are forwarded to the Town Manager and then to Town Council. Town Council may shift, add, or delete projects in the proposed CIP. Like the operating budget, Town Council will adopt the CIP. FUNDED vs. UNFUNDED PROJECTS The CIP includes funded and unfunded capital projects. Funded capital projects have been approved and adopted by Town Council. Unfunded projects are capital needs that are subject to more discussion. These projects may be moved to the “Funded” section of the CIP or moved out into future years depending on the Town’s priorities, funding availability, or other considerations. Documenting unfunded projects ensures stakeholders are aware of the Town’s capital needs so that funding can be secured or through further evaluation eliminate the project entirely. IMPLEMENTATION After the CIP is adopted by Town Council, departments use the CIP as a guide for implementing capital improvements. BUDGETING FOR ONGOING OPERATING COSTS OF CAPITAL PROJECTS The CIP is developed and revised with the Town’s annual operating budget. Departments provide estimated ongoing costs for capital projects to reduce any impact to cash flow. When a project is completed, the operating costs are included in the department’s operating budget. 117 Totals FY 2022 FY 2023 FY 2024 FY 2025 PROJECT thru Adopted Revised Proposed Projected Projected Projected GRAND FY 2020 Budget Budget Budget Budget Budget Budget TOTAL CP20 FM1938 Town Improvements 3,432,780 - - - - - - 3,432,780 CP34 Roanoke Road Reconstruction & Drainage South 72,118 - - 700,955 - - - 773,073 CP40 Sam School Road Reconstruction & Drainage 26,828 - - - - 72,160 - 98,988 CP75 Flashing Crosswalk - Dove @ Pearson/Ottinger 31,044 25,000 26,302 - - - - 57,346 CP78 Solana Pavement Repairs 376,196 - - - - - - 376,196 CP80 FM1938 Pavement Repairs - 90,400 34,222 - - - 34,222 CP82 SH114 Service Road Construction 157,450 108,480 108,480 100,000 100,000 50,000 - 515,930 CP83 GPS Opticom Traffic Control - - - 91,250 - - - 91,250 Total - Road Improvements - Dept 16 4,096,415 223,880 169,004 892,205 100,000 122,160 - 5,379,784 CP77 WA Pond Repairs - 82,000 17,395 - - - - 17,395 Total - Facility Improvements - Dept 17 - 82,000 17,395 - - - - 17,395 CP67 Wayfinding Signage 3,965 214,700 20,000 214,700 214,700 - - 453,365 CP76 Cemetery Improvements 113,752 - - 250,000 64,317 - - 428,069 Total - Trail/Park/Cemetery - Dept 19 117,717 214,700 20,000 464,700 279,017 - - 881,434 CP52 Trail - Academy to Cemetery - - - - - 560,705 - 560,705 CP58 Ottinger Road Recon/Drainage 44,770 593,250 593,250 - - - - 638,020 CP53 Trail - Dove/Pearson/Aspen 4,220 - 74,867 459,250 - - - 538,337 CP60 Pearson Lane Recon/Drainage 77,713 - 20,831 475,565 - - - 574,109 Total - Trail and Road Improvements - Dept 16 & 19 126,703 593,250 688,948 934,815 - 560,705 - 2,311,171 CP86 Software Upgrades for WA - - - 200,000 - - - 200,000 CP87 Software Upgrades for Municipality - - - - 200,000 - - 200,000 CP81 Fiber Connectivity Project 193,846 - 23,783 - - - - 217,629 Total - Information Technology - Dept 18 & 20 193,846 - 23,783 200,000 200,000 - - 617,629 4,534,680 1,113,830 919,130 2,491,720 579,017 682,865 - 9,207,412 Totals FY 2022 FY 2023 FY 2024 FY 2025 PROJECT thru Adopted Revised Adopted Projected Projected Projected GRAND FY 2020 Budget Budget Budget Budget Budget Budget TOTAL Cash/Fund Balance (Formerly adopted)4,534,680 1,113,830 919,130 200,000 200,000 - - 5,853,810 FY21/22 Bonds 30 Year - - - 2,291,720 379,017 682,865 - 3,353,602 GRAND TOTAL ALL PROJECTS 4,534,680 1,113,830 919,130 2,491,720 579,017 682,865 - 9,207,412 TOTAL GOVERNMENTAL PROJECTS Funding Summary FY 2021 FUNDED CAPITAL IMPROVEMENT PROJECT FORECAST PROJ #Project Description FY 2021 118 Project Description: 410-73000-16-000-000034 Actuals Thru Amended Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering 72,118 - 700,955 - - - - 773,073 Construction - - - - - - - - Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL 72,118 - 700,955 - - - - 773,073 410-33501-16-000-000034 Actuals Thru Amended Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) 72,118 - - - - - - 72,118 Contributions/Grants - - - - - - - - Bonds FY 21/22 CO - - 700,955 - - - - 700,955 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL 72,118 - 700,955 - - - - 773,073 vision link 18,558,538 15,000 5,964,770 14,000 14,000 14,000 0 Actuals Thru Amended Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - 5,464 5,628 10,000 Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - 5,464 5,628 10,000 - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - FUNDED CAPITAL IMPROVEMENT PROJECT #34 Roanoke Road Reconstruction and Drainage South (Highway 170 south to Town limits) PROJECT EXPENSE PROJECT FUNDING IMPACT ON OPERATING BUDGET The project will provide stabilization of road subgrade and 6" of asphalt to approximately 4,000 LF of Roanoke Road and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Project improvements will be from Highway 170 south to the Town limits. Anticipate crack sealing during the 2nd year after completion. This project would be funded through bond proceeds. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 119 Project Description: 410-73000-16-000-000040 Actuals Thru Amended Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - - - - - Construction 26,828 - - - 72,160 - - 98,988 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL 26,828 - - - 72,160 - - 98,988 410-33501-16-000-000040 Actuals Thru Amended Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) 26,828 - - - - - - 26,828 Contributions/Grants - - - - - - - - Bonds FY 23/24 - - - - 72,160 - - 72,160 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL 26,828 - - - 72,160 - - 98,988 vision link 18,558,538 15,000 15,000 14,000 14,000 14,000 0 Actuals Thru Amended Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - 5,835 6,710 7,381 Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - 5,835 6,710 7,381 PROJECT FUNDING IMPACT ON OPERATING BUDGET - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - FUNDED CAPITAL IMPROVEMENT PROJECT #40 Sam School Road Reconstruction and Drainage (Solana to Town limits) PROJECT EXPENSE The project will provide stabilization of road subgrade and 6" of asphalt to approximately 2,000 LF of Sam School Road and replace/improve culverts and ditches, consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing 2nd year from completion. Includes 150 linear feet of sidewalk. This project would be funded through bond proceeds. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 120 Project Description: 410-73000-16-000-000082 Actuals Thru Amended Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - - - - - Construction 157,450 108,480 100,000 100,000 50,000 - - 515,930 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL 157,450 108,480 100,000 100,000 50,000 - - 515,930 410-33501-16-000-000080 Actuals Thru Amended Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) 157,450 108,480 - - - - 265,930 Contributions/Grants - - - - - - - - Bonds FY 21/22 CO - - 100,000 100,000 50,000 - - 250,000 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL 157,450 108,480 100,000 100,000 50,000 - - 515,930 Actuals Thru Amended Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - 11,330 12,236 13,214 14,271 Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - 11,330 12,236 13,214 14,271 FUNDED CAPITAL IMPROVEMENT PROJECT #82 SH114 Service Road Construction PROJECT EXPENSE - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - TxDOT has started the construction of frontage roads and Texas U-Turns along the SH 114 corridor from FM 1938 to Dove Road. Due to the SH 114 Service Road project’s pace and the impact to adjacent developments and Westlake residents, Jerry Hodge & Associates, LLC has been retained to help ensure that all Westlake stakeholders are represented in the design and construction process and the Town’s aesthetic standards are included in the construction plans. The service road project is expected to take approximately 24 to 36 months. The contract with Jerry Hodge & Associates is a 12-month contract that can be extended based on TxDOT’s construction schedule. Staff is in discussions with adjacent property owners regarding some cost participation arrangements, Southlake has agreed to pay for all irrigation relocation cost with thier city limits. The Solana POA will continue to provide landscape service to the intersection of Solana/Kirkwood and SH 114. 121 Project Description: 410-73000-16-000-000083 Actuals Thru Amended Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - - - - - Construction - - 91,250 - - - - 91,250 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - 91,250 - - - - 91,250 410-33501-16-000-000080 Actuals Thru Amended Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds FY 21/22 CO - - 91,250 - - - - 91,250 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - 91,250 - - - - 91,250 Actuals Thru Amended Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - 2,700 2,970 3,267 - Insurance - - - - - - - Repair & Maintenance - - - - 1,000 1,000 1,500 Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - 2,700 3,970 4,267 1,500 - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - FUNDED CAPITAL IMPROVEMENT PROJECT #83 Traffic Control Equipment - GPS Opticom for 5 Intersections This project will provide Opticom GPS Systems to assist emergency vehicles (fire & Police) through signalized intersections by providing temporary right-of-way through the use of common traffic controller functions. This project would include 4 intersections in Westlake. 1 - Hwy 377 & Hwy 170 2 - Hwy 114 & Davis Blvd 3 - Hwy 114 & Trophy Lake Drive 4 - Hwy 114 & Westlake Parkway PROJECT EXPENSE - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING 122 Project Description: 410-74400-19-000-000067 Actuals Thru Amended Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - - - - - Construction 3,965 214,700 214,700 214,700 - - 648,065 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL 3,965 214,700 214,700 214,700 50,000 - - 648,065 410-33501-19-000-000067 Actuals Thru Amended Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash/Transfers 3,965 214,700 214,700 214,700 - - - 648,065 Contributions/Grants - - - - - - - - Bonds FY 21/22 CO - - - - - - - - UnFunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL 3,965 - 214,700 214,700 50,000 - - 648,065 Actuals Thru Amended Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - 10,000 10,800 11,664 Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - 10,000 10,800 11,664 - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT PROJECT #67 Wayfinding Signage The "Wayfinding" Sign Project will showcase the town’s major venues, direct visitors through major corridors that lead to various Town destinations and trails. The project would include the locations, design and cost estimate to create and install the wayfinding signage. The package would include but not limited to the following: • Development of a Master Plan to provide guideline and template • Implementation • Recognizable wayfinding system that is easily adaptable for future development • Create a signage system that blends into Westlake • Material selections • Define trail access points PROJECT EXPENSE PROJECT FUNDING - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 123 Project Description: 410-73000-19-000-000076 Actuals Thru Amended Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - - - - - Construction 113,752 - 250,000 100,000 - - - 463,752 Design - - - - - - - - Contingency - - - - - - - - Other Admin cost - - - - - - - - EXPENDITURES TOTAL 113,752 - 250,000 100,000 - - - 463,752 410-33700-19-000-000076 Actuals Thru Amended Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash/Transfers - - - - - - - - Contributions 149,435 - - - - - - 149,435 Bonds FY 21/22 CO - - 250,000 64,317 - - - 314,317 UnFunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL 149,435 - 250,000 64,317 - - - 463,752 Actuals Thru Amended Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - 2,000 2,060 2,122 2,185 Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - 2,000 2,060 2,122 2,185 - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT PROJECT #76 Cemetery Improvements PROJECT EXPENSE PROJECT FUNDING This project would include installing a asphalt looped road with in the cemetery, a niche wall on the east side of the Cemetery and, new fence on the north, east and west side of the property. Small landscape areas and addition trees with irrigation. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 124 Project Description: 410-74400-19-000-000052 Actuals Thru Amended Proposed Project 410-73000-16-000-000058 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Trail- Engineering/Design - - - - - - - Trail - Construction - - - - 475,565 - - 475,565 Trail - Design - - - - - - - Road/Bridge - Engineering - - - - - - - Road/Bridge - Construction 44,770 593,250 - - - - - 638,020 EXPENDITURES TOTAL - - - - 475,565 - - 1,113,585 410-33501-19-000-000052 Actuals Thru Amended Proposed Project 410-33501-16-000-000058 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) 44,770 593,250 - - - - - 638,020 Bonds FY 23/24 CO - - - - 475,565 - - 475,565 Bonds - - - - - - - - Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - - - 475,565 - - 1,113,585 vision link 18,558,538 15,000 5,929,087 14,000 14,000 14,000 0 Actuals Thru Amended Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Trail - Services - - - - - - - Insurance - - - - - - - Trail - Repair & Maintenance - - - 10,000 10,300 10,609 10,927 Trail - Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - 10,000 10,300 10,609 10,927 - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - FUNDED CAPITAL IMPROVEMENT PROJECT #52/58 PROJECT EXPENSE PROJECT FUNDING IMPACT ON OPERATING BUDGET Ottinger Road Reconstruction/Drainage & Trail (North of Westlake Academy) - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - This project will provide East to West interconnectivity (from Westlake Academy to Schwab Way within the Westlake trail system, along J.T. Ottinger Road. 125 Project Description: 410-74400-19-000-000053 Actuals Thru Amended Proposed Project 410-73000-16-000-000060 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Trail - Engineering - - - - - - - - Trail - Construction 4,220 74,867 459,250 - - - - 538,337 Trail - Contingency - - - - - - - - Road - Engineering - - - - - - - - Road - Construction 77,713 20,831 475,565 - - - - 574,109 EXPENDITURES TOTAL 81,933 95,698 934,815 - - - - 1,112,446 410-33501-19-000-000053 Actuals Thru Amended Proposed Project 410-33501-16-000-000060 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) Trail 4,220 74,867 - - - - - 79,087 Cash (Fund Balance) Road 77,713 20,831 - - - - - 98,543 Bonds FY 21/22 CO - - 934,815 - - - - 934,815 Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL 81,933 95,698 934,815 - - - - 1,112,446 vision link 18,558,538 15,000 5,929,087 14,000 14,000 14,000 0 Actuals Thru Amended Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Trail - Services - - - - - - - Insurance - - - - - - - Trail - Repair & Maint - - - 3,240 3,499 3,778 4,080 Trail - Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - 3,240 3,499 3,778 4,080 - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - FUNDED CAPITAL IMPROVEMENT PROJECT #53/60 PROJECT EXPENSE Pearson Lane Reconstruction & Drainage & Trail Dove Road / Pearson Road / Aspen Lane PROJECT FUNDING IMPACT ON OPERATING BUDGET This project will provide trail connectivity from Aspen Lane to Dove Road along the east side of Pearson Road. In addition the project will provide stabilization of road subgrade and 5" of asphalt to approximately 1,300 LF of Pearson Lane and replace/improve culverts and ditches from Keller City limits to Dove Road, consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing during the 2nd year after completion. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 126 Project Description: Actuals Thru Revised Adopted Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - - - - - Software WA - - 200,000 - - - - 200,000 Software Munipality - - - 200,000 - - - 200,000 Contingency - - - - - - - - Construction - - - - - - - EXPENDITURES TOTAL - - 200,000 200,000 - - - 400,000 Actuals Thru Revised Adopted Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) - - 200,000 200,000 - - - 400,000 Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - - - - - - Other - - - - - - - - FUNDING TOTAL - - 200,000 200,000 - - - 400,000 Actuals Thru Revised Adopted IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - 50,000 50,000 50,000 50,000 Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - 50,000 50,000 50,000 50,000 - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING IMPACT ON OPERATING BUDGET FUNDED CAPITAL IMPROVEMENT PROJECT #86 & 87 Software Upgrades for Municipality & Academy The project includes a new budget/finance software for the Town and Academy. The new software updates the Town's out-of-date finance system to account and budget more efficiently in the shared services model. The new software for the Academy consists of a student information system that houses all of the required data that the state of Texas requires for yearly submissions. It also tracks all grades, cumulative records, historical data, attendance records, finance etc. It is the database for all school operations. PROJECT EXPENSE - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 127 UNFUNDED/UNDER DISCUSSION CAPITAL IMPROVEMENT PROJECT FORECAST Totals FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 PROJECT Dept Thru Revised Prposed Projected Projected Projected Projected GRAND No.FY 2020 Budget Budget Budget Budget Budget Budget TOTAL 16 Hwy 170, 377 and Schwab Way Traffic Signal Upgrade $ - $ - $ - $ - $ 495,000 $ - $ - 495,000$ 16 Dove Road & Randol Mill Traffic Circle - - - - - 83,600 1,108,800 1,192,400 16 Glenwyck Farms Telecommunications Ductbank - - - - 1,003,200 - - 1,003,200 16 SH 114/170 Enhancements 239,433 - - - - 913,651 - 1,153,084 Sub-Total - Road/Street Improvements 239,433 - - - 1,498,200 997,251 1,108,800 3,843,684 17 Fire Station No. 2 West Side of town 1,000,000 9,000,000 10,000,000$ 17 Municipal Town Hall - - - - 10,000,000 - 10,000,000 17 WA Arts & Sciences Center Expansion - - - 9,500,000 - - - 9,500,000 Sub-Total - Facility Improvements - - - 9,500,000 10,000,000 1,000,000 9,000,000 29,500,000 19 ADA trail enchantments Solana/Sam School Rd. 150,000 - 19 Hwy 377 Landscape Improvements (Phase I and II) - - - - - 577,500 110,000 687,500 19 Trail - Fidelity Campus to WL Parkway at Hwy 114 - - - - 412,500 - - 412,500 19 Cemetery Improvements - - - 150,000 50,000 - - 200,000 19 15-30 Acre Community Park - - - - - 10,500 211,000 221,500 Sub-Total - Trail/Park/Cemetery Improvements - - - 300,000 462,500 588,000 321,000 1,521,500 239,433$ -$ -$ 9,800,000$ 11,960,700$ 2,585,251$ 10,429,800$ 34,865,184$ Project Description TOTAL UNFUNDED (UNDER DISCUSSION) 128 Project Description: Actuals Thru Revised Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - - - - - Construction - - - 495,000 - - 495,000 Design - - - - - - - - Painting - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - - 495,000 - - 495,000 Actuals Thru Revised Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - - 495,000 - - 495,000 Other - - - - - - - - FUNDING TOTAL - - - - 495,000 - - 495,000 Actuals Thru Revised Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - 5,000 5,150 Rent & Utilities - - - - - - - Debt Service - - - - - OPERATING IMPACT - - - - - 5,000 5,150 - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Hwy 170 and 377 Traffic Signal Upgrade PROJECT EXPENSE PROJECT FUNDING - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - This project will upgrade the current signalization of the SH 170, US 377 and Schwab Way Westbound intersection with poles and internally illuminated street name signs consistent with the enhanced signals on FM 1938. 129 Project Description: Actuals Thru Revised Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - - 83,600 83,600 Construction - - - - - 1,108,800 1,108,800 Design - - - - - - Contingency - - - - - - - - Other - - - - - - EXPENDITURES TOTAL - - - - 1,108,800 1,192,400 Actuals Thru Revised Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - - - 83,600 1,108,800 1,192,400 Other - - - - - - - - FUNDING TOTAL - - - - - 83,600 1,108,800 1,192,400 Actuals Thru Revised Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - 2,971 Rent & Utilities - - - - - - 5,941 Debt Service - - - - - - OPERATING IMPACT - - - - - - 8,912 - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Dove Road & Randol Mill Traffic Circle PROJECT EXPENSE - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - Reconstruction and reconfiguration of Dove Road and Randol Mill from a 3-way stop intersection to a traffic circle to improve traffic safety. Pavement construction will be consistent with 2011 Graham Pavement Evaluation Study. 130 Project Description: Actuals Thru Revised Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - 1,003,200 - 1,003,200 Construction - - - - - - - - Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - - 1,003,200 - - 1,003,200 Actuals Thru Revised Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - - - - - Unfunded - - - - 1,003,200 - - 1,003,200 Other - - - - - - - - FUNDING TOTAL - - - - 1,003,200 - - 1,003,200 Actuals Thru Revised Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - 4,000 4,120 Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - - 4,000 4,120 - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Glenwyck Farms Telcommunications Ductbank This project will provide for the construction of approximately 11,000 LF of telecommunication ductbank within the Glenwyck subdivision to accomodate the installation of improved telecommunication lines. Additionally, this will provide a connection of the ductbank from Granda to Terra Bella. PROJECT EXPENSE PROJECT FUNDING - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 131 Project Description: Actuals Thru Revised Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - - - - - Construction - - - - 913,651 - 913,651 Design - - - - - - - - Painting 239,433 - - - - - - 239,433 Other - - - - - - - - EXPENDITURES TOTAL 239,433 - - - - 913,651 - 1,153,084 Actuals Thru Revised Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants 149,622 - - - - - 149,622 Bonds 2011 CO $2.095M 89,811 - - - - - - 89,811 Bonds - - - - - - - - Unfunded - - - - - 913,651 - 913,651 FUNDING TOTAL 239,433 - - - - 913,651 - 1,153,084 Actuals Thru Revised Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT SH114/170 Enhancements PROJECT EXPENSE This project was anticipated to be a cooperative effort between Westlake, Trophy Club, and Roanoke consisting of the design and construction of landscape and hardscape improvements to the SH 170 & Hwy 114 interchange to include plantings, painting, and entry monuments. Maintenance is for irrigation only. To-date the Town has paid $239,433 for engineering and painting in FY 13/14. Project costs are estimated to be $3,000,000 for construction. Funding participation is anticipated to be 1/3 from each party. This project will be submitted for a TxDot grant (Green Ribbon). - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 132 Project Description: Actuals Thru Revised Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - 1,000,000 9,000,000 10,000,000 Construction Phase II - - - - - - - - Construction Phase II - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - - 1,000,000 9,000,000 10,000,000 Actuals Thru Revised Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - - - 1,000,000 9,000,000 10,000,000 Other - - - - - - - - FUNDING TOTAL - - - - - 1,000,000 9,000,000 10,000,000 Actuals Thru Revised Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Fire Station No. 2 West Side of town Fire Station No. 2 would serve the West side of Town and includes four equipment/apparatus bays, sleeping quarters for staff members, storage, kitchen, staff training room and back-up generator for sustainability. This projects would meet the iconic look and high Westlake standards. PROJECT EXPENSE - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING 133 Project Description: Actuals Thru Revised Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - 10,000,000 - - 10,000,000 Construction Phase II - - - - - - - - Construction Phase II - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - 10,000,000 - - 10,000,000 Actuals Thru Revised Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - - 10,000,000 - - 10,000,000 Other - - - - - - - - FUNDING TOTAL - - - - 10,000,000 - - 10,000,000 Actuals Thru Revised Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Debt Service - - - - - OPERATING IMPACT - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Municipal Town Hall The 10 year town hall lease expires in 2027. This project includes the architecture, design, engineering and construction of the new municipal town hall. PROJECT EXPENSE - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING 134 Project Description: Actuals Thru Revised Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - 9,500,000 - - - 9,500,000 Construction Phase II - - - - - - - - Construction Phase II - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - 9,500,000 - - - 9,500,000 Actuals Thru Revised Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - 9,500,000 - - - 9,500,000 Other - - - - - - - - FUNDING TOTAL - - - 9,500,000 - - - 9,500,000 Actuals Thru Revised Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Westlake Academy Arts & Sciences Center Expansion Westlake Academy has identified an immediate need for three science labs and two art rooms on campus. This project consists of moving science classrooms out of the portable buildings. The expansion of the Arts & Sciences building ensures students have adequate equipment, gas, and water lab stations. The estimated cost of this project is $9.5M for the one- level basic floor plan. PROJECT EXPENSE - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 135 Project Description: Actuals Thru Revised Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - - - - - Construction - - - 150,000 - - - 150,000 Design - - - - - - - - Contingency - - - - - - - - Land Purchase (390K for 10 Acres) - - - - - - - - EXPENDITURES TOTAL - - - 150,000 - - - 150,000 Actuals Thru Revised Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - 150,000 - - - 150,000 Other - - - - - - - - FUNDING TOTAL - - - 150,000 - - - 150,000 Actuals Thru Revised Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - IMPACT ON OPERATING BUDGET - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT ADA trail enchantments Solana/Sam School Rd. The Town requests that TxDOT consider the existing 8-ft wide sidewalk as the pedestrian accommodation in this area instead of constructing an additional sidewalk along the State Highway 114 frontage road from Davis Blvd. to Dove Rd. This would take pedestrians through the wooded section of the Westlake trail and open wildflower prairies. Town of Westlake would be committed to any improvements need to ensure this 8 ft wide trail meets all ADA standards over the next two years along Sam School Road. TxDOT has approved the new route and Staff is waiting for official documentation from TXDOT. PROJECT EXPENSE - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING 136 Project Description: Actuals Thru Revised Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - - 33,000 - 33,000 Construction Phase I - - - - - 544,500 - 544,500 Construction Phase II - - - - - - 110,000 110,000 Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - - - 577,500 110,000 687,500 Actuals Thru Revised Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - - - 577,500 110,000 687,500 Other - - - - - - - - FUNDING TOTAL - - - - - 577,500 110,000 687,500 Actuals Thru Revised Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - 5,305 Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - - - 5,305 - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Hwy 377 Landscape Improvements The project will include streetscape enhancements (hardscape, landscape) along US Hwy 377 starting at Westport Parkway stretching north for 3/4 mile. The enhancements will only be located in the median and consist of native and naturalized plantings, trees, plant bed preparations, drip irrigation, and concrete edging/mowstrip. Since the project will be within state ROW, the Town will submit this project to TxDOT for potential grant funding opportunities similar to the FM 1938 median landscape project. PROJECT EXPENSE - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 137 Project Description: Actuals Thru Revised Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - 77,000 - - 77,000 Construction - - - - 190,162 - - 190,162 Design - - - - 145,338 - - 145,338 Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - - 412,500 - - 412,500 Actuals Thru Revised Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bonds - - - - - - - - Unfunded - - - - 412,500 - - 412,500 Other - - - - - - - - FUNDING TOTAL - - - - 412,500 - - 412,500 Actuals Thru Revised Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - 5,000 5,150 Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - - 5,000 5,150 - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Trail - Fidelity Campus to Westlake Parkway at Hwy 114 PROJECT EXPENSE - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - This project will provide trail connectivity from Hwy 114 to Capital Parkway along the east side of Westlake Parkway. 138 Project Description: Actuals Thru Revised Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - - - - - Construction - - - 150,000 50,000 - - 200,000 Design - - - - - - - - Contingency - - - - - - - - Other - - - - - - - - EXPENDITURES TOTAL - - - 150,000 50,000 - - 200,000 Actuals Thru Revised Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - 150,000 50,000 - - 200,000 Other - - - - - - - - FUNDING TOTAL - - - 150,000 50,000 - - 200,000 Actuals Thru Revised Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - 5,614 5,782 5,955 Insurance - - - - - - - Repair & Maintenance - - - - 16,841 17,346 17,866 Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - 22,455 23,128 23,821 - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT Cemetery Improvements PROJECT EXPENSE PROJECT FUNDING IMPACT ON OPERATING BUDGET These improvements will consist of section markers, roadways and landscaping. The project also anticipates a future trail head with rest facilities that will accomodate the future cemetery/academy trail. Based on current funding sources, this project will be dependent upon the future sale of plots and would be completed in four phases. Phase I & II includes the road improvements and Phase III & IV will consist of the landscaping and trail improvements. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 139 Project Description: Actuals Thru Revised Proposed Project EXPENDITURE TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Engineering - - - - - 91,767 91,767 Construction - - - - - - Design - - - - - 10,500 70,473 80,973 Contingency - - - - - 48,760 48,760 Land Purchase (390K for 10 Acres) - - - - - - EXPENDITURES TOTAL - - - - - 10,500 211,000 221,500 Actuals Thru Revised Proposed Project FUNDING TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Total Cash (Fund Balance) - - - - - - - - Contributions/Grants - - - - - - - - Bond Issuance - - - - - - - - Unfunded - - - - - 10,500 211,000 221,500 Other - - - - - - - - FUNDING TOTAL - - - - - 10,500 211,000 221,500 Actuals Thru Revised Proposed IMPACT TYPE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 Supplies - - - - - - - Services - - - - - - - Insurance - - - - - - - Repair & Maintenance - - - - - - - Rent & Utilities - - - - - - - Debt Service - - - - - - - OPERATING IMPACT - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - PROJECT FUNDING IMPACT ON OPERATING BUDGET UNFUNDED (UNDER DISCUSSION) CAPITAL IMPROVEMENT 15-30 Acre Community Park PROJECT EXPENSE This project would include the purchase of 15 to 30 acres of open space with the ability to add amenities such as small covered pavilions, trail heads, playground stations, sports fields, general use open spaces, dog park, restroom, football field, running track, cross country trail, outdoor tennis and basketball courts, baseball and softball fields. The project would include restrooms, concession area with outdoor eating area and parking. This facility would provide programs and activities to the Westlake community and Westlake Academy. - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Projection- - - - - - - - - - - - - - - - - - 140 POLICIES 141 This page is intentionally left blank. 142 MUNICIPAL FISCAL & BUDGETARY POLICIES I. STATEMENT OF PURPOSE The overall intent of the following Fiscal and Budgetary Policy Statements is to enable the Town to achieve a long-term stable and positive financial condition. The watchwords of the Town’s financial management include integrity, prudence, stewardship, planning, accountability, and full disclosure. The more specific purpose is to provide guidelines to the Town Manager and Finance Director in planning and directing the Town’s day-to-day financial affairs and in developing recommendations to the Town Manger and Town Council. The scope of these policies generally span, among other issues, accounting, purchasing, auditing, financial reporting, internal controls, operating and capital budgeting, revenue management, cash and investment management, expenditure control, asset management, debt management, and planning concepts, in order to: A. Present fairly and with full disclosure the financial position and results of the financial operations of the Town in conformity with generally accepted accounting principles (GAAP), and B. Determine and demonstrate compliance with finance related legal and contractual issues in accordance with provisions of the Texas Local Government Code and other pertinent legal documents and mandates. The Town Council will annually review and approve the Fiscal and Budgetary Policy Statements as part of the budget process. II. SUMMARY OF POLICY INTENDED OUTCOMES This policy framework mandates pursuit of the following fiscal objectives: A. Operating Budget: Prepare, conservatively estimate revenues, present, and adopt the Town’s annual operating plan. B. Revenues Management: Design, maintain, and administer a revenue system that will assure a reliable, equitable, diversified, and sufficient revenue stream to support desired Town services. C. Expenditure Control: Identify priority services, establish appropriate service levels, and administer the expenditure of available resources to assure fiscal stability and the effective and efficient delivery of services. D. Fund Balance/Retained Earnings: Maintain the fund balance and retained earnings of the various operating funds at levels sufficient to protect the Town’s credit worthiness as well as its financial position from emergencies. E. Debt Management: Establish guidelines for debt financing that will provide needed capital equipment and infrastructure improvements while minimizing the impact of debt payments on current revenues. F. Intergovernmental Relationships: Where feasible, coordinate efforts with other governmental agencies to achieve common policy objectives, share the cost of providing governmental services on an equitable basis and support favorable legislation at the State and Federal level. 143 G. Grants: Seek, apply for and effectively administer within this policy’s guidelines, Federal, State, and foundation grants-in-aid which address the Town’s current priorities and policy objectives. H. Economic Development: Initiate where feasible, encourage, and participate in economic development efforts to create job opportunities and strengthen the local tax base and economy I. Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and forecast the Town’s financial performance and economic condition. J. Financial Consultants: With available resources, seek out and employ the assistance of qualified financial advisors and consultants in the management and administration of the Town’s financial functions. K. Accounting, Auditing, and Financial Reporting: Comply with prevailing Federal, State and local statues and regulations. Conform to generally accepted accounting principles as promulgated by the Government Accounting Standards Board (GASB), the American Institute of Certified Public Accountants (AICPA), and the Government Finance Officers Association (GFOA). L. Capital Improvement Plan/Budget and Program: Multi-year planning, forecasting, preparation, and control of the Town’s capital improvement plan/budget. M. Capital Maintenance and Replacement: Annually review and monitor the state of the Town’s capital equipment and infrastructure, setting priorities for its replacement and renovation based on needs, finding alternatives, and availability of resources. N. Internal Controls: To establish and maintain an internal control structure designed to provide reasonable assurances that the Town’s assets are safeguarded and that the possibilities for material errors in the Town’s financial records are minimized. III. OPERATING BUDGET A. Preparation: Budgeting is an essential element of the financial planning, control and evaluation process of municipal government. The “operating budget” is the Town’s annual financial operating plan. The budget includes all of the operating departments of the Town, the debt service fund, all capital projects funds, and the internal service funds of the Town. The proposed budget will be prepared with the cooperation of all Town departments and is submitted to the Town Manager who makes any necessary changes and transmits the document to the Town Council. A budget preparation calendar and timetable will be established and followed in accordance with State law. B. Revenue Estimates for Budgeting: In order to maintain a stable level of services, the Town shall use a conservative, objective, and analytical approach when preparing revenue estimates. The process shall include analysis of probable economic changes 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. 144 D. Proposed Budget Process: a proposed budget shall be prepared by the Town Manager with the participation of all of the Town’s department directors. • The proposed budget shall include four basic segments for review and evaluation: (1) personnel costs, (2) base budget for operations and maintenance costs, (3) service level adjustments for increases of existing service levels or additional services, and (4) revenues. • The proposed budget review process shall include Council participation in the review of each of the four segments of the proposed budget and a public hearing to allow for citizen participation in the budget preparation. • The proposed budget process shall allow sufficient time to provide review, as well as address policy and fiscal issues, by the Town Council. • A copy of the proposed budget shall be filed with the Town Secretary when it is submitted to the Town Council as well as placed on the Town’s website. E. Budget Adoption: Upon the determination and presentation of the final iteration of the proposed budget as established by the Council, a public hearing date and time will be set and publicized. The Council will subsequently consider a resolution which, if adopted, such budget becomes the Town’s Approved Annual Budget. The adopted budget will be effective for the fiscal year beginning October 1. The approved budget will be placed on the Town’s web site. F. Budget Award: Each year the Council approved operating budget will be submitted annually to the Government Finance Officers Association (GFOA) for evaluation and consideration for the Award for Distinguished Budget Presentation. G. Budget Amendments: Department Directors are responsible for monitoring their respective department budgets. The Finance Department will monitor all financial operations. The budget team will decide whether to proceed with a budget amendment and, if so, will then present the request to the Town Council. If the Council decides a budget amendment is necessary, the amendment is adopted in resolution format and the necessary budgetary changes are then made. H. Central Control: Modifications within the operating categories (salaries, supplies, maintenance, services, capital, etc.) can be made with the approval of the Town Manager. Modifications to reserve categories and interdepartmental budget totals will be made only by Town Council consent with formal briefing and Council action. I. Planning: The budget process will be coordinated so as to identify major policy issues for Town Council by integrating it into the Council’s overall strategic planning process for the Town. Each department shall have a multi-year business plan that integrates with the Town’s overall strategic plan. 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. 145 L. Contingent Appropriation: During the budget process, staff will attempt to establish an adequate contingent appropriation in each of the operating funds. The expenditure for this appropriation shall be made only in cases of emergency, and a detailed account shall be recorded and reported. The proceeds shall be disbursed only by transfer to departmental appropriation. All transfers from the contingent appropriation will be evaluated using the following criteria: • Is the request of such an emergency nature that it must be made immediately? • Why was the item not budgeted in the normal budget process? • Why can’t the transfer be made within the department? IV. REVENUES MANAGEMENT A. Revenue Design Parameter: The Town will pursue the following optimum characteristics in its revenue system: • Simplicity - The Town, where possible and without sacrificing accuracy, will strive to keep the revenue system simple in order to reduce costs, achieve transparency, and increase citizen understanding of Town revenue sources. • Certainty - A knowledge and understanding of revenue sources reliability increases the viability of the revenue system. The Town will understand, to the best of its ability, all aspects of its revenue sources and their performance, as well as enact consistent collection policies to provide assurances that the revenue base will materialize according to budgets, forecasts, and plans. • Equity - The Town shall make every effort to maintain equity in its revenue system: i.e. the Town shall seek to minimize or eliminate all forms of subsidization between entities, funds, services utilities, and customer classes within a utility. • Administration - The benefits of a revenue source will not exceed the cost of collecting that revenue. Every effort will be made for the cost of collection to be reviewed annually for cost effectiveness as a part of the Town’s indirect cost and cost of service analysis. • Adequacy, Diversification and Stability - The Town shall attempt, in as much as is practical, to achieve a balance in its revenue system. The Town shall also strive to maintain a balanced and diversified revenue system to protect the Town from fluctuations in any one source due to changes in local economic conditions which adversely impact that revenue source. B. Other Considerations. The following considerations and issues will guide the Town in its revenue policies concerning specific sources of funds: • 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. 146 C. User-Based (Demand Driven) Fees and Service Charges. For services that are demand driven and can be associated with a user fee or charge, the direct and indirect costs of that service will be offset by a fee where possible. The Town staff will endeavor to prepare a review of all fees and charges annually, but not less than once every three years, in order to ensure that these fees provide for, at minimum, full cost recovery of service. D. Enterprise Fund Rates. Utility rates and rate structures for water and sewer services will be constructed to target full cost of service recovery. Annually the Town will review and adopt water and sewer utility rates and a rate structure that generates revenue sufficient to fully cover operating expenses, meet the legal restrictions of all applicable bond covenants, provide for an adequate level of working capital, and recover applicable general/administrative costs. The Solid Waste function will have rates that fully recover all costs and maintain an adequate balance. The Cemetery Fund will be structured to operate on lot sales and endowments. • General and Administrative (G&A) Charges – Where feasible, G&A costs will be charged to all funds for services of indirect general overhead costs, which may include general administration, finance, customer billing, facility use, personnel, technology, engineering, legal counsel, and other costs as deemed appropriate. These charges will be determined through an indirect cost allocation study following accepted practices and procedures. E. Intergovernmental Revenues. As a general rule, intergovernmental revenues (grants) will not be utilized for on-going operating costs. Any potential grant opportunity will be examined to identify all costs related to matching and continuation of program requirements. Staff will focus on one-time grants to avoid long-term implications. If it is determined that accepting a grant with on-going cost conditions is in the interests of the Town, all the operating and maintenance costs must be included in the financial forecast and their ultimate effect on operations and revenue requirements be known. F. Revenue Monitoring. Revenues as they are received will be regularly compared to budgeted revenues and variances will be investigated. This process will be summarized in the appropriate budget report. 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. 147 E.Maintenance of Capital Assets - Within the resources available each fiscal year, the Town shallmaintain 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-partyreviews 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 municipalemployees. A salary survey will be conducted through a sampling of surrounding andcomparable municipal organizations to create a comparison. The Town will strive tomaintain salary levels within three percent (3%) of the median of surveyed benchmarkmunicipalities. H.Purchasing - The Town shall make every effort to maximize any discounts offered bycreditors/vendors. Staff shall also use competitive bidding in accordance to State law, as well as intergovernmental partnerships and purchasing cooperatives to attain the best possible price on goods and services. I.Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the prompt payment requirements of State law. VI.FUND BALANCE/RETAINED EARNINGSA.General Fund Undesignated Fund Balance - The Town shall strive to maintain the General Fund undesignated minimum fund balance at, or in excess of, 180 days of operation. B.Retained Earnings of Other Operating Funds - In the Utility Fund, the Town shall strive to maintain positive retained earnings positions to provide sufficient reserves for emergencies and revenue shortfalls. C.Use of Fund Balance – The Council delegates the responsibility to assign funds to the Town Manager or his/her designee. The Council shall have the authority to assign any amount of funds. Assignments may occur subsequent to fiscal year-end. The Council will utilize funds in the following spending order: Restricted, Committed, Assigned, Unassigned Fund Balance will be targeted to only be used with Council approval and can be only be used for the following: •Emergencies,•non-recurring expenditures such as technology/FF&E (furniture, fixtures and equipment), or major capital purchases that cannot be accommodated through current year savings. •Should such use reduce the balance below the appropriate level set as the objective for that fund, recommendations will be made on how to restore it.•The Council shall approve all commitments by formal action. The action to commit funds must occur prior to fiscal year-end, to report such commitments in the balance sheet of the respective period, even though the amount may be determined subsequent to fiscal year-end. •A commitment can only be modified or removed by the same formal action. D.General Fund Balance Specifically- Amounts of the General Fund’s Fund Balance above the 180 day minimum in the General Fund may, with Council approval, be used for the following in descending order of priority: •Emergencies, and their related response and/or necessary repairs to major equipment failure or damage, such as a natural disaster, pandemic, epidemic, or quarantine.•Specific capital improvement projects or be transferred to the Capital Projects Fund. 148 •Major maintenance projects not meeting Capital Project criteria as identified in the Adopted Budget’s Capital Improvement Plan.•Acquisition of technology hardware and/or software such as Geographic Information Systems (GIS), public safety technology enhancements, and fiber optic technology.•Local matches on State or Federal grants.•One-time (i.e. non-reoccurring) employee performance pay VII.DEBT MANAGEMENTA.Debt Issuance Analysis - All consideration of debt issuance for major capital assets will beprepared within the framework of a Council approved multi-year capital improvement plan and forecast for all Town facilities and infrastructure. B.Analysis of Debt Issuance and Debt Issuance Alternatives - Staff will explore alternatives to the issuance of debt for capital acquisitions and construction projects. These alternatives will include, but not be limited to, •grants- in- aid•use of reserves •use of either current on-going general revenues or one-time revenues•contributions from developers and others•leases•user fees •impact fees C.Use of Debt Financing - The useful life of the asset or project shall, at a minimum, exceed thepayout schedule of any debt the Town assumes. Debt financing instruments to be considered by the Town may include: •General obligation bonds - These must be authorized by a vote of the citizens of Westlake.•Revenue bonds - These bonds generate capital requirements necessary for continuation or expansion of a service which produces revenue and for which the asset may reasonable be expected to provide for a revenue stream to fund the debt service requirement.•Certificates of obligation - These can be authorized by Council approval with debt service by either general revenues or backed by a specific revenue stream or a combination of both.•Lease/purchase agreements - These shall only be used to purchase capital assets that cannot be financed from either current revenues or fund balance/retained earnings and to fund infrastructure improvements and additions. D.Assumption of Additional Debt - The Town shall not assume more tax-supported general-purpose debt than it retires each year without first conducting an objective analysis as to the community's ability to assume and support additional debt service payments. E.Affordability Targets - The Town shall use an objective multi-year analytical approach todetermine whether it can afford to assume new general-purpose debt beyond what it retireseach year. This process shall compare generally accepted standards of affordability to thecurrent values for the Town. The process shall also examine the direct costs and benefits ofthe proposed expenditures. The decision on whether or not to assume new debt shall bebased on these costs and benefits and on the Town's ability to "afford” new debt asdetermined by the aforementioned standards. The Town shall strive to achieve and/ormaintain these standards at a low to moderate classification. F.Debt Structure - The Town shall structure its debt payment schedules for general purpose debt to ensure level principal repayment schedules. The Town shall not assume any debt with "balloon' repayment schedules which consist of low annual payments and one large payment of the balance due at the end of the term. While balloon payment structures minimize the size of debt payments during the period, they force a large funding requirement on the budget of the final year. Given the uncertainties of the future, level payment schedules improve budget 149 planning and financial management. G. Sale Process - The Town shall use a competitive bidding process in the sale of debt unless the nature of the issue warrants a negotiated bid. The Town shall award bonds based on a true interest cost (TIC) basis as long as the financial advisor agrees that the TIC basis can satisfactorily determine the lowest and best bid. H. Bond Rating Agencies Presentations - Full disclosure of operations and open lines of communication shall be made to the bond rating agencies. Town staff, with assistance of financial advisors, shall prepare the necessary materials and presentation to the bond rating agencies. I. Continuing Disclosure - The Town is committed to continuing disclosure of financial and pertinent credit information relevant to the Town's outstanding securities. J. Debt Refunding - Town staff and the financial advisor shall monitor the municipal bond market for opportunities to obtain interest savings by refunding outstanding debt. As a general rule, the present value savings of a particular refunding should exceed 3.5% of the refunded maturities. VIII. INTERGOVERNMENTAL RELATIONSHIPS The Town will pursue coordinated efforts with other governmental agencies to achieve common policy objectives, share the cost of providing government services on an equitable basis, and support favorable legislation at the State and Federal levels. A. Inter-local Cooperation in Delivering Services - In order to promote the effective and efficient delivery of services, the Town shall actively seek to work with other local jurisdictions in joint purchasing consortia, sharing facilities, sharing equitably the costs of service delivery, and developing joint programs to improve service to its citizens. B. Legislative Program - The Town shall cooperate with other jurisdictions to actively oppose any State or Federal regulation or proposal that mandates additional Town programs or services and does not provide the funding to implement them. Conversely, as appropriate, the Town shall support legislative initiatives that provide more funds for priority local programs. 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. 150 X. ECONOMIC DEVELOPMENT A. Positive Business Environment - The Town shall endeavor, through its regulatory and administrative functions, to provide a positive business environment in which local businesses can grow, flourish and create jobs. The Town Council and Town staff will be sensitive to the needs, concerns and issues facing local businesses. B. Commitment to Business Expansion, Diversification, and Job Creation - The Town shall encourage and participate in economic development efforts to expand Westlake's economy to increase local employment. These efforts shall not only focus on newly developing areas but also on other established sections of Westlake where development can generate additional jobs and other economic benefits. C. Coordinate Efforts with Other Jurisdictions - The Town's economic development program shall encourage close cooperation with other local jurisdictions, chambers of commerce, and groups Interested in promoting the economic well-being of this area. D. Cost/Benefit of Incentives for Economic Development - The Town will use due caution in the analysis of any tax or fee incentives that are used to encourage economic development. A cost/benefit (fiscal impact) analysis will be performed as part of such evaluation for each prospect. Economic development agreements will contain performance language as to the business’s proposed economic impact to Westlake in exchange for Town incentives with adequate “claw-back” provisions for the Town. XI. FISCAL MONITORING A. Financial Status and Performance Reports - Quarterly reports comparing expenditures and revenues to current budget, projecting expenditures and revenues through the end of the year, noting the status of fund balances to include dollar amounts and percentages, and outlining any remedial actions necessary to maintain the Town's financial position shall be prepared for review by the Town Manager and the Council. B. Compliance with Council Policy Statements - The Fiscal and Budgetary Policies will be reviewed annually by the Council and updated, revised or refined as deemed necessary. Policy statements adopted by the Council are guidelines, and occasionally, exceptions may be appropriate and required. However, exceptions to stated policies will be specifically identified, and the need for the exception will be documented and fully explained. XII. FINANCIAL CONSULTANTS To employ the assistance of qualified financial advisors and consultants as needed in the management and administration of the Town's financial functions. These areas include but are not limited to investments, debt administration, financial accounting systems, program evaluation, and financial impact modeling. Advisors shall be selected on a competitive basis using objective questionnaires and requests for proposals based on the scope of the work to be performed. XIII. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING To comply with prevailing local, state, and federal regulations relative to accounting, auditing, and financial reporting. Accounting practices and financial reporting shall conform to generally accepted accounting principles as promulgated by the Governmental Accounting Standards Board (GASB), the American Institute of Certified Public Accountants, (AICPA), and the Government Finance Officers Association (GFOA). The Board shall select an independent firm of certified public accountants to perform an annual audit of all operations A. Accounting – The Town is solely responsible for the recording and reporting of its financial affairs, both internally and externally. The Town’s Finance Director is responsible for establishing the structure for the Town’s chart of accounts and for assuring that procedures are in place to properly record financial transactions and report the Town’s financial position. 151 B. External Auditing - Town will be audited annually by outside independent accountants (auditors). The auditors must be a CPA firm and must demonstrate significant experience in the field of local government auditing. They must conduct the town’s audit in accordance with generally accepted auditing standards and be knowledgeable in the Government Finance Officers Association Certificate of Achievement program. The auditors’ report on Town’s financial statements will be completed within a timely period of the Town’s fiscal year-end. The auditor will jointly review the management letter with the Town Council, if necessary. In conjunction with this review, the Finance Director shall respond in writing to the Town Council regarding the auditor’s Management Letter, addressing the issued contained therein. The Town will not require auditor rotation but will circulate request for proposal for audit services on a periodic basis as deemed appropriate. C. External Financial Reporting - Town will prepare and publish a comprehensive annual financial report (CAFR). The CAFR will be prepared in accordance with generally accepted accounting principles and will be presented annually to the Government Finance Officers Association (GFOA) for evaluation and awarding of the Certificate of Achievement for Excellence in Financial Reporting. D. Responsibility of Auditor to Town Council – The auditor is retained by and it accountable directly to the Town Council and will have access to direct communication with the Town Council if the Town Staff is unresponsive to auditor recommendations or if the auditor considers such communication necessary to fulfill its legal and professional responsibilities. E. Internal Financial Reporting - The Finance Department will prepare internal financial reports sufficient for management to plan, monitor, and control Town’s financial affairs. XIV. CAPITAL BUDGET AND PROGRAM A. Preparation - The Town’s capital budget will include all capital projects funds and all capital resources. While the capital budget will be prepared annually on a project basis, it will be based on an on-going, multi-year capital improvement plan (CIP) that shows all funded and unfunded projects as identified by staff for all Town facilities and infrastructure. The multi-year CIP will be reviewed annually, updated by staff and presented to the Council for its review and approval. The annual capital budget will be prepared by the Finance Department with the involvement of responsible departments based on the multi-year CIP. B. Control - All capital project expenditures must be appropriated in the capital budget. The Finance Director must certify the availability of resources before any capital project contract is presented to the Town Council for approval. C. Program Planning - The capital budget will be taken from the capital improvements project plan for future years. The planning time frame for the capital improvements project plan should normally be five years, with a minimum of at least three years. The replacement and maintenance for capital items should also be projected for the next five years. Future maintenance and operational costs will be considered so that these costs can be included as appropriate in the annual budget. 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. 152 XV. CAPITAL MAINTENANCE AND REPLACEMENT The Town recognizes that deferred maintenance and not anticipating capital replacement needs increases future capital costs. Annually, available funds will be evaluated during the budget process and a percentage of each operating fund’s budget will be recommended to the Council for transfer. Upon approval by the Council, the recommended amount will be transferred to the appropriate funds (General/Utility/Vehicle Maintenance Replacement Fund) for major maintenance and replacement of street, building roof, flooring, air conditioning, equipment, etc. XVI. INTERNAL CONTROLS A. Written Procedures - Whenever possible, written procedures will be established and maintained by the Finance Director for all functions involving purchasing, cash handling and/or accounting throughout the Town. These procedures will embrace the general concepts of fiscal responsibility set for in this policy statement. B. Department Directors’ Responsibilities - Each department director is responsible for ensuring that good internal controls are followed throughout his/her department, that all directives or internal controls are implemented, and that all independent auditor internal control recommendations are addressed. Departments will develop and periodically update written internal control procedures. XVII. ASSET MANAGEMENT A. Investments – The Finance Director shall promptly invest all Town funds with the depository bank in accordance with the provisions of the current Bank Depository Agreement or in any negotiable instrument authorized by the Town Council. Further, investments shall be made in accordance with the Investment Policy approved by the Town Council for the Town of Westlake that meets the requirements of the Public Funds Investment Act (PFIA), Section 2256 of the Texas Local Government Code. The Finance Director will issue quarterly reports on investment activity to the Town Council. B. Cash Management - Town’s cash flow will be managed to maximize the cash available to invest. Such cash management will entail the centralization of cash collections, where feasibility, including utility bills, building and related permits and license, fines, fees, and other collection offices as appropriate. Periodic review of cash flow position will be performed to determine performance of cash management and conformance to investment policies. The underlying theme will be that idle cash will be invested with the intent to (1) safeguard assets, (2) maintain liquidity, and (3) maximize return. C. Fixed Assets and Inventory - Such assets will be reasonably safeguarded and properly accounted for and prudently insured. The fixed asset inventory will be updated regularly. D. Capitalization Criteria – For purposes of budgeting and accounting classification, the following criteria must be capitalized: • The asset is owned by the Town of Westlake • The expected useful life of the asset must be longer than one year, or extend the life on an identifiable existing asset by more than one year • The original cost of the asset must be at least $5,000 • The asset must be tangible • On-going repairs and general maintenance are not capitalized • New Purchases – All costs associated with bringing the asset into working order will be capitalized as part of the asset cost. This includes start- up costs, engineering or consultant type fees as part of the asset cost once the decision or commitment to purchase the asset is made. The cost of land acquired should include all related costs associated with its purchase 153 • 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. 154 MUNICIPAL INVESTMENT POLICY I. POLICY STATEMENT It is the policy of the Town of Westlake (the “Town") that the administration of its funds and the investment of those funds shall be handled as its highest public trust. Investments shall be made in a manner which will provide the maximum security of principal invested through limitations and diversification while meeting the daily cash flow needs of the Town and conforming to all applicable state and Town statutes governing the investment of public funds. The receipt of a market rate of return will be secondary to the requirements for safety and liquidity. It is the intent of the Town to be in complete compliance with local law and the Texas Public Funds Investment Act (the "Act", Texas Government Code 2256). The earnings from investments will be used in a manner that best serves the public trust and interests of the Town. II. SCOPE This Investment Policy applies to all the financial assets and funds held of the Town. Any new funds created by the Town will be managed under the provisions of this Policy unless specifically exempted by the Town Council and this Policy. III. OBJECTIVES AND STRATEGY It is the policy of the Town that all funds shall be managed and invested with four primary objectives, listed in order of their priority: safety, liquidity, diversification and yield. These objectives encompass the following. • Safety of Principal - Safety of principal is the foremost objective of the Town. Investments shall be undertaken in a manner that seeks to insure the preservation of capital in the overall portfolio. The suitability of each investment decision will be made 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. 155 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. The maximum weighted average maturity of the portfolio will be no more than 180 days and the maximum stated maturity of any security will not exceed two years. The funds are combined for investment purposes but the unique needs of all the funds in the portfolio are recognized and represented. Effective cash management is recognized as essential to good fiscal management. Cash management is defined as the process of managing monies in order to ensure maximum cash availability. The Town shall maintain a cash management program which includes timely collection of accounts receivable, prudent investment, disbursement of payments within invoice terms and the management of banking services. IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY Specific investment parameters for the investment of public funds in Texas are stipulated in the Public Funds Investment Act, Chapter 2256, Texas Government Code, (the "Act"). The Act is attached as Exhibit A. The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies collateral requirements for all public funds deposits. The Collateral Act is attached as Exhibit B. The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes local governments in Texas to participate in a Texas investment pool established thereunder. V. DELEGATION OF INVESTMENT AUTHORITY The Town Manager or their designee, 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. 156 VI. PRUDENCE The standard of prudence to be used in the investment function shall be the "prudent person" standard and shall be applied in the context of managing the overall portfolio. This standard states: "Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the expected income to be derived." Limitation of Personal Liability - The Investment Officer and those delegated investment authority, when acting in accordance with the written procedures and this Policy and in accord with the Prudent Person Rule, shall be relieved of personal liability in the management of the portfolio provided that deviations from expectations for a specific security's credit risk or market price change are reported in a timely manner and that appropriate action is taken to control adverse market effects. VII. INTERNAL CONTROLS The Investment Officer shall establish a system of written internal controls which will be reviewed annually with the independent auditor of the Town. The controls shall be designed to prevent loss of public funds due to fraud, employee error, and misrepresentation by third parties, or imprudent actions by employees of the Town. VIII. AUTHORIZED INVESTMENTS Acceptable investments under this policy shall be limited to the instruments listed below. The choice of high-grade government investments and high-grade, money market instruments are designed to assure the marketability of those investments should liquidity needs arise. • Obligations of the United States Government, its agencies and instrumentalities, not to exceed two (2) years to stated maturity and excluding mortgage backed securities; • Fully insured or collateralized certificates of deposit from a bank doing business in the State of Texas and under the terms of a written depository agreement with that bank, not to exceed one year to stated maturity; • No-load, SEC registered money market mutual funds. No more than 80% of the entity's monthly average balance may be invested in money market funds • Public Funds interest bearing accounts; and • Constant dollar, AAA-rated Texas Local Government Investment Pools as defined by the Public Funds Investment Act. If additional types of securities are approved for investment by public funds by state statute, they will not be eligible for investment until this Policy has been amended and the amended version adopted by the Council. 157 Delivery versus Payment - All investment security transactions shall be conducted on a delivery versus payment (DVP) basis to assure that the Town has control of its assets and/or funds at all times. IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS Securities broker/dealers may be primary or regional broker/dealers and will meet other criteria as determined by the Investment Officer including state registration and completion of a Town Broker/Dealer questionnaire (attached as Exhibit D). The following criteria must be met by authorized firms. • annual provision of an audited financial statement, • proof of certification by the National Association of Securities Dealers (NASD) • proof of current registration with the Texas State Securities Commission, and • completion of the Town's broker/dealer questionnaire. Every bank and broker/dealer with whom the Town transacts business will be provided a copy of this Investment Policy to assure that they are familiar with the goals and objectives of the investment program. The firm will be required to return a signed copy of the Certification Form (attached as Exhibit C) certifying that the Policy has been received and reviewed and only those securities approved by the Policy will be sold to the Town. X. DIVERSIFICATION AND MATURITY LIMITATIONS It is the policy of the Town to diversify its investment portfolio. Invested funds shall be diversified to minimize risk or loss resulting from over-concentration of assets in a specific maturity, specific issuer, or specific class of securities. Diversification strategies shall be established and periodically reviewed. XI. SAFEKEEPING AND COLLATERALIZATION The laws of the State and prudent treasury management require that all purchased securities be bought on a delivery versus payment (DVP) basis and be held in safekeeping by either an approved, independent third party financial institution or the Town's designated depository. Securities Owned by the Town - All safekeeping arrangements shall be approved by the Investment Officer and an agreement of the terms executed in writing. The safekeeping bank may not be within the same holding company as the bank from which the securities are purchased. The custodian shall be required to issue original safekeeping receipts to the Town listing each specific security, rate, description, maturity, CUSIP number, and other pertinent information. Collateral - Collateralization shall be required on all bank time and demand deposits for principal and accrued interest amounts over the FDIC insurance coverage of $100,000 (by tax identification number). In order to anticipate market changes and provide a level of additional security for all funds, collateral with a market value equal to 102% of the total deposits are required. The pledging bank will be made contractually liable for monitoring and maintaining the collateral levels at all times. All collateral will be held by an independent third-party bank outside the holding company of the bank, pledged to the Town. 158 Authorized collateral will include only: • Obligations of the US Government, its agencies and instrumentalities to include mortgage backed securities which pass the bank test, • Municipal obligations rated at least A by two nationally recognized rating agencies. • The custodian shall be required to provide original safekeeping receipts clearly marked that the security is pledged to the Town. XII. REPORTING The Investment Officer shall submit quarterly reports to the Council containing sufficient information to permit an informed outside reader to evaluate the performance of the investment program and in full compliance with the Act. At a minimum the report shall contain: • Beginning and ending market value of the portfolio by market sector and total portfolio • Beginning and ending book value of the portfolio by market sector and total portfolio • Change in market value during the period • Detail on each asset (book, market, description, par ad maturity date) • Earnings for the period • Overall weighted average maturity of the portfolio The report will be prepared jointly by all involved in the investment activity and be signed by the Investment Officer. It will contain all elements as required by the Act and be signed by the Investment Officers as in compliance with the Act and this Policy. Market prices for assignment of market values will be obtained from an independent source. The three month Treasury Bill average yield for the reporting period will be reported as a gauge of performance and risk. XIII. DEPOSITORIES The Town will designate one banking institution through a competitive process as its central banking services provider at least every five years. This institution will be used for normal banking services including disbursements, deposits, and safekeeping of Town owned securities. Other banking institutions from which the Town may purchase only certificates of deposit will also be designated as a depository. All banking arrangements will be in written form in accordance with FIRREA which requires a resolution of approval of the agreement by the Bank Council or Bank Loan Committee. XIV. INVESTMENT POLICY ADOPTION BY COUNCIL The Town's Investment Policy and its incorporated strategies shall be adopted by ordinance annually by the Council. 159 EMPLOYEE PAY PLAN POLICY I. SCOPE OF PURPOSE The purpose of this policy is to set out the philosophy, purpose, and intent of the Town of Westlake’s pay system for municipal employees. The Town of Westlake’s mission is “to be a unique community, blending preservation of our natural environment and viewscapes, while serving our residents and businesses with superior municipal and academic services that are accessible, efficient, cost-effective, and transparent.” The Town of Westlake believes that market-based salary, in combination with employee competence and their overall contribution to the Town’s success, should largely determine their compensation and career advancement opportunities. The philosophy and objectives of this pay policy are as follows: 1. First, the Town’s pay system should be internally equitable. It must ensure that pay ranges of each position within our organization reflects the value of comparable positions within our organization. In order to achieve this, we must pay employees fairly compared to their coworkers, and employees must also perceive that they are paid fairly compared to their coworkers. 2. Second, The Town’s pay system must be externally competitive in the marketplace, so that the Town of Westlake support or strategic outcome objective to attract, recruit, and retain highly qualified employees who are vital to accomplishing the organization’s vision and mission. 3. Third, to be motivational to our employees, providing the opportunity for future pay increases based upon individual work performance and development of job-related skills and competencies. II. DEFINITION With these objectives in mind, the Town’s municipal compensation plan is a broad band pay system. A broad band pay system is markedly different than the traditional “step-in-grade” pay system. A broad band pay system is one that structures pay utilizing two primary steps. 1. First, the responsibilities and qualifications required of each position are analyzed. 2. Second, using this position analysis, pay for these positions are surveyed against the market to create a broad set of occupation groups that become the pay bands. Each pay band has a minimum, mid-point, and a maximum rate of pay; however, within each band there is flexibility for hiring and provision of performance pay. Utilization of a broad band pay system by an organization is intended to: • Reward employees for positive behaviors that contribute to the effectiveness of the Town’s service delivery to our stakeholders; 160 • Assist the Town in fulfilling its vision and mission by offering increased opportunities for career advancement and recognition of the Town’s municipal employees; • Provide the organization’s leadership greater flexibility with a pay system that can be used to adjust to changes in market conditions, enhance hiring practices, and reward outstanding performance; • Adjust to changes in market conditions as it relates to increases in pay for groups of employees within each band; ensuring the Town’s pay system remains competitive to the comparable market. III. IMPLEMENTATION AND MAINTENANCE OF THE PAY PLAN For its first year of implementation (FY 16-17), most employees will be placed within the established pay band for their position at their current rate of pay, with up to a three (3) percent market adjustment of the employee’s base pay rate. To promote internal equity, positions that have surveyed further below market may receive a higher market adjustment, at the discretion of their supervisor. In the fiscal years following FY 16-17, depending on market survey results and availability of funding, the municipal broad band pay system may have both a market adjustment and performance pay component, as defined below. IV. CLASSIFICATION AND PAY BAND PLACEMENT The following criteria will be used when classifying positions to determine band placement: • Nature or type of work performed • Level of responsibility • Impact of position on the organization • Reporting relationships • Scope of duties • Complexity of work • Supervision received and/or exercised • Knowledge, skills, and abilities (KSAs) required to perform required job duties. Factors that will not be considered in classifying a position: • Incumbent of the position • Performance of the employee or incumbent • Longevity of the employee or incumbent in position • Qualifications of the employee or incumbent that are not required by the position Employee pay progression within a band can occur if there is a market adjustment approved for that band. Progression in a band can also occur if an employee’s job performance, as determined by review of job performance, results in a performance pay increase. Pay progression is defined as movement within a band that increases the employee’s pay on an on- going basis. Other instances that can create employee progression in a pay band include: • Promotion • Significant increase in job skills, job-related education or training or competencies • Position reclassification: These instances can only occur after proper analysis and with criteria established by the Human Resources Department and approved by the Town Manager or their designate. 161 V. PAY PLAN PARAMETERS In order to successfully practice this pay philosophy using this policy, as well as reach our objectives, the Town will use the following parameters to utilize this pay system: Internal Equity a. In order to maintain accurate position classifications, the Town of Westlake will conduct a position analysis of 1/3 (one-third) of the organization’s positions each year. This ensures that all positions are reviewed on a rolling three-year basis. b. Upon review of the position analysis by the Director of Human Resources, and with the approval of the Town Manager or their designee, position classifications may be adjusted to a new band. This can occur if a new position classification is created, or if the duties, roles, and responsibilities have substantially evolved, resulting in a position that is greater similarity to another classification band. Performance Pay a. On-going performance pay may be awarded to individuals or teams who, as determined in their performance evaluation, have clearly gone “above and beyond” their traditional roles, job duties, and assignments over the evaluation period. b. Performance pay is awarded through the review process and the established criteria outlined by the HR department c. One-time performance pay may be offered to employees or teams who, based on performance evaluation, have been determined to have gone above and beyond expectations. One-time performance pay is a lump-sum, one-time payment and will not impact the base pay of the employee and will not move their pay within their position’s assigned band. d. All performance pay, whether on-going or one-time adjustments, is dependent upon the availability of financial resources. Market-Based Pay a. The Town of Westlake will conduct a biannual market salary study in the spring prior to budget preparation for the upcoming fiscal year. b. Depending on the results of the market study, and if funds are available, all or some of the salary bands will be proposed to the Town Council for adjustment based upon the results of the biannual market salary study. Proposed adjustments to any pay band will not be proposed unless the market study indicates bands have increased by 2.5% or more. c. Employee salaries may receive a market adjustment if their current salary has shifted to become less than 97.5% of the market average. d. All new hires will be placed at the minimum rate of their band, unless a hiring manager recommends placement at a higher rate. This must be reviewed first by the Human Resources Department and approved by the Town Manager or their designee. Generally, new hires proposed to be paid higher than band minimum may be brought into the pay system within 3% above or below a band’s midpoint; however, exceptional qualifications and experience of the new hire must be demonstrated by the hiring department to the Human Resources Department and the Town Manager for this to be approved. e. All market adjustments are dependent upon available financial resources. f. The market value for positions within the Town of Westlake will be determined biannually through the completion of a survey of comparison communities identified by staff and approved by the Town Council. 162 g. Employees with base compensation within 3% of the market average are considered to be “at market.” h. Positions currently at or above the market will not qualify for any market-based adjustment, and will remain at their current rate of pay. i. If the market rate for a position declines, the salary of position holders will not be negatively impacted, but they will not receive any market-based adjustments. j. Market adjustments will impact the base pay of the employee and may only be applied if the Town of Westlake has adequate financial resources available to fund the adjustments. VI. BROADBAND CLASSIFICATIONS BAND KIND TITLE SUB BAND KIND TITLE E Policy Making Top Management 10 Coordinating Town Manager 9 Policy Asst. Town Manager D Programming Senior Management 8 Coordinating Director 7 Programming Asst. Director C Interpretive Middle Management 6 Coordinating Dept. Manager 5 Interpretive Superintendent B Routine Skilled 4 Coordinating Supervisor 3 Routine Technician A Automatic Semi Skilled 2 Coordinating Coordinators 1 Automatic Engineers O Defined Unskilled 0 Defined Laborers VII. DEFINITIONS FOR THE BANDS ARE AS FOLLOWS: • "BAND E" POLICY DECISION - These decisions are associated with board level management and involve guiding the organization as a whole through policy development, setting the overall direction, and tone of the organization. Restrictions to these decisions are often only limited by the laws of the state (Paterson, 1972). • "BAND D" PROGRAMMING DECISION - These decisions are typically made by senior management or department directors and are generally tasked with executing the organization's policy through strategy development. Establishing guidelines by which further decisions are made. A typical senior management decision is made at the organizational or department level. For instance, the decision on how to set up the organization's network infrastructure is usually determined by management, while the decision to upgrade is based on policy (Paterson, 1972). 163 • "BAND C" INTERPRETIVE DECISIONS - Middle management who have constraints placed upon them by them by senior management. These are usually made by business unit managers, such as a budget manager or project research analyst. Once overall strategy is developed by the senior managers, the middle managers decide how to utilize resources in order to meet deadlines. The unit manager should always know why certain staff members have been assigned to a particular job and may have to interpret situations not currently covered by rules or guidelines (Paterson, 1972). • "BAND B” ROUTINE DECISIONS - Skilled supervisors know the "how", the "where", and the "when" to set up equipment, systems, and are aware of the rules that govern these processes. They can decide which process is to be used in order to carry out the interpretive decisions as they have a firm handle on operations. For example, a billing clerk knows how to complete the utility billing process, including the way in which entries have to be made, as they have the book of rules and regulations to refer to as needed (Paterson, 1972). • "BAND A" AUTOMATIC DECISIONS - Each process is a cycle of operations. The process is decided by the supervisor who then sets up the process or the "how" of the task at hand. This is generally accomplished by a semi-skilled individual who completes the task as outlined, within the constraints of the process. This individual can decide where and when to carry out the operations needed for the task (Paterson, 1972). • "BAND O" DEFINED DECISIONS - "Band O" decisions are rarely seen in an organization. These decisions are those involving speed of completion of a task, and are usually left to unskilled, entry level, nonexempt employees (Paterson, 1972). 164 VEHICLE MAINTENANCE & REPLACEMENT POLICY The Town recognizes that deferred maintenance and not anticipating capital replacement needs increases future capital costs. Annually, available funds will be evaluated during the budget process and a percentage of each operating fund’s budget will be recommended to the Council for transfer. Upon approval by the Council, the recommended amount will be transferred to the appropriate funds (General or Utility Maintenance Replacement Fund) for major maintenance/ replacement of street, building roof, flooring, air conditioning, equipment, etc. The Town of Westlake owns, operates, and maintains a number of vehicles. To provide a fiscally responsible vehicle and equipment replacement policy that enables the Town to maximize vehicle and equipment utilization, while maintaining the Town’s desired public image and high-quality program of services for our residents. Therefore, the Town of Westlake will maintain a Vehicle and Equipment Replacement and Depreciation Schedule; said schedule will be maintained by the Finance Department. Vehicle and equipment replacement criteria will be developed according to each items anticipated useful service life. Typically, this is based upon the type or “category” of the vehicle/equipment and its usage. Each item will be surveyed annually and assigned a score based upon the Point Range and Guideline document. A vehicle will be replaced according to the established criteria unless the Department Head(s) and the Town Manager’s office determine that: 1) mechanical failure or vehicle damage warrants earlier replacement, or 2) the vehicle is still serviceable and may serve additional years beyond its original anticipated service life. Funding for vehicle/equipment replacement should be incrementally allocated from department operating funds to a restricted Capital Maintenance and Replacement Fund, subject to funding availability on an annual basis. Future vehicle/equipment replacements should be funded from this restricted fund, which receives accumulated operating fund transfers based upon the Vehicle and Equipment Depreciation Schedule. Funding will consist of an annual set-aside based upon a straight-line depreciation for each vehicle over the course of its useful life and budgeted as part of the annual budget development process. Depreciation fees should commence the same fiscal year of each new and replacement vehicle/equipment purchase. Likewise, depreciation expenses should be expensed from the respective department operating budget and deposited into the Capital Maintenance and Replacement Fund. Depreciation expenses shall continue through the service life of the new vehicle/equipment and shall cease upon retirement of said vehicle/equipment. REPLACEMENT AND DEPRECIATION GUIDELINES Purpose - To provide a fiscally responsible vehicle and equipment replacement and depreciation policy, which will enable the Town of Westlake to maximize asset utilization while maintaining a positive public image and being fiscally responsible in our budgeting and fleet replacement programs. 165 Policy - Replacement criteria for Town-owned vehicles and equipment will depend primarily on a point system, which is based upon the following factors:  Age  Miles/Hour Usage  Type of Service  Reliability  Maintenance and Repair Costs (not to include incident repairs)  Condition Point Range Chart Note: The Town may decide to retain a vehicle beyond the stated criteria after an evaluation of anticipated usage, repairs and operating costs. Each Town vehicle and small equipment have been placed in a specific category (as listed below) in order to allow for uniformity in our replacement standards. Category "A" - This category consists of the one (1) 18-passenger and one (1) 20-passenger school bus. The life span for school bus is 10 years. The Fire Department which includes engines, ladder truck, ambulances, and attack truck which are used primarily as a front-line response vehicle. The front-line life-span of the Engine is 15 years and has a reserve life-span for additional five years. The ambulance front-line life-span is seven years and has a reserve vehicle life-span for additional seven. The Town currently has one (1) Engine, one (1) Attack Truck and two (2) Ambulances. Category "B" - This category consists of Maintenances and Public Works vehicles which are used to serve the public on a day-to-day basis and pull trailers. Due to the heavy use, these vehicles may be scheduled for replacement at 100,000 miles provided the maintenance cost is considerably higher than vehicles of the same type. The Town currently has two (2) Public Works trucks. Category "C" - This category consists of all other cars and pickups, which include administration pool car, building inspection truck, warrant officer public safety vehicle. These vehicles are generally assigned to a designated staff member and should not be replaced earlier than 100,000 miles provided the maintenance cost is considerably higher than vehicles of the same type. Category "D" - This category consists of other off-road equipment (mule and mowers) that are used to serve the public on an "as needed" basis. Replacement of this category may be made after 2,500 operating hours, or provided the maintenance cost is considerably higher than equipment of the same type. The Town currently has one (1) Kawasaki utility vehicle and (1) mower. Category "E" - This category consists of light equipment (weed-eaters, chain saw and pumps, generators, trailers, and other small hand-operated equipment) which are used to serve the public on an "as needed" basis. Replacements in this category may be made after the total maintenance cost exceeds the original purchase price of a particular piece of equipment. The cost of upgrading a piece of equipment will be the responsibility of the operating division. The Town currently has one weed-trimmer, chain saw, blower, small generator and a trailer. 166 GUIDE FOR EARLY REPLACEMENT OF TOWN-OWNED VEHICLES Early Replacement - The consideration of early replacement of a vehicle often arises when major expenditures are necessary to restore it to a safe operating condition (e.g., major component failure or incident damage). The economic effect of such repairs cannot be avoided because the cost to the Town is normally about the same whether the vehicle is sold in un-repaired condition or restored to repaired condition. However, replacement prior to the normal criteria for vehicles will result in an acceleration of all future replacement cost cycles required to satisfy a continuing vehicle need. This acceleration of cost cycles causes a sizable increase in the total present value cost of all fixture cycles and should be avoided whenever possible. Major vehicle repairs should always be made, with two exceptions: 1. Major expenditures for repair should not be made when the cost of the repair plus the vehicle salvage in un-repaired condition exceeds its wholesale value in repaired condition. 2. Major deferrable expenditures should not be made when a vehicle is in the final six months of its retention cycle. During this period, the penalty for early replacement is small and, therefore, the vehicle should be replaced rather than repaired. Depreciation Formula - Current acquisition price of each vehicle divided by the utilization cycle mileage or total maintenance cost) will provide the yearly depreciation allowance. EXAMPLE A – Vehicles • Mileage: $30,000 vehicle divided by the target replacement cycle of 100,000 miles will give you a depreciation cost of $.30 per mile. • $0.30 times the number of miles (20,000) the vehicle was driven the previous year will give you the yearly depreciation amount $6,000. EXAMPLE B – Small Equipment • Maintenance Cost: depreciate the original purchase price by 15% per year, for power hand tools, trailers, etc. Replace the item only when the maintenance cost reaches the original purchase price. Point Ranges for Replacement Consideration Point Scale Condition Description 20 points & under Excellent Do not replace 21 to 25 points Very Good Re-evaluate for the following year's budget 26 to 31 points Fair Qualifies for replacement if M/R cost exceed 60% of cost 32 to 37 points Poor Replacement if budget allows Above 38 points failed Needs priority replacement 167 Point range and guidelines for Category "B" and “C” Factor Points Description Age Usage Type of Service 1 Each 10,000 miles of usage 1 Standard sedans, SUV’s and pickups 2 Each year of chronological age 3 Vehicles that pulls trailer, haul heavy loads and continued off-road usage 4 Any vehicle involved in ice or snow removal or road treatment Reliability Preventive Maintenance Work Not Included 1 In shop one time within 3-month time period, no major breakdowns/roadside assistance call with 3-month period 2 In shop one time within three-month time period, 1 breakdown/ roadside assistance call within 3-month period 3 In shop, more than once within 3-month time period, 1 or more breakdown/roadside assistance call within same period 4 In shop, more than twice within one-month time period, 1 or more breakdowns/roadside assistance call in same time period 5 Two or more breakdowns within one-month time period M&R Cost Incident Repair Not Include 1 Maintenance cost are less than or equal to 20% of replacement 2 Maintenance cost are 21-40% of replacement cost 3 Maintenance cost are 41-60% of replacement cost 4 Maintenance cost are 61-80% of replacement cost 5 Maintenance cost are greater than or equal to 81% of replacement cost Condition 1 No visual damage or rust 2 Minor imperfections in body and paint, interior fair (no rips, tears, burn) 3 Noticeable imperfections in body and paint surface, minor rust, minor damage for add-on equipment, won interior (one or more rips, tears, burns). 4 Poor paint and body condition, rust (holes), interior (rips, tears, burns, cracked dash) and major damage for add-on equipment 5 Previous accident damage, poor paint and body condition, rust (holes), interior (rips, tears, burns, cracked dash) and major damage for add-on equipment GRAND TOTAL 60 168 Point Ranges Condition Description 0-20 Excellent Do not replace 21-25 Very Good Re-evaluate for next year’ budget (5-year forecast) 26-31 Good Qualifies for replacement this year if M/R cost exceed 60% of cost 32-37 Fair Qualities for replacement this if budget allows 38+ Poor Needs priority Below are two examples on how the point range and guidelines for Category "B" and “C” would work. Data Description Points Year 1999 26 points Type Crown Victoria Passenger Car 1 point Mileage 64,000 6 points Maintenance Repair driver side window motor 2 points Condition Poor paint and body condition, hail damage, rust spots, small dents, interior - rips, tears, stains, cracking on seat covers 5 points Total Points 40 points Staff recommendation = Replacement this year Data Description Points Year 2005 14 points Type Silverado F150 extended cab truck 1 point Mileage 35,000 3 points Maintenance low 1 points Condition Very good exterior and interior condition 1 points Total Points 20 points Staff recommendation = Include the replacement cost in the five-year forecast 169 POLICIES PENDING DISCUSSION The Town of Westlake has identified additional policies to review and discuss with Town Council. These policies (recommended by GFOA) are designed to further preserve and enhance the fiscal health of the Town. I. BUDGET CRISIS POLICY This policy establishes a more formal plan for the Town when budget problems or unexpected financial issues arise. This policy shall be designed to establish comprehensive risk analysis and contingency plans. II. LONG-TERM FORECASTING POLICY The purpose of this policy is to:  Ensure on-going financial sustainability beyond a single fiscal year;  Achieve the Town’s mission, vision and values; and  Systematically link the annual budget to a multi-year master financial plan. III. FUND BALANCE/WORKING CAPITAL POLICY FOR OTHER FUNDS This policy would describe how the Town uses fund balance/working capital for restricted or committed for specific purposes. . 170 ADDENDUM 171 This page is intentionally left blank. 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 Page 1 of 2 TOWN COUNCIL AGENDA ITEM Regular Meeting - Action Item Monday, September 13, 2021 TOPIC: Discussion and Consideration of a Resolution to ratify the property tax increase as reflected in the FY 2021-22 Annual Operating and Capital Budget. STAFF: Ginger Awtry, Finance Director STRATEGIC ALIGNMENT Vision, Value, Mission Perspective Strategic Theme & Results Outcome Objective Fiscal Responsibility Fiscal Stewardship Exemplary Service & Governance - We set the standard by delivering unparalleled municipal and educational services at the lowest cost. Increase Transparency, Accessibility & Communications SUMMARY Pursuant to the requirements of HB 3195, it is necessary for the Town Council to vote to ratify the property tax increase as reflected in the FY 2021-22 Operating & Capital Budget. This vote is a procedural requirement of HB 3195. Section 102.007, Local Government Code, Subsection (c), reads as follows: “Adoption of a budget that will require raising more revenue from property taxes than in the previous year requires a separate vote of the governing body to ratify the property tax increase reflected in the budget. A vote under this subsection is in addition to and separate from the vote to adopt the budget or vote to set the tax rate required by Chapter 26, Tax Code, or other law.” The proposed tax rate will not raise more taxes for maintenance and operations (M&O) than last year’s tax rate as this year’s M&O rate is actually lower by -17.84%. However since the proposed total ad valorem rate of $0.16788 (same as last year) is effectively higher than the No-New-Revenue rate by $0.00042, or $0.25%, it will raise approximately $6,956 more in tax revenue than last year and thus is considered a tax rate increase - even though we are keeping the total rate the same. The ad valorem tax rate proposed in the FY 2021-22 Budget compared to the rates adopted for FY 2020-2021 is as follows: Page 2 of 2 FY 20-21 FY 21-22 Adopted Proposed Tax Rate Tax Rate Variance M&O $0.12490 $0.10284 $ 0.02206 I&S $0.04298 $0.06504 $(0.0206) $0.16788 $0.16788 $ 0.00000 COUNCIL ACTION/OPTIONS As a procedural requirement of HB 3195 and as required in Section 102.007, Local Government Code, Subsection (c), Council must hold a vote on this item separately to approve or deny the related resolution after any necessary discussion. Any feedback to Staff is awlways welcomed. STAFF RECOMMENDATION Staff recommends approval of the resolution to ratify the property tax increase as reflected in the FY 2021-2022 Budget. FISCAL/SERVICE LEVEL IMPACT TO COMMUNITY Project Cost/Funding Amount: N/A Funding Source: Ad Valorem Tax Contract: No Forms: N/A Service Levels: N/A DEVELOPMENT/MOBILITY IMPACT TO COMMUNITY Westlake Academy: N/A Comprehensive Plan: N/A Cost Recovery Analysis: N/A Traffic Impact: N/A ATTACHMENTS Resolution Resolution 21-31 Page 1 of 1 TOWN OF WESTLAKE RESOLUTION NO. 21-31 A RESOLUTION OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS RATIFYING THE PROPERTY TAX INCREASE AS REFLECTED IN THE FY 2021- 2022 ANNUAL BUDGET. WHEREAS, the Town of Westlake has adopted an annual budget that required raising more revenue from property taxes than in the previous year; and WHEREAS, House Bill 3195 requires that the governing body ratify the property tax increase reflected in the budget in a separate vote; and WHEREAS, the Town Council finds that the passage of this resolution is in the best interest of the citizens of Westlake. NOW, THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS: SECTION 1: That the findings above are found to be true and correct and are incorporated herein. SECTION 2: That the Town Council of the Town of Westlake, Texas hereby ratifies the property tax increase reflected in the Town of Westlake FY 2021-2022 annual budget. SECTION 3: If any portion of this resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this resolution without the invalid provision. SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 13th DAY OF SEPTEMBER 2021. _____________________________ ATTEST: Laura Wheat, Mayor ____________________________ ______________________________ Todd Wood, Town Secretary Amanda DeGan, Town Manager APPROVED AS TO FORM: ______________________ L. Stanton Lowry, Town Attorney Page 1 of 3 TOWN COUNCIL AGENDA ITEM Regular Meeting - Action Item Monday, September 13, 2021 TOPIC: Conduct a Public Hearing and Consideration of an Ordinance Levying Municipal Ad Valorem (Property) Taxes for the 2021 Tax Year in accordance with the Fiscal Year 2021-22 Proposed Budget. STAFF: Amanda Degan, Town Manager Noah Simon, Deputy Town Manager Jarrod Greenwood, Assistant Town Manager Ginger Awtry, Director of Finance STRATEGIC ALIGNMENT Vision, Value, Mission Perspective Strategic Theme & Results Outcome Objective Fiscal Responsibility Fiscal Stewardship Exemplary Service & Governance - We set the standard by delivering unparalleled municipal and educational services at the lowest cost. Increase Transparency, Accessibility & Communications SUMMARY During the presentation at the August 23, 2021 Town Council meeting, staff recommended a proposed maximum tax rate that was equal to the voter-approval rate of $0.22181 (formerly the rollback rate) in order to provide ample notification of the tax rate calculations and notificatioin of the upcoming public hearings regarding the budget and setting the Westlake property tax rate. Town staff is recommending we hold our ad valorem tax rate flat and keep it at the current rate of $0.016788 per $100 valuation. After the Tax Year 2021 calculations were completed using the certified rolls provided by Tarrant and Denton Counties, the no-new-revenue (NNR) tax rate, formerly the effective rate, is $0.16746 per $100 valuation, an increase of $0.00042 over the current and proposed property tax rate. This proposed rate (same as last year’s rate) is significantly lower than the voter-approval rate (formerly the rollback rate) of $0.22181/$100 used in the public notification. In addition, the proposed/current property tax rate is also much lower than Westlake’s de minimis rate is $0.22054. The de minimis rate is the rate equal to the sum of the no-new-revenue maintenance and operation rate, the rate that will raise an additional $500,000 ($0.03019), and the current debt rate of Page 2 of 3 $0.06504 for the Town of Westlake. Westlake’s property values have increased this year by approximately 9.74%, meaning property owners may see an increase in their tax bill of approximately $263.60 on the new average homestead value of $1.8 million – another reason why Town staff have proposed leaving the ad valorem rate the same. Last year, the average homestead value in Westlake was $1.6 million. This Public Hearing has been advertised in the newspaper as required by law plus added early to our home page of the Town’s website, emailed to residents via Westlake Wire, and posted on the Town’s social media accounts to reach as many residents and stakeholders as possible. The ad valorem tax rate proposed in the FY 2021-22 Budget compared to the rate adopted for FY 2020-2021 is as follows: FY 20-21 FY 21-22 Adopted Proposed Tax Rate Tax Rate Variance M&O $0.12490 $0.10284 $ 0.02206 I&S $0.04298 $0.06504 $(0.02206) $0.16788 $0.16788 $ 0.00000 As a courtesy to our newer Council Members and those residents that may be unaware of our ad valorem history, the following information is provided regarding the first enactment of Westlake’s local ad valorem tax in 2010. After its adoption on September 29, 2010, the Town Council also set the residential homestead tax exemption at the maximum (20%) allowed by State law. There were other exemptions adopted by that earlier Resolution (which is restated and confirmed in the tax levy ordinance) for an exemption for persons disabled or over 65 and an exemption for Freeport goods. Additionally, there was a provision made in the Town Code for a “tax freeze” for people over 65 or who are disabled and have a Westlake residence homestead established. This Town Code provision was interpreted by the Town’s attorney to mean that a person, who at the tax year 2010, had a Westlake homestead residence and was over 65 or disabled prior to the date the tax levy was adopted, will have a zero-tax rate. After the 2010 tax levy, persons over 65 or disabled with a Westlake residence homestead are able to freeze their tax rate in the tax year of qualification for the “tax freeze” exemption. This interpretation was presented and accepted by the Town Council. COUNCIL ACTION/OPTIONS Council may hold discussion as necessary prior to voting for approval or denial of the ordinance presented for adoption. Staff appreciates any additional feedback the Council may give. STAFF RECOMMENDATION Staff recommends adoption of the ordinance levying a municipal ad valorem (property) tax totaling $0.16788 per $100 of assessed valuation. Page 3 of 3 *Should Council move to adopt the proposed rate of $0.16788 per $100 value, the following is the specific language necessary to use in the motion to adopt since the proposed rate (same as last year) exceeds this year’s No-New-Revenue rate of $0.16746 (Difference of $0.00042 divided by NNR of $0.16746=$0.0025 increase): "I move that the property tax rate be increased by the adoption of a tax rate of $0.16788 per $100 value, which is effectively a $0.25 percent increase in the tax rate." FISCAL/SERVICE LEVEL IMPACT TO COMMUNITY Project Cost/Funding Amount: N/A Funding Source: Ad Valorem Tax Contract: No Forms: N/A Service Levels: N/A DEVELOPMENT/MOBILITY IMPACT TO COMMUNITY Westlake Academy: N/A Comprehensive Plan: N/A Cost Recovery Analysis: N/A Traffic Impact: N/A ATTACHMENTS Ordinance Ordinance 937 Page 1 of 3 TOWN OF WESTLAKE ORDINANCE NO. 937 AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS LEVYING TAXES TO BE ASSESSED ON ALL TAXABLE PROPERTIES WITHIN THE TOWN LIMITS OF THE TOWN OF WESTLAKE FOR THE TAX YEAR 2021 (FISCAL YEAR 2021-2022); SETTING OUT EXEMPTIONS AND LIMITATION; NO STATE LAW STATEMENTS REQUIRED; PROVIDING FOR THE COLLECTION OF DELINQUENT TAXES AND A COLLECTION PENALTY TO BE ADDED TO DELINQUENT TAXES; PROVIDING FOR A SEVERABILITY CLAUSE; AND DECLARING AN EFFECTIVE DATE. WHEREAS, a public hearing on the proposed annual budget for the Town of Westlake, Texas, for the fiscal year beginning October 1, 2021, and ending on September 30, 2022, was duly advertised giving the date, time, place, and subject matter of the public hearing; and WHEREAS, a public hearing was set by the Town Council in a duly posted Town Council meeting held on August 23, 2021, and all citizens were invited to participate and be heard on September 13, 2021; and WHEREAS, all requirements of state law were met, including Open Meetings Act, Texas Government Code chapter 551 requirements and the requirement of Texas Local Government Code 102.002 that the budget officer prepare a municipal budget to cover the proposed expenditures of the municipal government for the succeeding year; and WHEREAS, it is deemed to be in the best interest of the citizens of the Town of Westlake, Texas to levy a tax as set forth below, on all taxable properties within the Town limits of Westlake to provide the necessary funds to provide municipal services to its citizens and to meet all municipal commitments; and WHEREAS, The Town of Westlake’s budget will raise more revenue from property taxes than last year’s budget by $166,978, which is a 6.39% increase from last year’s budget, and the property tax revenue to be raised from new property added to the tax roll this year is $177,235; and WHEREAS, the Town of Westlake has passed exemptions to certain applicable taxes which were previously adopted by earlier Resolution and recognized and adopted a tax limitation set out in the Town Municipal Code and such exemptions and limitation are included and adopted as part of this Ordinance; and WHEREAS, the Town Council finds the passage of this Ordinance to be in the best interest for the citizens of Westlake, for the preservation of public health, safety, and welfare of the citizens of the Town. Ordinance 937 Page 2 of 3 NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF WESTLAKE, TEXAS: SECTION 1: That all matters stated in the findings hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirely. SECTION 2: That the Town Council of the Town of Westlake, Texas shall hereby levy the following taxes on each One Hundred Dollars ($100.00) of taxable valuation on all taxable property within the Town limits of the Town of Westlake, Texas to be assessed and collected by the Tax Assessor/Collector for the tax year 2021 (Fiscal year 2021-2022) for the purposes stipulated below, to-wit: (a) $0.10284 For General Fund Maintenance and Operations (M&O) (b) $0.06504 For Interest and Sinking Fund (debt service) SECTION 3: Exemptions: That the Town Council authorizes the following exemptions and limitations: (a) Homestead exemption - That it is the intent of the Town Council of the Town of Westlake to adopt the highest possible homestead exemption, which would be a homestead exemption in the amount of twenty percent (20%) of the value of the homestead, and in any event, the exemption shall be at least a minimum of Five Thousand dollars ($5,000). For purposes of this section "residential homestead" is defined as a structure (including a mobile home) or a separately secured and occupied portion of a structure (together with land, not to exceed ten (10) acres, and improvements used in the residential occupancy of the structure and the land and improvements have identical ownership) that (1) is owned by one or more individuals, either directly or through a beneficial interest is a qualifying trust; (2) is designed or adapted for a human residence; (3) is used as a residence; and (4) is occupied as his or her principal residence by an owner or, for property owned through a beneficial interest in a qualifying trust, by a trustee of the trust who qualifies for the exemption. (b) Over 65 or Disabled exemption - That an exemption for a resident over 65 or disabled, pursuant to section 11.13(b) of the Texas Tax Code shall be authorized in the amount of $10,000. A resident is eligible for an exemption under this section if the resident is over 65 or disabled, but the resident shall not be entitled to two exemptions under this section, as set out in section 11.13(b) of the Texas Tax Code. (c) The Town of Westlake previously adopted an ad valorem tax limitation in section 86-2 of the Town Code, for elderly and disabled citizens according to Article VIII, Section 1-b of the Texas Constitution and Texas Tax Code § 11.261, which provides “The county, municipality, or junior college district may not increase the total annual amount of ad valorem taxes the county, municipality, or junior college district imposes on the residence homestead of a disabled individual or an individual 65 years of age or older above the amount of the taxes the county, municipality, or junior college district imposed on the residence homestead in the first tax year, other than a tax year preceding the tax year in which the county, municipality, or junior college district established the limitation described by Subsection (a), in which the individual qualified Ordinance 937 Page 3 of 3 that residence homestead for the exemption provided by Section 11.13(c) for a disabled individual or an individual 65 years of age or older.” This provision, commonly referred to as a “tax freeze” means that residents who are already eligible for the provisions of that section will not have any increase in their taxes from the time that they became eligible, as citizens of Westlake, for that section. SECTION 4: The Town of Westlake will pursue collection of delinquent taxes and adopts the provisions of Section 33.07 of the Texas Tax Code so that hereafter an additional penalty of twenty (20) percent of the delinquent tax, penalty and interest on delinquent taxes will be imposed on taxes becoming delinquent as provided by the Texas Tax Code and the Town’s collection agreement. SECTION 5: 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 6: That this Ordinance shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 13th DAY OF SEPTEMBER 2021. _____________________________ ATTEST: Laura Wheat, Mayor ____________________________ ______________________________ Todd Wood, Town Secretary Amanda DeGan, Town Manager APPROVED AS TO FORM: ____________________________ L. Stanton Lowry, Town Attorney NO BACKUP MATERIAL HAS BEEN PROVIDED FOR THIS ITEM. Town Council/ Board of Trustees ITEM #10 – Discussion Regarding the Westlake Academy Foundation’s Fund- an-Item Program. Page 1 of 2 BOARD OF TRUSTEES AGENDA ITEM Regular Meeting - Discussion Item Monday, September 13, 2021 TOPIC: Discussion of a Fund-An-Item for the Westlake Academy Foundation’s Gallery Night STAFF: Dr. Mechelle Bryson, Executive Director STRATEGIC ALIGNMENT Vision, Value, Mission Perspective Curriculum Outcome Objective 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 life-long learners. Fiscal Stewardship PYP / MYP / DP Improve Financial Stewardship SUMMARY The purpose of this discussion item is to gain board input on possible Fund-An-Item ideas for the Westlake Academy Foundation’s Gallery Night. Each year, the Academy and the Foundation collaborate to select a Fund-An-Item that will inspire and capture the attention of Westlake Academy donors and supporters. Over the past year, the Academy and the Foundation have set clear deadlines for selecting a Fund-An-Item that allows ample time for marketing and communication in order to ensure a successful event. This discussion is designed to gather board input so that the Academy and the Foundation can select an item that will garner donor and supporter interest. Page 2 of 2 COUNCIL ACTION/OPTIONS This discussion does not require Board of Trustee action. STAFF RECOMMENDATION The Academy is seeking input on possible Fund-An-Item ideas for the Westlake Academy Foundation’s Gallery Night. FISCAL/SERVICE LEVEL IMPACT TO COMMUNITY Project Cost/Funding Amount: None Funding Source: N/A Contract: No Forms: N/A Service Levels: Would this project increase our serice delivery costs? This is not a project. DEVELOPMENT/MOBILITY IMPACT TO COMMUNITY Westlake Academy: What impact, if any, would this have on WA? This is not a project. Comprehensive Plan: Adhere to our comprehensieve plan – if yes, in what way? This is not a project. Cost Recovery Analysis: Utilization of the cost recovery tool that R. McCaffrey put together. This is not a project. Traffic Impact: Any? Do we need this or tool this for development? There is no traffic impact. ATTACHMENTS No Attachments a. Healthy Campus b. Development c. Back to School d. Neighborhood meeting recap Town Council/ Board of Trustees ITEM #11 – Town Manager/Superintendent Update. The Town Council will conduct a closed session pursuant to Texas Government Code, annotated, Chapter 551, Subchapter D for the following: a. Section 551.071(2) Consultation with Attorney – to seek advice of counsel on matters in which the duty of the Town Attorney under the Texas Disciplinary Rules of Professional Conduct of the State Bar of Texas clearly conflicts with Chapter 551 of the Texas Government Code - FM 1938 access for proposed Southlake development. b. Section 551.071(2) – Consultation with Town Attorney on a matter in which the duty of the attorney to the governmental body under the Texas Disciplinary Rules of Professional Conduct of the State Bar of Texas clearly conflicts with this chapter: Resolution No. 00-19, a Contract with Hillwood Development Corporation Concerning the Design Engineering and Construction of the West Side Pump Station and the Dove Road Waterline. Town Council/ Board of Trustees ITEM# 12 – Executive Session Town Council/Board of Trustees Item # 13 – Reconvene Town Council/Board of Trustees Meeting TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS. Town Council/ Board of Trustees Item # 14 – Necessary Action Town Council/ Board of Trustees Item # 15 – Recap and Staff Direction a. Approved by Town Council/Board of Trustees for Discussion i. Historical Designations for various properties in Westlake (5/24) ii. Westlake Academy Data Request (will be presented in modified form at 9/16 retreat) iii. Quarterly HOA Board Meeting Discussions (Councilmember Dasgupta) b. Proposed Items c. Pending items Town Council/ Board of Trustees Item # 16 – Future Agenda Items Town Council/ Board of Trustees Item # 17 – Adjournment