FY 2012-2013 Annual Operating Budget by Town of Westlake

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VISION STATEMENT Westlake is an oasis of tranquility and natural beauty amidst an ever expanding urban landscape.

VISION POINTS ~ A SENSE OF PLACE ~

Distinctive neighborhoods, architecturally vibrant corporate campuses, grazing longhorns, soaring red-tailed hawks, meandering roads and trails, lined with natural stone and native oaks.  ~ WE ARE LEADERS ~

A premiere place to live, leadership in public education, corporate and governmental partnerships, and high development standards.  ~ WE ARE A CARING COMMUNITY ~

Informed residents, small town charm and values, historical preservation.  ~ EXEMPLARY GOVERNANCE ~

Town officials, both elected and appointed, exhibit respect, stewardship, Vision, and transparency.  ~ SERVICE EXCELLENCE ~

Public service that is responsive and professional, while balancing efficiency, effectiveness and financial stewardship.

COMMUNITY VALUES Innovation 

Educational Leaders 

Family Friendly and Welcoming 

Engaged Citizens 

Preservation of Our Natural Beauty 

Strong Aesthetic Standards 

Transparent Government 

Fiscal Responsibility 

MISSION STATEMENT “On behalf of the citizens, the mission of the Town of Westlake is to be a one-of-a-kind community that blends our rural atmosphere with our vibrant culture and metropolitan location.”

TOWN OF WESTLAKE COUNCIL MEMBERS Mayor

Laura Wheat

Mayor Pro-Tem

Carol Langdon

Council Member

Michael Barrett

Council Member

Clifton Cox

Council Member

David Levitan

Council Member

Rick Rennhack

TOWN OF WESTLAKE ADMINISTRATIVE OFFICIALS Town Manager

Tom Brymer

Assistant to the Town Manager and Court Administrator

Amanda DeGan

Town Secretary

Kelly Edwards

Director of Communications and Community Affairs

Ginger Awtry

Director of Finance

Debbie Piper

Director of Public Works

Jarrod Greenwood

Director of Human Resources And Administrative Services

Todd Wood

Director of Parks & Recreation And Facilities Maintenance

Troy Meyer

Director of Planning And Development

Eddie Edwards

Fire Chief

Richard Whitten iii

TOWN OF WESTLAKE BOARDS & COMMISSIONS 

WESTLAKE HISTORICAL PRESERVATION SOCIETY Stephen Thornton, Kristi Layton, Megan Brady, Jim Budarf, Karen Stoltenberg, Bert Schultz



WESTLAKE ACADEMY FOUNDATION Ken Gorden, Leah Rennhack, Kelly Cox, Bill Greenwood, Zan Jones, Sean Shope, Rebecca Neidrich, Jeff Watson Charlotte Ryan, Kevin Hansen, April Gallagher



PLANNING & ZONING COMMISSION Bill Greenwood, Walter Copeland, Allen Heath, Sharon Sanden, Wayne Stoltenberg



TEXAS STUDENT HOUSING AUTHORITY Jim Carter, George Ledak, Scott Bradley, Gregg Malone



PUBLIC ARTS COMMITTEE Bryan Biddle, Gail James, Amelia Johnson, Kelly Cox, Trish Biddle, Rebecca Neidich, Allison Ross



4B ECONOMIC DEVELOPMENT BOARD Laura Wheat, Rick Rennhack, Michael Barrett, Carol Langdon, David Brown, Gregg Malone



ARBOR DAY ADVISORY COMMITTEE Troy Meyer

The Government Finance Officers Association of the United States and Canada (GFOA) has presented a Distinguished Budget Presentation Award to the Town of Westlake for its annual budget for the fiscal year beginning October 1, 2011. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

DISTINGUISHED BUDGET PRESENTATION AWARD The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the Town of Westlake for its annual budget for the fiscal year beginning October 1, 2011. The Town has received this award for five consecutive years (fiscal years 2007- 2011). In order to receive this award, the Town must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. THE BUDGET AS A POLICY DOCUMENT This criterion involves including a Town-wide statement of budget policies, goals and objectives for the year, and an explanation of the budgeting process to the reader, describing the short-term and operational policies that guide the development of the budget. The criterion also relates to the longer term Town-wide policies that are expected to continue in effect for a number of years. The budget award criterion also requires the inclusion of a budget message and/or transmittal letter by the Town Manager. THE BUDGET AS A FINANCIAL PLAN This criterion involves including an explanation of the financial structure and operations of the Town, and the Town's major revenue sources and fund structure. The budget should contain an all inclusive financial plan for all funds and resources of the Town, including projections of financial condition at the end of the fiscal year, projections of current year financial activity, and provide a basis for historical comparisons. The budget should also present a consolidated picture of all operations and financing activities in a condensed format and an explanation of the budgetary accounting basis, whether prepared on a generally accepted accounting principles (GAAP) basis, cash basis, modified accrual basis, or any other acceptable method. THE BUDGET AS AN OPERATIONS GUIDE This criterion involves including information in the document explaining the relationship between organizational units (departments) and programs; including an organization chart, a description of the departmental organizational structure and staffing levels, and historical comparisons of staffing levels; explaining how capital spending decisions will affect operations; providing objectives and performance measures; and describing the general directions given to department heads through the use of goals and objectives, reorganizations, statement of functions, or other methods. THE BUDGET AS A COMMUNICATIONS DEVICE This criterion relates to having the budget document available for public inspection; providing summary information suitable for use by interested citizens and/or the media; avoiding the use of complex technical language and terminology; explaining the basic units of the budget, including funds, departments or activities; and disclosing sources of revenues and explanations of revenue estimates and assumptions. The intent is to enhance the communication aspects of the budget document, so Ihat information in the budget can be communicated to a reader with a non-financial background. This award is valid for a period of one year only. We believe our current budget document continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

Table of Contents 1. INTRODUCTION Transmittal Letter Introduction

FY2012-13 Adopted Budget in a Five Year Context”

Ad Valorem Tax Analysis

FY 2012-13 Budget Theme: “Driving Service Excellence”

FY 2011-12 Investment and Achievements

FY 2012-13 Budget Preparation Methodology

Governing and Managing for Outcomes

Closing Thoughts for FY 2012-13

Vision, Values, Mission Statement

Budget Overview and Framework Introduction

Basis of Accounting/Budgeting

The Budget Process

Budget Amendment Process

Financial Policies

FY 12/13 Budget Calendar

Effect of Planning Processes on the Operating Budget

Short Term Initiatives for the Upcoming Year

Financial Analysis and Summaries – All Funds Three Year Analysis Comparison

Fund Balances – All Source

Revenues and Other Financing Sources

Expenditures and Other Operating Uses

Property Tax Analysis

Personnel and Organization Organizational Chart

Position Summary

Personnel Summary Overview

Employee Allocations

Compensation Plan

vii

Table of Contents 2. GENERAL FUND Program Summary

Fund Overview

Dept 10 - General Services

Dept 11 – Town Manager

Dept 12 - Planning and Zoning

Dept 13 - Town Secretary

Dept 14 - Emergency Service

Dept 15 - Municipal Court

Dept 16 - Public Works

Dept 17 - Facilities Maintenance

Dept 18 - Finance

Dept 19 - Parks and Recreation

104

Dept 20 - Information Technology

110

Dept 21 - Human Resources and Administrative Services

114

Dept 22 – Communications and Community Affairs

118

Dept 23 - Police Services

124

3. SPECIAL REVENUE FUNDS 4B Economic Development Fund 200 Program Summary Fund Overview Inter-fund Repayment Schedule

129 130 131

Economic Development Fund 210 Program Summary Fund Overview Tax Reimbursement Schedule – Fidelity Phase 1

133 134 135

Lone Star Public Facilities 418 Program Summary Fund Overview

137 138

Visitors Association Fund 220 Program Summary Fund Overview Program Budget

141 142 143

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Table of Contents 4. DEBT SERVICE FUND Program Summary

145

Fund Overview

146

Long Term Debt Summary

149

2013 Series – General Obligation Refunding Bonds

151

2012 Series – Certificates of Obligation

152

2011 Series – Certificates of Obligation

153

2011 Series – General Obligation Refunding Bonds

154

2008 Series – General Obligation Bonds

155

2007 Series – General Obligation Refunding Bonds

156

2003 Series – Certificates of Obligation

157

2002 Series – Certificates of Obligation

158

5. ENTERPRISE FUND Cemetery Fund 255 Program Summary Fund Overview

161 162

Utility Fund 500 Program Summary Fund Overview Program Budget Inter-fund Repayment Schedule Debt Payable Schedule – Keller Overhead Storage Project 30 – TRA Assumption of N1 Sewer Line Project 31 – N1 Sewer Line Transfer Inflow/Infiltration Repairs Project 36 – Ground Storage Tank

165 166 170 171 172 173 174 175

6. INTERNAL SERVICE FUNDS Utility Major Maintenance Fund 510 Program Summary Fund Overview Five Year Projection

177 178 179

General Major Maintenance Fund 600 Program Summary Fund Overview Five Year Projection

181 182 183

Table of Contents 7. WESTLAKE ACADEMY FUND 199 Program Summary Fund Overview Executive Summary

185 186 187

8. CAPITAL PROJECT FUND Program Summary Fund Overview Five Year Projection Project 20 - FM1938 Streetscape and Wayfinding Project 28 - Streets Survey Project 30 - SH114 and Hwy170 Enhancements Project 31 - Stagecoach Hills Reconstruction and Drainage Project 34 - South Roanoke Road Reconstruction and Drainage Project 40 – Sam School Road Reconstruction and Drainage Project 41 - Dove Road Reconstruction and Drainage Project 42 - Trail Connection at Hwy 114 and Solana Blvd Project 45 – Westlake Portion of Hillwood Projects Project 46 – Westlake Academy North Driveway Lighting Project 47 - Hwy 377 Westport Parkway Signal Project 48 –Westlake Academy Expansion

211 212 213 214 215 216 217 218 219 220 221 222 223 224 225

9. CAPITAL IMPROVEMENTS Capital Improvement Plan Approved Capital Projects – 5 Year Projection Unfunded Capital Projects – 5 Year Projection

227 228 229

10. FIVE YEAR FORECAST Five Year Financial Forecast Narrative Five Year Financial Forecast All Municipal Funds

231 234

11. COMMUNITY PROFILE General Information History of Westlake Local Government Community Events Westlake Academy Facts, Figures, Statistics Population and Employers Sales Tax Rates Property Tax

239 240 242 243 244 245 246 247 248

Table of Contents 12. APPENDIX Glossary of Terms Fiscal and Budgetary Policies Municipal Fiscal and Budgetary Policies Academic Investment Policy Strategic Plan Ordinance 686 to Adopt Budget

251 257 269 278 283 298

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TRANSMITTAL LETTER

TRANSMITTAL LETTER The Transmittal Letter is written to the Town Council by the Town Manager and provides a high-level preview of the Town Managerâ&#x20AC;&#x2122;s proposed budget. It contains hard numbers including the proposed tax rate and proposed fund summaries as well as overviews of the departmental business plans. The letter helps tie together the core elements which make up the proposed budget and illustrates how those elements further the Townâ&#x20AC;&#x2122;s goals found within the Strategic Plan.

TRANSMITTAL LETTER September 24, 2012 Honorable Mayor and Town Council:

INTRODUCTION It is my pleasure to submit for your consideration the FY 2012-13 Budget for the Town of Westlake; the theme for which is “Driving Service Excellence.” With this theme in mind, this budget has been prepared with the following three–fold strategic focus with the intent of achieving as an end product, an excellent quality of life for Westlake residents and businesses: 

Continued substantial investment in the Town’s infrastructure



Investing in our employees, our most important resource for achieving service excellence



Maintaining our position as a premiere knowledge based community, as well as a community recognized both statewide and nationally for our innovative approaches to local government service delivery.

During my tenure as your Town Manager / Superintendent, our community has faced many important decisions which have helped to shape our future and guide our growth. We have expanded our capacity as an organization through: 

the development of strategic plans and identifiable performance measures for both our municipal and educational operations.



conducting elected official governance and staff professional development sessions to improve our proficiency in those areas.



keeping a continued short and long-term focus on fiscal management that involves responsible budgeting and transparency for our citizens.



increasing our communication and outreach efforts to our community via the continued use of neighborhood meetings, corporate partnerships, and the re-design of our website.



expanding enrollment, providing new course offerings, and emphasizing high student achievement and student expansion at Westlake Academy.

All of these tasks are necessary to create the one-of-a-kind community that Westlake residents cherish and enjoy. As a staff, we would like to say ‘thank you’ for the time and effort the Town Council invests in both the Town and its school, Westlake Academy.

BUDGET OVERVIEW On behalf of the Leadership Team and all staff members, I am presenting the Town of Westlake’s FY 2012-13 budget document for the Council’s consideration as follows: 

The FY 12-13 budgeted amount totals $26,089,720 for all funds (including $1,923,218 transfers in from fund balance for operating, debt service, capital projects, major maintenance and equipment replacement needs).

TRANSMITTAL LETTER 

This represents a 25% increase in the total fund balance from the FY 2011-2012 estimated budget. If only municipal operating expenses were taken into consideration (removal of all expenses related to capital projects, Westlake Academy and inter-fund transfers), the FY 2012-13 budget would show a 4% decrease in municipal expenditures from the FY 2011-12 estimates. This is due in large to the cost reductions in our economic development fund resulting from the completion of the construction of Deloitte University during the 11-12 fiscal year; which in turn lowered our economic development sales tax rebates related to that project. This is also due to the FY 11-12 transfer of $400,000 which represents a contribution to the Westlake Academy Foundation of the funds received from the Texas Student Housing.

Three years ago, in order to provide a more holistic and comprehensive overview of all of our financial obligations, revenue sources, and program of services that fall under the umbrella of the Town of Westlake, we began including in the municipal budget the operational costs for Westlake Academy. A summary of the changes in Fund Balance from the ending fund balances to the estimated FY 2011-12 fund balances are as follows:

Fund Type General Fund Special Revenue Debt Service Fund Enterprise Funds Internal Services Westlake Academy Capital Total

Beginning Fund Balance 4,226,543 1,248,742 29,796 3,118,937 948,569 683,309 3,049,080 $13,304,976

Revenues and Other Funding Sources 5,518,605 1,668,203 1,586,452 4,812,694 601,875 5,884,257 9,327,500 $29,399,586

Expenditures and Other Funding Uses 7,247,103 1,833,126 1,616,248 4,667,844 381,670 5,876,479 4,467,249 $26,089,720

Net Change (1,728,499) (164,923) (29,796) 144,850 220,205 7,778 4,860,251 $3,309,866

Ending Fund Balance 2,498,044 1,083,819 (0) 3,263,787 1,168,774 691,087 7,909,331 $16,614,842

Inc(Dec) Percent -41% -13% -100% 5% 23% 1% 159% 25%

As can be seen above, the FY 2012-13 budget shows the following changes and trends in fund balances for the Town’s major funds: The Capital Projects Fund’s fund balance will increase due to $8.5M issuance for Westlake Academy facility expansion. This increase as well as the ongoing implementation of the (5) Year Capital Improvement Program (CIP) will bring the fund balance to $3.3M. The CIP is reviewed, updated, and approved each year by the Town Council. The FM 1938/ Davis Blvd. streetscape plan will begin in earnest this coming year and the final expenditures for the J. T. Ottinger and Dove Road improvements will wind down. We will also begin to implement the enhancement projects along SH 114/Hwy 170 during the 12-13 fiscal year and start reconstruction and drainage work on Dove Road east of FM 1938. The method for funding a second ground storage water tank for our water system is still under consideration. Because of that, it is budgeted in FY 12-13 to transfer, through an interfund loan, funds from the General Fund to the Utility Fund. The amount of $2M is scheduled to be re-paid over five year with a $400,000 annual payment. However, if we can work out the ability to issue bonds for this project, that would be the preferred method of financing this needed facility and an inter-fund loan from the General Fund to the Utility Fund will not be necessary. A transfer from the General Fund to the Major Maintenance and Replacement Fund will continue in this fiscal year, with transfers out of $550,000. The expenditures will be used for

TRANSMITTAL LETTER plant/building maintenance at the Academy, trail repair work, replacement of an existing vehicle, as well as technology upgrades. A portion of the remaining balance will be held for the future replacement of the ladder truck for the Fire Department in FY 2016-17. Internal Service funds show a 23% increase of $220,205, due to the transfer of funds into the two major maintenance and equipment replacement funds (Utility and General), to accumulate funds for various repair and replacement items. The net change to Fund balance for Westlake Academy is positive due, in part, to a $300 thousand contribution from the Westlake Academy Foundation which is intended to help with the negative impact of the reduction in State funding for public schools across Texas. Special Revenue funds project a 13% decrease in total fund balance in the amount of $164,923 by the end of FY 2012-13. This reduction is primarily due to the Visitors Association Fund (i.e. Hotel-Motel Occupancy Tax Fund), where debt service payments are budgeted to be transferred for the bond issue payment related to construction of the Westlake Academy Sam and Margaret Lee Arts & Sciences Center. As required by State law, the FY 2011-12 municipal budget has been prepared with the base assumption that the Town’s first priority is to have a balanced budget. Further, that it is a Town priority to fund and deliver basic, high quality, municipal services to our residents and businesses. Service levels are in alignment with residential feedback regarding priorities from our most recent Direction Finders (citizens’) survey results and the Town’s Strategic Issuesfocused Governance System (SIGS). In FY 2011-12 our previous strategic plan was redesigned into a comprehensive governance system and contains the Council-developed vision, mission and community value statements, an issues focused strategic plan, a strategy map, balanced score card, and financial allocations according to a program based budget. The goal is to increase our transparency with residents while providing the staff with clear directives and performance measures related to our comprehensive strategy map.

FY 2012-13 ADOPTED BUDGET IN A FIVE YEAR CONTEXT Evaluating the budget within a forecast context is important as it shows whether we are on the right road financially in FY 2012-13 with the theme of “Driving Service Excellence”. This excerpt from the updated Financial Forecast for the Town’s General Fund illustrates the trend for the next five years: ACTUAL

ESTIMATED

ADOPTED

FY 10-11

FY 11-12

FY 12-13

Beginning Fund Balance

$3,731,332

$3,323,861

Total Revenues/Transfers In

6,308,147

6,169,127

DESCRIPTION

FIVE

YEAR

PROJECTION

FY 13-14

FY 14-15

FY 15-16

FY 16-17

FY 17-18

$4,226,543

$2,498,044

$2,601,693

$2,265,899

$2,140,582

$2,111,025

5,518,605

6,049,681

6,183,870

6,321,468

6,462,566

6,607,255

GENERAL FUND SECTION

Total Expenditures/Transfers Out (6,715,618) (5,266,445) (7,247,103) (5,946,032) (6,519,664) (6,446,784) (6,492,123) (6,595,052) Net Total

$3,323,861

$4,226,543

$2,498,044

$2,601,693

$2,265,899

$2,140,582

$2,111,025

$2,123,228

Total Restricted Funds

406,464

254,295

248,025

252,986

258,045

263,206

268,470

273,840

$2,917,397 $3,972,248 $2,250,019 $2,348,708 $2,007,854 $1,877,376 262 308 182 159 134 124 Excerpt from Five Year Forecast (General Fund section only)

$1,842,554 119

$1,849,388 117

Ending Balance (projected) Operating Days

TRANSMITTAL LETTER AD VALOREM TAX ANALYSIS Ad valorem taxes account for 21% of General Fund revenue ($1,183,514 adopted for FY 2012-13) and 4% of our overall revenues. This will be the third year the Town has assessed a property tax. The ad valorem tax rate for the Town of Westlake is the lowest for municipalities in the immediate area. The ad valorem tax rate per $100 of assessed valuation will remain at $.15684 for FY 12-13. This is less than the effective tax rate of $.19326 that we could levy. As a reminder, the effective tax rate is the tax rate calculated by a complex formula to determine the tax rate that could be levied to raise exactly the same amount of revenue as in the preceding fiscal year. Our assessed valuation increased by 11.2% for FY 12-13. However, the portion of this assessed valuation that we can actually use to levy an ad valorem tax decreased by 8%. This was due largely to tax abatements on Fidelity II and Deloitte University. Fidelity is eligible to receive these abatements in FY12-13; however, they were not eligible in FY 11-12 because they did not meet their employment targets required in our economic development agreements with them. However, even with these abatements lowering the portion of our assessed valuation on which we can levy our property tax in FY 12-13, we are able to use a lower tax rate than the effective tax rate because of; (a) on-going revenue streams, and (b) one-time sales tax revenue in FY 2011-12 from the Deloitte University project, as well as other businesses located in Westlake. The ad valorem tax rate used in this adopted FY 2012-13 budget and compared to the prior year rate is as follows:

M&O I&S Total

FY 11-12 Adopted Tax Rate $0.138350 $0.018490 $0.156840

FY 12-13 Adopted Tax Rate $0.141970 $0.014870 $0.156840

Variance $0.003620 ($0.003620) $0.000000

More property tax revenues than anticipated were received in the prior year. By being able to use those remaining funds to service our bond payment on the street improvements, we are able to lower the I&S rate; therefore, increasing the M&O rate to keep our rate the same as FY 2011-12. The adopted FY 2012-13 tax rate of $0.15684 is 23% less than the effective rate we are allowed to use by law in FY 2011-12 of $0.19326 per $100 of the assessed valuation. Below is a table noting our prior year tax revenues as well as the adopted rate for FY 2012-13:

Fiscal Year

Net Taxable Value

Total Tax Rate

Total Tax Revenue

2013 adopted 2012 actual 2011 actual

$833,636,407 $913,119,313 $880,163,946

$0.156840 $0.156840 $0.160100

$1,307,483 $1,434,151 $1,257,246

TRANSMITTAL LETTER FY 2012-13 BUDGET THEME: “DRIVING SERVICE EXCELLENCE” Over the course of the last several years, we have incorporated a ‘theme’ into our budget document to help guide and focus our efforts on the critical issues facing us for the coming budget year. 

In FY 2009-10, the budget theme was “Critical Challenges, Critical Choices” as we initiated community-wide dialogue on how best to achieve our community’s vision for Westlake, ensure our quality of life, as well as begin the task of identifying our challenges as it related to our future financial sustainability.



In FY 2010-11, the budget theme was “Securing the Vision.” After a lengthy community dialogue and Council discussions, the Council took the important step to institute our first ad valorem property tax to stabilize our revenue stream and shift from a revenue source to fund Town services that relied almost solely on a general sales and use tax. The decision reversed the preceding trend of depleting the General Fund and allowed for much needed reinvestment in our infrastructure.



Decisions in FY10-11 led to the FY 2011-12 budget theme of “Investing in Our Future”. This was because assessment of a small property tax has given us the ability to invest in the improvement of roadways and other infrastructure projects that will provide tremendous benefits to our residents and businesses over the next several years. In addition to the Town funded capital projects plan, Staff has worked hard to identify and secure infrastructure funding through public/private and inter-local funding partnerships, along with grant funding, to minimize the impact to our tax rate and General Fund while providing highquality infrastructure. The results of the utilization of these non-Town resources to the benefit of Westlake can be seen in: 

Construction of FM 1938/Davis Blvd, a $15 million dollar project funded primarily by State and Federal dollars



Dove Road/Pearson Lane intersection improvements, a new north entrance to Westlake Academy, as well as the Dove and J. T. Ottinger Road upgrades funded primarily by a $4.6 million dollar development agreement with Hillwood Properties.



Landscaping of the medians on the soon to be completed FM 1938/Davis Blvd. project will be funded by a $670,000 Green Belt grant from TxDOT which helps us offset the associated costs for the streetscaping of this important north/south corridor.

The selection of any budget theme is intended to bring into focus how resources are recommended to be prioritized and used in order to take the next step in achieving or creating our vision, mission and community values for Westlake. Over the history of our Town, budgets have been prepared with an eye toward being fiscally conservative, while providing for the highest quality of customer service that our residential population has come to expect in Westlake. In that light, the FY 2012-13 theme of “Driving Service Excellence” focuses on providing resources that will improve our ability to deliver excellent customer service, something that is integral to maintaining Westlake’s quality of life and its status as a one-of-a-kind community. To achieve this focus of “Driving Service Excellence,” the adopted FY 2012-13 budget reflects three major areas of emphasis as follows:

TRANSMITTAL LETTER Investment in Service Delivery Sustainability 

$714,260

Strategic Plan Vision Points Impacted:  

We are Leaders Service Excellence

The following projects are allowable through prior/current funding, which was reserved through transfers to the General Maintenance & Replacement Fund (a fund established to continually set aside allocations for existing building refurbishment, as well as replacement of existing equipment/vehicles on an as needed basis). A portion of the reserve from the General Maintenance & Replacement Fund will fund the following in this fiscal year: Replacements/Repairs:  $ 49,000 - Fire Chief vehicle  $ 24,000 - Internally illuminated street signs on traffic signal poles  $ 21,250 - Fire hydrant repair and painting  $ 31,200 - Pump/motor repair/replacement at pump station Reserved for repairs/replacements/maintenance  $76,600 - Westlake Academy physical plant maintenance and building refurbishment  $ 10,000 - Trail repair work  $ 82,800 - HVAC at Westlake Academy, security system upgrades and refurbish classrooms  $ 31,500 - Technology upgrades Funds provided for future costs:  $ 276,100 towards replacement of our existing fire ladder truck in FY 2015-16 as well as on-going maintenance and replacement needs Additional funding allocated in the operating funds for the following:  $ 12,560 - Radio investment/communication (note: partially funded through the use of $4,000 from Court Security restricted fund)  $ 2,500 - Barricade /Cone replacement  $ 3,000 - Community ‘Code Red’ emergency notification system  $ 2,650 - Fire equipment repair and maintenance  $ 12,000 - Marketing / Advertising / Promotional material  $ 23,100 - Pump station landscaping replacement, GIS conversion costs, ROW maintenance and additional State mandated water testing  $ 56,000 - Records Management/Document Control System–Laser Fiche to provide for scanning and electronic retrieval capabilities of Town records (note: partially – funded through shared allocations, $28,000 from GF, $14,000 from VA, $14,000 from UF ($12,500 from the Court Technology restricted fund will offset the $28,000 GF allocation))

Investment in Core Service Delivery Quality 

$ 152,369

Strategic Plan Vision Point Impacted:  Service Excellence  $ 100,000 – Workforce Attraction and Retention: First year of a 2-year program to fund for market pay adjustments (includes employer benefit costs)  $ 16,425 – Maintenance of current payroll costs (health, property, vehicle, general liability)

TRANSMITTAL LETTER  $ 18,474 – Police Services: Cost increase in annual Keller Police services contract  $ 17,470 – Enhanced Professional Development Programs as well as increased funding for fuel and mileage adjustments  Addition of Part-Time Utility Billing Clerk: $-0- (Note: reduction in utility fund expenses and finance overtime will be used to offset this cost)

Investment in Infrastructure (Capital Improvement Plan)

$8,309,583

 Strategic Plan Vision Point Impacted:  Sense of Place  We are Leaders  Service Excellence    

$3,117,249 – Street, drainage, streetscape, and trail projects $1,350,000 – Westlake Academy Facility Expansion $2,000,000 – Water & sewer utility capital improvements $1,842,334 – Hillwood Properties’ remaining Dove/Ottinger Road improvements contribution

FY 2011-12: INVESTMENTS AND ACHIEVEMENTS

Over the past several months, we have accomplished many important milestones in pursuing our quest for Westlake to be a premiere place to live, work, and raise a family. These range from strategic-issues focused tasks to meeting various milestones, awards and recognitions, as follows: The Westlake Town Council received the award for “Council of the Year” from the Texas City Managers Association. This honor recognizes those governing bodies that have a demonstrated commitment to ethical service, put the welfare of the citizens above personal gain, function well as a governance unit, support staff professional development, and positively impact their community. The award nomination outlined the difficult ad valorem property tax decision, the continuing commitment to professional management and development, and the Westlake Town Council’s ability to work together in difficult situations. This is a great honor and recognition for your commitment to Westlake. Congratulations! Received the International City/County Managers Association Community Sustainability Program Excellence Award for Westlake Windows: Transparent Government in Focus (TGIF). The category recognizes those communities who have shown a commitment to “innovation, excellence, and success in balancing that community’s social, economic, environmental, and cultural needs”. (ICMA). We submitted the award with an emphasis on our communication efforts as it related to financial sustainability, transparency with capital improvement efforts, neighborhood meetings, Westlake e-Tube, website redevelopment, email newsletters, and other forms of community outreach programs. Completed the first full year of operations for our Communications & Community Affairs office. Additional notifications and a streamlining of our community outreach was completed through the use of electronic email “mini-newsletters” which have allowed us to provide Westlake residents with more timely and relevant Westlake-related material on a biweekly (or more often, if needed) basis. Our Communications Office also assisted in preparation of materials for Westlake Academy to enhance our faculty recruitment and prospective parent outreach. These materials included:

TRANSMITTAL LETTER   

Teacher recruitment brochures Marketing brochures Parent prospectus covering our school’s three (3) IB curriculums

The Town’s previous strategic planning document was restructured from a traditional format to a comprehensive governance system which we call the Strategic Issues-focused Governance System (SIGS). The system follows a Balanced Scorecard format with a fourtiered strategy map, an issues-focused set of staff action items, outcome strategies that align with our community value statements and a program based budget allocation. Continued implementation of the Town Council’s approved Five (5) Year Capital Improvement Plan (CIP). The public / private partnership between Hillwood Properties and the Town for Dove Road improvements will be finalized by mid-August. The Stagecoach Hills roadwork project is also now nearing completion, marking the end of a 3 year program to upgrade that subdivisions drainage, water distribution, and street systems. Construction on the State’s $15 Million Phase 1 FM 1938 (Davis Blvd.) project will likely be finished in the 11-12 fiscal year. We have opened two initial north / south lanes of traffic to facilitate mobility, and expect the final completion this fall. Once road construction crews leave the area, Staff will begin working on the Town Council-approved streetscaping plan (contained in our CIP) to help identify this new and significant entry point and corridor for our community. The Town continued to receive recognition for the transparency and high quality of its financial reporting by:  receiving the Certificate of Achievement for Excellence in Financial Reporting, as well as the Distinguished Budget Presentation Award from the Governmental Finance Officers Association (GFOA) in FY 2011-12. This marks the 5th year in a row that we have received this honor for our municipal budget and the 3rd year for our educational services budget.  receiving recognition from the Association of School Business Officials International as a recipient of the International Award for Budget Excellence for the past three years.  completing the Comprehensive Annual Financial Report (CAFR), also known as the annual audit which has also been recognized through GFOA for the last five years. The Finance Department also created the Town’s first Popular Annual Financial Report (PAFR) converting much of the budget document into an easy-to-read format for our residents. The goal is to encourage resident awareness as it relates to Town finances through the condensed version of the budget. The report provides an “overview of our financial position and policies, and conveys our commitment to delivering responsive services and programs in a fiscally responsible manner.” (PAFR document). Invested significant time and effort in pursuing development of a facility plan for Westlake Academy, a process that is still underway. Deloitte University opened for full operation in October 2011 and has been an overwhelming success. While being built, it was the largest ($300 million) private construction project in Texas. It serves as Deloitte’s state-of-the art national and international learning center for its employees bringing Deloitte employees to Westlake from all over the world.

TRANSMITTAL LETTER What began as retail construction in FY10-11 came to fruition in FY11-12 with the opening of the new Quik Trip convenience store and the Centennial Fine Wine and Spirits store. This is Westlake’s first retail development outside of Solana. It is located along the Town’s western boundary at the northwest corner of SH170 and SH377 and has already had a positive impact on our sales and use tax collection rates. In FY11-12 the Town neared completion of the implementation of a development agreement with Hillwood Properties whereby, as a part of commitments Hillwood had for development of Deloitte University, they invested $4.6 million in street improvements on Westlake’s major roadways- Dove Road and JT Ottinger Road. Westlake was recognized again by Forbes Magazine as one of the wealthiest communities in the United States, with a median household income of $250,000. Our community shared this spotlight with Chevy Chase, MD, a city of twice our population size. The article mentioned Westlake’s small town feel, limited population, and also touched on many of our high-profile residents. Westlake’s Historic Preservation Society implemented their historic markers program with the first marker being located at the former Buck King homestead at Aspen and Pearson Lanes. The Society also held their first classic car show which was a major success both in terms of collector participation and attendance. The Town’s open enrollment charter school, Westlake Academy, finished its ninth year of operations with another strong showing of academic and extra-curricular results by our students. This year’s graduating class had an overall 89% success rate in obtaining the prestigious International Baccalaureate Diploma and the 28 graduates were offered collectively over $3.5 million in scholarships and grants. The Academy’s enrollment continues to grow with a preliminary number of 675 students enrolled for 2012-13 School Year. Westlake Academy was also ranked among the best high schools in America. U.S. News & World Report ranked the school as 37th in the nation, 5th in Texas and 6th in national charter schools. They further designated the Academy as a Gold Medal recipient. Newsweek listed the school as the 18th best high school in the United States and the Washington Post shows them as 36th out of 1,800 schools across the nation.

FY 2012-13 BUDGET PREPARATION METHODOLOGY Certain assumptions, parameters, and approaches were utilized as the FY 2012-13 budget document was prepared consistent with our overall Town philosophy of operating our community with a focus on fiscal responsibility. These include; readily identifying and tracking cost increases as they relate to maintaining or increasing service levels, identifying the use of fund balances and inter-fund transfers, delineating the amount for employee compensation increases, and clearly explaining the conservative approach used for revenue estimating. Also, the Town Council’s financial policies (contained in the appendix of the budget), were followed in preparation of the numbers. Highlights of these approaches and parameters are: Maintained minimum fund balances to exceed Town Council policy requirements (90 day fund balance)

TRANSMITTAL LETTER Conservative revenue estimating that identified one-time and on-going revenues. With a focus on “drill down” analysis to determine our actual on-going sales tax revenue stream on an annual basis. Estimated expenditures for current levels of service in FY 2012-13 were achieved by: a) Adjusting for actual spending in FY 2011-12 b) Deducting one-time FY 2011-12 expenditures to create the adopted base budget for the coming fiscal year. Any anticipated cost increases, due to inflation or program cost escalations, were identified and separated from the current base budget in the form of “service level adjustments” (SLA’s). Allocating resources to begin a two year process to move municipal employees to a market competitive position in terms of their compensation that mirrors our policy and practice in that regard for Westlake Academy faculty, (i.e. target being within 3% of the median of the market for our various municipal positions). This approach, recommended to be set by Council policy, has served our school well and Staff in turn recommends we utilize the same approach for the remainder of the organization, (i.e. target being within 3% of the market median for municipal employees as well). Most of our municipal positions are far below market in terms of compensation, even when taking into account the combined nature of many of our municipal positions (that they wear multiple “hats” in the execution of their job duties). This gives us the opportunity to not only invest in this important organizational investment and resource, but to address it in a way that reasonably assures we are market competitive and can attract and retain employees within reasonable economic boundaries. There would be no performance pay budgeted for FY 12-13 since Staff is recommending addressing our pay market deficiencies over the next 2 fiscal years. All costs for base budgets, as well as service level adjustments due to cost increases/inflation, were “scrubbed” through review and analysis by the Town Manager and Finance Director. Programs of service were analyzed during budget review sessions with the Leadership Team. This helps ensures maximum efficiency, effectiveness, and utilization of our financial resources. The sustainability of the funding request, as well as the economy realities we currently face, are a primary concern during any review process.

GOVERNING AND MANAGING FOR OUTCOMES As our organization has developed, we have created a framework through the progression from a traditional strategic plan to a comprehensive governance system that is outcome focused. The end result is to create a high performing team that is focused on the overall goals and objectives established by the Council, customer service, program provision, financial stewardship and organizational and personal development. This team focus, along with the governance system, makes Westlake a truly unique community that produces top-notch results with a small staff while maximizing the use of public funds for our Town. Further, the framework links together these critical governance and management decision making tools called “Governing and Managing for Outcomes” which is designed to integrate: Vision driven strategic planning, strategy mapping, and outcome based performance indicators Ten (10) year financial forecasting, budgeting, and performance measurement linked to strategic priorities, objectives, and outcomes to ensure a long term approach that provides financial sustainability

TRANSMITTAL LETTER Aligning resources to prioritized outcomes Reporting to monitor progress in outcome achievement and accountability for results Utilizing citizen surveys to gauge service satisfaction levels with Town services and resident willingness to pay for those services Maintaining core services Funding and implementing a Five (5) Year Capital Improvement Plan The adopted budget delineates the next twelve months of the Town’s financial future and identifies the important projects and programs within our community. We will continue to focus on infrastructure development, community engagement, high-quality service provision and further develop the component of driving service excellence through our staff and program of services. All of these tasks are centered on the vision, values and missions statements the Council has identified as critical to our success.

CLOSING THOUGHTS FOR FY 2012-13 As with all transmittal letters, this one is a little different than those from the previous few years. While we clearly understand the nation as a whole continues to try and recover from the economic downturn, the Town remains committed to budgeting and forecasting projections based on a fiscally conservative formula. We have accomplished many great things this past year through our use of partnerships and inventive strategies to govern our community. We have begun the process of reinvesting in our infrastructure and will continue to do so over the next several years – paying special attention to unique cost sharing opportunities, both public and private. Our overall goal is to provide our residents with a living experience that is second-to-none. The Town staff is aware that the Town of Westlake does not create wealth, but instead, is entrusted with public dollars collected on behalf of our citizens. We are stewards who are fully vested in the success of the Town of Westlake and Westlake Academy. We exist as a municipal corporation for one reason and one reason only: to prioritize and deliver the best services possible with the resources provided to achieve an exceptional quality of life. This is a challenge the Staff takes very seriously, one that we pursue with vigor every day. High commendation is due to the Leadership Team for their work on this budget. Additional recognition and thanks are due to Director of Finance Debbie Piper, and Finance Assistant Jaymi Ford, for their efforts in assembling this budget document. It takes long hours to make this not only a financial document, but a policy document that is easy for our citizens to read and understand. I appreciate their dedication and the effort they have invested in this process. Finally, on behalf of myself and the entire Town Staff, I would like to extend thanks and appreciation to the Westlake Town Council. Your countless volunteer hours, invested in governing Westlake to make it the best community we can be, is critical for our success. This year, all of your hard work and dedication was validated by receiving the “Council of the Year” award. An honor that I know you will cherish, as it represents all the hard decisions, long debates, and many hours you put in each month, through your service as ambassadors for, and Council members of, the Town of Westlake! Sincerely yours,

Thomas E. Brymer Town Manager/Superintendent Westlake Academy

TRANSMITTAL LETTER VI S IO N S T AT EM E NT Westlake is an oasis of tranquility and natural beauty amidst an ever expanding urban landscape. VI S IO N PO I NT S ~ SENSE OF PLACE ~ Distinctive neighborhoods, architecturally vibrant corporate campuses, grazing longhorns, soaring red-tailed hawks, meandering roads and trails, lined with natural stone and native oaks.  ~ LEADERSHIP ~ A premiere place to live, leadership in public education, corporate and governmental partnerships, and high development standards.  ~ CARING COMMUNITY ~ Informed residents, small town charm and values, historical preservation.  ~ EXEMPLARY GOVERNANCE ~ Town officials, both elected and appointed, exhibit respect, stewardship, vision, and transparency.  ~ SERVICE EXCELLENCE ~ Public service that is responsive and professional, while balancing efficiency, effectiveness and financial stewardship.  COMM U N IT Y V AL U ES Innovation Educational Leaders Family Friendly and Welcoming Engaged Citizens Preservation of Our Natural Beauty Strong Aesthetic Standards Transparent Government Fiscal Responsibility

MI SS IO N ST AT EM E NT “On behalf of the citizens, the mission of the Town of Westlake is to be a one-of-a-kind community that blends our rural atmosphere with our vibrant culture and metropolitan location.”

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TRANSMITTAL LETTER

BUDGET OVERVIEW & FRAMEWORK This section attempts to help explain the meaning behind the numbers which are presented in this budget document. It gives perspective to the Townâ&#x20AC;&#x2122;s budgeting process, basis of budgeting and accounting, how the budget is amended and the fund accounting system.

BUDGET OVERVIEW AND FRAMEWORK The Town of Westlake’s 2013 fiscal year begins on October 1, 2012 and ends September 30, 2013. It provides the framework to implement the Town’s vision, mission and value statements as set out by the Town Council. The Town’s annual budget is prepared in the context of a five (5) year financial forecast. The proposed budget is submitted to the Council approximately thirty to forty-five days before the beginning of the fiscal year for their consideration. The Town’s budget is allocated by fund. It is designed to provide a clear picture of proposed Town spending, allocation of financial resources, and priorities as well as how they are set to carry out the policy direction of the Council. In addition to a fund format, the budget is the beginning of efforts to show the allocation of the Town’s resources in concert with the Town’s strategic planning efforts. A “bottom-up” approach is used to solicit input from the staff Leadership Team as to their operations’ needs with an emphasis on:    

Identifying costs to provide the current level of services. Identifies additional cost increases needed to maintain the current level of service. Additional resources necessary to provide new or increased levels of service. Delineating changes in fund balance levels for each fund.

The Town of Westlake staff is pleased to present the 2012-13 annual operating budget, which is the product of many hours of preparation as well as a response to ever-changing internal and external influences. As in previous years, efforts have been made to control expenditures while continuing to deliver an excellent level of service to our citizens. Concentrated efforts have been made to produce a document that clearly illustrates the uses of Town resources in a format that may be utilized as a resource tool by the Town Council, Town staff, and the citizens of Westlake. Our budget preparation process continues to be refined on an annual basis, operating within clearly defined budget preparation guidelines. The following procedures, which are guided by generally accepted budgeting practices, has been established: 1.

The annual operating budget presents appropriations of expenditures and estimates of revenues for all local government funds. These revenues include sales and use taxes, ad valorem property tax, citation revenue, franchise taxes, mixed beverage taxes, license and permit fees, development fees, sales of printed material, interest income, water and sewer utility revenue, duct bank leases, and miscellaneous revenues.

The annual operating budget illustrates expenditures, anticipated revenues, and the estimated impact on reserves.

Budgets for each department are broken down into specific cost components, including payroll/salaries, payroll related & benefits, supplies, services, insurance, repair & maintenance, rent & utilities, economic development incentives, and capital outlay.

Revenue projections are prepared for each revenue source based on an analysis of historical revenue trends and current fiscal conditions.

The budget process includes a multi-year projection of all required capital improvements.

BUDGET OVERVIEW AND FRAMEWORK 6.

Goals and objectives have been developed for each department and are incorporated into the evaluation of employees and performance of the organization.

A budget message summarizing local financial conditions and principal budget issues is presented to the governing council along with the annual budget.

The layout and organization of the budget is designed to help the reader locate both financial and non-financial information in a timely fashion. The General Fund is divided into twelve departments. Each department has the following information included:  Description of the fund and it’s program’s trends, goals, highlights, measures and Vision Point Strategic Plan Impacts  Summary of Employee Staffing and Expenditures  Program budgeting for the Department The Fund Sections are broken down between General Fund, Westlake Academy Fund, Special Revenue Funds, Debt Service Fund, Enterprise Funds, Internal Service Funds, and Capital Projects Fund. Each Fund contains the following information:  “Fund Overview” describing the function of the fund and explaining the variances between the revenues and expenditures of FY 2011-12 and FY 2012-13  “Program Summary” of revenues and expenditures. Also included are sections detailing the Capital Improvement Plan and Long-Term Planning. The final two components include a Community Profile and an Appendix section. The Community Profile contains historical and current information regarding the Town of Westlake. The appendices section consists of a Glossary of Budget Terms, the Town’s Fiscal and Budgetary Policy, Investment Policy, Strategic Plan and the Town ordinance related to the adoption of the budget (after adoption). The budget contains financial data spanning two fiscal years. The current budget year ending September 30, 2012 is presented in its original adopted form, as well as an amended estimate. Actual totals for the fiscal year ending September 30, 2011 are also presented for comparison.

BASIS OF ACCOUNTING/BUDGETING The accounts of the Town are organized on the basis of funds, each of which is considered to be a separate accounting entity. All governmental fund types are budgeted and accounted for on a Generally Accepted Accounting Practice (GAAP) basis for financial statement presentations. The Governmental Fund types use a financial resources measurement focus and utilize the modified accrual basis for accounting and budgeting. Under the modified accrual basis of accounting, revenues are recorded when susceptible to accrual, meaning that it is measurable and available. Available revenues are defined as those funds that are collectable within the current period, or collectable within a timeframe to pay liabilities of the current period. Expenditures generally represent a decrease in net financial resources and are recorded when a measurable fund liability is incurred. In some instances, such as the incurrence of long-term debt, expenditures related to interest on the debt is recorded in the period that it is due.

BUDGET OVERVIEW AND FRAMEWORK The Proprietary Fund types are accounted and budgeted for on a cost of services, or “Capital Maintenance” measurement focus using the accrual basis of accounting. Under the accrual basis of accounting, revenues are recognized when earned and expenses are recognized when incurred. For purposes of this budget presentation, depreciation is not displayed and capital expenditures and bond principal payments are shown as uses of funds.

Governmental Fund Types Governmental fund types are those through which most governmental functions of the Town are financed. The acquisition, use, and balances of the Town’s expendable financial resources and the related liabilities (except those accounted for in the Proprietary and Fiduciary Fund types) are accounted for through Governmental Fund types. Descriptions of each fund contained in the Town’s budget are as follows: 1.

The General Fund is the general operating fund of the Town. It is used to account for all Town revenues and expenditures except those required to be accounted for in other funds. Major functions financed by the General Fund include Finance, Administration, Building & Code Compliance, Fire/EMS, Public Works, Facilities and Grounds Maintenance, Human Resources, Parks and Recreation, Information Technology, and Engineering. Sources of revenue include sales and use taxes, development fees and permits, court revenue, and franchise taxes. The former Westlake Property Tax Reduction Sales Tax Fund received its funding from a ½ cent sales tax levy that was previously earmarked for the 4A Economic Development Corporation. The purpose of this fund was to reduce local property tax rates throughout Texas by providing cities with an additional unrestricted revenue source. These funds may be used for general Town expenditures, capital projects, or debt service. This fund was closed at FY 2010-2011 year end and revenues are now being recorded in the General Fund.

The Westlake Academy Fund incorporates all funds related to the Academy encompassing all operations and maintenance related to the school as well as State public school funding, Federal and state grants, and private donations used to support the daily school operations of the Academy.

Westlake’s Visitors Association Fund receives its primary funding from a 7% hotel occupancy tax adopted by the Town of Westlake in FY 1999-2000. Proceeds from the hotel occupancy tax are required to be used in accordance with statutory parameters including the promotion of travel and tourism in the Town of Westlake.

The Economic Development Fund was set up to maintain all receipts and disbursements of agreements between the Town and various corporations for economic development. There was confusion regarding the additional revenues being recorded in the General Fund and offset by expenditures. These balances offset to zero but skewed the analysis of each. The Town is hoping this fund will create more transparency to the public regarding these receipts and payments.

The 4B Economic Development Corporation Fund is a local option established under the Texas local government code. 4B funds are generated from a ½ cent sales tax levy and proceeds are used for debt service.

BUDGET OVERVIEW AND FRAMEWORK 6.

The Lone Star Public Facilities Corporation was founded in 1996 and was designed “to provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing and placement in service of public facilities in an orderly, planned manner and at the lowest possible borrowing costs.” The ideas was to “acquire, through the issuance of installment sale obligations, office buildings located within the State of Texas but outside the boundaries of Westlake, whose tenants will be limited to those entities which are qualifying tenants under applicable federal income tax law so that the interest payable with respect to the installment sale obligations will be exempt from federal income taxation.” There has been no activity in the fund for several years.

The Debt Service Fund is established to account for, and the payment of, general long-term debt principal and interest. This fund provides a clearer accounting of ongoing debt obligations compared to operating budgets. The Debt Service Fund is used to make scheduled payments for all bond issues associated with the building of the Civic Campus as well as a partial refunding of the 2002 series and various street/trail projects.

The Capital Projects Fund tracks the infrastructure and building projects (other than those financed by proprietary fund types), funded with general operating transfers, intergovernmental revenue, bond funds and other special funding methods. Capital expenditures are clearly identified by their respective funding sources, and projects are shown in a clear, concise format.

Proprietary Fund Types Proprietary fund types operate in a manner similar to private business utilizing an accrual basis of accounting.

Enterprise Funds Account for operations of governmental facilities operated in a manner similar to commercial enterprises where the intent is to recover, in whole or in part, the costs and expenses of providing goods and services to the public. Revenues are typically generated through usage fees based on individual demands of each customer. Enterprise funds may be used when the governing body has determined that periodic determination of revenue earned, expenses incurred, and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. 1.

The Cemetery Fund includes all operations associated with the 5.5 acre cemetery located on J.T. Ottinger Road which was acquired during the year ended September 2008.

The Utility Fund accounts for water, wastewater and telecommunications conveyance (duct bank) services for the residents of the Town. All activities necessary to provide such services are accounted for in the Fund, including administration, operations, maintenance, financing and related debt service, and billing and collection. Additionally, the Town collects monthly solid collection fees in this fund which are paid to the Town’s solid waste franchisee.

BUDGET OVERVIEW AND FRAMEWORK Internal Service Funds Accounts for services and/or commodities furnished by a designated program to other programs within the Town. Funds include the following: 1.

The General Maintenance & Replacement Fund (GMR) is an account to offset the future costs of repair and/or replacement of large capital assets due to age and use. Contributions from the Town’s General Fund are transferred on an annual basis; resulting in a cash balance which mitigates the cash flow impact of large maintenance and capital replacement costs.

The Utility Maintenance & Replacement Fund (UMR) is an account to offset the future costs of repair and/or replacement of large capital assets due to age and use. Contributions from the Town’s Utility Fund are transferred on an annual basis; resulting in a cash balance which mitigates the cash flow impact of large maintenance and capital replacement costs.

Public Works

Facilities Maintenance

Finance

Parks and Recreation

Information Technology

21 22 23

General Fund



4B Economic Development



Visitors Association



Cemetery Fund



Lone Star Public Facilities



Debt Service



Utility Fund



Utility Maintenance & Replacement



General Maintenance & Replacement Capital Projects Westlake Academy



Police Services

Municipal Court

Communications

Emergency Services

FUND NAME

Human Resources

Town Secretary

10 11

General Services

Planning and Development

Administration

RELATIONSHIP BETWEEN FUNDS AND DEPARTMENTS



BUDGET OVERVIEW AND FRAMEWORK THE BUDGET PROCESS The Town Manager submits the budget to the Town Council. The Town’s fiscal year begins each year on October 1st and ends on September 30th of the following calendar year. Prior to the beginning of the fiscal year, the Town Manager must submit a proposed budget, which includes:  A budget message  A consolidation statement of anticipated revenues and proposed expenditures for all funds  General fund resources in detail  Special fund resources in detail  A summary of proposed expenditures by department and activity  Detailed estimates of expenditures shown separately to support the proposed expenditure  A description of all bond issues outstanding  A schedule of the principal and interest payments of each bond issue The proposed revenues and expenditures must be compared to prior year revenues and expenditures. The budget preparation process begins early in the calendar year with the establishment of overall town goals, objectives, and analysis of current year operations compared to expenditures. Budget policies and procedures are reviewed at the same time to reduce errors and omissions. In May, the Finance Department prepares such items as budget forms and instructions for estimating revenues and expenditures. Department heads submit proposed baseline expenditures for current service levels and any additional one-time or on-going request they may have for their department. A round-table meeting is subsequently held with the Town Manager, the finance staff and each department head for review. After all funding levels are established and agreed upon; the proposed budget is presented by the Town Manager to the Town Council. A public hearing on the budget is conducted in accordance with state and local law. This meeting is held after the Council has reviewed the budget during a workshop. The Town Council approves a level of expenditure (or appropriation) for each fund to go into effect on October 1st, prior to the expenditure of any Town funds for that budget year.

BUDGET AMENDMENT PROCESS The Town Manager may request that the current year budget be amended. In this process, the Town Manager will review the documentation and draft an ordinance to formally amend the current budget. This ordinance is presented to the Town Council for consideration. Following the consideration of the proposed amendment, the Town Council will vote on the amendment ordinance. If the amendment is approved, the necessary budget changes are then made. All budget amendments will be approved by the Town Council prior to the expenditure of funds in excess of the previously authorized budgeted amounts within each fund.

BUDGET OVERVIEW AND FRAMEWORK FINANCIAL POLICIES The Town of Westlake is committed to financial management through integrity, prudent stewardship, planning, accountability, full disclosure and communication. The broad purpose of the Fiscal and Budgetary Policy is to enable the Town to achieve and maintain a long-term stable financial position and provide guidelines for the day-to-day planning and operations of the Town’s financial affairs. The Town Council annually reviews and approves these policies as part of the budget preparation process. A copy of these Policies can be found in the “Appendix” section of this budget.

FY 12/13 BUDGET CALENDAR MAR

* * * *

ORIENTATION AND OVERVIEW OF 2012-13 BUDGET PROCESS FIVE YEAR PROJECTION SPREADSHEETS DISTRIBUTED FOR INPUT FORMS FOR CAPITAL PROJECTS AND MAJOR MAINTENANCE AVAILABLE REVIEW OF CALENDAR AND PROCESSES WITH COUNCIL

APR

* * * * *

YEAR-END ESTIMATE SPREADSHEETS DISTRIBUTED FOR 11/12 AMENDMENTS FINANCE AMENDS FY 11/12 BUDGET - BECOMES BASE FY 12/13 DEPARTMENTS ACCESS BUDGET TO REMOVE ONE TIME REVENUES AND EXPENDITURES OPERATING BASELINE BUDGET AVAILABLE FOR EDITING SERVICE LEVEL ADJUSTMENT FORMS AVAILABLE ON SHARED DRIVE

MAY

* DETAIL REVIEW BY FINANCE DEPARTMENT * GOALS AND OBJECTIVES AVAILABLE FOR EDITING ON SHARED DRIVE * TOWN MANAGER AND FINANCE BEGIN REVIEWS WITH DEPARTMENTS

JUN

* BUDGET MODULE OPEN FOR CHANGES TO BUDGETS PER REVIEWS * PRESENTATION OF 5-YEAR FORECAST

JUL

* PREPARATION FOR BUDGET RETREAT * PREPARATION OF POWER POINT

AUG

* * * * *

SEP

* PUBLISH NOTICE OF PUBLIC HEARING ON BUDGET * PUBLIC HEARING ON BUDGET * ADOPTION OF FY12/13 OPERATING BUDGET

OCT

* FISCAL YEAR 2012-2013 BEGINS

BUDGET RETREAT PUBLISH NOTICE REGARDING CONSIDERATION OF PROPERTY TAX BUDGET WORKSHOP NOTICE FOR PUBLIC HEARINGS POSTED IN NEWSPAPER PRESENT PROPOSED FY12/13 MUNICIPAL BUDGET TO COUNCIL

BUDGET OVERVIEW AND FRAMEWORK EFFECT OF PLANNING PROCESSES ON THE OPERATING BUDGET The Town of Westlake utilizes several planning processes that affect the development of the operating budget. Effective planning processes assist the Town in assessing the financial implications of current and proposed policies, programs, and assumptions. An effective plan illustrates the likely outcomes of particular courses of actions. Type Of Planning Process Five-year operating plan to facilitate financial planning

Description Of Planning Process Forecast of revenues, expenditures, service levels and staffing needs

Budget Impact Allows for reallocation of resources

Facilities Capital Maintenance

Five-year plan by facility and maintenance activity or project

The prioritization of departmental requests for projects along with known maintenance requirements

Stability of General fund appropriations

Parks Capital Maintenance

Five-year plan by facility, maintenance activity or project

Identifies, prioritizes and schedules improvements to parks, medians and grounds

Stability of General fund appropriations

Street Maintenance

Five-year plan to maintain and improve roadways, sidewalks, curbs and gutters

Inspection, prioritization and scheduling of surface repair and preventive maintenance of streets

Stability of General fund appropriations

Vehicle and Equipment Replacement

Five-year plan of scheduled vehicle and heavy equipment replacement

Development of replacement intervals based on equipment age, usage, and lifetime repair costs

Timing and sizing of debt issues and payments

Computer Replacement

Plan for the replacement of computers and other technology items

Development of replacement intervals based on equipment age, usage, and lifetime repair costs

Stability of General fund appropriations

Capital Improvements Plan

Five-year plan of major infrastructure development and improvements

Council identification of projects; prioritizing; costing; timing; financing and project management

Predictable funding levels, debt service planning

Name General Government LongRange Financial Forecast

BUDGET OVERVIEW AND FRAMEWORK SHORT-TERM INITIATIVES FOR THE UPCOMING YEAR This budget reflects the Town’s response to changes in the environment in which it operates and of the key initiatives that guided its development. These initiatives reflect the choices for the fiscal year and are consistent with the Town’s long-term policies.

Investment in Core Service Delivery Begin the implementation of a two-year program to fund for market pay adjustments

Continued emphasis on long-range financial planning Contained in this budget is an updated 5 year Long-Range Financial Forecast which identifies key revenue and expenditure drivers while assessing historical financial trends and their potential impact upon the Town’s financial stability. The Finance Department continues to produce a quarterly financial report for Town Council that monitors and analyzes trends in the General, Visitors Association, and Utility Enterprise funds. The report serves as a tool to assist in developing a proactive, rather than reactive approach to changing financial trends.

Continue to enhance tourism by promoting Westlake as a “destination” To help facilitate movement throughout the Town, and to draw hotel visitors and other guests, this budget continues funding of the Marriott Shuttle, a transportation system between DFW Airport and The Westlake Marriott hotel. The passenger buses operate limited hours and transport hotel guests and other passengers to Westlake and other destinations during their stay. We will also continue to work with the Marriott management with the Group Business Incentive Program.

Maintain a healthy General Fund balance The FY13 ending General Fund balance is projected to equal 182 operating days of expenditures, and exceeds the policy requirement of 90 operating days.

FINANCIAL ANALYSIS ALL FUNDS This section gives the reader of this budget document an analysis of the amounts between the adopted budget for FY 2011/2012 and the estimated budget for the same year, as well as the variance explanations between the FY 2011/2012 estimated budget and the FY 2012/2013 adopted. Also several different tables are presented of all fund revenues, expenditures and fund balance amounts.

THREE YEAR ANALYSIS COMPARISON REVENUES, EXPENDITURES, FUND BALANCE ALL SOURCES FISCAL YEAR 2012/2013 Revision 6 Description

General Sales Tax Property Tax Beverage Tax Franchise Fees Permits & Fees Fines & Forfeits Investment Earnings Misc Income Charge for Services Hotel Tax Revenues Total Revenues Transfers In Other Sources Contributions Total Other Sources WA-Revenues WA-Other Sources Westlake Academy

FY 10/11 Actual

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

FY 11/12 Estimated

4,609,625 1,257,246 19,721 586,836 530,645 605,705 53,883 260,684 3,140,125 527,261 11,591,731 7,100,267 2,152,000 175,000 9,427,267 4,977,309 659,704 5,637,013

5% 0% 2% 2% 2% 0% 1% 12% 2% 43% 27% 8% 1% 35% 19% 2% 21%

Total Revenues and 19 $ 26,656,012 Other Sources

Payroll Salaries Payroll Related Total Payroll Debt ED Incentives Insurance Maintenance Rent & Utilities Service Supplies Water Purchases Total Expenditures Transfers Out Other Uses Total Other Uses Capital Outlay Capital Projects Total Capital WA - Expenditures WA-Other Uses Westlake Academy

20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40

1,832,157 565,657 2,397,814 2,277,551 706,391 29,725 234,089 420,260 1,827,168 142,811 1,015,869 6,653,863 7,100,267 0 7,100,267 126,326 1,220,101 1,346,428 4,884,985 603,000 5,487,985

Total Expenditures 41 $ 22,986,357 and Other Uses

3,800,000 1,434,151 32,750 664,925 476,150 640,000 42,715 180,013 2,662,001 535,000 10,467,705 2,166,830 0 725,000 2,891,830 5,782,921 104,844 5,887,765

17%

1,997,629 630,988 2,628,617 1,826,566 240,758 27,800 269,959 399,149 2,534,448 164,248 1,110,600 6,573,528 2,166,830 0 2,166,830 210,700 2,502,858 2,713,558 5,947,146 174,271 6,121,417

2% 10% 10% 3% 0% 1% 2% 8% 1% 4% 29% 31% 0% 31% 1% 5% 6% 21% 3% 24%

3,560,000 1,307,483 32,750 664,925 476,150 560,000 39,965 159,361 2,713,085 540,350 10,054,068 4,144,760 8,500,000 816,500 13,461,260 5,839,434 44,823 5,884,257

20% 7% 0% 3% 2% 3% 0% 1% 14% 3% 54% 11% 0% 4% 15% 30% 1% 31%

$ 19,247,300

FY 10/11 change Amount

FY 12/13 Adopted

2,056,805 625,139 2,681,944 1,834,266 215,758 29,776 259,047 416,739 2,306,191 164,669 1,110,600 6,337,046 4,144,760 0 4,144,760 38,700 7,010,790 7,049,490 5,818,816 57,663 5,876,479

10% 3% 13% 9% 1% 0% 1% 2% 13% 1% 5% 33% 11% 0% 11% 1% 12% 13% 29% 1% 30%

-18% 14% 66% 13% -10% 6% -21% -31% -15% 1% -10% -69% -100% 314% -69% 0% 0% 0%

$ (7,408,712)

-28%

165,472 65,331 230,803 (450,985) (465,632) (1,925) 35,870 (21,111) 707,280 21,437 94,731 (80,336) (4,933,437) 0 (4,933,437) 84,374 1,282,756 1,367,130 1,062,161 (428,729) 633,432

9% 12% 10% -20% -66% -6% 15% -5% 39% 15% 9% -1% -69% 0% -69% 67% 105% 102% 0% 0% 0%

4% 0% 2% 2% 2% 0% 1% 9% 2% 34% 14% 29% 3% 46% 20% 0% 20%

8% 2% 10% 7% 1% 0% 1% 2% 9% 1% 4% 24% 16% 0% 16% 0% 27% 27% 22% 0% 23%

FY 12/13 change Amount

change Percent

(809,625) 176,905 13,029 78,089 (54,495) 34,295 (11,168) (80,671) (478,124) 7,739 (1,124,026) (4,933,437) (2,152,000) 550,000 (6,535,437) 805,612 (554,860) 250,752

12%

$ 29,399,586

vs FY 11/12

(240,000) (126,668) 0 0 0 (80,000) (2,750) (20,652) 51,084 5,350 (413,637) 1,977,930 8,500,000 91,500 10,569,430 56,513 (60,021) (3,508) $ 10,152,286

59,176 (5,849) 53,327 7,701 (25,000) 1,976 (10,912) 17,590 (228,257) 421 0 (236,481) 1,977,930 0 1,977,930 (172,000) 4,507,933 4,335,933 (128,330) (116,608) (244,938)

vs FY 11/12

change Percent

-6% -9% 0% 0% 0% -13% -6% -11% 2% 1% -4% 91% 0% 13% 365% 1% -57% 0% 53%

3% -1% 2% 0% -10% 7% -4% 4% -9% 0% 0% -4% 91% 0% 91% -82% 180% 160% -2% -67% -4%

$ 20,203,949

$ 26,089,720

$ (2,782,408)

-12%

$ 5,885,770

29%

$ (4,626,304)

-126%

$ 4,266,515

-446%

Excess Revenues Over 42 $ (Under) Expenditures

3,669,655

(956,649)

3,309,866

Beginning Fund Balance 43 $ 10,591,970

$ 14,261,625

$ 13,304,976

Ending Fund Balance

$ 13,304,976

$ 16,614,842

44 $ 14,261,625

3,669,655 (956,648)

35%

(956,648)

-7%

$ 3,309,866

-7% 25%

ADOPTED FUND BALANCES ALL SOURCES - VARIANCE REPORT FISCAL YEAR 2012/2013 Fund Name

FY2013 Projected Beginning Fund Balance

Total Revenues and Other Sources

Total Expenditures and Other Uses

FY2013 Projected Ending Fund Balance

Percent per Fund

FY2012 vs FY2013 increase (decrease) Amount

Percent

General Fund

4,226,543

5,518,605

7,247,103

2,498,044

15%

(1,728,499)

-41%

4B Economic Development

237,847

890,500

920,230

208,117

(29,730)

-12%

Economic Development

215,758

Lone Star

13,576

13,621

Visitors Association

997,319

561,900

697,138

862,081

(135,238)

-14%

Debt Service

29,796

1,586,452

1,616,248

(29,796)

-100%

Cemetery Fund

148,638

5,575

5,400

148,813

175

Utility Fund

2,970,299

4,807,119

4,662,444

3,114,974

19%

144,675

Utility Maintenance

92,840

50,125

52,450

90,515

General Maintenance

855,729

551,750

329,220

1,078,259

222,530

26%

Westlake Academy

683,309

5,884,257

5,876,479

691,087

7,778

Capital Projects

3,049,080

9,327,500

4,467,249

7,909,331

48%

4,860,251

159%

$13,304,976

$29,399,586

$26,089,720

$16,614,842

100%

$3,309,866

25%

TOTAL

(0)

(2,325)

-3%

ALL FUNDS OVERVIEW

FY 2012/2013 FUND BALANCE COMPARISON FY 10/11 ACTUAL vs. FY 11/12 ESTIMATED  The estimated ending fund balance at September 30, 2012 totals $13,304,976; o a 7% decrease of $956,649 from the September 30, 2011 actual ending fund balance of $14,261,625 Fund # 100 200 210 418 220 300 255 500 510 600 199 410

Fund Name General Fund 4B Economic Development Economic Development Lone Star Visitors Association Debt Service Cemetery Utility Fund Utility Maintenance General Maintenance Westlake Academy Capital Projects TOTAL

FY 10/11 Actual 3,323,861 267,577 0 13,531 1,111,281 7,504 148,963 3,103,441 42,640 691,535 916,961 4,634,332 $14,261,625

FY 11/12 Estimated 4,226,543 237,847 0 13,576 997,319 29,796 148,638 2,970,299 92,840 855,729 683,309 3,049,080 $13,304,976

change Amount 902,682 (29,730) 0 45 (113,962) 22,292 (325) (133,142) 50,200 164,194 (233,652) (1,585,252) -$956,649

change Percent 27% -11% 0% 0% -10% 0% 0% -4% 118% 24% 0% -34% -7%

The primary sources of this decrease are noted below by fund: General Fund increased $902,682  General sales tax revenue increased $1,142,981 o Property tax reduction revenues are now being recorded in the General Fund. They were recorded in Property Tax Reduction Fund in FY 10/11.  Service expenses increased $183,614 o Capital outlay expenses increased $94,415 primarily due to the purchase of an attack fire brush truck. o Payroll and related expenses increased $79,442 (Funding for 1% market pay adjustments as well as one-time performance pay budgeted in FY 11/12). Capital Projects Fund decreased by $1,585,252  Project expenditures totaled $1.6M (an increase of $687,735 from the prior year).  Based on 5 year CIP FY 10/11 Actuals $ 214,022 88,191 78,085 29,355 7,500 2,900 4,740 3,348 517,956 7,220 $ 953,317

Project Description Aspen Lane Recon/Drainage Mahotea Boone Reconstruction/Drainage Westlake Academy Dining Hall Improvements Streets Survey SH114/Hwy170 Enhancements S. Roanoke Road Reconstruction/Drainage Westlake Academy Expansion Hwy 377 Westport Parkway Sign Westlake Portion of Hillwood Projects N. Roanoke Road Reconstruction/Drainage FM1938 Town Improvements Stagecoach Hills Reconstruction/Drainage TOTAL

FY 11/12 Estimated $ 20,000 35,000 50,000 85,000 192,443 808,609 450,000 $ 1,641,052

Change $ (214,022) (88,191) (78,085) (9,355) (7,500) (2,900) 35,000 50,000 80,260 189,095 290,653 442,780 $ 687,735

ALL FUNDS OVERVIEW FY 11/12 ESTIMATED vs. FY 12/13 ADOPTED  The September 30, 2012 adopted ending fund balance totals $16,614,842; o a 25% increase of $3,309,866 from the September 30, 2012 estimated ending fund balance of $13,304,976

Fund #

Fund Name

FY 11/12

FY 12/13

change

Estimated

Proposed

Amount

Percent

100

General Fund

200

4B Economic Development

210

Economic Development

418

Lone Star

220

Visitors Association

300

Debt Service

255

Cemetery

148,638

500

Utility Fund

2,970,299

510

Utility Maintenance

92,840

600

General Maintenance

199

Westlake Academy

410

Capital Projects TOTAL

4,226,543

2,498,044

(1,728,499)

-41%

237,847

208,117

(29,730)

-12%

13,576

13,621

997,319

862,081

(135,238)

-14%

29,796

(0)

(29,796)

148,813

175

3,114,974

144,675

90,515

(2,325)

-3%

855,729

1,078,259

222,530

26%

683,309

691,087

7,778

3,049,080

7,909,331

4,860,251

159%

$13,304,976

$16,614,842

$3,309,866

25%

The primary sources for this decrease are indicated below by Fund: General Fund decreased $1,728,499  Contribution revenue decreased $325,000 o Academy will not transfer indirect costs to the Town during FY 2012/13  Transfers out increased $2,035,966 o This amount is composed primarily of a $2M transfer in (inter-fund loan) to the Utility Fund in FY 2012-13 for the construction of a ground storage tank. Funds are to be repaid over the next five (5) years Capital Projects Fund increased $4,860,251  Contributions increased $416,500  Service Expenses decreased $400,000 o Transfer of Texas Student Housing Funds to Westlake Academy Foundation in FY 2011/12  Capital Project expense increased $2,826,198 (Based on 5-Year CIP)  Bond Proceeds increased $8,5M (issuance for Westlake Academy facility expansion) o These proceeds will be used to fund construction of three new buildings at Westlake Academy; Cafetorium – includes stage, dressing area, storage and catering kitchen for dining and general purposes; approximately 9,600 sf. Three story Secondary School - includes 15 classrooms, flex and office space; will be designed to allow for future addition if needed; approximately18,900 sf. Field-house - will house locker rooms to be used for both athletics and PE; a visiting team locker room; storage for equipment; offices and space to be used for the PE program; approximately 9,600 sf.

13,470

51,277

Interest

Misc Income

Total All Funds

5,884,257

$5,884,257

$5,518,605

44,823

5,839,434

WA Others Sources

Westlake Academy

WA Revenues

46,519

Contributions

Total Other Sources

46,519

Other Sources

Transfers In

Total Revenues

5,472,086

560,000

Fines/Forfeits

476,150

Permits/Fees

Hotel Tax

664,925

Franchise Fees

32,750

Beverage Tax

Charge for Services

1,183,514

Property Tax

199

100

2,490,000

General Sales Tax

20%

19%

$ 890,500

890,500

500

890,000

200

$ 215,758

35,758

180,000

210

$ 561,900

561,900

540,350

18,650

2,900

220

175

5,575

5,400

255

$1,586,452

1,462,483

123,969

300

$9,327,500

9,316,500

816,500

8,500,000

11,000

410

32%

418

$4,807,119

2,000,000

2,807,119

2,707,685

89,434

10,000

500

16%

50,125

50,000

125

510

$ 551,750

550,000

1,750

600

$29,399,586

5,884,257

44,823

5,839,434

13,461,260

816,500

8,500,000

4,144,760

10,054,068

540,350

2,713,085

159,361

39,965

560,000

476,150

664,925

32,750

1,307,483

3,560,000

Adopted

FY 12/13

ADOPTED REVENUES AND OTHER FINANCING SOURCES ALL SOURCES - VARIANCE REPORT FISCAL YEAR 2012/2013

100%

$19,247,300

5,887,765

104,844

0.2% 20%

5,782,921

20%

29%

2,891,830

725,000

14%

46%

2,166,830 -

10,467,705

535,000

2,662,001

180,013

42,715

640,000

476,150

664,925

32,750

1,434,151

3,800,000

Estimated

FY 11/12

34%

0.1%

12%

Total

% of

$10,152,286

(3,508)

(60,021)

56,513

10,569,430

91,500

8,500,000

1,977,930

(413,637)

5,350

51,084

(20,652)

(2,750)

(80,000)

(126,668)

(240,000)

Amount

53%

-57%

365%

13%

91%

-4%

-11%

-6%

-13%

-9%

-6%

Percent

change

FY12 vs FY13 change

ALL FUNDS OVERVIEW

FY 2012/2013 REVENUES AND OTHER FINANCING SOURCES Comparing the FY 11/12 estimated revenues to FY 12/13 adopted revenues:  Total Town revenues (all funding sources) are budgeted at $29,399,586  A 53% increase of $10,152,286 from the FY 11/12 estimate Fund No.

Fund Name

FY 11/12 Estimated

FY 12/13 Adopted

% of Total

Change Amount

Change Percent

100

General Fund

6,169,127

5,518,605

19%

(650,522)

-11%

199

Westlake Academy

5,887,765

5,884,257

20%

(3,508)

200

4B Economic Development

950,500

890,500

(60,000)

-6%

210

Economic Development

240,758

215,758

(25,000)

-10%

220

Visitors Association

556,550

561,900

5,350

255

Cemetery

300

Debt Service

410

Capital Projects

418

Lone Star

500

Utility Fund

510

Utility Maintenance

600

General Maintenance TOTAL

5,575

1,642,320

1,586,452

(55,868)

-3%

455,800

9,327,500

32%

8,871,700

1946%

2,756,035

4,807,119

16%

2,051,084

74%

50,200

50,125

(75)

532,625

551,750

19,125

$19,247,302

$29,399,586

100%

$10,152,286

53%

The primary sources for this increase are noted below; General Fund decreased $650,522  Contributions decreased by $325,000 o no indirect transfer from Westlake Academy during FY 12-13  General Sales Tax decreased $155,000 o reduction of presumed one-time payments  Fines and Forfeitures decreased $80,000  Property Tax decreased $78,539 o based on certified tax rolls - see page 4 of Transmittal letter for additional detail Capital Projects Fund increased $8,871,700  Contributions increased $416,500 o primarily due to a $670K Green Belt grant from TxDot related to landscaping of the medians on FM 1938/Davis Blvd.  Bond Proceeds increased $8,500,000 o Westlake Academy facility expansion

ALL FUNDS OVERVIEW Utility Fund increased $2,051,084  Transfers increased by $2,000,0000 o interfund loan from General Fund for construction of ground storage tank)  Charges for Services increased $51,084 o change in accounting practices – showing total revenues from waste management vs only showing net revenues after payments to vendor and state

Largest Revenue Streams: 1. Capital Projects Fund 32% o 91% Bond Proceeds o 9% Contributions

$8,500,000 $ 816,500

2. Westlake Academy 20% o 76% State Revenues o 22% Local Revenues

$4,488,261 $1,281,934

3. General Fund 19% o 45% General Sales Tax o 21% Property Taxo 12% Franchise Fees o 10% Fines & Forfeits o 9% Permits & Fees

$2,490,000 $1,183,514 $ 664,925 $ 560,000 $ 476,150

4. Utility Fund 16% o 73% Water Revenue o 21% Waste/Sewer/Trash

$2,059,000 $ 528,600

32 5,818,816 57,663 5,876,479

18,700

Capital Projects

Total Capital

WA - Expenditures

WA - Other Uses

Westlake Academy

$7,247,103 $5,876,479

18,700

Total All Funds

2,944,319

Capital Outlay

Total Other Uses

2,944,319

Transfers Out

Other Uses

2,131,177

Total Expenditures

157,219

Water Purchases

Supplies

1,564,764

Maintenance

Services

115,747

Insurance

23,678

ED Incentives

269,770

Rent & Utilities

2,152,907

Payroll & Related

Debt

625,139

Payroll Related

199

100

1,527,768

Payroll Salaries

23%

28%

$920,230

920,230

200

$215,758

215,758

210

$697,138

192,711

249,202

450

213,075

35,677

255,225

220

1,616,248

2,925

1,613,323

300

4,467,249

410

17%

2,181,871

2,161,871

20,000

87,500

2,119,261

1,110,600

7,000

521,828

111,292

141,500

6,098

220,943

273,812

500

18%

$5,400 $1,616,248 $4,467,249 $4,662,444

5,400

3,600

1,800

255

$52,450

52,450

510

$329,220

329,220

$26,089,720

5,876,479

57,663

5,818,816

7,049,490

7,010,790

38,700

4,144,760

6,337,046

1,110,600

164,669 -

416,739

259,047

29,776

215,758

1,834,266

2,306,191

2,681,944

625,139

2,056,805

Adopted

FY 12/13

329,220

600

24%

16%

23%

100%

22%

27%

16%

10%

Total

% of

ADOPTED EXPENDITURES AND OTHER OPERATING USES ALL SOURCES - VARIANCE REPORT FISCAL YEAR 2012/2013

$20,203,949

6,121,417

174,271

5,947,146

2,713,558

2,502,858

210,700

2,166,830

6,573,528

1,110,600

164,248

2,534,448

399,149

269,959

27,800

240,758

1,826,566

2,628,617

630,988

1,997,629

Estimated

FY 11/12

$5,885,770

(244,938)

(116,608)

(128,330)

4,335,933

4,507,933

(172,000)

1,977,930

(236,481)

421

(228,257)

17,590

(10,912)

1,976

(25,000)

7,701

53,327

(5,849)

59,176

Amount

29%

-4%

-67%

-2%

160%

180%

-82%

91%

-4%

-9%

-4%

-10%

-1%

Percent

change

FY12 vs FY13 change

ALL FUNDS OVERVIEW

FY 2012/2013 EXPENDITURES AND OTHER OPERATING USES Comparing the FY 11/12 estimated expenditures to FY 12/13 adopted expenditures;  Total Town expenditures (all funding uses) are budgeted at $26,089,720  A 29% increase of $5,885,770 from FY11/12 estimated expenditures

Fund #

Fund Name

100 199 200 210 220 255 300 410 418 500 510 600

General Fund Westlake Academy 4B Economic Development Economic Development Visitors Association Cemetery Debt Service Capital Projects Lone Star Utility Fund Utility Maintenance General Maintenance TOTAL

FY 11/12 Estimated

FY 12/13 Adopted

% of Total

Change Amount

Change Percent

5,266,445 6,121,417 980,230 240,758 670,512 5,900 1,620,028 2,041,052 2,889,177 368,431

7,247,103 5,876,479 920,230 215,758 697,138 5,400 1,616,248 4,662,444 4,662,444 52,450 329,220

27% 22% 3% 1% 3% 0% 6% 18% 0% 18% 0% 1%

1,980,659 (244,938) (60,000) (25,000) 26,626 (500) (3,780) 2,426,198 1,773,267 52,450 (39,211)

38% -4% -6% -10% 4% -8% 0% 119% 0% 61% 100% -11%

$20,203,949

$26,089,720

100%

$5,885,770

29%

The primary source of this increase is noted below: Capital Projects Fund increased $2,426,198

31 99 32 47 28 42 46 41 30 20 45 48

Project Description Stagecoach Hills Recon/Drain Donation Expense Roanoke Road Recon/Drain North Hwy 377 Westport Parkway Sign Streets Survey Trail Connection at 114/Solana WA North Driveway Lighting Dove Vaquero to Terra Bella SH114/Hwy170 Enhancements FM1938 Town Improvements Hillwood Misc Projects Westlake Academy Expansion

FY 11/12 Estimated Budget 450,000 400,000 192,443 50,000 20,000

FY 12/13 Adopted Budget 41,680 -

808,609 85,000 35,000 $2,041,052

25,000 30,645 15,000 40,000 221,995 345,460 1,353,469 1,044,000 1,350,000 $4,467,249

Variance (408,320) (400,000) (192,443) (25,000) 10,645 15,000 40,000 221,995 345,460 544,860 959,000 1,315,000 $2,426,198

ALL FUNDS OVERVIEW General Fund increased $1,980,659 ď&#x201A;ˇ Transfers Out to the Utility Fund $2,000,000 o This amount is composed primarily of a $2M transfer out (inter-fund loan) to the Utility Fund in FY 2012-13 for the construction of a ground storage tank. Funds are to be repaid over the next five (5) years Utility Fund increased $1,773,267 ď&#x201A;ˇ Ground Storage Tank Capital Project $2,000,000 o This amount is composed primarily of a $2M transfer in (inter-fund loan) to the Utility Fund in FY 2012-13 for the construction of a ground storage tank. Funds are to be repaid over the next five (5) years

Largest expenditures types include: 1. General Fund 29% o 30% - Payroll and Related o 29% - Operating Expenses o 41% - Transfers Out

$2,152,907 $2,131,177 $2,944,824

2. Westlake Academy 22% o 77% - Payroll and Related o 13% - Services o 5% - Supplies o 5% - Other Operating

$4,492,764 $ 749,490 $ 286,576 $ 289,986

3. Utility Fund 19% o 51% - Operating Expenses o 47% - Capital Projects

$2,393,073 $2,219,796

AD VALOREM PROPERTY TAX THREE YEAR ANALYSIS Fiscal Year 2012/2013

FY 10/11

FY 11/12

Actual

Total Appraised Value

Actual

1,025,535,296

Millions

$1,026 $1,091

796,958,772

937,254,545 17.60%

1,209,948,755 10.91%

856,969,250 -8.57%

$1,210

$797

$1,000

$937

$857

$750

FY 10/11 Actual

FY 11/12 Actual

$500 $250 $0

6.37%

percent change

$1,250

Adopted

1,090,892,532

percent change

Net Taxable Value

FY 12/13

FY 12/13 Adopted Total Appraised Value

Net Taxable Value

TAX RATE DISTRIBUTION Tax Rate Distribution General Fund (M&O)

0.15620

0.13835

0.14197

Debt Service Fund (I&S)

0.00390

0.01849

0.01487

TOTAL

0.16010

0.15684

percent change

-2.04%

0.00%

Percentage Distribution General Fund (M&O)

97.56%

88.21%

90.52%

Debt Service Fund (I&S)

2.44%

11.79%

9.48%

TOTAL

100.00%

PERSONNEL AND ORGANIZATION

C ITIZENS

W ESTLAKE

M AYOR AND T OWN C OUNCIL Texas Student Housing Executive Director

Board Secretary

Town Attorney

Town Manager Administrative Intern (.75)

Administrative Coordinator Administrative Assistants (3) Dining Hall

Nurse

Primary Principal

Town Secretary Communications Planning & Development/ Building Inspector

Public Works

Administrative Assistant (.33)

Utility Billing Clerk (.75)

Technician

PYP Coordinator

Exemplary Governance Town Officials, Both Elected and Appointed, Exhibit Respect, Stewardship, Vision, and Transparency

Service Excellence Public Service that is Responsive and Professional, while balancing Efficiency, Effectiveness and Financial Stewardship

PYP Teachers

PYP Counselor

PYP Special Ed.

Facilities Maintenance/ Parks & Recreation

Human Resources/ Information Technology

Administrative Assistant (.33)

Librarian

Secondary Principal MYP/DP Coordinator

Assistant to the Town Manager and Court Administrator

Fire Chief

2 Lieutenants

6 Firefighter Paramedics

MYP/DP Teachers

Supervisor

MYP/DP Counselors

Finance

Judge

Marshal

Deputy Clerk

Clerk (.50)

MYP/DP Special Ed Finance Assistant Athletic Director

Finance Clerk

Personnel staffing levels for the Town of Westlake are presented in full-time equivalents (FTE) positions. For example, a position staffed for 40 hours per week for 52 weeks per year (2,080 hours) equals one full-time equivalent position. An FTE position of .33 refers to a position that is funded for 686.40 hours per year.

Position Summary FY 2012/2013 revision 04 Position

Town Manager

FY 08/09 Actual

FY 09/10 Actual

FY 10/11 Actual

FY 11/12 Estimated

FY 12/13 Adopted

change

1.00

Assistant to the Town Manager

1.00

0.75

Part-Time Clerk

0.25

Part-Time Intern

0.50

0.75

1.00

Planning & Development Director Part-Time Clerk Sr. Administrative Assistant

0.33

Town Secretary

1.00

Fire Chief

1.00

Lt. Firefighter/Paramedics

3.00

2.00

Firefighter/Paramedics

6.00

1.00

0.25

1.00

Court Administrator Supervisor

1.00

Deputy Clerk (2)

1.00

Judge

1.00

Marshal

1.00

Part-Time Clerk

0.25

0.50

Public Works Superintendent Utility Technician Part-Time Utility Billing Clerk Facilities Maintenance Director

1.00

0.50

1.00

0.50

Building Technician

0.25

Part-Time Clerk

0.33

Finance Director

0.50

Sr. Administrative Assistant

Deputy Clerk (1)

0.50

0.75 0.50

0.75 -

0.33

1.00

Finance Assistant

1.00

Finance Clerk

1.00

0.50

0.25

Parks & Recreation Director Park Technician Information Technology Director Human Resources Director Part-Time Clerk Sr. Administrative Assistant Communications Director Total

1.00

0.33

1.00 0.33

28.00

27.00

27.25

0.50

0.25

(0.25)

0.50

0.75

0.25

0.33

1.00

27.25

28.00

0.75

PERSONNEL SUMMARY OVERVIEW Personnel staffing levels for the Town of Westlake are presented in full-time equivalents (FTE) positions. For example, a position staffed for 40 hours per week for 52 weeks per year (2,080 hours) equals one full-time equivalent position. For firefighter/paramedic positions, an FTE is based on 2,912 hours per year, or an average of 56 hours per week is used. An FTE position of .50 refers to a position that is funded for 1,040 hours per year (2,080 x .50). The personnel count includes vacant positions. The total personnel staffing for the Town of Westlake in FY 2012-2013 is budgeted at 28 FTE positions. This represents an increase of .75 FTE from the FY 2011-2012 total of 27.25. ď&#x201A;ˇ Public Works department added a .75 position for the addition of a utility billing clerk. ď&#x201A;ˇ Information Technology changed departmental allocations of .25 FTE resulting in a decrease to this department and, an increase to the Human Resources department.

Dept # 11 12 13 14 15 16 17 18 19 20 21 22

FY 11/12 Estimated

Department Name Town Manager Planning & Development Town Secretary Emergency Services Municipal Court Public Works Facilities Maintenance Finance Dept Park & Recreation Information Technology Human Resources Communications Total Employees

Town Manager

FY 12/13 Adopted

2.50 1.33 1.00 9.00 4.75 2.00 0.83 3.00 0.50 0.50 0.83 1.00

2.50 1.33 1.00 9.00 4.75 2.75 0.83 3.00 0.50 0.25 1.08 1.00

0.75 (0.25) 0.25 -

9% 5% 4% 32% 17% 10% 3% 11% 2% 1% 4% 4%

27.25

28.00

0.75

100%

1.33

Town Secretary

1.00

Emergency Services

9.00

Municipal Court

4.75

Public Works

2.75

Facilities Maintenance

0.83

Finance Dept Information Technology

change Percent

2.50

Planning & Development

Park & Recreation

change Amount

3.00 0.50 0.25

Human Resources

1.08

Communications

1.00

PERSONNEL SUMMARY OVERVIEW

EMPLOYEE ALLOCATIONS BY FUND General Fund

Utility Fund

Visitor Fund

TOTAL

Town Manager

1.98

0.26

2.50

Planning & Development

1.33

Town Secretary

1.00

Emergency Services

9.00

Municipal Court

4.75

Public Works

0.75

2.00

2.75

Facilities Maintenance

0.42

0.83

Finance Dept

1.25

1.00

0.75

3.00

Park & Recreation

0.25

0.50

Information Technology

0.25

Human Resources

1.03

0.03

1.08

1.00

22.00

3.29

2.71

28.00

Department Name

Communications Total Employees

Visitor Fund, 2.71 , 9%

Utility Fund, 3.29 , 12%

General Fund, 22.00, 79%

As of 2011, there were 992 residents in the Town of Westlake. For FY 2012-2013 this equals a ratio of 35.43 residents per each full-time equivalent employee. This is a decrease of .98 based on the FY 2011-2012 FTE postions of 27.25.

EMPLOYEES BY CLASSSIFICATION Department Name

Full Time

Part Time

TOTAL

Town Manager

1.75

0.75

2.50

Planning & Development

1.33

Town Secretary

1.00

Emergency Services

9.00

Municipal Court

4.25

.50

4.75

Public Works

2.00

0.75

2.75

Facilities Maintenance

0.83

Finance Dept

3.00

Park & Recreation

0.50

Information Technology

0.25

Human Resources

1.08

Communications

1.00

Total Employees

26.00

2.00

28.00

Full Time, 26, 93%

Part Time, 2, 5%

PERSONNEL SUMMARY OVERVIEW

COMPENSATION PLAN Pay Increases It is the policy of the Town of Westlake to conduct salary survey of surrounding cities. Salary adjustments will be made in order to remain competitive. Merit increases are awarded at the discretion of the Town Manager. (Reference section 4.11 – page 35 of the personnel manual) At the Town Manager’s discretion, employees may receive additional pay adjustments above the standard annual merit increase. In the event that addition pay adjustments are authorized, the authorization date will become the new anniversary date for future pay increases. This policy does not apply to one-time merit payments. (Reference section 4.11 – page 35 of the personnel manual) All forms of compensation (including but not limited to; and pay increases, cost of living adjustments, merit pay, market adjustments, and position reclassifications) are subject to available funding and approved appropriation of the Town Council. Market Adjustments The Human Resources Department will conduct a yearly market analysis. If any market adjustment is approved, all pay ranges and steps will be adjusted accordingly on the first day of the fiscal year. (Reference section 5.02 – page 39 of the personnel manual) The Town maintains a compensation plan for all employees, except the Town Manager, whose compensation is determined by the Town Council. Our goal is to move towards a broadband pay plan which is compared to 13 “core cities” to maintain a competitive compensation and benefit package. Non-Exempt Positions. All non-exempt (hourly) positions are eligible for overtime compensation. Biweekly wages are based on a 40-hour work week (2,080 hours per year) equaling one full-time equivalent (FTE) position. There are 26 pay periods per year. This work schedule applies to all hourly regular, year round employees, except for those employees on the Fire Pay Plan. Non-Exempt Positions (Fire Pay Plan). Fire Department non-exempt (hourly) positions are eligible for overtime pay. Wages are paid every 15 days based on 24-hour shifts that equal 120 hours per pay period. This will be an average of 24 pay periods (2,920 hours) per year. Exempt Positions. Exempt (salaried) positions are not eligible for overtime compensation. Salary is not calculated on the number of hours worked. Exempt positions include managers and directors, and classifications are determined by Department of Labor guidelines.

PERSONNEL SUMMARY OVERVIEW Fair Labor Standards Act (FLSA) The Fair Labor Standards Act established minimum wage, overtime, recordkeeping and child labor standards and applies to all full-time and part-time employees. As amended in 1985, the FLSA provides the option for compensatory time in lieu of overtime compensation for nonexempt employees. Executive, administrative and professional employees are exempt from the FLSA overtime requirements. The Town will comply with the FLSA, which establishes the minimum wage for non-exempt employees. (Reference section 3.07 – page 26 of the personnel manual) Salary Survey FY 2012/2013 As a component of the FY 2012-2013 budget, salary adjustments were recommended as a Service Level Adjustment (SLA) to bring staff closer to market. Due to the distance from market, this program is recommended to occur over two (2) fiscal years. Phase 1 of this market adjustment is recommended to be implemented in FY 2012-2013, and Phase 2 will be proposed for FY 2013-2014.

position 18

position 17

position 16

position 15

position 14

position 13

position 12

position 11

position 10

position 09

position 08

position 07

position 06

position 05

position 04

position 03

position 02

position 01

Town of Westlake Market Comparison of Current Positions FY 12/13 Historically, most Town Staff 10% salaries have been 5% 2.4% 2.1% 0% significantly behind the -5% market for cities in the -10% market, where Westlake -11.3% -11.5% -15% -14.4% competes for employee -17.0% -20% -19.9% -20.4% -20.8% talent. This two year -25% -26.6% -30% -27.7% program is intended, from -35% a policy perspective, to bring municipal employees in alignment with the compensation policy we have utilized for some time with our education employees by being within 3 percent of the median of the market.

The Town of Westlake FY 2012-2013 salary survey is based on data from the Waters Consulting Group; the most widely used municipal salary database in the state of Texas. Where possible, data is collected for comparable positions from a list of “core cities”. Core cities surveyed include Keller, Southlake, Grapevine, Colleyville, Haltom City, Hurst, Euless, Bedford, North Richland Hills, Richland Hills, Roanoke, Trophy Club, and Watauga. However, data is not always reported for every position from these core cities, or the positions listed are not sufficiently comparable. For these reasons, data is obtained from alternate cities in the DFW area to supplement data provided from the core cities, in order to provide a sufficient sampling of the market in our geographical region. Alternate cities include: Addison Frisco Red Oak Burleson Highland Waxahachie Denton Lancaster

Forney Melissa Benbrook Granbury Park Sherman Corinth Keller ISD Wylie

Little Elm Azle Garland Saginaw Coppell Joshua Duncanville Lewisville

Allen Gainesville Rockwall Cedar Hill Hudson Oaks Weatherford White Settlement Farmers Branch

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GENERAL FUND

General Fund Program Summary

Fiscal Year

2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

REVENUES & OTHER SOURCES General Sales Tax

On-going

799,043

General Sales Tax

One-time

377,976

General Sales Tax

WA Indirect

325,000 1,226,689

Property Tax Hotel Tax

Contributions

175,000

Charge for Services Beverage Tax

1,737,500 -

1,970,000

1,965,000

350,000

200,000

325,000

1,156,842

1,262,053

1,183,514

304,100

325,000

19,721

17,750

32,750

Franchise Fees

586,836

582,550

664,925

Permits & Fees

520,645

480,890

476,150

Fines & Forfeitures

605,705

536,611

640,000

560,000

Investment Earnings

10,408

15,035

13,470

Misc Income

96,079

52,700

63,929

51,277

Total Revenues

4,743,102

5,208,978

6,123,277

5,472,086

Transfers In

1,508,045

38,350

45,850

46,519

Other Sources

57,000

Total Other Sources

1,565,045

38,350

45,850

46,519

TOTAL REVENUES & OTHER SOURCES

6,308,147

5,247,328

6,169,127

5,518,605

1,202,768

EXPENDITURES & OTHER USES 1,151,485

1,161,731

1,165,596

Payroll Salaries - WA Indirect

Payroll Salaries

325,000

Payroll Related & Benefits

565,657

633,278

630,988

625,139

Supplies

139,482

150,991

155,918

157,219

Services

1,303,505

1,451,470

1,487,120

1,564,764

Insurance

24,977

24,822

22,966

23,678

Repair & Maintenance

129,639

113,479

112,109

115,747

Rent & Utilities

289,312

251,860

269,695

269,770

Interfund Advance

Debt

Capital Outlay

94,285

Capital Projects

Total Expenditures

4,023,344

Transfers Out - Operating

190,000 4,302,630

188,700 4,358,091

18,700 4,302,784

37,633

636,936

378,354

394,319

2,654,641

530,000

2,550,000

Total Other Uses

2,692,274

1,166,936

908,354

2,944,319

TOTAL EXPENDITURES & OTHER USES

6,715,618

5,469,566

5,266,445

7,247,103

Transfers Out - Non Operating

EXCESS REVENUES OVER(UNDER) EXPENDITURES

(407,471)

(222,238)

902,682

(1,728,499)

FUND BALANCE, BEGINNING

3,731,332

3,323,861

4,226,543

FUND BALANCE, ENDING

3,323,861

3,101,622

4,226,543

2,498,044

406,464

197,800

253,533

247,226

2,917,397

2,903,822

3,973,010

2,250,819

262

215

308

182

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING # Days Operating Restricted/Assigned/Committed Funds C

Court Tech - $12.5K

100

10112

000

78,079

66,000

92,540

84,667

Court Sec - $4K

100

10113

000

103,549

89,000

105,452

106,725

Court Efficiency

100

10116

000

5,148

2,800

5,853

6,146

Reforestation - $170K

100

10110

101

190,540

16,000

20,540

Street Escrow (TB/RA)

100

10110

102

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

29,147

24,000

29,147

406,464

197,800

253,533

247,226

FUND OVERVIEW GENERAL FUND Revenues and Transfers In Total General Fund revenues and transfers in for FY 2012-13 are budgeted to be $5,518,605  An 11% decrease of $650,522 from the FY 2011-12 estimated revenues and transfers in of $6,169,127 o General Sales Tax decreased $155,000 o Property Tax decreased 78,539 o Contributions decreased $325,000 – Academy indirect payroll costs o Municipal Court fines and forfeitures decreased $80,000 o Misc Income decreased $12,652 – Facility Rental income Revenue Type General Sales Tax Property Tax Contributions Beverage Tax Franchise Fees Permits and Fees Fines & Forfeitures Interest Misc Income Transfer In TOTAL

FY 12/13 Adopted Revenues

FY 11/12 Estimated 2,645,000 1,262,053 325,000 32,750 664,925 476,150 640,000 13,470 63,929 45,850 $6,169,127

FY 12/13 Adopted 2,490,000 1,183,514 32,750 664,925 476,150 560,000 13,470 51,277 46,519 $5,518,605

Property Tax 21%

FY 12/13 % of ttl 45% 21% 0% 1% 12% 9% 10% 0% 1% 1% 100%

change amount (155,000) (78,539) (325,000) (80,000) (12,652) 669 -$650,522

Franchise Fees 12% Permits and Fees 9%

Fines & Forfeitures 10%

General Sales Tax 45%

change percent -6% -6% -100% 0% 0% 0% -13% 0% -20% 1% -11%

FUND OVERVIEW General Sales Tax  Sales tax receipts comprise 45% of FY 2012-13 General Fund revenues.  Sales taxes for the General Fund are budgeted to decrease by $155,000.  On-going sales tax is anticipated to decrease by $5,000 based on current year trend and analysis.  Presumed one-time amounts are projected to decrease by $150,000 (as an effort to be conservative with this type of projection).  Sales taxes are collected on the sale of goods and services within the Town as authorized by the State of Texas.  The maximum sales tax allowed in the State of Texas is 8.25% per dollar on all taxable goods and services. Funds are collected by the Texas Comptroller of Public Accounts and remitted to the Town on a monthly basis.  An amount equal to 1.50% of the taxable sales (75% of local collections) is appropriated to the Town’s General Fund.  The Town also receives an additional .50% sales tax that is recorded in the 4B Economic Development Corporation Fund.

10 Year General Sales Tax Analysis $4.50 $0.75

$4.00 $3.50 $0.77

Millions

$3.00

$0.91

$1.00 $0.50 $0.00

$3.20

$3.13

FY 11/12 estimated

FY 12/13 adopted

$0.42 $0.40

$2.00 $1.50

$0.20 $0.18

$0.89

$0.30

$0.40

$2.50

$0.35 $0.21

$0.79

$3.76 $0.25 $1.95

$1.49

FY 03/04

FY 04/05

Base Sales Tax

$2.40

$2.60

$2.59

FY 05/06

FY 06/07

FY 07/08

Economic Development Agreement

$2.27

FY 08/09

Audit Payment

$2.55

FY 09/10

FY 10/11

Presumed One-Time Payment

Property Tax  Property tax receipts comprise 21% of FY 2012-13 General Fund revenues.  FY 2010-11 was the first year the Town of Westlake imposed an ad valorem property tax.  The total tax rate of $.15684 will remain unchanged for FY 2012-13 Fiscal Year 2013 adopted 2012 actual 2011 actual

Net Taxable Value $833,636,407 $913,119,313 $880,163,946

General Fund Rate $0.14197 $0.13835 $0.15620

Debt Fund Rate $0.01487 $0.01849 $0.00390

Total Tax Rate $0.15684 $0.15684 $0.16010

FUND OVERVIEW Contributions  Contributions from Westlake Academy for payment of indirect payroll costs of $325,000 were not budgeted for FY 2012-13. Beverage Tax  The Town collects a 14% gross receipt tax on mixed beverages.  Of this percentage, 10.7% of gross liquor receipts are remitted to the Town, and the remaining 3.3% is retained by the State of Texas.  No increase of alcoholic beverage tax revenue is anticipated.

Thousands

Franchise Taxes  Franchise taxes represent revenues collected from utilities operating within the Town that use the Town rights-of-way to conduct their business.  A flat rate is charged to both telephone operators (adjusted annually) and Tri-County Electric based on the number of access lines and services rendered, respectively.  These fees are anticipated to remain substantially flat for FY 2012-13.

$800 $700 $600 $500 $400 $300 $200 $100 $0

10 Year Franchise Fee Revenue Analysis $560

$649

$624

$603

FY 07/08

FY 08/09

FY 09/10

$587

$665

$457 $337

$352

FY 03/04

FY 04/05

FY 05/06

FY 06/07

FY 10/11

FY 11/12 FY 12/13 estimated adopted

Permits and Fees  License and permit revenues include fees charged by the Town for certain types of operator licenses, as well as permits for construction and other items regulated by Town ordinances.  Revenues for FY 2012/2013 are $476,150 are based on 10 new home permits  No major permits/fees are anticipated for FY 2012-13.

10 Year Permit and Fee Revenue Analysis

$2.25 $2.00

$1.747

$1.75

Millions

$1.50

$1.108

$1.25 $1.00

$0.802

$0.740

$0.748

$0.900

$0.861

$0.75

$0.531

$0.476

FY 10/11

FY 11/12 estimated

FY 12/13 adopted

$0.50 $0.25 $0.00 FY 03/04

FY 04/05

FY 05/06

FY 06/07

FY 07/08

FY 08/09

FY 09/10

FUND OVERVIEW Court Revenue  The revenue generated from the Municipal Court is based on citations and warrants issued.  The Keller Police Department will continue to perform its contractual patrol of Westlake roads in FY 2012-13.

10 Year Municipal Court Revenue Analysis $1,200

$1,009

Thousands

$1,000 $800

$750

$681

$650

$600

$646

$553

$522

FY 07/08

FY 08/09

$640

$605

$560

$400 $200 $0 FY 03/04

FY 04/05

FY 05/06

FY 06/07

FY 09/10

FY 10/11

FY 11/12 estimated

FY 12/13 adopted

Transfers In  Transfers In represents those funds transferred from one fund to another. These transfers may be utilized as a means to fund projects or debt service from multiple sources. Transfers In may also be used to transfer funds collected by one fund and should be properly recorded in a different fund. 

Transfer in from the Visitor Association Fund $ 9,019 o Funds represent operating expenditures for Department 22 - Communications & Community Affairs



Transfer in from the Utility fund $37,500 o This is for collection of Fort Worth Impact Fees, which are collected with initial water deposits and tap fees on new water meters. o These funds are collected by the Utility Fund and transferred to the General Fund as a result of an agreement with the City of Fort Worth. o When the transferred total reaches $2,000,000 (remaining balance is $1.4M) these funds will be paid to the City of Fort Worth in compliance with the wholesale water customer agreement.

Transfer in from Utility Fund for Impact Fees Revenue

$175

$145

$150

Thousands

$125 $100 $75

$72 $47

$68 $35

$50

$44 $23

$38

$20

$25

$38

$0 FY 03/04

FY 04/05

FY 05/06

FY 06/07

FY 07/08

FY 08/09

FY 09/10

FY 10/11

FY 11/12 FY 12/13 estimated adopted

FUND OVERVIEW Expenditures and Transfers Out 

Total General Fund expenditures and transfers out for FY 2012-13 are budgeted to be $7,247,103 o A 38% increase of $1,980,659 from the FY 2011-12 estimated expenditures and transfers out of $5,266,445. o This amount is composed primarily of a $2M transfer out (inter-fund loan) to the Utility Fund in FY 2012-13 for the construction of a ground storage tank. Funds are to be repaid over the next five (5) years Expense Type Payroll & Related Operating Expenses Capital Outlay/Projects Transfers Out TOTAL



FY 11/12 Estimated 2,121,584 2,047,807 188,700 908,354 $ 5,266,445

FY 12/13 Adopted 2,152,907 2,131,177 18,700 2,944,319 $ 7,247,103

% of total 30% 29% 0% 41% 100%

change amount 31,323 83,370 (170,000) 2,036,471 $ 1,980,659

change percent 1% 4% -90% 224% 38%

As in recent years, Town staff continues to operate conservatively by controlling costs while maintaining the highest possible levels of service. o These goals are only possible through continued strategic planning and the innovative use of available resources. o Our overall budget philosophy focuses on meeting stated goals and objectives and maintaining a 90 day fund balance.

Payroll/Salaries and Related Taxes/Insurance  Comprise 30% of expenditures with a total of $2,152,907  This is a 1% increase of $31,323 from the FY 2011-12 estimated payroll expenditures $2,121,584 o This increase includes a $100,000 market pay increase (inclusive of taxes and insurance) for work force attraction and retention and is the first year of a 2 year program. A portion of this increased expenditure is subsidized by transfers in from the Utility Fund ($10K) and the Visitors Association Fund ($10K). o Another portion of this increase ($18,096) is for the addition of a part time utility billing clerk that will be subsidized 100% by a transfer in from the Utility Fund and offset by a reduction of overtime in the Finance Department o Performance pay budgeted in FY11/12 of approximately $46K was not budgeted in FY 2012-13. o Payroll taxes and insurance will decrease by $18,648 for FY 2012-13 due in large part to a reduction in medical insurance costs.  All payroll and related expenditures for the Town are paid via the General Fund. Portions of these expenditures are subsidized by the Utility Fund and the Visitors Association Fund. o Operating transfers in from the Utility Fund are $273,812 o Operating transfers in from the Visitors Association Fund are $255,225 Operating Expenditures  Comprise 29% of expenditures with a total of $2,131,177  The is an increase of $83,370 from the FY 2011-12 estimated expenditures of $2,047,807 o The biggest portion of this increase ($77,644) is related to service expenditures.  Records Management Laser Fische $27,800  Keller Police Contract $18,474  FM1938 ROW Landscaping $10,000  Training/Seminars/Meetings $12,835

FUND OVERVIEW Capital Outlay  Comprises .3% of expenditures with a total of $18,700  This is a decrease of $170,000 due to the purchase of an Attack Fire Truck for the Fire department in the prior year. Transfers Out  Comprise 41% of expenditures with a total of $2,944,824 and includes these transfers o Increase - Transfer out to Utility Fund $2M – for ground storage tank project o Increase - Transfer out to Debt Service Fund $50,966 o Increase - Transfer out to General Maintenance Fund $20,000 o Decrease – Transfer out to Capital Projects Fund ($35,000)

Fund Balance Adopted vs Estimated Receipts Transfers In Deductions Transfers Out Net Beginning Fund Balance Ending Fund Balance Designated funds Undesignated Fund Balance Operating Days

FY 11/12 Adopted 5,208,978 38,350 4,302,630 1,166,936 $ (222,238) 3,323,861 3,101,622 197,800 $ 2,903,822 215

FY 11/12 Estimated 6,123,277 45,850 4,358,091 908,354 $ 902,682 3,323,861 4,226,543 254,295 $ 3,972,248 308

Change Percent 18% 20% 1% -22% -323% 0% 36% 29% 37% 43%

Change Amount 914,299 7,500 55,461 (258,583) $ 718,677 1,124,921 56,495 $ 1,068,426 93



The audited beginning fund balance as of October 1, 2011 was $3,323,861



FY 2011-12 Adopted Budget o Projected an excess of expenditures and other financing uses over revenues and other financing sources by $(222,238) due primarily to a transfer out to the General Maintenance and Replacement Fund of $530,000. This would have resulted in a budgeted fund balance of $2,903,822.



FY 2011-12 Estimated Budget o Projects an excess of revenues and other financing sources over expenditures and other financing uses by $902,682. o This represents an increase in fund balance of $718,677 from the adopted budget and is due primarily to the following:  General Sales tax increased $582,500 (Primarily due to additional presumed one-time payments, audits and more than anticipated revenues related to our economic development agreement with Deloitte)  Property Tax increased $105,211 (Adopted budget was based on preliminary certified numbers. The values were updated subsequent to approval of the budget)  Beverage Tax Increased $15,000 (Additional beverage taxes due to the opening of Deloitte University)

FUND OVERVIEW  

 

  

o o 

Contributions increased $20,900 Franchise fees increased $82,375 (Supplemental payment of $18K received in current year as well as a first time large payment receipt when typically a minimal amount) Citation revenue increased $104,389 Miscellaneous Income increased $11,229 (Rental income for Redeemer Church increased due to additional space they leased during the current year) Services expenses increased $35,650 Rent & Utility expenses increased $17,835 Transfers Out decreased $258,583 (Due to additional sales tax receipts being paid from 4B Economic Development Fund; therefore, reducing funds needed from General Fund for debt service)

The ending fund balance as of September 30, 2012 is estimated at $4,226,543 The undesignated balance of $3,972,248 represents coverage for 308 operating days.

FY 2012-13 Adopted Budget o Projects an excess of expenditures and other financing uses over revenues and other financing sources of $(1,728,499)  due primarily to a transfer out to the Utility Fund of $2M for the ground storage tank project. o Results in a budgeted ending fund balance of $2,498,044 o The unassigned balance of $2,250,019 represents coverage for 182 operating days

FY 11/12 Estimated

FY 12/13 Adopted

Change Percent

Change Amount

Receipts Transfers In Deductions Transfers Out Net

6,123,277 45,850 4,358,091 908,354 902,682

5,472,086 46,519 4,302,784 2,944,319 (1,728,499)

-11% 1% -1% 224% 147%

(651,191) 669 (55,307) 2,035,966 1,330,136

Beginning Fund Balance Ending Fund Balance Designated funds Undesignated Fund Balance Operating Days

3,323,861 4,226,543 254,295 $ 3,972,248 308

4,226,543 2,498,044 248,025 $ 2,250,019 182

27% -41% -2% -43%

902,682 (1,729,004) (6,270) $ (1,722,229)

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Fund 100 General Fund Department 10 General Services Fiscal Year 2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

Employee Staffing

Total

Revenues General Sales Tax

1,502,019

Property Tax

1,226,689

2,062,500

1,156,842

2,645,000

2,490,000

1,262,053

Charges for Services

Contributions

302,900

325,000

Beverage Tax

19,721

17,750

32,750

Franchise Fees

586,836

582,550

664,925

Permits & Fees

4,930

2,960

3,710

8,883

13,565

12,000

Fines & Forfeitures Investment Earnings Misc Income

1,183,514

Hotel Tax

26,471

Total

3,375,549

11,600 $

4,150,667

15,679 $

4,961,117

10,800 $

4,397,699

Expenditures Payroll

Payroll Related

87,201 12,799

Payroll Transfers In

(20,000)

Supplies

30,510

23,515

25,990

22,950

Services

220,851

198,094

255,300

284,140

20,208

20,186

18,164

18,724

Insurance Maintenance Rent & Utilities

151,887

154,518

E/D Incentives

Capital Outlay

Total

423,455

396,313

172,151

471,605

172,151 $

577,965

$6,000,000 4,961,117

$5,000,000 $4,000,000

4,397,699

4,150,667 3,375,549

$3,000,000 $2,000,000 $1,000,000

423,455

471,605

396,313

577,965

Actual FY10/11

Adopted Budget FY11/12 Revenues

Estimated Budget FY11/12

Expenditures

Adopted Budget FY12/13

PROGRAM BUDGET

General Services Department 10

Program

Department Director Thomas Brymer Department Phone 817-490-5720

Activity

Budget

Percent

Municipal Governance 1

Legislative Affairs

24,261

4.20%

Policy Development, Council Meetings and Workshops

21,941

3.80%

Council Governance Training and Education

20,541

3.55%

66,744

11.55%

Academic Governance 1

Legislative & Authorizing Agency Affairs

13,211

2.29%

Policy Development, Board Meetings and Workshops

7,111

1.23%

Board Governance Training and Education

5,711

0.99%

26,034

4.50%

Comprehensive Planning and Economic Development 1

Development Recruiting and Assistance

27,536

4.76%

Comprehensive Planning

18,761

3.25%

Development Oversight and Regulation

16,761

2.90%

Development Agreement Oversight

16,761

2.90%

79,820

13.81%

Financial Management 1

Managing and Budgeting for Outcomes

90,503

15.66%

Oversight of Five-Year Financial Forecast

6,108

1.06%

Review and Planning for Financial Sustainability $

10,503

1.82%

107,114

18.53%

9.90%

Municipal Administration 1

Departmental Coordination and Employee Management

57,245

Contract Management

49,797

8.62%

Agenda Preparation and Calendar Maintenance

21,322

3.69%

Strategic Plan Development and Implementation

21,297

3.68%

Professional Development

24,222

4.19%

Direction of Leadership Team

24,363

4.22%

Affiliate Board Liaison and Support

21,297

3.68%

219,543

37.99%

Academic Administration 1

Departmental Coordination and Employee Management

15,115

2.62%

Financial Management and Budget Preparation

5,711

0.99%

Agenda Preparation and Calendar Maintenance

5,711

0.99%

Strategic Plan Development and Implementation

5,711

0.99%

Organizational Development

8,778

1.52%

Parent and Student Communication Affiliate Board Liaison and Support

5,711

0.99%

5,711

0.99%

52,449

9.07%

Citizen Engagement and Communication 1

Communication

5,736.3226

0.99%

Neighborhood Gatherings and Outreach

9,101

1.57%

Community Activities

5,711

0.99%

Direction Finders and Other Surveys

5,711

0.99%

26,260

4.54%

577,965

100%

GOALS AND OBJECTIVES

General Services Vision Points Service Excellence

Program Description The General Service Program is comprised of costs in the budget that may not be specifically identifiable to any operational budget. The activity is administered by the Finance Department and funds various charges that are not defined or directly related to any specific department or activity of the Town. Examples of cost include, electricity, insurance, professional services, contingencies, etc. These types of expenditures affect all budgets and are generally not prorated.

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Fund 100 General Fund Department 11 Town Manager Office Fiscal Year 2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

Employee Staffing Town Manager

1.00

Assistant Town Manager

1.00

0.75

Part Time Intern

0.75

Total

2.75

2.50

Revenues General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Total

Expenditures Payroll

259,258

Payroll Related Payroll Transfes In

252,356

252,366

250,050

78,614

79,453

78,246

(84,112)

(94,840)

(93,757)

Supplies

2,581

4,125

3,825

Services

18,214

26,843

27,143

32,018

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

$300,000

274,554

267,937

267,947

270,382

$250,000 $200,000

$150,000 $100,000 $50,000 $0

Actual FY10/11

Adopted Budget FY11/12 Revenues

Estimated Budget FY11/12

Expenditures

Adopted Budget FY12/13

PROGRAM BUDGET

Town Manager Department 11

Program

Department Director Thomas Brymer Department Phone 817-490-5720

Activity

Budget

Percent

Municipal Governance Legislative Affairs $

2,531

0.94%

Policy Development, Council Meetings and Workshops

4,876

1.80%

Council Governance Training and Education

4,876

1.80%

12,283

4.54%

Academic Governance Legislative & Authorizing Agency Affairs $

1 2

Policy Development, Board Meetings and Workshops

Board Governance Training and Education $

2,531

0.94%

4,876

1.80%

4,876

1.80%

12,283

4.54%

Comprehensive Planning and Economic Development 1

Development Recruiting and Assistance

2,531

0.94%

Comprehensive Planning

5,576

2.06%

Development Oversight and Regulation

4,876

1.80%

Development Agreement Oversight

185

0.07%

13,168

4.87%

Financial Management 1

Managing and Budgeting for Outcomes $

15,821

5.85%

Oversight of Five-Year Financial Forecast

15,821

5.85%

Review and Planning for Financial Sustainability $

15,821

5.85%

47,464

17.55%

Municipal Administration 1

Departmental Coordination and Employee Management

5,626

2.08%

Contract Management

4,876

1.80%

Agenda Preparation and Calendar Maintenance

11,912

4.41%

Strategic Plan Development and Implementation

11,912

4.41%

Professional Development

33,326

12.33%

Direction of Leadership Team

5,076

1.88%

Affiliate Board Liaison and Support

4,876

1.80%

77,605

28.70%

Academic Administration 1

Departmental Coordination and Employee Management

7,221

2.67%

Financial Management and Budget Preparation

23,639

8.74%

Agenda Preparation and Calendar Maintenance

11,912

4.41%

Strategic Plan Development and Implementation

23,639

8.74%

Organizational Development

16,603

6.14%

Parent and Student Communication Affiliate Board Liaison and Support

9,567

3.54%

2,531

0.94%

95,112

35.18%

Citizen Engagement and Communication Communication $

1 2

Neighborhood Gatherings and Outreach

4,876

1.80%

2,531

0.94%

Community Activities

2,531

0.94%

Direction Finders and Other Surveys

2,531

0.94%

12,468

4.61%

270,382

100%

GOALS AND OBJECTIVES

Town Manager Vision Points A Sense of Place We are Leaders We are a Caring Community Exemplary Governance Service Excellence

Program Description

The Administration Department coordinates and manages all facets of the Town’s operations. The Town Manager, reporting to the Town Council, serves as the chief executive officer for all Town operations including serving as Superintendent for Westlake Academy. His duties include implementation of the goals and objectives established by the Town Council, preparation and submission of an annual municipal budget for Board review and adoption, as well as the implementation and oversight of the adopted budget throughout its effective fiscal year. The Town Manager guides, coordinates, and facilitates recommendations to the Council on strategic planning initiatives and policies as well as their implementation. Responsible for attracting, retaining, and developing a municipal/educational work force for delivering top quality municipal and Academy services.

Trends

Residential growth remains comparable with the previous year’s permit requests. Deloitte University is now operational and receiving favorable reports from their employees as to the use and learning opportunities on their campus; the new Centennial Fine Wine and Spirits store and QT convenience store are open for business at the intersection of Hwy 170 and 377; the Solana office complex has transitioned management from Maguire Partners to a new leasing company, Cassidy-Turley. The Town’s on-going sales tax sources continue to remain at a consistent number when compared to the previous year’s sales tax revenue income. Capital Improvement Projects (CIP) are well underway to maintain and improve the Town’s infrastructure, including various projects along Dove Road and with the completion of construction on the major north/south thoroughfare - FM 1938 - finishing up this fiscal year. Enrollment requests and lottery applications at Westlake Academy continue to remain at an all-time high, with over 2,000 students on the current waiting list. Westlake is entering the third year of our assessment of an ad-valorem property tax. The adopted rate remains the same as FY11/12 rate.

Program Broad Goals

Assure all growth is compliant with Westlake development standards. Maintain and develop a competent and competitive municipal/Academy work force.

GOALS AND OBJECTIVES

Town Manager Analyze and report new revenue generating ventures as well as analyze and report new ways to partner with public and private sector service providers to control cost and improve services. Monitor the municipal and Academy budget and oversee all finances of the Town so as to apprise Town Council of the Town’s financial condition and future needs in a timely manner. Assist the Board of Trustees/Town Council with the growth and development of Westlake Academy. Provide support for Council appointed advisory committees and commissions. The Town Manager’s Office participates in the following specific programs of service: o Municipal governance o Academic governance o Comprehensive Planning and Economic Development o Financial Development o Municipal Administration o Academic Administration o Citizen Engagement and Communication

2012 Highlights

Opening of the $300 million Deloitte University campus for training and education. Graduated our third class of seniors from Westlake Academy with each student being accepted into at least one 4-year college; o projected enrollment for school year 2012/2013 is 675 students(K-12); o Ranked 37th among the best high schools in the nation, was the 5th best in the state of Texas and 6th in charter schools across the nation according to U.S. News and World Report. o Ranked 18th in the America’s Best High Schools according to Newsweek and came in 36th according to the Washington Post. FM 1938 (Precinct Line Rd) Phase I - Construction of this $15.2 million dollar TxDOT project is scheduled for completion of construction in the Fall of 2012. The streetscaping phase will begin once road work is done. The agreement with Hillwood properties for $4.6 million dollars of improvements to Dove Road and J. T. Ottinger Road is underway. Portions of the project have already been completed, including the reconstruction of the roadway adjacent to Westlake Academy with safer turn lanes for those entering the facility. A new north driveway was also finished this year, which provides for greater access for Secondary students and their parents. The Town Council, in partnership with Town Staff, completed our first iteration of a Balanced Scorecard strategic planning system along with a corresponding strategy map to identify and drive the objectives that are integral to staff efforts and Town governance. The scorecard/strategy map was encapsulated into a Strategic Issues-focused Governance System (SIGS) along with our program based budget to provide for a comprehensive overview of our stated directives.

GOALS AND OBJECTIVES

Town Manager 2013 Goals and Objectives

Continue the work toward updating the Townâ&#x20AC;&#x2122;s comprehensive plan; review the use of a consultant to facilitate the project. Continue integration of the Municipal and Academy operations into a cohesive, unified organization. Strengthen Academy management and internal support systems. Monitor and facilitate the Academy and Townâ&#x20AC;&#x2122;s approved strategic plans along with the approved Balanced Scorecard structure and the corresponding strategy map objectives. Institute the concepts conveyed through SEI and LEAD to further develop high performance teams and department directors for both the Academy and Town staff. Further advancement of the strategic planning systems at the Academy and Town, building on the vision, mission, and values and objectives identified by the elected officials.

Efficiency/Effectiveness Measures Objective

Actual FY 10/11

Adopted FY 11/12

Estimated FY 11/12

Adopted FY 12/13

Produce monthly update for Town Council

90%

100%

Complete program of services within adopted or amended budget

100%

Maintain annual 90 day balance in General Fund

262 days

215 days

308 days

182 days

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Fund 100 General Fund Department 12 Planning & Development Fiscal Year 2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

Employee Staffing Director

1.00

Sr. Administrative Assistant

0.33

Total

1.33

Revenues General Sales Tax

Property Tax

Hotel Tax

Charges for Services Contributions

175,000

Beverage Tax

Franchise Fees

Permits & Fees

373,906

364,240

332,640

Fines & Forfeitures

Investment Earnings

Misc Income

Total

548,906

364,240

332,640

99,810

102,813

104,888

99,917

Expenditures Payroll Payroll Related

31,807

34,633

Supplies

2,218

7,300

Services

Payroll Transfers In

33,659

53,651

56,495

45,795

56,495

Insurance

413

475

489

Maintenance

120

500

Rent & Utilities

E/D Incentives

Capital Outlay

Total

$600,000

188,019

202,216

193,591

198,360

548,906

$500,000 364,240

$400,000

$300,000 $200,000

188,019

332,640 202,216

332,640 193,591

198,360

$100,000 $0

Actual FY10/11

Adopted Budget FY11/12 Revenues

Estimated Budget FY11/12

Expenditures

Adopted Budget FY12/13

PROGRAM BUDGET

Planning and Development Department 12

Program

Department Director Eddie Edwards Department Phone 817-430-5726

Activity

Budget

Percent

Building Inspections 1

Code Research, Interpretation, & Technical Clarification

Code/Fee Schedule Update

5,992

3.02%

Permitting / Plan Review Coordination and Fee Calculation

19,972

10.07%

Coordinate Addressing with other Depts & Agencies $

6,391

3.22%

5,776

2.91%

38,131

19.22%

Plan Review & Inspections 1

Building Code - Plan Review

14,080

7.10%

Building Code - Inspections

17,462

8.80%

Zoning/Code - Plan Review

16,008

8.07%

Zoning/Code - Inspections

8,673

4.37%

56,223

28.34%

8,271

4.17%

8,271

4.17%

Notices and Citations $

5,894

2.97%

5,894

2.97%

7,361

3.71%

Gas Well Permit Administration 1

Administration of the Gas Well Provisions

Code Enforcement 1

Fire Prevention 1

Coordinate Fire/Building Code Inspections & Plan Review

Code Research, Interpretation & Technical Clarification

6,141

3.10%

Assist Fire Dept access to Buildings & Subdivisions

5,622

2.83%

19,124

9.64%

Process Zoning, SUP, Site Plan, ZBA & Platting Cases, etc. $

21,413

10.80%

Planning and Zoning 1

Comprehensive Plan Update

17,984

9.07%

39,397

19.86%

Town Council Meetings/Workshops $

7,846

3.96%

7,846

3.96%

Municipal Governance 1

Municipal Administration Contract Management $

6,144

3.10%

17,330

8.74%

23,474

11.83%

198,360

100%

Support Services

GOALS AND OBJECTIVES

Planning & Development Strategic Vision Points A Sense of Place We are Leaders Service Excellence

Program Description The Planning and Development Department is responsible for processing platting and zoning requests and ensuring that proposed development will conform to the Town of Westlakeâ&#x20AC;&#x2122;s comprehensive plans. This also requires the continuous updating and amending of ordinances to address ever ever-changing changing development concerns. The Building and Code Compliance Division is responsible for the administration and enforcement of the Townâ&#x20AC;&#x2122;s adopted building codes and ordinances to assure that development is executed and maintained in compliance with ordinances and approved development plans.

Trends New Home Permits by Year FY 12/13 projected

FY 11/12 estimated

FY 10/11 actual

FY 09/10 actual

FY 08/09 actual

FY 07/08 actual

FY 06/07 actual

FY 05/06 actual

38 0

Percentage of expenditures in comparison to revenues generated

GOALS AND OBJECTIVES

Planning & Development $1,750,000 $1,500,000 $1,250,000 $1,000,000 $750,000 $500,000 $250,000 $0

FY 07/08 actual

FY 08/09 actual

FY 09/10 actual

FY 10/11 actual

FY 11/12 estimated

FY 12/13 adopted

Revenue

$987,392

$734,212

$1,654,528

$548,906

$332,640

Expenditure

$108,213

$137,294

$159,417

$188,019

$193,591

$198,360

11%

19%

10%

34%

58%

60%

% Comparison

Program Broad Goals Prepare ordinances to amend existing ordinances as necessary to efficiently and logically guide development within the Town of Westlake. Provide the administrative, technical, and clerical services necessary to professionally regulate the codes and ordinances related to the construction and use of Commercial and Residential structures and properties within the community. Insure code and ordinance compliance through effective communication, accurate records management, and by taking appropriate action when necessary to obtain compliance.

2011-2012 Highlights Provided Maximum 10 day turn-around time for SFR plans review submittal to permit issued. Established a system for the annual renewal processes for Gas Well Pad Sites and Gas Wells, including the monitoring of compliance requirements unique to each site. Processed all applications for platting, zoning, and site plans within prescribed deadlines.

2012-2013 Goals and Objectives Update the comprehensive plan and the following Master Plans: o Land Use o Master Thoroughfare o Open space / Trails o Water and Sewer o Streetscape / Landscape

GOALS AND OBJECTIVES

Planning & Development Update all departmental information on the town web site. Continue to update and revise the forms used for processing permits and tracking inspections. Redevelopment plan for the PD-1 district.

Efficiency/Effectiveness Measures Objective

Actual FY09/10

Actual FY10/11

Estimated FY11/12

Adopted FY 12/13

% SFR plans reviewed and completed within 10 days of submittal

100%

% Commercial plans reviewed within 30 days and log updated

95%

90%

95%

% Building inspections responded to same day

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Fund 100 General Fund Department 13 Town Secretary Fiscal Year 2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

Employee Staffing Town Secretary

1.00

Total

1.00

Revenues General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

26,827

25,800

28,000

35,227

Misc Income Total

26,827

25,800

28,000

35,227

77,413

80,090

81,425

78,965

Expenditures Payroll Payroll Related

20,424

21,149

Supplies

1,401

2,343

2,843

2,343

Services

Payroll Transfers In

20,576

6,590

26,602

22,602

26,602

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

105,828

130,184

$140,000 $120,000

130,184

128,019

128,486

128,019

105,828

$100,000 $80,000 $60,000

$40,000

26,827

28,000

25,800

35,227

$20,000 $0

Actual FY10/11

Adopted Budget FY11/12 Revenues

Estimated Budget FY11/12

Expenditures

Adopted Budget FY12/13

PROGRAM BUDGET

Town Secretary Department 13

Program

Department Director Kelly Edwards Department Phone 817-490-5710

Activity

Budget

Percent

Municipal Governance 1

Agenda and Packet Preparation

Minute Preparation

17,237 5,154

13.42% 4.01%

Board Appointments

2,649

2.06%

25,040

19.49%

15,009

11.68%

Academic Governance 1

Agenda and Packet Preparation

Minutes Preparation $

4,548

3.54%

19,557

15.22%

Election Administration 1

Elections $

20,508

15.96%

20,508

15.96%

Town Records Management $

9,703

7.55% 8.43%

Records Management 1 2

Codification

10,834

Public Information Request

6,347

4.94%

26,884

20.92%

Municipal Administration Support Services $

1 2

5,932

4.62%

1,831

1.43%

7,763

6.04%

Support Services $

28,733

22.36%

28,733

22.36%

128,486

100%

Marketing/Communications/Public Relations

Texas Student Housing 1

GOALS AND OBJECTIVES

Town Secretary Strategic Vision Points We are Leaders We are a Caring Community Exemplary Governance Service Excellence

Program Description Perform tasks outlined in the Texas Municipal Law and Procedure for General Law Type A Cities as well as tasks related to the support of the Town Council, Board of Trustees, Planning and Zoning Commission, the Zoning Board of Adjustments, and the Texas Student Housing Authority, and oversight of the Town’s records management program. The Town Secretary is also responsible for the communicating meeting information to the community.

Trends The trends of the duties and responsibilities of the Town Secretary indicate an increase in the number of activities/functions that impact the workload of this office. Increased the number of scanned documents which provide staff with the ease of locating electronic documents and decreased the amount of time to respond to a request for information. Town of Westlake Meetings are scheduled for once a month and with less development, the Planning and Zoning Commission has not met as frequently. Time required on the following pre and post meeting activities are impacted by the number of meetings and the information generated for the meeting packet. The amount of time will fluctuate year to year based on the total number of meetings. Agenda preparation includes:  Electronic packet preparation  Posting requirements  Distribution of meeting notifications  Preparation of minutes  Legal advertisements  Maintaining records associated with each meeting  Facility preparation for meeting Texas Student Housing Number of scholarship applications has leveled off in the past few years. However, In order to effectively manage the duties associated with the scholarship issuance process, TSHA must identify processes and tools for accurate data entry and tracking of scholarship offers, rejections, and acceptances.

GOALS AND OBJECTIVES

Town Secretary This office will continue to finetune the process by adding additional fields for data collection as directed by the Board of Directors during the next annual award cycle. TSHA utilizes the Town Secretary and Executive Director both for the laborintensive data entry process.

Program Broad Goals

1000

Texas Student Housing Scholarship Applications

800

685 685

725

770 648 667

600 400 200

168 192 195

168

153 113 144

211

168 164 150 146

Renewals FY 07/08

FY 08/09

New Applications FY 09/10

FY 10/11

Awarded FY 11/12

FY 12/13

A commitment to leadership that ensures quality public service based on honesty, dependability, integrity, consistency, respectfulness, and fairness. Maintain accurate records that are available to the public, Boards, and staff through a userfriendly records management program in compliance with state law and our ordinances. Conduct elections accurately, efficiently, and in accordance with state law. Accept and process Texas Student Housing applications in a timely and effective manner. Prepare notifications of scholarship awards and record responses in a timely and effective manner. Update/enhance the Records Management section of the Code of Ordinances. Maintain all permanent Town records in digital form.

2011-2012 Highlights Implemented a separate upcoming meetings communication for residents through Constant Contact to send e-mail notifications. Prepared agendas, electronic packets and minutes for approval in a timely manner. Completed Graduate Institute and Municipal Budget Cycle Training. Completed the scanning process for all Municipal Resolutions, Ordinances and Minutes (permanent documents). The documents are stored on the shared drive for staff use. Continue a partnership and facilitated the implementation, with Northwest ISD to create an Internship program for a Senior at Steel High School to work in the Town Secretary’s Office.

2012-2013 Goals and Objectives Continue Records Inventory for the Town’s Secretary’s Office and other departments to schedule an additional destruction for said records. Continue Records Inventory of Texas Student Housing Authority Records and identify records for destruction. Continue a partnership with Northwest ISD for a High School Internship. Scan Board of Trustees minutes and resolutions. Attend TMCA Graduate Institute seminar and the 2013 Election Law – (required to complete a second (2nd) State recertification).

GOALS AND OBJECTIVES

Town Secretary Efficiency/Effectiveness Measures Objective

Actual FY 09/10

Actual FY 10/11

Estimated 11/12

Adopted FY 12/13

Post all Board meeting agendas to website at least 72hours prior to the meeting date and time.

100%

Complete Minutes of regularly scheduled meetings and workshops within five (5) business days.

100%

98%

Respond to all open records request within 10 business days.

100%

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Fund 100 General Fund Department 14 Fire/EMS Fiscal Year 2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

Employee Staffing Fire Chief

1.00

Firefighter/Paramedics (Lt.)

2.00

Firefighter/Paramedics

6.00

Total

9.00

Revenues General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

129,936

104,890

131,000

Fines & Forfeitures

663

Investment Earnings

5,063

Misc Income Total

135,662

104,890

131,000

647,093

753,814

749,914

131,000

Expenditures Payroll Payroll Related

201,939

Payroll Transfers In

236,808

741,547 224,496

Supplies

61,328

63,716

68,983

74,324

Services

800,007

64,575

60,200

72,250

3,955

3,460

3,626

3,743

Maintenance

39,190

30,867

29,957

32,520

Rent & Utilities

12,253

10,955

12,107

11,232

E/D Incentives

Capital Outlay

76,985

Insurance

Total

1,842,751

190,000 $

1,354,195

188,700 $

1,350,295

18,700 $

1,178,812

1,842,751

$2,000,000

1,354,195

$1,500,000

1,350,295

1,178,812

$1,000,000 $500,000

135,662

131,000

104,890

131,000

Actual FY10/11

Adopted Budget FY11/12 Revenues

Estimated Budget FY11/12

Expenditures

Adopted Budget FY12/13

PROGRAM BUDGET

Emergency Services Department 14

Program

Department Director Richard Whitten Department Phone 817-337-4722

Activity

Budget

Percent

Emergency Operations Fire/Emergency Services $

1 2

Emergency Medical Services

Part Time Employees $

345,874

29.34%

349,031

29.61%

189,025

16.04%

883,930

74.98%

3,000

0.25%

Operations Support 1

Medical Director Services $

Hydrant Maintenance/Testing

13,930

1.18%

Recruiting

5,498

0.47%

22,427

1.90%

Inspection Services $

21,015

1.78%

3,836

0.33%

Emergency Prevention 1 2

Plan Review

Public Education $

11,205

0.95%

36,057

3.06%

Billing Services Billing Services $

12,000

1.02%

12,000

1.02%

Administration and Management $

178,640

15.15%

Municipal Administration 1 2

Staff Training and Development

45,757

3.88%

224,397

19.04%

1,178,812

100%

GOALS AND OBJECTIVES

FIRE â&#x20AC;&#x201C; EMS Department Strategic Vision Points We are Leaders Service Excellence

Program Description The Fire - EMS Department provides for the public safety needs of the Town via a variety of programs and services. The majority of these services are Fire and Emergency Medical Services (EMS) related but also includes hazardous materials mitigation, fire prevention and public education. Many civic organizations also benefit from these types of services. Business organizations have benefited through the training activities and inspection/prevention programs that the Department provides. The Department will continue to provide the most efficient method of delivering the traditional services â&#x20AC;&#x201C; Fire Protection, Emergency Medical Services, Fire Inspections and Public Education while continuing to seek further avenues of outreach into the community.

Trends The level of activity can be categorized into four main areas: Emergency Operations, Training, Routine Activities and Public Orientated Activities.

Activity Levels 600

Emergency Operation trends showed a forty-nine percent increase in total calls. This was attributed to the increased calls from Deloitte and an increase in motor vehicle accidents from road construction.

400 200 0

FY 09/10

FY 10/11

FY 11/12 Estimated

FY 12/13 Projected

EMS FIRE Personnel continue to take advantage of joint training exercises and contracts which reduces cost and increases familiarity with personnel and equipment of our mutual aid agencies. Specialized training targets firefighter development that enhances our current services through state certification levels. Ongoing efforts to increase public involvement through public education, relations and services.

GOALS AND OBJECTIVES

FIRE â&#x20AC;&#x201C; EMS Department Daily activities and work details are the most time consuming activities due to their nature. These activities are necessary to maintain the proper condition and operation of the equipment.

Program Broad Goals Provide safe, efficient, and professional emergency services to the Town. Broaden the foundation of the department to initiate superior programs to interact with the citizens. Commission on Fire Accreditation International (CFAI) accreditation through the Center for Public Safety Excellence (CPSE). Develop the Department using the CFAI model. Continue efforts in professional development for personnel. Improve prevention and public education programs by providing a variety of all hazard safety and prevention classes for residents and corporate offices. Continue the advancement of prevention and inspection programs. Continue relations with the corporate business network group.

2011-2012 Highlights With the Townâ&#x20AC;&#x2122;s new website launched, the department was excited to provide an excellent resource for departmental information and provide great educational information for the citizens and businesses. Conducted numerous CPR classes and trained individuals in the use of automatic external defibrillators (AED). Placed the new ambulance into service. The 2003 unit will be utilized as a reserve unit backing up the new front line unit during times of maintenance or repairs. This will ensure that the department always has an ambulance unit in service. The new attack fire truck was ordered in the spring and is expected to arrive in October 2012. This will provide the department with an additional resource for emergency response needs.

GOALS AND OBJECTIVES

FIRE – EMS Department 2012-2013 Goals and Objectives Continue training the public in the use of CPR and AEDs (Automatic External Defibrillators). Conduct a CFAI Self-Assessment of the organization. Conduct a Community Risk Analysis. Develop a Standard’s of Cover (SOC). Develop a Strategic Plan. Continue NIMS (National Incident Management System) training for public officials and staff. Continue performing emergency drills for local business as they relate to fire and severe weather. Continue training for all personnel in all disciplines of certification and career development. Enhance our public education and prevention programs within Westlake Academy. Target subjects include home safety principles, health and medical awareness programs such as weather related safety programs, CPR and AED training, baby sitting safety tips, and general operational and maintenance of home sprinkler systems.

Performance Measures Actual FY 09/10

Actual FY 10/11

Estimated FY 11/12

Adopted FY 12/13

Emergency incidents with a response time of 6 minutes or less

67%

62%

65%

Fire incidents with a turn-out time of 80 seconds or less

82%

85%

90%

EMS incidents with a turn-out time of 60 seconds or less

79%

85%

90%

Objective 1.

 Turn-out time (reaction time) is the time frame that a call is dispatched to the time that units respond.  NR = Not Reported.

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Fund 100 General Fund Department 15 Municipal Court Fiscal Year 2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

Employee Staffing Administrator

1.00

Supervisor

Deputy Clerks

2.00

0.25

1.00

0.25 1.00

1.00

Judge

1.00

Marshal

1.00

Part Time Clerk

0.50

Total

5.50

4.75

Revenues General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

6,872

8,800

605,042

536,611

640,000

560,000

1,525

1,470

Fines & Forfeitures Investment Earnings Misc Income

Total

613,458

546,881

650,270

570,270

232,328

198,606

196,591

193,687

Expenditures Payroll Payroll Related

74,335

69,914

Supplies

8,612

10,351

10,366

10,796

Services

113,635

Payroll Transfers In

68,553

98,412

109,350

109,635

Insurance

401

466

480

Maintenance

848

2,900

2,600

Rent & Utilities

3,397

3,507

E/D Incentives

Capital Outlay

Total

$700,000

395,094

393,079

393,258

650,270

613,458

570,270

546,881

$600,000

$500,000

418,333

$400,000

395,094

393,079

393,258

$300,000

$200,000 $100,000 $0

Actual FY10/11

Adopted Budget FY11/12 Revenues

Estimated Budget FY11/12

Expenditures

Adopted Budget FY12/13

PROGRAM BUDGET

Municipal Court Department 15

Department Director Amanda DeGan Department Phone 817-430-0861

Program

Activity

Budget

Percent

Case Processing 1

Citation Management

34,374

8.74%

Customer Service

35,521

9.03%

Financial Processing

18,542

4.71%

88,437

22.49%

Plea Docket $

Docketing 1

36,682

9.33%

Pre-Trial Docket

35,725

9.08%

Trial Docket

20,235

5.15%

92,641

23.56%

Warrant and Jail Services 1

12,123

3.08%

Field & Office Arrests

Issuance Function $

73,158

18.60%

Jail Processing

31,765

8.08%

117,046

29.76%

Collection Services 1

3,886

0.99%

Financial Processing

Case Submission $

14,796

3.76%

Contract Management

7,221

1.84%

25,903

6.59%

20,892

5.31%

Judiciary & Administration 1

Case Review & Archival

Staff Management

17,368

4.42%

Legislative & Legal Compliance

23,122

5.88%

Monthly Reporting, Financial Oversight and Budgeting

7,848

2.00%

69,231

17.60%

393,258

100%

GOALS AND OBJECTIVES

Municipal Court Strategic Vision Points Service Excellence Program Description The Municipal Court performs the duties necessary to support municipal judicial functions, assist the public and manage court operations. The program will uphold the integrity of the Court and build public trust by providing unbiased quality service and accurate information delivered in an efficient and professional manner.

Trends Processes consistent workload of approximately 7,000 new case filings annually. However, recent trend lines indicate a slight increase in police initiated case filings this year from approximately 6,880 new cases the previous year to an estimated 7,100 cases this fiscal year. Overall percentage of speeding citations are down by 19% for this fiscal year, while speeding in a construction zone has increased 155% due to the extensive roadwork within the Town. Participated in the State-wide Warrant Round-up for the fourth year with positive results; approximately 272 cases cleared and $34,000 in total cash payments during the program. Police Initiated Case Filings

Speeding Violations

10,000

2,500

8,000

2,000

6,000

1,500

4,000

1,000

2,000

500

FY 08/09 actual

FY 09/10 actual

FY 10/11 actual

FY 11/12 estimated

FY 12/13 projected

Overall Number of Filed Violations

FY 09/10 actual

FY 10/11 actual

FY 11/12 estimated

FY 12/13 projected

Expired Dismissable Violations

10,000

3,000

8,000

2,500 2,000

6,000 4,000 2,000 0

FY 08/09 actual

FY 09/10 actual

FY 10/11 actual

FY 11/12 estimated

FY 12/13 projected

1,500 1,000 500 0

FY 08/09 actual

FY 09/10 actual

FY 10/11 actual

FY 11/12 estimated

FY 12/13 projected

GOALS AND OBJECTIVES

Municipal Court Trends (continued) Number of Cleared Arrest Warrants

Collected Fine & Warrant Revenue 600,000

1,750 1,500 1,250 1,000 750 500 250 0

500,000 400,000 300,000

FY 08/09 actual

FY 09/10 actual

FY 10/11 actual

FY 11/12 estimated

200,000 100,000 0

FY 12/13 projected

FY 08/09 actual

FY 09/10 actual

FY 10/11 actual

FY 11/12 estimated

FY 12/13 projected

Program Broad Goals Court staff will provide prompt assistance in a courteous manner. This includes telephone service, mail service and customers who appear in person. Court staff will work to enter tickets in a timely manner and complete daily court deposits. The Court will conduct hearings and trials in a professional and dignified manner in order to provide an impartial setting for cases to be adjudicated by the Municipal Court Judge. Court staff will continue to work in conjunction with the collection agency and other involved agencies to reduce the number of outstanding arrest warrants. The collection efforts will be monitored and updates reported to the Department Director. Court staff will work in partnership with the Texas Department of Public Safety to operate the driverâ&#x20AC;&#x2122;s license suspension program for defendants who have outstanding or delinquent fines in the Court.

10 Year Analysis - Municipal Court Revenues $1,200,000 $1,016,238

$1,100,000 $1,000,000 $900,000 $800,000

$766,467 $682,991

$671,106

$700,000

$655,970 $568,826

$600,000

$531,761

$613,458

$650,270 $570,270

$500,000 $400,000 $300,000 $200,000 $100,000 $0 FY 03/04 actual

FY 04/05 actual

FY 05/06 actual

FY 06/07 actual

FY 07/08 actual

FY 08/09 actual

FY 09/10 actual

FY 10/11 FY 11/12 FY 12/13 actual estimated adopted

GOALS AND OBJECTIVES

Municipal Court 2011-2012 Highlights State-wide Warrant Round-up participation; 156 warrants issued; 272 cleared = 175% clearance rate Completed transition to court supervisor position and the oversight of the judicial processes in the offices. This occurred as the court administrator has combined primary duties with the town manager’s office as Assistant to the Town Manager.

2012-2013 Goals and Objectives Institute additional “Rules of the Court” to guide staff in routine issues per the Judges direction and utilize as basis for policy and procedures manual for front office. Begin court observation process for Sharon Wilson to obtain her Level III certification. Research use of records management system to scan closed case files and supporting documents into the court software system. Implement warrant transfer service support for Keller Police Department a minimum of two days per week. Facilitate marshal field service of arrest warrants a minimum of two days per week Migrate the balanced scorecard system to the court department and develop performance measures.

Efficiency/Effectiveness Measures Objective 1.

Violations entered within 3 business days of receipt

Collections of warrant division in both cash and non-cash clearances. Benchmark is equal to $35,000 per month

Issue arrest warrants at 45 day delinquency

Actual FY 09/10

Actual FY 10/11

Estimated FY 11/12

Adopted FY 12/13

95%

100%

33% above benchmark

35% above benchmark

15% above benchmark

At benchmark

75%

80%

100%

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Fund 100 General Fund Department 16 Public Works Fiscal Year 2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

Employee Staffing Director

1.00

Technician

0.50

1.00

Clerk

0.75

Total

1.50

2.00

2.75

Revenues General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

5,000

Fines & Forfeitures

Investment Earnings

Misc Income

Total

5,000

96,065

Expenditures Payroll Payroll Related Payroll Transfers In

118,957

119,817

133,547

33,594

44,539

45,869

(81,468)

(113,772)

(131,288)

Supplies

2,801

2,891

3,716

3,041

Services

28,320

51,065

49,650

61,000

Insurance

Maintenance

18,415

17,185

18,725

20,000

Rent & Utilities

114,390

73,700

72,750

73,700

E/D Incentives

Capital Outlay

13,985

Total

$250,000

226,102

194,565

195,425

226,102

205,869

195,425

194,565

$200,000

$150,000 $100,000

$50,000 5,000 $0

Actual FY10/11

Adopted Budget FY11/12 Revenues

Estimated Budget FY11/12

Expenditures

Adopted Budget FY12/13

PROGRAM BUDGET

General Fund Public Works Department 16

Department Director Jarrod Greenwood Department Phone 817-490-5717

Program

Activity

Budget

Percent

ROW Management 1

Drainage

Line Locates

52,934 3,130

25.71% 1.52%

Duct Bank Management

6,260

3.04%

Open Space Services

89,743

43.59%

$ 152,068

73.87%

Transportation Services Sign and Signal Maintenance $

1 2

Pavement & Shoulder Maintenance

Street Reconstruction

8,687

4.22%

25,934

12.60%

8,747

4.25%

43,368

21.07%

Town Council Meetings/Workshops $

9,390

4.56%

9,390

4.56%

Neighborhood Gatherings and Outreach $

1,043

0.51%

1,043

0.51%

$ 205,869

100%

Municipal Governance 1

Citizen Engagement and Communication 1

GOALS AND OBJECTIVES

Public Works Strategic Vision Points A Sense of Place We are Leaders Service Excellence

Program Description The Public Works Department is responsible for: the operation, maintenance, repair, and installation of the Town’s traffic signs, signals, roadway markings, and 10.8 miles of street pavement and storm drainage; maintaining public records and regulatory requirements; Public Works also assists other departments, the Academy, and volunteer groups as needed:  Setting up for community events  Providing traffic control devices for DPS use  Supervision of community service workers  Provide back-up coordinating/inspecting work for facility maintenance

Trends The Town’s population has continued to increase over the last several years. This rise has also generated a significant increase in the demand for Public Works staff’s time. The increasing population is accustomed to receiving basic public services that we are minimally equipped to handle. FM 1938 construction demands an increasingly amount of staff time as the project progresses and Town improvements are built. SH 114/170 construction continues to demand more of staff time in our effort to plan enhancements to the interchange and corridor.

Program Broad Goals Maintain streets and shoulders in safe travelable condition. Maintain accurate inventory of streets and their current condition. Manage all Public Works capital projects to be on schedule and within budget

GOALS AND OBJECTIVES

Public Works 2011-2012 Accomplishments Streetscape enhancements on FM 1938. Reconstructed approximately 2,500 LF of Dove and Ottinger Roads Reconstructed Stagecoach Hills subdivision and Roanoke Road (north of SH 170) Developed a GIS based program to map and collect data of sign inventory and street infrastructure

2012-2013 Goals and Objectives Continue to work with Streetscape consultant for enhancement of FM 1938 and SH114/170 projects Update Townâ&#x20AC;&#x2122;s Master Plans Construction of a traffic circle at the Dove & Randol Mill intersection Begin engineering of Dove Road reconstruction from FM 1938 to Sam School Road

Efficiency/Effectiveness Measures Objective 1.

LF of Drainage Ditch and Culvert Repair/Maintenance

LF of street reconstruction

Actual FY 09/10

Actual FY 10/11

Estimated FY 11/12

Adopted FY 12/13

0 LF

200 LF

6,267 LF

9,250 LF

10,000 LF

Fund 100 General Fund Department 17 Facilities Maintenance Fiscal Year 2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

Employee Staffing Director

0.50

Technician

0.25

Sr. Administrative Assistant

0.33

Part-Time Technician Total

0.50

0.33

1.08

0.83

Revenues General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

33,885

15,250

20,250

5,250

Misc Income Total

33,885

15,250

20,250

5,250

63,796

55,079

55,929

53,083

Expenditures Payroll Payroll Related Payroll Transfers In

21,010

18,962

18,203

(25,972)

(23,873)

(22,830)

Supplies

5,425

6,410

5,965

5,710

Services

8,594

19,706

19,451

19,906

Insurance

235

242

Maintenance

22,220

20,777

21,477

21,277

Rent & Utilities

384

400

E/D Incentives

Capital Outlay

3,315

Total

98,772

97,696

98,546

95,991

$120,000 98,772

$100,000

98,546

97,696

95,991

$80,000

$60,000 $40,000

33,885

20,250

15,250

$20,000

5,250

Actual FY10/11

Adopted Budget FY11/12 Revenues

Estimated Budget FY11/12

Expenditures

Adopted Budget FY12/13

PROGRAM BUDGET

Facilities Maintenance Department 17

Department Director: Troy Meyer Department Phone: 817-490-5735

Program

Activity

Budget

Percent

Academic Administration Support Services $

1 2

Life Safety

Facilities Maintenance $

15,315

15.95%

3,639

3.79%

33,818

35.23%

52,772

54.98%

Municipal Administration Life Safety $

2,870

2.99%

7,734

8.06%

Open Space Services

9,806

10.22%

Support Services

12,814

13.35%

33,225

34.61%

Board of Trustee Meetings/Workshops $

4,228

4.40%

4,228

4.40%

Town Council Meetings/Workshops $

5,765

6.01%

5,765

6.01%

95,991

100%

Facilities Maintenance

3 4

Academic Governance 1

Municipal Governance 1

GOALS AND OBJECTIVES

Facilities Maintenance Strategic Vision Points We are Leaders Service Excellence

Program Description The Town of Westlake will plan for and provide facilities to enhance present and future community and educational programs and endeavors. Long-range plans should include: maintenance, renovation, construction of facilities as related to civic use and educational programs – efficient facilities meeting program needs. Westlake Civic Campus facilities should be available to the community. The Town should develop cooperative projects with the community and agencies.

Trends The civic campus is in its ninth year of operations and maintenance costs of exterior, landscaping and interior systems will continue to increase. The Arts and Sciences Center parking lot expansion was complete in 2010, which added 128 paking spaces to the campus. The temporary fire station, a 14’ X 60’ mobile home, was replaced with a pre-owned 40’ X 60’ mobile home that was donated in January 2011 by WB Texas Resort Communities, LP. In Feburary 2011, North Texas experienced five consective days of temperatures that did not rise above 32 degrees. As a result, a three-inch fire sprikler line froze-up in the first floor storage closet of the gym building causing over $400,000 in damages to the basement level. The gym floor, server room/equipment, dining hall, downstairs restrooms, performance hall,, and elevator shaft were full of water. All damage was covered by insurance. With the increase in Academy students for the FY 1112 school year, the following remodeling projects were completed; PYP art room converted into a second dining hall, MYP storage room and copy room changed to a MYP faculty breakroom, expanded nurses station, added 60 new lockers and installed additional shelving in the current lockers. Jacob Engineering completed a traffic study for the pick-up and drop-off flow for both MYP and PYP. A master facility plan was completed for Westlake Academy in the spring of 2011 by Mr. Peter Hayes. The plan proposed an increase in the student population to 1,000 plus and five/six addtional classroom buildings including a Town Hall on the current 23 acres. The study was generously funded by the M.R. Evelyn Hudson Foundation.

GOALS AND OBJECTIVES

Facilities Maintenance Later in the year, the Bennett, Benner and Pettit architect firm was hired to review the proposed Hayes growth plan. For the 2011/12 school year, three temporary classroom buildings were located to the west of the Sam & Margaret Lee Arts and Science Center. The portables added a total of 4,680 sq. ft. of usable space to the campus and included six classrooms and a male and female restroom. Road improvements to J. T. Ottinger Road (in front of the Academy) were completed by August 22, 2011. The new north entrance at the Academy was completed in January, 2012. This project was funded through a public/private patnership between the Town and Hillwood and was a part of the Dove Road/J.T. Ottinger improvement project. Westlake Aacademy increased the student population to a total of 610 in the Fall of 2011.

Program Broad Goals Ensure that the Town has an effective long-range plan for facilities development and maintenance. Facilities planning process will be communicated in a clear and concise format, including input from residents, Academy and Town staff. Town facilities will be operated in a cost efficient and energy efficient manner.

2011-2012 Highlights Added 600 square feet to the current Fire Station bays to accommodate a second ambulance. Town purchased 2 acres to the north of the school and received a one acre easement to construct a new north entrance into the northwest side of the school. Continued to work on the master facilities plan for the Academy Campus. Worked with the HOC to purchase classroom furniture for the PYP art room and teachers break room. Created a hard playing surface on the south side of the gym. Provided set-up in the gym for over 10 programs in the month of May; including spring concerts, testing for 200 plus students, HOC Bandana Bonanza event, Commendations, senior activities, etc.

GOALS AND OBJECTIVES

Facilities Maintenance 2012-2013 Goals and Objectives Facilities Plan will be developed, including an annual maintenance, periodic maintenance, and facilities use plan. A long-range plan will be developed for future facilities needs that is based on census data and local and regional community development plans. Partner with teachers and students at Westlake Academy to create an energy efficiency plan. Develop facilities team in customer service, work skills and SIGS system. Create a leadership team emergency response plan for weather and facility events. Work with Finance on updating and implement the Town’s five year CIP. Ensure the Christmas Lighting, Arbor Day and Decoration Day have a quality setting. Create a safe working and learning environment for teachers, administration staff, students and visitors, by maintaining a quarterly and monthly maintenance agreement for the Academy, Solana, Fire Station and Municipal Campus for the following systems:  Cleaning service – Daily and semi-annual, window, carpet and tile floors  HVAC and heating – Quarterly  Electrical systems – Quarterly  Security systems – Semi-annual  Fire sprinkler and alarm systems – Annual  Maintain the campus landscaping:  36 mowings, fertilizations, weed control Athletic Field Maintenance:  Athletic Field - 2 field mowings around athletic field  Athletic Field – 36 mowings by staff Parchman house maintenance Cemetery maintenance Fire station maintenance Serve as back-up for the Public Works department

Efficiency/Effectiveness Measures Objective

Actual FY 09/10

Actual FY 10/11

Estimated FY 11/12

Adopted FY 12/13

100% compliant with fire sprinkler and alarm inspection schedule

100%

Projects completed on time (Remodeling, A & S, Water Well, Camera update, etc.)

100%

Maintain the campus and park contract services

Yes

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Fund 100 General Fund Department 18 Finance Fiscal Year 2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

Employee Staffing Director

1.00

Assistant

1.00

Clerk

1.00

Total

3.00

Revenues General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Total

Expenditures Payroll

206,859

Payroll Related Payroll Transfers In

215,596

218,676

206,345

61,008

66,282

63,992

63,064

(132,515)

(157,847)

(150,472)

Supplies

5,639

5,115

4,685

Services

20,361

27,431

27,861

32,861

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

$180,000 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0

161,352

Actual FY10/11

161,352

Adopted Budget FY11/12

Estimated Budget FY11/12

Expenditures

156,577

157,367

156,577

Revenues

157,367

156,483

Adopted Budget FY12/13

PROGRAM BUDGET

Finance Department 18

Program

Department Director Debbie Piper Department Phone 817-490-5712

Activity

Budget

Percent

Financial Management - Municipal Municipal Annual Budget $

Capital Improvement Plan (CIP)

20,870

13.34%

3,349

2.14%

24,219

15.48%

Utility Billing and Processing $

1,366

0.87%

1,366

0.87%

Accounts Payable $

8,890

5.68%

Utility Billing 1

Accounting Services - Municipal 1 2

Accounts Receivable

5,454

3.49%

Payroll

7,064

4.51%

Financial Reporting

28,897

18.47%

Cash & Investment Management

3,036

1.94%

53,342

34.09%

Town Council Meetings/Workshops $

5,497

3.51%

5,497

3.51%

Accounts Payable $

6,016

3.84%

Municipal Governance 1

Accounting Services - Academic 1 2

Accounts Receivable

5,277

3.37%

Payroll

1,908

1.22%

Financial Reporting

20,945

13.39%

Cash & Investment Management

1,069

0.68%

Academic Annual Budget

21,687

13.86%

56,903

36.36%

Board of Trustees Meetings/Workshops $

2,523

1.61%

2,523

1.61%

Accounts Payable $

2,692

1.72%

Academic Governance 1

Accounting Services - Foundation 1 2

Accounts Receivable

2,692

1.72%

Payroll

1,171

0.75%

Financial Reporting

5,376

3.44%

11,931

7.62%

Board Meetings/Workshops $

703

0.45%

703

0.45%

156,483

100%

Foundation Governance 1

GOALS AND OBJECTIVES

Finance Strategic Vision Points We are Leaders Exemplary Governance Service Excellence

Program Description The Finance Department is responsible for collecting, recording, summarizing, and reporting the results of all financial transactions of the following entities in a timely manner and in accordance with generally accepted accounting principles while ensuring compliance with applicable state and federal statutes, bond covenants and grant contracts by reviewing financial data and reporting such in a timely manner.  Town of Westlake  Westlake Academy  Westlake Academy Foundation The Department works with the Education Service Center (Region XI) to maintain the Westlake Academy Charter School financial system and fiscal controls, i.e. general ledger, payroll, accounts payable, accounts receivable and cash management. In conjunction with maintaining financial records, the Department is responsible for the preparation for and coordination of the annual external financial audits for the Town of Westlake, Westlake Academy and Westlake Academy Foundation 990. The Utility Billing section of the Finance Department provides for the accurate and timely billing of the Town’s water and sewer services, assists customers in applying for service, transferring service or discontinuing utility service, and responds to customer inquiries and disputes regarding their utility account. The Accounts Payable Section of the Finance Department is responsible for reviewing all invoices for making payments of all legally incurred and property authorized obligations. Payments will be issued in a manner to maintain the credit worthiness of Westlake Academy and to take advantage of all available discounts. The Finance Department is responsible for the payment of salaries and wages according to established procedures on specified days according to the adopted payroll calendar. The Town of Westlake operates two payroll systems concurrently; one for employees who are on a normal 40-hour work week, and another cycle for DPS employees who work 24-hour shifts. This dual system is commonplace in cities to accommodate FLSA requirements. The establishment of strong internal controls for accounts receivable cash collections is necessary to prevent mishandling of funds and to safeguard against loss. In addition, strong internal controls are designed to protect employees from inappropriate charges of mishandling funds by defining employee responsibilities in the cash handling process. Cash is considered to include coin, currency, checks, money orders, and credit card transactions.

100

GOALS AND OBJECTIVES

Finance Trends Finance and accounting are core functions that often expand in direct correlation with an organization that continues to expand Increases in the number of Academy employees, the number of utility customers, and the number of necessary fiduciary processes over past five years Plans for continued expansion at Westlake Academy combined with residential population increases and economic development will continue to challenge the Finance Department’s ability to maintain the highest levels of service and quality with existing staffing.

Program Broad Goals Provide Town Council, management, departments and citizens with accurate and timely financial records and reports in the most efficient manner. Maintain the accounting and financial reporting systems in i conformance with all state and federal laws, Generally Accepted Accounting Principles (GAAP), standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). Provide sound and conservative fiscal management in compliance with all state and federal regulations. Adhere to policies established by the Public Funds Investment Act, applicable bond covenants, and the Town’s adopted investment policy and ensure proper collateralization of bank deposits.

2011-2012 Highlights Prepared, submitted and received the Town’s o Distinguished Budget Presentation Award for recognition from the Government Finance Officers Association. Awards received for ‘07 ’08 ’09 ’10 ’11 ’12 o Comprehensive Annual Financial Report for recognition from the Government Finance Officers Association. Awards received for ‘07 ’08 ’09 ’10 ’11 ‘12 Prepared, submitted and received Westlake Academy’s o Distinguished Budget Presentation Award for recognition from the Government Finance Officers Association. Awards received for ’09 ’10 ’11 o International Award for Budget Excellence for recognition from the Association of School Business Officials International. Awards received for ’09 ’10 ’11 ‘12 Prepared, submitted the Town’s first Popular Annual Financial Report for Government Finance Officers Association for FY 2010/2011. Received an unqualified audit opinion on the 2011 Comprehensive Annual Financial Report. The Town now accepts credit card payments for all non-court related permits and fees. On-line payments for all utility accounts should be in place by September 30th, (in conjunction with Charter Internet Fiber optic conversion).

101

GOALS AND OBJECTIVES

Finance 2012-2013 Goals and Objectives Prepare and submit FY 2012/2013 budget for a Distinguished Budget Presentation Award for recognition from Government Finance Officers Association for the Town of Westlake and Westlake Academy. Prepare and submit the Townâ&#x20AC;&#x2122;s Comprehensive Annual Financial Report (CAFR) for recognition from the Government Finance Officers Association recognition. Prepare and submit the Townâ&#x20AC;&#x2122;s Popular Annual Financial Report (PAFR) for recognition from the Government Finance Officers Association. Receive an unqualified audit opinion on the Comprehensive Annual Financial Report. Investigate the feasibility of scanning all finance documents to eliminate storage problems and help with efficiency of the department. Restructuring of the finance department duties in conjunction with the addition of a parttime Utility Billing clerk, and the transfer of one Finance clerk from Westlake Academy to the Town

Utility Billing Payments Procesed 7,000 450

475

480

481

482

5,040

5,400

5,700

5,760

5,772

5,784

FY 07/08 actual

FY 08/09 actual

FY 09/10 actual

FY 10/11 actual

FY 11/12 Estimated

FY 12/13 Projected

6,000 5,000

325

294

4,000

359

204

3,000 2,000

3,528

3,900

4,308

FY 04/05 actual

FY 05/06 actual

FY 06/07 actual

2,448

1,000 -

FY 03/04 actual

420

Payments per Year

Payments per Month

Accounts Payable Invoices Processed by Year Includes Town, Westlake Academy, Westlake Academy Foundation 5,000 4,000 3,000 2,000 1,000 -

760 47

931 32

3,097

3,004

380 2,340

FY 03/04 actual

600 81

619 51

3,393

3,358

650 54 2,947

683 51 3,317

697 103

4,206

703 108

4,290

711 114

4,376

Westlake Academy

Westlake Academy Foundation Town of Westlake

FY 04/05 actual

FY 05/06 actual

FY 06/07 actual

FY 07/08 actual

FY 08/09 actual

102

FY 09/10 actual

FY 10/11 actual

FY 11/12 estimated

FY 12/13 projected

GOALS AND OBJECTIVES

Finance Efficiency/Effectiveness Measures Objective

Actual FY 09/10

Actual FY 10/11

Estimated FY 11/12

Adopted FY 12/13

Auditor prepared audit adjustments not to exceed

Prepare five year budget forecast

June

Annual CIP update

June

July

June

103

Fund 100 General Fund Department 19 Parks and Recreation Fiscal Year 2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

Employee Staffing Director

0.50

Total

0.50

Revenues General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

1,200

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

3,814

Total

3,814

1,250

47,946

38,544

39,744

37,644

Expenditures Payroll Payroll Related Payroll Transfers In

16,431

14,044

13,604

(17,162)

(13,147)

(12,812)

Supplies

2,670

7,105

7,000

Services

16,668

42,558

45,063

36,813

Insurance

Maintenance

48,845

41,250

38,850

Rent & Utilities

7,001

8,780

E/D Incentives

Capital Outlay

Total

$160,000

122,399

140,334

139,134

$140,000

139,134

129,879

122,399

$120,000 $100,000 $80,000 $60,000 $40,000 $20,000

3,814

Actual FY10/11

1,250

Adopted Budget FY11/12 Revenues

Estimated Budget FY11/12

Expenditures

104

Adopted Budget FY12/13

PROGRAM BUDGET

Parks and Recreation Department 19

Department Director Troy Meyer Department Phone 817-490-5735

Program

Activity

Budget

Percent

Parks and Recreation Maintenance Open Space Services $

57,298

44.12%

40,582

31.25%

97,880

75.36%

Community Services $

7,628

5.87%

7,628

5.87%

Academy Partnerships $

11,687

9.00%

11,687

9.00%

Trail Development and Maintenance

Citizen Communication & Engagement 1

Academic Administration 1

Municipal Administration Purchasing $

3,075

2.37%

4,997

3.85%

8,072

6.21%

Board of Trustee Meetings/Workshops $

2,306

1.78%

2,306

1.78%

Town Council Meetings/Workshops $

2,306

1.78%

2,306

1.78%

129,879

100%

Support Services

Academic Governance 1

Municipal Governance 1

105

GOALS AND OBJECTIVES

Parks & Recreation Strategic Vision Points A Sense of Place We are Leaders We are a Caring Community Service Excellence

Program Description The Park and Recreation Department maintains a 39.5 acre park and open spaces, which includes Glenwyck farms, Terra Bella sub-division and Parchman property. The trees along roadways and cemetery are maintained to ensure the safety of the drivers and pedestrians. Additional trails and pedestrian underpass will be added with the development of FM 1938 and the Deloitte project located on Dove road. Westlake Academy and the park, located in Glenwyck Farms, provide the facilities and space for recreation use to the public. The park at Glenwyck Farms and the Academy campus hosts sporting events, facility rentals, Arbor Days, Bandana Bonanza, Christmas Tree Lighting and Decoration Day.

Trends The population growth of the Town of Westlake has increased the need for a park and trail system and services Conditions of landscaping on town owned properties have been impacted as a result of the drought in 10-11. This places more pressure on budgets for replacement trees, sod, removal of dead trees, etc. The 2011 Arbor Days event was moved to April to coincide with national Arbor Day month. On April 25, 2011, the Town received its eleventh (11th) Tree City USA award from the National Arbor Day Foundation. For the third summer since 2010 The Community Storehouse will lease the Academy buildings for three weeks in July to provide a reading camp for 1st and 2nd grade students of the surrounding communities. Benchmark, who is the service provider for Deloitte University rented the Academy for three weeks in June 2011. Starting in August of 2011, the NFL Play 60 group is renting the sports fields on Tuesdays and Thursdays until October 2011. There have been three Eagle Scout projects completed in the Cemetery in 2011 with a fourth scheduled in the fall of 2011. In the fall of 2011, Boy Scout Troop 170 is partnering with the Town to relocate their wood lot to the Parchman property in exchange for cleaning up the cemetery and parks.

106

GOALS AND OBJECTIVES

Parks & Recreation The Westlake Historical Preservation Society is planning the first 9-11 event in the Glenwyck Farms park and a car show at the Solana Sports club in the fall of 2011. With the completion of the Dove and JT Ottinger Road improvement, the trail system will have connection from Glenwyck Farms to the Westlake Academy by 2013. The first pedestrian underpass was installed just to the south of Dove Road as part of the FM 1938 project in Spring 2012. The Town Council amended the Facility Rental Policy to include the sports fields and basketball gym in spring 2012. In April 2012 Redeemer Church gave their notice that they would not be renting the gym facility.

Program Broad Goals Provide park and common open spaces adequate in size and condition to serve our citizens. Use the park system to preserve and protect environmentally significant areas for public enjoyment and education. Maintain, secure and manage parks in a manner which encourages their appropriate use. Maximize public/private partnerships to assist in all aspects of parks and recreation planning and development.

2011-2012 Highlights Two Eagle Scout projects completed in the cemetery. Received 12th annual Tree City USA award. Continue to host trail planning meetings with Southlake, Keller, Roanoke, Trophy Club. In March of 2011, two park benches and trash receptacles were added to the Glenwyck Farms Park. Town Council adopted a Park Land Dedication ordinance. With the new Dove/ JT Ottinger Road improvement the trail will be connected from the Westlake Academy to the Vaquero development to be completed in 2013 The FM 1938 project includes trail connection from HWY 114 to the city of Southlake.

2012-2013 Goals and Objectives Continue to update the Townâ&#x20AC;&#x2122;s Master Plan to include connecting the entire park system with a combination of pocket parks, neighborhood and community parks and Veloweb regional trail system. Work with Planning and Development to coordinate park land acquisition with long range growth and development planning.

107

GOALS AND OBJECTIVES

Parks & Recreation Enhance and expand the linear park system along creeks and roadways. Limit usage within environmentally sensitive areas to passive recreation. Continue updating existing parks & facilities standards and guidelines. Recognize that parks and recreation needs evolve over time with changes in the population. Design parks and open spaces that are durable, easily maintained and are not detrimental to surrounding uses. Utilize partnerships, wherever appropriate, to help develop, manage and maintain parks and recreation facilities. Seek new ways to involve communities and organizations in public finance strategies to Accelerate park system improvements. Develop marketing strategies for the Westlake I.O.O.F Cemetery which will increase sales.

Efficiency/Effectiveness Measures Objective

Actual FY09/10

Actual FY10/11

Estimated FY 11/12

Adopted FY 12/13

Dove Road median - mowing, fertilizations, weed control

Completed

100%

Park â&#x20AC;&#x201C; 5 fields mowed and 36 mows around walkways and open spaces

Completed

100%

Provide tree trimming for road ways and park once a year or as needed

Completed

100%

108

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109

Fund 100 General Fund Department 20 Information Technololgy Fiscal Year 2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

Employee Staffing Director

0.50

0.25

Total

0.50

0.25

Revenues General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Total

44,089

45,349

21,595

Expenditures Payroll Payroll Related

11,171

Payroll Transfers In

5,444 -

Supplies

15,331

15,100

10,600

Services

28,559

40,250

44,750

30,900

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

43,890

110,610

111,870

68,539

111,870

110,610

$120,000

$100,000 $80,000

$60,000

68,539 43,890

$40,000 $20,000 $0

Actual FY10/11

Adopted Budget FY11/12 Revenues

Estimated Budget FY11/12

Expenditures

110

Adopted Budget FY12/13

PROGRAM BUDGET Information Technology Department 20 Department Director Todd Wood Department Phone 817-490-5711

Program

Activity

Budget

Percent

IT Operations 1

Information Technology Support $

10,175

14.85%

PC Support

14,029

20.47%

Enterprise Support Systems

7,689

11.22%

Data Center

2,272

3.31%

Website Services

10,400

15.17%

44,565

65.02%

WAN Operations $

2,272

3.31%

Network Operations 1 2

Physical & Electronic Network Security

1,869

2.73%

4,141

6.04%

Information Technology Support $

Westlake Academy 1

3,062

4.47%

PC Support

198

0.29%

Enterprise Support Systems

10,071

14.69%

Data Center

1,333

1.95%

Website Services

1,600

2.33%

WAN Operations

1,333

1.95%

Physical & Electronic Network Security

2,236

3.26%

19,833

28.94%

68,539

100%

111

GOALS AND OBJECTIVES

Information Technology Strategic Vision Points Service Excellence

Program Description Information Technology works with the Town Manager to establish IT policy, evaluate and recommend technology solutions for specific departmental needs and provide administrative support to network infrastructure, systems, and staff.

Trends Information Technology is in a state of perpetual change, and policies, strategies, and system implementation must accommodate these realities. Network and systems security require ongoing analysis and adjustments to meet emerging threats. Equipment must be updated to remain reliable and secure. Data communication links between locations require evaluation of alternate information storage and backup process to ensure optimal performance. Service demands of internal and external customers continue to increase dramatically each year.

Program Broad Goals Provide support to all Town departments through the design, deployment, and maintenance of systems to support departmental objectives. Provide systems administration by maintaining IT systems with prudent provisions for security, data archiving, and disaster recovery.

2011-2012 Highlights Completed implementation of a new network infrastructure, with emphasis on redundancy, disaster recovery, and security. Deployed improved data backup measures for server data and workstation disaster recovery. Procured over 50 additional computers, laptops, and iPads to meet the organizational demands and educational objectives at Westlake Academy. Completed fiber optic internet upgrade for all Town facilities, increasing speed and reliability. Upgraded workstations and servers with new hardware and operating systems. Deployed additional network security and content filtering appliances.

112

GOALS AND OBJECTIVES

Information Technology

Reduced costs by keeping outsourced technical services to a minimum. Completed transition and redesign of the Townâ&#x20AC;&#x2122;s website in cooperation with the Communications Department and CivicPlus.

2012-2013 Goals and Objectives Perform on-going security assessments to validate the efficacy of existing measures and to evaluate and deploy solutions for new threats. Identify and implement additional information technologies to improve the efficiency and/or security of business processes. Continue to reduce costs through the use of internal staff and third-party vendors. Continue to simplify our network where possible while maintaining the highest levels of security, reliability, and functionality for system users. Expand the effective use of technology in the classroom to maximize each childâ&#x20AC;&#x2122;s learning potential. Explore and implement additional systems to enhance services provided to external customers.

Efficiency/Effectiveness Measures Objective

Actual FY09/10

Actual FY10/11

Estimated FY 11/12

Adopted FY12/13

Network connectivity and telephone functionality at or above 99.5%

99.6%

99.5%

99.6%

99.8%

Response to all service requests with 24 hours at or above 99%

98.5%

99.0%

99.5%

Present 5-year technology plan

N/A

November

113

Fund 100 General Fund Department 21 Human Resources Fiscal Year 2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

Employee Staffing Director

1.00

0.50

0.75

Sr. Administrative Assistant

0.33

Total

1.33

0.83

1.08

Revenues General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Total

60,625

61,535

80,224

Expenditures Payroll

101,945

Payroll Related Payroll Transfers In

26,495

16,088

20,799

(14,797)

(10,125)

(5,051)

Supplies

965

2,020

2,395

Services

3,148

5,155

4,780

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

$140,000 $120,000

117,757

73,763

74,673

103,147

117,757

103,147

$100,000 74,673

73,763

$80,000 $60,000

$40,000 $20,000 $0

Actual FY10/11

Adopted Budget FY11/12 Revenues

Estimated Budget FY11/12

Expenditures

114

Adopted Budget FY12/13

PROGRAM BUDGET Human Resources & Administrative Services Department 21 Department Director Todd Wood Department Phone 817-490-5711

Program

Activity

Budget

Percent

Human Resources Administration Administrative Support Services $

1 2

Employee Records Payroll

4,995

4.84%

1,427

1.38%

2,854

2.77%

9,276

8.99%

Total Compensation Compensation and Classification $

1,427

1.38%

1,427

1.38%

2,854

2.77%

Property & Casulty Insurance Management $

4,760

4.61%

1 2

Benefits Management

Risk Management 1 2 3

Worker's Compensation

713

0.69%

Loss Prevention

534

0.52%

6,007

5.82%

Employment Services Employment Application Services

1 2 3

Recruitment and Placement Employee Skills Development $

2,376

2.30%

1,071

1.04%

1,071

1.04%

4,518

4.38%

Westlake Academy Foundation Fundaising Support $

1 2

Employment services

General Administrative Support

357

0.35%

178

0.17%

357

0.35%

893

0.87%

Administrative Support Services $

19,009

18.43%

Westlake Academy 1 2 3 4 5 6 7 8 9 10 11

Employee Records

9,505

9.22%

Payroll

9,505

9.22%

Compensation and Classification

7,128

6.91%

Benefits Management

9,505

9.22%

Property & Casulty Insurance Management

3,564

3.46%

Worker's Compensation

1,188

1.15%

115

Loss Prevention

2,376

2.30%

Employment Application Services

7,128

6.91%

Recruitment and Placement

8,317

8.06%

Employee Skills Development

2,374

2.30%

79,600

77.17%

103,147

100%

GOALS AND OBJECTIVES

Human Resources & Administrative Services Strategic Vision Points Service Excellence

Program Description The HR/Administrative Services Department provides a diverse array of services to internal and external customers, as well as providing support to the organizationâ&#x20AC;&#x2122;s general operations. These services include all HR functions, General Administrative Services, Payroll Processing, Benefits Administration, Policy Compliance, and Risk Management. Support is offered in partnership with other departments for bidding & purchasing, strategic planning, policy development, general administration, and finance. In addition to providing these services to the Town of Westlake, the department continues to successfully support Westlake Academy through our shared services model. The Department also provides support services, as needed, to all other Town Departments, the Westlake Academy Foundation, Westlake Historical Preservation Society, and the Westlake Public Art Committee.

Trends Continued growth of Town and Academy staff, resulting in higher annual administrative service demands, as well as expanded responsibilities in the areas of Human Resources, Risk Management, and Benefits Administration. Exposure to dramatic increases in the cost of employee benefits. Volatile economic conditions combined with reduction in state school funding continue to create challenges in maintaining competitive employee compensation packages. New federal and state laws result in ongoing compliance challenges, resulting in constant change of Human Resources best practices.

Program Broad Goals Continually monitor the external business environment for trends and issues related to compensation and benefits and make recommendations to maintain competitive and motivated work force. Administer guidance and support for policy compliance to all Departments. Continually research, recommend and implement strategic organizational improvements. Develop and implement effective policies, procedures, and guidelines in support of the organizationâ&#x20AC;&#x2122;s stated mission, vision, values, goals, and objectives. Ensure compliance with pertinent laws and best practices through continual and proactive monitoring of the organizationâ&#x20AC;&#x2122;s work processes and procedures. Reduce exposure to liability and property losses through identification of potential vulnerabilities, employee training, and implementation of policies and procedures to reflect best practices. Maintain affordable and competitive insurance policies through a comprehensive bidding process.

116

GOALS AND OBJECTIVES

Human Resources & Administrative Services 2011-2012 Highlights Processed all payroll, benefit transactions, and regulatory filings in a timely manner. Facilitated all tasks and procedures pertaining to Risk Management, in response to the organization’s required service demands due to property loss. Completed updates to the Town and Academy’s personnel manuals with additional and amended policies. Reviewed and modified Town job descriptions for each position where appropriate, based on the actual unique work processes that exist in the Town of Westlake. Facilitated the recruiting and/or onboarding process of the Secondary principal, ten teachers, two support staff, and one Facilities Technician at Westlake Academy. Completed a comprehensive compensation plan for the Town and Academy based on the organization’s stated values and objectives.

2012-2013 Goals and Objectives Implement a broadband pay system based on the adopted compensation plan. Review and modify existing performance evaluation instruments and establish completion timeframes to enhance employee recruiting and retention processes. Complete a comprehensive risk assessment on all areas affects by potential property, liability, or worker’s compensation losses.

Efficiency/Effectiveness Measures Objective

Actual FY09/10

Actual FY10/11

Estimated FY 11/12

Adopted FY12/13

Quarterly

SemiAnnually

Semi-Annually

Review need for policy amendments, additions, and deletions

Development, and implementation of a comprehensive compensation plan for the Town of Westlake

N/A

All positions analyzed by actual job duty and development of comprehensive descriptions

N/A

Academy Aug. 2011

N/A

Town Nov. 2012

Implementation of a Human Resources Information System

N/A

March 2013

117

October 2012

Fund 100 General Fund Department 22 Communications & Community Affairs Fiscal Year 2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

Employee Staffing Director

1.00

Total

1.00

Revenues General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Total

73,195

71,395

73,000

Expenditures Payroll Payroll Related

20,235

19,827

Payroll Transfers In

(93,429)

(92,827)

Supplies

1,000

2,250

Services

130

8,020

6,770

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

$10,000

130

9,021

7,221

9,020

9,020 7,221

$8,000

$6,000 $4,000

$2,000 130 $0

Actual FY10/11

Adopted Budget FY11/12 Revenues

Estimated Budget FY11/12

Expenditures

118

Adopted Budget FY12/13

PROGRAM BUDGET Communications and Community Affairs Department 22 Department Director Ginger Awtry Department Phone 817-490-5719

Program

Activity

Budget

Percent

Municipal Governance 1

Policy Development, Council Meetings and Workshops $

451

5.00%

451

5.00%

Academic Governance 271

3.00%

271

3.00%

Development Recruiting and Assistance $

180

2.00%

Development Oversight and Regulation

1.00%

Development Agreement Oversight

Policy Development, Board Meetings and Workshops

Comprehensive Planning and Economic Development

1.00%

361

4.00%

Managing and Budgeting for Outcomes $

361

4.00%

361

4.00%

Departmental Coordination and Employee Management $

451

5.00%

271

3.00%

Financial Management 1

Municipal Administration 1 2

Agenda Preparation and Calendar Maintenance

Strategic Plan Development and Implementation

361

4.00%

Professional Development

361

4.00%

Direction of Leadership Team

271

3.00%

Affiliate Board Liaison and Support

361

4.00%

2,255

25.00%

Departmental Coordination and Employee Management $

Academic Administration 180

2.00%

Financial Management and Budget Preparation

180

2.00%

Agenda Preparation and Calendar Maintenance

180

2.00%

Strategic Plan Development and Implementation

1.00%

Organizational Development

180

2.00%

Parent and Student Communication

361

4.00%

180

2.00%

1,353

15.00%

Communication $

1,984

22.00%

Affiliate Board Liaison and Support

Citizen Engagement and Communication 1 2

Neighborhood Gatherings and Outreach

902

10.00%

Community Activities

902

10.00%

Direction Finders and Other Surveys

119

180

2.00%

3,969

44.00%

9,020

100%

GOALS AND OBJECTIVES

Communications & Community Affairs Strategic Vision Points We are a Caring Community Exemplary Governance Service Excellence

Program Description The department of Communications & Community Affairs is responsible for leadership and representation on matters related to Town and Academy communications, promotion, and citizen/parent engagement. The Director position has senior level management duties and reports to the Town Manager. The position coordinates facilitation of neighborhood meetings, publication of our email blasts/publications, Town advertising, web site development, various community events and gatherings, and serves/supports the Westlake Historical Preservation Society as Town liaison.

Trends Over the past several years, DirectionFinder Survey results show an approximate approval rate average of 75% for overall satisfaction concerning the Town’s communication effectiveness. Survey results taken from Westlake Academy Parents demonstrated an approximate approval rate average of 66 % regarding the quality of communication received from the Academy. One of the needs identified by the Board of Trustees to help foster better communication is the creation and distribution of “welcome” type or promotional materials of most requested information about both the Town of Westlake and Westlake Academy. Over the past year, comments have been forthcoming regarding improved communications via Westlake Academy’s Communique, Facebook and Master Calendar, and the Town of Westlake email blasts and website/calendar information. Advertising and events in major local and social publications/websites has increased to raise additional awareness and knowledge about Town of Westlake and Westlake Academy. Obtained inclusion in area publication focusing on certain communities’ and business news for both Town of Westlake and the Westlake Academy.

Program Broad Goals Continue to develop key relationships with community affairs and public information strategies and programs designed to inform and engage residents, parents, all Town/Academy employees, media contacts and members of the business community in order to increase awareness and promotion of both Town and Academy.

120

GOALS AND OBJECTIVES

Communications & Community Affairs Consistently review Town and Academy websites for current or relevant data and work with respective Department Directors as it relates to content development; Analyze location and accessibility of data for improvement with IT Director; Serve as primary contact for Town website updates. Create and/or improve internal procedures for Westlake Academy employees to include and notify the Communications Director or designee as early as possible to improve visibility and awareness of accomplishments and events. Develops, implements, and collaborates on strategic plans, programs, tactics and initiatives related to all Town and Academy communication, marketing, public information and citizen/parent engagement to build sense of community and community-mindedness with multiple target audiences, including, but not limited to, Town residents, Academy parents, Town/Academy employees, students, alumni, area businesses and other support groups. Serves as liaison to the Westlake Historical Preservation Society; attend board meetings, provide support and help organize community events and marketing.

2011-2012 Highlights Facilitated first Alliance Development Forum with Metroport Chamber of Commerce consisting of representatives from six surrounding communities and invited economic development dignitaries from Westlake and other regional stakeholder cities. Attendance was approximately 250 and discussions have commenced to host a similar event next year. Updated promotional brochures and created new program specific publications for Westlake Academy and the Town of Westlake. Hosted and coordinated 3rd graduation ceremony for Westlake Academy at the Hurst Convention Center. Rolled-out new website for municipal operations and facilitation of content and updates specific to each department. Implemented review procedures to improve accuracy of content on the Academyâ&#x20AC;&#x2122;s master calendar and to help ensure parents are informed and knowledgeable as to school events on a timely basis; also, worked with Academy staff to improve weekly administrative communications. Worked with Academy staff to increase accuracy and freshness of website information and their social media presence through the use of Facebook. Coordinated all town communications to inform residents as to the numerous infrastructure development projects throughout Westlake; including the development of easy-to-read detour maps and appropriate updates for construction projects Improved format, content and frequency of email blasts in relation to Westlake Wire publication. Placement of first town historical marker at the Aspen/Pearson Lane intersection to commemorate the Buck T. King homestead with Westlake Historical Preservation Society. Hosted and implemented first classic car show in Westlake through the Westlake Historical Preservation Society.

121

GOALS AND OBJECTIVES

Communications & Community Affairs 2012-2013 Goals and Objectives Implement tactics and procedures with internal and external methods of communication and promotion to improve visibility of the Town and expand our target audiences for both Town and Academy special events. Facilitate the resident and parents surveys when executed; meet with various stakeholders to discuss areas of improvement in communications. Raise awareness of communication and promote a sense of community by educating our target audiences relative to Town events, volunteer opportunities, quality of life issues, amenities in Westlake and educational benefits from Westlake Academy. Plan and organize resident meetings, school-parent meetings and area business groups to foster engagement, support and open/transparent lines of communication. Attend at least two related professional development organizational conferences and/or training seminars

Efficiency/Effectiveness Measures Performance Measure

Actual FY09/10

Actual FY10/11

Estimated FY11/12

Adopted FY12/13

Update all printed publications for the Town on an annual basis

100%

Coordinate and schedule four neighborhood meetings per year

100%

Create and distribute a minimum of 12 resident email blasts per year and one electronic Westlake Wire end-of-the-year wrap up newsletter

100%

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123

Fund 100 General Fund Department 23 Police Services Fiscal Year 2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

Employee Staffing

Total

Revenues General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Total

Expenditures Payroll Payroll Related

Payroll Transfers In

Supplies

Services

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

$900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0

775,326

768,120

786,594

Actual FY10/11

Adopted Budget FY11/12 Revenues

Estimated Budget FY11/12

Expenditures

124

Adopted Budget FY12/13

PROGRAM BUDGET Police Services Department 23 Keller Police Department (Contract Services) Chief Hafner Department Phone 817-743-4501

Program

Activity

Budget

Percent

Police Services Police Services $

125

0.00%

786,594

100.00%

786,594

100%

GOALS AND OBJECTIVES

Police Services Strategic Vision Points We are a Caring Community Service Excellence

Program Description The Keller Police Department is the provider of law enforcement services for the Town of Westlake. In June of 2002, the two communities began an interlocal agreement, which would benefit both organizations through the provision of police related services for Westlake citizens and bring additional staff resources via the contract commitments for the City of Keller. The police department was accredited through the Commission on Accreditation for Law Enforcement Agencies (CALEA) in July of 2006. Only 2% of police departments in the United States ever achieve this recognition. Jail and dispatch services are provided through a regional configuration â&#x20AC;&#x201C; serving the communities, of Westlake, Keller, Southlake and Colleyville.

Trends Part 1 Crime continues to be incredibly low in Westlake with only 30 crimes reported for the entire year of 2011. The severity of motor vehicle collisions on Highway 114 remains a priority for the police department and they continue to monitor traffic enforcement to maintain the lowest possible number of fatalities and accidents. Citizen calls for police services have increased over the course of the contract - from 1,200 in 2003 to 2,700 in 2011. With the recent infrastructure improvements within our community, the police staff has responded to our need for stationary officers at certain intersections to assist with traffic control. This has helped keep our back-ups to a minimum and allow commuters to move more freely during the construction phase of our roadways.

Program Broad Goals Deliver the highest quality of police services to the Town of Westlake with a fully staffed and equipped Nationally Accredited agency.

2011-2012 Highlights Worked closely with Deloitte University Security and provided VIP dignitary protection to foreign officials visiting the campus.

126

GOALS AND OBJECTIVES

Police Services Increased the security around Westlake Academy by additional patrols and physical checks of the building. Provided officers upon request to provide presentations to students at Westlake Academy. Handled traffic control duties associated with the construction projects.

2012-2013 Goals and Objectives Attend neighborhood meetings with officials from the Town of Westlake. Assess and monitor traffic safety on the newly improved roadways. Continue to provide presentations to students at Westlake Academy when requested. Increase the amount of Crime Prevention material through the Director of Communication and Community Affairs.

Efficiency/Effectiveness Measures Objective

Actual FY 09/10

Actual FY 10/11

Estimated FY 11/12

Adopted FY 12/13

Traffic Enforcement Stops

9,763

9,829

9,750

9,800

Respond to Citizen Calls for Service

1,965

2,748

2,700

2,800

Part 1 Reported Crime

Fire/EMS Calls Dispatched

316

459

330

400

127

4B ECONOMIC DEVELOPMENT FUND The 4B Economic Development Fund collects a ½ cent sales tax to be allocated to qualified development projects. The 4B Fund has been committed to the repayment of the debt incurred for the Town’s Civic Campus project.

4B Economic Development Program Summary

Fiscal Year

2012/2013

Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

REVENUES & OTHER SOURCES General Sales Tax

on-going

General Sales Tax

one time

1,218,487

Property Tax

687,500

950,000

890,000

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

396

500

Misc Income

Total Revenues

1,218,883

688,000

950,500

890,500

Transfers In

Total Other Sources

TOTAL REVENUES & OTHER SOURCES

1,218,883

688,000

950,500

890,500

EXPENDITURES & OTHER USES Payroll / Salaries

Payroll Related & Benefits

PR Transfer In

PR Transfer Out

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

Capital Outlay

Economic Development Incentives

Capital Projects

Total Expenditures

Transfers Out

1,248,614

717,730

980,230

920,230

Total Other Uses

1,248,614

717,730

980,230

920,230

TOTAL EXPENDITURES & OTHER USES

1,248,614

717,730

980,230

920,230

(29,730)

EXCESS REVENUES OVER(UNDER) EXPENDITURES

(29,731)

FUND BALANCE, BEGINNING

297,308

267,577

237,847

FUND BALANCE, ENDING

267,577

237,847

208,117

267,577

237,847

208,117

Restricted/Assigned/Committed Funds ASSIGNED FUND BALANCE, ENDING

Restricted/Assigned/Committed Funds Assigned

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

129

267,577

237,847

208,117

267,577

237,847

208,117

FUND OVERVIEW 4B ECONOMIC DEVELOPMENT FUND The 4B Economic Development Fund collects a ½ cent sales tax to be allocated to qualified development projects. The 4B Fund has been committed to the repayment of the debt incurred for the Town’s Civic Campus project. Revenues  FY 12/13 revenues are budgeted to be $890,500  A 6% decrease of $60,000 from the FY 11/12 estimated budget of $950,500 Expenditures and Other Uses  Transfers out to the Debt Service Fund for FY 12/13 are budgeted to be $920,230  This represents the total of the anticipated revenues as well as an inter-fund repayment from the Utility Fund in the amount of $29,731.

130

4B Economic Development Fund Interfund Repayment Schedule Due from Utility Fund

Pymt

Due Date

Beginnig Balance 533,152

$293,842

$119,688

$533,152

GW Farms Waterline

Knox Road Connection

TOTAL

Nov-03

Aug-05

445,962

7,975

13,777

7,979

29,731

416,232

Aug-06

416,232

7,975

13,777

7,979

29,731

386,501

Aug-07

386,501

7,975

13,777

7,979

29,731

356,770

Aug-08

356,770

7,975

13,777

7,979

29,731

327,039

Aug-09

327,039

7,975

13,777

7,979

29,731

297,308

Aug-10

297,308

7,975

13,777

7,979

29,731

267,577

Aug-11

267,577

7,975

13,777

7,979

29,731

237,846

Aug-12

237,846

7,975

13,777

7,979

29,731

208,116

Aug-13

208,116

7,975

13,777

7,979

29,731

178,385

Aug-14

178,385

7,975

13,777

7,979

29,731

148,654

Aug-15

148,654

7,975

13,777

7,979

29,731

118,923

Aug-16

118,923

7,975

13,777

7,979

29,731

89,192

Aug-17

89,192

7,975

13,777

7,979

29,731

59,461

Aug-18

59,461

7,975

13,777

7,979

29,731

Aug-19

29,731

7,975

13,777

7,979

29,731

119,622

131

87,189

293,842

119,688

87,189

Ending Balance

TOTAL

$119,622

533,152

445,962

(0)

ECONOMIC DEVELOPMENT FUND The Economic Development Fund was set up to maintain all receipts and disbursement of funds pertaining to agreements between the Town and various corporations for economic development.

Economic Development Program Summary

Fiscal Year

2012/2013

Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

REVENUES & OTHER SOURCES General Sales Tax

670,632

150,000

205,000

180,000

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

153

Misc Income

Total Revenues

670,785

150,000

205,000

Transfers In

35,758

Total Other Sources

35,758

706,543

185,758

240,758

215,758

TOTAL REVENUES & OTHER SOURCES

180,000

EXPENDITURES & OTHER USES Payroll / Salaries

Payroll Related & Benefits

PR Transfer In

PR Transfer Out

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

Capital Outlay

Economic Development Incentives

706,391

Capital Projects

Total Expenditures

706,391

Transfers Out Total Other Uses TOTAL EXPENDITURES & OTHER USES

185,758

240,758 240,758

215,758 215,758

153

706,543

EXCESS REVENUES OVER(UNDER) EXPENDITURES

185,758

185,758 -

240,758 -

215,758 -

FUND BALANCE, BEGINNING

FUND BALANCE, ENDING

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

Restricted/Assigned/Committed Funds

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

133

FUND OVERVIEW ECONOMIC DEVELOPMENT FUND The Economic Development Fund was set up to maintain all receipts and disbursement of funds pertaining to agreements between the Town and various corporations for economic development. There was confusion regarding the additional revenues being recorded in the General Fund and offset by expenditures. These balances offset to zero but skewed the analysis of each. The Town is hoping this fund will bring more transparency to the public regarding these receipts and payments.  

Fidelity (Phase I) – A schedule has been set up to repay $35,758 regarding this agreement thru FY 15/16. Deloitte’s agreement includes a 50% reimbursement of sales tax receipts.

Revenues and Transfers In  Total revenues for FY 12/13 are $215,758  $180,000 sales tax from Deloitte  $35,758 transfer in from General Fund for the payment to Fidelity (Phase I) Expenditures  Total expenditures for FY 12/13 are $215,758

134

ECONOMIC DEVELOPMENT FUND Tax Reimbursement Schedule Fidelity (Phase I)

Pymt

FY End

Beginning

100.46520.11

100.46522.11

Total

Ending

Date

Balance

Principal

Interest

Pymt Due

Balance

Sep-02 $

536,374

Sep-03

536,374

21,461

85,814

Sep-04

429,099

Sep-05

429,099

17,477

18,281

35,758

393,341

Sep-06

393,341

16,426

19,333

35,758

357,582

Sep-07

357,582

15,314

20,444

35,758

321,824

Sep-08

321,824

14,138

21,620

35,758

286,066

Sep-09

286,066

12,895

22,863

35,758

250,308

Sep-10

250,308

11,581

24,178

35,758

214,549

Sep-11

214,549

10,190

25,568

35,758

178,791

Sep-12

178,791

8,720

27,038

35,758

143,033

Sep-13

143,033

7,166

28,593

35,758

107,275

Sep-14

107,275

5,522

30,237

35,758

71,516

Sep-15

71,516

3,783

31,975

35,758

Sep-16

35,758

1,944

33,814

35,758

TOTAL

146,616.20

389,757.40

FY 02/03 Payment of $107,274.72 included FY 01/02, FY 02/03, and FY 03/04 ($35,758.24 x 3) See Transfers Out in Economic Development Fund

135

107,275

536,373.60

536,374 429,099

LONE STAR PUBLIC FACILITIES FUND This fund was set up initially with donations from several involved corporations that were going to benefit from tax-exempt bonds.

The Lone Star Public Facilities Corporation

was founded in 1996 and was designed â&#x20AC;&#x153;to provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing and placement in service of public facilities in an orderly, planned manner and at the lowest possible borrowing costs.â&#x20AC;?

Lone Star Public Facilities Fund Program Summary

Fiscal Year

2012/2013

Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

REVENUES & OTHER SOURCES General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Total Revenues

30 -

45 -

Transfers In

Total Other Sources

TOTAL REVENUES & OTHER SOURCES

EXPENDITURES & OTHER USES Payroll / Salaries

Payroll Related & Benefits

PR Transfer In

PR Transfer Out

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

Capital Outlay

Economic Development Incentives

Capital Projects

Total Expenditures

102

Total Other Uses

102

TOTAL EXPENDITURES & OTHER USES

102

EXCESS REVENUES OVER(UNDER) EXPENDITURES

(66)

Transfers Out

FUND BALANCE, BEGINNING

13,598

13,531

13,576

FUND BALANCE, ENDING

13,531

13,561

13,576

13,621

13,531

13,561

13,576

13,621

13,531

13,561

13,576

13,621

13,531

13,561

13,576

13,621

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

Restricted/Assigned/Committed Funds A

Cash

418

10110

000

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

137

FUND OVERVIEW LONE STAR PUBLIC FACILITIES FUND This fund was set up initially with donations from several involved corporations that were going to benefit from tax-exempt bonds. The Lone Star Public Facilities Corporation was founded in 1996 and was designed “to provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing and placement in service of public facilities in an orderly, planned manner and at the lowest possible borrowing costs.” The ideas was to “acquire, through the issuance of installment sale obligations, office buildings, located within the State of Texas but outside the boundaries of Westlake, whose tenants will be limited to those entities which are qualifying tenants under applicable federal income tax law so the interest payable with respect to the installment sale obligations will be exempt from federal income taxation.” No bonds were ever issued. The fund is earning interest annually. Revenues  Total revenues for FY 12/13 are $45 in interest earnings. Expenditures  There have been no expenditures from this fund since inception

138

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139

VISITORS ASSOCIATION FUND The Visitors Association Fund was established in late FY 1999/2000 and collects a 7% hotel occupancy tax from the Marriott Solana and any future Westlake hotels.

Visitors Association Fund Program Summary

Fiscal Year

2012/2013

Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

REVENUES & OTHER SOURCES General Sales Tax

Property Tax

Hotel Tax

527,261

535,000

540,350

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings Misc Income Total Revenues

2,754

2,900

17,890

19,275

18,650

547,904

557,175

556,550

561,900

Transfers In

Total Other Sources

TOTAL REVENUES & OTHER SOURCES

547,904

557,175

556,550

561,900

EXPENDITURES & OTHER USES Payroll / Salaries

Payroll Related & Benefits

PR Transfer In

PR Transfer Out

152,079

Supplies

Services

170,978

255,339

255,225

850

450

186,075

188,300

213,075

Insurance

Repair & Maintenance

35,677

33,310

34,177

35,677

Interfund Advances

Rent & Utilities

Debt

Capital Outlay

Economic Development Incentives

Capital Projects

Total Expenditures

356,368

Transfers Out

221,102

479,766

504,427

181,197

445,434

190,746

192,711

Total Other Uses

181,197

445,434

190,746

192,711

TOTAL EXPENDITURES & OTHER USES

537,564

666,536

670,512

697,138

10,340

(109,361)

(113,962)

(135,238)

EXCESS REVENUES OVER(UNDER) EXPENDITURES FUND BALANCE, BEGINNING

1,100,941

1,111,281

997,319

FUND BALANCE, ENDING

1,111,281

1,001,920

997,319

862,081

180,935

182,416

182,396

183,692

930,346

819,504

814,922

678,389

632

449

444

355

180,935

182,416

182,396

183,692

180,935

182,416

363,351

183,692

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING # Days Operating Restricted/Assigned/Committed Funds Debt Service

TOTAL RESTRICTED/ASSIGNED/COMMITED FUNDS

141

FUND OVERVIEW VISITORS ASSOCIATION FUND The Visitors Association Fund was established in late FY 1999/2000 and collects a 7% hotel occupancy tax from the Marriott Solana and any future Westlake hotels. FY 2004/2005 saw the launch of a new program in partnership with the Marriott to operate a shuttle service which delivers and returns Marriott visitors to DFW Airport. Hotel Occupancy Taxes are allocated to this fund and obtained through the assessment of a 7% hotel occupancy tax. Authority granted by the State of Texas allows cities to levy a tax not to exceed 7% of the rental rate for a hotel/motel room. Funds generated by the occupancy tax may be used in a manner that directly enhances and promotes tourism and the convention and hotel industry. Revenues  Total revenues for FY 12/13 are budgeted to be $561,900  This is a 1% increase of $5,350 compared to the FY 11/12 estimated revenues. Expenditures and Transfers Out  Total expenditures for FY 12/13 are budgeted to be $697,138  This represents a 4% increase of $26,626 from the FY 11/12 estimated expenditures. o A large portion of this increase ($14,000) is for an electronic records storage and management system (laserfische) intended to reduce the record storage footprint/space, improve records retrieval and management for all departments. This system is HIPPA and DOD certified and has been approved by the Texas State Library and Archives which establishes the record retention requirements. We currently use the Laserfiche software for the Town Council and Board of Trustees minutes. o Advertising costs increased $5,918 to place additional ads for better exposure and awareness in the Westlake community. o Transfers Out increased $1,965 of which $1,296 is for transfers out to the Debt Service fund for the 2008 bond payment on the Arts and Sciences center construction. Fund Balance  Fund balance is expected to decrease by $135,238

142

PROGRAM BUDGET Visitors Association Fund Department Director Ginger Awtry Department Phone 817.490.5719

Program

Activity

Budget

Percent

Municipal Administration 1 2 3 4 5

Support Services - Administrative Support Services - Facilities Maintenance Support Services - Human Resources Contract Management Affiliate Board Liaison & Support $

9,871 100 5,963 77,917 100 93,951

1.39% 0.01% 0.84% 10.98% 0.01% 13.24%

117,450 80 9,475 6,170 133,175

16.55% 0.01% 1.34% 0.87% 18.77%

0.32% 0.32% 0.32% 1.27% 0.32% 63.45%

2,288 2,288 2,288 9,038 2,288 450,224 468,412

0.00% 0.00%

0.00%

0.00% 0.00% 0.00%

14,000 14,000

1.97% 0.00% 0.00% 0.00% 0.00% 1.97%

Citizen Communication & Engagement 1 2 3 4

Communication Neighborhood Gatherings & Outreach Community Activities Direction Finders and Other Surveys

Accounting Services - Municipal 1 2 3 4 5 6

Accounts Payable Accounts Receivable Payroll Financial Reporting Cash & Investment Management Budget Program

66.02%

Municipal Governance 1

Policy Development, Council Meetings & Workshops

Academic Governance 1

Policy Development, Council Meetings & Workshops

Comprehensive Planning & Economic Development 1 2

Development Recruiting & Assistance Development Oversight & Regulation

Municipal Administration 1 2 3 4 5

Contract Management Agenda Preparation & Calendar Maintenance Strategic Plan Development & Implementation Professional Development Direction of Leadership Team

Academic Administration 1

Departmental Coordination & Employee Management

0.00%

2 3 4 5 6

Agenda Preparation & Calendar Maintenance Strategic Plan Development & Implementation Organizational Development Parent & Student Communication Affiliate Board Liaison & Support $

0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

709,538

143

100.00%

DEBT SERVICE FUND The Debt Service Fund was created to clearly illustrate the Town’s debt service picture. The Town’s obligations are consolidated into one fund with payments being transferred from 4B Economic Development Fund, Property Tax Reduction Fund (in prior years), General Fund (in subsequent years) and the Visitors Association Fund. Future CO’s and General Obligation debt issuances would also be paid from this fund.

Debt Service Fund Program Summary

Fiscal Year

2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

REVENUES & OTHER SOURCES General Sales Tax

Property Tax

30,558

154,608

172,098

123,969

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Total Revenues

100

30,586

154,708

172,098

123,969

Transfers In

1,505,539

1,501,324

1,470,222

1,462,483

Total Other Sources

1,505,539

1,501,324

1,470,222

1,462,483

TOTAL REVENUES & OTHER SOURCES

1,536,125

1,656,032

1,642,320

1,586,452

EXPENDITURES & OTHER USES Payroll / Salaries

Payroll Related & Benefits

Payroll Tranfser In

Payroll Tranfser Out

Supplies

Services

1,130

2,925

1,130

2,925

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

1,527,490

1,653,107

1,618,898

1,613,323

Capital Outlay

Economic Development Incentives

Capital Projects

Total Expenditures

1,528,620

Transfers Out Total Other Uses TOTAL EXPENDITURES & OTHER USES

FUND BALANCE, BEGINNING Restricted/Assigned/Committed Funds

1,616,248

7,504

FUND BALANCE, ENDING

1,620,028

1,528,620

EXCESS REVENUES OVER(UNDER) EXPENDITURES

1,656,032

1,656,032 -

1,620,028

1,616,248

22,292

(29,796) 29,796

7,504

29,796

(0)

7,504

29,796

(0)

UNASSIGNED FUND BALANCE, ENDING

Restricted/Assigned/Committed Funds -

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

145

FUND OVERVIEW DEBT SERVICE FUND The Debt Service Fund was created to clearly illustrate the Town’s debt service picture. The Town’s obligations are consolidated into one fund with payments being transferred from 4B Economic Development Fund, Property Tax Reduction Fund (in prior years), General Fund (in subsequent years) and the Visitors Association Fund. Future CO’s and General Obligation debt issuances would also be paid from this fund. The Debt Service Fund is used for the payment of general long-term debt principal, interest and related costs of Town issued debt. The Town of Westlake implemented an ad valorem property tax for the first time during FY 2010-11. There is no direct limit on debt for the Town. The Constitution of the State of Texas provides that the ad valorem tax levied by the Issuer for general purposes and for the purpose of paying debt service requirements of the Issuer’s general obligation debt shall not exceed $1.50 for each $100 of assessed valuation of taxable property. Shown below is the Town’s debt position as of the beginning of FY 2012-13 for outstanding General Obligation Bonds and Certificates of Obligation; Principal Interest

$ 21,057,000 11,137,538

Total

$ 32,194,538

Debt service payments are made for the following: Issues made for the construction of the Westlake Academy facilities: $12,400,000 Series 2002 Certificates of Obligation $ 6,410,000 Series 2003 Certificates of Obligation $ 7,465,000 Series 2007 General Obligation Refunding Bonds (partial refund of $12.4 CO issue) $ 2,500,000 Series 2008 General Obligation Bonds $ 7,375,000 Series 2011 General Obligation Refunding Bonds (partial refund of $12.4 CO and $6.4M issue) Additional issue for various street projects: $ 2,095,000 Series 2011 Certificates of Obligation If issued payments will also be made on  Series 2012 Certificates of Obligation in the amount of $8.5M for the construction of additional facilities at the Westlake Academy campus;  Series 2013 General Obligation Refunding in the amount of $4.6 for Series 2003 and 2008.  If refunded, the Town will see approximately $650K savings.  These estimated payments are detailed in the following schedules. Revenues and Transfers In  Current debt service on the Westlake Civic Campus is paid by o Transfers in from Visitors Association Fund o Transfers in from 4B Economic Development Fund o Transfers in from General Fund 

Debt service on various street projects is paid by o Ad Valorem Property Taxes

146

FUND OVERVIEW Expenditures ď&#x201A;ˇ FY12/13 expenditures are $1,616,753 ď&#x201A;ˇ This is a $3,275 decrease compared to FY11/12 estimated expenditures of $1,620,027. This is in conjunction with the 2011 issue of $7,375,000 that was for the partial refunding of the $12.4 CO 2002 issue as well as the adopted 2012 CO issuance and 2013 General Obligation refunding issuance.

$1.256

$1.296

$1.336

$1.381

$1.416

$1.467

$1.523

$1.579

$1.641

$1.698

$1.765

$1.670

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

$1.188 2019

$1.222

$1.154 2018

2020

$1.115 2017

$0.407

$0.465

$0.571

$0.609

$0.653

$0.693

$0.731

$0.768

$0.802

$0.835

$0.876

$1.110

$0.00

2016

$0.20

$1.092

$0.40

2015

$0.60

$0.655

$0.80

$1.063

$1.00

2014

$1.20

$0.958

$1.40

2013

Millions

$1.60

$0.877

$0.930

$1.80

$0.893

$2.00

$0.519

Annual Debt Requirements

Principal

147

Interest

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148

Debt Service Fund Long-Term Debt Summary PROPOSED

PROPOSED

SERIES 2013 GO-Refunding

SERIES 2012 CO

SERIES 2011 CO

SERIES 2011 GO-Refunding

*partial refunding of 2003/2008

Certificates of Obligation

*partial refunding of 2002/2003

funded by 4B Fund/General Fund Pymt No.

Fiscal Year

2013

125,000

62,717

187,717

2014

305,000

86,770

391,770

2015

320,000

85,360

2016

295,000

2017

300.48840.00.13

300.48850.00.13

Principal

Interest

TOTAL

funded by 4B Fund/General Fund 300.48840.00.12

300.48850.00.12

Principal

Interest

300.48850.00.11

Principal

Interest

TOTAL

funded by 4B Fund/General Fund 300.48840.00.10

300.48850.00.10

Principal

Interest

TOTAL

175,474

90,000

63,765

153,765

100,000

225,200

325,200

200,000

242,848

442,848

93,000

60,791

153,791

100,000

223,200

323,200

405,360

200,000

238,848

438,848

97,000

57,704

154,704

440,000

217,800

657,800

83,601

378,601

205,000

234,798

439,798

100,000

54,503

154,503

100,000

212,400

312,400

130,000

82,090

212,090

210,000

230,648

440,648

75,000

79,475

154,475

275,000

207,275

482,275

2018

120,000

80,878

200,878

215,000

226,398

441,398

79,000

75,625

154,625

700,000

192,650

892,650

2019

130,000

79,340

209,340

220,000

222,048

442,048

83,000

71,575

154,575

715,000

171,425

886,425

2020

135,000

77,383

212,383

225,000

217,035

442,035

87,000

67,325

154,325

730,000

149,750

879,750

2021

135,000

75,088

210,088

230,000

211,060

441,060

91,000

62,875

153,875

750,000

127,550

877,550

2022

140,000

72,473

212,473

235,000

204,666

439,666

96,000

58,200

154,200

770,000

104,750

874,750

2023

140,000

69,603

209,603

245,000

198,066

443,066

101,000

53,275

154,275

790,000

81,350

871,350

2024

140,000

66,593

206,593

250,000

190,948

440,948

106,000

48,100

154,100

820,000

55,150

875,150

2025

145,000

63,385

208,385

255,000

183,373

438,373

111,000

42,675

153,675

260,000

36,250

296,250

2026

155,000

59,896

214,896

265,000

175,573

440,573

117,000

36,975

153,975

260,000

27,150

287,150

2027

150,000

56,275

206,275

275,000

167,473

442,473

123,000

30,975

153,975

275,000

17,100

292,100

2028

150,000

52,600

202,600

280,000

159,148

439,148

129,000

24,675

153,675

290,000

5,800

295,800

2029

455,000

44,810

499,810

290,000

150,598

440,598

136,000

18,050

154,050

2030

465,000

32,734

497,734

300,000

141,748

441,748

143,000

11,075

154,075

2031

480,000

20,093

500,093

310,000

132,598

442,598

150,000

3,750

153,750

2032

495,000

6,806

501,806

320,000

123,148

443,148

2033

325,000

113,473

438,473

2034

335,000

103,573

438,573

2035

345,000

93,373

438,373

2036

360,000

82,618

442,618

2037

370,000

71,303

441,303

2038

380,000

59,678

439,678

2039

395,000

47,369

442,369

2040

405,000

34,369

439,369

2041

420,000

20,963

440,963

2042

435,000

7,069

442,069

TOTAL

Original Issue: Issue Date: Use:

$4,610,000

$1,258,492

$5,868,492

$4,610,000 Anticipated January, 2013 Partial refunding of 2003 & 2008

TOTAL

funded by DS 300 Property Tax 300.48840.00.11

$8,500,000

$4,460,273

$12,960,273

$8,500,000 Anticipated November, 2012 Construction at WA

149

$2,007,000

$921,388

$2,928,388

$2,095,000 March 29, 2011 Various street projects

$7,375,000

$2,054,800

$9,429,800

$7,375,000 December 29, 2011 Partial refunding of 2002 & 2003

Proposed Ref Series 2013

SERIES 2008 GO

SERIES 2007 GO-Refunding

SERIES 2003* CO

SERIES 2002* CO

General Obligation Bonds

*partial refunding of 2002

Certificates of Obligation

funded by Visitor Fund 220 300.48840.00.08

300.48850.00.08

Principal

Interest

TOTAL

funded by 4B Fund/General Fund 300.48840.00.07

300.48850.00.07

Principal

Interest

TOTAL

funded by 4B Fund 200 300.48840.00.03

300.48850.00.03

Principal

Interest

funded by 4B Fund 200

TOTAL

300.48840.00.02

300.48850.00.02

Principal

Interest

TOTAL

GRAND TOTAL Principal

Interest

Total Debt

41,846

25,000

295,545

320,545

51,851

315,000

41,925

356,925

655,000

958,323

1,613,323

35,000

294,608

329,608

330,000

21,450

351,450

1,063,000

929,666

1,992,666

35,000

293,295

328,295

1,092,000

893,006

1,985,006

410,000

291,983

701,983

1,110,000

877,284

1,987,284

425,000

276,608

701,608

1,115,000

876,095

1,991,095

40,000

259,608

299,608

1,154,000

835,158

1,989,158

40,000

258,008

298,008

1,188,000

802,395

1,990,395

45,000

256,408

301,408

1,222,000

767,900

1,989,900

50,000

254,608

304,608

1,256,000

731,180

1,987,180

55,000

252,608

307,608

1,296,000

692,696

1,988,696

60,000

250,408

310,408

1,336,000

652,701

1,988,701

65,000

248,008

313,008

1,381,000

608,798

1,989,798

645,000

245,408

890,408

1,416,000

571,090

1,987,090

670,000

219,608

889,608

1,467,000

519,201

1,986,201

700,000

192,808

892,808

1,523,000

464,630

1,987,630

730,000

164,808

894,808

1,579,000

407,030

1,986,030

760,000

134,695

894,695

1,641,000

348,153

1,989,153

790,000

103,345

893,345

1,698,000

288,901

1,986,901

825,000

70,560

895,560

1,765,000

227,000

1,992,000

855,000

35,910

890,910

1,670,000

165,864

1,835,864

325,000

113,473

438,473

335,000

103,573

438,573

345,000

93,373

438,373

360,000

82,618

442,618

370,000

71,303

441,303

380,000

59,678

439,678

395,000

47,369

442,369

405,000

34,369

439,369

420,000

20,963

440,963

435,000

7,069

442,069

$41,846

$51,851

$645,000

$63,375

$708,375

$30,397,000

$13,250,854

$43,647,854

$2,500,000 June 18, 2008 Construction of A&S Center

$7,260,000

$4,398,830

$11,658,830

$7,465,000 March 15, 2007 Partial refunding of Series 2002

$6,410,000 June 23, 2003 2nd phase construction of WA

150

$12,400,000 January 15, 2002 1st phase construction of WA

Debt Service Fund Proposed Series 2013 - GO Refunding Bonds Issued for $4,610,000 on approx January 2013 Partial refunding of Series 2003/2008 issued for construction of Westlake Academy Funded by the 4B Economic Development Fund & General Fund Pymt #

2013

2014

305,000

86,770

391,770

2015

320,000

85,360

405,360

2016

295,000

83,601

378,601

2017

130,000

82,090

212,090

2018

120,000

80,878

200,878

2019

130,000

79,340

209,340

2020

135,000

77,383

212,383

2021

135,000

75,088

210,088

2022

140,000

72,473

212,473

2023

140,000

69,603

209,603

2024

140,000

66,593

206,593

2025

145,000

63,385

208,385

2026

155,000

59,896

214,896

2027

150,000

56,275

206,275

2028

150,000

52,600

202,600

2029

455,000

44,810

499,810

2030

465,000

32,734

497,734

2031

480,000

20,093

500,093

2032

495,000

6,806

501,806

1,258,495 $

5,868,495

TOTAL

Principal $

Interest

125,000

4,610,000 $

151

Total 62,717

187,717

Debt Service Fund

Proposed Series 2012 - Certificates of Obligation Issued for $8,500,000 on approx November 2012 To be used for construction of three buildings at Westlake Academy Funded by 4B Economic Development Fund & General Fund Pymt #

2013

2014

200,000

242,848

442,848

2015

200,000

238,848

438,848

2016

205,000

234,798

439,798

2017

210,000

230,648

440,648

2018

215,000

226,398

441,398

2019

220,000

222,048

442,048

2020

225,000

217,035

442,035

2021

230,000

211,060

441,060

2022

235,000

204,666

439,666

2023

245,000

198,066

443,066

2024

250,000

190,948

440,948

2025

255,000

183,373

438,373

2026

265,000

175,573

440,573

2027

275,000

167,473

442,473

2028

280,000

159,148

439,148

2029

290,000

150,598

440,598

2030

300,000

141,748

441,748

2031

310,000

132,598

442,598

2032

320,000

123,148

443,148

2033

325,000

113,473

438,473

2034

335,000

103,573

438,573

2035

345,000

93,373

438,373

2036

360,000

82,618

442,618

2037

370,000

71,303

441,303

2038

380,000

59,678

439,678

2039

395,000

47,369

442,369

2040

405,000

34,369

439,369

2041

420,000

20,963

440,963

2042

435,000

7,069

442,069

TOTAL

Principal $

Interest -

8,500,000 $

152

Total

175,474

4,460,272 $

175,474

12,960,272

Debt Service Fund Series 2011 - Certificates of Obligation Issued for $2,095,000 on 03/29/2011 To be used for various street projects Funded by Property Tax Revenue from Debt Service Fund 300 Pymt #

2013

2014

93,000

60,791

153,791

2015

97,000

57,704

154,704

2016

100,000

54,503

154,503

2017

75,000

79,475

154,475

2018

79,000

75,625

154,625

2019

83,000

71,575

154,575

2020

87,000

67,325

154,325

2021

91,000

62,875

153,875

2022

96,000

58,200

154,200

2023

101,000

53,275

154,275

2024

106,000

48,100

154,100

2025

111,000

42,675

153,675

2026

117,000

36,975

153,975

2027

123,000

30,975

153,975

2028

129,000

24,675

153,675

2029

136,000

18,050

154,050

2030

143,000

11,075

154,075

2031

150,000

3,750

153,750

TOTAL

Principal $

Interest

90,000

2,007,000 $

153

Total 63,765

921,388 $

153,765

2,928,388

Debt Service Fund Series 2011 - GO Refunding Bonds Issued for $7,375,000 on 12/20/2011 Partial refunding of Series 2002/2003 issued for construction of Westlake Academy Funded by the 4B Economic Development Fund & General Fund Pymt #

2013

2014

100,000

223,200

323,200

2015

440,000

217,800

657,800

2016

100,000

212,400

312,400

2017

275,000

207,275

482,275

2018

700,000

192,650

892,650

2019

715,000

171,425

886,425

2020

730,000

149,750

879,750

2021

750,000

127,550

877,550

2022

770,000

104,750

874,750

2023

790,000

81,350

871,350

2024

820,000

55,150

875,150

2025

260,000

36,250

296,250

2026

260,000

27,150

287,150

2027

275,000

17,100

292,100

2028

290,000

5,800

295,800

2,054,800 $

9,429,800

TOTAL

Principal $

Interest

100,000

7,375,000 $

154

Total

225,200

325,200

Debt Service Fund

Proposed Series 2008 - General Obligation Bonds Issued for $2,500,000 on 06/18/2008 Used for construction of Arts & Science Center Funded by Visitor Association Fund 220 (after refunding - ref series 2013) Pymt #

2013

2015

2017

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

TOTAL

Principal $

Interest -

155

Total 41,846

41,846 $

41,846

Debt Service Fund Series 2007 - GO Refunding Bonds Issued for $7,465,000 on 03/15/2007 Partial refunding of Series 2002 issued for construction of Westlake Academy Funded by the 4B Economic Development Fund & General Fund Pymt #

2013

2014

35,000

294,608

329,608

2015

35,000

293,295

328,295

2016

410,000

291,983

701,983

2017

425,000

276,608

701,608

2018

40,000

259,608

299,608

2019

40,000

258,008

298,008

2020

45,000

256,408

301,408

2021

50,000

254,608

304,608

2022

55,000

252,608

307,608

2023

60,000

250,408

310,408

2024

65,000

248,008

313,008

2025

645,000

245,408

890,408

2026

670,000

219,608

889,608

2027

700,000

192,808

892,808

2028

730,000

164,808

894,808

2029

760,000

134,695

894,695

2030

790,000

103,345

893,345

2031

825,000

70,560

895,560

2032

855,000

35,910

890,910

TOTAL

Principal $

Interest

25,000

7,260,000 $

156

Total

295,545

4,398,830 $

320,545

11,658,830

Debt Service Fund

Proposed Series 2003 - Certificates of Obligation Issued for $6,410,000 on 06/23/2003 Used for second phase construction of Westlake Academy Funded by 4B Economic Development Fund 200 (after refunding (ref series 2011/2013) Pymt #

2013

2015

2017

2019

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

TOTAL

Principal $

Interest -

157

Total 51,851

51,851 $

51,851

Debt Service Fund Series 2002 - Certificates of Obligation Issued for $12,400,000 on 01/15/2002 Used for first phase construction of Westlake Academy Funded by 4B Economic Development Fund 200 (after refunding - ref series 2007/2011) Pymt #

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

TOTAL

Principal $

Interest

315,000

Total 41,925

356,925

330,000

21,450

351,450

645,000 $

63,375 $

708,375

158

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159

CEMETERY FUND The Cemetery program includes all operations associated with the 5.5 acre cemetery located on J.T. Ottinger Road.

This includes interment, lot sales,

record keeping, and all maintenance associated with the grounds, fences, trees and flower beds. The cemetery was donated and conveyed by deed to the Town during FY2008-09.

Cemetery Fund Program Summary

Fiscal Year

2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

REVENUES & OTHER SOURCES General Sales Tax

Property Tax

Hotel Tax Charges for Services

13,300

3,400

5,400

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

117

Misc Income

Total Revenues

13,417

175

3,475

5,575

Transfers In

Total Other Sources

13,417

3,475

5,575

TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll / Salaries

Payroll Related & Benefits

Payroll Transfer In

Payroll Transfer Out

Supplies

450

Services

4,154

Insurance Repair & Maintenance

500

3,100

3,600

1,000

2,000

1,800

Rent & Utilities

Interfund Advances

Debt

Capital Outlay

Economic Development Incentives

Capital Projects

5,604

5,100

5,900

5,400

TOTAL EXPENDITURES & OTHER USES

5,604

5,100

5,900

5,400

EXCESS REVENUES OVER(UNDER) EXPENDITURES

7,813

(1,625)

Total Expenditures Transfers Out Total Other Uses

(325)

175

FUND BALANCE, BEGINNING

141,149

148,963

148,638

FUND BALANCE, ENDING

148,963

147,338

148,638

148,813

148,963

147,338

148,638

148,813

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

Restricted/Assigned/Committed Funds A

Cash

255 10110

000

50,784

49,159

50,459

50,634

Cemetery Lots

255 15100

000

98,179

148,963

147,338

148,638

148,813

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

161

FUND OVERVIEW CEMETERY FUND The Cemetery program includes all operations associated with the 5.5 acre cemetery located on J.T. Ottinger Road. This includes interment, lot sales, record keeping, and all maintenance associated with the grounds, fences, trees and flower beds. The cemetery was donated and conveyed by deed to the Town during FY2008-09. Revenues  Total revenues for FY 2012-13 are $5,575  Revenue will remain flat when compared to FY 11/12 estimated revenues.

Expenditures  Total expenditures for FY 2012-13 are $5400  This is an 8% decrease of $500 compared to FY 2011-12 estimated expenditures.

Fund Balance  The projected ending fund balance for FY 2012-13 is $148,813.

162

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163

UTILITY FUND The Utility Fund is utilized for the operation, maintenance, repair, and installation of 130,000 LF of water lines, 94,000 LF of waste water lines, and 57,000 LF of duct bank lines; maintaining public records and regulatory requirements

Utility Fund Program Summary

Fiscal Year

2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

REVENUES & OTHER SOURCES Charges for Services

Water

2,386,093

2,059,000

Charges for Services

Sewer

547,871

529,800

Charges for Services

Trash

5,216

6,966

58,050

Charges for Services

Other

187,645

44,000

60,835

100%

Contributions

Franchise Fees

Permits & Fees

Fines & Forfeitures

10,000

Investment Earnings Misc Income Total Revenues

9,699

10,000

146,716

71,500

89,434

3,283,239

2,721,266

2,756,035

2,807,119

Transfers In

2,000,000

Total Other Sources

2,000,000

TOTAL REVENUES & OTHER SOURCES

3,283,239

2,721,266

2,756,035

4,807,119

EXPENDITURES & OTHER USES Payroll / Salaries

Payroll Related & Benefits

PR Transfer In

PR Transfer Out

203,592

251,694

273,812

Supplies

2,878

7,000

7,380

7,000

Services

345,526

453,744

454,299

521,828

Insurance

4,748

5,827

4,834

6,098

103,449

141,500

156,050

141,500

Rent & Utilities

97,638

111,292

93,777

111,292

Capital Outlay

15,007

20,000

22,000

20,000

603,858

219,399

207,668

220,943

Repair & Maintenance

Debt Water Purchases Total Expenses

1,015,869

1,110,600

2,392,565

2,069,362

2,308,302

2,413,073 2,161,871

Capital Projects

213,364

603,603

493,375

Transfers Out

145,216

331,694

87,500

358,580

935,297

580,875

2,249,371

2,751,145

3,004,659

2,889,177

4,662,444

Total Other Uses TOTAL EXPENSES & OTHER USES EXCESS REVENUES OVER(UNDER) EXPENSES

532,094

(283,393)

(133,142)

144,675

FUND BALANCE, BEGINNING

2,571,347

3,103,441

2,970,299

FUND BALANCE, ENDING

3,103,441

2,820,048

2,970,299

3,114,974

143,780

149,050

153,522

2,959,661

2,670,998

2,821,249

2,961,453

2,392,565

2,069,362

2,308,302

2,413,073

452

471

446

448

143,780

149,050

153,522

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING Operating Expenditures # Days Operating Restricted/Assigned/Committed Funds R

Water/Sewer Deposits Cash

10112

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

143,780

165

149,050

153,522

FUND OVERVIEW UTILITY FUND REVENUES AND OTHER RESOURCES  Total revenues for FY 2012-13 are budgeted to be $4,807,119  A 74% increase of $2,051,084 from the FY 11/12 estimated revenues of $2,756,035. o This amount is composed primarily of a $2M transfer in (inter-fund loan) from the General Fund in FY 2012-13 for the construction of a ground storage tank. o Funds are to be repaid over the next five (5) years. REVENUES Water Revenue Sewer/Trash/Other Contributions Tap/Impact Fees Interest/Misc Income Transfers In TOTAL  

FY 11/12 Estimated 2,059,000 536,766 60,835 99,434 $ 2,756,035

FY 12/13 Adopted 2,059,000 587,850 60,835 99,434 2,000,000 $ 4,807,119

% of total 43% 12% 0% 1% 2% 42% 100%

change amount 51,084 2,000,000 $ 2,051,084

change percent 0% 10% 0% 0% 0% 100 74%

Utility Fund revenue is primarily comprised of fees for water and wastewater service. The fund also receives a small portion of its revenue through tap fees and interest income, and currently serves as a mechanism for collecting and distributing debt service and impact fees. Transfers In 42%

FY12/13 Adopted Revenues

Sewer/Trash/ Other 12%

Water Revenue 43%

Water Revenue The Utility Fund is the recipient of all revenue generated from water sales in the Town. With the construction of Westlake’s master-planned residential developments, the Town placed new water infrastructure into service in 2000. As Westlake’s customer base continues to expand, additional demands will be placed on the utility system, requiring incremental expansion and maintenance of infrastructure. Effective October 1, 2012, Fort Worth rates increased by 2.9% ($1.7376/1000 gal to $1.6848/1000 gal).

166

FUND OVERVIEW Wastewater Revenues Wastewater revenue is another major component of the Utility Fund. Wastewater revenue is expected to grow proportionate to future non-irrigation water demands. These future increases can be attributed to both residential and commercial growth. Effective December 1, 2012, TRA rates will increase by 22.7% ($3.902/1000 gal to $4.788/1000 gal) due to higher treated sewage volumes, capital project funding needs and associated operating costs. Waste Management During FY 2008-09, the Town took over the billing and collection of residential solid waste user fees for its franchised hauler. The Town changed from twice a week pick up schedule to once a week pick up schedule in lieu of a rate increase. The current rate for solid waste and recycling service remains unchanged since 2008. The Town receives a 12% fee from its franchisee for providing this service. Ductbank The ductbank is a series of Town owned conduit that houses underground telecommunication infrastructure in portions of Westlake. Revenues from the ductbank are contingent upon utility companies leasing out portions of the conduit. The Town continues to execute new leases with telecommunications companies.

Millions

10 Year Analysis - Revenue Trend $3.50 $3.25 $3.00 $2.75 $2.50 $2.25 $2.00 $1.75 $1.50 $1.25 $1.00 $0.75 $0.50 $0.25 $0.00

$0.35 $0.55 $0.21 $0.62

$0.10 $0.23 $0.87

FY 03/04

$0.18 $0.30

FY 04/05

$0.48

$0.16

$0.53

Other

$0.47

Sewer

$0.35

$0.26

$1.21

$0.17

$0.12 $0.37

$0.15

$0.17

$2.39 $1.46

FY 05/06

$1.62

$1.74

$1.59

FY 07/08

FY 08/09

FY 09/10

$1.22

FY 06/07

FY 10/11

$2.06

FY 11/12 estimated

FY 12/13 adopted

Water

EXPENSES AND OTHER USES  Total expenditures for FY 2012-13 are $4,662,444  A 61% increase of $1,773,267 from the FY 2011-12 estimated expenses.  Capital projects funded by the Utility Fund are described in the capital improvements portion of this overview. EXPENSES Operating Expenses Capital Outlay/Projects Transfers Out TOTAL

FY 11/12 Estimated 2,286,302 515,375 87,500 $ 2,889,177

FY 12/13 Adopted 2,393,073 2,181,871 87,500 $ 4,662,444

167

% of total 51% 47% 2% 100%

change amount 106,771 1,666,496 $ 1,773,267

change percent 5% 323% 0% 61%

FUND OVERVIEW Services Provided The Utility Fund accounts for water and wastewater services for the residents of the Town. All activities necessary to provide such services are accounted for in the fund, including administration, operations, maintenance, financing and related debt service, and billing and collection.

10 Year Analysis - Utility Billing Acounts FY 12/13 projected

482

FY 11/12 estimated

481

FY 10/11

480

FY 09/10

475

FY 08/09

450

FY 07/08

420

FY 06/07

359

FY 05/06

325

FY 04/05

294

FY 03/04

204 0

100

150

200

250

300

350

400

450

500

550

This fund also contains the planning and implementation of the ductbank. This is a series of underground conduit designed to house telecommunications services in Westlake. The ductbank is a public/private partnership that utilizes public and private sector capital, town planning and engineering and town operation. Phase I was completed in FY 2000-01 and became ready for occupancy in FY 2001-02 with leases following completion of construction. FY 2004-05 saw the completion of the ductbank extension from Vaquero to Pearson Road with a lease following the construction. The development of the Terra Bella subdivision extended the ductbank from Sam School Road through the subdivision to Dove Road. In 2010, Deloitte University constructed new ductbank through their development that connected the section at Dove/Pearson Lane to Ottinger Road at the Deloitte service entrance with leases following completion of construction. The Utility Fund is responsible for all water, sewer, and telecommunications ductbank service in the Town. The Town continues to use new automated technologies to control inflows into our storage facilities and minimize the annual peak payment charges from the City of Fort Worth. The fund is also burdened with three outstanding long-term obligations. 1. The first is the proportionate buyout of infrastructure owned by the Hunt Trust which sold the Circle T Ranch to Hillwood. The Townâ&#x20AC;&#x2122;s agreement with Hillwood is that in exchange for dissolution of the Municipal Utility Districts (MUDs), the Utility Fund will reimburse Hillwood the share of purchased MUDs infrastructure for each development based upon the acres removed from the MUDs. Hillwood, in turn, must deposit these funds into an escrow account owned by the Hunt Trust.

168

FUND OVERVIEW 2.

The second long term liability is the loan from Hillwood to the Town to construct the 16” and 20” transmission water lines and the US 377 Pump Station. The Town is contractually obligated to pay for this infrastructure through a surcharge on water rates. The Town is divided into two service areas, one being the Circle T Ranch, and the remaining areas within the Town’s limits which constitute the “Town” service area. The Town pays Hillwood $.25 cents per 1,000 gallons of water distributed to consumers in these two service areas. Each service area pays its respective portion of the overall debt based on the volume of water used from the customers. The contract clearly stipulates that this is not a general obligation of the Town. It is, however, required to be paid back through this assessment being attached to the water rate. The rate would have to be significantly increased to pay this debt off in the twenty years contemplated under the agreement. Hillwood has stated that once the Town and Hillwood agree on proportionate future infrastructure funding, this liability will be erased. Nevertheless, the obligation does exist and water rates should always be reviewed with this obligation in mind.

The third long term liability is the joint Westlake/Keller water tower that was constructed to provide the necessary water storage and pressures within Westlake.

Staff is committed to maintaining an up to date utility rate analysis to maintain the integrity of the fund. The budget is based on an adjustment in water and sewer rates from a rate study conducted in FY 2010-11. The fund revenues were estimated based on a water and sewer rates approved by the Town Council on December 13, 2010 and became effective January 1, 2011. The purpose of the rate increase was to fully recover all system costs as well as provide for capital improvements and maintenance of our water and sewer utility. In addition to the rate increase on December 13, 2011, Council also approved a “pass-through” rate adjustment ordinance that provides for an automatic adjustment to rates based on unit volume costs from the Town’s wholesale providers.

169

PROGRAM BUDGET Utility Fund Public Works Department Director Jarrod Greenwood Department Phone 817-490-5717

Program

Activity

Budget

Percent

Water Services 1 2 3 4 5 6 7

Maintenance & Repairs Regulatory Monitoring & Reporting Water Conservation Customer Service Meter Testing & Replacement Wholesale Water Purchases Contract Management $

212,415 43,257 19,685 58,828 71,507 1,110,601 166,711 1,683,003

8.80% 1.79% 0.82% 2.44% 2.96% 46.02% 6.91% 69.75%

23,647 5,969 394,221 24,393 448,230

0.98% 0.25% 16.34% 1.01% 18.58%

71,117 20,033 91,151

2.95% 0.83% 3.78%

68,011 68,011

2.82% 2.82%

47,922 47,922

1.99% 1.99%

5,425 5,425

0.22% 0.22%

19,470 66,813

0.81% 2.77%

2,413,073

100%

Sewer Services 1 2 3 4

Maintenance & Repairs Regulatory Monitoring & Reporting Wastewater Treatment Contract Management

Solid Waste & Recycling 1 2

Solid Waste Recycling

Utility Billing Services 1

Utility Billing

Municipal Governance 1

Town Council Meetings/Workshops

Citizen Engagement and Communication 1

Neighborhood Gatherings & Outreach

Accounting Services - Municipal 4

Financial Reporting

Represents Total Expenses net of Debt & Capital Projects

170

Utility Fund Interfund Repayment Schedule Due to 4B Economic Development Fund

Pymt

Due Date

Beginnig Balance 533,152

$293,842

$119,688

$533,152

GW Farms Waterline

Knox Road Connection

TOTAL

Nov-03

Aug-05

445,962

7,975

13,777

7,979

29,731

416,232

Aug-06

416,232

7,975

13,777

7,979

29,731

386,501

Aug-07

386,501

7,975

13,777

7,979

29,731

356,770

Aug-08

356,770

7,975

13,777

7,979

29,731

327,039

Aug-09

327,039

7,975

13,777

7,979

29,731

297,308

Aug-10

297,308

7,975

13,777

7,979

29,731

267,577

Aug-11

267,577

7,975

13,777

7,979

29,731

237,846

Aug-12

237,846

7,975

13,777

7,979

29,731

208,116

Aug-13

208,116

7,975

13,777

7,979

29,731

178,385

Aug-14

178,385

7,975

13,777

7,979

29,731

148,654

Aug-15

148,654

7,975

13,777

7,979

29,731

118,923

Aug-16

118,923

7,975

13,777

7,979

29,731

89,192

Aug-17

89,192

7,975

13,777

7,979

29,731

59,461

Aug-18

59,461

7,975

13,777

7,979

29,731

Aug-19

29,731

7,975

13,777

7,979

29,731

119,622

171

87,189

293,842

119,688

87,189

Ending Balance

TOTAL

$119,622

533,152

445,962

(0)

UTILITY FUND Debt Payable Schedule Keller Overhead Storage

Pymt

Date

TOTAL PAYABLE Principal

WESTLAKE'S PORTION OF PAYABLE 32%

Interest 173,730

363,730

Payable $

116,554

Principal

Sep-06 $

190,000

60,884

Sep-07

200,000

163,344

363,344

116,429.87

64,088.00

Sep-08

210,000

151,575

361,575

115,863

Sep-09

225,000

138,219

363,219

Sep-10

235,000

127,169

Sep-11

245,000

Sep-12

55,670

Total $

Balance $1,257,727

52,341.87

116,430

1,193,639

67,292

48,571

115,863

1,126,347

116,389.82

72,099.00

44,290.82

116,390

1,054,248

362,169

116,053

75,303

40,750

116,053

978,944

118,463

363,463

116,467.93

78,507.80

37,960.13

116,468

900,436

255,000

109,088

364,088

116,668

81,712

34,956

116,668

818,724

Sep-13

270,000

98,906

368,906

118,212.32

86,518.80

31,693.52

118,212

732,205

Sep-14

285,000

87,806

372,806

119,462

91,325

28,137

119,462

640,880

Sep-15

295,000

76,206

371,206

118,949.33

94,529.80

24,419.53

118,949

546,350

Sep-16

310,000

64,106

374,106

119,879

99,336

20,542

119,879

447,014

Sep-17

325,000

51,163

376,163

120,537.51

104,143.00

16,394.51

120,538

342,871

Sep-18

340,000

37,406

377,406

120,936

108,950

11,986

120,936

233,921

Sep-19

355,000

23,072

378,072

121,149.35

113,756.20

7,393.15

121,149

120,165

Sep-20

375,000

7,875

382,875

122,688

120,165

2,523

122,688

$ 4,115,000

$ 1,428,127

$ 5,543,127

$ 1,776,240

$ 1,318,611

$ 457,629

$ 1,776,240

172

Interest

116,554

TOTAL

Total

CAPITAL IMPROVEMENT Fiscal Year 2012/2013 Vision Point: Leadership

TRA Assumption of N-1 Sewer Line

500-16600-00-30

Project Description: This project is intended to transfer ownership of a section of sewer line from Westlake and Southlake to TRA. It includes the design and construction of a metering station with SCADA equipment at the Town of Westlake "Point of Entry." Westlake will be required to conduct an extensive inflow and infiltration study and perform repairs (separate capital improvement).

PROJECT EXPENSE

Expense Description

Est. thru

Adopted

09/30/12

FY 12/13

Project

13/14

14/15

15/16

16/17

Total

Engineering

Construction

TOTAL

127,338

Planned

127,338

PROJECT FUNDING

Funding Description Utility Fund - Cash

TOTAL

Est. thru

Adopted

09/30/12

FY 12/13

127,338

Planned

Project

13/14

14/15

15/16

16/17

Total 127,338

127,338

IMPACT ON OPERATING BUDGET

Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Supplies

Maintenance

Services

Equipment

Debt Service

TOTAL

173

CAPITAL IMPROVEMENT Fiscal Year 2012/2013 N-1 Sewer Line Transfer / Inflow & Infiltration Repairs

500-16600-00-31

Vision Point: Leadership Project Description:

As a condition of the N-1 sewer line transfer Westlake was required to conduct an extensive inflow and infiltration study. The study will identify repairs that need to be made.

PROJECT EXPENSE

Expense Description Engineering Construction

EXPENDITURES TOTAL

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

34,533

130,000

Total 164,533

164,533

PROJECT FUNDING

Funding Description Utility Fund - Cash

FUNDING TOTAL

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

34,533

130,000

Total 164,533

164,533

IMPACT ON OPERATING BUDGET

Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Supplies

Maintenance

Services

Equipment

Debt Service

OPERATING IMPACT TOTAL

174

CAPITAL IMPROVEMENT Fiscal Year 2012/2013 Vision Point: Leadership

Ground Storage Tank

500-16600-00-36

Project Description: This project will consist of designing and constructing a new ground storage tank at the existing pump station. We anticipate this tank will be a 1,000,000 gallon tank and will be needed to augment services once Deloitte has become fully staffed. Maintenance (consisting of inspection and cleaning) would not be expected until year two.

PROJECT EXPENSE

Expense Description

Adopted

09/30/12

FY 12/13

13/14

14/15

15/16

16/17

Engineering

Construction

EXPENDITURES TOTAL

Planned

Est. thru

2,000,000

Project Total -

2,000,000

PROJECT FUNDING

Funding Description

Est. thru

Adopted

09/30/12

FY 12/13

Project

13/14

14/15

15/16

16/17

Total

Utility Fund - Cash

interfund loan from General Fund

to be repaid over five years

FUNDING TOTAL

2,000,000

Planned

2,000,000

IMPACT ON OPERATING BUDGET

Description

Planned

Est. thru

Adopted

Project

09/30/12

FY 12/13

13/14

14/15

15/16

16/17

Total

Supplies

Maintenance

Services

Equipment

Debt Service

OPERATING IMPACT TOTAL

175

UTILITY MAINTENANCE & REPLACEMENT FUND The Utility-Maintenance & Replacement Fund (UMR) was created to provide a mechanism for repair and replacement of capital assets such as pump stations, lift stations, elevated and ground storage facilities, etc. This fund receives planned portions of revenues from the Utility Fund allocated to future capital repair and replacement.

Utility - Maintenance & Replacement Fund Program Summary

Fiscal Year

2012/2013

Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

REVENUES & OTHER SOURCES General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

112

100

200

125

Misc Income

Total Revenues

112

100

200

125

Transfers In

50,000

Total Other Sources

50,000

TOTAL REVENUES & OTHER SOURCES

112

50,100

50,200

50,125

EXPENDITURES & OTHER USES Payroll / Salaries

Payroll Related & Benefits

Payroll Transfers In

Payroll Transfers Out

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

Capital Outlay

Economic Development Incentives

Capital Projects

31,200

52,450

31,200

52,450

Total Expenditures Transfers Out

Total Other Uses

TOTAL EXPENDITURES & OTHER USES

31,200

52,450

EXCESS REVENUES OVER(UNDER) EXPENDITURES

112

18,900

50,200

(2,325)

FUND BALANCE, BEGINNING

42,528

42,640

92,840

FUND BALANCE, ENDING

42,640

61,540

92,840

90,515

42,640

61,540

92,840

90,515

42,640

61,540

92,840

90,515

42,640

61,540

92,840

90,515

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

Restricted/Assigned/Committed Funds A

Cash

510

10110

000

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

177

FUND OVERVIEW UTILITY- MAINTENANCE & REPLACEMENT FUND The Utility-Maintenance & Replacement Fund (UMR) was created to provide a mechanism for repair and replacement of capital assets such as pump stations, lift stations, elevated and ground storage facilities, etc. This fund receives planned portions of revenues from the Utility Fund allocated to future capital repair and replacement. As in the General-Maintenance and Replacement Fund, this was anticipated to help avoid future bond programs and force a more conservative pattern of spending in light of uncertain future revenues. This fund consists of systematic water and sewer line repairs and major maintenance projects funded by an operating transfer from the Utility Fund. Projects are included each year from a long-range maintenance schedule which incorporates routine scheduled maintenance and recommended replacement and upgrading of lines and permanent capital assets. Revenues and Transfers In  FY2012/2013 revenues are $50,125  A 0.1% decrease of $75 from the FY 11/12 estimated revenues of $50,200 Expenditures  FY2012/2013 expenditures are $52,450  A 100% increase from the FY 11/12 estimated expenses of $0 o $21,250 – Fire Hydrant Repair and Painting o $31,200 – Pump Motor Repair and Replacement Fund Balance  Fund balance at FY 12/13 year-end is projected to be $90,515

178

Utility - Maintenance and Replacement Fund 5 Year Projection FUND 510

6.60

1.00

Projection

Actuals

Estimated

Adopted

2003 - 2012

FY 11-12

FY 12-13

FY 13-14

FY 14-15

FY 15-16

FY 16-17

Description 1 Sewer R&M - SS I&I

1.00

2 Pump Station Gate Retro-Fit

23,864

TOTALS $

23,864

7,500

Fire Hydrant Repair & Painting

21,250

4 Pump/Motor Repair/Replacement

31,200

Pump Station Equipment

SCADA Replacement

88,000

Chevy Utility Truck

25,000

Ground Storage Tank R&M

100,000

3 WA-Ext Envrnmt Imprvmts Irrig

GRAND TOTAL

31,364

179

52,450

100,000

160,000

165,000

175,000

$ 188,000 $ 185,000 $ 165,000 $ 175,000

500,000

$ 796,814

GENERAL MAINTENANCE & REPLACEMENT FUND The General Maintenance & Replacement Fund (GMR) was created to provide a mechanism for the long term repair and replacement of large capital assets such as HVAC, walls, floors and ceilings, plumbing, electric, roadways, etc.

General Maintenance & Replacement Fund Program Summary Fiscal Year

2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

271

250

2,625

1,750

REVENUES & OTHER SOURCES

Misc Income

Total Revenues

271

250

2,625

1,750

Transfers In

670,648

530,000

550,000

Total Other Sources

670,648

530,000

550,000

TOTAL REVENUES & OTHER SOURCES

670,919

530,250

532,625

551,750

EXPENDITURES & OTHER USES Payroll / Salaries

Payroll Related & Benefits

Payroll Transfers In

Payroll Transfers Out

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

Capital Outlay

Economic Development Incentives

Capital Projects Total Expenditures Transfers Out Total Other Uses TOTAL EXPENDITURES & OTHER USES EXCESS REVENUES OVER(UNDER) EXPENDITURES FUND BALANCE, BEGINNING FUND BALANCE, ENDING Restricted/Assigned/Committed Funds

41,037

418,520

368,431

329,220

41,037

418,520

368,431

329,220

41,037

418,520

368,431

329,220

629,881

111,730

164,194

222,530

61,654

691,535

855,729

691,535

803,265

855,729

1,078,259

691,535

803,265

855,729

1,078,259

691,535

803,265

833,729

1,056,259

22,000

855,729

1,078,259

UNASSIGNED FUND BALANCE, ENDING

Restricted/Assigned/Committed Funds A

Cash

600

10110

000

Cash EMS

600

10110

101

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

691,535

181

803,265

FUND OVERVIEW GENERAL MAINTENANCE & REPLACEMENT FUND The General Maintenance & Replacement Fund was created to provide a mechanism for the long term repair and replacement of large capital assets such as HVAC, walls, floors and ceilings, plumbing, electric, roadways, etc. This fund receives planned portions of revenues from each operating fund that owns and maintains capital assets to set aside for future capital repair and replacement. This helps to avoid future bond programs and encourages a more conservative pattern of spending in light of uncertain future revenues. Currently, because of our financial situation, the fund is not being able to be used as we had anticipated. This fund supports systematic facility repairs and major maintenance projects funded by operating transfers from other Town funds. Project lists are developed annually from a longrange facility maintenance schedule, and incorporated into a routine schedule for maintenance and replacement of major facility equipment and infrastructure and permanent capital assets. Revenues and Transfers In  FY12/13 revenues are $551,750 and are comprised of o $550,000 transfers in from the General Fund o $1,750 interest income  A 4% increase from the FY 11/12 estimated budget of $532,625 Expenditures/Projects  FY11/12 expenditures are $329,220  An 11% decrease of $39,211 from the FY 11/12 estimated budget of $368,431 Dept # 14 16 17 17 17 17 17 17 17 17 17 17 17 17 17 17 9 20 20 20 20 20

Project # 30 35 7 8 10 11 12 13 17 18 19 23 24 25 29 36 14 20 21 27 28 33

Description Fire Chief Vehicle Illuminated Street Signs WA - Relocate Pump Irrigation System WA - Carpet/VCT flooring WA - Environmental building upgrades - lighting -water WA - Exterior paint - wood treatment & replacement WA - Painting/cloth wall coverings repairs WA - Seal roof and overhangs WA - Refurbish classrooms WA - Update Security System WA - Update Security Cameras WA - Interior Building R&M WA - 15 Ton Split HVAC System WA - 2 Ton Roof Top Units WA - Heater boilers WA - Plumbing Repair & Replacement Trail Repairs Cisco Call Manager Upgrade/Domain Controller Network Printers Replacement of Routers/Switches Telephones/Peripheral Devices Server Replacements GRAND TOTAL

Fund Balance  Fund balance at FY 12/13 year-end is projected to be $1,078,259

182

Amount 49,000 24,000 16,000 20,500 1,500 5,000 18,200 13,400 25,000 6,000 8,000 12,000 32,300 40,500 10,320 10,000 10,000 3,500 5,000 7,000 5,000 7,000 $ 329,220

General - Maintenance and Replacement Fund 5 Year Projection Description

Projection

Actuals

Estimated

Adopted

2003 - 2011

FY 11-12

FY 12-13

FY 13-14

FY 14-15

FY 15-16

TOTALS

Ambulance Box, Chassis and Equipment

Fire Chief Vehicle

49,000

Ladder/Pumper

1,400,000

49,000

1,400,000

1,649,000

Dept 14 - Total Fire/EMS

Illuminated Street Signs

Dept 16 - Total Public Works

200,000

FY 16-17

200,000

200,000 49,000

24,000

WA - Relocate Pump Irrigation System

18,000

16,000

3,000

37,000

WA - Carpet/VCT flooring

2,515

20,500

5,000

28,015

WA - Exterior environmental improvements - irrigation

7,200

5,000

7,000

24,200

WA - Environmental building upgrades - lighting -water

14,281

9,100

1,500

5,500

10,000

40,381

WA - Exterior paint - Wood treatment & replacement

13,938

7,000

5,000

11,000

5,000

52,938

WA - Painting/cloth wall coverings repairs

5,000

18,200

10,000

8,000

41,200

WA - Seal roof and overhangs

5,000

13,400

8,000

26,400

WA - Parking Lot

17,600

10,000

18,000

45,600

WA - Refurbish classrooms

25,000

150,000

WA - Update Security System

6,000

10,000

5,000

21,000

WA - Update Security Cameras

4,803

5,000

8,000

5,500

6,000

29,303

WA - Interior Building R&M

3,500

12,000

27,500

WA - 15 Ton Split HVAC System

8,000

32,300

20,900

12,000

73,200

WA - 2 Ton Roof Top Units

5,500

6,000

40,500

5,000

57,000

WA - A/C 2 ton & 7.5 ton (server room)

6,000

WA - Heater boilers

10,000

10,320

10,000

30,320

WA - HVAC System replacement

5,500

5,000

13,000

28,500

WA - Plumbing Repair & Replacement

10,000

5,000

30,000

218,720

83,400

71,000

97,000

111,000

748,557

Dept 17 - Total Facilities & Grounds Maintenance

41,037 14

Trail Repairs Dept 19 - Parks and Recreation

126,400

10,000

50,000

10,000

50,000

Cisco Call Manager Upgrade/Domain Controller

14,000

3,500

17,500

Network Printers

630

5,000

25,630

Replacement of Routers/Switches

438

7,000

16,500

20,000

83,938

Telephones/Peripheral Devices

8,200

5,000

10,000

5,000

7,500

10,000

45,700

Server Replacements

8,763

7,000

10,000

52,763

32,031

27,500

38,500

40,000

42,500

45,000

225,531

41,037

368,431

329,220

131,900

121,000

149,500

1,556,000

2,697,088

Dept 20 - Total Information Technology GRAND TOTAL

183

WESTLAKE ACADEMY This fund was incorporated into the Town’s budget beginning in FY 10/11. Westlake Academy opened its doors in September 2003 when the Town of Westlake officials took advantage of the State of Texas’ acceptance of chartered schools and thus, became the first and only municipality in the state to receive a chartered school designation. This section includes an excerpt from the adopted Westlake Academy operating budget for FY 2012/2013 including the transmittal letter and the five year forecast. The complete operating budget for FY 2012/2013 can be found on the Westlake Academy’s website.

Westlake Academy Program Summary

Fiscal Year

2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

REVENUES & OTHER SOURCES Federal Program Revenues State Program Revenues Local Revenues

Total Revenues Other Sources Total Other Sources TOTAL REVENUES & OTHER SOURCES

157,445

150,844

163,919

69,239

3,945,658

4,494,586

4,380,317

4,488,261

874,207

839,412

1,238,685

1,281,934

4,977,309

5,484,842

5,782,921

5,839,434

659,704

36,967

104,844

44,823

659,704

36,967

104,844

44,823

5,637,013

5,521,809

5,887,765

5,884,257

4,492,764

EXPENDITURES & OTHER USES 3,450,208

3,957,924

4,138,744

62 Professional & Contracted Services

61 Payroll Related & Benefits

849,942

971,025

1,149,978

749,490

63 Supplies and Materials

338,308

260,447

360,672

286,576

64 Other Operating Costs

246,527

385,824

297,752

289,986

4,884,985 603,000

5,575,220 49,807

5,947,146 174,271

5,818,816 57,663

65 Debt Service

Total Expenditures Other Uses Total Other Uses TOTAL EXPENDITURES & OTHER USES EXCESS REVENUES OVER(UNDER) EXPENDITURES

603,000

49,807

174,271

57,663

5,487,985

5,625,027

6,121,417

5,876,479

149,028

(103,218)

(233,652)

7,778

FUND BALANCE, BEGINNING

767,933

916,961

683,309

FUND BALANCE, ENDING

916,961

813,743

683,309

691,087

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING # of Operating Days

115,810

3,684

24,396

801,151

810,059

658,913

691,087

Restricted/Assigned/Committed Funds A

Technology/FFE

Uniform/Equipment Replacement

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

185

FUND OVERVIEW WESTLAKE ACADEMY This fund was incorporated into the Town’s budget beginning in FY 10/11. Westlake Academy opened its doors in September 2003 when the Town of Westlake officials took advantage of the State of Texas’ acceptance of chartered schools and thus, became the first and only municipality in the state to receive a chartered school designation. As a chartered school, Westlake Academy is an open enrollment public school. In 2008 the Texas Education Agency (TEA) renewed the Academy’s charter until 2016. The officials who pioneered the school also decided to follow another brave path in offering the globally recognized International Baccalaureate (IB) curriculum which is now being provided in over 900 schools nationwide and over 2,300 in 128 countries worldwide. Westlake Academy is owned and operated by the Town of Westlake and is the largest operating department of the Town. The TEA requires a separate budget be submitted to the state. A portion of that budget is now incorporated into the Town’s annual budget. The Academy’s fiscal year begins on September 1st and ends of August 31st. Revenues and Other Resources  FY 12/13 is budgeted at $5,884,257  A decrease of ($3,508) under the ending estimated FY 11/12 budget of $5,887,765

Expenditures and Other Uses  FY 12/13 is budgeted at $5,876,479  A decrease of ($244,938) over the ending estimated FY 11/12 budget of $6,121,417  Transfers of indirect operating expenditures of $325,000 were not budgeted for FY12/13.

Fund Balance  The ending fund balance for FY12/13 is projected to be $676,249

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Excerpt from FY 2012/2013 Adopted Westlake Academy Budget Executive Summary August 13, 2012

Honorable President and Board Trustees Westlake Academy 2600 J. T. Ottinger Road Westlake, TX 76262 RE: Transmittal of FY 2012 – 2013 Westlake Academy Budget: “Holding to the Vision, Rising to the Challenge” As Superintendent of Westlake Academy, I am submitting for your consideration the Budget for FY 12/13. This Budget for Westlake Academy encompasses all teaching and extra-curricular operating expenditures as well as State public school funding and private donations used to support the daily school operations of Westlake Academy in the 2012/13 school year. This 2012/2013 All Funds Budget totals $5,818,815 representing a 2% decline from the prior year primarily due to the loss of one-time, federal and local, special revenue funds. The adopted FY 12/13 budget increases the General Fund’s fund balance by $28,490. The increase is the result of an additional contribution from the Westlake Academy Foundation of $303,700, which will cover a portion of the costs associated with instructional personnel, curriculum, and professional development. With the continued support of the Westlake Academy Foundation, in addition to the Westlake Blacksmith Annual Fund, the Academy will be able to balance the budget through FY 12/13. If the State does not increases public education funding in the next biennium, it will be necessary to utilize the Academy’s fund balance to balance the budget following FY 12/13. Figure 1 – All Funds Budget Summary

Estimated Budget FY 11/12 Beginning Fund Balance

914,661

Adopted Budget FY 12/13 $

$$ Increase (Decrease)

683,310

%% Increase (Decrease)

(231,351)

-25%

Revenues

5,782,921

5,839,434

56,513

Expenditures

5,947,148

5,818,815

(128,332)

-2%

(164,226)

20,619

184,845

104,844

44,823

(60,021)

-57%

(174,271)

(57,663)

116,608

-67%

7,779

(24,396)

-100%

32,174

Net Revenues over (under) Expenditures Other Resources Other Uses Ending Fund Balance

Assigned Ending Fund Balance (Unassigned)

24,396 $

# Days Operating (Based on 365) Daily operating expense

683,309 658,913 14,764

187

45 $

691,088

15,417

653

Budget Presentation I welcome the opportunity to present and discuss operational plans and related financial impact with all interested parties. Interaction among interested groups consistently leads to operational and educational improvements which become available to the students and parents of Westlake Academy. The development, review, and consideration of the 2012/13 Governmental Fund Budgets (the General Fund, and Special Revenue Funds) were completed with a detailed and exhaustive review of every revenue and expenditure item within the context of the Academy’s Vision, Mission and Values statements, Strategic Planning efforts, and Board Policy. The budget document and the year-end annual audit are the primary vehicles to present the financial plan and the results of operations at the Academy. The budget document is organized into the following sections: 

Introductory Section – Introduces the reader to the document as a whole. It highlights important information contained in the budget. Users rely on this section to get an overview – a snapshot of what they can expect to find in the rest of the document.



Organizational Section – Provides the context and framework within which the budget is developed and managed. The context for the budget is substantially predicated on the type and level of service to be provided the students of the Academy. The framework also includes the Academy’s organizational and financial structure as well as the controls that direct and regulate the development and administration of the budget.



Financial Section – Presents the heart of the Academy’s budget document. The budget financial schedules present the adopted budget for the Academy compared with the results of past budget plans and with future projections.



Informational Section – Contains information on past and future budgets and factors influencing the adopted budget. It puts the adopted budget into context and it explains past budget decisions.

188

Westlake Academy Mission, Vision & Values Westlake Academy is a public charter school offering the International Baccalaureate (IB) curriculum. Founded in 2003, with a mission to achieve academic excellence and develop life-long learners who become well-balanced, responsible global citizens, Westlake Academy is the first and only municipallyowned school in the state to receive a charter designation. Westlake Academy is the fifth school of only ten in the United States, and the only public school, to offer the full IB curriculum for grades K-12. During this year’s budget retreat great care and consideration were given to the mission and vision of the Academy and the impact that these have on both the long-term goals of the Academy and its dayto-day operation. The vision and mission statements represent the outcome of this discussion and evidence the Board’s continued dedication to academic excellence and personal achievement. The values statements are currently being reviewed by the Board and are listed here for reference only.

MISSION: “Westlake Academy is an IB World School whose mission is to provide students with an internationally minded education of the highest quality, so they are well-balanced and respectful life-long learners.”

VISION: “Westlake Academy inspires students to achieve their highest individual potential in a nurturing environment that fosters the traits found in the IB learner profile.” ~ Inquirers, Knowledgeable, Thinkers, Communicators, Principled, Open-minded, Caring, Risk-takers, Balanced, and Reflective~

VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding The following desired outcomes summarize the goals and objectives established by the Board of Trustees and leadership staff at the Academy. Desired Outcomes High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability Student Engagement-Extracurricular Activities Effective Educators & Staff

189

Board Members and Administration The Westlake Academy Board of Trustees consists of five trustees and the Board President. Each member of the Board serves a two year term with two members and the president being elected on alternate years. Several members of the Westlake Academy Leadership Team operate under a shared service agreement with the Town of Westlake and serve dual roles.

Board of Trustees

Laura Wheat Board President

Clifton Cox

Michael Barrett

Rick Rennhack

Carol Langdon

David Levitan

-----------------------------------------Board of Trustees----------------------------------------

Westlake Academy Leadership Team *Thomas E. Brymer, Superintendent of Schools Clint Calzini, Secondary Principal Rod Harding, Primary Principal/Campus Director Benjamin Nibarger, Administrative Coordinator Alan Burt, Director of Athletics Shelly Myers, Exec. Director of the WAF/Director of Development MYP Coordinator Alison Schneider, PYP Coordinator Stacy Stoyanoff, DP Coordinator *Ginger Awtry, Director of Communications & Community Affairs *Amanda DeGan, Assistant to the Town Manager *Troy Meyer, Director of Facilities *Debbie Piper, Director of Finance *Todd Wood, Director of Administrative Services *Asterisk denotes shared services personnel between Westlake Academy and the Town of Westlake

190

Budget Framework - “Governing and Managing for Outcomes” The budget document is but one part of a system designed to link together critical governance and management decision making tools. This system is called “Governing and Managing for Outcomes” and is designed to integrate:  



 

Strategic planning Five (5) year financial forecasting, budgeting, and performance measurement linked to priorities, objectives, and outcomes Reporting to monitor progress in outcome achievement and accountability for results

 

Aligning resources to prioritized outcomes Long term approach to ensure financial sustainability Working within Board adopted financial policies for the Academy Maintaining core services

Budget Process The process of projecting the budgeting needs of the Academy is a continual process that responds to the changing needs of the Academy students and staff as well as changes in the fiscal environment such as the current State funding reductions. The process of developing the Academy budget for fiscal year 2012/13 began with the Westlake Board of Trustees meeting that was held in February of 2012. Following is a summary of the main steps taken in preparation of the adopted budget.

BOARD OF TRUSTEE BUDGET REVIEW The Board of Trustees regularly receives quarterly budget updates, some of which are detailed in the trend analysis and the five-year financial forecast discussed later in this document. Upon receipt of the adopted annual budget, the Board holds budget workshops to review adopted changes, their associated outcomes for the next fiscal year, as well as their impact in a five (5) year financial forecast.

BUDGET ADOPTION The Board of Trustees holds the required public meeting and adopts the budget in August prior to beginning the fiscal year which runs from September 1st to August 31st.

BUDGET AMENDMENTS The Final Amended Budget for the Year Ending August 31, 2012 will be submitted at the August, 2012 Board meeting. It will reflect all amendments previously approved by the Board of Trustees plus any final amendments. Often, these amendments influence the shaping of the current budget as actual trends in revenues and expenditures are realized and accounted for.

191

Figure 2 Budget Process

Timeline

Description of Activities

October - December December January January - March February April May June - July June 7th August 13th September - August Fall 2012 January 2013

Strategic Plan preparation process occurs Westlake Academy Leadership Team (WALT) begins planning FY 12/13 Budget WALT meets with WA affiliates for joint planning for FY 2012/13 Develop CIP, Five Year Projection & Personnel Cost Estimates Broad overview of 2012/13 Budget with BOT Develop improvement plans for each grade level/dept. Strategic Plan preparation process occurs, preliminary budgets developed Current Budget Review BOT Budget Retreat BOT consideration/adoption of Westlake Academy FY 2012/13 Budget Budget Amendments for FY 2012/13 Begin strategic plan update/review process for FY 2012/13 Annual Financial Report for FY 2011/12

Academy Approach The Academy approach to coping with the combination of fast student growth in a restricted funding environment along with increasing academic standards requires that the budget process is instructionally driven and guided by the Academyâ&#x20AC;&#x2122;s Strategic Plan. During the budget development process the staff reviewed all revenues and expenditures and focused on aligning the allocation of resources, both personnel and financial, with the accomplishment of established goals and objectives.

192

Explanation & Summary of Major Budget Components REVENUES The revenues received by Westlake Academy are classified into one of three broad categories: Federal, State or Local. State funding is the Academyâ&#x20AC;&#x2122;s largest revenue source making up over 76% of revenues from all funds. Staff estimates that the average level of total state aid paid through the Foundation School Program (FSP) in FY 12/13 will be approximately $6,463 per student; approximately an eight percent (8%) decrease from the FY 10/11 levels. As an open-enrollment charter school, Westlake Academy has the ability to establish specific class sizes and set limitations on secondary boundary enrollment. Enrollment for FY 12/13 is projected at 650 students in accordance with the current plan to attempt to maintain 20 students per class. Federal funding is received through grants that support special education and accounts for less than 5% of revenues for all funds; this funding is projected to decrease due to the reduction of the Education Jobs Grant. Local funding consists of two major sources, the Town and the Westlake Academy Foundation. As a municipally-owned charter school Westlake Academy does not have taxing authority; the Town of Westlake is responsible for debt service and capital improvements, these costs are estimated at $1,498,528 for FY 12/13. The Westlake Academy Foundation is an independent non-profit organization that raises funds through donations and fund raising; the FY 12/13 forecast is $1,108 per student, or approximately $720,000.

EXPENDITURES Compensation and benefits are the largest operating cost for Westlake Academy. The current teacher pay scale is based on the Board policy of being within 3% of the median of the nine (9) surrounding public school districts. Per Board direction, the salary scale was held flat for FY 11/12; however, the adopted FY 12/13 budget has built in a 1% pay increase for all faculty and staff members. The increase for all applicable staff equals $36,077 (approximately 2%, including step-increases). The indirect operating costs were paid by the Academy in FY 11/12, but due to the reduction of state funding in the current biennium and the uncertainty of future funding scenarios, the indirect operating cost transfer has been removed from the FY 12/13 budget. The following table reflects these transfers with the indirect costs included in the FY 11/12 adopted budget. Figure 3 - Overall Total Cost Summary â&#x20AC;&#x201C; All Governmental Funds and Municipal Debt Service Payments

Overall Cost Summary Adopted Westlake Academy Budget Estimated Town Funded Indirect Operational Costs (Support Services) Subtotal All Operating Costs Annual Debt Service Payment (Paid through Town) Grand Total All Costs

193

Estimated Adopted FY 11-12 FY 12-13 $ 5,947,148 $ 5,818,815 306,900 5,947,148 6,125,715 1,498,450 1,498,528 $ 7,445,598 $ 7,624,243

Other Considerations MULTI-YEAR FINANCIAL FORECAST The current financial forecast shows the Academy’s utilizing the entire fund balance by FY 16/17. Unless revenues increase or operating expenditures are reduced, Westlake Academy’s estimated unassigned Fund Balance will drop below the TEA recommendation of maintaining a 45 day operating balance which was has been adopted by the board as a financial policy in FY 13/14.

Figure 4 – Revenues, Expenditures & Fund Balance – General Fund Summary

Millions

WA Programme Growth (Revenue, Expenditure, Fund Balance) $7 $6 $5 $4 $3 $2 $1 $0

FY 03/04 Revenues 1.09M Expenditures 1.07M Fund Balance 12K

FY 04/05 1.83M 1.61M 232K

FY 05/06 2.41M 2.21M 428K

FY 06/07 2.88M 2.62M 692K

FY 07/08 3.17M 3.23M 634K

FY 08/09 3.66M 3.71M 502K

FY 09/10 4.28M 3.92M 754K

FY 10/11 4.61M 4.52M 915K

FY 11/12 5.24M 5.33M 811K

FY 12/13 5.2M 5.39M 658K

FY 13/14 5.68M 5.68M 654K

FY 14/15 5.66M 5.79M 507K

FY FY 15/16 16/17 5.7M 5.67M 5.9M 6.01M 288K -71K

Historically, revenues and expenditures have increased at relatively the same rate which has dictated the need for a higher fund balance in order to sustain the 45-day minimum requirement established by Board policy.

PROGRAMS & FACILITIES In FY 10/11 and FY 11/12 the Academy increased the course offerings in foreign languages, theater arts, technology, and science. This expansion of programs and facilities was primarily funded through the addition of a third section of 20 students in grades seven through grade eleven (G7 – G11) in FY 11/12. Due the increase in program offerings and student enrollment, facilities are operating at close to 100% capacity and required the addition of three portable buildings which were added in FY 11/12. Additional facility studies have been conducted by Project Management Services, Inc. (PMSI), and the Academy’s original architectural firm, Bennett, Benner, and Pettit. A Campus Master Plan and Facility Plan is expected to be completed and presented to the Board of Trustees for adoption in FY 12/13.

194

Financial Summary The budget is developed within the guidelines predicated by the Texas Education Agency and is organized into a series of accounts called funds. The total revenue for all funds for the Academy is estimated to be $5,839,434 and total expenditure appropriations amount to $5,818,815. The following schedules present a comparison of revenues and expenditures for all Governmental Funds in the Academy’s Budget. Budgets for the General Fund, the Food Service Fund (a Special revenue Fund) and the Debt Service Fund must be included in the official district budget (legal or fiscal year basis). The Academy does not maintain a Food Service Fund or a Debt Service Fund; therefore; the only fund legally adopted will be the General Fund. For informational purposes only, budgets for Special Revenue Funds are included throughout the presentation. Figure 5 – Table: Revenue Summary – All Governmental Funds

Federal Program Rev State Program Rev Local Revenues Total Revenues

Audited FY 08/09 $ 56,134 3,163,129 538,992 $ 3,758,255

Audited FY 09/10 $ 199,436 3,687,706 656,508 $ 4,543,649

Audited FY 10/11 $ 157,445 3,945,658 874,207 $ 4,977,310

Adopted Budget FY 11/12 $ 150,844 4,494,586 839,412 $ 5,484,842

Estimated Budget FY 11/12 $ 163,919 4,380,317 1,238,685 $ 5,782,921

Adopted Budget FY 12/13 $ 69,239 4,488,261 1,281,934 $ 5,839,434

Figure 6 – Graph: Revenue Summary – All Governmental Funds

Revenues

State Program Revenues 76%

Local Revenues 21%

Federal Program Revenues 3% The largest revenue source for Westlake Academy is State Foundation School Program funding which makes up 76% of All Governmental fund revenues.

195

Figure 7 Table: Expenditure Summary – All Governmental Funds

EXPENDITURES (BY FUNCTION) 11 12 13 21 23 31 33 35 36 41 51 53 61 71 81

- Instructional - Resources & Media - Staff Development - Instructional Leadership - School Leadership - Guidance & Counseling - Health Services - Food Services - CoCurricular/Extra. Activities - Administrative - Maintenance & Operations - Data Processing - Community Services - Debt Service - Facility Acq/Construction Total Expenditures

$2,120,372 62,513 36,973 11,660 179,554 163,575 58,845 15,448 111,738 527,000 279,485 88,720 66,822 82,991 -

$2,428,184 87,511 95,387 97,623 286,307 159,850 56,963 8,135 116,808 318,624 265,969 157,923 59,592 41,495 -

$2,764,022 73,398 111,933 125,265 294,931 165,245 53,513 7,275 105,472 301,672 525,273 154,962 69,739 132,286

$3,029,625 90,134 126,230 131,742 333,805 220,628 59,700 9,657 134,726 601,746 587,169 159,874 66,244 23,940

$3,278,462 82,929 99,068 138,136 345,030 236,725 60,853 12,363 101,818 697,464 621,629 174,781 79,010 18,878

$3,377,707 140,756 126,952 127,812 353,683 234,011 58,324 9,544 186,036 314,263 607,211 166,686 91,890 23,940

$3,805,696

$4,180,369

$4,884,985

$5,575,220

$5,947,147

$5,818,815

Figure 8 – Expenditure Summary – All Governmental Funds

Expenditures by Object 61XX - Payroll & Related Items 77%

62XX - Contracted Services 13%

64XX - Other Operating 5%

63XX - Supplies & Materials 5%

The largest expenditure category is Payroll & Related items which makes up approximately 77% of all Governmental fund expenditures.

196

Budget Trends GENERAL FUND - STATE FUNDING Despite a 4% historical average annual growth rate, the State of Texas continues to lag behind the national average for per pupil funding, providing $1,000 to $1,500 less per pupil than the national average. Due to its Charter status, Westlake Academy receives less State funding per student than other non-charter public schools because public charter schools in the State of Texas do not receive facility funding. The Academy’s State funding per pupil has declined by approximately $745 per pupil since FY 09-10. Westlake Academy receives minimal federal funding (IDEA B – Special Education Funds) depending primarily upon state education funds and private donations to cover operating costs. With the downturn in the economy and the sluggish recovery, it is unlikely that funding from the state will increase in the near future. As the single largest expenditure in the state’s budget, it more likely that future reductions in spending will negatively impact public education funding. Due to these state funding reductions, the Academy has become more dependent upon the private donations for operating costs and further financial support from the Town of Westlake. Funding ongoing operating costs with one-time dollars raised through private donations places the Academy in a potentially tenuous situation. If private donations do not meet the levels necessary to offset public education reductions, then the Town of Westlake must increase financial support or consider reducing levels of service. Figure 9 - Average Funding per Student

Average Funding / Student 12,000 10,000 8,000 6,000 4,000 2,000 03/04

04/05

05/06 WA Mean

06/07

07/08 Texas Mean

08/09

09/10

10/11

11/12 12/13 Estimated Adopted

National Mean

The difference between the amount of Texas State funding and Westlake Academy is the amount dedicated to facilities funding. Public charter schools in Texas do not receive facility funding.

197

The largest funding sources for Westlake Academy continue to be State funding and the Blacksmith Apprentice Program. State funding has averaged between 80% and 86% of General Fund revenues from FY 07/08 to FY 12/13 while Blacksmith contributions have averaged between 10% and 15%. Figure 10 - General Fund Revenues by Source

Millions

FY 12/13 Revenues by Source $6

All Other Local

Athletics Transportation

Lunchroom Revenues

Investment Earnings $2 WAF Salary Reimbursement Blacksmith Apprentice Program

$1 $0 FY 07/08 Audited

FY 08/09 Audited

FY 09/10 Audited

FY 10/11 FY 11/12 FY 12/13 Audited Estimated Adopted

GENERAL FUND - LOCAL FUNDING As the student population has grown, the Blacksmith annual program contributions have increased. However, the average contribution per student was declining from FY 06/07, but has begun an upward trend in the last two fiscal years. Figure 11 - Blacksmith Contributions

Total Contributions

$800,000

$20

$700,000

$16

$600,000 $500,000

$12

Hundreds

Blacksmith Annual Program Contributions

$400,000 $8

$300,000 $200,000

$100,000 $0 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 Total Contribution 239,446 Avg / Student

907

Est. FY 11/12

Adopted FY 12/13

335,727

388,377

407,012

394,129

431,409

524,038

680,000

720,000

1,036

1,122

1,074

945

879

1,000

1,097

1,046

The FY 12/13 Blacksmith contributions of $720,000 are based on an estimated per-student average donation of $1,046.

198

Service Level Adjustments This budget makes use of Service Level Adjustments (SLA’s) to track any cost changes. These cost changes will fall into one of four categories: first, increased operating costs to maintain current levels of service; second, increased operating costs due to expanded levels of service; third, increased costs due to the development of new services, and fourth, cost savings. Cost savings may occur for any number of reasons, but primarily arise due to increased efficiency, service level reductions, or not expending the budgeted resources. Generally speaking, Service Level Adjustments (SLA’s) in this budget fall into the category of increased operating costs for existing programs. Some SLA’s are due to existing program expansion, such as increasing the number of international teachers at Westlake Academy. SLA’s involving new expenditure areas to target for recommendation to the Board for FY 11/12, staff recommended several areas: new positions, employee compensation. Instructional Salary Related Expenditures Desired Outcome: High Student Achievement

Total: $188,266

In FY 12/13 we will have 69.93 full-time equivalent employees (FTE’s), an increase of 2.45 FTE’s. The increase in expenditures is the result of a combination of adding new positions, the years of experience our new teachers, an increase in unemployment insurance and other employer contributions, as well as the increased cost associated with teacher classifications and international teacher stipends.    

   

Asst. to Secondary Principal (.50) PYP Reading Specialist (.60) PYP Spanish (.40) DP Humanities (.50)

MYP Foreign Language (.34) MYP/DP Reading Specialist (.41) PYP PE Teaching Aide (.70) Librarian/Aide (-1.0)

Lapse of Education Job Grant (Federal Funding to Save Teaching Positions) Desired Outcome: High Student Achievement

Total: $91,375

In FY 11/12 the Academy received $91,375 in a federal entitlement grant for teacher retention. This was a one year grant that was utilized to offset the salaries of approximately 1.75 FTE teaching positions. With the lapse of the federal funding, these teaching positions were moved back into the General Fund. Employee Compensation and Benefits Desired Outcomes: Effective Educators & Staff – High Student Achievement

Total: $36,077

In FY 11/12 the Board directed staff to prepare the budget holding teachers’ salaries flat. In FY 11/12 several of the surrounding districts increased their teacher pay and in order to maintain the Board policy of being within 3% of the median, it will be necessary to increase salaries 1% in FY 12/13. With over 70% of the Academy’s expenditures being directly related to employee pay and benefits, it is important that we offer competitive salaries, wages, and benefits to attract and retain a strong faculty base, even in a difficult economy.

199

Media & Resource (Library) Desired Outcome: High Student Achievement

Total: $58,109

With the renovation to the Scott Bradley Library and the introduction of the Media Center / Research environment, the staffing requirements shifted and two full-time teachers will be working with students in the PYP, MYP, and DP program on computer aided research and database utilization skills. Athletics Department Desired Outcome: Student Engagement & Extra-Curricular Activities

Total: $65,921

The majority of this cost increase is related to the experience level of the Athletic Director, the increase in expenditures of assigned funds for equipment and uniform replacement, and anticipation of greater participation in athletics, requiring additional field rentals, referees, etc. The Academy collects player fees to help offset the cost of extra-curricular activities. Professional Development Desired Outcome: Effective Educators & Staff; High Student Achievement

Total: $50,233

In FY 11/12, Westlake Academy received thousands of dollars in special revenue funds (grants) targeting professional development. Without the renewal of all these grants, the professional development budget was moved back into the General Fund. Ending In-Direct Operating Cost Transfer from Academy Budget to Town Budget Desired Outcome: Financial Stewardship and Responsibility

Total: -$306,900

In FY 11/12 the Academy reimbursed the Town for the in-direct operating costs for administrative services shared with the Town of Westlake. This includes the Superintendent, Finance Director, Human Resources Director, Facilities Director, and support personnel. This had been paid by the Town of Westlake from the inception of the school in 2003. The amount represents $325,000 less the 25% portion of the IT Tech and the Maintenance Engineer for time allocated to the Town.

200

Individual Fund Summary GENERAL FUND The General Fund is a governmental fund with budgetary control which is used to show transactions resulting from operations of on-going organizations and activities from a variety of revenue sources. FY 12/13 Adopted: Revenues = $5,668,555 Expenditures =$5,627,225 Figure 12 - Revenue & Expenditure Comparison â&#x20AC;&#x201C; General Fund

$5.33

$4.61

$4.59

$3.71

$3.66

$3.23

$2.62

$2.88

$2.21

$1.61

$1.83

$1.07

$1.09

$2.41

$3.17

$3.92

$5.24

$4.28

Millions

Revenue & Expenditure Comparison

$FY 03/04 audited

FY 04/05 audited

FY 05/06 audited

FY 06/07 audited

Revenues

FY 07/08 audited

FY 08/09 audited

FY 09/10 audited

FY 10/11 estimated

FY 11/12 Adopted

Expenditures

Expenditures have exceeded revenues over the last two fiscal years. This is due to the Stateâ&#x20AC;&#x2122;s reduction in public education funding, approximately an eight percent (8%) decline.

201

SPECIAL REVENUE FUNDS The Special Revenue Funds are the funds that account for local, state and federally financed programs or expenditures legally restricted for specified purposes or where unused balances are returned to the grantor at the close of a specified project period.

Figure 13 â&#x20AC;&#x201C; Special Revenue Funds

Estimated FY 11/12

SPECIAL REVENUE FUNDS Federal Grants through TEA Fund 224 - IDEA B Fund 225 - IDEA B Preschool Fund 266 SFSF (ARRA) Fund 287 - Education Jobs Sub-total Federal Grants

72,544 91,375 163,919

Adopted FY 12/13

Variance Estimated to Adopted

69,239 69,239

(3,305) (91,375) (94,680)

State Grants through TEA Fund 397 - Advanced Placement Incentive Fund 404 - Student Success Initiative Fund 410 - Material Allotment Disbursement Fund 411 - Technology Fund 429 - AP/IB Campus Awards Sub-total State Grants

5,220 2,200 3,566 925 11,911

(5,220) (2,200) (3,566) (925) (11,911)

Local Activities Fund 461 - Local Campus Activity Sub-total Local Activities

31,143 31,143

30,000 30,000

(1,143) (1,143)

Hudson Foundation Grants Fund 481 - Hudson Foundation Fund 483 - Hudson Technology Fund 484 - Hudson Teacher Development Fund 485 - Hudson Teacher Grant Fund 486 - Hudson Ron Clark: Teacher Effectiveness Sub-total Hudson Foundation Grants

35,000 10,000 28,430 73,430

(35,000) (10,000) (28,430) (73,430)

19,259 100,000 4,235 10,995 36,980 15,167 26,742 61,000 26,622 301,000

36,000 35,640 71,640

(19,259) (100,000) (4,235) (10,995) (36,980) (15,167) 9,258 35,640 (61,000) (26,622) (229,360)

$ 581,403

$ 170,879

$ (410,524)

Westlake Academy Foundation Grants Fund 482 - WAF Fund100 Fund 487 - WAF Technology for the Next Generation Fund 488 - WAF Support Mathematics Teacher Fund 489 - WAF Rosetta Stone Fund 490 - WAF Whole School Professional Development Fund 491 - WAF Accept the Best, Nothing Less! Phase I Fund 492 - WAF Accept the Best, Nothing Less! Phase II Fund 493 - IB Learns Grant Fund 494 - WAF Library Fund-an-Item Fund 495 - WAF Coop Tables Grant Sub-total Foundation WA Grants Grant Total - All Special Revenue Funds

202

Informational Summary CHANGES IN DEBT Debt service for the Academy’s capital infrastructure is included in the Town of Westlake’s municipal budget. The amount of debt outstanding including interest is approximately $32,194,538; this debt will be retired in 2021. The average annual debt service for Academy facilities paid by the Town of Westlake is approximately $1,500,000.

FACILITIES The Academy was designed and built to service approximately 620 students, with the addition of almost 50 students; the facilities at the Academy are projected to reach full capacity at the beginning of the FY 13/14 school year. However, curriculum and course schedules play an equally important role in determining facility use; the IB curriculum places a unique demand on staff and resources. In addition to the permanent structures on the campus, the lease cost for three temporary buildings was added as a budget amendment to the FY 10/11 Academy budget and placed into service in FY 11/12. The buildings are used to support expanded curriculum offerings in the DP programme. These buildings do not meet the criteria for “capital” expenses and are paid for from the Academy’s operating budget. The 3 year lease includes a standard purchase option however, no commitment has been made at this time; the Board is currently discussing how this and other facility needs will be met in the future.

PERSONNEL TRENDS The Academy has added personnel each year since its opening to support new grade levels and classes as well as curriculum expansion. In FY 11/12 the Academy added 8.4 FTE positions to support additional course offerings and student expansion. In FY 12/13 an additional 2.45 FTE positions for a total of 69.93 FTE employees (see page 100 in the Informational section for a complete list of all positions).

203

Figure 14 - Westlake Academy FTE Staff

Faculty & Staff Growth FY 03/04 - FY 12/13 80

67.48

70 55.62

60 43.00

50 32.40

40 30

18.85

69.93

59.44

48.10

36.40

25.15

20 10 FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 Instructional Staff

Instructional Aides

School Leadership

Office Staff

Counselors

Nurse

Facilities

Total

Staff levels have increased steadily since the Academy opened in FY 03/04. Staffing levels have increased each year as the program offerings and each grade level is fully filled. The Academy has added 14.68 FTE positions since reaching full grade level expansion in FY 09/10.

204

STUDENT ENROLLMENT TRENDS Westlake Academy’s student enrollment is established by two sets of boundaries. The primary boundary encompasses the Town of Westlake and allows Westlake residents automatic entry into Westlake Academy. The secondary boundaries are comprised of 31 of the surrounding school districts. While any school-age child from these districts is allowed to attend the Academy, demand for entrance has exceeded the Academy’s capacity necessitating an annual lottery system that is carried out according to the standards and practices dictated by Federal law. Student enrollment has grown since the Academy’s opening in FY 03/04 with the addition of one new grade level each year. The Academy opened with Grades 1 through 6 and completed adding grade levels in FY 09-10. The Academy’s enrollment continued to expand in FY 10/11 with an increase in target class sizes of 20 pupils per class and the addition of a third section in the secondary programme. In FY 13/14 the campus facilities at the Academy are expected to reach full capacity (including the three portable buildings discussed earlier in this document). Any future growth in student population may necessitate building or leasing additional space. As an open enrollment charter school, Westlake Academy has the ability to set and maintain enrollment numbers at levels determined by the Board of Trustees. The Academy currently has over 2,000 students on a waiting list spanning Kindergarten through grade eleven. The waiting list which is developed each year through a lottery process, allows the Academy to fill seats if student attrition occurs, maintaining a stable student population number and classroom size. Although discussions of expanding the campus facilities are underway, currently there is no plan to expand the number of students enrolled beyond the approximately 650 students being served in the current fiscal year. Figure 15 - Westlake Academy Student Enrollment

WA Student Enrollment 700

610

600 491

500 400

FY 05/06 K-8

FY 06/07 K-9

379

530

417

264

300 200

324

346

650

195

100 0 FY 03/04 G1-6

FY 04/05 K-7

FY 07/08 K-10

FY 08/09 K-11

FY 09/10 K-12

FY 10/11 K-12

FY 11/12 K-12

FY 12/13 K-12

Total enrollment has increased steadily since FY 03/04 in harmony with the expansion of grade levels. The increase from 530 in FY 10/11 to 610 in FY 11/12 is due to the Board’s decision to expand class sizes in an effort to increase program offerings. Future enrollment increases or decreases are at the sole discretion of the Board.

205

WORKING LEAN Given the new paradigm of decreasing State aid and increasing demand, Westlake Academy and the Town of Westlake is committed to providing for the long-term viability of its program by maintaining municipal financial support where needed if future budgets stop short, utilizing and bolstering donations made by the Blacksmith Campaign and the Westlake Academy Foundation, and continuing a focus on financial stewardship in the school’s operations and expenditures. These initiatives combined with a thoughtfully crafted financial forecast will help to foresee future negative indicators of decreased funding and ensure that a quality, IB curriculum will continue to be offered to the students of the Academy for years to come.

Performance Results The State of Texas utilizes the Texas Assessment of Knowledge and Skills (TAKS) test to assess students’ attainment of reading, writing, math, science, and social studies skills required under Texas education standards. Although the test was created before the passage of the No Child Left Behind Act (NCLBA), it complies with the law. The charts below utilize TEA data to compare Westlake Academy’s performance with several benchmark school districts including the three districts that have boundaries within the Town of Westlake (Carroll ISD, Keller ISD and Northwest ISD).

2011 TAKS Results Benchmark Comparisons 100 90 80 70 60 50 40 30 20 10 0

Lewisville Northwest Arlington Birdville Fort Worth

Keller TAKS % Passing Reading/ELA

TAKS % Passing Writing

TAKS % Passing Mathematics

TAKS % Passing Science

TAKS % Passing Social Studies

Hurst-Euless-Bedford Carroll Westlake Academy Charter

Of the school districts listed above, Westlake Academy had the highest or second-highest 2011 TAKS performance for every category except science.

206

Operating Costs per Student (Excluding Debt Service & Capital Expenditures) $9,500 $8,500 $7,500 $6,500 $5,500 FY 05/06

FY 06/07

FY 07/08

FY 08/09

FY 09/10

FY 10/11

Lewisville

Northwest

Arlington

Birdville

Fort Worth

Keller

Hurst-Euless-Bedford

Carroll

Westlake Academy Charter

Westlake Academyâ&#x20AC;&#x2122;s spending per pupil declined sharply in FY 10/11 due to the State Education funding reductions.

Recent enrollment increases have improved efficiencies and reduced the per student cost. Benchmarking against the surrounding local ISDs, Westlake Academyâ&#x20AC;&#x2122;s expenditures are near the median when comparing expenditures per student excluding debt service and capital expenditures.

PARENT SURVEY RESULTS Westlake Academy is focused on delivering high quality educational services and depends upon the constant input from stakeholders. Each year Westlake Academy conducts an Annual Parent Survey to help identify any future needs and to prioritize resource allocation. The FY 10/11 Westlake Academy Parent Survey was conducted in June 2011 and achieved significant improvements in satisfaction (>5%) in thirteen (13) of the nineteen (19) service areas and programs rated. Westlake anticipates completing a parent satisfaction survey every other year to continue to track overall performance and satisfaction.

207

Overall Satisfaction with Quality of Education Satisfied 42%

Dissatisfied 14%

Very Satisfied 41% Neutral 3%

83% of the parent’s surveyed were very satisfied or satisfied with the overall quality of education Westlake Academy delivers to its students.

AWARDS The Association of School Business Officials International (ASBO) presented a Meritorious Budget Award to Westlake Academy for its Annual Operating Budget for the fiscal year beginning September 1, 2010. This is the second year the Academy has been honored with this award. Additionally, the Academy received the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA); representing the fourth year the Academy has received this award. These awards represent a significant achievement that reflect the dedication and commitment the Board of Trustees and staff have given to meeting the highest principles of governmental accounting. These awards are valid for one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to ASBO and GFOA to determine its eligibility.

SUMMARY Westlake Academy’s students, faculty, and staff continue down the path towards excellence, appearing in the top 50 public schools in the nation in three different national rankings. This shows that we lived up to our last year’s theme, “Continued Excellence in the Face of Change”. In FY 11/12, we spent many hours in discussion about the future of Westlake Academy, our vision, mission, and values. About how best we can reach our ultimate destination in this climate of uncertainty, and constant change. We are proud to be steadily moving toward our long-term goals for the Academy by increasing our national rankings annually, adding student enrollment and faculty in an effort to expand our services into the future, and crafting a budget that places stewardship and efficiency at the forefront of importance. These accomplishments show ways in which we are continuously moving toward the Academy’s goals and mission. Keeping in mind our last year’s budget

208

theme of continuing excellence in the face of change, I would offer for the FY 12/13 budget theme, “Holding to the Vision, Rising to the Challenge.” * While we have many successes to celebrate, we are constantly striving to improve the Academy through multiple avenues, including: getting the right people on the bus, making sure that we are consistently taking measure of our course, and making adjustments as we move towards our goal; it is through our talented faculty, staff, students, and their supportive families, that we are able to unfailingly rise to the challenges, and hold to our vision. On behalf of our entire learning community, I would like to thank the Board for their leadership, dedication to excellence, and their support in making Westlake Academy and the Town of Westlake, truly a shining example of what can be accomplished when people come together with a common purpose: great things can happen! As with all good teams, it becomes necessary to draw attention to performers who go above and beyond to make sure we accomplish our goals. I would like to recognize the hard work of the Westlake Academy and Municipal Leadership Team, and specifically Debbie Piper and Ben Nibarger for their efforts in completing this award winning document. I know with the team we have in place, we will continue “Holding to the Vision, and Rising to the Challenge”.

Thomas E. Brymer Town Manager/Superintendent Westlake Academy

209

CAPITAL PROJECTS FUND This fund tracks the infrastructure and building projects funded with general fund operating transfers, intergovernmental revenue, bond funds and other special fund sources. Capital projects are those projects over $25,000 that may extend over one fiscal year to complete and reflect multiple expense categories such as engineering, design and construction. All capital projects illustrate not only the expenditure and revenue sources, but ongoing operational impact.

Capital Projects Fund Program Summary Fiscal Year

2012/2013 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 10/11

FY 11/12

FY 12/13

1 REVENUES & OTHER SOURCES 2

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

27,055

27,800

12,800

11,000

Misc Income

13 Total Revenues

27,055

400,000

8,000

27,800

420,800

816,500

827,500

Transfers In

3,290,659

35,000

Bond Proceeds

2,095,000

16 Total Other Sources

5,385,659

35,000

8,500,000

17 TOTAL REVENUES & OTHER SOURCES

5,412,714

27,800

455,800

9,327,500

8,500,000

18 EXPENDITURES & OTHER USES 19

Payroll / Salaries

Payroll Related & Benefits

Payroll Transfers In

Payroll Transfers Out

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

36,446

Capital Outlay

Economic Development Incentives

Capital Projects

33 Total Expenditures 34

400,000

953,317

2,047,545

1,641,052

4,467,249

989,762

2,047,545

2,041,052

4,467,249

Transfer Out

8,900

35 Total Other Uses

8,900

36 TOTAL EXPENDITURES & OTHER USES

998,662

37 EXCESS REVENUES OVER(UNDER) EXPENDITURES

4,414,052

38 FUND BALANCE, BEGINNING

2,047,545

2,041,052

4,467,249

(2,019,745)

(1,585,252)

4,860,251

220,279

4,634,332

3,049,080

39 FUND BALANCE, ENDING

4,634,332

2,614,587

3,049,080

7,909,331

4,634,332

2,614,587

3,049,080

7,909,331

4,634,332

2,614,587

3,049,080

7,909,331

4,634,332

2,614,587

3,049,080

7,909,331

Restricted/Assigned/Committed Funds

41 UNASSIGNED FUND BALANCE, ENDING 42 43 Restricted/Assigned/Committed Funds 44 C

Cash/CD's

410

10110 00

000

45 46 47 48 49 TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

211

FUND OVERVIEW CAPITAL PROJECTS FUND This fund tracks the infrastructure and building projects funded with general fund operating transfers, intergovernmental revenue, bond funds and other special fund sources. Capital projects are those projects over $25,000 that may extend over one fiscal year to complete and reflect multiple expense categories such as engineering, design and construction. All capital projects illustrate not only the expenditure and revenue sources, but ongoing operational impact. Completion of CIP projects may have a fiscal impact to the Town’s operating funds as routine maintenance and operational expenditures are necessary to utilize the completed project. When an operating impact has been identified, it is included on the project description sheet, and costs are projected for the next three years. Upon approval of the project for an annual expenditure, the fiscal impact is integrated into the operating budget. Revenues  FY12/13 adopted revenues are $9,327,500.  This represents an increase of $8,871,700 from the FY 11/12 estimated budget of $455,800 o Contributions increased $416,500 - TSH proceeds ($400K) were received in FY11/12 and a Green Belt grant from TxDot in the amount of $816,500 is proposed in FY12/13 for median landscaping of FM1938/Davis Blvd. o Interest income is budgeted to be $11,000 for FY12/13 – this is a decrease of $1,800 compared to FY11/12. o Bond Proceeds are budgeted to be $8.5M for FY12/13. These proceeds will be used to fund construction of three new buildings at Westlake Academy;  Cafetorium – includes stage, dressing area, storage and catering kitchen for dining and general purposes; approximately 9,600 sf.  Three story Secondary School - includes 15 classrooms, flex and office space; will be designed to allow for future addition if needed; approximately18,900 sf.  Field-house - will house locker rooms to be used for both athletics and PE; a visiting team locker room; storage for equipment; offices and space to be used for the PE program; approximately 9,600 sf. Expenditures  FY 12/13 project expenditures are budgeted to be $4,467,249 Project # CP20 CP28 CP30 CP31 CP41 CP42 CP45 CP46 CP47 CP48

Project Description FM1938 Streetscape/Wayfinding Streets Survey SH114/Hwy170 Enhancements Stagecoach Hills Reconstruction/Drainage Dove Vaquero to Terra Bella Trail Connection at 114/Solana Westlake Portion of Hillwood Projects WA North Driveway Lighting Hwy 377 Westport Parkway Sign Westlake Academy Expansion Total Project Expense

Amount 1,353,469 30,645 345,460 41,680 221,995 15,000 1,044,000 40,000 25,000 1,350,000 $ 4,467,249

Fund Balance  FY 12/13 ending fund balance is projected to be $7,909,331

212

Capital Projects Fund 5 Year Projection

Proj No.

Description

Actuals

Estimated

Adopted

2003 - 2011

FY 11-12

FY 12-13

Projection FY 13-14

FY 14-15

FY 15-16

FY 16-17

TOTALS

Revenues and Other Sources n/a

Contributions - TSH Proceeds

400,000.00 35,000.00

n/a

Transfer in from GF for WA Expansion

CP47

Hwy 377 Westport Parkway Signal

CP20

FM 1938 Streetscape/Wayfinding Total Revenues and Other Sources

16,500.00

435,000.00

800,000.00 $

816,500.00

400,000.00

35,000.00

16,500.00

172,000.00 $

172,000.00

972,000.00

1,423,500.00

Capital Project Detail CP20

FM 1938 Streetscape/Wayfinding

CP26

Mahotea Boone Reconst/Drainage

592,877.35 88,191.06

CP28

Streets Survey

29,355.00

CP29

WA Dining Hall Improvements

78,084.91

CP30

SH 114/Hwy 170 Enhancements

7,500.00

808,609.00

1,353,469.00

20,000.00

30,645.00

567,100.00

253,100.00

3,575,155.35

80,000.00

1,079,900.00

88,191.06 -

78,084.91 -

CP31

Stagecoach Hills Street Reconstruction & Drainage

7,220.00

450,000.00

CP32

N. Roanoke Road Reconstruction & Drainage

3,347.50

192,442.50

CP33

Aspen Lane Recon/Drainage

345,460.00 41,680.00 -

390,940.00

336,000.00

498,900.00

195,790.00 214,022.35

214,022.35

CP34

S. Roanoke Road Reconstruction & Drainage

CP40

Sam School Road Reconstruction & Drainage

2,900.00 -

CP41

E. Dove Road Reconstruction & Drainage (Vaq - TB)

221,995.00

CP42

Trail Connection at 114/Solana

15,000.00

CP45

Westlake Potion of Hillwood Projects (bonds)

182,416.68

4,740.00

85,000.00

455,900.00

216,000.00

404,945.00

626,940.00

15,000.00

272,156.68 861,583.32

453,000.00

CP45

Westlake Potion of Hillwood Projects (cash)

861,583.32

CP46

WA North Driveway Lighting

40,000.00

CP47

Hwy 377 Westport Parkway Signal

50,000.00

25,000.00

75,000.00

1,350,000.00

8,535,000.00

400,000.00

CP48

Westlake Academy Expansion

35,000.00

n/a

TSH Donation Expense to WA Foundation

400,000.00

Total Capital Projects

1,028,238.17

NET

$ (1,028,238.17)

2,225,000.00 -

2,820,000.00 -

$ 2,041,051.50

$ 4,467,249.00

$ 3,803,985.00

$ (1,606,051.50)

$ (3,650,749.00)

$ (3,631,985.00) $ (3,862,100.00) $ (2,105,000.00)

$2,095,000 - Series 2011 CO issued 03/29/11

2,095,000.00

$8,500,000 - Series 2012 CO issued 09/14/12

8,500,000.00

pending approval

$1800,885 - Future Bond Funding

1,800,885.00

pending approval

Cash/Transfers In/Fund Balance

4,911,738.67

General Government Funding Summary Total

$ 17,307,623.67

213

$ 3,862,100.00

2,105,000.00

$ 2,105,000.00

17,307,623.67

$ (15,884,123.67)

CAPITAL IMPROVEMENT Fiscal Year 2012/2013 FM 1938 Streetscape/Wayfinding

410-74400-00-20

Vision Point: Inviting Neighborhoods Project Description:

Project consist of the design and construction of landscape and hardscape improvements to the FM 1938 corridor from SH 114 south to Randol Mill Road, including sidewalks, trailheads, signage, rest areas, plantings, entry monuments. Per developer's agreements: Fidelity is to provide funding for landscape enhancements to the median and ROW (est. $322K) and Vaquero (Discovery Land) was to provide landscape enhancements to the median (est. $217K). We anticipate the Fidelity and Discovery Land amounts will need to be negotiated as the developer's agreements don't provide a cap nor scope of work to be designed to. The Town is required to install sidewalk on the west side of FM 1938 from Dove to SH 114 per the Fidelity developer's agreement at our cost. Utility relocations will be necessary to accomodate construction, including adjusting manholes, fire hydrants, valves and meters as necessary. Maintenance is for irrigation only.

PROJECT EXPENSE

Expense Description Engineering Construction

EXPENDITURES TOTAL

Planned

Est. thru

Adopted

09/30/12

FY 12/13

13/14

14/15

15/16

16/17

1,401,486

567,100

253,100

1,353,469

567,100

Total

1,401,486

1,353,469

Project

253,100

3,575,155

PROJECT FUNDING

Funding Description Capital Projects Fund - Cash Contributions/Grants

FUNDING TOTAL

Est. thru

Adopted

09/30/12

FY 12/13

1,401,486

1,353,469

Planned 13/14

14/15

567,100

253,100

Project 15/16

16/17

Total 3,575,155

1,401,486

1,353,469

567,100

253,100

3,575,155

IMPACT ON OPERATING BUDGET

Description Supplies

Planned

Est. thru

Adopted

Project

09/30/12

FY 12/13

13/14

14/15

15/16

16/17

Total

Maintenance (ROW)

10,000

50,000

Services

Equipment

Debt Service

OPERATING IMPACT TOTAL

10,000

50,000

214

CAPITAL IMPROVEMENT Fiscal Year 2012/2013 Street Survey

Vision Point: Inviting Neighborhoods

410-73000-00-28

Project Description: The Street Survey will evaluate the current status of streets and thouroughfares within Westlake's Town limits. This information will be used to establish a prioritization for repairs and replacements as well as further definition of future standards of construction and repair. We will review street design standards and update as necessary.

PROJECT EXPENSE

Expense Description Engineering

EXPENDITURES TOTAL

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

49,355

30,645

80,000

49,355

30,645

80,000

PROJECT FUNDING

Funding Description Series 2011 CO $2,095,000

FUNDING TOTAL

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

49,355

30,645

80,000

49,355

30,645

80,000

IMPACT ON OPERATING BUDGET

Description Supplies

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Maintenance

Services

Equipment

Debt Service

OPERATING IMPACT TOTAL

215

CAPITAL IMPROVEMENT Fiscal Year 2012/2013 SH114 & Hwy 170 Enhancements

410-74400-00-30

Vision Point: Inviting Neighborhoods

Project Description: This project would be a cooperative effort between Westlake, Trophy Club, and Roanoke consisting of the design and construction of landscape and hardscape improvements to the SH 1170 & 114 interchange to include plantings, painting, and entry monuments. Maintenance is for irrigation only. Project costs are estimated to be $3,000,000 for construction and $200,000 for engineering design. Funding participation is anticipated to be 1/3 from each party.

PROJECT EXPENSE

Expense Description Engineering Construction

EXPENDITURES TOTAL

Est. thru

Adopted

09/30/12

FY 12/13

7,500 -

345,460

Planned

Project

13/14

14/15

15/16

16/17

7,500 1,072,400

7,500

345,460

390,940

336,000

Total

390,940

336,000

1,079,900

PROJECT FUNDING

Funding Description Series 2011 CO $2,095,000 Pending Bond issue

Est. thru

Adopted

09/30/12

FY 12/13

7,500

345,460

Planned

Project

13/14

14/15

15/16

16/17

352,960

726,940

390,940

336,000

Total

FUNDING TOTAL

7,500

345,460

390,940

336,000

1,079,900

IMPACT ON OPERATING BUDGET

Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Supplies

Maintenance

Services

Equipment

Debt Service

OPERATING IMPACT TOTAL

216

CAPITAL IMPROVEMENT Fiscal Year 2012/2013 Stagecoach Hills Street Reconstruction and Drainage

410-74400-00-31

Vision Point: Inviting Neighborhoods Project Description:

The project will provide stabilization of road subgrade and 2" of asphalt to the approximate 4,500 LF of pavement in the Stagecoach Hills Subdivision and replace/improve culverts and ditches. Foresee crack sealing during the 2nd year after completion. This project is not a candidate for Tarrant County participation.

PROJECT EXPENSE

Expense Description Engineering Construction

EXPENDITURES TOTAL

Est. thru

Adopted

09/30/12

FY 12/13

457,220

Planned

Project

13/14

14/15

15/16

16/17

Total -

41,680

457,220

498,900

PROJECT FUNDING

Funding Description Series 2011 CO $2,095,000

FUNDING TOTAL

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

41,680

457,220

Total 498,900

498,900

IMPACT ON OPERATING BUDGET

Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Supplies

Maintenance

2,000

10,000

Services

Equipment

Debt Service

OPERATING IMPACT TOTAL

2,000

10,000

217

CAPITAL IMPROVEMENT Fiscal Year 2012/2013 Roanoke Road Reconstruction and Drainage (South)

410-74400-00-34

Vision Point: Inviting Neighborhoods Project Description:

The project will provide stabilization of road subgrade and 6" of asphalt to approximately 4,000 LF of Roanoke Road and replace/improve culverts and ditches. Project improvements will be from Highway 170 south to the Town Limits. Foresee crack sealing during the 2nd year after completion. The cost below reflects construction by private contractor without participation from Tarrant County.

PROJECT EXPENSE

Expense Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Engineering

Construction

2,900

EXPENDITURES TOTAL

453,000

455,900

PROJECT FUNDING

Funding Description Series 2011 CO $2,095,000 Pending Bond issue

FUNDING TOTAL

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

2,900

453,000

2,900

453,000

455,900

IMPACT ON OPERATING BUDGET

Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Supplies

Maintenance

2,000

Services

Equipment

Debt Service

OPERATING IMPACT TOTAL

2,000

218

CAPITAL IMPROVEMENT Fiscal Year 2012/2013 Sam School Road Reconstruction and Drainage

Vision Point: Inviting Neighborhoods

410-74400-00-40

Project Description: The project will provide stabilization of road subgrade and 6" of asphalt to approximately 2,000 LF of Sam School Road and replace/improve culverts and ditches. Anticipate crack sealing 2nd year from completion. The cost below reflects construction by private contractor without Tarrant County participation.

PROJECT EXPENSE

Expense Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Engineering

Construction

EXPENDITURES TOTAL

216,000

PROJECT FUNDING

Funding Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Series 2011 CO $2,095,000

Pending Bond issue

FUNDING TOTAL

216,000

IMPACT ON OPERATING BUDGET

Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Supplies

Maintenance

1,000

3,000

Services

Equipment

Debt Service

OPERATING IMPACT TOTAL

1,000

3,000

219

CAPITAL IMPROVEMENT Fiscal Year 2012/2013 Dove Road Reconstruction and Drainage (Vaquero -Terra Bella)

410-73000-00-41

Vision Point: Inviting Neighborhoods Project Description:

The project will provide stabilization of road subgrade and 6" of asphalt to approximately 6,500 LF of Dove Road and replace/improve culverts and ditches. Anticipate crack sealing 2nd year from completion. The cost below reflects construction by private contractor without Tarrant County participation. This work will also include construction of a pedestrian trail from FM 1938 to the Glenwyck Farms.

PROJECT EXPENSE

Expense Description

Est. thru

Adopted

09/30/12

FY 12/13

Engineering

Construction

EXPENDITURES TOTAL

221,995

Planned

Project

13/14

14/15

15/16

16/17

221,995

404,945

Total

404,945

626,940

PROJECT FUNDING

Funding Description

Est. thru

Adopted

09/30/12

FY 12/13

Project

13/14

14/15

15/16

16/17

Total

221,995 404,945

Series 2011 CO $2,095,000

Pending bond issue

FUNDING TOTAL

221,995

Planned

221,995

404,945

626,940

IMPACT ON OPERATING BUDGET

Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Supplies

Maintenance

2,000

4,000

Services

Equipment

Debt Service

OPERATING IMPACT TOTAL

2,000

4,000

220

CAPITAL IMPROVEMENT Fiscal Year 2012/2013 Trail Connection at Hwy 114 and Solana

Vision Point: Inviting Neighborhoods

410-74400-00-42

Project Description: This project will be a cooperative effort between Westlake, Trophy Club, and Southlake consisting of the design and engineering of an intra-city trail system. The engineering/design costs are estimated at $45,000. Construction and landscaping cost estimates have not yet been completed. Funding participation is anticipated to be 1/3 from each party.

PROJECT EXPENSE

Expense Description Engineering

EXPENDITURES TOTAL

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

15,000

PROJECT FUNDING

Funding Description Series 2011 CO $2,095,000

FUNDING TOTAL

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

15,000

IMPACT ON OPERATING BUDGET

Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Supplies

Maintenance

Services

Equipment

Debt Service

OPERATING IMPACT TOTAL

221

CAPITAL IMPROVEMENT Fiscal Year 2012/2013 Westlake Portion of Hillwood Projects

410-46190-00-45

Vision Point: Inviting Neighborhoods Project Description:

The Dove Road and Ottinger Road projects include work that is required to be paid by the Town for misc construction related to issues that were not part of the approved set of plans within the Hillwood developer agreement. Town Council approved an amendment to the developer agreement on August 27, 2012 to appropriate $994,000 of additional funds needed to complete Dove Road and Ottinger Road improvements. Includes the trail from Vaquero to Westlke Academy

PROJECT EXPENSE

Expense Description

Planned

Est. thru

Adopted

Project

09/30/12

FY 12/13

13/14

14/15

15/16

16/17

Total

Engineering

89,740

Construction

50,000

Construction (per Council Amendment)

994,000

EXPENDITURES TOTAL

89,740

1,044,000

1,133,740

PROJECT FUNDING

Funding Description Series 2011 CO $2,095,000 Capital Projects Fund - Cash

FUNDING TOTAL

Est. thru

Adopted

09/30/12

FY 12/13

89,740

182,417

861,583

Planned

Project

13/14

14/15

15/16

16/17

Total

272,157 861,583

89,740

1,044,000

1,133,740

IMPACT ON OPERATING BUDGET

Description Supplies

Planned

Est. thru

Adopted

09/30/12

FY 12/13

13/14

14/15

15/16

16/17

Project Total -

Maintenance

Services

Equipment

Debt Service

OPERATING IMPACT TOTAL

222

CAPITAL IMPROVEMENT Fiscal Year 2012/2013 Westlake Academy North Driveway Lighting

Vision Point: Inviting Neighborhoods

410-73000-00-46

Project Description: The project will provide permanent lighting fixtures along the new Westlake Academy north entry road.

PROJECT EXPENSE

Expense Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Engineering

Construction

40,000

EXPENDITURES TOTAL

PROJECT FUNDING

Funding Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Series 2011 CO $2,095,000

Capital Projects Fund - Cash

40,000

FUNDING TOTAL

IMPACT ON OPERATING BUDGET

Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Supplies

Maintenance

Services

Equipment

Debt Service

OPERATING IMPACT TOTAL

223

CAPITAL IMPROVEMENT Fiscal Year 2012/2013 Vision Point: Leadership

Hwy. 377 & Westport Parkway Signal

410-73000-00-47

Project Description: This intersection is currently uncontrolled (does not have a traffic signal). This is a regional project between Westlake, Tarrant County, Fort Worth, and TxDOT that will include the installation of traffic signals that will be operated and maintained by TxDOT. Westlake will be responsible for 1/3 of the construction costs. Staff has also included additional funding to upgrade the poles to powder coating similar to the existing signals at Westlake Parkway.

PROJECT EXPENSE

Expense Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Engineering

Construction

50,000

25,000

75,000

50,000

25,000

75,000

EXPENDITURES TOTAL

PROJECT FUNDING

Funding Description Series 2011 CO $2,095,000

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

50,000

8,500

58,500

Contributions

16,500

(reimbursment from Tarrant County

for Tarrant County and Keller portion)

50,000

25,000

75,000

FUNDING TOTAL

IMPACT ON OPERATING BUDGET

Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned

Project

13/14

14/15

15/16

16/17

Total

Supplies

Maintenance

Services

Equipment

Debt Service

OPERATING IMPACT TOTAL

224

CAPITAL IMPROVEMENT Fiscal Year 2012/2013 Vision Point: Leadership

Westlake Academy Expansion

410-74400-00-48

Project Description: This project consists of the construction of a three new buildings: 1) Cafetorium with stage, dressing area, storage and catering kitchen for dining and general purposes at approx. 9,600 sf. 2) Three story Secondary School at apprx. 18,900 sf. Includes 15 classrooms, flex and office space. Designed to allow for future addition in needed. 3) Fieldhouse at approx. 9,600 sf. Will house locker rooms to be used for both athletics and PE, a visiting team locker room, storage for equipment, offices and space to be used for the PE program.

PROJECT EXPENSE

Expense Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned 13/14

14/15

Project 15/16

16/17

Total

Engineering

150,000

25,000

20,000

25,000

220,000

Construction

1,000,000

1,700,000

2,500,000

1,085,000

6,285,000

FF&E

900,000

Design

35,000

150,000

250,000

100,000

55,000

590,000

50,000

250,000

200,000

40,000

540,000

1,350,000

2,225,000

2,820,000

2,105,000

8,535,000

Contingency EXPENDITURES TOTAL

35,000

PROJECT FUNDING

Funding Description Capital Projects Fund - Cash Series 2012 CO $8,500,000 (if issued)

FUNDING TOTAL

Est. thru

Adopted

09/30/12

FY 12/13

35,000 -

8,500,000

Planned

Project

13/14

14/15

15/16

16/17

Total

35,000

8,500,000

35,000

8,500,000

8,535,000

IMPACT ON OPERATING BUDGET

Description

Est. thru

Adopted

09/30/12

FY 12/13

Planned 13/14

14/15

Project 15/16

16/17

Total

Supplies

10,000

5,000

25,000

Maintenance

8,000

15,000

20,000

43,000

Services

5,000

13,000

15,000

33,000

Other Operating Costs

20,000

60,000

Miscelleaneous

5,000

15,000

OPERATING IMPACT TOTAL

48,000

63,000

65,000

176,000

225

CAPITAL IMPROVEMENT PLAN

CAPITAL IMPROVEMENT PLAN The purpose of a Capital Improvement Plan (CIP) is to more formally structure the process for pricing, prioritizing, and determining the scope of all Town capital projects. The CIP helps both the elected officials and the staff to see the most accurate picture possible of the Town’s infrastructure and public building needs over the next five (5) years. The complete CIP document can be found on the Town’s website.

CAPITAL IMPROVEMENT PLAN A Town capital project should be defined as construction or reconstruction of any public building or infrastructure identified as a community need, whether funding is currently available or not. If funding is not currently available, but the project is determined by the Council to be important, the project is still included in the Council’s approved five (5) year CIP and shown as unfunded. If funding is later made available, the project is already on the “radar screen”, although it may be scheduled in the out years of the 5 year planning period. The Council approved the Town’s formal Five (5) Year CIP on April 23, 2012. By going through the effort of a formally prepared CIP in the prior year, subsequent years’ CIP should be more of an annual update to make sure of the following:  The staff has identified all the capital projects the Council sees on the horizon.  The Council can remove the projects that no longer are seen as a priority in terms of not meeting the community’s strategic needs (assuming that no funding has been spent on design thus far).  Annual Council review allows project timing to be adjusted in terms of which year in the 5 year time span the project is assigned.  Annual review of the Council approved 5 year CIP allows this review to be performed at the same time as the review of the 5 year financial forecast (this is completed to see the impact of a capital project not only on the capital side, but also on the operations/maintenance side).  With Council’s adoption of this 5 year CIP, along with the adopted financial policies, no capital project, regardless of funding source, is put into the CIP until it first comes through the annual update “call for projects” prepared each Spring by the staff and is included in the CIP approved by the Council.

227

ALL SUBMITTED CAPITAL PROJECTS BY FUNDING SOURCE Proj#

PROJECT DESCRIPTION

Actuals

Estimated

Adopted

2000-2011

FY 11/12

FY 12/13

---------PROJECTION--------FY 13/14

FY 14/15

FY 15/16

PROJECT

FY 16/17

TOTALS

CONTRIBUTIONS/GRANTS CP20

FM 1938 Streetscape/Wayfinding

800,000

CP47

Hwy 377 Westport Parkway Signal

16,500

TOTAL CONTRIBUTIONS/GRANTS

816,500

172,000 $

172,000

972,000

16,500

988,500

UTILITY FUND PROJECTS UF30

TRA Assumption of N1 Sewer Line

UF31

N-1 Sewer Line Transfer I & I Study/Repairs

UF36

Ground Storage Tank

UF37

Stagecoach Hills waterline connection Phase II

TOTAL UTILITY FUND PROJECTS

127,338

130,000 363,375 -

493,375

127,338

34,533

164,533

2,000,000

363,375

2,161,871

2,655,246

GENERAL GOVERNMENTAL PROJECTS CP20

FM 1938 Streetscape/Wayfinding

CP26

Mahotea Boone Reconst/Drainage (COMPLETE)

592,877.35

808,609.00

88,191.06

CP28

Streets Survey

29,355.00

CP29

WA Dining Hall Improvements (COMPLETE)

78,084.91

SH 114/Hwy 170 Enhancements

7,500.00

Stagecoach Hills Street Reconstruction & Drainage

7,220.00

450,000.00

CP32

N. Roanoke Road Reconstruction & Drainage

3,347.50

192,442.50

CP33

Aspen Lane Recon/Drainage (COMPLETE) S. Roanoke Road Reconstruction & Drainage

345,460.00

CP42

Trail Connection at 114/Solana

15,000.00

CP45

Town Portion of Hillwood Project (Bonds) Town Portion of Hillwood Project (Cash)

80,000.00 78,084.91

1,079,900.00

498,900.00

195,790.00

221,995.00

CP45

4,740.00

85,000.00

336,000.00

453,000.00

214,022.35

455,900.00

216,000.00

404,945.00

626,940.00

15,000.00

182,416.68

272,156.68

861,583.32

CP46

WA North Driveway Lighting

40,000.00

CP47

Hwy 377 Westport Parkway Sign

50,000.00

25,000.00

75,000.00

CP48

Westlake Academy Expansion

35,000.00

1,350,000.00

8,535,000.00

n/a

TSH Donation Expense to WA Foundation TOTAL GENERAL GOVERNMENTAL PROJECTS

GRAND TOTAL ALL PROJECT EXPENSE

1,028,238.17

1,028,238

$2,095,000 - Series 2011 CO issued 03/29/11

$2,095,000

Future Bond Funding (Pending approval)

$8,500,000

Future Bond Funding (Pending approval)

$1,800,885

Cash/Transfers In/Fund Balance

$4,911,739

General Government Funding Summary Total

88,191.06

3,575,155.35

Sam School Road Reconstruction & Drainage

2,900.00

E. Dove Road Reconstruction & Drainage (Vaq - TB)

214,022.35

CP40

390,940.00

41,680.00

CP41

253,100.00

30,645.00

CP30

567,100.00

20,000.00

CP31

CP34

1,353,469.00

400,000.00 2,041,051.50

2,534,427

$17,307,624

228

2,225,000.00

4,467,249.00

6,629,120

2,820,000.00

3,803,985.00

3,803,985

2,105,000.00

3,862,100.00

3,862,100

2,105,000.00

2,105,000

400,000.00 -

17,307,623.67

19,962,870

UNFUNDED/UNAPPROVED CAPITAL PROJECTS 5 YEAR PROJECTION Excerpt from 04/23/12 Adopted Captial Improvement Plan (pg8) Estimated

Adopted

FY 11-12

FY 12-13

Project Description 1 Cemetery Improvements

Projection FY 13-14 $

2 Trail - Pearson Ln. (Aspen-Dove) 0.5 miles

3 Trail - Ottinger (WA - Cemetery) 0.25 miles

4 Park Improvements

174,400

5 Trail - Westlake Parkway. (N. of Fidelity to 114) 0.5 miles

270,600

6 Westlake Academy - New High School

31,291

469,359

7 Westlake Academy - New Middle School

25,819

8 Westlake Academy - New Media Center 9 Westlake Academy - New Multi-Purpose Building 10 Westlake Academy - New Performance Hall 11 Westlake Academy - Primary School Addition 12 Westlake Administration & Civic Center

366,380 -

FY 14-15 $

63,000 273,600 105,000

FY 15-16 $

31,800 106,000

FY 16-17 $ 250,000 -

TOTALS $

344,800 273,600

276,100

106,000

857,780

270,600

4,863,258

5,363,908

387,281

3,855,921

4,269,020

9,317

139,753

858,380

1,007,450

9,826

147,394

1,470,435

1,627,655

10,393

155,897

1,311,309

1,477,599

9,578

143,671

1,230,275

1,383,524

21,503

322,550

3,142,140

3,486,193

4,798,560

5,170,560

270,275

115,500

2,019,600

556,500

13 Fire Station

14 Westlake Academy - Cover Existing Walkway

15 Westlake Academy - West Parking Improvements

16 Dove & Randol Mill Traffic Circle

17 J.T. Ottinger (North of WA) Reconstruction & Drainage

18 Wyck Hill Resurface

52,950

19 Pearson Lane Reconstruction & Drainage

370,750

TOTAL UNFUNED

2,019,600

$ 117,727

$ 4,230,503

229

372,000 115,500 556,500

$ 17,098,099 $ 1,485,600 $ 5,630,335 $ 632,100

$ 29,194,364

FIVE YEAR FORECAST NARRATIVE

FIVE YEAR FORECAST The purpose of a forecast is to get a general picture of what the organization’s financial condition over time could be, based upon conservative assumptions. The term “conservative” used in the context of financial forecasting means revenues are forecast at low growth levels or even at a decline (depending on the revenue source).

FIVE YEAR FORECAST NARRATIVE The Long-Range Financial Forecast takes a forward look at the Town’s General Government (General, Debt Service and Capital / Street Maintenance funds) revenues and expenditures. Its purpose is to identify financial trends, shortfalls, and issues so the Town can proactively address them. It does so by projecting out into the future the fiscal results of continuing the Town’s current service levels and policies, providing a snapshot of what the future will look like as a result of the decisions made in the recent past. The Long-Range Financial Forecast is not intended as a budget, or as a proposed plan. Instead, it sets the stage for the budget process, facilitating both Council and staff in establishing priorities and allocating resources appropriately.

GOALS OF LONG-RANGE PLANNING

To maximize the benefit of long-range planning, Council established the following goals: • • • •

Sustain existing programs at high service levels. Maintain a healthy General Fund balance of at least 90 operating days annually. Maintain competitive employee compensation within 3% of the median for the market. Provide adequate and stable funding for street and facility maintenance projects.

The Long-Range Financial Forecast is based on assumptions regarding what will happen in the regional and state economy over the next five years, and on near-term and long-term revenue and expenditure drivers. Key Revenue Drivers Tax Rate Net Taxable Value Sales Tax Mixed Beverage Tax Franchise Fees Licenses & Permits Charges for Services Intergovernmental Revenues Fines & Forfeitures Interest Income

Key Expenditure Drivers Overtime Costs Operating Supplies Apparatus & Tools Motor Vehicle Fuel Maintenance Travel, Training & Dues Utility Costs Professional Services Insurance Costs Fleet/Capital Equipment Replacements

It is important to keep in mind the purpose of a forecast is to get a general picture of what the organization’s financial condition over time could be, based upon conservative assumptions. The term “conservative” used in the context of financial forecasting means revenues are forecast at low growth levels or even at a decline (depending on the revenue source). Expenditures, while not necessarily being forecast as declining, are generally forecast with a 2-3% escalation rate, depending on inflation. Forecasts generally have at least one scenario where all that is assumed on expenditures is the current level of service and perhaps some growth in salary/wage expenses. The Council can, if they wish, ask

231

FIVE YEAR FORECAST NARRATIVE that certain service level adjustments, whether it is service expansion or reduction, be included as alternate scenarios, particularly if it appears that revenues will not cover expenditures in the out years of the forecast. It is also important to remember, since the purpose of the forecast is to get an idea, based on conservative assumptions, as to the Town’s financial condition during the five (5) year planning period, that the forecast is showing that the Town will have available funds for additional debt service as well as building a fund balance for future capital and major maintenance and replacement. This is the reason forecasting is a good tool, as it gives the Council time to strategize as to course we may want to make financially, both in the short and long term. Finally, it is important to remember the criticality that economic conditions play in forecasting, particularly as it relates to sales tax, which can be a volatile revenue source. If economic conditions improve, sales tax receipts are affected (usually positively) as well as building permit revenue.

FORECAST ASSUMPTIONS - FY 2012-2013 ADOPTED BUDGET The five year financial forecast is based upon the following assumptions:

REVENUES AND OTHER FINANCING SOURCES:

• General Fund o Sales tax revenue is budgeted at a 6% decrease  Primarily due to the reduction of economic development funds. Onetime revenues and audit receipts have been conservatively estimated at $100,000 each. In prior years these two numbers have been anywhere from $100,000 to $1,000,000 combined; therefore, because of the uncertainly of the funds, we are conservative with these estimates.  On-going sales tax receipts are forecasted to increase by 3% from FY 2011-2012.  Includes the Property Tax Reduction portion of the Sales tax receipts o Property tax revenue is estimated at $1,183,514 based on Certified Tax Roll and M&O adopted tax rate of $.14197 per $100 of valuation. o No new gas well revenue is projected. o No additional one-time revenues related to economic development agreements are anticipated to be received o Building permits/inspection/plan review fees are based on 10 new homes o Franchise fees remained flat o Contribution of indirect cost totaling $325,000 from Westlake Academy has been discontinued beginning 10/01/2013 • Utility Fund o Revenues are budgeted to increase by approximately 2% o Interfund Transfer from the General fund of $2M and capital project for same regarding the ground storage tank

232

FIVE YEAR FORECAST NARRATIVE EXPENDITURES AND OTHER FINANCING USES:

• Specific Funds o General Fund – Operating expenditures remained fairly flat while transfers out increased due to the $2M transfer to the Utility Fund  Transfer out of $2M (interfund loan to UF) for ground storage tank  Transfer out of $550K to General Maintenance and Replacement Fund  Transfer supplemental funds to Debt Service for debt payments in excess of sales taxes received in 4B Economic Development Fund o Visitors Association Fund – Expenditures and transfers out increased by 4% o Utility Fund - Expenditures increased by 5% o CIP – Based on adopted CIP and anticipated bond sale • All Funds o Includes all adopted maintenance projects and equipment replacement to maintain current level of service o Salary and wages remain flat o Assume first phase of market adjustments at $100,000

FORECAST ASSUMPTIONS - FY 2013-2014 AND BEYOND PROJECTION REVENUES AND OTHER FINANCING SOURCES:

o Sales tax revenue - increase 3% annually o Property tax revenue - increase 2% annually o Other revenue - increase 2% annually

EXPENDITURES AND OTHER FINANCING USES:

o Includes all adopted maintenance projects and equipment replacement to maintain current level of service o Salary and wages increase by 2% after second phase of market adjustment in FY 2013-14 of $115,000 o Other expenditures increase by 3% (excluding any one-time expenditures) o CIP based on adopted CIP

233

TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds Revision 6 DESCRIPTION

GENERAL FUND 100 Sales Tax (ongoing 100% minus one time) 3.0% Sales Tax (audit/one-time) 0.0% Sales Tax Allocation to 4B linked Sales Tax Allocation to ED 3.0% Sales Tax Subtotal Property Tax 2.0% Property Tax Subtotal Beverage Tax 2.0% Franchise Fees 2.0% Permits and Fees 2.0% Fines & Forfeitures 2.0% Interest 2.0% Misc Income 2.0% Contributions 0.0% Other Sources 0.0% Other Revenues Transfer In - UF 500 Impact linked Transfer In - UF (Interfund loan payment on $2M ) Transfer In - VA 220 Dept 22 3.0% Transfer In - A&S 411 0.0% Transfer In - LS 418 0.0% Transfer In - ED 210 0.0% Transfer in - CP 410 0.0% Transfer In - 4B 200 0.0% Transfer In - PTR 260 0.0% Transfers In Total Revenues & Transfers In Payroll Salaries 2.0% Payroll Market Increases (inc. taxes, etc) 2.0% Payroll Insurance/Taxes 1.0% Payroll Transfers In 3.0% Operating Expenditures 3.0% Expenditures Transfer Out - ED 210 0.0% Transfer Out - CP 410 linked Transfer Out - FM 252 0.0% Transfer Out - VE 257 0.0% Transfer Out - GMR 600 fixed Transfer Out- WA (K-5 Westlake reserve slots) Transfer Out - UF (interfund loan to UF/storage tank) Transfer Out - DS (Unapproved Road projects $3M (75K/$1M) Transfer Out - DS (Bldg bond pymt $52K/$1M) $8.5M Transfer Out - DS 300 linked Transfers Out Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned 2.0% Unassigned Ending Balance Operating Days

VISITOR ASSOCIATION FUND 220 Hotel Tax Other Revenues Transfers In - GF for Debt Service Total Revenues & Transfers In Expenditures Payroll Transfers to GF Transfer Out - GF 100 Dept 22 Transfer Out - DS 300 Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Unassigned Ending Balance Operating Days

2.0% 2.0%

New acct

3.0% 3.0% linked fixed

AUDITED

ESTIMATED

ADOPTED

FY 10-11

FY 11-12

FY 12-13

FY 13-14

FY 14-15

FY 15-16

FY 16-17

FY 17-18

4,609,625 (2,436,973) (670,632) 1,502,019 1,226,689 1,226,689 19,721 586,836 520,645 605,705 10,408 96,079 175,000 57,000 2,071,394 145,216

3,450,000 350,000 (950,000) (205,000) 2,645,000 1,262,053 1,262,053 32,750 664,925 476,150 640,000 13,470 63,929 325,000 2,216,224 37,500

3,360,000 200,000 (890,000) (180,000) 2,490,000 1,183,514 1,183,514 32,750 664,925 476,150 560,000 13,470 51,277 1,798,572 37,500

262 4,515 102 153 139 112 1,357,548 1,508,045 6,308,147 (1,832,512)

8,350 45,850 6,169,127 (1,997,629)

(565,657) 356,026 (1,981,201) (4,023,344) (35,758) (2,085,659) (1,875) (68,982) (500,000)

(630,988) 507,033 (2,236,507) (4,358,091) (35,758) (35,000) (530,000)

9,019 46,519 5,518,605 (1,956,805) (100,000) (625,139) 529,037 (2,149,877) (4,302,784) (35,758) (550,000) (2,000,000)

3,564,624 200,000 (941,156) (190,962) 2,632,506 1,231,328 1,231,328 34,073 691,788 495,386 582,624 14,014 53,349 1,871,234 39,233 400,000 9,568 448,802 6,183,870 (2,257,200) (637,704) 561,255 (2,280,805) (4,614,454) (35,758) (206,618) (550,000) (300,000) (438,848) (373,987) (1,905,211) (6,519,664) (335,795) 2,601,693 2,265,899 258,045 2,007,854 134

3,671,563 200,000 (967,891) (196,691) 2,706,981 1,255,955 1,255,955 34,755 705,624 505,294 594,276 14,294 54,416 1,908,659 40,018 400,000 9,855 449,873 6,321,468 (2,302,344) (644,081) 578,093 (2,349,229) (4,717,561) (35,758) (500,000) (300,000) (106,000) (439,798) (347,667) (1,729,223) (6,446,784) (125,316) 2,265,899 2,140,582 263,206 1,877,376 124

3,781,710 200,000 (995,427) (202,592) 2,783,691 1,281,074 1,281,074 35,450 719,736 515,400 606,162 14,580 55,504 1,946,832 40,819 400,000 10,151 450,969 6,462,566 (2,348,391) (650,522) 595,436 (2,419,706) (4,823,183) (300,000) (300,000) (225,000) (440,648) (403,293) (1,668,941) (6,492,123) (29,558) 2,140,582 2,111,025 268,470 1,842,554 119

3,895,161 200,000 (1,023,790) (208,669) 2,862,701 1,306,695 1,306,695 36,159 734,131 525,708 618,285 14,872 56,614 1,985,768 41,635 400,000 10,455 452,090 6,607,255 (2,395,359) (657,027) 613,299 (2,492,297) (4,931,384) (300,000) (300,000) (225,000) (441,398) (397,270) (1,663,668) (6,595,052) 12,203 2,111,025 2,123,228 273,840 1,849,388 117

562,180 22,421 584,601 (264,378) (270,768) (9,568) (180,000) (724,715) (140,114) 726,369 586,255 180,000 406,255 205

573,424 22,869 596,293 (272,310) (278,891) (9,855) (180,000) (741,056) (144,764) 586,255 441,492 180,000 261,492 129

584,892 23,326 608,219 (280,479) (287,258) (10,151) (100,000) (677,888) (69,669) 441,492 371,822 100,000 271,822 146

596,590 23,793 620,383 (288,893) (295,876) (10,455) (75,000) (670,225) (49,842) 371,822 321,981 75,000 246,981 135

(2,692,274) (6,715,618) (407,471) 3,731,332 3,323,861 406,464 2,917,397 262

(307,595) (908,354) (5,266,445) 902,682 3,323,861 4,226,543 254,295 3,972,248 308

(175,474) (183,087) (2,944,319) (7,247,103) (1,728,499) 4,226,543 2,498,044 248,025 2,250,019 182

3,460,800 200,000 (915,200) (185,400) 2,560,200 1,207,184 1,207,184 33,405 678,224 485,673 571,200 13,739 52,303 1,834,543 38,464 400,000 9,290 447,754 6,049,681 (2,097,941) (115,000) (631,390) 544,908 (2,214,374) (4,513,797) (35,758) (550,000) (442,848) (403,629) (1,432,235) (5,946,032) 103,649 2,498,044 2,601,693 252,986 2,348,708 159

527,261 20,643 547,904 (204,288) (152,079) (262) (180,935) (537,564) 10,340 1,100,941 1,111,281 180,935 930,346 632

535,000 21,550 556,550 (224,427) (255,339) (8,350) (182,396) (670,512) (113,962) 1,111,281 997,319 182,396 814,922 444

540,350 21,550 561,900 (249,202) (255,225) (9,019) (183,692) (697,138) (135,238) 997,319 862,081 183,692 678,389 355

551,157 21,981 573,138 (256,678) (262,882) (9,290) (180,000) (708,849) (135,711) 862,081 726,369 180,000 546,369 281

234

TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds Revision 6 DESCRIPTION

CEMETERY FUND 255 Revenues Transfers In Total Revenues & Transfers In Expenditures Transfers Out Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Unassigned Ending Balance

ECONOMIC DEVELOPMENT FUND 210 General Sales Tax Transfers In Total Revenues & Transfers In Expendures Transfers Out Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Unassigned Ending Balance

4B ECONOMIC DEVELOPMENT FUND 200 Sales tax (on-going) Sales tax (one-time) Interest Transfers In Total Revenues & Transfers In Expendures Transfer Out Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Unassigned Ending Balance

2.0% 2.0%

AUDITED

ESTIMATED

ADOPTED

FY 10-11

FY 11-12

FY 12-13

FY 13-14

FY 14-15

FY 15-16

FY 16-17

FY 17-18

13,417 13,417 (5,604) (5,604) 7,813 141,149 148,963 148,963 -

5,575 5,575 (5,900) (5,900) (325) 148,963 148,638 148,638 -

5,575 5,575 (5,400) (5,400) 175 148,638 148,813 148,813 -

5,687 5,687 (5,562) (5,562) 125 148,813 148,937 148,937 -

5,800 5,800 (5,729) (5,729) 71 148,937 149,009 149,009 -

5,916 5,916 (5,901) (5,901) 16 149,009 149,024 149,024 -

6,035 6,035 (6,078) (6,078) (43) 149,024 148,981 148,981 -

6,155 6,155 (6,260) (6,260) (105) 148,981 148,876 148,876 -

linked to GFlinked alloc to ED 670,785 End FY2016fixed 35,758 706,543 (706,391) (153) (706,543) -

205,000 35,758 240,758 (240,758) (240,758) -

180,000 35,758 215,758 (215,758) (215,758) -

185,400 35,758 221,158 (221,158) (221,158) -

190,962 35,758 226,720 (226,720) (226,720) -

196,691 35,758 232,449 (232,449) (232,449) -

202,592 202,592 (202,592) (202,592) -

208,669 208,669 (208,669) (208,669) -

850,000 100,000 500 950,500 (980,230) (980,230) (29,730) 267,577 237,847 237,847 -

877,500 12,500 500 890,500 (920,230) (920,230) (29,730) 237,847 208,117 208,117 -

915,200 25,000 500 940,700 (940,700) (940,700) 208,117 208,117 208,117 -

941,156 25,000 500 966,656 (966,656) (966,656) 208,117 208,117 208,117 -

967,891 25,000 500 993,391 (993,391) (993,391) 208,117 208,117 208,117 -

995,427 25,000 500 1,020,927 (1,020,927) (1,020,927) 208,117 208,117 208,117 -

1,023,790 25,000 500 1,049,290 (1,049,290) (1,049,290) 208,117 208,117 208,117 -

123,969 182,986 175,575 183,692 920,230 1,586,452 (2,925) (655,000) (782,849) (175,474) (1,616,248) (29,796) 29,796 0 0

153,765 50 403,629 442,848 180,000 940,700 2,120,992 (2,925) (863,000) (686,819) (125,400) (442,848) (2,120,992) 0 0 0

153,791 50 373,987 438,848 180,000 966,656 2,113,332 (2,925) (892,000) (654,159) (125,400) (438,848) (2,113,332) 0 0 0

154,704 50 347,667 439,798 180,000 993,391 2,115,609 (2,925) (905,000) (642,486) (125,400) (439,798) (2,115,609) 0 0 0

154,503 50 403,293 440,648 100,000 1,020,927 2,119,421 (2,925) (905,000) (645,448) (125,400) (440,648) (2,119,421) 0 0 0

154,475 50 397,270 441,398 75,000 1,049,290 2,117,483 (2,925) (939,000) (608,760) (125,400) (441,398) (2,117,483) 0 0 0

3.0% 3.0%

linked fixed fixed

DEBT SERVICE FUND 300 Property Tax Interest Misc Income Transfer in - GF 100 Transfer in - GF for Academy Transfer In - VA 220 linked to VAlinked Fund Transfer In - 4B 200 linked to 4Blinked Fund Transfer In - PTR 260 0.0% Total Revenues & Transfers In Bank Services Charges Bond Principal Bond Interest Expenditures - 2014 CO - $2.2M ($57K/$1M) linked Expenditure - 2012 CO - Academy facilities Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Unassigned Ending Balance

873,487 345,000 396 1,218,883 (1,248,614) (1,248,614) (29,731) 297,308 267,577 267,577 -

30,558 28 180,935 1,248,502 76,102 1,536,125 (1,130) (555,000) (972,490) (1,528,620) 7,504 7,504 7,504

172,098 307,595 182,396 980,230 1,642,320 (1,130) (668,000) (950,898) (1,620,028) 22,292 7,504 29,796 29,796

235

TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds Revision 6 DESCRIPTION

UTILITY FUND 500 Water/Sewer/Waste Revenues Water/Sewer Tap Fees Fort Worth Impact Fees Misc Income Interest Contributions Transfers In - GF (Interfund Loan) Total Revenues & Transfers In Expenditures Water Purchases Debt Service (Hillwood) Debt Service (Keller OH Storage) IFA Debt Pymt to 4B Bad Debt Expense Payroll Transfers to GF Transfer Out - GF 100 Payroll Transfer Out - UMR 510 Transfer Out - GF 100 Impact Fees Transfer Out - GF (Interfund loan) Capital Projects Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Unassigned Ending Balance Total Operating Expenditures Operating Days

2.0% 2.0% 2.0% 2.0% 2.0% 0.0% 0.0%

ends fy2020 ends fy2019 new acct

UTILITY - MAINTENANCE & REPLACEMENT FUND 510 Revenues Transfers In - UF 500 Total Revenues & Transfers In Expenditures Transfers Out Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Assigned Ending Balance (projected)

3.0% 3.0% 3.0% linked fixed 0.0% 3.0% 0.0% fixed linked 0.0%

2.0%

1.0% linked

GENERAL- MAINTENANCE & REPLACEMENT FUND 600 Revenues 1.0% Transfers In - PTR 260 0.0% Transfers In - GF 100 linked Transfers in - VE 257 0.0% Total Revenues & Transfers In Expenditures Transfers Out Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Unassigned Ending Balance

AUDITED

ESTIMATED

ADOPTED

FY 10-11

FY 11-12

FY 12-13

FY 13-14

FY 14-15

FY 15-16

FY 16-17

FY 17-18

2,939,180 42,429 145,216 146,716 9,699 3,283,239 (988,194) (1,015,869) (97,943) (37,960) (49,007) (203,592) (145,216)

2,595,766 23,125 37,710 89,434 10,000 2,756,035 (738,340) (1,110,600) (73,000) (134,668) (251,694) (50,000) (37,500)

(213,364) (2,751,145) 532,094 2,571,347 3,103,441 143,780 2,959,661 2,392,565 452

(493,375) (2,889,177) (133,142) 3,103,441 2,970,299 149,050 2,821,249 2,308,302 446

2,646,850 23,125 37,710 89,434 10,000 2,000,000 4,807,119 (807,718) (1,110,600) (73,000) (118,212) (29,731) (273,812) (50,000) (37,500) (2,161,871) (4,662,444) 144,675 2,970,299 3,114,974 153,522 2,961,452 2,413,073 448

2,699,787 23,588 38,464 91,223 10,200 2,863,261 (831,949) (1,143,918) (75,190) (119,462) (29,731) (282,026) (200,000) (38,464) (400,000) (3,120,741) (257,479) 3,114,974 2,857,495 156,592 2,700,903 2,482,276 397

2,753,783 24,059 39,233 93,047 10,404 2,920,527 (856,908) (1,178,236) (77,446) (118,949) (29,731) (290,487) (200,000) (39,233) (400,000) (3,190,990) (270,463) 2,857,495 2,587,032 159,724 2,427,308 2,551,756 347

2,808,858 24,540 40,018 94,908 10,612 2,978,937 (882,615) (1,213,583) (79,769) (119,879) (29,731) (299,202) (200,000) (40,018) (400,000) (3,264,796) (285,859) 2,587,032 2,301,173 162,919 2,138,254 2,624,778 297

2,865,036 25,031 40,819 96,806 10,824 3,038,516 (909,093) (1,249,990) (82,162) (120,538) (29,731) (308,178) (200,000) (40,819) (400,000) (3,340,510) (301,994) 2,301,173 1,999,179 166,177 1,833,001 2,699,692 248

2,922,336 25,532 41,635 98,742 11,041 3,099,286 (936,366) (1,287,490) (84,627) (120,936) (29,731) (317,423) (200,000) (41,635) (400,000) (3,418,208) (318,922) 1,999,179 1,680,257 169,501 1,510,756 2,776,573 199

125 50,000 50,125 (52,450) (52,450) (2,325) 92,840 90,515 90,515 -

126 200,000 200,126 (188,000) (188,000) 12,126 90,515 102,641 102,641 -

128 200,000 200,128 (185,000) (185,000) 15,128 102,641 117,768 117,768 -

129 200,000 200,129 (165,000) (165,000) 35,129 117,768 152,897 152,897 -

130 200,000 200,130 (175,000) (175,000) 25,130 152,897 178,027 178,027 -

131 200,000 200,131 (175,000) (175,000) 25,131 178,027 203,159 203,159 -

1,750 550,000 551,750 (329,220) (329,220) 222,530 855,729 1,078,259 1,078,259 -

1,768 550,000 551,768 (131,900) (131,900) 419,868 1,078,259 1,498,127 1,498,127 -

1,785 550,000 551,785 (121,000) (121,000) 430,785 1,498,127 1,928,912 1,928,912 -

1,803 500,000 501,803 (149,500) (149,500) 352,303 1,928,912 2,281,215 2,281,215 -

1,821 300,000 301,821 (1,556,000) (1,556,000) (1,254,179) 2,281,215 1,027,036 1,027,036 -

1,839 300,000 301,839 (200,000) (200,000) 101,839 1,027,036 1,128,875 1,128,875 -

112 112 112 42,528 42,640 42,640 -

200 50,000 50,200 50,200 42,640 92,840 92,840 -

271 41,274 500,000 129,374 670,919 (41,037) (41,037) 629,881 61,654 691,535 691,535 -

2,625 530,000 532,625 (368,431) (368,431) 164,194 691,535 855,729 855,729 -

236

TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds Revision 6 DESCRIPTION

LONE STAR PUBLIC FUND 418 Revenues Transfers In Total Revenues & Transfers In Expenditures Transfers Out Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Unassigned Ending Balance

CAPITAL PROJECT FUND 410 FM1938 Streetscape/Wayfinding Hwy 377 Westport Parkway Signal Contributions - TSH Proceeds Interest Income Interest Income - Bond Proceeds Misc Revenue Transfer in from GF Transfer in from PTR Other Sources - Bond Proceeds Total Revenues & Transfers In Westlake Portion of Hillwood Projects TSH Donation Expense to WA Foundation Bond Issuance Costs Transfer Out to GF Transfer Out to PTR Mahotea Boone Reconst/Drainage Dove/Ottinger Recon/Drainage Streets Survey SH 114/Hwy 170 Enhancements Stagecoach Hills Street Reconstruction & Drainage N. Roanoke Road Reconstruction & Drainage Aspen Lane Recon/Drainage S. Roanoke Road Reconstruction & Drainage Sam School Road Reconstruction & Drainage E. Dove Road Reconstruction & Drainage (Vaq - TB) FM 1938 Streetscape/Wayfinding WA Dining Hall Improvements Trail Connection at 114/Solana WA North Driveway Lighting Hwy 377 Westport Parkway Signal Westlake Academy Expansion Unapproved Road Projects Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Unassigned Ending Balance

SUMMARY Total Revenues & Transfers in Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Unassigned Ending Balance

3.0% 3.0% 3.0% 3.0%

linked

AUDITED

ESTIMATED

ADOPTED

FY 10-11

FY 11-12

FY 12-13

FY 13-14

FY 14-15

FY 15-16

FY 16-17

FY 17-18

36 36 (102) (102) (66) 13,598 13,531 13,531 -

45 45 45 13,531 13,576 13,576 -

45 45 45 13,576 13,621 13,621 -

46 46 46 13,621 13,668 13,668 -

48 48 48 13,668 13,715 13,715 -

24,164 2,891 2,085,659 1,205,000 2,095,000 5,412,714 (4,740) (36,446) (139) (8,761) (88,191) (29,355) (7,500) (7,220) (3,348) (214,022) (2,900) (517,956) (78,085) -

400,000 11,000 1,800 8,000 35,000 455,800 (85,000) (400,000) (20,000) (450,000) (192,443) (808,609) (50,000) (35,000)

800,000 16,500 11,000 8,500,000 9,327,500 (1,044,000) (30,645) (345,460) (41,680) (221,995) (1,353,469) (15,000) (40,000) (25,000) (1,350,000)

172,000 2,200,000 2,372,000 (390,940) (216,000) (404,945) (567,100) (2,225,000)

206,618 206,618 (336,000) (453,000) (253,100) (2,820,000)

(998,662) 4,414,052 220,279 4,634,332 4,634,332 -

(2,041,052) (1,585,252) 4,634,332 3,049,080 3,049,080 -

(4,467,249) 4,860,251 3,049,080 7,909,331 7,909,331 -

(3,803,985) (1,431,985) 7,909,331 6,477,346 6,477,346 -

21,017,124 (22,984,482) (1,967,358) 9,766,781 13,287,408 6,529,756 6,757,652

13,359,535 (20,203,949) (6,844,414) 13,344,664 12,621,667 4,983,451 7,638,216

23,515,329 (26,089,720) (2,574,391) 12,621,667 15,923,755 10,033,895 5,889,860

15,898,557 (23,240,692) (7,342,135) 15,923,755 14,634,393 9,038,413 5,595,980

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49 49 49 13,715 13,765 13,765 -

51 51 51 13,765 13,815 13,815 -

52 52 52 13,815 13,867 13,867 -

(3,862,100) (3,655,482) 6,477,346 2,821,864 2,821,864 -

3,000,000 3,000,000 (2,105,000) (2,576,100) (4,681,100) (1,681,100) 2,821,864 1,140,764 1,140,764 -

(423,700) (423,700) (423,700) 1,140,764 717,064 717,064 -

717,064 717,064 717,064 -

13,960,084 (24,150,262) (10,190,179) 14,634,393 10,678,571 5,837,154 4,841,416

16,946,044 (25,216,974) (8,270,930) 10,678,571 8,829,028 4,551,906 4,277,122

13,960,276 (22,628,268) (8,667,992) 8,829,028 6,775,065 2,827,687 3,947,378

14,210,545 (21,252,637) (7,042,092) 6,775,065 6,545,423 2,938,298 3,607,125

COMMUNITY PROFILE This section presents an informative overview of the Town of Westlake.

location and history of the Town is provided along with a list of Westlake Council Members. Additional information including demographics, recent trends in development and survey results is also provided in this section.

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COMMUNITY PROFILE General Information The Town of Westlake is a one-of-a-kind community, an oasis with rolling hills, grazing longhorns, and soaring red-tailed hawks, located in the heart of the Fort Worth-Dallas metropolitan area. Inviting neighborhoods and architecturally vibrant corporate campuses find harmony among our meandering roads and trails, lined with native oaks and stone walls. We are leaders in education, known for our innovative partnerships between the Town-operated Charter school and our corporate neighbors. We are environmental stewards exemplifying the highest standards. Hospitality finds its home in Westlake, as a community, we are fully involved and invested in our rich heritage, vibrant present and exciting, sustainable future.

Location Westlake is conveniently located between DFW Airport and Alliance Airport, on the south side of State Highway 114, providing quick, easy access to all areas of the Dallas-Ft. Worth Metroplex. The unique location of Westlake is ideal for many of its major corporate campuses and residential communities. A common ideal shared by our corporate and individual residents is their support of the existing character and charm of the community as well as a commitment to excellence in new development.

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COMMUNITY PROFILE History of Westlake In the beginning… The Town of Westlake has a short but fascinating history. The geographic region, known as the place where the cross timbers met the prairie, holds tales of settlers from the Peters Colony, Indian treaties signed by Sam Houston, tremendous archeological treasures, and some of the oldest settlements in north Texas. The region has always been known for its natural bounty, its trade value, and its wonderful people. The Town of Westlake and northeast Tarrant County has maintained that distinction over the years, becoming one of the most desirable and sought after places to live in America. Early Settlers… 1847 The Town of Westlake was settled by Charles and Matilda Medlin when they arrived in the area with about 20 other families in 1847. They initially settled along Denton Creek but moved south to higher ground after weathering ferocious floods from the creek. Until 1997, the three-story Medlin barn was a local historic landmark. When it had to be removed, after what was believed to be 130 years, for safety concern. Legends include those of Sam Bass and Bonnie and Clyde hiding in the barn. The 1870’s… Dove Road was the cardinal road between Grapevine and Roanoke. The road took its name from the Dove Community which was located between the two towns. Dove Road originated in the 1870’s and got its name from the Lonesome Dove Baptist Church located in the community. The 1930’s… In the late 1930s, Ted Dealey, turned his attention to a lush and untouched piece of the Cross Timbers region. It was there he built a stunning country place designed by prominent architect, Charles Dilbeck. This place was known as the 220 Ranch. The Dealey Home, off Dove Road near Ottinger Road, is now known as Paigebrooke Farm. The 1940’s – 1950’s It was late in the 1940’s after World War II, at about the same time that Dealey built his home, that Circle T Ranch has its beginnings with J. Glenn Turner. He used the place to raise and train Tennessee Walking horses, and as a retreat and showplace. Circle T Ranch was expanded throughout the 1950’s to approximately 2,300 acres. In 1955, there were rumors of an attempt to annex Circle T Ranch; as a defensive move, J Glenn Turner organized the neighboring ranches and homeowners in the surrounding community into forming their own city. On the 27th day of December in1956, citizens attended a meeting to declare the Town of Westlake into existence thru incorporation and to swear in the first Board of Aldermen. The area included what is known today as Westlake, plus the area north, to the northern shore of Denton Creek. This northern land was annexed from Westlake and formed the town of Trophy Club in the 1970’s.

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COMMUNITY PROFILE The 1960’s… In 1969, the Circle T Ranch was purchased by oil millionaire Nelson Bunker Hunt. The ranch became known for its glamorous parties attended by celebrities from all over the world. The 1970s … In the early 1970’s, the state decided to name one of Westlake’s well-known streets after the person who was living in the first house on the road. That person was J.T. Ottinger. Also in the early 1970s, Houston developers and professional golfer Ben Hogan approached Westlake about building a golf course, country club, and a housing development. In 1973, Westlake annexed what is now known as the town of Trophy Club, clearing the way for the upscale housing development and golf course. The 1980’s … In the mid-1980s, IBM built Solana, the multi use office complex. IBM maintained a large presence until the mid 1990's. At that time, several of the office buildings became available for use by other corporations. Eventually, IBM sold its partnership interest. The 1990’s … In 1989, Nelson Bunker Hunt declared bankruptcy and the Circle T Ranch was purchased by Ross Perot Jr. in 1993. In 1997, to the dismay of residents, there was an attempt to dissolve the Town of Westlake. Many court battles, including appeals to the Texas Supreme Court, were waged as emotions rose. Ultimately Town leadership prevailed The 2000’s …  2000 - The Westlake Historical Preservation Society was established for the purpose of recording and preserving the rich history of the Town of Westlake.  2002 – VIP’s and residents of Westlake gather at the site of the new Westlake Academy to help raise the first wall of the school. Westlake approved the purchase of the first Fire truck and ambulance.  Westlake Historical Preservation Society holds the first Annual Decoration Day on Memorial Day. Westlake Academy opens. The hope is that the new school will spur growth and unite the Westlake community.  2006 – Celebrations began to commemorate the 50th anniversary of the incorporation of Westlake in December 1956.  2007 – The Town of Westlake dedicated and sealed a time capsule containing a variety of special items. This time capsule will remain sealed until September 8, 2057, during the town's 100th anniversary celebration.  2008 – The development of Terra Bella, a 54.7 acre highend single family subdivision began off Dove Road.  2009 – Deloitte University announces Westlake as the site for its $300 million learning and leadership center.  2009 - Westlake Academy Arts & Sciences Center was completed.  2010 - Westlake’s first gas well was successfully drilled in Solana.  2011- New retail growth began along the Town’s western boundary with construction of a new Quick Trip convenience store and a Centennial Fine Wine & Liquor store.

241

COMMUNITY PROFILE Westlake Local Government The Town was incorporated in 1956 as a Type A General Law Town under the rules of the State of Texas. The Town Council is comprised of a Mayor and five Council Members who are elected at large for a two year staggered term each May. The Council is entirely responsible for creating Town policy. The Council directs the Town Manager to administer the daily operations of the Town and ensure that Town policies are enforced.

L aur a Wheat Mayor

C a r ol Langdon

Mayor Pro-Tem

Michael Barrett

Clifton Cox

David Levitan

Rick Rennhack

-------------------------------------Council Members-------------------------------------

Westlake Operations The Town of Westlake has approved an operating budget of $24,909,946 for fiscal year 2012/20123 and includes approximately 105 full-time equivalent employees (municipal and academic). The Town of Westlake provides a full level of public services to its citizens as well as operates the only municipally owned Charter School in the state. The Town of Westlake utilizes a private firm for solid waste collection and disposal, as well as contracts with Keller, a neighboring community, for police services.

Strategic Plan Overview During the 2011 strategic planning process, the Town Council and staff Leadership Team developed an overview of the strategic issues facing Westlake and developed action plans to monitor the success and completion of the projects. The vision and mission statements were updated to reflect the unique characteristics found within our community and the values which are important to our residents. The information is contained within five vision points which describe the areas that the Council and staff have determined are vital to maintaining our Town and providing services to enhance the lives of our residents and community. The Townâ&#x20AC;&#x2122;s strategic plan was developed according to a Strategic Issues format, which identified events through a SWOT (strengths, weaknesses, opportunities, and threats) analysis that would affect our community over the next 24 months. This type of issues-focused version of a traditional strategic plan is designed to allow the organization to scan our environment for opportunities or challenges as it relates to our community and develop action plans to achieve the best results for Westlake.

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COMMUNITY PROFILE Westlake Community Events Westlake is a family-friendly environment where events are held to help get our residents out and participating in activities with their children and neighbors.

Arbor Day… The Westlake Arbor Day Celebration is held each October. This annual celebration is an afternoon of activities, live entertainment, best cookie competitions, auctions, and a variety of great food. Kids' activities have included pony rides, face painting, games, crafts, and an obstacle course. In addition, there are educational sessions on tree care advice, and complimentary trees. Admission is free.

Decoration Day… The Westlake Preservation Historical Society sponsors its annual "Decoration Day" event each Memorial Day in Westlake at the Odd Fellow Cemetery. This community event is a public commemoration of veterans, both past and present, who have served our country and defended our freedom and liberties. Activities include live music, treasure hunts for the kids, and a homemade ice-cream competition. Past events have included live reenactments of people and events pertaining to Westlake’s history. The event ends at sunset.

Masterwork Concert Series… The Masterworks Music Series is a variety of free music programs sponsored by the Town of Westlake, Maguire Partners, and ARTSNET. These free concerts are for arts lovers of all ages and feature instrumental a vocal music ranging from Country & Western to Blues & Jazz with the entertainment of local, regional and national artists. The concert season begins in April and features an exciting performance each Thursday through the month of May. Performances are held at the Solana Village Center.

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COMMUNITY PROFILE Westlake Academy The Westlake Academy is an Open Enrollment Charter School that opened September 1, 2003. Westlake Academy distinguishes itself among neighboring educational offerings with a particular focus on producing students who are globally minded. The programs of the International Baccalaureate Organization (Primary Years Program, Middle Years Program, Diploma Program) have been selected as the educational model utilized at the Academy. Educational technology will be pervasive and will infuse the classroom curriculum. An environment rich with heritage, the Westlake Academy mission is to provide educational opportunities to each child in keeping with his or her individual needs. The primary geographic service area for Westlake Academy is the town limits of Westlake; students from other locations may be considered if seats are available. Westlake Academy is a K-12 public charter school and was recently ranked:     

#36 in the United States in the Washington Post Challenge Index #18 in the United States by Newsweek #5 in the State of Texas #6 against all Charter Schools in the United States #37 out of approximately 22,000 public high schools in the United States by U.S. News & World Report

Westlake Academy is a premier learning establishment and prides itself on providing a learning environment where students have the resources and facilities to excel.

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COMMUNITY PROFILE Westlake Facts, Figures, & Statistics The Town of Westlake has experienced exponential growth in the last decade; the national census reported 207 residents in 2000 and 992 residents in 2010. The Town is approximately 20% built out with the majority of development continuing to be corporate campuses. There has been an increase over the last decade in high-end residential development located around the Vaquero Golf Course and in Glenwyck Farms. The Townâ&#x20AC;&#x2122;s focus on high-quality development has led to more than 1.4 million square feet of commercial space, valued at over $300 million, being added since 2005. The Town has seen a slight decrease in building permits however, the construction size and value have increased significantly over the last 10 years. In 2012, the average size of new home construction was 13,500 square feet with an average estimated construction cost of $1.57 million.

Vaquero Estates Country Club

Vaquero Estates

F.M. 1938, Precinct Line Road construction began in FY 09/10 and will create a major north, south corridor. In addition, Deloitte University completed construction of their $160 million dollar, 160 acre, international training facility. The facility features over 800 rooms, office space, conference centers, amenity centers, as well as many parks, trails, and water features. This development represents another step towards Westlakeâ&#x20AC;&#x2122;s goal to become an education-centered community.

Deloitte University Campus

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COMMUNITY PROFILE Westlake Population and Employers Population

The Town of Westlake has experienced exponential growth in the last decade; the national census reported 07 residents in 2000 and 992 residents in 2011.

992

Population Growth 289

303

328

355

2002

2003

2004

2005

Average Age

Percent

18 – 34 years

3.5%

35 – 54 years

52.2%

55 – 74 years

39.2%

75+ years

3.9%

698

703

2006

2007

785

803

2008

2009

847

2010

2011

Westlake Employers

The DFW Metro area is home to more Fortune 500 companies than any other area in the United States. Several major employers are located within the Town of Westlake as listed the pie chart below.

Source: 2011 Westlake Citizen Survey

Household Income

Percent

Under $50K

2.7%

$50K - $149K

6.3%

$150K - $500K

42.7%

$500K plus

32.9%

Source: 2011 Westlake Citizen Survey

The Solana Office Complex was the first of many corporate headquarters built by IBM in the 1980’s. Since then Westlake has collected additional corporate residents like, Fidelity Investments, Core Logic, Chrysler Financial, Levi Strauss, Deloitte and many more.

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Top 3 Employers in Westlake

Fidelity, 3,580, 47%

Core Logic, 1,500 , 5%

Chrysler Financial, 950 , 16%

COMMUNITY PROFILE Sales Tax Rate Sales & Use Taxes

Many people don’t know that most of their sales and use tax is remitted to the State of Texas; in fact, for every dollar of taxable sales, the state receives six and one quarter cents (or 6.25%)

General Sales Tax

Millions

In the State of Texas local municipalities have the option to adopt up to an additional two cents (or 2%) for local use for a total maximum combined rate of 8.25%.

$4 $3 $2 $1

$3.66

$3.79

$4.61

$3.80

$3.56

This local tax must be in accordance with state law and be utilized for specific purposes as identified by the state’s local government code.

2009

2010

2011

2012 2013 estimated adopted

Property Tax Reduction Tax – This tax represents a 1/2 cent sales tax levy used to reduce the property tax burden on local residents and businesses by providing Westlake with an additional unrestricted revenue source.

Tax Distribution PTR 25%

4B Economic Development Fund – This fund utilizes the revenues generated from a ½ cent sales tax to fund qualified development projects. Currently, the 4B Fund is committed to the repayment of the debt incurred for the construction of Westlake Academy.

4B 25% General 50%

General Fund Allocation – The Town levies 1% in sales tax that is utilized to offset expenditures in the General Fund.

Hotel Occupancy Tax

Thousands

Hotel Occupancy Tax $560 $540 $520 $500 $480 $460 $440 $420 $400

$498 2009

$458 2010

$527 2011

$535 2012 estimated

In addition to sales and use tax collections, the Town receives a 7% hotel occupancy tax from the Marriott Solana and any future hotels in Westlake.

$540 2013 adopted

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This revenue is recognized in the Visitors Association Fund and is used to help fund a shuttle program for hotel guests as well as other marketing and promotional activities.

COMMUNITY PROFILE Property Tax The Town of Westlake instituted a property tax in 2010.  The current adopted rate for FY 2012-2013 is $.15684  Maintenance and operations (M&O) is $0.14197  Debt service or interest & sinking (I&S) is $0.01487 Jurisdictions The Town of Westlake contracts with the Tarrant County Tax Assessor Collector’s Office to collect the Town’s portion of local property tax. There are multiple taxing jurisdictions within Westlake’s boundaries; whether or not a business or residence is required to pay tax to a particular jurisdiction is determined by where they are located within Westlake and the boundaries of the respective taxing jurisdictions. Currently, the following taxing jurisdictions collect property taxes in Westlake:  Independent School Districts; Carroll, Keller and Northwest  Tarrant County; College and Hospital  Denton County and Trophy Club MUD 1 Westlake residents can determine which taxing jurisdictions apply to their property as well as obtain current property tax rate information by conducting a property search on the appropriate appraisal district website: Denton Central Appraisal District or Tarrant Appraisal District. Homestead Exemptions The Westlake Town Council approved a homestead exemption of 20%, which is the maximum amount allowed by the State of Texas. Tax Freeze The Town Council also approved a tax freeze for all residential accounts identified as over 65 by the tax appraisal district. To learn more information about the tax freeze or find out if you qualify, please visit the following websites: Denton Central Appraisal District or Tarrant Appraisal District.

2013 Ad Valorem Tax Comparison per $100 Trophy Club Southalke

0.5

Flower Mound Keller

0.4

Roanoke Colleyville

0.3

Grapevine

0.156840

0.2

Haslet Westlake

0.1

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APPENDIX SECTION

GLOSSARY OF TERMS Account: A separate financial reporting unit for budgeting, management, or accounting purposes. All budgetary transactions, whether revenue or expenditure, are recorded in accounts. Adopted Budget: The budget as modified and finally approved by the Town Council. The adopted budget is authorized by resolution that sets the legal spending limits for the fiscal year. Accounts Payable: A liability account reflecting amount of open accounts owed to private persons or organizations for goods and services received by a government (but not including amounts due to other funds of the same government or to other governments). Accounts Receivable: An asset account reflecting amounts owed to open accounts from private persons or organizations for goods or services furnished by the government. Accrual Accounting: Recognition of the financial effects of transactions, events, and circumstances in the period(s) when they occur regardless of when the cash is received or paid.

Activity: A service performed by a department or division. Allocation: A part of a lump-sum amount, which is designated for expenditure by specific organization units and/or for special purposes, activities, or objects. Amortization: Payment of principal plus interest over a fixed period of time. Appropriation: An authorization made by the legislative body of a government, which permits officials to incur obligations against and to make expenditures of governmental resources. Specific appropriations are usually made at the fund level and are granted for a one-year period. Appropriation Ordinance: The official enactment by the legislative body establishing the legal authority for officials to obligate and expend resources. Assets: Resources owned or held by the Town which has monetary value. Audit: An examination, usually by an official or a private accounting firm retained by the Town Council, of organization financial statements and the utilization of resources.

251

Balance Sheet: The basic financial statement, which discloses the assets, liability, and equities of an entity at a specific date in conformity with General Accepted Accounting Principles. Balanced Budget: A budget adopted by the Town Council and authorized by resolution where the proposed expenditures are equal to or less than the proposed revenues plus fund balances. Basis of Accounting: A term used referring to when revenue, expenditures, expenses, and transfers â&#x20AC;&#x201C; and related assets and liabilities â&#x20AC;&#x201C; are recognized in the accounts and reported in the Townâ&#x20AC;&#x2122;s financial statements. Bond: A written promise to pay a specified sum of money, called the face sum of money, called the principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. Bond Covenant: A legally enforceable agreement with bondholders that requires the governmental agency selling the bond to meet certain conditions in the repayment of the debt.

GLOSSARY OF TERMS Bond Ordinance: A law approving the sale of bonds that specifies how proceeds may be spent. Bond Funds: Resources derived from issuance of bonds for financing capital improvements. Budget: The Town's financial plan for a specific fiscal year that contains an estimate of proposed expenditures and the proposed means of financing them. Budget Amendment: A revision of the adopted budget that, when approved by the Council, replaces the original provision. Budget Calendar: Schedule of key dates which the Town follows in the preparation and adoption of the budget. Budget Document: Instrument used by the budget-making authority to present a comprehensive financial plan of operations to the Town Council. Budgetary Control: The control or management of the organization in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and revenues.

Capital Expenditures: Any major non-recurring expenditure or expenditure for facilities, including additions or major alterations, construction of highways or utility lines, fixed equipment, landscaping or similar expenditures. Cash Basis: A basis of accounting under which transactions are recognized when cash changes hand Certificates of Obligations (COâ&#x20AC;&#x2122;s): Similar to general obligation bonds except certificates require no voter approval. Comprehensive Annual Financial Report (CAFR): This report summarizes financial data for the previous fiscal year in a standardized format. Contingency: A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Contractual Services: The costs related to services performed for the Town by individuals, businesses, or utilities. Cost: The amount of money or other consideration exchanged for property or services. Cost may be incurred before money is paid; that is, as soon as liability is incurred.

252

Council: The Mayor and five council members collectively acting as the legislative and policymaking body of the town Current Assets: Those assets which are available or can be made readily available to finance current operations or to pay current liabilities. Those assets which will be used up or converted into cash within one year. Some examples are cash, temporary investments, and accounts receivable collected within one year. Current Liabilities: Debt or other legal obligation arising out of transactions in the past which must be liquidated, renewed, or refunded within one year. Debt Service Fund: A fund used to account for the moneys set aside for the payment of interest and principal to holders of the Town's general obligation and revenue bonds, the sale of which finances long-term capital improvements, such as facilities, streets and drainage, parks and water/wastewater systems. Deficit: The excess of expenditures over revenues during an accounting period; or, in the case of proprietary funds, the excess of expense over income

GLOSSARY OF TERMS during an accounting period. Department: A major administrative division of the Town that indicates overall management responsibility for an operation or a group of related operations within a functional area. Depreciation: Change in the value of assets (equipment, buildings, etc. with a useful life of 5 years or more) due to the use of the asset. EMS: Emergency Medical Services Encumbrances: The commitment of appropriated funds to purchase an item or service. Enterprise Fund: A fund established to account for operations that are financed and operated in a manner similar to private business enterprises – where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. Excess Fund Balance: The excess of a fund’s current assets over its current liabilities and required reserve limits.

Exempt: Personnel not eligible to receive overtime pay and who are expected to work whatever hours are necessary to complete their job assignments. Expenditures: Outflow or non-enterprise funds paid or to be paid for an asset obtained or goods and services obtained. Expenses: Outflow of enterprise funds paid or to be paid for an asset obtained or goods and services obtained. Fiscal Policy: The Town’s policies with respond to spending and debt management as they relate to government services, programs, and capital investments. Reflect a set off principals for the planning and programming of government budgets. Fiscal Year: A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the result of its operations. The Town of Westlake’s fiscal year begins each October 1st and ends the following September 30th. Fixed Assets: Assets of a long-term character, which are intended to continue to be held or used, such as land, buildings, improvements

253

other than buildings, machinery, and equipment. Franchise Fee: A fee levied by the Town Council on businesses that use Town property or right-ofway. This fee is usually charged as a percentage of gross receipts. Full-Time Equivalent (FTE): The measure of authorized personnel often referred to as worker-years. The full time equivalent of 1 person (1 FTE) approximately represents 2080 hours of work per year. Fund: A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Fund Accounting: A governmental accounting system that is organized and operated on a fund basis. Fund Balance: The excess of a fund's current assets over its current liabilities, sometimes called working

GLOSSARY OF TERMS capital or fund equity. A negative fund balance is often referred to as a deficit. GAAP-Generally Accepted Accounting Principles: Uniform minimum standards and guidelines for financial accounting and reporting. They govern the form and content of the financial statements of an entity. GAAP encompass the conventions, rules and procedures necessary to define accepted accounting practice at a particular time. They include not only broad guidelines of general applications, but also detailed practices and procedures. GAAP provide a standard by which to measure financial presentations. GASB: Acronym for Government Accounting Standards Board, an independent, non-profit agency responsible for the promulgation of accounting and financial reporting procedures for governmental entities. GFOA: Government Finance Officers Association of the United States and Canada General Fund: The fund used to account for all financial resources except those required to be accounted for in another

fund. The General Fund is tax supported. General Obligation Bonds: Bonds sold and guaranteed by the Town, in which the full faith and credit of the Town is pledged for repayment. Governmental Funds: The funds through which most governmental functions typically are financed. The acquisition, use, and financial resources and the related current liabilities are accounted for through governmental funds (General, Special Revenue, Capital Projects, and Debt Service Funds). Goal: Generalized statements of where an organization desires to be at some future time with regard to certain operating elements (e.g. financial condition, service levels provided, etc.) Grant: A contribution by a government or other organization to support a particular function. Typically, these contributions are made to local governments from state or federal governments. Infrastructure: Basic public investments such as streets, storm drainage, water and sewer lines, streetlights and sidewalks.

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Inter-fund transfer: The transfer of money from one fund to another. Investments: Securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments. L.F. (Linear feet): Length in feet. Lift Station: The Townâ&#x20AC;&#x2122;s collection system relies on gravity to collect water. When the system gets to an unreasonable depth, a lift station pumps the water to a higher elevation so the gravity process can begin again. Line-item budget: A budget format in which departmental outlays are grouped according to the items that will be purchased. MGD: Million gallons per day. Maintenance: The upkeep of physical properties in condition for use or occupancy. Examples are the inspection of equipment to detect defects and the making of repairs. Modified Accrual Accounting: This method of accounting is a combination of cash and accrual accounting since expenditures are immediately incurred as a

GLOSSARY OF TERMS liability while revenues are not recorded until they are actually received or are “Measurable” and “available for expenditure”. This type of accounting basis is conservative and is recommended as the standard for most government funds. Municipal: Of or pertaining to a Town or its government. Non-departmental: Accounts for expenditures or professional services and other general government functions, which cannot be allocated to individual departments. Non-exempt: Personnel eligible to receive overtime pay when overtime work has been authorized or requested by the supervisor. Object Code: The standard classification of the expenditures such as office supplies or rental of equipment. Objectives: Specific, measurable targets set in relation to goals. Operating Budget: Plan for current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition,

spending, and service delivery activities of the Town are controlled. The use of annual operating budgets is required by State law. Operating Expenditure: Expenditure on an existing item of property or equipment that is not a capital expenditure. Ordinance: An authoritative command or order. This term is used for laws adopted by a municipality. Performance Measures: Specific quantitative measures of work performed within an activity or program. They may also measure results obtained through an activity or program. Personnel Services: Expenditures for salaries, wages and related fringe benefits of Town employees. Prompt Payment Act: Adopted in July, 1985 by the State, the Act requires the Town to pay for goods and services within 30 days of receipt of invoice or the goods or services, whichever comes later. If this is not satisfied, the Town may be charged interest on the unpaid balance at the rate of 1% per month. Property Tax Reduction Sales Tax (PTR): ½ cent

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sales tax approved by the Town of Westlake voters in May, 2006. Texas law allowed the Town to collect the new ½ cent sales tax that does not share the restrictive spending limitations on revenues designated to the 4A Economic Development Fund ½ cent sales tax. 4A sales tax was dissolved and replaced with this sales tax. Proposed Budget: The financial plan initially developed by departments and presented by the Town Manger to the Town Council for approval. Proprietary Funds: Operation that operates like a private operation, in which services are financed through user charges and expenditures include the full cost of operations. Public Hearing: An open meeting regarding proposed operating or capital budget allocations, which provide citizens with an opportunity to voice their views on the merits of the proposals. PVC: Acronym for polyvinyl chloride, a plastic compound used for water and sewer pipes. Reserve: An account used to indicate that a portion of fund resources is restricted for a specific

GLOSSARY OF TERMS purpose, or is not available for appropriation and subsequent spending. Resolution: A formal statement of opinion or determination adopted by an assembly or other formal group. Resources: Total dollars available for appropriations, including estimated revenues, fund transfers, and beginning fund balances. Retained Earnings: The excess of total assets over total liabilities for an enterprise fund. Retained earnings include both short-term and long-term assets and liabilities for an enterprise fund. Revenues: Funds that the government receives as income. It includes such items a tax payment, fees from specific services, receipts from other governments, fines for forfeitures, grants, shared revenues and interest income. ROW: Acronym for right-ofway. Sales Tax: A general “sales tax” is levied on persons and businesses selling merchandise or services in the town limits on a retail basis. The categories for taxation are defined by state law. Monies collected under authorization of this tax are

for the use and benefit of the town. SCADA: Acronym that stands for Supervisory Control and Data Acquisition. SCADA refers to a system that collects data from various sensors at a remote location and then sends this data to a central computer which then manages and controls the data. Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. Supplies: A cost category for minor items (individually priced at less than $5,000) required by departments to conduct their operations. TMRS: Acronym for the Texas Municipal Retirement System, a pension plan for employees of member cities within the State of Texas. TRA: Trinity River Authority – A separate governmental entity responsible for providing water and wastewater services in the Trinity River basin. The Town contracts with TRA for treatment of wastewater. TXDOT: Texas Department of Transportation

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Transfer-In: Funds expended in one fund and received in other. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service. Working Capital: Budgeted working capital is calculated as a fund’s current assets less current liabilities and outstanding encumbrances. Working capital does not include long-term assets or liabilities. For budgetary purposes, working capital, rather than retained earnings, is generally used to reflect the available resources of enterprise funds.

TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES MUNICIPAL OPERATIONS 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 creditworthiness 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.

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES F.

Intergovernmental Relationships: Where feasible, coordinate efforts with other governmental agencies to achieve common policy objectives, share the cost of providing governmental services on an equitable basis and support favorable legislation at the State and Federal level.

G. Grants: Seek, apply for and effectively administer within this policy’s guidelines, Federal, State, and foundation grants-in-aid which address the Town’s current priorities and policy objectives. H. Economic Development: Initiate where feasible, encourage, and participate in economic development efforts to create job opportunities and strengthen the local tax base and economy I.

Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and forecast the Town’s financial performance and economic condition.

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

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES and their impacts on revenues, historical collection rates, and trends in revenues. This approach should reduce the likelihood of actual revenues falling short of budget estimates during the year and should avoid mid-year service reductions. C. Balanced Budget - As per State Law, current operating revenues, including Property Tax Reduction Sales Tax transfers (which can be used for operations), will be sufficient to support current operating expenditures. Annually recurring revenue will not be less than annually recurring operating budget expenditures (operating budget minus capital outlay). Debt or bond financing will not be used to finance current expenditures. D. Proposed Budget Process - a proposed budget shall be prepared by the Town Manager with the participation of all of the Town’s department directors. 

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The proposed budget shall include four basic segments for review and evaluation: (1) personnel costs, (2) base budget for operations and maintenance costs, (3) service level adjustments for increases of existing service levels or additional services, and (4) revenues. The proposed budget review process shall include Council participation in the review of each of the four segments of the proposed budget and a public hearing to allow for citizen participation in the budget preparation. The proposed budget process shall allow sufficient time to provide review, as well as address policy and fiscal issues, by the Town Council. A copy of the proposed budget shall be filed with the Town Secretary when it is submitted to the Town Council as well as placed on the Town’s website.

Budget Adoption - Upon the determination and presentation of the final iteration of the proposed budget as established by the Council, a public hearing date and time will be set and publicized. The Council will subsequently consider a resolution which, if adopted, such budget becomes the Town’s Approved Annual Budget. The adopted budget will be effective for the fiscal year beginning October 1. The approved budget will be placed on the Town’s web site.

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.

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES J.

Reporting - Monthly financial reports will be prepared by the Finance Department and distributed to and reviewed by each Director. Information obtained from financial reports and other operating reports is to be used by Directors to monitor and control departmental budget. Summary financial reports will be presented to the Town Council quarterly.

K. Performance Measures & Productivity Indicators - Where appropriate, performance measures and productivity indicators will be used as guidelines to measure efficiency, effectiveness, and outcomes of Town services. This information will be included in the annual budget process as needed. L.

IV.

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?

REVENUES MANAGEMENT A. REVENUE DESIGN PARAMETER. The Town will pursue the following optimum characteristics in its revenue system:  

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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:

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES 

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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 onetime expenditures such as long-lived capital needs or one-time major maintenance projects that occur infrequently. Non-recurring revenues will not be used for budget balancing purposes except to cover the one-time expenditures described above. Investment Income - Earnings from investment of available monies, whether pooled or not, will be distributed to the funds in accordance with the equity balance of the fund from which monies were provided to be invested. Property Tax Revenues - The Town shall endeavor to avoid a property tax by revenue diversification, implementation of user fees, and economic development.

C. USER-BASED (DEMAND DRIVEN) FEES AND SERVICE CHARGES. For services that are demand driven and can be associated with a user fee or charge, the direct and indirect costs of that service will be offset by a fee where possible. The Town staff will endeavor to prepare a review of all fees and charges annually, but not less than once every three years, in order to ensure that these fees provide for, at minimum, full cost recovery of service. D. ENTERPRISE FUND RATES. Utility rates and rate structures for water and sewer services will be constructed to target full cost of service recovery. Annually the Town will review and adopt water and sewer utility rates and a rate structure that generates revenue sufficient to fully cover operating expenses, meet the legal restrictions of all applicable bond covenants, provide for an adequate level of working capital, and recover applicable general/administrative costs. The Solid Waste function will have rates that fully recover all costs and maintain an adequate balance. The Cemetery Fund will be structured to operate on lot sales and endowments. 

General and Administrative (G&A) Charges – Where feasible, G&A costs will be charged to all funds for services of indirect general overhead costs, which may include general administration, finance, customer billing, facility use, personnel, technology, engineering, legal counsel, and other costs as deemed appropriate. These charges will be determined through an indirect cost allocation study following accepted practices and procedures.

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.

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.

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES G. SPECIAL REVENUE / EDUCATIONAL FUNDS. Where feasible and practical, General and Administrative Charges (G&A) for special revenue and educational funds of the Town of Westlake will be determined on an annual basis and transfers will be made where sufficient revenue exists to cover the associated expenditures. V.

EXPENDITURE CONTROL A. Appropriations â&#x20AC;&#x201C; 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, shortterm loans, or use of one-time revenue sources shall be avoided to balance the budget. E.

Maintenance of Capital Assets - Within the resources available each fiscal year, the Town shall maintain capital assets and infrastructure at a sufficient level to protect the Town's investment, to minimize future replacement and maintenance costs, and to continue service levels.

Periodic Program Reviews - The Town Manager shall undertake periodic staff and thirdparty reviews of Town programs for both efficiency and effectiveness. Privatization and contracting with other governmental agencies will be evaluated as alternative approaches to service delivery. Programs which are determined to be inefficient and/or ineffective shall be reduced in scope or eliminated.

G. Salary - The Town shall strive to maintain competitive salary levels for municipal employees. A salary survey will be conducted through a sampling of surrounding and comparable municipal organizations to create a comparison. The Town will strive to maintain salary levels within three percent (3%) of the median of surveyed benchmark municipalities. H. Purchasing - The Town shall make every effort to maximize any discounts offered by creditors/vendors. Staff shall also use competitive bidding in accordance to State law, as well as intergovernmental partnerships and purchasing cooperatives to attain the best possible price on goods and services. I.

Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the prompt payment requirements of State law.

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES VI.

FUND BALANCE/RETAINED EARNINGS A. General Fund Undesignated Fund Balance - The Town shall strive to maintain the General Fund undesignated fund balance at, or in excess of, 90 days of operation. B. Retained Earnings of Other Operating Funds - In the Utility Fund, the Town shall strive to maintain positive retained earnings positions to provide sufficient reserves for emergencies and revenue shortfalls. C Use of Fund Balance - Fund Balance will be targeted to only be used with Council approval and can be only be used for the following: emergencies, non-recurring expenditures, such as technology/FF&E (furniture, fixtures and equipment), or major capital purchases that cannot be accommodated through current year savings. Should such use reduce the balance below the appropriate level set as the objective for that fund, recommendations will be made on how to restore it. The Council shall approve all commitments by formal action. The action to commit funds must occur prior to fiscal yearend, to report such commitments in the balance sheet of the respective period, even though the amount may be determined subsequent to fiscal year-end. A commitment can only be modified or removed by the same formal action. The Council delegates the responsibility to assign funds to the Town Manager or his/her designee. The Council shall have the authority to assign any amount of funds. Assignments may occur subsequent to fiscal year-end. The Council will utilize funds in the following spending order: Restricted, Committed, Assigned, Unassigned

VII.

DEBT MANAGEMENT A. Debt Issuance Analysis - All consideration of debt issuance for major capital assets will be prepared within the framework of a Council approved multi-year capital improvement plan and forecast for all Town facilities and infrastructure. B. Analysis of Debt Issuance and Debt Issuance Alternatives - Staff will explore alternatives to the issuance of debt for capital acquisitions and construction projects. These alternatives will include, but not be limited to, (1) grants- in- aid, (2) use of reserves, (3) use of either current on-going general revenues or one-time revenues, (4) contributions from developers and others, (5) leases, (6) user fees, and (7) impact fees. C. Use of Debt Financing - The useful life of the asset or project shall, at a minimum, exceed the payout schedule of any debt the Town assumes. Debt financing instruments to be considered by the Town may include: ď&#x201A;ˇ ď&#x201A;ˇ

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.

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES ď&#x201A;ˇ ď&#x201A;ˇ

Certificates of obligation - These can be authorized by Council approval with debt service by either general revenues or backed by a specific revenue stream or a combination of both. Lease/purchase agreements - These shall only be used to purchase capital assets that cannot be financed from either current revenues or fund balance/retained earnings and to fund infrastructure improvements and additions.

D. Assumption of Additional Debt - The Town shall not assume more tax-supported general purpose debt than it retires each year without first conducting an objective analysis as to the community's ability to assume and support additional debt service payments. E.

Affordability Targets - The Town shall use an objective multi-year analytical approach to determine whether it can afford to assume new general purpose debt beyond what it retires each year. This process shall compare generally accepted standards of affordability to the current values for the Town. The process shall also examine the direct costs and benefits of the proposed expenditures. The decision on whether or not to assume new debt shall be based on these costs and benefits and on the Town's ability to "affordâ&#x20AC;? new debt as determined by the aforementioned standards. The Town shall strive to achieve and/or maintain these standards at a low to moderate classification.

Debt Structure - The Town shall structure its debt payment schedules for general purpose debt to ensure level principal repayment schedules. The Town shall not assume any debt with "balloon' repayment schedules which consist of low annual payments and one large payment of the balance due at the end of the term. While balloon payment structures minimize the size of debt payments during the period, they force a large funding requirement on the budget of the final year. Given the uncertainties of the future, level payment schedules improve budget planning and financial management.

G. Sale Process - The Town shall use a competitive bidding process in the sale of debt unless the nature of the issue warrants a negotiated bid. The Town shall award bonds based on a true interest cost (TIC) basis as long as the financial advisor agrees that the TIC basis can satisfactorily determine the lowest and best bid. H. Bond Rating Agencies Presentations - Full disclosure of operations and open lines of communication shall be made to the bond rating agencies. Town staff, with assistance of financial advisors, shall prepare the necessary materials and presentation to the bond rating agencies. I.

Continuing Disclosure - The Town is committed to continuing disclosure of financial and pertinent credit information relevant to the Town's outstanding securities.

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.

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES 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.

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.

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES 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.

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES 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.

XIV.

Internal Financial Reporting - The Finance Department will prepare internal financial reports sufficient for management to plan, monitor, and control Town’s financial affairs.

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 multiyear 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.

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES D. Financing Programs - Where applicable and with Council approval, impact fees, pro-rata charges, assessments, or other fees should be used to fund capital projects which have a primary benefit to specific, identifiable property owners. 

XV.

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.

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.

CAPITAL MAINTENANCE AND REPLACEMENT The Town recognizes that deferred maintenance and not anticipating capital replacement needs increases future capital costs. Annually, available funds will be evaluated during the budget process and a percentage of each operating fund’s budget will be recommended to the Council for transfer. Upon approval by the Council, the recommended amount will be transferred to the appropriate funds (General or Utility Maintenance Replacement Fund) for major maintenance/ replacement of street, building roof, flooring, air conditioning, equipment, etc.

XVI.

INTERNAL CONTROLS A. Written Procedures - Whenever possible, written procedures will be established and maintained by the Finance Director for all functions involving purchasing, cash handling and/or accounting throughout the Town. These procedures will embrace the general concepts of fiscal responsibility set for in this policy statement. B. Department Directors’ Responsibilities - Each department director is responsible for ensuring that good internal controls are followed throughout his/her department, that all directives or internal controls are implemented, and that all independent auditor internal control recommendations are addressed. Departments will develop and periodically update written internal control procedures.

XVII.

ASSET MANAGEMENT A. Investments – The Finance Director shall promptly invest all Town funds with the depository bank in accordance with the provisions of the current Bank Depository Agreement or in any negotiable instrument authorized by the Town Council. Further, investments shall be 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

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES investment policies. The underlying theme will be that idle cash will be invested with the intent to (1) safeguard assets, (2) maintain liquidity, and (3) maximize return. C. Fixed Assets and Inventory - Such assets will be reasonably safeguarded and properly accounted for and prudently insured. The fixed asset inventory will be updated regularly. D. Capitalization Criteria – For purposes of budgeting and accounting classification, the following criteria must be capitalized:  The asset is owned by the Town of Westlake  The expected useful life of the asset must be longer than one year, or extend the life on an identifiable existing asset by more than one year  The original cost of the asset must be at least $5,000  The asset must be tangible  On-going repairs and general maintenance are not capitalized  New Purchases – All costs associated with bringing the asset into working order will be capitalized as part of the asset cost. This includes start up costs, engineering or consultant type fees as part of the asset cost once the decision or commitment to purchase the asset is made. The cost of land acquired should include all related costs associated with its purchase  Improvements and Replacement – Improvement will be capitalized when they extend the original life of an asset or when they make the asset more valuable than it was originally. The replacement of assets components will normally be expenses unless they are a significant nature and meet all the capitalization criteria. E.

Computer System/Data Security – The Town shall provide security of its computer/network system and data files through physical and logical security systems that will include, but are not limited to: network user authentications, firewalls, content filtering, spam/virus protection, and redundant data backup.

ACADEMIC OPERATIONS I. STATEMENT OF PURPOSE The broader intent of the following Fiscal and Budgetary Policy Statements is to enable the Academy to achieve a long-term stable and positive financial condition. The watchwords of the Academy’s financial management include integrity, prudent, stewardship, planning, accountability, and full disclosure. The more specific purpose is to provide guidelines to the Finance Director in planning and directing the Academy’s day-to-day financial affairs and in developing recommendations to the Academy Superintendent or his designate and Academy Board of Trustees. The scope of these policies generally span, among other issues, accounting, purchasing, auditing, financial reporting, internal controls, operating budgeting, revenue management, cash and investment management, expenditure control, asset management, debt management, and planning concepts, in order to:  Present fairly and with full disclosure the financial position and results of the financial operations of the Academy in conformity with generally accepted accounting principles (GAAP), and

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES 

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 Academy Board of Trustees 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: Operating Budget: Prepare conservatively, estimate revenues, present and adopt the Academy’s annual operating plan. Revenues Management: Design, maintain and administer a revenue system that will assure a reliable, equitable, diversified and sufficient revenue stream to support desired Academy services. Expenditure Control: Identify priority services, establish appropriate service levels and administer the expenditure of available resources necessary to assure fiscal stability and the effective and efficient delivery of services. Fund Balance: Maintain the fund balance of the various operating funds at levels sufficient to protect the Academy’s creditworthiness as well as its financial position from emergencies. Intergovernmental Relationships: Coordinate efforts with other 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. Grants: Seek, apply for and effectively administer Federal, State, and foundation grants-in-aid which address the Academy’s current priorities and policy objectives. Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and forecast the Academy’s financial performance and economic condition. Financial Consultants: With available resources, seek out and employ the assistance of qualified financial advisors and consultants in the management and administration of the Academy’s financial functions. 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). Internal Controls: To establish and maintain an internal control structure designed to provide reasonable assurances that the Academy’s assets are safeguarded and that the possibilities for material errors in the Academy’s financial records are minimized.

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES III. OPERATING BUDGET PREPARATION – BUDGETING IS AN ESSENTIAL ELEMENT OF THE FINANCIAL PLANNING, CONTROL, AND EVALUATION PROCESS. THE “OPERATING BUDGET” IS THE ACADEMY’S ANNUAL FINANCIAL OPERATING PLAN RELATED TO EDUCATIONAL SERVICE INSTRUCTIONAL COSTS. The Academy operating budget is legally required to include the Academy’s General, Debt Service, and Food Service Funds. Currently, Westlake Academy only has one fund, the General Fund, which must be legally adopted annually. The Academy budgets the Special Revenue Funds for informational purposes only. Information to be prepared includes documentation related to Service Level Adjustments (SLAs) for increases to existing service levels or additional services, position control schedules, general and administrative cost implications, etc. will be submitted and reviewed during the budget process. SLA’s related to new position requests will include an assessment of their impact on additional internal services necessary to support these positions as it relates to General & Administrative (G&A) charges in the Academy budget ( subject to funding availability) to fund these costs. A budget preparation calendar and timetable will be established and followed in accordance with State law. Revenue Estimates for Budgeting - In order to maintain a stable level of services, the Academy 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, number of students, and trends in revenues. It will also include an assessment of the State legislative environment related to public charter school funding levels. This approach should reduce the likelihood of actual revenues falling short of budget estimates during the year and should avoid midyear service reductions. Balanced Budget – A balanced budget is a budget with total expenditures not exceeding total revenues and monies available in the fund balance within an individual fund. Proposed Budget Content and Process – A proposed budget shall be prepared by the Superintendent or his designate with the participation of the Academy’s Leadership Team, Finance Director and Academy staff, and then submitted to the Superintendent for review. Following the Superintendent’s review, the proposed budget will be presented to the Board for its consideration. The proposed budget shall include five 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, (4) revenues, and (5) General Administrative (G&A) costs. The proposed budget review process shall include Board of Trustees review of each of the four segments of the proposed budget and a public hearing to allow for citizen participation in the budget preparation process.

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES Concurrent with the Academy budget preparation, Town staff will identify and provide to the Board all direct Academy expenses contained in the Town’s municipal budget. The proposed budget process shall allow sufficient time to provide review as well as address policy and fiscal issues by the Board of Trustees. A copy of the proposed budget shall be filed with the Town Secretary when it is submitted to the Board of Trustees as well as placed on the Academy’s website. Budget Adoption - Upon the determination and presentation of the final iteration of the proposed budget document as established by the Board of Trustees, a public hearing will be set and publicized. The Board will subsequently consider a resolution which, if adopted, such budget becomes the Academy’s Annual Budget. The adopted budget will be effective for the fiscal year beginning September 1. Budget Amendments – The Superintendent or his designate and Finance Department will monitor all financial operations. A school district must amend the official budget before exceeding a functional expenditure category, i.e., instruction, administration, etc. in the total budget. The budget team will decide whether to proceed with the budget amendment and, if so, will then present the request to the Board of Trustees. If the Board decides a budget amendment is necessary, the amendment is adopted in resolution format and the necessary budgetary changes are then made. Planning – The budget process will be coordinated so as to identify major policy issues for the Board of Trustees by integrating it into the Board’s overall strategic planning process for the Academy. Reporting - Monthly financial reports will be prepared by the Finance Department and distributed to the Superintendent or his designate. Information obtained from financial reports and other operating reports is to be used by personnel to monitor and control the budget. Summary financial reports will be presented to the Board quarterly. IV. REVENUES MANAGEMENT A. REVENUE DESIGN PARAMETERS. The Academy will strive for the following optimum characteristics in its revenue system:  Simplicity - The Academy, where possible and without sacrificing accuracy, will strive to keep the revenue system simple in order to reduce costs, achieve transparency, and increase parent and citizen understanding of Academy revenue sources.  Certainty - A thorough knowledge and understanding of revenue sources increases the reliability of the revenue system.  Administration - The benefits of a revenue source will exceed the cost of administering that revenue. Every effort will be made for the cost of administration to be reviewed annually for cost effectiveness as a part of the indirect cost and cost of service analysis.  Equity - The Academy shall make every effort to maintain equity in its revenue system: i.e. the Academy shall seek to minimize or eliminate all forms of subsidization between entities.  Adequacy, Diversification and Stability – To the extent practical, the Academy shall attempt to achieve a balance in its revenue system. The Academy shall also strive to maintain a balanced and diversified revenue system to protect the Academy from fluctuations in any one source due to changes in local economic conditions which adversely impact that source.

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES B.   

 C.

REVENUE CLASSIFICANTION AND SOURCES. The revenues received by Westlake Academy are classified into one of three broad categories: Federal, State or Local and come from the following sources : State Education funding State and Federal Grants General Donations – The Academy recognizes that private donations comprise a significant part of the Westlake Academy budget. All funds received will become part of the budget and be subject to appropriation for Academy general operations. o Westlake Academy Foundation o House of Commons o Westlake Academy Athletic Club o Local Merchants Specific Purpose Donations – Funds donated for a specific purpose 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.

V. EXPENDITURE CONTROL  



Appropriations – The point of budgetary control is at the function level in the General Fund and Special Revenue Funds. When budget adjustments among functions are necessary, they must be approved by the Board of Trustees. Current Funding Basis - The Academy 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.) Avoidance of Operating Deficits - The Academy 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, or use of fund balance within the Fund. Use of fund balance must be recommended by the Superintendent and approved by the Board of Trustees.  Expenditure deferrals into the following fiscal year, short-term loans, or use of onetime revenue sources shall be avoided to balance the budget. Periodic Program Reviews - The Superintendent or his designate shall undertake periodic staff and third-party reviews of Academy programs for both efficiency and effectiveness. Where appropriate, privatization and contracting with other governmental agencies will be evaluated as alternative approaches to service delivery. Service delivery which is determined to be inefficient and/or ineffective shall be reduced in scope or eliminated. General and Administrative (G&A) Charges – To the extent practical, an annual analysis of G&A charges will be performed and funding allocated, if available. The purpose of determining the associated costs for G&A charges is to identify the full operational costs of the entity in question. The analysis shall involve an objective consideration of the service demands currently being met by municipal staff to support Academy operations and a determination of factors that will continue to affect and increase the time needed for the performance of these services. For example, new Academy staff requires additional support staff time to perform tasks related to insurance, payroll, etc.

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  

Where feasible, G&A costs will be charged to all funds for services of indirect general overhead costs, which may include general administration, finance, facility use, personnel, technology, engineering, legal counsel, and other costs as deemed appropriate. If funding is not available, these costs will be shown below the line of the financial statement in the five-year financial forecast in order to promote transparency and provide the Board with a full cost accounting of services. The charges will be determined through an indirect cost allocation study following accepted practices and procedures. Purchasing - The Academy shall make every effort to maximize any discounts offered by creditors/vendors. Staff shall also use purchasing cooperatives as well as competitive bidding in accordance with State law to attain the best possible price on goods and services. Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the prompt payment requirements of State law. Salary - The Academy shall strive to maintain competitive salary levels for faculty and staff. A salary survey will be conducted annually, sampling surrounding Independent School Districts and Charter Schools, to create a comparison. The Academy will strive to maintain salary levels within three percent (3%) of the median of surveyed schools. (Existing language)

VI. FUND BALANCE   

Fund Balance Reporting - The District shall report governmental fund balances per GASB 54 definitions in the balance sheet as follows: Nonspendable, Restricted, Committed, Assigned, and Unassigned. General Fund Unassigned Fund Balance - The Academy shall strive to maintain the General Fund unassigned fund balance at 45 days of operation. Use of Fund Balance - Fund Balance will be targeted to only be used with Board 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 Board of Trustees shall approve all commitments by formal action. The action to commit funds must occur prior to fiscal year-end, to report such commitments in the balance sheet of the respective period, even though the amount may be determined subsequent to fiscal year-end. A commitment can only be modified or removed by the same formal action. The Board of Trustees delegates the responsibility to assign funds to the Superintendent or his/her designee. The Board of Trustees shall have the authority to assign any amount of funds. Assignments may occur subsequent to fiscal year-end. The Board of Trustees will utilize funds in the following spending order: Restricted, Committed, Assigned, Unassigned

VII. INTERGOVERNMENTAL RELATIONSHIPS 



Inter-local Cooperation in Delivering Services - In order to promote the effective and efficient delivery of services, the Academy shall actively seek to work with other local entities in joint purchasing consortium, sharing facilities, sharing equitably the costs of service delivery, and developing joint programs to improve service to its students. Legislative Program - The Academy shall cooperate with other entities to actively oppose any state or federal regulation or proposal that mandates additional Academy programs or

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES services and does not provide the funding to implement them. Conversely, as appropriate, the Academy shall support legislative initiatives that provide additional funding. VIII. GRANTS 



Grant Guidelines - The Academy shall apply, and facilitate the application by others, for only those grants that are consistent with the objectives and high priority needs previously identified by Academy Board of Trustees. The potential for incurring ongoing costs, to include the assumption of support for grant funded positions from local revenues, will be considered prior to applying for a grant. 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 Academy'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. Grant Program Termination - The Academy shall terminate grant funded programs and associated positions when grant funds are no longer available unless alternate funding is identified and obtained.

IX. FISCAL MONITORING 



Financial Status and Performance Reports - Quarterly reports comparing expenditures and revenues to current budget, noting the status of fund balances to include dollar amounts and percentages, and outlining any remedial actions necessary to maintain the Academy's financial position shall be prepared for review by the Superintendent and the Board of Trustees. Student roster information will also be included in the quarter reports submitted to the Board of Trustees. Compliance with Board Policy Statements - The Fiscal and Budgetary Policies will be reviewed annually by the Board of Trustees and updated, revised or refined as deemed necessary. Policy statements adopted by the Board of Trustees 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.

X. FINANCIAL CONSULTANTS The Academy employs the assistance of qualified financial advisors and consultants as needed in the management and administration of the Academy'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.

XI. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING The Academy strives 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

275

TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES 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. Required Texas Education Agency (TEA) account coding will be used for all revenue and expenditure reporting.  Accounting - Currently, the Education Service Center (Region XI) books all revenues and expenditures, and prepares bank reconciliations. Academy staff is responsible for all coding and approval of expenditures and revenues. Documentation and coding of deposits are forwarded to the Town’s Finance Department for review and preparation of deposit slips. Town’s Finance Director and staff are responsible for review and transfer of invoices and other documentation to the Service Center for processing as well as the physical deposit of funds. It is the responsibility of the Superintendent or his designate and Academy staff to review the monthly reports for any discrepancies and report to the Town’s Finance Director for analysis and re-class of questioned bookings, if appropriate.  External Auditing - Academy 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 Academy’s audit in accordance with generally accepted auditing standards. The auditors’ report on Academy’s financial statements will be completed within a timely period of the Academy’s fiscal year-end. The auditor will jointly review the management letter with the Academy Board of Trustees, if necessary. In conjunction with this review, the Finance Director shall respond in writing to the Academy Board of Trustees regarding the auditor’s Management Letter, addressing the issued contained therein. The Academy will not require auditor rotation, but will circulate request for proposal for audit services on a periodic basis as deemed appropriate.  Responsibility of Auditor to Academy Board of Trustees - The auditor is retained by and is accountable directly to the Academy Board of Trustees and will have access to direct communication with the Academy Board of Trustees if the Academy Staff is unresponsive to auditor recommendations or if the auditor considers such communication necessary to fulfill its legal and professional responsibilities.  Internal Financial Reporting - The Finance Department will prepare internal financial reports sufficient for management to plan, monitor, and control Academy’s financial affairs. XII. INTERNAL CONTROLS 



Written Procedures - Whenever possible, written procedures will be established and maintained by the Finance Director and utilized by all Academy personnel for all functions involving purchasing, cash handling and/or accounting throughout the Academy. These procedures will embrace the general concepts of fiscal responsibility set forth in this policy statement. Academy Staff Responsibilities - The Superintendent or his designate, in consultation with the Finance Director, will be responsible for ensuring that appropriate internal controls are followed throughout the Academy, that all directives or internal controls are implemented, and that all independent auditor internal control recommendations are addressed. Staff will develop and periodically update written internal control procedures.

XIII. ASSET MANAGEMENT 

Investments – The Finance Director shall promptly invest all Academy funds with the depository bank in accordance with the provisions of the current Bank Depository Agreement or in any negotiable instrument authorized by the Academy Board of Trustees. The Academy Board of Trustees has formally approved a separate Investment Policy for the Academy of Westlake that meets the requirements of the Public Funds Investment Act

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TOWN OF WESTLAKE / WESTLAKE ACADEMY FISCAL AND BUDGETARY POLICIES



  



(PFIA), Section 2256 of the Texas Local Government Code. The Academy’s investment practices will be conducted in accordance with this policy. The Finance Director will issue quarterly reports on investment activity to the Academy Board of Trustees. Cash Management - Academy’s cash flow will be managed to maximize the cash available to invest. Such cash management will entail the centralization of cash collections, where feasible, including field trips, 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. 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. Capital Assets – Currently all capital assets of Westlake Academy are owned and purchased by the Town of Westlake. In subsequent years, additional asset purchases may be paid with Westlake Academy funds. Capitalization Criteria – For purposes of budgeting and accounting classification, the following criteria must be capitalized: o The asset is owned by the Westlake Academy o 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 o The original cost of the asset must be at least $5,000 o The asset must be tangible o On-going repairs and general maintenance are not capitalized o New Purchases – All costs associated with bringing the asset into working order will be capitalized as a part of the asset cost. This includes startup 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 o 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. Computer System/Data Security – The Academy 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.

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INVESTMENT POLICY I.

POLICY STATEMENT It is the policy of the Town of Westlake (the “Town") that the administration of its funds and the investment of those funds shall be handled as its highest public trust. Investments shall be made in a manner which will provide the maximum security of principal invested through limitations and diversification while meeting the daily cash flow needs of the Town and conforming to all applicable state and Town statutes governing the investment of public funds. The receipt of a market rate of return will be secondary to the requirements for safety and liquidity. It is the intent of the Town to be in complete compliance with local law and the Texas Public Funds Investment Act (the "Act", Texas Government Code 2256). The earnings from investments will be used in a manner that best serves the public trust and interests of the Town.

II.

SCOPE This Investment Policy applies to all the financial assets and funds held of the Town. Any new funds created by the Town will be managed under the provisions of this Policy unless specifically exempted by the Town Council and this Policy.

III.

OBJECTIVES AND STRATEGY It is the policy of the Town that all funds shall be managed and invested with four primary objectives, listed in order of their priority: safety, liquidity, diversification and yield. These objectives encompass the following. 

Safety of Principal - Safety of principal is the foremost objective of the Town. Investments shall be undertaken in a manner that seeks to insure the preservation of capital in the overall portfolio. The suitability of each investment decision will be made on the basis of safety.



Liquidity - The Town's investment portfolio will remain sufficiently liquid to enable it to meet all operating requirements which might be reasonably anticipated. Investment decisions will be based on cash flow analysis of anticipated expenditures.



Diversification - Diversification is required in the portfolio's composition. Diversification of the portfolio will include diversification by maturity and market sector and will include the use of a number of broker/dealers or banks for diversification and market coverage. Competitive bidding will be used on each sale or purchase.



Yield - The Town's investment portfolio shall be designed with the objective of attaining a reasonable market yield, taking into account the Town's risk constraints and cash flow needs. A reasonable market yield for the portfolio will be defined as the six month (180 day) U.S. Treasury Bill which compares to the portfolio's maximum weighted average maturity of six months.

The authorized investment purchased will be of the highest credit quality and marketability supporting the objectives of safety and liquidity. Securities, when not matched to a specific liability, will be short term to provide adequate liquidity. The portfolio shall be diversified to protect against market and credit risk in any one sector.

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INVESTMENT POLICY The maximum weighted average maturity of the portfolio will be no more that 180 days and the maximum stated maturity of any security will not exceed two years. The funds are combined for investment purposes but the unique needs of all the funds in the portfolio are recognized and represented. Effective cash management is recognized as essential to good fiscal management. Cash management is defined as the process of managing monies in order to ensure maximum cash availability. The Town shall maintain a cash management program which includes timely collection of accounts receivable, prudent investment, disbursement of payments within invoice terms and the management of banking services. IV.

LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY Specific investment parameters for the investment of public funds in Texas are stipulated in the Public Funds Investment Act, Chapter 2256, Texas Government Code, (the "Act"). The Act is attached as Exhibit A. The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies collateral requirements for all public funds deposits. The Collateral Act is attached as Exhibit B. The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes local governments in Texas to participate in a Texas investment pool established thereunder.

DELEGATION OF INVESTMENT AUTHORITY The Finance Director, acting on behalf of the Council, is designated as the Investment Officer of the Town and is responsible for all investment management decisions and activities. The Council is responsible for considering the quality and capability of staff, investment advisors, and consultants involved in investment management and procedures. All participants in the investment process shall seek to act responsibly as custodians of the public trust. The Investment Officer shall develop and maintain written administrative procedures for the operation of the investment program which are consistent with this Investment Policy. Procedures will include safekeeping, wire transfers, banking services contracts, and other investment related activities. The Investment Officer shall be responsible for all transactions undertaken and shall establish a system of controls to regulate the activities of subordinate officials and staff. The Investment Officer shall designate a staff person as a liaison/deputy in the event circumstances require timely action and the Investment Officer is not available. No officer or designee may engage in an investment transaction except as provided under the terms of this Policy and the procedures established by the Investment Officer and approved by the Town Manager.

VI.

PRUDENCE The standard of prudence to be used in the investment function shall be the "prudent person" standard and shall be applied in the context of managing the overall portfolio.

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INVESTMENT POLICY This standard states: "Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the expected income to be derived." Limitation of Personal Liability - The Investment Officer and those delegated investment authority, when acting in accordance with the written procedures and this Policy and in accord with the Prudent Person Rule, shall be relieved of personal liability in the management of the portfolio provided that deviations from expectations for a specific security's credit risk or market price change are reported in a timely manner and that appropriate action is taken to control adverse market effects. VII.

INTERNAL CONTROLS The Investment Officer shall establish a system of written internal controls which will be reviewed annually with the independent auditor of the Town. The controls shall be designed to prevent loss of public funds due to fraud, employee error, and misrepresentation by third parties, or imprudent actions by employees of the Town.

VIII.

AUTHORIZED INVESTMENTS Acceptable investments under this policy shall be limited to the instruments listed below. The choice of high-grade government investments and high-grade, money market instruments are designed to assure the marketability of those investments should liquidity needs arise. 

Obligations of the United States Government, its agencies and instrumentalities, not to exceed two (2) years to stated maturity and excluding mortgage backed securities;



Fully insured or collateralized certificates of deposit from a bank doing business in the State of Texas and under the terms of a written depository agreement with that bank, not to exceed one year to stated maturity;



No-load, SEC registered money market mutual funds. No more than 80% of the entity's monthly average balance may be invested in money market funds



Public Funds interest bearing accounts; and



Constant dollar, AAA-rated Texas Local Government Investment Pools as defined by the Public Funds Investment Act.

If additional types of securities are approved for investment by public funds by state statute, they will not be eligible for investment until this Policy has been amended and the amended version adopted by the Council. Delivery versus Payment - All investment security transactions shall be conducted on a delivery versus payment (DVP) basis to assure that the Town has control of its assets and/or funds at all times.

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INVESTMENT POLICY IX.

AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS Securities broker/dealers may be primary or regional broker/dealers and will meet other criteria as determined by the Investment Officer including state registration and completion of a Town Broker/Dealer questionnaire (attached as Exhibit D). The following criteria must be met by authorized firms.  annual provision of an audited financial statement,  proof of certification by the National Association of Securities Dealers (NASD)  proof of current registration with the Texas State Securities Commission, and  completion of the Town's broker/dealer questionnaire. Every bank and broker/dealer with whom the Town transacts business will be provided a copy of this Investment Policy to assure that they are familiar with the goals and objectives of the investment program. The firm will be required to return a signed copy of the Certification Form (attached as Exhibit C) certifying that the Policy has been received and reviewed and only those securities approved by the Policy will be sold to the Town.

DIVERSIFICATION AND MATURITY LIMITATIONS It is the policy of the Town to diversify its investment portfolio. Invested funds shall be diversified to minimize risk or loss resulting from over-concentration of assets in a specific maturity, specific issuer, or specific class of securities. Diversification strategies shall be established and periodically reviewed.

XI.

SAFEKEEPING AND COLLATERALIZATION The laws of the State and prudent treasury management require that all purchased securities be bought on a delivery versus payment (DVP) basis and be held in safekeeping by either an approved, independent third party financial institution or the Town's designated depository. Securities Owned by the Town - All safekeeping arrangements shall be approved by the Investment Officer and an agreement of the terms executed in writing. The safekeeping bank may not be within the same holding company as the bank from which the securities are purchased. The custodian shall be required to issue original safekeeping receipts to the Town listing each specific security, rate, description, maturity, CUSIP number, and other pertinent information. Collateral - Collateralization shall be required on all bank time and demand deposits for principal and accrued interest amounts over the FDIC insurance coverage of $100,000 (by tax identification number). In order to anticipate market changes and provide a level of additional security for all funds, collateral with a market value equal to 102% of the total deposits are required. The pledging bank will be made contractually liable for monitoring and maintaining the collateral levels at all times. All collateral will be held by an independent third party bank outside the holding company of the bank, pledged to the Town. Authorized collateral will include only:  Obligations of the US Government, its agencies and instrumentalities to include mortgage backed securities which pass the bank test,  Municipal obligations rated at least A by two nationally recognized rating agencies.  The custodian shall be required to provide original safekeeping receipts clearly marked that the security is pledged to the Town.

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INVESTMENT POLICY XII.

REPORTING The Investment Officer shall submit quarterly reports to the Council containing sufficient information to permit an informed outside reader to evaluate the performance of the investment program and in full compliance with the Act. At a minimum the report shall contain:  Beginning and ending market value of the portfolio by market sector and total portfolio  Beginning and ending book value of the portfolio by market sector and total portfolio  Change in market value during the period  Detail on each asset (book, market, description, par ad maturity date)  Earnings for the period  Overall weighted average maturity of the portfolio The report will be prepared jointly by all involved in the investment activity and be signed by the Investment Officer. It will contain all elements as required by the Act and be signed by the Investment Officers as in compliance with the Act and this Policy. Market prices for assignment of market values will be obtained from an independent source. The three month Treasury Bill average yield for the reporting period will be reported as a gauge of performance and risk.

XIII.

DEPOSITORIES The Town will designate one banking institution through a competitive process as its central banking services provider at least every five years. This institution will be used for normal banking services including disbursements, deposits, and safekeeping of Town owned securities. Other banking institutions from which the Town may purchase only certificates of deposit will also be designated as a depository. All banking arrangements will be in written form in accordance with FIRREA which requires a resolution of approval of the agreement by the Bank Council or Bank Loan Committee.

XIV.

INVESTMENT POLICY ADOPTION BY COUNCIL The Town's Investment Policy and its incorporated strategies shall be adopted by resolution annually by the Council.

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Town of Westlake

2011/12 Strategic Plan

“Westlake, a premier knowledge based community”

Strategic Issues-Focused Governance System In order to focus our efforts as it pertains to serving the residents and businesses as well as creating a dynamic strategic planning document, the Council and staff developed a Strategic Issues-Focused Governance System (SIGS). The system is designed to combine the strategic plan, Balanced Scorecard Strategy Map and program based budget document into a comprehensive tool to guide the Town Council and staff as well as create an achievable vision for Westlake. The plan is organized according to Strategic Issues, identified as affecting our community over the next 24 months. This type of issues-focused version of a traditional strategic plan is designed to allow the organization to scan our environment for opportunities or challenges as it relates to our community and develop action plans to achieve the best results for Westlake. The Strategy Map from the Balanced Scorecard component of the SIGS outlines the Town Council directives which are vital to our service provision levels for our community and identify measurable objectives to indicate our performance in these areas of achievement. The Program Based Budget is an effort to quantify the cost of services by program rather than the traditional line-item budget format. The financial costs are identified by each program, rather than by each department, along with an explanation of the core services and program objectives. The philosophy of the Town of Westlake’s team embraces a “shared services model” as the most cost effective method to deliver excellent public services to the community through our dedicated and professional staff members. The community consists of our local residents, the children, parents and staff of Westlake Academy, our corporate citizens, the employees who work in Westlake and various other customers, developers and visitors who do business in and around our town. Through the use of a hybrid of internal direct service provision, inter-local agreements, public/private partnerships and the shared provision of programs at Westlake Academy, the staff strives to maintain Westlake as a premiere choice for families and corporate neighbors while operating in a Table of Contents financially responsible manner. Balanced Scorecard Strategy Map 2 Business Cycle Chart

Mission, Vision & Community Values Statements

Strategic Plan

Program Based Budget Summary

Vaquero

Each departmental director and their staff teams are cross-trained and provide support or management of the service programs for both the Town of Westlake and the Townowned charter school, Westlake Academy. These programs include facilities maintenance, development, human resources, IT support, financial services, communications, and executive level management. The final results are a group of individuals who are actively engaged in creating a unique living experience through community events, educational opportunities and distinctive neighborhoods, which cannot be experienced anywhere else. Approved ~ December 12, 2011

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284

285

STRATEGIC ISSUES

EMPLOYEE INVESTMENT AND SUPPORT

OPERATIONAL PROCESSES

FINANCIAL STEWARDSHIP

CUSTOMER FOCUS

 Strong Aesthetic Standards  Transparent Government  Fiscal Responsibility

 Educational Leaders  Family Friendly and Welcoming  Engaged Citizens

Capital Investment

Implement a Comprehensive Continuous Quality Improvement Process

Fiscal Stewardship & Organizational Effectiveness

Human Resources (Employee Investment)

Promote a Culture of Leadership, Teamwork & High Performance (HPO)

Preserve our Infrastructure to Meet the Life Expectancy of our Assets

Encourage Employee Professional Development & Organizational Growth

Facilitate the Implementation of the Strategic Issues Focused Governance System

Comprehensive Planning and Management of Natural Resources

Public Safety and Emergency Preparedness

Attract & Retain a Highly Skilled Workforce Committed to Service Excellence

Develop an Integrated Information System

Maintain Effective Internal Controls

Enhance and Maintain a Sense of Community

Optimize the use of our Shared Services Model

Enhance Employee Work Performance, Engagement & Job Satisfaction

Encourage Stakeholder and Staff Engagement

Sustain Fiscal Health

Promote Community Health, Safety & Welfare

Maintain Excellence in Reporting and Financial Standards

Provide Excellent, Responsive Customer Service

Identify & Allocate Funding for Maintenance of Public Assets

Provide Outstanding Service and Program Delivery

Prepare the Budget with Linkages to the Strategic Priorities

Promote Best Practice Policy Governance

“On behalf of the citizens, the mission of the Town of Westlake is to be a one one-of-a-kind community that blends our rural atmosphere with our vibrant culture and metropolitan location.”

 Preservation of Our Natural Beauty

 Innovation

D R A F T

286

September

August July

Review Budget Process For Coming FY

Program Budget Preparations

•Certified Roll Received •TMO PreliminaryBudget review

Preparation for Town Annual Audit

3rd Qtr Report to Council

Budget Work Sessions

Budget Retreat

Adopt Budget & Tax Rate

Academy Financial Audit

November

Implement & Publish Budget Documents

October

DRAFT

December

June

Preliminary Budget Projections

Review Financial Policies

January

Strategic Planning Workshop

March

2nd Qtr Report to Council

May

April

Citizen’s Survey

Prepare Town Survey

Budget Kickoff & Academy Survey

Prepare Academy Survey

Present Annual Audit to Council

February

• Elections • CIP Planning

1st Qtr Report to Council

S TRATEGIC D EVELOPMENT /B UDGET C YCLE

2011/12 Strategic Plan

Town of Westlake

“Westlake, a premier knowledge based community” 3 Village Circle, Suite 202, Westlake, Texas 76262 www.westlake-tx.org (817) 430-0941

Vision Statement Westlake is an oasis of tranquility and natural beauty amidst an ever expanding urban landscape.

Vision Points Sense of Place ~ Distinctive neighborhoods, architecturally vibrant corporate campuses, grazing longhorns, soaring red-tailed hawks, meandering roads and trails, lined with natural stone and native oaks. Leadership ~ A premiere place to live, leadership in public education, corporate

Community Values

and governmental partnerships, and high development standards.



Innovation



Preservation of our natural beauty



Educational leaders



Strong aesthetic standards

Caring Community ~ Informed residents,



Family friendly and welcoming



Transparent government

small town charm and values, historical preservation.



Engaged citizens



Fiscal responsibility

Exemplary Governance ~ Town officials, both elected and appointed, exhibit respect, stewardship, vision, and transparency. Service Excellence ~ Public service that is responsive and professional, while balancing efficiency, effectiveness, and financial stewardship.

Mission Statement “On behalf of the citizens, the mission of the Town of Westlake is to be a one-of-a-kind community that blends our rural atmosphere with our vibrant culture and metropolitan location.”

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History and Demographics Approximately 992 residents currently occupy the Town of Westlake’s 6.6 square miles, which is situated in the northern triangle of the Fort Worth—Dallas area. Originally settled in 1847, Westlake was incorporated in 1956. Today, the Town of Westlake is home to several neighborhoods, all of which share a commitment to excellence, but possess unique character and charm. All residents live in single-family homes and there is an award winning private golf course in town. The median age in Westlake is 38, and 51% of the residents are female. Some of the community’s top employers are: Fidelity Investments, TD Auto Finance, and CoreLogic. Several companies have offices in Solana, a high-profile corporate campus near State Highway 114. Solana’s Village Circle also provides a mix of retail spaces and restaurants, plus offers the 296-room Marriott Solana hotel. The sales tax rate in Westlake is 8.25%. Of the money collected, 6.25% is paid to the state of Texas, 1% to the Town, and the remaining 1% to a local property tax relief fund and an economic development fund.

“Good business leaders create a vision, articulate the vision, and relentlessly drive it to completion.” - Jack Welch

Top Employers 

Fidelity Investments



TD Auto Finance



CoreLogic



Wells Fargo Bank



McKesson Corporation



Deloitte University



Marriott — Solana

Recent Infrastructure Re-investment & Development Projects

Solana Office Complex



FM 1938—Construction of major north/south thoroughfare



Deloitte University



Dove Road and Ottinger Road Improvements



Stagecoach Hills Waterline & Paving/Drainage Improvements



Aspen Lane, Mahotea Boone and Roanoke Road Paving/Drainage Improvements



SH 114 / SH 1170 Interchange 288

Strategic Plan Overview During the 2011 strategic planning process, the Town Council and staff Leadership Team developed an overview of the strategic issues facing Westlake and developed action plans to monitor the success and completion of the projects. The vision and mission statements were updated to reflect the unique characteristics found within our community and the values which are important to our residents. The information is contained within five vision points which describe the areas that the Council and staff have determined are vital to maintaining our Town and providing services to enhance the lives of our residents and community. Vision Point One—Sense of Place Vision Point Two—Leadership Vision Point Three—Caring Community Vision Point Four—Exemplary Governance Vision Point Five—Service Excellence

SENSE OF PLACE — The Town is home to several different types of community developments, which include residential, corporate and agricultural uses. Our largest residential neighborhood is home to a state of the art golf facility and many beautiful homes. Stagecoach Hills airpark is located along the historic stagecoach line which once transported passengers from Keller to Denton. Westlake residential neighborhoods include: 

Aspen Lane



Stagecoach Hills ● Terra Bella

● Glenwyck Farms ● Mahotea Boone ● Paigebrooke Farms ● Vaquero

● Wyck Hill

The Town is located along the Tarrant and Denton County borders and has portions of major State highways that surround its perimeter. We are an ideal location for businesses and have enjoyed a long history with our corporate campus developments.

LEADERSHIP — Town leaders foresaw the need for a facility to educate the children of Westlake in a local setting and to provide the citizens with a civic campus and a sense of community. In 2003, the Town raised funds to build Westlake Academy, the only open-enrollment charter school owned and operated by a municipality in the State. The Academy offers the rigorous International Baccalaureate curriculum, for grades K-12, and all residents are eligible to enroll their children. The Town also utilizes the “shared services” configuration to provide cutting edge service delivery to our residents and customers. The staff steps outside the traditional roles associated with each department in a municipality and works in a crossfunctional manner between the Town and the Academy programs. This assists us in keeping our overhead to a minimum while serving our community.

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“Vision without action is a dream. Action without vision is simply passing the time. Action with vision is making a positive difference.” - Joel Barker

CARING COMMUNITY — In an effort to foster citizen engagement, enhance our neighborhoods and increase participation in the community, many of the residents serve on various advisory boards that are committed to furthering the mission of the Town and ensuring Westlake is truly a unique community. The Westlake Historical Preservation Society was created to identify, preserve, and perpetuate the history of the Town and the Cross Timbers region. The Town is committed to protecting and improving the quality of life of Westlake residents, businesses and students by encouraging, inspiring, educating and entertaining artistic and creative endeavors. The Public Art Society of Westlake provides a wide range of professional and artistic presentations to foster the arts in the community and we are a co-sponsor of the MasterWorks Concert Series with the Arts Council Northeast, who promote local artists through public concert events. Westlake also hosts several local events to foster community involvement through the annual Christmas Tree Lighting Event, Decoration Day, Vintage Car Show and Arbor Days.

EXEMPLARY GOVERNANCE — Westlake is governed by a Mayor and Town Council with each of the five council members serving a two-year term. The Town Council also serves as the governing board for Westlake Academy, in the capacity of the Board of Trustees. The dual service configuration supports the cooperative delivery of program services for the Westlake community. The Town Council appoints the Town Manager, who also functions as the Academy’s Superintendent, establishes town policies, and serves as the legislative body of the Town. In this capacity, the Council also approves the Town budget. The community is fortunate to have a dedicated group of residents who serve on our various boards and strive to promote the vision of the Town.

SERVICE EXCELLENCE — The Town is staffed by a group of professionals who provide our residents and customers with the highest quality of public services in an efficient and responsive manner. The staff is involved in community gatherings, such as the neighborhood and parent meetings, concerts series, and various holiday based events—as well as striving to maintain personal relationships with our residential population to foster the Sense of Place and Caring Community found in Westlake. The Town’s Leadership Team of department directors brings more than 150 years of collective municipal experience and knowledge to the Town along with a strong commitment to public service excellence. Entrance to Glenwyck Farms

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Strategic Plan Strategic Issues

Westlake Academy

The Town’s strategic plan was developed according to a Strategic Issues format, which identified events through a SWOT (strengths, weaknesses, opportunities, and threats) analysis that would affect our community over the next 24 months. This type of issuesfocused version of a traditional strategic plan is designed to allow the organization to scan our environment for opportunities or challenges as it relates to our community and develop action plans to achieve the best results for Westlake. The five component issues we identified as strategic are: 

Capital Investment



Fiscal Stewardship & Organizational Effectiveness



Human Resources (Employee Investment)



Comprehensive Planning and Management of Natural Resources



Public Safety and Emergency Preparedness

Under each outcome strategy, staff has created action items necessary to support or achieve the desired result, which is linked to the Strategy Map.

“Westlake has been a lot of things, but it has never been ordinary.” Fort Worth Star Telegram

CAPITAL INVESTMENT — Ensure the infrastructure and capital investments of the Town are maintained to sustain the community’s quality of life.

Outcome Strategies: 1. Existing Infrastructure Reinvestment (Current Assets) Leadership Team Member(s): Tom Brymer / Eddie Edwards / Jarrod Greenwood / Troy Meyer Staff Action 1.1: Facilities — Review of long-term rental options in comparison to building a permanent structure. Strategy Map: Financial Stewardship ~ Sustain Fiscal Health Completion Date: April, 2012

Staff Action 1.2: Cemetery — Analysis of long-term sustainability and marketing opportunities to increase the return on investment in the facility. Strategy Map: Financial Stewardship ~ Sustain Fiscal Health Completion Date: December, 2013

Staff Action 1.3: Completion of FM 1938 (Precinct Line Road) - Implementation of streetscaping projects. Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community Completion Date: FM 1938 — Summer, 2012; Final Streetscaping — Fall, 2015

Staff Action 1.4: FM 114/170 Interchange — Partner with TxDoT, the Town of Trophy Club and City of Roanoke to complete the streetscaping project. Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community Completion Date: Summer, 2013

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Strategic Issues, (cont.) CAPITAL INVESTMENT, (cont.) 2. Technology and Equipment Investment Leadership Team Member(s): Todd Wood / Richard Whitten / Eddie Edwards Staff Action 2.1: Capital Investment in Vehicles—Review of emergency and fleet maintenance needs and replacement opportunities. Strategy Map: Operational Processes ~ Preserve our Infrastructure to Meet the Life Expectancy of Our Assets Completion Date: October, 2012 Glenwyck Park

Staff Action 2.2: Radio Accessibility of Emergency Services — Examine public safety communication interoperability of the Westlake emergency radio system. Strategy Map: Customer Focus ~ Promote Community Health, Safety & Welfare Completion Date: June, 2012

Staff Action 2.3: Capital Investment in Technology—Review of current technology needs and forecast anticipated requirements for internal operations, citizen engagement and equipment replacement in the form of a technology plan. Strategy Map: Customer Focus ~ Promote Community Health, Safety & Welfare Completion Date: June, 2012

3. Policy and Cost Analysis Drive by Growth (Future Assets) Leadership Team Member(s): Tom Brymer / Debbie Piper / Jarrod Greenwood / Eddie Edwards / Todd Wood / Troy Meyer Staff Action 3.1: Conduct feasibility study for water/sewer impact fees to offset the cost of infrastructure development. Strategy Map: Financial Stewardship ~ Sustain Fiscal Health Completion Date: June, 2012

Staff Action 3.2: Park Land and Trail Development — Work in partnership with surrounding municipalities to allow for connection of trails within Westlake to our neighboring communities. Strategy Map: Customer Focus ~ Promote Community Health, Safety & Welfare Completion Date: July, 2012

Staff Action 3.3: Evaluate Westlake Academy campus needs and expansion options. Strategy Map: Operational Processes ~ Optimize the Use of Our Shared Services Model Completion Date: August, 2012

4. Hwy 170/NTTA project Staff Action 4.1: Monitor the construction of the Hwy 170/NTTA project and provide Council with updates as to the impact on mobility in Westlake. Strategy Map: Customer Focus ~ Promote Community Health, Safety & Welfare Completion Date: Annual Report in November

FISCAL STEWARDSHIP AND ORGANIZATIONAL EFFECTIVENESS — Maintain a

balanced approach to revenue forecast-

ing and expenditure allocation to ensure the necessary resources for long-term sustainability.

Outcome Strategies: 5. Budget according to established service level provisions within departments. Leadership Team Member(s): Town Manager and All Departmental Directors Staff Action 5.1: Prepare budgets in a fiscally responsible manner to maintain a low tax rate while serving our stakeholders. Strategy Map: Financial Stewardship ~ Prepare the Budget with Linkages to the Strategic Priorities Completion Date: Annually by October 1st.

292

Strategic Issues, (cont.) FINANCIAL STEWARDSHIP AND ORGANIZATIONAL EFFECTIVENESS, (cont.) Staff Action 5.2: Continually monitor our revenue income and expenditures as it relates to the program budgeting function to provide Council with comprehensive financial information. Strategy Map: Financial Stewardship~ Sustain Financial Health Completion Date: Provided through Quarterly Financial Reports

Staff Action 5.3: Examine Town’s capacity for re-investment in technology, FFE, capital expenditures, etc. Strategy Map: Financial Stewardship ~ Identify and Allocate Funding for Maintenance of Public Assets Completion Date: June, 2012

Staff Action 5.4: Develop/propose a financial policy to provide for future replacement needs of technology, FFE, etc. Strategy Map: Financial Stewardship ~ Identify and Allocate Funding for Maintenance of Public Assets Completion Date: December, 2012

6. Maximize the service provision level to our customers through the use of the shared services model, public/private partnerships and the implementation of innovative inter-governmental agreements. Leadership Team Member(s): Town Manager and All Departmental Directors Staff Action 6.1: Seek additional partnerships through either the use of Memorandums of Understanding (MOU’s) or Interlocal Agreements (ILA’s) relative to items such as economic development, tourism, cost reductions or enhanced efficiencies in service delivery mechanisms, infrastructure developments, mobility activities, etc. Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery Completion Date: Provide annual December report to Council

Staff Action 6.2: While maintaining high standards, continue to create incentive mechanisms that encourage businesses to locate in Westlake. These include flexible “development friendly” ordinances, adequate or expandable infrastructure, simplified fee structures and review procedures, and responsive staff support. Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery

Entrance to Stagecoach Hills

7. Develop a communication and marketing plan that is comprehensive in nature to encourage dialogue with our residents and foster community involvement. Leadership Team Members(s): Ginger Awtry / Tom Brymer / Todd Wood Staff Action 7.1: Provide consistent and timely communication to promote resident and stakeholder engagement in the business, events and opportunities in Westlake. Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community Completion Date: Provided through Monthly and Quarterly Publications

Staff Action 7.2: Implement new website and monitor/update content material for relevancy and timeliness. Strategy Map: Customer Focus ~ Provide Excellent, Responsive Customer Service Completion Date: February, 2012

293

Strategic Issues, (cont.) HUMAN RESOURCES (Employee Investment) — Provide the appropriate staffing levels at the Town as it relates to service delivery to our community.

Outcome Strategies: 8. Include personnel estimates in the five-year financial forecast based on expansion of service provision to the Academy and community as directed by growth/demand for services. Leadership Team Member(s): Town Manager and All Departmental Directors Staff Action 1.1: In conjunction with 5-year financial forecast, department heads to identify staffing needs for all programs of service. Strategy Map: Operational Processes ~ Optimize the Use of Our Shared Services Model Completion Date: Annually by August, 2012

Staff Action 1.2: Continually evaluate ways to maximize our delivery methods by cross-training employees and identifying skill sets which would be beneficial across the organization (i.e., security at the Academy, event preparation and volunteering, communication efforts through dynamic publications, IT services between the Academy/Town, etc.) Strategy Map: Operational Processes ~ Encourage Stakeholder and Staff Engagement Completion Date: Report in August, 2012

COMPREHENSIVE PLANNING AND MANAGEMENT OF NATURAL RESOURCES — Ensure the standards are maintained and promoted in the management of growth and development within the Town to foster our unique character and rural-like atmosphere.

Outcome Strategies: 9. Update Town’s Comprehensive Plan Leadership Team Member(s): Troy Meyer / Eddie Edwards / Jarrod Greenwood Spring Flowers

Review of Current Comprehensive Planning document.

Staff Action 9.A.1:

Review existing plan provisions and incorporate into new proposal; Examine the possibility of hiring an outside consultant to assist in the process. Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community Completion Date: June, 2012

B. Review of Land Use Plan & Financial Analysis of Impact to Sustainability Staff Action 9.B.1:

Understanding the impact of the current land use plan on future growth and financial sustainability of the Town’s municipal services, fees, and infrastructure necessary to support future development. Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community Completion Date: March, 2013

C. Supporting Master Plans Terra Bella Entry



Thoroughfare Plan

 

Parks/Trail/Open Space Utilities (Water, Sewer, Duct Bank)

Staff Action 9.C.1:

Draft supporting master plans according to concepts approved by Council in the Comprehensive Planning document. Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community Completion Date: March, 2013

294

Strategic Issues, (cont.) COMPREHENSIVE PLANNING AND MANAGEMENT OF NATURAL RESOURCES, (Cont.) D. Review and recommend necessary changes to existing ordinances to align with Comprehensive Plan Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery Completion Date: March, 2013

10. Investigate and review of environmental preservation and conservation opportunities. Leadership Team Member(s): Jarrod Greenwood / Troy Meyer Staff Action 10.1: Provide Council with report outlining programs that would benefit the residents in their conservation efforts. Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery Completion Date: Report to Council in April, 2012

Staff Action 10.2: Compare and contrast the programs relative to surrounding communities and the options found in the environmental conservation “best practices” of local government, to include an estimated cost of service provision. Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery Completion Date: April, 2013

PUBLIC SAFETY AND EMERGENCY PREPAREDNESS — Provide a safe community for our residents and business partners.

Outcome Strategies: 11. Consistently seek an effective service delivery method to provide comprehensive police services for the Town residents. Leadership Team Member(s): Town Manager and All Departmental Directors Staff Action 11.4: Monitor and report on the success of the current police services contract to ensure a safe environment for our residents. Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery Completion Date: Annual report in February/March

12. Plan and implement strategies to enhance the emergency preparedness of the residents and Town facilities. Leadership Team Member(s): Town Manager and All Departmental Directors Staff Action 2.1: Evaluate on the local level that all departments have adequate training, equipment, and communication tools, to effectively address emergency situations as they arise. Strategy Map: Customer Focus ~ Promote Community Health, Safety and Welfare Completion Date: May, 2012

Staff Action 2.2: Review Town/Academy Standard Operating Procedures and emergency plans to maintain readiness. Strategy Map: Customer Focus ~ Promote Community Health, Safety and Welfare Completion Date: December, 2012

Staff Action 2.3: Inventory and identify availability of recommended Emergency Operations Center components. Strategy Map: Customer Focus ~ Promote Community Health, Safety and Welfare Completion Date: June, 2013

295

Programs of Service The program budget allocations are used as a means of providing our residents and Council with the costs associated with each public service provision according to the specific program rather than the traditional line-item designations. It has been developed with a governance approach that places greater emphasis on the services and activities provided to our stakeholders rather than the individual departments that carry out the assigned work duties. The information listed below, groups the programs with the Vision Point most closely related to the service and identifies the department that is primarily responsible for ensuring the necessary work is completed to reach our goals and objectives. Spring Flowers

The program budget may also be utilized as a tool for prioritizing services and making organizational funding decisions. Deciding how responsive, effective or efficient a particular service should be carries implicit costs. Westlake continues to deliver the highest quality services possible while maintaining relatively low provision costs. The professional staff at the Town of Westlake takes pride in the work they do and the services they offer to our residents.

Vision Point One ~ Sense of Place: Distinctive neighborhoods, architecturally vibrant corporate campuses, grazing longhorns, soaring red-tailed hawks, meandering roads and trails, lined with natural stone and native oaks. Program

Total Allocation

Key Service Delivery Dept.

Comprehensive Planning & Economic Development Building Inspections Code Enforcement Transportation Services Parks & Recreation Maintenance TOTAL

$ 84,199 $ 38,253 $ 5,182 $ 39,646 $ 106,031 $ 273,311

Dept. 11 — Administration Dept. 12 — Planning & Dev. Dept. 12 — Planning & Dev. Dept. 16 — Public Works Dept. 19 — Parks & Rec.

Vision Point Two ~ Leadership: A premiere place to live, leadership in public education, corporate and governmental partnerships, and high development standards.

Terra Bella Entry

Program

Total Allocation

Key Service Delivery Dept.

Plan Review & Inspections Gas Well Permit Administration Planning & Zoning Water Services Sewer Services Solid Waste & Recycling Westlake Academy Foundation Support Services Academic Support Services Texas Student Housing

$ 48,945 $ 8,197 $ 39,252 $1,662,660 $ 444,994 $ 33,533 $ 20,501 $ 139,151 $ 28,767

Dept. 12 — Planning & Dev. Dept. 12 — Planning & Dev. Dept. 12 — Planning & Dev. Dept. 16 — Public Works Dept. 16 — Public Works Dept. 16 — Public Works Dept. 18 — Finance Dept. 21 — Human Resources Dept. 13 — Town Secretary

TOTAL

296

$2,426,000

Programs of Service, (cont.) Vision Point Three ~ Caring Community: Informed residents, small town charm and values, historical preservation. Program

Total Allocation

Key Service Delivery Dept.

Emergency Prevention Citizen Engagement & Communications

$ $

Dept. 14 — Fire & EMS Dept. 22 — Communications

TOTAL

70,023 117,221

$ 187,244

Vision Point Four ~ Exemplary Governance: Town officials, both elected and appointed, exhibit respect, stewardship, vision, and transparency. Program

Total Allocation

Key Service Delivery Dept.

Municipal Governance Academic Governance

$ 183,083 $ 78,384

Dept. 11 — Administration Dept. 11 — Administration

TOTAL

$ 261,467

Vision Point Five ~ Service Excellence: Public service that is responsive and professional, while balancing efficiency, effectiveness, and financial stewardship. Program

Total Allocation

Key Service Delivery Dept.

Financial Management Municipal Administration Academic Administration Records Management Emergency Operations Emergency Operations — Billing Services Emergency Operations — Support Services Police Services Municipal Court—Case Processing Municipal Court — Docketing Warrant & Jail Services Municipal Court - Collection Services Judiciary & Administration Utility Billing & Processing Municipal Accounting Services Human Resources — Administration Human Resources —Total Compensation Human Resources — Risk Management Human Resources — Employment Services Right-of-Way (ROW) Management Election Administration Municipal IT Operations Municipal Network Operations

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Dept. 11 — Administration Dept. 11 — Administration Dept. 11 — Administration Dept. 13 — Town Secretary Dept. 14 — Fire & EMS Dept. 14 — Fire & EMS Dept. 14 — Fire & EMS Dept. 23 — Police Dept. 15 — Municipal Court Dept. 15 — Municipal Court Dept. 15 — Municipal Court Dept. 15 — Municipal Court Dept. 15 — Municipal Court Dept. 18 — Finance Dept. 18 — Finance Dept. 21 — Human Resources Dept. 21 — Human Resources Dept. 21 — Human Resources Dept. 21 — Human Resources Dept. 16 — Public Works Dept. 13 — Town Secretary Dept. 20 — Information Tech. Dept. 20 — Information Tech.

TOTAL

291,888 656,508 274,369 29,621 991,454 12,000 30,504 775,326 61,478 52,013 96,525 17,393 37,024 67,419 202,190 6,501 2,000 4,210 3,166 143,096 12,928 81,592 6,363

$ 3,855,570

297

“We are limited, not by our abilities, but by our own vision.” - Anonymous

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299