FY 2014-2015 Adopted Municipal Budget by Town of Westlake

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TOWN OF WESTLAKE FISCAL YEAR 2014-2015 ANNUAL BUDGET This budget will raise more revenue from property taxes than last year’s budget by an amount of $36,595, which is a 2.73 percent increase from last year’s budget. The property tax revenue to be raised from new property added to the tax roll this year is $43,951. TOWN COUNCIL RECORD VOTE The members of the governing body voted on the proposal to consider the budget as follows: FOR:

Michael Barrett Rick Rennhack Wayne Stoltenberg

AGAINST:

None

PRESENT but abstained from Voting: ABSENT:

None

Carol Langdon Alesa Belvedere

PROPERTY TAX RATE COMPARISON Adopted FY 14/15 $0.15634/100

Adopted FY 13/14 $0.15684/100

Effective Tax Rate

$0.15634/100

$0.16070/100

Effective Maintenance & Operations Tax Rate:

$0.14238/100

$0.14836/100

Rollback Tax Rate:

$0.18277/100

$0.18802/100

Debt Rate:

$0.01924/100

$0.01804/100

Property Tax Rate

Tax Rate

MUNICIPAL DEBT OBLIGATIONS The total amount of outstanding municipal debt obligations (including principal and interest) secured by property taxes is $166,969.

1. FOREWORD 

Westlake Vision, Values and Mission Statement

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Westlake Elected Council Members

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Westlake Boards and Commissions

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Westlake Administrative Officials

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GFOA Distinguished Budget Presentation Award

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Community Profile - We believe the ability to monitor and evaluate the financial condition of a local government is critical to that government’s successful, prosperous future. Achieving not only fiscal health but also fiscal wellness is a top priority in Westlake. Recognizing that trends can provide early warning signals of possible financial problems, staff regularly monitors economic indicators, interest rates, fuel costs, labor and employment numbers, building permits, home values, and retail sales. A portion of this data is featured in the charts located in this section of the budget document. These charts offer a quick, effective visual of the Town’s financial condition. A list of Council members, an organizational chart, location and a history of the Town is also provided. This section begins on page 9.

2. INTRODUCTION 

Transmittal Letter - is written to the Town Council by the Town Manager and provides a highlevel preview of the Town’s proposed budget. It contains information including the Ad Valorem Tax rate, fund summaries as well short term and long term trends. The letter helps tie together the core elements which make up the budget and illustrates how those elements further the Town’s goals found within the strategic management system. This section begins on page 21.

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Budget Overview - This section attempts to help explain the meaning behind the numbers which are presented in this budget document. It gives perspective to the Town’s budgeting process, basis of budgeting and accounting, how the budget is amended and the fund accounting system. This section begins on page 37.

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Strategic Plan - Several years ago the Town adopted a Strategic Management System (SMS) which drives the way the Town conducts its business. The department directors contribute to the SMS by developing a corporate business plan and aligning their yearly budget proposals to that plan. This section begins on page 49.

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Personnel and Organization - Given the funding constraints governments are facing, accurate expenditure projections are more important than ever. Since salaries make up the greatest portion of the expenditure budget, it is logical to apply forecasting techniques that can provide a true picture of where payroll dollars are headed. GFOA encourages every government to consider forecasting procedures that would result in more accurate expenditure projections, especially as they relate to personnel. This section begins on page 57.

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Financial Summaries and Analysis - This section gives an analysis of the amounts between the FY 13/14 adopted and estimated budget, as well as the variance explanations between the FY 13/14 estimated and FY 14/15 adopted budget. Several different tables are presented of all fund revenues, expenditures and fund balance amounts. This section begins on page 70.

FUND SUMMARIES Why does the Town account for revenues and expenditures in so many different funds? These funds provide a mechanism for the Town to segregate revenues generated from a variety of sources and also provide a means for the Town to track expenses directly related to those funds sources. For comparative purposes, the prior fiscal year’s audited figures are illustrated, as well as current year budget, revised current year and projected budget for the impending fiscal year. The Fund Summaries section encompasses sections 3 through 9.

3. GENERAL FUND The Town’s principal operating fund, which is supported by taxes, fees, and other revenues that may be used for any lawful purpose. The fund of the Town that accounts for all activity not specifically accounted for in other funds. It includes such operations as police, fire, planning, finance and administration. It is Town policy to maintain an undesignated fund balance (reserves) for emergencies or unforeseen circumstances equivalent to 90 operating day fund balance. This section begins on page 83.

4. SPECIAL REVENUE FUNDS This section provides a detailed spending plan for funds which account for proceeds of specific revenue sources that are legally restricted for certain purposes. 

4B Economic Development - 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. Page 169

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Economic Development - 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. Page 173

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Lone Star Public Facilities - 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.” Page 177

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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. Page 181

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5. DEBT SERVICE FUND AND DEBT SCHEDULES This section provides a summary of the annual principal and interest payments for all outstanding bonded debt and capital leases. Also included are some fast facts about the Town’s use of debt and how that debt is funded both through property tax revenue and through dedicated, selfsupporting revenue streams such as sales tax revenues. The Town issues general obligation bonds and certificates of obligation to provide for the acquisition and construction of major capital facilities and infrastructure. This section begins on page 185.

6. ENTERPRISE FUNDS GAAP requires state and local governments to use enterprise fund types to account for “business-type activities”. These activities include services primarily funded through user charges. Water and sewer utilities are common examples of government enterprises. 

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. Page 193

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Utility Fund - The Utility Fund is an enterprise or business fund. This means that the direct beneficiaries of the “business” pay for all costs through fees or rates. Water, sewer service, and garbage service revenues generated through our rates, as well as the expenses for providing these services are accounted for in the Utility Fund. As with the General Fund, prudent financial management and bond requirements make it necessary to have healthy reserves. Page 197

7. INTERNAL SERVICE FUNDS Internal service funds are used for operations serving other funds or departments within a government on a cost-reimbursement basis. 

Utility Major Maintenance - 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. Page 207

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General Major Maintenance - 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. Page 213

8. WESTLAKE ACADEMY FUND This section begins on page 217. This fund was incorporated into the Town’s budget beginning in FY 2010-11. Westlake Academy opened its doors in September 2003 when the Town of Westlake officials took advantage of the State of Texas’ acceptance of chartered schools and thus, became the first and only municipality in the state to receive a chartered school designation.

9. CAPITAL PROJECT FUNDS The Capital Projects funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities (other than those financed by proprietary fund types). 

Capital Project 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. Page 243

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Westlake Academy Expansion - Bond Proceeds of $8.5M were received in FY12/13. These proceeds were used to fund construction of three new buildings at Westlake Academy with the final expenditures continuing into FY 14/15. Page 255

10. CAPITAL IMPROVEMENTS PROGRAM A Capital Improvements Program (CIP) is for the purchase, construction or replacement of the physical assets of the Town. This section includes a listing of projects for the current year as well as projects that are planned for implementation over a five-year period. Town staff plans for a fiveyear period, but has also identified a number of projects that cannot be addressed given funding limitations. This section begins on page 259.

11. LONG TERM PLANNING The Long-Range Financial Forecast takes a forward look at the Town’s revenues and expenditures. Its purpose is to identify financial trends, shortfalls, and issues so the Town can proactively address them. It does so by projecting into the future the fiscal results of continuing the Town’s current service levels and policies, providing a snapshot of what the future may look like as a result of the decisions made in the recent past. This section begins on page 271.

12. APPENDIX The appendix includes Westlake’s fiscal and budgetary policies, investment policy, and a glossary of terms. This section begins on page 281.

1. FOREWARD 01 02 03 04 05 09

Vision Statement and Vision Points Value Statements and Mission Statement Council Member and Boards & Commissions Administrative Officials GFOA Distinguished Budget Presentation Award Community Profile

2. INTRODUCTION Transmittal Letter 21 Introduction: Budget Approach, Format and Methodology 22 Investments and Achievements 23 Budget Theme, Trends and Overview 25 Community Growth on the Horizon 27 Budget Overview 29 Expansive Look in the FY14/15 Budget and Strategic Directives 31 Ad Valorem Tax Analysis 32 Adopted Budget in a Multi-Year Context 32 Closing Thoughts 34 2013 Citizen Survey Results regarding Town Services 35 2013 Citizen Survey Results regarding Satisfaction Budget Overview and Framework 37 Basis of Accounting/Budgeting 39 Budget Fund Structure 40 Relationship between Funds and Departments 41 Governmental Fund Types 43 Proprietary Fund Type 44 Balanced Budget and The Budget Process 44 Budget Amendment Process 45 Financial Policies and Investment Policies 46 Effect of Planning Processes on the Operating Budget 47 FY 14/15 Budget Calendar Strategic Plan 49 Balanced Scorecard 50 Mission, Vision, Values 51 Strategic Perspectives and Themes 52 Objectives and Performance Measures 53 Strategy Map 54 Budget Cycle

Personnel and Organization 57 Personnel Summary Overview 59 Employee Allocations 60 Municipal Employees 61 Employee Benefits 61 Compensation Plan 64 Organizational Chart 65 Personnel Position Summary 66 Recommended 5 Year Staffing Levels Financial Analysis and Summaries â&#x20AC;&#x201C; All Funds 70 Three Year Analysis Comparison 71 Three Year Analysis Comparison by Fund Type 73 Current Year Analysis 75 Fund Balance Comparison 76 Revenue and Other Financing Sources 77 Expenditures and Other Financing Uses 80 Property Tax Analysis

3. GENERAL FUND 83 84 90 94 100 106 112 118 124 128 134 140 146 152 158 164

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 Dept 20 - Information Technology Dept 21 - Human Resources and Administrative Services Dept 22 - Communications and Community Affairs Dept 23 - Police Services

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4. SPECIAL REVENUE FUNDS 4B Economic Development Fund 200 169 Program Summary 170 Fund Overview Economic Development Fund 210 173 Program Summary 174 Fund Overview Lone Star Public Facilities 418 177 Program Summary 178 Fund Overview Visitors Association Fund 220 181 Program Summary 182 Fund Overview 183 Program Budget

5. DEBT SERVICE FUND 185 186 187 188 190

Program Summary Fund Overview 20 Year Annual Debt Requirement Debt per Capita Long Term Debt Summary

6. ENTERPRISE FUNDS Cemetery Fund 255 193 Program Summary 194 Fund Overview Utility Fund 500 197 Program Summary 198 Fund Overview 201 Program Budget 202 Debt Payable Schedule – Ground Storage Tank 203 Debt Payable Schedule – Keller Overhead Storage 204 Project - Meter Reading & Equipment 205 Project - TRA Assumption of N1 Sewer Line

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7. INTERNAL SERVICE FUNDS Utility Maintenance & Replacement Fund 510 207 Program Summary 208 Fund Overview 208 Lift Station Discharge 211 Five Year Projection General Maintenance & Replacement Fund 600 213 Program Summary 214 Fund Overview 215 Five Year Projection

8. WESTLAKE ACADEMY FUND 199 217 Program Summary 218 Fund Overview 219 Executive Summary

9. CAPITAL PROJECT FUNDS Capital Project Fund 410 243 Program Summary 244 Fund Overview 245 Five Year Projection 246 FM 1938 Streetscape/Wayfinding 247 S. Roanoke Road Recon & Drainage 248 Sam School Road Recon & Drainage 249 E. Dove Road Recon & Drainage (Vaq - TB) 250 Park and Trail Improvements 251 Outdoor Warning System 252 Water Line & Well Improvements 253 Fire Station Complex Westlake Academy Expansion Fund 412 255 Program Summary 256 Fund Overview 257 Five Year Projection

10. CAPITAL IMPROVEMENTS 259 264 265 266 267 268 269

Capital Improvement Plan Overview Approved Capital Projects – 5 Year Projection Unfunded Capital Projects – 5 Year Projection Parks/Cemetery Overview Facilities Overview Vehicle and Equipment Overview Utility Improvements Overview

11. LONG TERM PLANNING 271 Financial Forecast Narrative 274 Financial Forecast - All Municipal Funds

12. APPENDIX 281 294 299 305

Fiscal and Budgetary Policies – Town of Westlake Investment Policy Glossary of Terms Ordinance No. 737 to Adopt Budget

INTRODUCTION

VISION STATEMENT An oasis of natural beauty that maintains our open spaces in balance with distinctive developments, trails, and quality of life amenities amidst an ever expanding urban landscape.

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. 1

VALUE STATEMENTS Transparent / Integrity-driven Government  Fiscal Responsibility  Family Friendly & Welcoming  Educational Leaders  Sense of Community  Innovation  Strong Aesthetic Standards  Informed & Engaged Citizens  Preservation of our Natural Beauty  Planned / Responsible Development 

MISSION STATEMENT Westlake is a unique community blending preservation of our natural environment and viewscapes, while serving our residents and businesses with superior municipal and academic services that are accessible, efficient, cost-effective, and transparent.

MISSION TAG LINE One-of-a-kind community; natural oasis – providing an exceptional level of service. 2

WESTLAKE COUNCIL MEMBERS Mayor

Laura Wheat

lwheat@westlake-tx.org

Mayor Pro-Tem

Carol Langdon

clangdon@westlake-tx.org

Council Member

Michael Barrett

mbarrett@westlake-tx.org

Council Member

Alesa Belvedere

abelvedere@westlake-tx.org

Council Member

Rick Rennhack

rrennhack@westlake-tx.org

Council Member

Wayne Stoltenberg wstoltenberg@westlake-tx.org

WESTLAKE BOARDS & COMMISSIONS Westlake Historical Preservation Society  Westlake Academy Foundation  Planning & Zoning Commission  Texas Student Housing Authority  4B Economic Development Board  Arbor Day Advisory Committee  Public Arts Committee 

WESTLAKE ADMINISTRATIVE OFFICIALS TOWN MANAGER’S OFFICE Tom Brymer Amanda DeGan

Town Manager Asst. Town Manager

tbrymer@westlake-tx.org adegan@westlake-tx.org

817-490-5720 817-490-5715

kedwards@westlake-tx.org

817-490-5710

Director Supervisor Acctg Technician Acctg Technician

dpiper@westlake-tx.org jford@westlake-tx.org dwhite@westlake-tx.org mrbown@westlake-tx.org

817-490-5712 817-490-5721 817-490-5737 817-490-5728

Administrator Marshal Deputy Clerk

swilson@westlake-tx.org tcrow@westlake-tx.org msolis@westlake-tx.org

817-490-5746 817-490-5716 817-490-5748

T O W N S EC R ET A R Y ’ S O F F I C E Kelly Edwards

Town Secretary

F I N A N C E D E PA R T M EN T Debbie Piper Jaymi Ford Daniela White Melinda Brown

M U N I C I PA L C OU R T Sharon Wilson Troy Crow Martha Solis

C OM M U N I C A T I ON S

C OM M U N I T Y Director Specialist

AND

Ginger Awtry Susan McFarland

H U M A N R E S OU R C ES Todd Wood Dana Thomas

A D M I N I S T R A T I VE S ER V I C E S Director twood@westlake-tx.org Generalist dthomas@westlake-tx.org

A N D F A C I L I T I ES Director

P U B L I C W OR K S

Jarrod Greenwood Paul Andreason

Director

eedwards@westlake-tx.org

817-490-5726

Director Technician

jgreenwood@westlake-tx.org pandreason@westlake-tx.org

817-490-5720 817-490-5731

rwhitten@westlake-tx.org jmartin@westlake-tx.org drobertson@westlake-tx.org awilson@westlake-tx.org

817-490-5785 817-490-5783 817-490-5783 817-490-5783

Director Technician

jpower@westlakeacademy.org rworkman@westlakeacademy.org

817-490-5750 817-490-5751

Coordinator Representative

slewis@westlake-tx.org ltillman@westlake-tx.org

817-490-5732 817-490-5730

Fire Chief Lieutenant Lieutenant Lieutenant

I N F OR M A T I O N T EC H N O L O G Y Jason Power Ray Workman

C U S T OM ER S E R V I C E Sherry Lewis Lauri Tillman

MAINTENANCE

817-490-5711 817-490-5734

817-490-5735

E M ER G EN C Y S ER VI C ES Richard Whitten Jason Martin Daniel Robertson Aaron Wilson

817-490-5710 817-490-5736

tmeyer@westlake-tx.org

P L A N N I N G A N D D E VEL O PM EN T Eddie Edwards

gawtry@westlake-tx.org smcfarland@westlake-tx.org

AND

P A R KS & R E C R EA T I ON Troy Meyer

AFFAIRS

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, 2013. 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, 2013. The Town has received this award for seven consecutive years (fiscal years beginning 2007-2013). 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.

T HE

BUDGET AS A POLI CY 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.

T HE

BUDGET AS A FI NANCI AL 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.

T HE

BUDGET AS AN OPERATIONS GUI DE 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.

T HE

BUDGET AS A COMMUNI CATIO NS DEVI CE This criterion relates to having the budget document available for public inspection; providing summary information suitable for use by interested citizens and/or the media; avoiding the use of complex technical language and terminology; explaining the basic units of the budget, including funds, departments or activities; and disclosing sources of revenues and explanations of revenue estimates and assumptions. The intent is to enhance the communication aspects of the budget document, so that information in the budget can be communicated to a reader with a non-financial background. This award is valid for a period of one year only. We believe our current budget document continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 6

GFOA R E V I E W E R C O M M E N T S F R O M FY13/14 B U D G E T

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â&#x20AC;&#x153;This is by far one of the best budgets I have reviewed. I could see that the Town has taken the time to implement suggestions from budget reviewers. The content is thorough and well organized, and the presentation is superb. Excellent work!â&#x20AC;? ***

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COMMUNITY PROFILE

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.

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 had its beginnings with J. Glenn Turner. He used the place to raise and train Tennessee Walking horses, and as a retreat and showplace. Circle T Ranch was expanded throughout the 1950’s to approximately 2,300 acres. In 1955, there were rumors of an attempt to annex Circle T Ranch; as a defensive move, J Glenn Turner organized the neighboring ranches and homeowners in the surrounding community into forming their own city. On the 27th day of December in1956, citizens attended a meeting to declare the Town of Westlake into existence thru incorporation and to swear in the first Board of Aldermen. The area included what is known today as Westlake, plus the area north, to the northern shore of Denton Creek. This northern land was annexed from Westlake and formed the town of Trophy Club in the 1970’s.

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 developer 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. 2009 Deloitte University announces Westlake as the site for its $300 million learning and leadership center. Westlake Academy Arts & Sciences Center was completed. 2010 Westlake’s first gas well was successfully drilled in Solana. 2011 New retail growth began along the Town’s western boundary with construction of a new Quick Trip convenience store and a Centennial Fine Wine & Liquor store. 2013 The Town’s open enrollment charter school, Westlake Academy, completed its 10th year of operations. Completed construction on the State’s $15 Million Phase 1 FM 1938 project. 2014 Installation of a secondary ground storage water tank. Began Phase I expansion construction of three buildings on the Westlake Academy campus that will accommodate new students.

COMMUNITY PROFILE Westlake Local Government The Town of Westlake was incorporated in 1956 as a Type A general-law municipality under the rules of the state of Texas. The Town operates under the Council-Manager form of government. The Council is comprised of a mayor and five (5) council members and is responsible for, among other things, passing ordinances, adopting the budget, appointing committees, and hiring the Town Manager. The Mayor and Town Council members serve two (2) year terms. All elected officials are elected at large for a two year staggered term each May. The Town Manager is responsible for carrying out the policies and ordinances of the Council, for overseeing the day-to-day operations of the Town and appointing and supervising heads of various departments. The Council meets the 4th Monday of each month with the Mayor presiding at official meetings and work sessions.

Laura Wheat

Carol Langdon

Mayor

Mayor Pro-Tem

Michael Barrett

Alesa Belvedere

Rick Rennhack

Wayne Stoltenberg

Council Member

The Town provides to its citizens those services that have proven to be necessary and meaningful and which the Town can provide for the least amount of cost. Major services provided under the general government and enterprise functions are: Fire and emergency medical services, police, water and sewer utility services, park and recreational facilities, street improvements, education and administrative services. The Town utilizes a combination of direct service delivery along with outsourced services in its service delivery mix. The decision as to which service to deliver directly versus out-sourcing is based on analysis of cost-effectiveness, citizen responsiveness, and customer service quality.

COMMUNITY PROFILE Westlake Operations The Town of Westlake employees approximately105 full-time equivalent employees (municipal and academic) and provides a full level of public services to its citizens as well as operates the only municipally owned Charter School in the state. The Town of Westlake utilizes a private firm for solid waste collection and disposal, as well as contracts with Keller, a neighboring community, for police services.

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 April. 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.

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. Westlake Academy is a premier learning establishment and prides itself on providing a learning environment where students have the resources and facilities to excel. The primary geographic service area for Westlake Academy is the town limits of Westlake; students from other locations may be considered if seats are available. Westlake Academy just completed itâ&#x20AC;&#x2122;s 11th year of operations. and graduated our 5th class of

seniors with 53 students. Westlake Academy continues to have excellent academic and extra-curricular results and is ranked among the best high schools in America: Washington Post ranked us as 36th out of 1,900 schools across the nation.

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 25% 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 increase in building permits and the construction size and value have increased significantly over the last few years. In 2014, the average size of new home construction was 11,633 square feet with an average estimated construction cost of $1.789 million.

Vaquero Estates Country Club

Vaquero Estates

F.M. 1938, Precinct Line Road construction began in FY 09/10 and creates a major north, south corridor. In addition, Deloitte University completed construction of their $160 million dollar, 160 acre, international training facility. The facility features over 800 rooms, office space, conference centers, amenity centers, as well as many parks, trails, and water features. This development represents another step towards Westlakeâ&#x20AC;&#x2122;s goal to become an education-centered community.

Deloitte University Campus

COMMUNITY PROFILE Westlake Population and Employers Population

The Town of Westlake has experienced exponential growth in the last decade; the national census reported 207 residents in 2000 and 992 residents in 2011.

Population Growth

992 703

698

785

1063

1109

1150

847

803

355

2005

2006

2007

Average Age

Percent

18 – 34 years

35 – 54 years

50%

55 – 74 years

34%

75+ years

2008

2009

2010

2011

2012

2013

2014

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 in the pie chart below.

Source: 2013 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 added several additional corporate residents that include the following… • Fidelity Investments, • Core Logic

Household Income

Percent

• T.D. Auto

Under $50K

• Levi Strauss, Deloitte

$50K - $149K

12%

$150K - $500K

31%

$500K plus

40%

• and many more.

Source: 2013 Westlake Citizen Survey

Top 3 Employers in Westlake

Fidelity, 3,580, 47%

Core Logic, 1,500 , 5% T.D. Auto, 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%)

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%.

General Sales Tax

$4 $3 $2

$3.79

$4.61

$3.80

$4.13

$4.40

$1 $0

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.

2010

2011

2012

2013 estimated

2014 adopted

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 Fund 25% General Fund 75%

General Fund Allocation – The Town levies 1 ½ % in sales tax that is utilized to offset expenditures in the General Fund and is used to reduce the property tax burden on local residents and businesses by providing Westlake with an additional unrestricted revenue source.

Hotel Occupancy Tax

In addition to sales and use tax collections, the Town receives a 7% hotel occupancy tax from the Marriott Solana and any future hotels in Westlake.

Thousands

$800 $600 $400 $200 $0

$458 2010

$527 2011

$591 2012

$700 2013 estimated

$700 2014 adopted

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 2014-2015 is $.15634  Maintenance and operations (M&O) is $0.13710  Debt service or interest & sinking (I&S) is $0.01924 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.

FY2015 Ad Valorem Tax Comparison per $100 Trophy Club

0.5

Southalke

0.4

Keller

0.3

Colleyville

Flower Mound Roanoke Grapevine

0.15634

0.2

Haslet Westlake

0.1

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TRANSMITTAL LETTER

TRANSMITTAL LETTER September 22, 2014 Honorable Mayor and Town Council:

I. INTRODUCTION: BUDGET APPROACH, FORMAT, AND METHODOLOGY On behalf of the Town of Westlake’s Senior Leadership Team, it is my pleasure to submit for your consideration the FY 2014-15 Budget. This year’s budget theme is “Community Growth on the Horizon”. Our community is growing through the addition of a new housing development, potential mixed-use project, and the completion of expansion at Westlake Academy. We are also experiencing organization growth with the high performance organization framework and our strategic visioning with the Balanced Scorecard. Budget Approach As required by State law, the Town’s FY 2014-15 municipal budget has been prepared with the base assumption that the Town’s first priority is to have a balanced budget. The budget has also been prepared according to these criteria: It is our priority to fund and deliver high quality core municipal services along with academic services for our citizens, students and stakeholders. • Service levels are in alignment with residential feedback regarding priorities from our most recent 2013 Direction Finders (citizens’) survey results and the Town’s strategic planning efforts through our comprehensive work in identifying strategic themes, outcome objectives, and staff initiatives. •

Budget Format: Governing & Managing for Outcomes As our community has grown our organization has developed a comprehensive governance system through the use of our citizen survey results, policy development by the governing board, and our strategic framework with a strategy map to help guide staff efforts to achieve our mission and vision for the Town. Our system also integrates the following elements: •

• • • • •

Five (5) year financial, personnel, and equipment forecasting, budgeting, and performance measurement linked to strategic priorities, objectives, and outcomes to ensure a long term approach that provides financial sustainability Aligning resources to prioritized outcomes Reporting to monitor progress in outcome achievement and accountability for results Utilizing citizen surveys to gauge service satisfaction levels with Town services and resident willingness to pay for those services Maintaining core services Funding and implementing a Five (5) Year Capital Improvement Plan (CIP) and major maintenance and replacement

Budget Methodology Certain assumptions, parameters, and approaches were utilized as the budget document was prepared, which are consistent with our overall Town philosophy of focusing on fiscal stewardship and responsibility while providing services for our community. These include: •

Readily identifying and tracking cost increases as they relate to maintaining or increasing services

TRANSMITTAL LETTER • • • • •

•

Identifying the use of fund balance(s), inter-fund transfers, employee compensation increases Adherence to the Council’s financial policies Maintaining minimum fund balances that exceed the Council policy requirements (90 day fund balance) Conservative revenue estimating that identifies one-time and on-going revenues Review of all base budgets, as well as service level adjustments due to cost increase and/or inflation. Programs of service were analyzed and ‘scrubbed’ during budget review sessions with the Senior Leadership Team. Estimated expenditures for current levels of service in FY 2014-15 were achieved by: o Adjusting for actual spending in FY 2013-14 o Deducting one-time FY 2013-14 expenditures to create the 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).

Fund Balance Policies As a small community, we are always mindful of our existing resources and the goal we hold to be fiscally responsible. All budgetary expenditures are submitted while keeping these factors in mind and our need to maintain a healthy fund balance is monitored on a consistent basis. The policy document contains our management philosophy as it relates to being fiscally conservative, which is thoroughly explained to any new employee and routinely discussed with existing staff when expanded service levels are proposed. For instance, we consistently look to leverage intergovernmental relationships through the utilization of our surrounding municipalities for service provision and/or through the use of public-private partnerships with our stakeholders. We routinely monitor our fiscal position and report our efforts to the Council on a quarterly basis. Our Capital Improvement Plan (CIP) is prepared prior to our budget discussion to ensure we have an accurate long-term view on infrastructure needs and the impact to our operating finances and we have created capital replacement funds with an annual analysis of fleet, facilities, and equipment needs. Our revenue stream projections are prepared in a conservative manner to provide our elected officials with an accurate overview of our positions and to avoid any potential negative impact to our collection efforts that would create a budget shortfall. In looking toward our debt management policies, our CIP projects are prioritized and evaluated each year in tandem with our current debt service levels and in the review of potential new investments over an extended period of time. One of our guiding principles is to provide a comprehensive financial document that ensures we continue to serve the Westlake community with the necessary resources.

II. INVESTMENTS AND ACHIEVEMENTS Over the previous fiscal year, the Town has achieved and/or is continuing to work toward important initiatives and projects that will allow us to balance our “distinctive development, trails, and quality of life amenities amidst an ever expanding urban landscape.” These include: •

Achievement and recognition for our transparency efforts and our fiscal stewardship through receipt of the following:

TRANSMITTAL LETTER

•

o Distinguished Budget Presentation Award from the Governmental Finance Officers Association (GFOA) marking the 7th year in a row that we have received this honor for our municipal budget and the 5th year for our educational services budget (Westlake Academy). o International Award for Budget Excellence from the Association of School Business Officials International for the past five years. o Certificate of Achievement for Excellence in Financial Reporting for our Comprehensive Annual Financial Report (CAFR), also known as the annual audit which has also been recognized through GFOA for the last six years. o Award for Outstanding Achievement in Popular Annual Financial Reporting (PAFR), by converting much of the CAFR document into an easy-to-read format for our residents. This was the Town’s second year to achieve this award. Invested in an update of our current Comprehensive Planning document as we began working with the Town Council, residents, and appointed steering committee members to memorialize our community vision in the new document. Our current version was compiled in 1992 and many changes have occurred since that time. Progress continues through the facilitation efforts of an outside consultant and the committee with the final completion planned for FY 2014-15. Invested in the third iteration of our strategic plan through the use of the Balanced Scorecard system. Council members worked with an outside consultant to create strategic themes and updated our vision, mission, and values statements for Westlake. Staff then identified outcome objectives, created a Tier One Strategy Map, and developed performance measures for Council adoption. Invested in the Town’s open enrollment charter school as Westlake Academy, completed its 11th year of operation and graduated our 5th class of seniors with 53 students. o Westlake Academy continues to have excellent academic and extra-curricular results and is ranked among the best high schools in America: Washington Post ranked us as 36th out of 1,900 schools across the nation. Invested in the Town’s CIP ($10.5M) mainly through focus on the expansion of our physical plant at Westlake Academy ($8.2). o Invested approximately $1.6M in streetscape improvements on FM 1938 (Davis Blvd) with median plantings and sidewalk installation, which is now in its final stages of completion. o Invested a total of $500K in the Town’s infrastructure through enhancements on SH 114/170 in partnership with our surrounding communities for bridge and overpass paintings, plantings in medians and entry monuments. Installation of a secondary ground storage water tank for future sustainability and service provision levels.

III. BUDGET THEMES, TRENDS, & OVERVIEW As stated previously, the theme for the budget is “Community Growth on the Horizon”. In 201011, the Council set an ad valorem tax rate to address our financial sustainability, and also began investing in our infrastructure through our Capital Improvement Plan to help maintain the sense of place for Westlake. We have also experienced growth in residential developments, a potential mixed-use project, physical plant expansion at the Academy and multiple avenues of organizational growth.

TRANSMITTAL LETTER Prior Fiscal Year’s Budget Theme Over the last several years, we have incorporated a ‘theme’ into our budget document identifying the current trends or issues facing our community and as a method to focus our service provision levels for our community. The last few themes are shown below: FY 2011-12 ~ “Investing in Our Future” (ad valorem property tax implemented to stabilize our revenue streams and provide for financial sustainability) • FY 2012-13 ~ “Driving Service Excellence” (focused on our ability to deliver excellent customer service) • FY 2013-14 ~ “Moving Forward Together: A Growing Community, A Growing School” (expansion at the Academy and infrastructure reinvestment) •

Fiscal Year’s Budget Theme Over the past year, our community has had the opportunity to invest in our growth through the approval of zoning for a new single family housing development and potentially a mixed-use project. This type of growth pattern will provide for another 82 homes in Granada, at the corner of Solana Blvd. and FM 1938/Davis Blvd., with substantial exterior public open-space, trails and water amenities. The Entrada mixed-use development, along SH 114, is planned to be constructed over the next several years. It would include both commercial and residential components and feature a Spanish village theme. At Westlake Academy, we are in the final stages of completing approximately 35,000 square feet of academic space to allow for decompression in the school, multi-use space for the primary students, and a field house for athletic instruction/events. We are also expanding student enrollment by approximately 100 students for SY 14-15. Our staff team development has also experienced substantial growth with the high performance organization (HPO) model and strategic visioning strides with the Balanced Scorecard system. The implementation of the HPO processes has resulted in extensive team building opportunities, expanded collaboration in service delivery methods, and the encourage of leadership at all levels of our organization. As a result, we restructured our customer service staff members to streamline their efforts in the main municipal lobby, developed a staff driven mission ‘tag line’, and are working toward creating team centered value statements. The HPO method allows us to convey the importance of leadership and customer centered service delivery for our residents. As a component of these efforts, the Balanced Scorecard has been deployed as a lever to enhance our HPO development. A comprehensive strategic plan is an important system within the HPO framework. Both of these organizational growth and professional development efforts will help to focus our staff initiatives in the stated direction of our vision for the community. 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. These significant growth opportunities lend itself to our budget theme for FY 14-15.

TRANSMITTAL LETTER IV. “COMMUNITY GROWTH ON THE HORIZON” FY 2014-15 Short Term Trends and Planning Over the history of our Town, municipal budgets have been prepared with an eye toward being fiscally conservative, while providing the high quality customer service that our residents have come to expect in Westlake. As a component of our budgets, we also identify current trends to be stewards of our community. Some of these factors can be found below: •

Reinvestment in our community through the replacement of our fire pumper truck during the coming fiscal year. As our rolling stock continues to age, we will need to reinvest in our assets in order to maintain the exceptional levels of service we strive to deliver. The replacement truck will allow us to rotate the current vehicle to a back-up status as it is experiencing multiple repair events.

•

Housing Start Increases: Westlake is expecting continued single family residential construction as a result of Granada. This is depicted in the side-chart – prerecession starts were at 38 per year and we are estimating 50 for the coming fiscal year.

•

Number of Housing Starts 5 FY

Permanent Population Growth: The North Central Council 09/10 10/11 11/12 12/13 13/14 14/15 of Governments has updated Westlake’s 2010 Census from 992 to 1,051. This is the portion of our population that is considered to be our permanent residence. An increase in population of 210 in 1990 to the present 1,051 represents a 400% increase.

Daytime Population: Because Westlake is the home of many major corporate office campuses, its Monday-Friday daytime population swells to approximately 10,000 - 12,000 individuals. These office complexes are comprised of notable corporate clients that include Deloitte LLP, Core Logic and Fidelity Investments. Staff will continue to monitor our corporate stakeholders and attempt to identify avenues to strengthen these relationships and assist in drawing new 274 Number of Westlake Students 254 corporations to Westlake. in Westlake Academy215 165 153 164 • Continued Impact of Westlake Academy on Residential Growth: The number of Westlake residents who are selecting Westlake Academy as the educational choice for the students has doubled in the past five years. FY FY FY FY FY FY Resident surveys indicate that the Academy is one of the 09/10 10/11 11/12 12/13 13/14 14/15 main reasons they moved to Westlake, and why they plan to remain in our community. •

•

Increase in Westlake Academy Overall Enrollment: The Academy has experienced steady enrollment growth from 491 in SY 2009-10 to a projected 822 in SY 2014-15. The current increase of student population is a result of the Phase I expansion efforts on the Academy campus. We are completing the construction of three buildings that will accommodate the new students. The lottery waiting list for admissions continues to grow from 700 in 2010 to over 2,100 students for this coming school year.

Waiting List for Westlake Academy

1265

844

705

2079 2177 1027

FY FY FY FY FY FY 08/09 09/10 10/11 11/12 12/13 13/14

TRANSMITTAL LETTER •

Completion of Phase I Facility Improvements: Construction will be complete and operational for the fall school year. The approximately 39,000 sq. ft. of new facilities comprised of a secondary classroom building, field house, and primary years’ multi-use building will allow for decompression of our current facilities.

•

Continued work on the Comprehensive Plan: The Town’s current 1992 Comprehensive Plan is in the process of review and updating. The Comprehensive Plan serves as the “blue print” for planning and growth. We have convened a steering committee and held public meetings to discuss the plan elements and expect to be complete within the current fiscal year.

•

Continued emphasis on long-range financial planning: The FY14-15 budget contains an updated Long-Range Financial Forecast which identifies key revenue and expenditure drivers while assessing historical financial trends and their potential impact upon the town’s financial stability. Staff continues to produce a quarterly financial report for the Town Council that monitors and analyzes trends in the General Fund, Utility Fund, and Visitor Association Fund. The report serves as a tool to assist in developing a proactive, instead of reactive, approach to changing financial trends.

•

Continue to explore new ways to combat spiraling health care costs: Costs have been increasing at an unsustainable level of 10 to 25% per year, and employee plan design changes are inevitable. Recently a comprehensive evaluation of the Town’s health insurance costs was conducted and ultimately the decision was made to continue with Blue Cross Blue Shield.

Long Term Visioning for FY 2014-2015 and Beyond Long range planning and visioning is vital to the sustainability of any community and Westlake has a bright outlook for our future – much of this based on our governing board, residential commitment to our Town and the diligence of our staff members. The following trends will be important to our growth and development: •

Continued Permanent Population Growth - We anticipate the trend toward growth will continue as our existing lot inventory continues to be a scarce commodity. In addition, the aforementioned residential and mixed-use developments have the potential to significantly increase our permanent population.

•

Management of Development – As the economy and the surrounding cities in the Metroplex experience commercial development and the influx of individuals continues to make the North Texas Region their home, we will need to manage our distinctive housing developments to ensure we maintain our community as an ‘oasis of natural beauty’ as contained in our Vision statement.

•

Implementation of the Comprehensive Plan – As mentioned in the short term trends, the Town will complete the updating of our Comp Plan and will transition into the application phase of the recommendations and feedback from our Comprehensive Plan Steering Committee, residents and stakeholders, Planning & Zoning Committee Members, and our Town Council. This will include the update of the applicable ordinance documents that will help guide our future developments and all the corresponding plan elements.

TRANSMITTAL LETTER •

Oversight of Enrollment Demands at Westlake Academy – As it becomes necessary, the rollout of Phase II of the Facility Master Plan, staff and the Council will plan for our long term visioning of the school to ensure each child reaches their ‘highest individual potential’ as a student at Westlake Academy. The impact of new housing developments and population growth will continue to drive our capital projects in the future.

V. BUDGET OVERVIEW On behalf of the Senior Leadership Team and all Westlake staff members, I am presenting the FY 2014-15 budget document for the Council’s consideration as follows: • • •

•

A = The FY 2014-15 budgeted expenditure amount totals $30,912,419 for all funds B = Fund balance will decrease 21% from the FY 2013-14 estimated budget. CDE = this decrease includes $3,288,510 transfers in from fund balance. Operating needs total $2.1M with capital project transfers at $1.1M. F&G = If only municipal operating expenses were taken into consideration (removal of all expenses related to capital projects/outlay, Westlake Academy and inter-fund transfers), the FY 2014-15 budget would show a 14% increase of $1,466,082 in municipal expenditures from the FY 2013-14 estimates.

A B

$30,912,419 -21%

Total Expenditures & Other Uses Fund Balance Change percent

C D E

$2,127,105 $1,161,405 $3,288,510

Transfers Related to Operating Needs Transfers Related to Capital Projects Total Transfers from Fund Balance

F G

$1,466,082 14%

Municipal Operating Change Municipal Operating Percent

The major reasons for this increase are the following: o Increase of $696K in Operating Expenditures  $214K increased payments for debt service obligations. Payment for the 2014 General Obligation Refunding Bonds for FY 2014/2015 will be $260,510. The Town took advantage of the low interest rates and refunded a portion of the 2003 Certificates of Obligation (CO) which reduced our overall payments; saving the Town approximately $15K annually. The principal payment of the refunded CO’s was rolled into the refunding; therefore, no principal payment was made in FY 2013-14.  $100K for finalization of the 2014 Comprehensive Plan and $200K in contingency for Ordinance revisions/codifications, maps, and other recommended updates  $300K for future Westlake resident enrollment capacity o Increase of $759K in Payroll Expenditures  This includes an increase in base costs of $71,394 to maintain our current staff levels along with $65,000 in market pay adjustments (inclusive of taxes and insurance) for work force attraction and $54K in performance based pay, and a newly recommended allocation of $8K for cell phone reimbursement of various staff members (Directors and on-call technicians). A portion of this increased expenditure is subsidized by transfers in from the Utility Fund ($30K) and the Visitors Association Fund ($92K)

TRANSMITTAL LETTER  This increase also includes the following personnel changes o $35,753 – transition of part-time Communication Specialist to full-time o $77,987 – addition of one full-time Firefighter / Paramedic o $19,592 – additional part-time Deputy Court Clerk  Transition of shared services employees to municipal budget o $ 68,503 – Accounting Technician o $120,860 – IT Director  $130,144 increase relating to medical, dental and life Insurance costs (40%)  $16,931 increase for social security and Medicare taxes (8%)  $89,840 increase for ICMA and TMRS costs (46%) Three years ago, in order to provide a more holistic and comprehensive overview of all of our financial obligations, revenue sources, and program of services that fall under the umbrella of the Town of Westlake, we began including the operational costs for Westlake Academy in the municipal budget. A summary of the changes in Fund Balance from the ending fund balances to the projected FY 2014-15 fund balances are as follows:

Fund Type

FY 14/15

Revision 3

FY 14/15

Projected

Total

Projected

Beginning

Revenues

Expenditures

Ending

Fund

and Other

Fund

Percent

Uses

Balance

FY 13/14

FY 14/15

Change

Balance

Sources

of Total

Amount

Percent

General Fund

5,896,631

7,935,456

8,605,971

5,226,116

43%

(670,515)

-11%

Special Revenue

1,069,684

2,533,603

2,689,602

913,685

(155,999)

-15%

(11,865)

2,306,523

2,294,658

11,865

Enterprise Funds

4,716,918

3,476,624

3,803,059

4,390,484

35%

(326,435)

-7%

Internal Services

1,183,176

728,875

1,467,000

445,051

(738,125)

-62%

Capital Funds

1,661,420

3,042,400

4,203,805

500,015

(1,161,405)

-70%

Westlake Academy

1,060,425

7,612,293

7,848,324

824,394

(236,031)

-22%

TOTAL

15,576,390

27,635,774

30,912,419

12,299,745

100%

3,276,645

-21%

Debt Service

As can be seen above, the FY 2014-15 budget indicates a decrease in fund balance in the amount of ($3,276,645) for all funds. The Internal Service Funds have a reduction in fund balance related specifically to the purchase of a replacement engine/pumper truck, totaling ($730K). • We currently deploy a 2003 engine/pumper truck which has been in for repairs on a routine basis. The Capital Project Fund balance reduction of $1.161M is a direct reflection of the construction of the following projects: • FM1938 Streetscape Project $1M • Sam School, E. Dove, and Roanoke Road Reconstruction and Drainage $819K • Park Improvements $100K • Land cost allocation for Fire Station $1.125M to be offset with bond proceeds

TRANSMITTAL LETTER The General Fund’s fund balance will decrease by $670K • The Town is anticipating an increase in revenues over the prior year by $864K o increased sales tax revenue $101K o Permits and fees related to the Granada development $450K o Transfers in from Utility Fund for repayment of Ground Storage Water Tank $256K •

Increase of $557K in Payroll Expenditures o This includes an increase in base costs of $71,394 to maintain our current staff levels along with $65,000 in market pay adjustments (inclusive of taxes and insurance) for work force attraction and $54K in performance based pay, and a newly recommended allocation of $8K for cell phone reimbursement of various staff members (Directors and on-call technicians). A portion of this increased expenditure is subsidized by transfers in from the Utility Fund ($30K) and the Visitors Association Fund ($92K) o This increase also includes the following personnel changes  $35,753 – transition of part-time Communication Specialist to full-time  $77,987 – addition of one full-time Firefighter / Paramedic  $19,592 – replacement of part-time Deputy Court Clerk o Transition of shared services employees to municipal budget  $68,503 – Accounting Technician  $120,860 – IT Director o $130,144 increase for medical, dental and life Insurance costs (40%) o $16,931 increase for social security and Medicare taxes (08%) o $89,840 increase for ICMA and TMRS costs (46%)

•

Operating expenditures and transfers out increased $1M o $300K – future Westlake resident enrollment capacity o $ 42K – increase to Keller Police contract services o $520K – transfer to Capital Projects Fund o $168K – transfer to Debt Service Fund

VI. “EXPANSIVE LOOK” INTO THE FY 2014-15 BUDGET AND STRATEGIC DIRECTIVES Keeping our current year theme in mind, this budget has been prepared with the following four– fold strategic focus of achieving the outcome objectives identified in our Strategy Map of “Preserving Desirability & Quality of Life” and “Increasing our Citizen, Student, and Stakeholder Satisfaction”: Continued investment and long term visioning in the Town’s infrastructure helping to “Encourage Westlake’s Unique Sense of Place” • Investing in our employees, our most important resource for achieving our Mission Tag Line as a “One-of-a-kind community; natural oasis - providing an exceptional level of service.” • Maintaining our position as a premiere knowledge based community as educational leaders, as well as a community recognized both statewide and nationally for our innovative approaches to local government service delivery • Dealing with growth “that maintains our open spaces in balance with distinctive development, trails, and quality of life amenities” found in our vision statement, both in Westlake and at Westlake Academy •

TRANSMITTAL LETTER Service Level Adjustments The Town utilizes “service level adjustments” to create an organizational outcome of being fiscal stewards and tracking our cost increases or decreases. A service level adjustment (SLA) is a request for any dollars in excess of the baseline/target budget. (FY 2013-14 budget, adjusted for year-end estimates, less one-time purchases). There are 2 types of “Service Level Adjustments”. •

Maintain - same level of service as previous year, but increased due to inflation, etc. o Activities that require additional resources to maintain the current level of service due to growth, new equipment, etc. are considered additions to the baseline/target budget and are included in the “SLA”.

•

New or expanded level of service. o All requests for new personnel, programs or equipment that represent a new addition to the current operation are considered additions to the baseline/target budget and are included in the new costs. o Show any revenues or reduction in current expenses these new or expanded levels of service will create o Designate if item represents an “Unfunded Mandate”. An unfunded mandate is a statute or regulation that requires a state or local government to perform certain actions, yet provides no money for fulfilling the requirements.

To support our theme of “Community Growth on the Horizon” the FY 2014-15 budget reflects a total of $4,008,497 in service level adjustments which are invested in major areas of emphasis through service level adjustments as follows: SERVICE LEVEL ADJUSMENT TYPE

TOTAL AMOUNT

ONE-TIME COSTS

ON-GOING COSTS

750,373 543,211

136,020 0

614,353 543,211

Total Operating SLA Costs Capital Improvement Debt Service Total All SLA Costs

1,293,584 5,578,789 259,114 7,131,487 percentage

136,020 5,465,305 0 5,601,325 79%

1,157,564 113,484 259,114 1,530,162 21%

Increased Revenues

3,122,990 percentage

2,335,000 75%

787,990 25%

Operating Supplies/Service Payroll and Related

Staff recommends continued monitoring and implementation of our financial policy as it relates to remaining competitive in the marketplace. We are fortunate to have engaged, long-term employees (with a wealth of institutional knowledge) who help to create the type of environment that our residents enjoy - one that focuses on the creation of the personal relationship with as many of our stakeholders as possible and an organization that is committed to being accessible and responsive to our community. Our current financial policy directs us to aim for a target of being within 3% of the median of the market for our various municipal positions. As we are a multi-faceted service delivery unit – through both municipal and academic service delivery – the ability to remain competitive in the marketplace is important to our long term success. The incremental, consistent approach helps us to retain (and when necessary to

TRANSMITTAL LETTER attract) the type of candidates that are committed to servant leadership in service delivery without experiencing a large increase due to a lag in our compensation allocations. In support of this process, the current fiscal year contains a performance based pay package of $54,000.

VII.

AD VALOREM TAX ANALYSIS

Ad valorem taxes account for 16% of General Fund revenue and 10% of our overall revenues. This will be the fifth year the Town has assessed a property tax. The ad valorem tax rate for the Town of Westlake continues to be the lowest for municipalities in the immediate area. The adopted ad valorem tax rate per $100 of assessed valuation will be the calculated effective rate of $.15634 for FY 2014-15. This is less than the FY 2013-2014 tax rate of $.15684 by $0.0005. As a reminder, the effective tax rate is the total tax rate calculated to raise the same amount of property tax revenue for the Town from the same properties in both the 2013 tax year and the 2014 tax year. The variance in the revenues received with the current rate and the adopted rate is only $4K. This year’s property tax levy will raise more revenue from property taxes than in the preceding year by $36,595 or 2.73%, and of that amount, $43,951 is tax revenue to be raised from new property added to the tax roll for the current year. The table to the right compares the ad valorem tax rate in the FY 2014-15 budget to the tax rate in the FY 13/14 budget.

M&O I&S

FY 13/14 Adopted Tax Rate $ 0.13907 $ 0.01777 $ 0.15684

FY 14/15 Adopted Tax Rate $ 0.13710 $ 0.01924 $ 0.15634

Change Amount $ (0.00197) $ 0.00147 $ (0.00050)

Below is a table noting our prior year tax information as well as the estimated rate and revenue for FY 2014-15. Based on our July certified values, the Town’s “net taxable value” increased by $26,875,626 (3.15%) over September’s supplemental information for FY 13-14. This is attributable to a 5.3% increase in residential but offset by a 3.7% decrease in commercial property values.

Total Appraised Value

Net Taxable Value

Total Tax Revenue

FY 10/11

FY 11/12

FY 12/13

FY 13/14

FY 14/15

Actual

Estimated

Adopted

$1,025,535,296

$1,090,892,532

$1,209,948,755

$1,227,898,917

$1,258,429,958

amount change

65,357,236

119,056,223

17,950,162

30,531,041

percent change

6.37%

10.91%

1.48%

2.49%

$880,169,946

913,119,313

864,452,946

853,297,597

880,173,223

amount change

32,949,367

(48,666,367)

(11,155,349)

26,875,626

percent change

3.74%

-5.33%

-1.29%

3.15%

$1,409,152

$1,432,136

$1,355,808

$1,338,312

$1,376,063

amount change

22,984

(76,328)

(17,496)

37,751

percent change

1.63%

-5.33%

-1.29%

2.82%

TRANSMITTAL LETTER VIII.

ADOPTED BUDGET IN A MULTI-YEAR CONTEXT

Evaluating the budget within the context of a longer term forecast is important as it shows whether we are on the right road financially in FY 2014-15. This excerpt from the updated Financial Forecast for the Town’s General Fund illustrates the trend for the next seven years: FORECAST FOR GENERAL FUND ONLY Beginning Fund Balance Revenues & Transfers In Expenditures & Transfers Out Net Total Total Restricted Funds Ending Balance (projected) Operating Days

ESTIMATED

ADOPTED

SEVEN YEAR PROJECTION

FY 13-14

FY 14-15

FY 15-16

FY 16-17

FY 17-18

FY 18-19

FY 19-20

FY 20-21

5,812,583

5,896,631

5,226,116

5,105,466

5,661,318

5,166,907

4,824,004

5,117,425

4,481,109

7,070,981

7,935,456

8,097,685

8,611,266

7,625,476

8,067,518

9,282,362

8,502,034

9,067,332

(6,986,933)

(8,605,971)

(8,218,334)

(8,055,413)

(8,119,888)

(8,410,421)

(8,988,941)

(9,138,351)

(9,380,400)

$5,896,631

$5,226,116

$5,105,466

$5,661,318

$5,166,907

$4,824,004

$5,117,425

$4,481,109

$4,168,041

265,126

255,079

260,181

265,384

270,692

276,106

281,628

287,260

293,006

$5,631,505

$4,971,037

$4,845,286

$5,395,934

$4,896,215

$4,547,898

$4,835,798

$4,193,849

$3,875,035

323

243

236

263

220

197

196

168

151

VII. CLOSING THOUGHTS The development of a comprehensive budget document, such as this, is the result of a high performing team focused on the overall goals and objectives established by the Council: customer service, excellent service delivery, financial stewardship and organizational and personal development. As previously mentioned , we are extremely fortunate to have a staff team and governance structure, focused on developing Westlake into a truly unique community. We have worked with Council to refine our strategic direction for municipal services and communicate this through the organization. This type of investment will produce relationships that sustain our community and ensure the responsible use of the public funds that have been entrusted to us for our Town. Our community has recently faced many decisions which have helped to shape our future and guide our growth. We have expanded our capacity as an organization through: • • • • •

•

Strategic professional development with a consultant from the Balanced Scorecard Institute for both the Council and staff members. Re-development of the Balanced Scorecard system and Strategy Map, with comprehensive performance measures for our municipal operations. Elected official governance and professional development sessions to improve our proficiency in those areas. Short and long-term focus on fiscal management that involves responsible budgeting and transparency for our citizens. Communication and outreach efforts to our stakeholders via the continued use of personalized neighborhood meetings, social media outreach, corporate partnerships, and our website information. Physical plant expansion on the Academy campus with a Fieldhouse, Multi-purpose building and Secondary educational classrooms.

TRANSMITTAL LETTER • • • • • •

•

Recruitment of an Executive Principal / Director of Education for Westlake Academy and an MYP Principal. Increased enrollment and new course offerings - emphasizing high student achievement and student expansion at Westlake Academy. Installation of a secondary ground storage water tank for future sustainability and service provision levels. Approval of a new 84 home residential development. Zoning approval for an 84 acre mixed-use development. Organizational performance measures - The organizational goals are designed to provide a comprehensive view of our strategic direction that can be communicated across every department and to our stakeholders and residents. The efficiency and effectiveness measures found within the specific departmental sections of the budget document are interrelated to the broader context of the outcome objectives found within the Town of Westlake Tier One Strategy Map for our community. Goals Accomplishment – With the implementation of the second iteration of our Balanced Scorecard Performance System, we have drafted specific outcome based performance measures for each objective. These will be monitored each month and reported to the Council on a quarterly or annual basis.

All of these efforts are necessary to create the one-of-a-kind community that Westlake residents cherish and enjoy, one that allows us to focus in the coming fiscal year on growth and responsible development. 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. The staff members remain committed to this challenge and pursue this goal each day. High praise is due to the Senior Leadership Team for their work on this budget. Additional recognition and thanks are due to our Director of Finance Debbie Piper, and Finance Supervisor Jaymi Ford, for their efforts in assembling the budget document. It takes long hours and attention to detail to assimilate all the various factors that may affect our community into a comprehensive financial and policy document that is ‘user friendly’. 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 the governance of and leadership for Westlake, make it a true honor to serve the community, and your dedication is foundational to any success we achieve. Respectfully,

Thomas E. Brymer Town Manager/Superintendent Westlake Academy

TRANSMITTAL LETTER EXCERPT FROM THE 2013 CITIZEN SURVEY RESULTS Source: ETC Institute DirectionFinder (2013 – Westlake, TX)

TRANSMITTAL LETTER

BUDGET OVERVIEW & FRAMEWORK

TRANSMITTAL LETTER

BUDGET OVERVIEW AND FRAMEWORK The Town of Westlake staff is pleased to present the 2014-2015 annual operating budget, which is the product of many hours of preparation as well as a response to ever-changing internal and external influences. The Town of Westlake’s 2015 fiscal year begins on October 1, 2014 and ends September 30, 2015. It provides the framework to implement the Town’s vision, mission and value statements as set out by the Town Council.

BASIS OF ACCOUNTING/BUDGETING The term "basis of accounting" is used to describe the timing of recognition, that is, when the effects of transactions or events should be recognized. 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.

G O V E R NM E N T AL F U ND T Y P E S Accounting/Budgeting Basis; Modified Accrual

General Fund

The Town’s budget is allocated by fund and is

Lone Star Fund

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. It is designed to provide a clear picture of proposed Town spending, allocation of

Visitor Association Fund Economic Development Fund 4B Economic Development Fund Debt Service Fund General Maintenance & Replacement Fund Westlake Academy

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

Capital Projects Fund Westlake Academy Expansion Fund P R O P R I E T AR Y F U ND T Y P E S Accounting/Budgeting Basis; Full Accrual

Town’s resources in concert with the Town’s

Cemetery Fund

strategic planning efforts.

Utility Fund Utility Maintenance & Replacement Fund

A “bottom-up” approach is used to solicit input from the staff Leadership Team as to their operations’ needs with an emphasis on: •

Identifying costs to provide the current level of services.

•

Identifies additional cost increases needed to maintain the current level of service.

•

Additional resources necessary to provide new or increased levels of service.

•

Delineating changes in fund balance levels for each fund.

As in previous years, efforts have been made to control expenditures while continuing to deliver an excellent level of service to our citizens. Concentrated efforts have been made to produce a document that clearly illustrates the uses of Town resources in a format that may be utilized as a resource tool by the Town Council, Town staff, and the citizens of Westlake. Our budget preparation process continues to be refined on an annual basis, operating within clearly defined budget preparation guidelines.

BUDGET OVERVIEW AND FRAMEWORK The following procedures, which are guided by generally accepted budgeting practices, has been established: •

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

•

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

•

Budgets for each 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.

•

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

•

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

•

“Program Summary” of revenues and expenditures.

between the revenues and expenditures of FY 2013-14 and FY 2014-15

Also included are sections detailing the Capital Improvement Plan and Long-Term Planning. The final component is an Appendix section. The appendices section consists of a Glossary of Budget Terms, the Town’s Fiscal and Budgetary Policy, Investment Policy, Strategic Plan and the Town ordinance related to the adoption of the budget (after adoption).

BUDGET OVERVIEW AND FRAMEWORK The budget contains financial data spanning three fiscal years. Budget Year FY12/13 is presented in actual audited numbers. Budget year FY13/14 is presented in its original adopted form along with an amended estimate. The adopted budget for FY14/15 is also presented for comparison.

BUDGET FUND STRUCTURE T O W N OF W E S TL AK E B U D GE T IN G F U N DS

Governmental Funds General Fund

Debt Service Fund

Internal Service Funds

Capital Project Funds

~General Maintenance & Replacement Fund

Academic Funds ~Westlake Academy

Proprietary Funds Enterprise Funds ~Cemetery Fund ~ Utility Fund

Internal Service Funds

~ Capital Project Fund ~Westlake Academy Expansion Fund

~Utility Maintenance & Replacement Fund

Special Revenue Funds ~ Lone Star Fund ~ Visitor Association Fund ~ Economic Development Fund ~ 4B Economic Development Fund

Major funds represent the significant activities of the

MAJOR FUND

Town and basically include any fund whose revenues or

General Fund

42%

Utility Fund

35%

Westlake Academy

expenditures, excluding other financing sources and uses, constitute more than 10% of the revenues or expenditures of the appropriated budget

PERCENT

TOTAL

84%

The Governmental Fund types use a financial resources measurement focus and utilize the modified accrual basis for accounting and budgeting. Under the modified accrual basis of accounting, revenues are recorded when susceptible to accrual, meaning that it is measurable and available. Available revenues are defined as those funds that are collectable within the current period, or collectable within a timeframe to pay liabilities of the current period. Expenditures generally represent a decrease in net financial resources and are recorded when a measurable fund liability is incurred. In some instances, such as the incurrence of long-term debt, expenditures related to interest on the debt is recorded in the period that it is due.

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.

ADMINISTRATION

PLANNING & DEVELOPMENT

TOWN SECRETARY

EMERGENCY SERVICES

MUNICIPAL COURT

PUBLIC WORKS

FACILITIES MAINTENANCE

FINANCE

PARKS AND RECREATION

INFORMATION TECHNOLOGY

HUMAN RESOURCES

COMMUNICATIONS

POLICE SERVICES

FUND NAME

GENERAL SERVICES

RELATIONSHIP BETWEEN FUNDS AND DEPARTMENTS



GENERAL FUND General Fund SPECIAL REVENUE FUNDS 4B Economic Development



Economic Development



Visitors Association



Lone Star Public Facilities



DEBT SERVICE FUNDS Debt Service



Cemetery Fund



500 Utility Fund



ENTERPRISE FUNDS  



INTERNAL SERVICE FUNDS Utility Maintenance & Replacement



General Maintenance &



Replacement



CAPITAL PROJECT FUNDS Capital Projects Westlake Academy Expansion



ACADEMIC FUNDS Westlake Academy



BUDGET OVERVIEW AND FRAMEWORK GOVERNMENTAL FUND TYPES Governmental fund types are those through which most governmental functions of the Town are financed. The acquisition, use, and balances of the Town’s expendable financial resources and the related liabilities (except those accounted for in the Proprietary and Fiduciary Fund types) are accounted for through Governmental Fund types. Descriptions of each fund contained in the Town’s budget are as follows: 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. 2. The Debt Service Fund is established to account for, and the payment of, general longterm debt principal and interest. This fund provides a clearer accounting of ongoing debt obligations compared to operating budgets. The Debt Service Fund is used to make scheduled payments for all bond issuances. 3. Special Revenue Funds consist of the following; •

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. Additionally, because Westlake has broader statutory authority under State law than most cities to spend hotel/motel occupancy tax funds for any municipal purpose, the Town has used these funds to cover costs of various municipal

BUDGET OVERVIEW AND FRAMEWORK operational costs and capital projects (an example would be payment of a portion of the debt service for Westlake Academy related bonds). •

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

•

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

•

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

4. Capital Project Funds consist of the following; •

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

•

The Westlake Academy Expansion Fund tracks the Westlake Academy Master Facility Plan that was adopted by the Westlake Town Council/Board of Trustees in November 2012. The issuance of $8.5 million in bonds by certificates of obligation (CO) was authorized for the Phase I expansion. Total cost of this project will be approximately in the $10 million range including hard and soft costs. The Phase I expansion will be completed by fall 2014 and includes three buildings adding approximately 36,800 square feet of new space to the Academy’s current 60,000 sq. ft. of campus facilities.

BUDGET OVERVIEW AND FRAMEWORK 5. Internal Services Funds account for services and/or commodities furnished by a designated program to other programs within the Town. Funds include the following: •

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

PROPRIETARY FUND TYPES Proprietary fund types operate in a manner similar to private business utilizing an accrual basis of accounting.

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

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

•

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

Internal Service Funds Internal Services Funds account for services and/or commodities furnished by a designated program to other programs within the Town. Funds include the following: •

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.

BUDGET OVERVIEW AND FRAMEWORK BALANCED BUDGET As per State Law, current operating revenues, including Property Tax Reduction Sales Tax (which can be used for operations), will be sufficient to support current operating expenditures. Annually recurring revenue will not be less than annually recurring operating budget expenditures (operating budget minus capital outlay). Debt or bond financing will not be used to finance current expenditures.

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 OVERVIEW AND FRAMEWORK 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.

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.

INVESTMENT POLICIES It is the policy of the Town of Westlake that, giving due regard to the safety and risk of investment, all available funds shall be invested in conformance with State and Federal Regulations, applicable Bond Resolution requirements, adopted Investment Policy and adopted Investment Strategy. Effective cash management is recognized as essential to good fiscal management. Aggressive cash management and effective investment strategy development will be pursued to take advantage of interest earnings as viable and material revenue to all Town funds. The Town’s portfolio is designed and managed in a manner responsive to the public trust and consistent with this Policy. Investments shall be made with the primary objectives of: •

Preservation of capital

•

Safety of Town funds

•

Maintenance of sufficient liquidity

•

Maximization of return within acceptable risk constraints

•

Diversity of investments

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

Description Of

Budget

Name

Planning Process

Impact

General Government

Five-year operating

Forecast of revenues,

Allows for reallocation

Long-Range Financial

plan to facilitate

expenditures, service

of resources

Forecast

financial planning

levels and staffing needs

Facilities Capital

Five-year plan by

The prioritization of

Stability of General

Maintenance

facility and

departmental requests

fund appropriations

maintenance activity

for projects along with

or project

known maintenance requirements

Parks Capital

Five-year plan by

Identifies, prioritizes and

Stability of General

Maintenance

facility, maintenance

schedules improvements

fund appropriations

activity or project

to parks, medians and grounds

Street Maintenance

Five-year plan to

Inspection, prioritization

Stability of General

maintain and improve

and scheduling of

fund appropriations

roadways, sidewalks,

surface repair and

curbs and gutters

preventive maintenance of streets

Vehicle and Equipment

Five-year plan of

Development of

Timing and sizing of

Replacement

scheduled vehicle and

replacement intervals

debt issues and

heavy equipment

based on equipment

payments

replacement

age, usage, and lifetime repair costs

Computer

Plan for the

Development of

Stability of General

Replacement

replacement of

replacement intervals

fund appropriations

computers and other

based on equipment

technology items

age, usage, and lifetime repair costs

Capital Improvements

Five-year plan of major

Council identification of

Predictable funding

Plan

infrastructure

projects; prioritizing;

levels, debt service

development and

costing; timing; financing

planning

improvements

and project management

BUDGET OVERVIEW AND FRAMEWORK FY 14/15 BUDGET CALENDAR MAR

* ORIENTATION AND OVERVIEW OF 2014-15 BUDGET PROCESS * FIVE YEAR PROJECTION SPREADSHEETS DISTRIBUTED FOR INPUT * FORMS FOR CAPITAL PROJECTS AND MAJOR MAINTENANCE AVAILABLE * REVIEW OF CALENDAR AND PROCESSES WITH COUNCIL * REVIEW OF OVERALL TOWN GOALS

APR

* YEAR-END ESTIMATE SPREADSHEETS DISTRIBUTED FOR FY 13-14 AMENDMENTS * FINANCE AMENDS FY 13-14 BUDGET - BECOMES BASE FY 14-15 * DEPARTMENTS ACCESS BUDGET TO REMOVE ONE TIME REVENUES AND EXPENDITURES * OPERATING BASELINE BUDGET AVAILABLE FOR EDITING * SERVICE LEVEL ADJUSTMENT FORMS AVAILABLE ON SHARED DRIVE

MAY

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

JUN

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

JUL

* PREPARATION FOR BUDGET RETREAT * PREPARATION OF POWER POINT

AUG

* BUDGET RETREAT * PUBLISH NOTICE REGARDING CONSIDERATION OF PROPERTY T AX * BUDGET WORKSHOP * NOTICE FOR PUBLIC HEARINGS POSTED IN NEWSPAPER * PRESENT PROPOSED FY14-15 MUNICIPAL BUDGET TO COUNCIL

SEP

* PUBLISH NOTICE OF PUBLIC HEARING ON BUDGET * PUBLIC HEARING ON BUDGET * ADOPTION OF FY14-15 OPERATING BUDGET AND T AX RATE

OCT

* FISCAL YEAR 2014-2015 BEGINS

TRANSMITTAL LETTER

STRATEGIC PLAN

STRATEGIC PLAN OVERVIEW BALANCED SCORECARD

The Town Council and staff retained the services of a consultant from the “Balanced Scorecard Institute" to review our existing strategic framework, along with the mission, vision, and values statement of the Town. The balanced scorecard system is designed to communicate our strategy throughout the organization/community, align our daily work activities to the overall vision, serve as the framework for prioritizing services, and utilize performance measures to evaluate our successes and opportunities. The Balanced Scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. In short, it is a tool that businesses use to ensure that their work meets their goals in a measurable way by connecting organizational strategy to the work people do on a day-to-day basis, i.e. “You said…we did…” The graphic at the right illustrates the Balanced Scorecard approach and the following pages of this section demonstrate how Westlake has aligned with this framework. Components include the o Vision, Mission, Values, o Perspectives, o Strategy Map, Performance Measures o Strategic Initiatives. Each element is critical to the success of the municipality and helps us evaluate and communicate our performance. Upon review of the existing mission and vision statements, the Council provided feedback to the Town staff and requested an updated version for review. Staff reviewed the previous version and created a more succinct statement that identifies the unique service provision programs, describes our commitment to personal customer service, and outlines the financial stewardship component which is important to our community. After the staff analyzed the Town’s strengths and weaknesses, as well as the opportunities and threats we face (SWOT), the information was presented to the governing Council during a retreat in May of 2013.

STRATEGIC PLAN OVERVIEW MISSION

The mission statement describes what must be done to achieve the adopted vision. Town Council has adopted the following Mission statement for the Town:

Westlake is a unique community blending preservation of our natural environment and viewscapes, while serving our residents and businesses with superior municipal and academic services that are accessible, efficient, cost-effective, and transparent.

VISION

The town’s vision statement outlines what we strive to be. Upholding such a statement is a task that requires effort on multiple levels. The balanced scorecard system will help ensure that the Vision of the Town remains true in years to come.

“An oasis of natural beauty that maintains our open spaces in balance with distinctive developments, trails, and quality of life amenities amidst an ever expanding urban landscape.”

VALUES

Driving how the Town accomplishes its work are our corporate values. These are the principles that we hold important and standards by which the Town operates. These values, as adopted by the Town Council, and are designed to guide Town staff in their day to day work and the Council as it conducts its business:

Integrity-Driven Government Transparent

Innovation

Sense of Community

Fiscal Responsibility

Strong Aesthetic Standards

Educational Leaders

Informed & Engaged Citizens

Family Friendly & Welcoming

Preservation of our Natural Beauty

Planned Responsible Development

STRATEGIC PLAN OVERVIEW STRATEGIC PERSPECTIVES

A Perspective is a view of the Town from a specific vantage point. Four basic perspectives are traditionally used to encompass a Balanced Scorecard organization’s activities. The Town’s business model, which encompasses mission, vision, and strategy, utilizes the four Perspectives as a framework: A balanced scorecard is divided into four unique perspectives that help the Town focus on the strategy that has been aligned to the vision and mission for our community. The four perspectives of the plan, which were customized by the Council, are as follows: Citizens, Students, and Stakeholders: viewed through the eyes of our customers and stakeholders

STRATEGIC PERSPECTIVES Financial Stewardship: Financial oversight; effective use of resources

Municipal and Academic Operations: focuses on processes that create value for the customers and stakeholders

People, Facilities, & Technologies: involves, work culture, innovation, leadership, governance, tools and technology necessary to provide services

STRATEGIC THEMES The Council grouped this information along with the major components of our previous strategic plan and ranked the importance of the concepts according to each area of concern. The final activity involved the formation of our “strategic themes” for the municipal services. Town staff then constructed strategy maps for each theme, identified a strategic result, populated the maps with strategic objectives and created an objective commentary document. All of this sets the framework for a comprehensive Tier One map for the municipal program of services. The current Balance Scorecard was adopted by Council in September 2014.

STRATEGIC THEMES Natural Oasis

Exemplary Service & Governance

High Quality Planning, Design, & Development

Preserve and maintain a perfect blend of the community’s natural beauty.

We set the standard by delivering unparalleled municipal and educational services at the lowest cost.

We are a desirable, well planned, high-quality community that is distinguished by exemplary design standards.

Exemplary Education – Westlake Academy Westlake is an international educational leader where each individual’s potential is maximized.

The Town Council has worked closely with staff to adopt a management system based on the Balanced Scorecard framework. This was developed to help the Town direct its own destiny rather than allow future events to do so. Through sound business principles the Town is able to more effectively provide services to the citizens of Westlake, increasing both efficiency and customer satisfaction. Ultimately, it guides the way the Town does business and helps us determine how we should invest our time and resources. In the budget process, this allows for increased transparency, clarity, and

STRATEGIC PLAN OVERVIEW accountability, providing the Town a framework for demonstrating results. The continued quality and success of this community does not happen without the diligent effort of a committed team of residents, businesses, community leaders, and staff. Years of consistent planning and strategic thinking has brought Westlake where it is today.

OBJECTIVES AND PERFORMANCE MEASURES

Performance measures hold government departments accountable. While allowing them to recognize their successes and adjust programs of service that are under performing. Because performance measures are determined according to the Strategy Map, it becomes evident how each department aligns with Town goals, and how well departments are meeting the expectations set by the Strategy Map.

P E R S P E CT I V E S

Citizens, Students, And Stakeholders

Financial Stewardship

O BJ E C T I V E S Preserve Desirability & Quality of Life

Increase CSS Satisfaction

Increase Financial Capacity & Reserves Increase Revenue Streams Maximize Efficiencies & Effectiveness

Municipal And Academic Operations

People, Facilities, and Technologies

Encourage Westlake’s Unique Sense of Place Increase Transparency, Accessibility & Communications Attract, Recruit, Retain & Develop the Highest Quality Workforce Improve Technology, Facilities & Equipment Optimize Planning & Development Capabilities

P E RF O RM AN CE M E A S U RE S • • • • •

Alignment between comp plan, zoning & dev. Regulations Ratio of exemplary schools in/around Westlake Enrollment composite (capacity vs. wait list) Student successes from WA Direction Finder survey results

• • • • • •

Attrition rate Average length of time residents live in Westlake Percentage of leavers (all) External validation points (awards per year) Direction Finder survey results Percentage of violations issued to residents due to failure to meet development/code requirements

• Fund Balance • Quarterly financial report data • Local revenue monitoring • Percent of revenues budgeted • Percentage of time spent on Q2 planning and implementation • Number of policies and procedures updated/passed (quarterly) • Number of internal processes reviewed and updated each quarter • Percentage of first submission plans that meet environment/development goals • Percentage of CSS participation events/meetings • Increased survey completion (All) • Direction Finder survey (effectiveness of town communications, effort to keep residents informed, opportunities for public input and availability of town records. • Email/website statistics • Percentage of qualified candidates within applicant pools • Time to fill positions • Percent of increased competency specific • Employee turnover rate • Employee satisfaction results • Overtime vs. Comp time • Critical infrastructure downtime • Cost of repairs vs. replacement costs • Projected CSS growth • Direction Finder survey results • Percentage of deadline compliance

STRATEGIC PLAN OVERVIEW These performance measures help determine the quantity and quality of our work, as identified in our plans. We consistently evaluate our work and review our performance quarterly because we firmly believe that what gets measured gets done. In addition to monitoring these performance measures, the Town of Westlake also desires the opinion of its citizens. Every two years Westlake undertakes a broad citizen survey designed to measure government performance and to gauge the current and future needs of residents. This survey is an incredibly useful tool within the strategic management system, and it allows Town services to be tailored based upon citizen attitudes. Westlake’s performance measures are evolutionary and undergo on-going review. As we improve our ability to gather and mine data about our work, we will be able to add performance measures to the departmental business plans as a gauge of success. These departmental efficiency and effectiveness measures will be grouped with the appropriate outcome objective then fed into the Town-wide scorecard to give an overall picture of the Town’s performance. As the Town continues to develop these scorecards, measurement units, data sources, and targets will be refined. Through quarterly performance reviews, departmental performance is documented. Trends are also tracked over time through budget documents.

TOWN OF WESTLAKE STRATEGY MAP Citizen, Student & Stakeholder Financial Stewardship Municipal & Academic Operations People, Facilities & Technology

Preserve Desirability & Quality of Life

Increase CSS Satisfaction Increase Revenue Streams

Increase Financial Capacity / Reserves

Encourage Westlake’s Unique Sense of Place

Maximize Efficiencies & Effectiveness

Improve Technology, Facilities & Equipment

Attract, Recruit, Retain & Develop the Highest Quality Workforce

Increase Transparency Accessibility & Communications Optimize Planning & Development Capabilities

STRATEGIC PLAN OVERVIEW WESTLAKE’S STRATEGIC DEVELOPMENT / BUDGET CYCLE

Establishing a link between a Town’s strategy and budget is fundamental to effective public budgeting. Westlake works hard to connect the strategy management system to the budget process. Incorporating the Strategy Map into resource allocation decisions ensures the Town budget reflects the priorities of the Town Council. The illustration below depicts the annual process of developing the Town’s budget. The budget process, like the Strategy Map, connects each department to the organization as a whole. At the micro level, Town departments work to provide quality services to the citizens of Westlake. At the macro level, departments use the Strategy Map to make budgetary requests to help and guide long range planning so that these services can be performed. As the Budget Cycle illustration indicates, the process never ceases. At the beginning of each fiscal year, in October, we conduct or review the results from the most recent citizen survey; this aids staff in focusing its work for the coming year. Then a meeting with Town Council provides an opportunity to review the strategic direction, followed by the creation of departmental business plans. In order for funding to be allocated, departments must follow the Strategy Map to align requests with the goals, mission, and vision of Westlake. Strategic planning plays an integral role in the development of each year’s budget and ensures the Town’s ability to meet the needs of a growing community. To be effective, the Town must direct resources to those areas most essential to the community’s wellbeing.

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PERSONNEL AND ORGANIZATION

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.

Description

FY 13/14 Estimated

FY 14/15 Adopted

change Amount

change percent

FY 14/15 Payroll and

2,339,745

2,862,360

522,615

22%

related expenditures

PR Insurance

325,884

456,028

130,144

40%

increased $759,529

PR Taxes

209,783

226,713

16,931

Compared to FY

PR Retirement

193,291

283,131

89,840

46%

13/14 estimated.

GRAND TOTAL

$3,068,704

$3,828,232

$ 759,529

25%

PR Wages

AMOUNT

BRIEF DESCRIPTION OF COST INCREASE

This increase is comprised of;

35,753

Change employee to full time

A. $71K base costs to maintain

35,753

Status Change

77,987

Additional Firefighter Paramedic

19,592

Additional Part-Time Court Clerk

adjustments for work force

97,579

New Employees

attraction;

68,503

Accounting Technician

our current staff levels; B. $65K for 3% market pay

C. $54K performance based incentive pay; D. $8K newly recommended

120,860

Information Technology Director

189,363

Transfers from Westlake Academy

130,144

Increased Insurance Costs

allocation for cell phone

16,931

Increased Taxes

reimbursement for Directors

89,840

Increased TMRS

and on-call personnel).

236,914

A portion of these increased expenditures is subsidized by

transfers in from the Utility Fund

($30K) and the Visitors

71,394

Maintain cost of current staff

71,394

Maintain cost of current staff

65,636

3% Market Pay Adjustment

54,250

Performance Incentive Pay

8,640

Association Fund ($92K) $

Taxes and Insurance and Retirement

Cell Phone Allowance

128,526

Expanded Payroll

759,529

GRAND TOTAL

PERSONNEL SUMMARY OVERVIEW The total personnel staffing for the Town of Westlake in FY 2014-2015 is budgeted at 128.18 positions. This represents an increase of 18.00 employees from the FY 2013-2014 total of 110.18. Police Services continue to be outsourced and contracted through the Keller Police Department.

Dept 11 12 13 14 15 16 17 18 19 20 21 22 99

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 Westlake Academy Total Employees

FY 13/14 Estimated 2.50 1.58 1.00 12.25 4.75 2.58 1.04 3.25 0.79 2.00 1.25 77.18 110.18

FY 14/15 Adopted 2.40 1.67 1.00 13.25 5.10 2.67 1.08 4.00 0.83 1.00 2.00 2.00 91.18 128.18

change Amount (0.10) 0.08 1.00 0.35 0.08 0.04 0.75 0.04 1.00 0.75 14.00 18.00

Percent of total 2% 1% 1% 10% 4% 2% 1% 3% 1% 1% 2% 2% 71% 100%

•

New positions (increased 15.50) o Dept 14 Emergency Services – increased 1.00 - add full time firefighter paramedic. o Dept 15 Municipal Court – increased .50 - add part time clerk. o Westlake Academy – increased 14.00

•

Transition of shared services employees from Westlake Academy to Municipal budget o Dept 18 - Accounting Technician o Dept 20 – Information Technology Director

•

Status Change (increased .50) o Dept 11Administrative – decreased by .25 – employee moved 100% to Dept 22 o Dept 22 Communications and Community Affairs - increased by .75 – transition of part-time Communication Specialist to a full-time position.

•

Reallocation of Existing Employees (no impact) o Dept 11 Administrative – increased .15 o Dept 12 Planning and Development – increased 0.08 o Dept 15 Municipal Court – decreased .15 o Dept 16 Public Works – increased .08 o Dept 17 Facilities Maintenance – increased .04 o Dept 18 Finance – decreased .25 o Dept 19 Parks and Recreation – increased .04

PERSONNEL SUMMARY OVERVIEW

EMPLOYEE ALLOCATIONS BY FUND General Fund, 29.86 23%

General Fund

Utility Fund

Visitor Fund

Westlake Academy

Town Manager

1.68

0.36

Planning & Development

1.67

Town Secretary

1.00

13.25

Municipal Court

5.10

Public Works

0.50

2.17

Facilities Maintenance

0.54

Finance Dept

2.80

0.60

Park & Recreation

0.42

Information Technology

1.00

Human Resources

1.90

0.05

Communications

2.00

Westlake Academy

91.18

29.86

3.18

3.97

91.18

Department Name

Utility Fund, 3.18 3%

Visitor Fund, 3.97 3%

Emergency Services

Westlake Academy, 91.18 71%

Total Employees

EMPLOYEES BY CLASSIFICATION Department Name

Full Time

Part Time

TOTAL

Town Manager

1.90

0.50

2.40

Planning & Development

1.67

Town Secretary

1.00

2.25

13.25

1.00

5.10

Emergency Services Municipal Court

11.00 4.10

Public Works

2.67

Facilities Maintenance

1.08

Finance Dept

4.00

Park & Recreation

0.83

Information Technology

1.00

Human Resources

2.00

Communications

2.00

91.18

124.43

3.75

128.18

Westlake Academy Total Employees

Part Time, 2.25 , 2%

Full Time, 104.68 , 98%

PERSONNEL SUMMARY OVERVIEW At the end of FY 13/14 there is estimated to be 1,150 residents and 33 employees. This equals a ratio of 34.85 residents per each full-time equivalent employee. This is a decrease of 1.51 based on the FY 12/13 FTE postions of 30.50 and 1,109 residents.

Number of Town Employees Number of Residents Residents per Town Employee

FY 10/11 Actual 28.75 992 34.50

Municipal Employees

FY 11/12 Actual 29.50 1,063 36.03

Town Secretary, 1.00 , 3%

FY 12/13 Actual 30.50 1,109 36.36

FY 13/14 Estimated 33.00 1,150 34.85

Information Technology, 1.00 , 3% Planning & Development, 1.67 , 5%

Emergency Services, 13.25 , 36%

Facilities & Parks, 1.92 , 5% Human Resources 2.00 , 5%

Communications 2.00 , 5%

Municipal Court, 5.10 , 14%

Town Manager, 2.40, 6% Public Works, 2.67, 7%

Finance, 4.00, 11%

PERSONNEL SUMMARY OVERVIEW

EMPLOYEES BENEFITS Description Medical Insurance

FY 13/14 Estimated 288,702

FY 14/15 Adopted 412,433

change amount 123,731

Change percent 43%

Dental Insurance

21,309

23,638

2,329

11%

Life Insurance

15,873

19,957

4,084

26%

TMRS Retirement

171,236

258,931

87,695

51%

ICMA Retirement

22,055

24,200

2,145

10%

Social Security Taxes

144,431

157,337

12,905

Medicare Taxes

33,736

36,750

3,014

Unemployment Taxes

4,039

3,090

(949)

-23%

Worker's Compensation

27,577

29,537

1,960

$ 728,958

$ 965,872

$ 236,914

33%

Town employee benefits have increased $236,914 (33%). This increase is caused by many factors, including the addition 3.5 new full time employees and increases in wages for existing employees.

COMPENSATION PLAN Non-Exempt Positions All non-exempt (hourly) positions are eligible for overtime compensation. Bi-weekly wages are based on a 40-hour work week (2,080 hours per year), equaling one full-time equivalent (FTE) position. There are 26 pay periods per year. This work schedule applies to all hourly regular, yearround employees, except for Fire/EMS employees. Non-Exempt Positions (Fire/EMS Department) Non-exempt (hourly) positions in the Fire/EMS Department are eligible for overtime pay. Pay periods are 15 days in length, and there are 24 pay periods per year. Full-time employees are scheduled to work five (5) 24-hour shifts per pay period, totaling 120 hours. Full-time employees are scheduled to work an average of 2,912 hours annually over 24 pay periods. Exempt Positions Exempt (salaried) positions are not eligible for overtime compensation. Salary amounts are not calculated or based on the number of hours worked. Exempt positions include managers and directors, and classifications are determined by Department of Labor guidelines. Fair Labor Standards Act (FLSA) The Fair Labor Standards Act established minimum wage, overtime, recordkeeping, and child labor standards and applies to all full-time and part-time employees. As amended in 1985, the FLSA provides the option for compensatory time in lieu of overtime compensation for non-exempt employees. Executive, administrative, and professional employees meeting Department of Labor exemption guidelines are exempt from FLSA overtime requirements. The Town will comply with the FLSA for all employees.

PERSONNEL SUMMARY OVERVIEW Salary Survey In the previous two fiscal years, market-based salary adjustments were approved as a Service Level Adjustment (SLA) to bring staff closer to market. Phase 1 of this market adjustment was implemented in FY 2012-2013, and Phase 2 was implemented in FY 2013-2014. From a policy perspective, this program brought municipal employees into alignment with the compensation policy we have utilized for some time with our education employees, by being within 3 percent of the median of the market. The Town of Westlake salary survey has historically utilized data from the Waters Consulting Group; the most widely used municipal salary database in the state of Texas. Where possible, data has been collected for comparable positions from a list of â&#x20AC;&#x153;core cities.â&#x20AC;? 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 has also obtained from alternate cities in the DFW area to supplement data from the core cities in order to provide a sufficient sampling of the market in our geographical region. In FY 2014-2015, the methodology for our annual salary survey will be reviewed by an outside consultant in conjunction with the development of the compensation plan. The ultimate goal of the compensation plan is to attract and retain top talent, and utilize best practices in all systems and processes supporting the plan.

Core Cities

Alternate Cities

Keller

Addison

Forney

Little Elm

Southlake

Frisco

Melissa

Azle

Grapevine

Red Oak

Benbrook

Garland

Colleyville

Burleson

Granbury

Saginaw

Haltom City

Gainesville

Sherman

Coppell

Hurst

Waxahachie

Corinth

Joshua

Euless

Denton

DeSoto

Highland Village

Bedford

Lancaster

Wylie

Lewisville

North Richland Hills

Fairview

Cleburne

Farmers Branch

Richland Hills

Alvarado

McKinney

White Settlement

Roanoke

Cedar Hill

Duncanville

Highland Park

Trophy Club

Rockwall

Weatherford

Keller ISD

Watauga

Allen

Greenville

Northwest ISD

PERSONNEL SUMMARY OVERVIEW 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. At the Town Managerâ&#x20AC;&#x2122;s discretion, employees may receive additional pay adjustments above the standard annual merit increase. In the event that additional 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. 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. The Town maintains a compensation plan for all employees, except the Town Manager, whose compensation is determined by the Town Council. In FY 14-15, the Town will utilize the services of a outside consultant to design and implement an employee compensation plan. This plan will be designed to meet the needs of the Townâ&#x20AC;&#x2122;s unique organizational structure, and maintain a competitive compensation and benefit package.

C ITIZENS

W ESTLAKE

M AYOR AND T OWN C OUNCIL Texas Student Housing

Town Attorney

T OWN M ANAGER /S UPERINTENDENT Assistant Town Manager

Executive Principal Director of Education

Asst Principal / Athletic Director

Executive Director W.A. Foundation

Intern

Town Secretary Court Administrator

Assistant

Director of Curriculum & Instruction Administrative Coordinator

Fire Chief

Communication Specialist

Administrative Staff Nurse

PYP Primary Principal PYP Coordinator Primary Counselor

MYP Secondary Principal

Marshal

Deputy Clerk

Two (.50) Court Clerks

3 Lieutenants

Planning & Development / Building Inspector

1.50 PT Firefighter Paramedics

7 FTE Firefighter Paramedics

Customer Service Coordinator (.33)

Facilities Maintenance / Parks & Recreation

Customer Service Representative (.33)

Customer Service Coordinator (.33)

Primary Teachers Librarian

Judge

Communications

Technician

Customer Service Representative (.33)

Human Resources Human Resources Generalist

Customer Service Coordinator (.33)

Information Technology

Secondary Teachers

WA Technician

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

Public Works

MYP Coordinator Secondary Counselor

Exemplary Governance

Technician

Service Excellence

Customer Service Representative (.33)

Finance Police Services

Supervisor

(contracted thru the City of Keller)

Academic

Municipal

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

Personnel Position Summary All Years Dept

Position

FY 11/12 Actual

Town Manager

1.00

Assistant Town Manager

1.00 -

Assistant to the Town Manager

0.75

Part-Time Interns

0.75

1.00

Administrative Assistant

FY 12/13 Actual

Planning & Development Director Administrative Assistant

1.00

0.33

FY 13/14 Estimated

FY 14/15 Adopted

1.00

0.75

0.90

0.50 0.25 1.00 -

0.50 1.00 -

change

0.15 (0.25) -

Customer Service Coordinator

0.25

0.33

0.08

Customer Service Representative

0.33

Town Secretary

1.00

Fire Chief

1.00

2.00

3.00

0.75

Lt. Firefighter/Paramedics Fire Marshal part-time

Firefighter/Paramedics FTE

6.00

7.00

Firefighter/Paramedics part-time

1.50

Court Administrator

0.25

0.10

1.00

Deputy Clerk

1.00

Judge

1.00

Marshal

1.00

Part-Time Clerk

0.50

1.00

Public Works Director

1.00

Customer Service Coordinator

0.25

0.33

Customer Service Representative

0.33

0.50

0.25

Administrative Assistant

0.33

0.13

0.17

Customer Service Representative

0.17

1.00

Finance Director

1.00 -

Finance Assistant

1.00

Accounting Technicians

1.00 -

Parks & Recreation Director

0.50

1.00 -

1.00 0.25

2.00 -

0.50

0.13

0.17

Customer Service Representative

0.17

Information Technology Director Human Resources Director

0.50

Customer Service Coordinator

0.50

0.25

(0.25) 0.04 1.00

0.75

0.50

Administrative Assistant

0.34

Communications Director

1.00

Westlake Academy

RECLASS - Dept 12-15-17-18-19 TRANSFER FROM WA Dept 18-20 NEW EMPLOYEES - Dept 14-15 STATUS CHANGE - Dept 22 Total Changes

1.00

0.25

1.00

0.75

69.53

73.07

77.18

91.18

14.00

99.03

103.57

110.18

128.18

18.00

Municipal 28.75 29.50 30.50 33.00 37.00

Academy 60.44 69.53 73.07 77.18 91.18

FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15

1.00

0.50

1.00

0.04

Part-Time Clerk

Grand Total All Positions

2.00 15.50 0.50 18.00

Customer Service Coordinator

Part-Time Intern (1)

0.08

0.50

HR Generalist

Part-Time Technicians

Customer Service Coordinator

0.50

Facilities Maintenance Director

0.75

(0.15)

Part-Time Utility Billing Clerk

Finance Supervisor

1.00

Supervisor

Utility Technician

Total 89.19 99.03 103.57 110.18 128.18

Recommended 5 Year Staffing Levels includes all interns and part-time employees

Based on existing development within the community at the time of compiliation Dept #

FY 12-13 FY 13-14 actual estimated

Department Name

FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 proposed proposed proposed proposed proposed

Administration

2.75

2.50

2.40

3.50

Planning & Dev.

1.33

1.58

1.67

2.67

3.00

Town Secretary

1.00

1.50

Fire & EMS

10.50

12.25

13.25

14.25

15.25

17.00

18.00

Court

4.75

5.10

5.00

Public Works

2.75

2.58

2.67

4.00

Facilities

1.08

1.04

1.08

1.58

1.75

Finance

3.25

4.00

4.50

5.00

Parks and Rec

0.50

0.79

0.83

1.33

1.50

IT Dept

0.25

1.00

2.00

Human Resources

1.59

2.00

2.50

Communications

1.00

1.25

2.00

30.50

33.00

37.00

42.00

46.00

47.75

49.75

73.07

77.18

91.80

102.00

112.00

122.25

132.25

103.57

110.18

128.80

144.00

158.00

170.00

182.00

3.00

TOTAL TOWN 199

Westlake Academy TOTAL STAFFING

Recommended 5 Year Staffing Levels 200

182.00

180

170.00 158.00

160

144.00

140 120

128.80

103.57

110.18

100 80

60 40 20 0 FY 12-13 actual

FY 13-14 estimated

FY 14-15 proposed

FY 15-16 proposed

FY 16-17 proposed

FY 17-18 proposed

FY 18-19 proposed

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FINANCIAL ANALYSIS -ALL FUNDS-

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THREE YEAR ANALYSIS COMPARISON REVENUES, EXPENDITURES, FUND BALANCE ALL SOURCES FISCAL YEAR 2014/2015 FY 12/13 Actual

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

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

TOTAL REVENUES AND 20 OTHER SOURCES

EXPENDITURES & OTHER USES Payroll Salaries Insurance Taxes Retirement Total Payroll & Related Supplies Service Insurance Maintenance Rent & Utilities Interfund Advance Debt Water Purchases Total Expenditures TOTAL OPERATIONS Capital Outlay Capital Projects Total Capital Transfers Out Other Uses Transfers/Other Uses WA - Expenditures WA-Other Uses Westlake Academy TOTAL OTHER USES

4,375,397 1,366,542 39,727 734,935 969,735 695,167 29,177 321,568 3,160,859 5,908,550 709,578 18,311,233 2,654,929 10,823,210 13,478,140 5,936,538 40,959 5,977,497 19,455,637 $

21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 35 36 37 38 39 40 41 42 43 44

FY 13/14 Estimated

0% 2% 3% 2% 0% 1% 8% ## 2% ## 7% ## ## ## 0% ##

37,766,869

2,067,557 274,528 171,800 174,016 2,687,901 198,760 2,516,521 32,924 203,212 532,803 296,565 4,493,957 965,192 9,239,934 11,927,835 50,770 8,046,108 8,096,878 2,654,929 0 2,654,929 5,763,616 40,959 5,804,575 16,556,382

4,500,000 1,330,346 50,000 787,508 1,008,500 645,000 32,915 485,813 2,822,960 82,500 770,000 12,515,542 3,379,774 466,775 3,846,549 7,036,474 331,266 7,367,740 11,214,289

## 4%

2,339,745 325,884 209,783 193,291 3,068,704 246,926 3,001,498 35,310 299,827 468,782 205,758 2,343,746 1,134,600 7,736,447 10,805,151 46,700 12,039,809 12,086,509 3,379,774 0 3,379,774 6,968,063 331,266 7,299,329 22,765,612

7% 1% 1% 1% 9% 1% 9% 0% 1% 2% 1% ## 3% ## 0% ## ## 9% 0% 9% ## 0% ##

FY 12/13 Actual

FY 14/15 Adopted

change Amount

4,635,000 1,376,063 50,500 795,383 1,460,500 670,000 27,490 270,748 3,278,520 760,000 777,000 14,101,204 4,797,277 1,125,000 5,922,277 7,567,293 45,000 7,612,293 13,534,570

## 6% 0% 3% 4% 3% 0% 2% ## 0% 3% ## ## 2% ## ## 1% ##

23,729,831

Revision 3

2,862,360 456,028 226,713 283,131 3,828,232 225,796 3,352,971 36,404 314,675 468,812 205,758 2,557,984 1,280,600 8,443,000 12,271,233 36,280 5,959,305 5,995,585 4,797,277 0 4,797,277 7,803,324 45,000 7,848,324 18,641,186

7% 1% 1% 1% 9% 1% 9% 0% 1% 1% 1% 7% 3% ## 0% ## ## ## 0% ## ## 1% ##

FY 14/15 Adopted

change Percent

change Amount

3% -3% 26% 7% 4% -7% 13% 51% -11% -99% 9% -32% 27% -96% -71% 19% 709% 23% -42%

$ (14,037,038)

-37%

272,188 51,356 37,983 19,275 380,802 48,165 484,978 2,386 96,615 (64,021) (90,807) (2,150,211) 169,408 (1,503,487) (1,122,685) (4,070) 3,993,701 3,989,631 724,845 0 724,845 1,204,447 290,307 1,494,754 6,209,230

13% 19% 22% 11% 14% 24% 19% 7% 48% -12% -31% -48% 18% -16% -9% -8% 50% 49% 27% 0% 27% 21% 709% 26% 38%

5,086,546

18%

0% 3% 5% 2% 0% 1% ## 3% 3% ## ## 4% ## ## 0% ##

9% 1% 1% 1% ## 1% ## 0% 1% 2% 1% 8% 4% ## 0% ## ## ## 0% ## ## 0% ##

TOTAL EXPENDITURES AND 45 OTHER USES

28,484,217

33,570,763

30,912,419

Excess Revenues Over 46 (Under) Expenditures

9,282,652

(9,840,932)

(3,276,645)

$ (19,123,584)

BEGINNING FUND BALANCE

15,919,518

25,417,321

15,576,389

ENDING FUND BALANCE

25,417,321

15,576,389

12,299,744

$ (9,840,932)

FY 13/14 Estimated

124,603 (36,196) 10,273 52,573 38,765 (50,167) 3,738 164,244 (337,899) (5,826,050) 60,422 (5,795,691) 724,845 (10,356,435) (9,631,590) 1,099,936 290,307 1,390,243 (8,241,347)

## 5%

27,635,774

9,497,803

FY 13/14 Estimated change Percent

135,000 45,717 500 7,875 452,000 25,000 (5,425) (215,065) 455,560 677,500 7,000 1,585,662 1,417,503 658,225 2,075,728 530,819 (286,266) 244,553 2,320,281

3% 3% 1% 1% 45% 4% -16% -44% 16% 821% 1% 13% 42% 141% 54% 8% -86% 3% 21%

3,905,943

16%

522,615 130,144 16,931 89,840 759,529 (21,130) 351,473 1,094 14,848 30 0 214,238 146,000 706,553 1,466,082 (10,420) (6,080,504) (6,090,924) 1,417,503 0 1,417,503 835,261 (286,266) 548,995 (4,124,426)

22% 40% 8% 46% 25% -9% 12% 3% 5% 0% 0% 9% 13% 9% 14% -22% -51% -50% 42% 0% 42% 12% -86% 8% -18%

(2,658,344)

-8%

-206%

6,564,287

-67%

60%

(9,840,932)

-39%

(3,276,645)

-21%

THREE YEAR ANALYSIS COMPARISON REVENUES, EXPENDITURES, FUND BALANCE ALL SOURCES - BY FUND TYPE FISCAL YEAR 2014/2015 GENERAL FUND Description

SPECIAL REVENUES FUNDS

DEBT SERVICE FUND

ENTERPRISE FUNDS

FY 12/13

FY 13/14

FY 14/15

FY 12/13

FY 13/14

FY 14/15

FY 12/13

FY 13/14

FY 14/15

FY 12/13

FY 13/14

FY 14/15

Actual

Estimated

Adopted

Actual

Estimated

Adopted

Actual

Estimated

Adopted

Actual

Estimated

Adopted

REVENUES & OTHER SOURCES General Sales Tax

3,061,947

3,275,000

3,376,250

1,313,449

1,225,000

1,258,750

Property Tax

1,236,978

1,189,825

1,209,094

129,565

140,522

166,969

Beverage Tax

39,727

50,000

50,500

Franchise Fees

734,935

787,508

795,383

Permits & Fees

967,735

1,008,500

1,458,500

Fines & Forfeits

695,167

645,000

670,000

Investment Earnings

7,491

8,670

2,187

3,445

6,412

6,525

6,100

Misc Income

78,014

55,959

60,094

16,575

18,650

(0)

226,980

402,704

192,004

Donations

Charge for Services

3,160,859

2,822,960

3,278,520 0

Contributions

11,094

440,000

Hotel Tax Revenues

709,578

770,000

777,000

Total Revenues

6,833,087

7,020,461

7,628,491

2,041,788

2,017,095

2,497,845

129,564

140,522

166,969

3,394,250

3,232,189

3,476,624 0

Transfers In

59,826

50,520

306,965

35,758

1,459,344

1,924,966

2,139,554

500,000

Other Sources

2,237,723

Total Other Sources

59,826

50,520

306,965

35,758

3,697,067

1,924,966

2,139,554

500,000

WA-Revenues

WA-Other Sources

Westlake Academy

$ 6,892,914

$ 7,070,981

$ 7,935,456

$ 2,077,546

$ 2,052,853

$ 2,533,603

$ 3,826,632

$ 2,065,488

$ 2,306,523

$ 3,894,250

3,232,189

$ 3,476,624

2,065,459

2,339,745

2,862,360

2,098

255,225

286,107

457,110

273,812

321,554

352,198

Total Revenues and Other Sources

EXPENDITURES & OTHER USES Payroll Salaries Payroll Transfer In Payroll Transfer Out

(529,037)

(607,660)

(809,308)

Insurance

274,528

325,884

456,028

Taxes

171,800

209,783

226,713

Retirement

174,016

193,291

283,131

Total Payroll

2,156,767

2,461,043

3,018,925

255,225

286,107

457,110

275,910

321,554

352,198

Supplies

168,558

235,921

213,041

25,159

2,905

4,155

5,044

8,100

8,600

Service

1,486,875

2,194,112

2,572,259

204,745

201,982

209,224

63,813

1,677

2,000

637,772

603,728

569,489

Insurance

28,144

30,520

31,614

4,780

4,790

Maintenance

105,268

126,962

159,060

97,944

172,865

155,615 132,535

Rent & Utilities

397,680

299,812

299,842

36,390

36,435

98,733

132,535

Interfund Advance

296,565

205,758

Debt

18,339

3,783,994

2,077,157

2,292,658

709,962

248,250

246,987

Water Purchases

965,192

1,134,600

1,280,600

Total Expenditures

2,186,524

2,905,665

3,294,154

562,860

447,080

455,572

3,847,807

2,078,834

2,294,658

2,519,427

2,304,868

2,398,616

Capital Outlay

30,039

31,700

16,280

20,731

15,000

20,000

Capital Projects

211,407

1,486,164

288,500

Total Capital

30,039

31,700

16,280

232,138

1,501,164

308,500

Transfers Out

1,090,392

1,588,524

2,276,612

1,463,730

1,290,220

1,776,920

64,409

301,030

743,745

Other Uses

Total Other Uses

1,090,392

1,588,524

2,276,612

1,463,730

1,290,220

1,776,920

64,409

301,030

743,745

WA - Expenditures

WA-Other Uses

Westlake Academy

Total Expenditures and Other Uses

$ 5,463,721

$ 6,986,933

$ 8,605,971

$ 2,281,815

$ 2,023,407

$ 2,689,602

$ 3,847,807

$ 2,078,834

$ 2,294,658

$ 3,091,884

4,428,615

$ 3,803,059

Excess Revenues Over (Under) Expenditures

$ 1,429,193

$ (1,196,426) $

BEGINNING FUND BALANCE

$ 4,383,390

$ 5,812,583

$ 5,896,631

$ 1,244,506

$ 1,040,238

$ 1,069,684

22,657

ENDING FUND BALANCE

$ 5,812,583

$ 5,896,631

$ 5,226,116

$ 1,040,238

$ 1,069,684

1,481

84,048

(670,515) $

(204,268) $

29,446

(155,999) $

913,685

(21,175) $

(13,346) $

1,481

(11,865) $

11,865

802,366

(11,865) $ 5,045,889 -

$ 5,848,255

(326,435)

5,848,255

$ 4,651,829

4,651,829

$ 4,325,394

INTERNAL SERVICE FUNDS Description

CAPITAL PROJECT FUNDS

WESTLAKE ACADEMY

GRAND TOTAL

FY 12/13

FY 13/14

FY 14/15

FY 12/13

FY 13/14

FY 14/15

FY 12/13

FY 13/14

FY 14/15

FY 12/13

FY 13/14

FY 14/15

Actual

Estimated

Adopted

Actual

Estimated

Adopted

Actual

Estimated

Adopted

Estimated

Proposed

Adopted

REVENUES & OTHER SOURCES General Sales Tax

4,375,397

4,500,000

4,635,000

Property Tax

1,366,542

1,330,346

1,376,063

Beverage Tax

39,727

50,000

50,500

Franchise Fees

734,935

787,508

795,383

Permits & Fees

2,000

969,735

1,008,500

1,460,500

Fines & Forfeits

695,167

645,000

670,000

Investment Earnings

1,936

1,875

11,151

12,400

7,400

29,177

32,915

27,490

Misc Income

8,500

321,568

485,813

270,748

Donations

Charge for Services

3,160,859

2,822,960

3,278,520

Contributions

5,897,456

82,500

320,000

5,908,550

82,500

760,000

Hotel Tax Revenues

709,578

770,000

777,000

Total Revenues

3,936

1,875

3,875

5,908,607

103,400

327,400

18,311,233

12,515,542

14,101,204

Transfers In

600,000

538,530

725,000

830,000

1,590,000

2,654,929

3,379,774

4,797,277

Other Sources

6,250

8,579,237

466,775

1,125,000

10,823,210

466,775

1,125,000

Total Other Sources

606,250

538,530

725,000

8,579,237

1,296,775

2,715,000

13,478,140

3,846,549

5,922,277 7,567,293

WA-Revenues

5,936,538

7,036,474

7,567,293

5,936,538

7,036,474

WA-Other Sources

40,959

331,266

45,000

40,959

331,266

45,000

Westlake Academy

5,977,497

7,367,740

7,612,293

5,977,497

7,367,740

7,612,293

728,875

$ 14,487,844

3,042,400

$ 5,977,497

$ 7,367,740

$ 7,612,293

$ 37,766,869

$ 23,729,831

$ 27,635,774

2,067,557

2,339,745

2,862,360

Total Revenues and Other Sources

610,186

540,405

1,400,175

EXPENDITURES & OTHER USES Payroll Salaries

Payroll Transfer In

(529,037)

(607,660)

Payroll Transfer Out

529,037

607,660

809,308

Insurance

274,528

325,884

456,028

(809,308)

Taxes

171,800

209,783

226,713

Retirement

174,016

193,291

283,131

Total Payroll

2,687,902

3,068,704

3,828,232

Supplies

198,760

246,926

225,796

Service

123,316

2,516,521

3,001,498

3,352,971

Insurance

32,924

35,310

36,404

Maintenance

203,212

299,827

314,675

Rent & Utilities

532,803

468,782

468,812

Interfund Advance

296,565

205,758

Debt

4,493,957

2,343,746

2,557,984

Water Purchases

965,192

1,134,600

1,280,600 8,443,000

Total Expenditures

123,316

9,239,934

7,736,447

Capital Outlay

50,770

46,700

36,280

Capital Projects

283,084

657,575

1,467,000

7,551,617

9,896,070

4,203,805

8,046,108

12,039,809

5,959,305

Total Capital

283,084

657,575

1,467,000

7,551,617

9,896,070

4,203,805

8,096,878

12,086,509

5,995,585

Transfers Out

36,398

200,000

2,654,929

3,379,774

4,797,277

Other Uses

Total Other Uses

36,398

200,000

2,654,929

3,379,774

4,797,277

WA - Expenditures

5,763,616

6,968,063

7,803,324

5,763,616

6,968,063

7,803,324

WA-Other Uses

40,959

331,266

45,000

40,959

331,266

45,000

Westlake Academy

5,804,575

7,299,329

7,848,324

5,804,575

7,299,329

7,848,324

657,575

$ 1,467,000

7,711,332

$ 10,096,070

4,203,805

$ 5,804,575

$ 7,299,329

$ 7,848,324

$ 28,484,218

$ 33,570,763

$ 30,912,419

(738,125) $

6,776,512

$ (8,695,895) $ (1,161,405) $

172,922

$ (9,840,932) $ (3,276,645)

3,580,803

$ 10,357,315

1,661,420

884,180

$ 1,057,102

$ 1,125,513

$ 16,134,669

$ 25,417,321

$ 15,576,389

500,015

$ 1,057,102

$ 1,125,513

$ 25,417,321

$ 15,576,389

$ 12,299,744

Total Expenditures and Other Uses

283,084

Excess Revenues Over (Under) Expenditures

327,102

BEGINNING FUND BALANCE

973,244

$ 1,300,346

$ 1,183,176

ENDING FUND BALANCE

$ 1,300,346

$ 1,183,176

$ 10,357,315

(117,170) $

445,051

1,661,420

68,411

(236,031)

889,482

9,282,652

CURRENT YEAR ANALYSIS REVENUES, EXPENDITURES, FUND BALANCE ALL SOURCES FISCAL YEAR 2014/2015 General Fund

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

General Sales Tax Property Tax Beverage Tax Franchise Fees Permits/Fees Fines/Forfeits Interest Misc Income Charge for Services Contributions Hotel Tax Total Revenues Transfers In Other Sources Total Other Sources WA Revenues WA Others Sources Westlake Academy

Special Revenue Funds

Debt Service

Enterprise Funds

29%

13%

of total revenue

1,258,750 3,445 18,650 440,000 777,000 $2,497,845 35,758 $35,758 $0

166,969 $166,969 2,139,554 $2,139,554 $0

100 5,960 $6,060 $0 $0

$ 2,533,603

$ 2,306,523

3,376,250 1,209,094 50,500 795,383 1,458,500 670,000 8,670 60,094 $7,628,491 306,965 $306,965 $0

1,158,750 500 $1,159,250 $0 $0

100,000 440,000 70,000 $610,000 35,758 $35,758 $0

45 $45 $0 $0

2,900 18,650 707,000 $728,550 $0 $0

6,000 192,004 3,272,560 $3,470,564 $0 $0

6,100 192,004 3,278,520 $3,476,624 $0 $0

19 20

TOTAL REVENUES AND OTHER SOURCES

$ 7,935,456

$ 1,159,250

$ 645,758

28%

EXPENDITURES AND OTHER USES

of total expenses

$ 728,550

of total expenses

6,060

$ 3,470,564

$ 3,476,624

12%

of total expenses

21 22 23 24 25 26 27 28 29 30 31 32 33 34 35

Payroll Salaries Payroll Transfers Insurance Taxes Retirement Total Payroll & Related Supplies Services Insurance Maintenance Rent & Utilities Interfund Advance Debt Water Purchases Total Expenditures

2,862,360 (809,308) 456,028 226,713 283,131 $3,018,925 213,041 2,572,259 31,614 159,060 299,842 18,339 $3,294,154

$0 $0

$0 205,758 $205,758

$0 $0

457,110 $457,110 4,155 209,224 36,435 $249,814

457,110 $457,110 4,155 209,224 36,435 205,758 $455,572

$0 2,000 2,292,658 $2,294,658

$0 500 6,225 7,215 $13,940

352,198 $352,198 8,100 563,264 4,790 148,400 132,535 246,987 1,280,600 $2,384,676

352,198 $352,198 8,600 569,489 4,790 155,615 132,535 246,987 1,280,600 $2,398,616

TOTAL OPERATING EXPENDITURES

$6,313,079

$205,758

$706,924

$912,682

$2,294,658

$13,940

$2,736,874

$2,750,814

37 38 39 40 41 42 43 44 45

Capital Outlay Capital Projects Total Capital Transfers Out Other Uses Total Other Uses WA Expenses WA Others Uses Westlake Academy

16,280 $16,280 2,276,612 $2,276,612 $0

$0 1,159,250 $1,159,250 $0

$0 440,000 $440,000 $0

$0 $0 $0

$0 177,670 $177,670 $0

$0 1,776,920 $1,776,920 $0

$0 $0 $0

20,000 288,500 $308,500 743,745 $743,745 $0

TOTAL OTHER USES

$2,292,892

$1,159,250

$440,000

$177,670

$1,776,920

$1,052,245

$ 2,689,602

$ 2,294,658

$ 13,940

TOTAL EXPENDITURES AND OTHER USES

$ 8,605,971

$ 1,159,250

$ 645,758

$ 884,594

EXCESS REVENUES OVER (UNDER) EXPENDITURES

$ (156,044) $ (155,999)

(670,515)

BEGINNING FUND BALANCE……………

$5,896,631

$13,644 $1,056,040

ENDING FUND BALANCE……………

$5,226,116

$13,689

$899,996

11,865

$ 3,789,119

(7,880) $ (318,555)

$ 3,803,059

(326,435)

$1,069,684

-$11,865

$147,241

$4,354,526

$4,501,767

$913,685

$139,361

$4,035,971

$4,175,332

Internal Service Funds

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

Capital Project Funds

Westlake Academy

11%

28%

FY 14/15

of total revenue

EXP

of total revenue

Adopted

7,400 320,000 $327,400 1,590,000 1,125,000 $2,715,000 $0

$0 $0 7,567,293 45,000 $7,612,293

$ 3,042,400

$ 7,612,293

125 $125 450,000 $450,000 $0

2,000 1,750 $3,750 275,000 $275,000 $0

2,000 1,875 $3,875 725,000 $725,000 $0

7,400 320,000 $327,400 1,150,000 1,125,000 $2,275,000 $0

$0 440,000 $440,000 $0

4,635,000 1,376,063 50,500 795,383 1,460,500 670,000 27,490 270,748 3,278,520 760,000 777,000 $14,101,204 4,797,277 1,125,000 $5,922,277 7,567,293 45,000 $7,612,293

19 20

TOTAL REVENUES AND OTHER SOURCES

$ 450,125

EXPENDITURES AND OTHER USES

278,750

728,875

of total expenses

$ 2,602,400

11%

440,000

14%

25%

EXP

of total expenses

27,635,774

FY 14/15 Adopted

21 22 23 24 25 26 27 28 29 30 31 32 33 34 35

$0 $0

2,862,360 (0) 456,028 226,713 283,131 $3,828,232 225,796 3,352,971 36,404 314,675 468,812 205,758 2,557,984 1,280,600 $8,443,000

TOTAL OPERATING EXPENDITURES

$12,271,233

37 38 39 40 41 42 43 44 45

Capital Outlay Capital Projects Total Capital Transfers Out Other Uses Total Other Uses WA Expenses WA Others Uses Westlake Academy

203,000 $203,000 $0 $0

1,264,000 $1,264,000 $0 $0

1,467,000 $1,467,000 $0 $0

3,301,000 $3,301,000 $0 $0

902,805 $902,805 $0 $0

4,203,805 $4,203,805 $0 $0

$0 $0 7,803,324 45,000 $7,848,324

36,280 5,959,305 $5,995,585 4,797,277 $4,797,277 7,803,324 45,000 $7,848,324

TOTAL OTHER USES

$203,000

$1,264,000

$1,467,000

$3,301,000

$902,805

$4,203,805

$7,848,324

$18,641,186

$ 1,467,000

$ 4,203,805

$ 7,848,324

30,912,419

$ (698,600) $ (462,805) $ (1,161,405)

$ (236,031)

(3,276,645)

TOTAL EXPENDITURES AND OTHER USES

$ 203,000

$ 1,264,000

EXCESS REVENUES OVER (UNDER) EXPENDITURES

$ 247,125

$ (985,250) $ (738,125)

$ 3,301,000

902,805

BEGINNING FUND BALANCE……………

$28,423

$1,154,753

$1,183,176

$758,616

$902,805

$1,661,420

$1,060,425

$15,361,238

ENDING FUND BALANCE……………

$275,548

$169,503

$445,051

$60,016

$440,000

$500,015

$824,394

$12,084,593

ALL FUNDS OVERVIEW

FUND BALANCE COMPARISON FUND BALANCE- the term fund balance is used to describe the arithmetic difference between the assets and liabilities reported in a governmental fund (e.g., general fund). The categories that have been used until now to present fund balance have focused on whether resources were available for appropriation (i.e., budgeting). GASB Statement No. 54 shifted the focus of fund balance reporting from the availability of fund resources for budgeting to “the extent to which the government is bound to honor constraints on the specific purposes for which amounts in the fund can be spent.” • • • • •

Non-spendable- inherently non-spendable Restricted - externally enforceable limitations on use Committed - self-imposed limitations set in place prior to the end of the period Assigned - limitation resulting from intended use Unassigned - residual net resources

CURRENT YEAR FY 13/14 ESTIMATED vs. NEXT YEAR FY 14/15 ADOPTED The September 30, 2015 adopted ending fund balance totals $15,576,389; a 39% decrease of $9,840,932 from the September 30, 2014 estimate of $25,417,321. FY 13/14 Estimated 5,896,631

FY 14/15 Adopted 5,226,116

Change Amount -670,515

1,069,684

913,685

-155,999

-11,865

-0-

11,865

Enterprise Funds

4,651,829

4,175,332

-326,435

-7%

Internal Service Funds

1,183,176

445,051

-738,125

-62%

Capital Project Funds

1,661,420

500,015

-1,161,405

-70%

Westlake Academy TOTAL

1,125,513

824,395

-236,031

-22%

$15,576,389

$12,084,594

-$3,276,645

-21%

Fund Name General Fund Special Revenue Funds Debt Service Fund

Change Percent -11% -15% 0%

The primary sources of this change are noted below: •

Capital Project Funds - the 2015 ending fund balance is projected to be $1.161M less than the 2014 estimated ending fund balance. Available fund balance will decrease due to $1.125M of expenses related to the acquisition of land and foundation upgrades for the construction of the new Fire Station complex.

•

Internal Service Funds - the 2015 ending fund balance is projected to be $738K less than the 2014 estimated ending fund balance. Available fund balance will decrease $700K for expenses related to the purchase of an Engine/Pumper and a building addition of $30K to the fire station to house it.

•

General Fund - the 2015 ending fund balance is projected to be $670K less than the 2014 estimated ending fund balance. Available fund balance will decrease $557K due to increased Payroll and Related expenses as well as $378K in service related expenses.

ALL FUNDS OVERVIEW

REVENUES AND OTHER FINANCING SOURCES FY 14/15 adopted revenues (all funding sources) are budgeted at $27,635,774; A 16% increase of $3,905,943 from the FY 13/14 estimate of $23,729,831. FY 13/14 Estimated 7,070,981

FY 14/15 Adopted 7,935,456

% of Total 29%

Change Amount 864,475

Special Revenue Funds

2,052,853

2,533,603

480,750

23%

Debt Service Funds

2,065,488

2,306,523

241,035

12%

Enterprise Funds

3,232,189

3,476,624

13%

244,435

Internal Service Funds

540,405

728,875

188,470

35%

Capital Project Funds

1,400,175

3,042,400

11%

1,642,225

117%

Academic Funds

7,367,740

7,612,293

28%

244,553

TOTAL ALL FUNDS

$ 23,729,831

$ 27,635,774

100%

$ 3,905,943

Fund Name General Fund

Change Percent 12%

3% 16%

The primary sources of this change are noted below: 1. Capital Project Funds – increase of $1.642M; o Capital Project Fund 410 - Contributions relating to the FM 1938 Streetscape Improvements totaling $320K; Anticipate bond proceeds of approximately $1.125M for the acquisition of land for the Fire Station complex; Transfers in from General Fund of $1,150,000 for various capital projects. o Westlake Academy Expansion Fund 412 – project will be completed in FY14/15. Bond Proceeds of $466K were received in prior year as well of transfers in of $390K that were not budgeted in FY2015. 2. General Fund – increase of $864K; o Additional permit and fee revenue of $450K was budgeted for construction development related to the new Granada residential subdivision and Entrada commercial development on Hwy 114. o Utility Fund loan repayment of $256K for construction of Ground Storage Tank in Fy13/14. This is the first of two total payments. 3. Special Revenue Funds – increase of $480K; o Contribution from Maguire Partners-Solana LP of $440K for the expected final platting of 44 lots (Phase 1) of Granada residential subdivision.

ALL FUNDS OVERVIEW Largest Revenue Fund Types include: • General Fund 29% o 43% General Sales Tax o 18% Permits and Fees o 15% Property Tax •

•

$3.376M $1.458M $1.209M

Westlake Academy 28% o 72% State Funding o 27% Local Funding

$5.034M $1.922M

Enterprise Funds 13% o 94% Charge for Services o 6% Misc. Income

$3.272M $ 192K

Capital Projects Funds 11% o 11% Contributions o 37% Other Sources o 38% Transfer In

Largest Revenue Funds

Enterprise Funds, 13%

Capital Project Funds, 11%

General Fund, 29%

Westlake Academy, 28%

$ 320K $1.125M $1.150M

EXPENDITURES AND OTHER OPERATING USES FY 14/15 adopted expenditures (all funding uses) are budgeted at $30,912,419; an 8% decrease of $2,658,344 from FY13/14 estimated expenditures FY 13/14 Estimated 6,986,933

FY 14/15 Adopted 8,605,971

% of total 28%

Change Amount 1,619,039

Special Revenue Funds

2,023,407

2,689,602

666,195

33%

Debt Service Funds

2,078,834

2,294,658

215,824

10%

Enterprise Funds

Fund Name General Fund

Change Percent 23%

4,428,615

3,803,059

12%

(625,556)

-14%

Internal Service Funds

657,575

1,467,000

809,425

123%

Capital Project Funds

10,096,070

4,203,805

14%

(5,892,265)

-58%

7,299,329

7,848,324

25%

548,995

$ 33,570,763

$ 30,912,419

100%

$ (2,658,344)

-8%

Westlake Academy TOTAL ALL FUNDS

1. General Fund - increased $1.619M; o Transfers Out increase of $688,088:  Increased Transfers out to Debt Service Fund $168,088  Decreased Transfer out to WA Expansion Fund ($630,000)  Increased Transfer out to Capital Projects Fund $1,150,000

ALL FUNDS OVERVIEW o Operating Expenditures increase of $388K  Keller Police contract increase of $42K  Salary study contract services $50K  Records management laserfiche needs $29K  Engineering and Street drainage costs $19K  Election and codification costs for town secretary’s office $14K  Capital projects operational impact for services and supplies $67K  Fixed Asset software upgrade $6K  Westlake Academy expenditure of $300k for future Westlake resident enrollment capacity. o Payroll/Salaries and Related Taxes/Insurance increase of $557K  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. Total operating transfers in from the Utility Fund are $353K and the Visitors Association Fund totals $457K  $71K to maintain our current staff levels  $65K for 3% market pay adjustments for work force attraction  $54K in performance based incentive pay  $8K for cell phone reimbursement (directors and on-call technicians).  $36K – transition of part-time Communication Specialist to full-time  $78K – addition of one full-time Firefighter/Paramedic  $20K – additional part-time Deputy Court Clerk  $68K – transfer Accounting Technician from Academic to Municipal budget  $121K – transfer IT Director from Academic to Municipal budget  Insurance, taxes and retirement costs will increase by $237K for FY 201415 in conjunction with the changes noted above. 2. Special Revenue Funds – increased $666K; o Economic Development fund 210 - transfers out to Westlake Academy of $440K for contributions received from Maguire Partners-Solana LP for the expected final platting of 44 lots (Phase 1) of Granada residential subdivision. o Visitor Association Fund $192K - Transfers Out to Debt Service increased by $12,750. Payroll transfers out to the General Fund increased $171,000 due to the 3% increase for personnel as well as transitioning a part-time Communication Specialist to full time with 100% of the salary being paid from the Visitors Association. 3. Enterprise Funds – decreased $625K; o Utility Fund expenses decreased due to the completion of a ground storage tank project in FY13/14 that will not be budgeted in FY2015.

ALL FUNDS OVERVIEW 4. Internal Service Funds – increased $809K; o General Maintenance fund in FY14/15 will incur costs for the replacement of fire engine pumper truck totaling $700K as well as a Fire dept building addition of $30K. 5. Capital Project Funds – decrease of $5.892M; o Westlake Academy Expansion Fund 412 - in FY13/14 this fund had project expenses of approximately $6M related to the construction of the three new buildings at the Westlake Academy campus. This project will be completed in FY2015 with a budget cost of $902K.

Largest expenditures fund types include: • General Fund 28% o 33% Payroll Wages $2.862M o 30% Services $2.572M o 26% Transfer Out $2.276M •

•

Westlake Academy 25% o 72% Payroll & Related $5.618M o 14% Contracted Services $1.064M Capital Project Funds 14% o 21% Academy Expansion $ 902K o 32% Facility Improvements $1.25M o 47% Road Improvements $1.85M Enterprise Funds 12% o 34% Water Purchases o 20% Transfers Out o 15% Services

$1.280M $ 743K $ 563K

Largest Expenditure Funds

General Fund, 28%

Enterprise Funds, 12%

Capital Project Funds, 14%

Academic Funds, 25%

AD VALOREM PROPERTY TAX FIVE YEAR ANALYSIS Fiscal Year 2014/2015 APPRAISED AND TAXABLE VALUES

Total Appraised Value

FY 10/11

FY 11/12

FY 12/13

FY 13/14

FY 14/15

Actual

Estimated

Adopted

1,025,535,296

1,090,892,532

amount change

880,169,946

1,409,152 amount change

Millions

$1,200

$1,210 $1,026

864,452,946

1,432,136

1,258,429,958 30,531,041

1.48%

853,297,597 (11,155,349)

-5.33%

-1.29%

1,338,312

(76,328)

(17,496)

-5.33%

-1.29%

1.63%

17,950,162

(48,666,367)

1,355,808

22,984

percent change

$1,400

3.74%

1,227,898,917

10.91%

32,949,367

percent change

913,119,313

119,056,223

6.37%

amount change

Total Tax Revenue

1,209,948,755

65,357,236

percent change

Net Taxable Value

2.49%

880,173,223 26,875,626 3.15%

1,376,063 37,751 2.82%

FY 10/11 Actual

$1,228 $1,258

$1,091

$1,000

$880

$913

FY 11/12 Actual $864

$853

$880

$800

FY 12/13 Actual

$600 FY 13/14 Estimated

$400 $200

FY 14/15 Adopted

$0 Total Appraised Value

Net Taxable Value

TAX RATE DISTRIBUTION General Fund

(M&O)

0.15620

0.13835

0.14197

0.13907

0.13710

Debt Service Fund

(I&S)

0.00390

0.01849

0.01487

0.01777

0.01924

0.16010

0.15684

0.15634

TOTAL

amount change

-0.0033

0.0000

-0.0005

percent change

-2.04%

0.00%

-0.32%

Percentage Distribution General Fund

(M&O)

97.56%

88.21%

90.52%

88.67%

87.69%

Debt Service Fund

(I&S)

2.44%

11.79%

9.48%

11.33%

12.31%

100.00%

TOTAL

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GENERAL FUND

General Fund Program Summary

Fiscal Year

2014/2015 Adopted

Estimated

Adopted

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14

Adopted FY 14/15

REVENUES & OTHER SOURCES

General Sales Tax

On-going

General Sales Tax

One-time

2,683,971

Property Tax Donations

2,800,000

2,925,000

3,176,250

251,250

377,976

350,000

200,000

(150,000)

1,236,978

1,189,825

1,209,094

19,269

Beverage Tax

39,727

50,000

50,500

500

Franchise Fees

734,935

650,388

787,508

795,383

7,875

Permits & Fees

967,735

786,000

1,008,500

1,458,500

45%

450,000

Fines & Forfeitures

695,167

570,000

645,000

670,000

25,000

7,491

8,670

Investment Earnings Contributions

11,094

Misc Income

78,014

51,759

55,959

60,094

4,135

Total Revenues

6,833,087

6,456,641

7,020,461

7,628,491

608,030

Transfers In

59,826

50,520

306,965

508%

256,445

59,826

50,520

306,965

6,892,914

6,507,161

7,070,981

1,536,422

1,732,085

Payroll Insurance

274,528

Payroll Taxes

171,800

Payroll Retirement

Other Sources Total Other Sources TOTAL REVENUES & OTHER SOURCES

1711%

864,475

7,935,456

12%

864,475

1,732,085

2,053,052

19%

320,968

325,884

456,028

40%

130,144

209,783

226,713

16,931

174,016

193,291

283,131

46%

89,840

2,156,767

2,461,043

3,018,925

23%

557,882

EXPENDITURES & OTHER USES

Payroll Salaries

Total Payroll and Related Supplies

168,558

231,571

235,921

213,041

-10%

(22,880) 26

Services

1,486,875

2,013,162

2,194,112

2,572,259

17%

378,147

28,144

30,520

31,614

1,094

Repair & Maintenance

105,268

123,262

126,962

159,060

25%

32,098

Rent & Utilities

397,680

299,812

299,842

18,339

100%

Insurance

Debt

Total Operating Expenditures

2,186,524

2,698,326

2,905,665

3,294,154

13%

388,489

Capital Outlay

30,039

31,700

16,280

-49%

(15,420) 34

Capital Projects

30,039

31,700

16,280

-49%

(15,420) 36

Total Capital TOTAL EXPENDITURES

4,373,329

5,191,069

5,398,408

6,329,359

17.3%

930,951

Transfers Out - Operating (DS/ED/GMR)

590,392

1,216,531

958,524

1,126,612

18%

168,088

Transfers Out - Non Operating (CP/UF/WAE)

500,000

630,000

1,150,000

83%

520,000

Total Other Uses

1,090,392

1,716,531

1,588,524

2,276,612

43%

688,088

TOTAL EXPENDITURES & OTHER USES

5,463,721

6,907,600

6,986,933

8,605,971

23%

1,619,039

EXCESS REVENUES OVER(UNDER) EXPENDITURES

1,429,193

(400,439)

84,048

(670,515)

898%

FUND BALANCE, BEGINNING

4,383,390

5,812,583

5,896,631

FUND BALANCE, ENDING

5,812,583

5,412,143

5,896,631

5,226,116

-11%

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING # Days Operating (without non-operating transfers) $

(754,564) 42 84,048

269,363

197,800

265,172

274,408

5,214,343

5,631,459

4,951,707

-12%

(679,752) 46

242

-25%

(81) 47

13,599

297 $

17,555

323 $

17,416

9,237

20,427

Court Technology

100

10112

Restricted/Assigned/Committed Funds C

(670,515) 44

5,543,220 408

Daily Operating Expense

49 00

000

78,244

66,000

78,377

82,295

3,919

Court Security

100

10113

000

109,191

89,000

99,358

104,326

4,968

Court Efficiency

100

10116

000

6,987

2,800

6,996

7,346

350

Reforestation

100

10110

101

45,794

16,000

51,294

Street Escrow (TB/RA)

100

10110

102

29,147

24,000

29,147

269,363

197,800

265,172

274,408

9,237

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

FUND OVERVIEW GENERAL FUND Revenues and Transfers In Total General Fund revenues and transfers in for FY 2014-15 are budgeted to be $7,935,456 A 12% increase of $864,475 from the FY13/14 estimated revenues and transfers in of $7,070,981 The primary sources of this change are noted below: • • • • • • • •

General Sales Tax $101,250 Property Tax $19,269 Beverage tax $500 Franchise Fees $7,875 Permits and Fees $450,000 Fines and forfeitures $25,000 Misc Income $4,135 Transfers In $256,445

Franchise Fees 10%

Permits and Fees 18%

Property Tax 15%

Fines & Forfeitures 8% Transfer In 4%

General Sales Tax 43%

FY 14/15 Adopted Revenues

General Sales Tax • Sales tax receipts comprise 43% of FY 2014-15 General Fund revenues. • Sales taxes for the General Fund are budgeted to increase by $101,250. o On-going sales tax is anticipated to increase by $416,250 based on current year trend and analysis. o Presumed one-time amounts are projected to decrease by $150,000 (as an effort to be conservative with this type of projection). • Sales taxes are collected on the sale of goods and services within the Town as authorized by the State of Texas. • The maximum sales tax allowed in the State of Texas is 8.25% per dollar on all taxable goods and services. Funds are collected by the Texas Comptroller of Public Accounts and remitted to the Town on a monthly basis. • An amount equal to 1.50% of the taxable sales (75% of local collections) is appropriated to the Town’s General Fund. This total includes the .50% that is received for “Property Tax Reduction”. • The Town also receives an additional .50% sales tax that is recorded in the 4B Economic Development Corporation Fund.

General Sales Tax

$0.75

(shown in millions)

$0.91

$0.89 $0.40

$0.38

$0.79

$0.30

$3.47

$3.81

$0.42 $3.76

$2.59

$2.27

$2.55

FY 07/08

FY 08/09

FY 09/10

Base Sales Tax

$0.33 $0.44

$3.02

FY 10/11

FY 11/12

Economic Development Agreement

Audit Payment

FY 12/13

$4.24

FY 13/14 estimated FY 14/15 adopted

Presumed One-Time Payment

FUND OVERVIEW 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

•

A $500 increase is budgeted for FY 14/15.

3.3% is retained by the State of Texas.

Property Tax •

Property tax receipts comprise 15%

Property Tax Revenues (shown in millions)

of General Fund revenues. •

FY 2010-11 was the first year the Town of Westlake imposed an ad

•

valorem property tax.

$1,257

The total tax rate of $.15634 is.0005

FY 10/11

$1,442

$1,367

$1,330

$1,376

FY 11/12

FY 12/13

FY 13/14 estimated

FY 14/15 adopted

less than FY13/14 Franchise Taxes •

Franchise fees comprise 10% of General Fund revenues.

•

Franchise taxes represent revenues collected from utilities operating

Franchise Fee Revenues

within the Town that use the Town

(shown in thousands)

rights-of -way to conduct their business. •

A flat rate is charged to both telephone operators (adjusted annually) and Tri-County Electric

$587

$665

$735

$788

$795

FY 10/11

FY 11/12

FY 12/13

FY 13/14 estimated

FY 14/15 adopted

based on the number of access lines and services rendered, respectively. •

These fees are anticipated to only have a 1% increase of $7,875 for FY 2014-15.

Permits and Fees •

Permits and Fees comprise 18% of General Fund revenues.

•

Revenues for FY 14/15 are anticipated to be $1,458,500 and

Permits and Fees

are based on 50 new home permits •

(shown in thousands)

License and permit revenues include fees charged by the Town for certain types of operator licenses, as well as permits for construction and

$706

$598

FY 10/11

FY 11/12

other items regulated by Town

$970

$1,009

FY 12/13

FY 13/14 estimated

ordinances. •

Increased permits and fees are projected for residential development in Granada.

$1,461 FY 14/15 adopted

FUND OVERVIEW Municipal Court Revenue • Fines and Forfeitures comprise 8% of General Fund revenues and is anticipated to increase 4%. • 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 2014-15.

Franchise Fee Revenues (shown in thousands)

$587

$665

$735

$788

$795

FY 10/11

FY 11/12

FY 12/13

FY 13/14 estimated

FY 14/15 adopted

Transfers In • Transfers In represent those funds transferred from one fund to another. These transfers may be utilized as a means to fund projects or debt service from multiple sources. Transfers In may also be used to transfer funds collected by one fund but should be properly recorded in a different fund. Adopted transfers in are: o Transfer in from the Visitor Association Fund $ 13,220  This transfer in will be used to offset the operating expenditures for Department 22 Communications & Community Affairs. o Transfer In from Utility Fund of $293,745  $256,245 Loan Repayment – Utility Fund loan repayment for construction of Ground Storage Tank in Fy13/14. This is the first of two total payments.  $37,500 Impact Fees - This is for collection of Fort Worth Impact Fees, which are collected with initial water deposits and tap fees on new water meters. These funds are collected by the Utility Fund and transferred to the General Fund as a result of an agreement with the City of Fort Worth. When the transferred total reaches $2,000,000 (remaining balance is $1.380M) these funds will be paid to the City of Fort Worth in compliance with the wholesale water customer agreement.

Expenditures and Transfers Out Total General Fund expenditures and transfers out for FY 2014-15 are budgeted to be $8,605,971 A 23% increase of $1,619,039 from the FY13-14 estimated expenditures and transfers out of $6,986,933.

Operating Expenses 38%

Transfers Out 27%

Payroll & Related 35%

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

FUND OVERVIEW Payroll/Salaries and Related Taxes/Insurance •

Comprise 35% of expenditures with a total of $3,018,925

•

This is a 23% increase of $557,882 from the FY13-14 estimated payroll expenditures of $2,461,043 o This includes an increase in base costs of $71,394 to maintain our current staff levels along with $65,000 in market pay adjustments (inclusive of taxes and insurance) for work force attraction and $54K in performance based pay, and a newly recommended allocation of $8K for cell phone reimbursement of various staff members (Directors and on-call personnel). o This increase also includes the following personnel changes



$36K – transition of part-time Communication Specialist to full-time



$78K – addition of one full-time Firefighter/Paramedic



$20K – additional part-time Deputy Court Clerk

Transition of shared services employees from Academic to Municipal budget 

$68K – Accounting Technician



$121K – Information Technology Director

o Insurance, taxes and retirement costs will increase by $237K for FY 2014-15 in conjunction with the changes noted above. •

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 $353K o Operating transfers in from the Visitors Association Fund are $457K

Operating Expenditures •

Comprise 38% of expenditures with a total of $3,294,154

•

This is an increase of $388,489 from the FY13-14 estimated expenditures of $2,905,665 o The biggest portion of this increase ($378,147) is related to service expenditures.  Additional Westlake Academy expenditures of $108,000 which added to the prior year expenditure of $192,000 totals $300k (future Westlake resident enrollment capacity)  Keller Police contract – increase of $42,415  Salary study for compensation plan – increase of $50,000  Records management – increase related to additional Laserfiche needs totaling $29,500  Engineering and Street drainage – increase of $19,500  Election and codification – increase of $14,325  Capital Project operational impact – increase of $67,158  General Fixed Asset software – increase of $6,470

FUND OVERVIEW Transfers Out •

Comprise 26% of expenditures with a total of $688,088 and includes these transfers: o Increase - Transfer out to Debt Service Fund $168,088 o Decrease – Transfer out to WA Expansion Fund ($630,000) o Increase – Transfer out to Capital Projects Fund $1,150,000

Fund Balance •

The audited beginning fund balance as of October 1, 2013 was $5,812,583

•

FY 2013-14 Adopted Budget o Projected an excess of expenditures and other financing uses over revenues and other financing sources by $(400,439). o This would have resulted in a budgeted fund balance of $5,412,143.

•

FY 2013-14 Estimated Budget o Projects an excess of revenues and other financing sources over expenditures and other financing uses by $84,048. o This represents an increase in estimated over adopted fund balance of $484,488. 

$125K in sales taxes



$137K franchise fees



$223K in building permits and inspection/plan reviews

o The ending fund balance as of September 30, 2014 is estimated at $5,896,631. o The undesignated balance of $5,631,459 represents coverage for 323 operating days. •

FY 2014-15 Adopted Budget o Projects an excess of expenditures and other financing uses over revenues and other financing sources by $670,515. o Results in a budgeted ending fund balance of $5,226,116 o The unassigned balance of $4,951,707 represents coverage for 242 operating days.

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Fund 100 General Fund Dept. No. 10 General Services Fiscal Year 2014/2015 Adopted

Estimated

Adopted

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Adopted FY 14/15 vs Estimated FY 13/14

Employee Staffing There is no staffing for this Department

Total

Revenues General Sales Tax

3,061,947

3,150,000

3,275,000

3,376,250

101,250

Property Tax

1,236,978

1,189,825

1,209,094

19,269

Donation

Charges for Services

Contributions

Beverage Tax

39,727

50,000

50,500

500

Franchise Fees

734,935

650,388

787,508

795,383

7,875

Permits & Fees

2,490

3,710

Fines & Forfeitures Investment Earnings Misc Income Total

7,065

7,200

30,399

15,050

5,457,187

5,113,541

5,066,173

5,328,293

128,894

Expenditures Payroll Wages

100%

Payroll Insurance

100%

Payroll Taxes

100%

Payroll Retirement

100%

Payroll Transfers In

(20,000)

100%

18,339

Debt Supplies

33,671

23,622

35,822

52%

12,200

Services

319,320

283,957

503,457

723,615

44%

220,158

19,893

21,884

22,978

1,094

Insurance Maintenance

125

Rent & Utilities

163,343

173,670

173,600

(70)

E/D Incentives

Capital Outlay

Total

516,351

503,133

740,972

974,354

Net

4,597,190

4,563,040

4,587,321

4,482,833

31%

233,382

-2% $ (104,488)

PROGRAM BUDGET

General Services Department 10

Program

Department Director Thomas Brymer Department Phone 817-490-5720

Activity

Budget

Municipal Governance 1 2 3

Legislative Affairs

23,119

2.37%

Policy Development, Council Meetings and Workshops

43,678

4.48%

Council Governance Training and Education $

Academic Governance 1 2 3

Percent

42,170

4.33%

108,966

11.18%

1.24%

Legislative & Authorizing Agency Affairs

12,069

Policy Development, Board Meetings and Workshops

7,202

0.74%

Board Governance Training and Education

5,694

0.58%

24,964

2.56%

Comprehensive Planning and Economic Development 1 2

Development Recruiting and Assistance

25,271

2.59%

Comprehensive Planning

16,744

1.72%

3 4

Development Oversight and Regulation

16,744

1.72%

Development Agreement Oversight

16,744

1.72%

75,501

7.75%

Financial Management 1 2

Managing and Budgeting for Outcomes

10,694

1.10%

Oversight of Five-Year Financial Forecast

6,709

0.69%

Review and Planning for Financial Sustainability

10,694

1.10%

28,096

2.88%

Municipal Administration 1

Departmental Coordination and Employee Management

97,979

10.06%

2 3 4 5 6

Contract Management

143,029

14.68%

Agenda Preparation and Calendar Maintenance

21,029

2.16%

Strategic Plan Development and Implementation

21,029

2.16%

Professional Development

23,929

2.46%

Direction of Leadership Team

24,096

2.47%

Affiliate Board Liaison and Support

21,029

2.16%

352,121

36.14%

32.96%

Academic Administration 1 2 3 4 5

Departmental Coordination and Employee Management

321,152

Financial Management and Budget Preparation

5,694

0.58%

Agenda Preparation and Calendar Maintenance

5,694

0.58%

6 7

Parent and Student Communication

5,694

0.58%

Affiliate Board Liaison and Support

5,694

0.58%

358,379

36.78%

0.58%

Strategic Plan Development and Implementation

5,694

0.58%

Organizational Development

8,760

0.90%

Citizen Engagement and Communication 1 2 3 4

Communication

5,693.5484

Neighborhood Gatherings and Outreach

9,246

0.95%

Community Activities

5,694

0.58%

Direction Finders and Other Surveys

5,694

0.58%

26,326

2.70%

974,354

100%

GOALS AND OBJECTIVES

General Services Strategic Theme & Objective(s) Theme ~ Exemplary Service & Governance Objective(s) ~ Increase Financial Capacity & Reserves

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

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Fund 100 General Fund Dept. No. 11 Town Manager's Office Fiscal Year 2014/2015 Adopted

Estimated

Adopted

Adopted FY 14/15

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14

Employee Staffing Town Manager

1.00

Assistant Town Manager

0.75

0.90

20%

0.50

Part Time Intern (1)

0.50

Part Time Intern (2)

0.50

Administrative Assistant

0.15

0.25

2.75

2.50

2.65

0.15

General Sales Tax

Property Tax

Total Revenues

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Total

Expenditures Payroll Wages Payroll Insurance

265,027

283,281

296,611

13,330

21,578

25,532

36,272

42%

10,740

Payroll Taxes

18,110

22,692

23,632

940

Payroll Retirement

57,651

42,876

54,462

27%

11,586

Payroll Transfes In

(93,757)

(102,708)

(123,293)

20%

(20,585)

Supplies

3,826

3,825

Services

28,837

32,118

32,018

(100)

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

301,272

Net

(301,272)

307,615

(307,615) $

307,615

323,527

(307,615)

(323,527)

15,911

5% $ (15,911)

PROGRAM BUDGET

Town Manager Department 11

Program

Department Director Thomas Brymer Department Phone 817-490-5720

Activity

Budget

Municipal Governance 1 2 3

Legislative Affairs $ Policy Development, Council Meetings and Workshops Council Governance Training and Education $

Academic Governance 1 2 3

Legislative & Authorizing Agency Affairs $ Policy Development, Board Meetings and Workshops Board Governance Training and Education $

Comprehensive Planning and Economic Development

Percent

3,062

0.95%

5,939

1.84%

5,939

1.84%

14,940

4.62%

3,062

0.95%

5,939

1.84%

5,939

1.84%

14,940

4.62%

1 2

Development Recruiting and Assistance $

3,062

0.95%

Comprehensive Planning

6,639

2.05%

3 4

Development Oversight and Regulation

5,939

1.84%

Development Agreement Oversight

185

0.06%

15,825

4.89%

Financial Management 1 2

Managing and Budgeting for Outcomes $

19,364

5.99%

Oversight of Five-Year Financial Forecast

19,364

5.99%

Review and Planning for Financial Sustainability

Municipal Administration 1 2 3 4 5 6

19,364

5.99%

58,093

17.96%

Departmental Coordination and Employee Management $

6,689

2.07%

Contract Management

5,939

1.84%

Agenda Preparation and Calendar Maintenance

14,569

4.50%

Strategic Plan Development and Implementation

14,569

4.50%

Professional Development

34,389

10.63%

Direction of Leadership Team

6,139

1.90%

Affiliate Board Liaison and Support

5,939

1.84%

88,234

27.27%

Academic Administration 1 2 3 4 5

Departmental Coordination and Employee Management $

8,816

2.72%

Financial Management and Budget Preparation

28,954

8.95%

Agenda Preparation and Calendar Maintenance

14,569

4.50%

Strategic Plan Development and Implementation

28,954

8.95%

Organizational Development

20,323

6.28%

Parent and Student Communication

11,693

3.61%

Affiliate Board Liaison and Support

3,062

0.95%

116,370

35.97%

Communication $

5,939

1.84%

6 7

Citizen Engagement and Communication 1 2 3 4

Neighborhood Gatherings and Outreach

3,062

0.95%

Community Activities

3,062

0.95%

Direction Finders and Other Surveys

3,062

0.95%

15,125

4.68%

323,527

100%

GOALS AND OBJECTIVES

Town Manager Strategic Theme(s) & Objective(s) Themes – Natural Oasis; Exemplary Service & Governance; Exemplary Education – Westlake Academy; High Quality Planning, Design, & Development Objective(s) – Increase Citizen, Student, Stakeholder Satisfaction; Preserve Desirability & Quality of Life

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 Current residential growth remains comparable with the previous year’s permit requests and is expected to trend higher in the coming fiscal year. The Town recently approved, Granada, a Centurion American residential development consisting of 84 new homes at the corner of Solana Blvd. and Davis Blvd. (FM 1938); in addition, Centurion American plans to develop an 85 acre tract on Hwy 114 as a mixed-use development site. Facility related Capital Improvement Projects (CIP) have been approved by the Council / Board for the coming fiscal year; with $8.5 million in expansions at the Academy campus. Final completion for the additional three buildings is targeted for the fall of 2014. In addition, the Town is investing in a second ground storage water tank to increase our capacity and provide for redundancy in the system to ensure high-quality service delivery. Major roadway and mobility related Capital Improvement Projects (CIP) are being finalized throughout the Town, including the streetscaping projects on our major north/south thoroughfare. 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 fifth year of our assessment of an ad-valorem property tax. The adopted rate is slightly lower than the FY13/14 rate.

GOALS AND OBJECTIVES

Town Manager Program Broad Goals Assure all growth is compliant with Westlake development standards. Maintain and develop a competent and competitive municipal/Academy work force. Analyze and report new revenue generating ventures as well as analyze and report new ways to partner with public and private sector service providers to control cost and improve services. Monitor the municipal and Academy budget and oversee all finances of the Town so as to apprise Town Council of the Town’s financial condition and future needs in a timely manner. Assist the Board of Trustees/Town Council with the growth and development of Westlake 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 Westlake owns and operates o Financial Development the only public charter school o Municipal Administration in the state of Texas. o Academic Administration o Citizen Engagement and Communication As such, we are also the only

DID YOU KNOW

municipality in which the town manager also serves in their official capacity as the superintendent of a public school.~

2013-2014 Highlights

Development related activities carried over into this fiscal year with the additional planning discussions for the mixeduse development with the owner. Granada began construction of its infrastructure (internal roads, water/sewer, and external wall construction) this year and is poised to issue the first building permits in 2015. Graduated our fifth class of seniors from Westlake Academy with each student being accepted into at least one 4-year college; o projected enrollment for 2014/2015 school year is expected to be 822 students (K-12); o finalized the expansion project and opened over 35K square feet of new educational space on the campus. FM 1938 (Precinct Line Rd) streetscaping phase should finish this fiscal year – the construction of the trail heads, sidewalks, and shade structures are well underway and will help to tie our community together through the expansion of our trail system. All of these projects will help us reach our outcome objective of creating a Sense of Place within Westlake for our residents and stakeholders. Began the work of updating the Town’s Comprehensive Plan, which had last been updated in 1992. A steering committee was formed comprised of stakeholders and residents in Westlake to help provide input on the plan components. They worked with our outside

GOALS AND OBJECTIVES

Town Manager consultant and we held three (3) public meetings to allow for public input. The final elements of the plan will be presented to the Planning & Zoning Commission and the Town Council. The Town Council and staff team completed the second iteration of our Balanced Scorecard strategic planning system along with a corresponding organization-wide Tier One strategy map. Performance measures were also developed for each outcome objective to help provide our community, staff and Council with an overview of our progress.

2014-2015 Goals and Objectives Finalize the Townâ&#x20AC;&#x2122;s comprehensive plan in conjunction with the consultant team. Continue integration of the Municipal and Academy operations into a cohesive, unified organization. Strengthen Academy management and internal support systems. Facilitate the Academy and Townâ&#x20AC;&#x2122;s approved strategic plans along with the approved Balanced Scorecard structure and the corresponding strategy map objectives; update the academic strategic planning document and link to the Academy budget process. 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 vision, mission, and values created by the elected officials for both municipal and academic services.

Efficiency/Effectiveness Measures Objective

Actual FY 12/13

Adopted FY 13/14

Estimated FY 14/15

Adopted FY 14/15

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

215 days

182 days

323 days

243 days

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Fund 100 General Fund Dept. No. 12 Planning & Development Fiscal Year 2014/2015 Adopted

Estimated

Adopted

Adopted FY 14/15

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14

Employee Staffing Director

1.00

Sr. Administrative Assistant

0.33

1.00

Customer Service Coordinator

0.25

0.33

32%

0.080

Customer Service Representative

0.33

Total

1.33

1.58

1.66

0.08

General Sales Tax

Property Tax

Revenues

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

775,398

637,490

859,990

1,309,990

52%

450,000

Fines & Forfeitures

Investment Earnings

Misc Income Total

90 $

775,488

637,490

859,990

1,309,990

52%

450,000

Expenditures Payroll Wages

108,782

123,096

144,158

17%

21,062

17,757

21,152

29,062

37%

7,910

Payroll Taxes

7,911

10,231

11,932

17%

1,701

Payroll Retirement

7,599

9,048

14,708

63%

5,660

Payroll Insurance

Supplies

Payroll Transfers In

4,024

31,100

27,600

-11%

Services

44,833

452,455

Insurance

421

489

Maintenance

371

500

-100%

Rent & Utilities

E/D Incentives

Capital Outlay

(3,500) (500)

Total

191,698

648,070

680,403

32,333

Net

583,789

(10,580) $

211,920

629,587

197%

417,667

100

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 $

13,502

1.98%

Code/Fee Schedule Update

13,402

1.97%

Permitting / Plan Review Coordination and Fee Calculation

13,627

2.00%

Coordinate Addressing with other Depts & Agencies

13,402

1.97%

53,931

7.93%

Building Code - Plan Review $

54,208

7.97%

Plan Review & Inspections 1 2

Building Code - Inspections

43,141

6.34%

Zoning/Code - Plan Review

21,663

3.18%

Zoning/Code - Inspections

13,531

1.99%

132,543

19.48%

Gas Well Permit Administration 1

Administration of the Gas Well Provisions

13,377

1.97%

13,377

1.97%

Notices and Citations $

14,128

2.08%

14,128

2.08%

Code Enforcement 1

Fire Prevention 1

Coordinate Fire/Building Code Inspections & Plan Review $

Code Research, Interpretation & Technical Clarification

Assist Fire Dept access to Buildings & Subdivisions

11,318

1.66%

11,218

1.65%

11,218

1.65%

33,755

4.96%

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

26,352

3.87%

23,352

3.43%

49,703

7.30%

Town Council Meetings/Workshops $

11,218

1.65%

11,218

1.65%

Planning and Zoning 1 2

Comprehensive Plan Update

Municipal Governance 1

Municipal Administration 1

Contract Management $

11,218

1.65%

360,528

52.99%

371,747

54.64%

680,403

100%

Support Services

101

GOALS AND OBJECTIVES

Planning & Development Strategic Theme & Objective(s) Theme ~ High Quality Planning, Design, & Development Objective(s) ~ Encourage Westlake’s Unique Sense of Place Optimize Planning & Development Capabilities

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

Trends Permanent Population Growth: The North Central Council of Governments has updated Westlake’s 2010 Census from 992 to 1,051. This is the portion of our population that is considered to be our permanent residence. An increase in population of 210 in 1990 to the present 1,051 represents a 400% increase. We anticipate the trend toward growth will continue as our existing lot inventory continues to be a scarce commodity. In addition, the aforementioned residential and mixed-use developments have the potential to significantly increase our permanent population. Over the past year, our community has had the opportunity to invest in our growth through the approval of zoning for a new single family housing development and potentially a mixed-use project. This type of growth pattern will provide for another 82 homes in Granada, at the corner of Solana Blvd. and FM 1938/Davis Blvd., with substantial exterior public open-space, trails and water amenities.

102

GOALS AND OBJECTIVES

Planning & Development The adopted Entrada mixed-use development, along SH 114, is planned to be constructed over Number of Housing Starts 50 the next several years. It would include both 40 commercial and residential components and 38 feature a Spanish village theme. 28 Housing Start Increases: Westlake is expecting 21 continued single family residential construction as 14 10 12 8 a result of Granada. This is depicted in the side5 chart â&#x20AC;&#x201C; prerecession starts were at 38 per year and we are estimating 50 for the coming fiscal year. FY FY FY FY FY FY FY FY FY FY Management of Development: As the economy 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 and the surrounding cities in the Metroplex experience commercial development and the influx of individuals continues to make the North Texas Region their home, we will need to manage our distinctive housing developments to ensure we maintain our community as an â&#x20AC;&#x2DC;oasis of natural beautyâ&#x20AC;&#x2122; as contained in our Vision statement. Percentage of expenditures in comparison to revenues generated $1,500,000 $1,250,000 $1,000,000 $750,000 $500,000 $250,000 $0

FY 10/11 actual

FY 11/12 actual

FY 12/13 actual

FY 13/14 estimated

FY 14/15 adopted

Revenue

$548,906

$446,172

$775,488

$859,990

$1,309,990

Expenditure

$188,019

$183,480

$191,698

$648,070

$680,403

34%

41%

25%

75%

52%

% 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.

103

GOALS AND OBJECTIVES

Planning & Development 2013-2014 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. Process all applications for platting, zoning, and site plans within prescribed deadlines. Started the Comprehensive Plan Update process. Held Public Input meeting and formed Stakeholder Steering Committee which met on numerous occasions to guide the update process. The Comprehensive Plan Update includes updating the following Master Plans: Land Use Master Thoroughfare Open space / Trails Water and Sewer Streetscape / Landscape

2014-2015 Goals and Objectives Implementation of the Comprehensive Plan â&#x20AC;&#x201C; As mentioned in the short term trends, the Town will complete the updating of our Comp Plan and will transition into the application phase of the recommendations and feedback from our Comprehensive Plan Steering Committee, residents and stakeholders, Planning & Zoning Committee Members, and our Town Council. This will include the update of the applicable ordinance documents that will help guide our future developments and all the corresponding plan elements. Update all departmental information on the town web site. Continue to update and revise the forms used for processing permits and tracking inspections. Develop a system for regulating the Entrada Development and build-out process by tracking the Site Plans, Developerâ&#x20AC;&#x2122;s Agreements, and amendments to the PD 1-2 Zoning and Development Plan.

Efficiency/Effectiveness Measures Objective

Actual FY11/12

Actual FY12/13

Estimated FY13/14

Adopted FY 14/15

% Single-family residential plans reviewed within 10 days of submittal.

100%

% Commercial plans reviewed within 30 days of submittal.

95%

90%

95%

% Building inspections made within 24 hours of request.

104

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105

Fund 100 General Fund Dept. No. 13 Town Secretary's Office Fiscal Year 2014/2015 Adopted

Estimated

Adopted

Adopted FY 14/15

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14

Employee Staffing Town Secretary

1.00

Total

1.00

General Sales Tax

Property Tax

Revenues

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

34,839

36,459

40,594

11%

4,135

40,594

4,135

Misc Income Total

34,839

36,459

Expenditures Payroll Wages Payroll Insurance

79,581

82,097

87,680

5,583

8,452

9,436

12,327

31%

2,891

Payroll Taxes

6,273

6,600

7,031

431

Payroll Retirement

5,609

6,034

8,946

48%

2,911

Supplies

Payroll Transfers In

1,178

3,273

3,773

15%

500

Services

13,065

25,672

14,672

31,797

117%

17,125

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

114,157

133,112

Net

(79,318)

(96,653) $

106

122,112

151,553

29,441

(85,653)

(110,959)

(25,305)

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 $

19,886

13.12%

Minute Preparation

6,077

4.01%

Board Appointments

3,222

2.13%

29,185

19.26%

Agenda and Packet Preparation $

17,627

11.63%

Academic Governance 1 2

Minutes Preparation

5,437

3.59%

23,064

15.22%

Elections $

22,190

14.64%

22,190

14.64%

Town Records Management $

11,353

7.49%

15,251

10.06%

Election Administration 1

Records Management 1 2

Codification

Public Information Request

7,469

4.93%

34,072

22.48%

Support Services $

7,328

4.83%

2,259

1.49%

9,587

6.33%

Support Services $

33,455

22.07%

33,455

22.07%

151,553

Municipal Administration 1 2

Marketing/Communications/Public Relations

Texas Student Housing 1

107

100%

GOALS AND OBJECTIVES

Town Secretary Strategic Theme & Objective(s) Theme ~ Exemplary Service & Governance Objective(s) ~ Increase Transparency, Accessibility, & Communications Encourage Westlake’s Unique Sense of Place Maximize Efficiencies & Effectiveness

Program Description Perform tasks outlined in the Texas Municipal Law and Procedure for General Law Type A Cities. • Coordinating municipal elections • Providing support of the Town Council, Board of Trustees, Planning and Zoning Commission, the Zoning Board of Adjustments, and the Texas Student Housing Authority. • Oversight of the Town’s (municipal and academic) records management programs. The Town Secretary is also responsible for the communicating meeting information to the community.

Trends The duties and responsibilities of the department indicate an increase in the number of activities/functions that impact the workload of this office. • Additional agenda postings for boards and commission meetings. • An increase in publications spurred by development. • Assisting departments with the implementation of individual department records management storage within Laserfiche. • Assisting multiple departments with the design concept and implementation of workflows to streamline and automate records management filing within Laserfiche. Continue increasing the number of documents departments scan and import into the Laserfiche Records Management software which provides staff with the ease of locating electronic records and should decrease the time for departments to locate responsive documents for public information requests. Town of Westlake Meetings continue to be scheduled once a month for the Town Council, Board of Trustees and Planning and Zoning Commission. Planning and Zoning meetings may continue increase due to the recent approval of zoning changes allowing for a new subdivision and mixed use development. Time required on pre and post meeting activities are impacted by the actual number of meetings per year and the information generated for each meeting packet. The amount of time will fluctuate year to year based on the total number of meetings.

108

GOALS AND OBJECTIVES

Town Secretary 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

DID YOU KNOW

Texas Student Housing The number of scholarship applications has leveled off in The Town of Westlake the past few years. However, In order to effectively has had 7 Mayors manage the duties associated with the scholarship since its incorporation. issuance process, This office will continue to fine-tune the process by adding additional fields for data collection, and increase notifications as directed by the Board of Directors during the each annual award cycle. TSHA utilizes the Town Secretary and Executive Director for the labor-intensive data entry process. The Town Secretary maintains and updates the TSHA website.

Program Broad Goals A commitment to leadership that ensures quality public service based on honesty, dependability, integrity, consistency, respectfulness, and fairness. Maintain accurate records that are available to the public, Boards, and staff through a 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. Ensure the Code of Ordinances is updated as additions and revisions are approved by the Town Council. Maintain all permanent Town records in digital form.

2013-2014 Highlights Continued a separate meeting email notification for residents through Constant Contact. Prepared agendas, electronic packets and minutes for approval in a timely manner. Continued the implementation of Laserfiche Records Management software for Town records by Department. Completed Graduate Institute and Election Law training. All Municipal and Academic minutes, resolutions, and ordinances have been scanned into the Laserfiche records management software. Public Works As-bulits, Commercial plans and 97% of Building permit records were scanned into Laserfiche.

109

GOALS AND OBJECTIVES

Town Secretary Completed the implementation of the Laserfiche workflow for Municipal Court and filed all court citations back to January 1, 2014, enabling the department to become a paper-lite Court of Record. Began implementing Laserfiche at Westlake Academy for student records. Completed the design concept of Laserfiche workflows for Personnel and Student records. Completed a third records destruction of Municipal records.

2014-2015 Goals and Objectives Continue with the implementation of Laserfiche at Westlake Academy importing student records. Attend Municipal Clerks training at the Graduate Institute and additional training to maintain the Municipal Clerks certification. Continue Records Inventory for the Townâ&#x20AC;&#x2122;s Secretaryâ&#x20AC;&#x2122;s Office, encourage all departments to upload additional records into Laserfiche and complete an annual destruction for records which have met retention requirements. Implement workflows for Personnel and Student records automating the importing process of documents. Continue records inventory of Texas Student Housing Authority Records and identify records for destruction. Complete the Laserfiche implementation and scanning of Texas Student Housing permanent records.

Efficiency/Effectiveness Measures Objective

Actual FY 11/12

Actual FY 12/13

Estimated 13/14

Adopted FY 14/15

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

100%

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

98%

99%

Respond to all open records request within 10 business days.

100%

110

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111

Fund 100 General Fund Dept. No. 14 Emergency Services Fiscal Year 2014/2015 Adopted

Estimated

Adopted

Adopted FY 12/13

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 11/12

Employee Staffing Fire Chief

1.00

Firefighter/Paramedics (Lt.)

2.00

3.00

0.75

Firefighter/Paramedics full time

Fire Marshal part-time

6.00

7.00

17%

Firefighter/Paramedics part-time

1.50

10.50

12.25

13.25

1.00

Total

1.00

Revenues General Sales Tax Property Tax

Hotel Tax

Charges for Services

Contributions

11,094

Beverage Tax

Franchise Fees

Permits & Fees

180,154

Fines & Forfeitures Investment Earnings Misc Income Total

136,000

4,081

136,000

195,329

136,000

Expenditures Payroll Wages

725,087

876,432

1,007,506

15%

131,074

Payroll Insurance

100,224

120,083

169,595

41%

49,513

Payroll Taxes

67,499

85,152

89,237

4,085

Payroll Retirement

43,416

64,418

94,656

47%

30,238

Payroll Transfers In

Supplies

78,619

115,563

119,913

76,883

-36%

(43,030)

Services

75,145

86,456

78,406

73,906

-6%

(4,500)

7,423

7,425

Maintenance

42,075

41,645

45,345

Rent & Utilities

14,672

13,525

E/D Incentives

Insurance

Capital Outlay Total

Net

28,215 $

1,182,377

(987,047)

31,200 $

1,441,898

31,200 $

1,441,898

$ (1,305,898) $ (1,305,898)

112

10,480

-66%

1,588,558

10%

146,660

11%

(146,660)

$ (1,452,558)

(20,720)

PROGRAM BUDGET

Emergency Services Department 14

Program

Department Director Richard Whitten Department Phone 817-337-4722

Activity

Budget

Percent

Emergency Operations Fire/Emergency Services $

428,972

27.00%

Emergency Medical Services

430,844

27.12%

Part Time Employees

259,939

16.36%

1,119,755

70.49%

Medical Director Services $

2,151

0.14%

Operations Support 1 2

Hydrant Maintenance/Testing

17,894

1.13%

Recruiting

4,028

0.25%

24,073

1.52%

Inspection Services $

98,574

6.21%

5,033

0.32%

Emergency Prevention 1 2

Plan Review

Public Education

14,951

0.94%

118,558

7.46%

Billing Services $

12,000

0.76%

12,000

0.76%

Administration and Management $

263,807

16.61%

Billing Services 1

Municipal Administration 1 2

Staff Training and Development

113

50,364

3.17%

314,172

19.78%

1,588,558

100%

GOALS AND OBJECTIVES

FIRE â&#x20AC;&#x201C; EMS Department Strategic Vision Points Theme ~ Exemplary Service & Governance Objective(s) ~ Preserve Desirability & Quality of Life Maximize Efficiencies & Effectiveness Increase Citizen, Student, & Stakeholder Satisfaction

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 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 historically trends into four main areas: Emergency Operations, Training, Routine Activities and Public Orientated Activities. Personnel continue to take advantage of joint training exercises and contracts which reduces cost and increases familiarity with personnel and equipment of our mutual aid agencies. Specialized training targets firefighter development that enhances our current services through state certification levels. Ongoing efforts to increase public involvement through education, relationship development and services.

114

GOALS AND OBJECTIVES

FIRE – 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 and interact with the citizens. Work towards achieving the Texas Fire Chief’s Best Practices. Develop the Department using the Center for Public Safety Excellence (CFAI) model. Continue efforts in professional development for personnel through multi-faceted avenues. Improve prevention and public education programs by providing a variety of all hazard safety and prevention classes for residents and corporate offices. Continue the advancement of prevention and inspection programs. Continue relationship building with the corporate business network group.

2013-2014 Highlights Implemented programs and policies in compliance with the Texas Fire Chief’s Best Practices. Conducted numerous CPR, AED, and fire extinguisher classes. Began the Installation of an Outdoor Warning Siren System that will enhance our Early Warning System.

2014-2015 Goals and Objectives Continue training the public in the use of CPR and AEDs (Automatic External Defibrillators). Continue training the public in the use of fire extinguishers. Implementing programs and policies to improve the Insurance Service Office (ISO) rating. Conduct a Community Risk Analysis.

115

GOALS AND OBJECTIVES

FIRE – EMS Department Develop a Standard’s of Cover (SOC). Continue NIMS (National Incident Management System) training for public officials and staff. Continue performing emergency drills for local business as they relate to fire and severe weather. Continue training for all personnel in all disciplines of certification and career development. Enhance our public education and prevention programs within Westlake Academy. Target subjects include home 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.

DID YOU KNOW

“Each year more than 2,500 people die and 12,600 are injured in home fires in the United States. In just two minutes, a fire could kill you. In five minutes, a house could be swallowed in flames.” Retrieved from http://www.ready.gov

Performance Measures Objective 1. 2.

Emergency incidents with a response time of 6 minutes or less Fire incidents with a turn-out time of 80 seconds or less

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

Actual FY 11/12

Actual FY 12/13

Estimated FY 13/14

Projected FY 14/15

67%

62%

60%

65%

82%

85%

79%

77%

75%

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

116

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117

Fund 100 General Fund Dept. No. 15 Municipal Court Fiscal Year 2014/2015 Adopted

Estimated

Adopted

Adopted FY 14/15

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14

Employee Staffing Administrator

0.25

0.10

-60%

(0.150)

Supervisor

1.00

Deputy Clerk

1.00

Judge

1.00

Marshal

1.00

Part Time Clerk

0.50

1.00

100%

0.500

Total

4.75

5.10

0.350

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

9,693

8,800

695,167

570,000

645,000

670,000

25,000

426

1,470

705,316

580,270

655,270

$ 680,270

25,000

211,388

233,564

10%

22,176

Expenditures Payroll Wages

199,688

211,388

Payroll Insurance

36,421

42,508

56,526

33%

14,018

Payroll Taxes

15,678

17,837

18,825

988

Payroll Retirement

12,972

14,802

21,831

47%

7,028

Payroll Transfers In

Supplies

10,275

10,796

Services

96,893

114,405

117,413

3,008

Insurance

407

480

Maintenance

709

2,600

Rent & Utilities

173

2,737

E/D Incentives

1,000

100%

1,000

Total

Capital Outlay $

373,216

417,554

$ 465,772

12%

48,218

Net

332,101

162,715

237,715

$ 214,497

-10%

(23,218)

118

PROGRAM BUDGET

Municipal Court Department 15

Program

Department Director Amanda DeGan Department Phone 817-430-0861

Activity

Budget

Percent

Case Processing 1

Citation Management

Customer Service

Financial Processing

40,610

8.72%

40,836

8.77%

22,489

4.83%

103,935

22.31%

Docketing 1

Plea Docket $

Pre-Trial Docket

Trial Docket $

43,708

9.38%

41,725

8.96%

23,031

4.94%

108,464

23.29%

Warrant and Jail Services 1

Issuance Function $

Field & Office Arrests

Jail Processing $

14,392

3.09%

85,123

18.28%

38,248

8.21%

137,763

29.58%

4,531

0.97%

Collection Services 1

Case Submission $

Financial Processing

16,969

3.64%

Contract Management

8,836

1.90%

30,336

6.51%

Judiciary & Administration 1

24,225

5.20%

Case Review & Archival $ Staff Management

23,089

4.96%

Legislative & Legal Compliance

28,198

6.05%

Monthly Reporting, Financial Oversight and Budgeting

9,763

2.10%

85,274

18.31%

0.00% 0.00%

465,772

100%

Academic Governance Westlake Academy

Municipal Governance Town of Westlake

119

GOALS AND OBJECTIVES

Municipal Court Strategic Theme & Objective(s) Theme ~ Exemplary Service & Governance Objective(s) ~ Maximize Efficiency & Effectiveness Increase Financial Capacity / Reserves 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. The current trend is higher than the previous year with a projected increase of 1,000 cases. The issuance levels in the speeding citations show a projected increase of 27% for the current fiscal year, and speeding in a construction zone is also projected to increase 75% due to enforcement on FM 1938/Davis. Blvd. and Hwy 114. The equipment, insurance, and driver license related violations (expired registration, expired license, failure to maintain financial resp., etc.) show an expected decrease of 30% this year. Staff continues to participate in the annual State-wide Warrant Round-up for the sixth year with the following results; approximate decrease of 33% (291 vs. 431) cases cleared and a 39% decrease in cash collections ($41,000 vs. $67,000) in comparison to last yearâ&#x20AC;&#x2122;s program. Police Initiated Case Filings

Speeding Violations

10,000

2,500

8,000

2,400

6,000

2,300

4,000

2,200

2,000

2,100

FY 10/11 actual

FY 11/12 actual

FY 12/13 actual

FY 13/14 estimated

2,000

FY 14/15 projected

Expired Dismissable Violations

FY 11/12 actual

FY 12/13 actual

FY 13/14 estimated

FY 14/15 projected

Overall Number of Filed Violations

3,000

10,000

2,500

8,000

2,000

6,000

1,500

4,000

1,000 500 0

FY 10/11 actual

2,000 FY 10/11 actual

FY 11/12 actual

FY 12/13 actual

FY 13/14 estimated

FY 14/15 projected

120

FY 10/11 actual

FY 11/12 actual

FY 12/13 actual

FY 13/14 estimated

FY 14/15 projected

GOALS AND OBJECTIVES

Municipal Court Number of Cleared Arrest Warrants 1,750 1,500 1,250 1,000 750 500 250 0

Collected Fine & Warrant Revenue 600,000 500,000 400,000 300,000 200,000

FY 10/11 actual

FY 11/12 actual

FY 12/13 actual

FY 13/14 estimated

100,000 0

FY 14/15 projected

FY 10/11 actual

FY 11/12 actual

FY 12/13 actual

FY 13/14 estimated

FY 14/15 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 citations in a timely manner and complete daily court deposits. The Court will conduct hearings and trials in a professional and dignified manner in order to provide an impartial setting for cases to be adjudicated by the Municipal Court Judge. Court staff will continue to work in conjunction with the collection agency and other involved agencies to reduce the number of outstanding arrest warrants. The collection efforts will be monitored and updates reported to the Department Director. Court staff will work in partnership with the Texas Department of Public Safety to operate the driver’s license suspension program for defendants who have outstanding or delinquent fines in the Court.

DID YOU KNOW On average, the fine amounts for Class C misdemeanor offenses (municipal citations) consist of approximately 35% to 40% of taxes that are remitted to the State.~

2013-2014 Highlights

State-wide Warrant Round-up participation; 552 warrants issued; 670 cleared = 122% clearance rate Began organizational development meetings with staff to help align our department culture with the organizational culture. Transitioned portions of the hard copies of case files to electronic record keeping format via LaserFiche. Began the programming and installation for the workflow module to promote a seamless integration the electronic ticket writers and our court software system. All in an effort to move toward a ‘paper lite’ office.

2014-2015 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.

121

GOALS AND OBJECTIVES

Municipal Court Begin court observation process for court supervisor to obtain Level III certification; work toward Level I certification for deputy court clerk. 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.

$900 $800

10 Year Analysis - Municipal Court Revenues $766 $671

Thousands

$700

$656 $569

$600

$613

$632

FY 10/11 actual

FY 11/12 actual

$705

$655

$680

$532

$500 $400 $300 $200 $100 $0

FY 05/06 actual

FY 06/07 actual

FY 07/08 actual

FY 08/09 actual

FY 09/10 actual

FY 12/13 FY 13/14 FY 14/15 actual estimated adopted

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 11/12

Actual FY 12/13

Estimated FY 13/14

Adopted FY 14/15

95%

100%

07% above benchmark

15% above benchmark

28% above benchmark

At benchmark

70%

80%

90%

100%

122

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123

Fund 100 General Fund Dept. No. 16 Public Works Fiscal Year 2014/2015 Adopted

Estimated

Adopted

Adopted FY 12/13

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 11/12

Employee Staffing Director

1.00

Technician

1.00

Clerk

0.75

1.00

Customer Service Coordinator

0.25

0.33

32%

0.0800

Customer Service Representative

0.33

2.75

3.00

2.58

2.66

General Sales Tax

Property Tax

Total

0.0800

Revenues

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income Total

Expenditures Payroll Wages Payroll Insurance

141,855

173,132

179,456

6,324

21,834

24,755

32,515

31%

7,761

Payroll Taxes

13,569

17,766

18,315

549

Payroll Retirement

10,021

12,725

18,309

44%

5,584

Payroll Transfers In

(131,288)

(171,113)

(198,748)

16%

(27,635)

Supplies

4,884

3,041

Services

31,821

60,500

41,000

60,500

48%

19,500

Maintenance

Insurance

20,604

20,000

25,000

25%

5,000

Rent & Utilities

207,287

100,700

E/D Incentives

Capital Outlay Total

Total

75 $

320,661

(320,661)

124

500

242,006

(242,006) $

222,506

239,590

17,083

(222,506)

(239,590)

(17,083)

PROGRAM BUDGET

General Fund Public Works Department 16

Program

Department Director Jarrod Greenwood Department Phone 817-490-5717

Activity

Budget

Percent

ROW Management 1

Drainage

52,928

22.09%

Line Locates

3,263

1.36%

Duct Bank Management

6,527

2.72%

Open Space Services

116,788

48.74%

$ 179,506

74.92%

Transportation Services 1

Sign and Signal Maintenance $

Pavement & Shoulder Maintenance

Street Reconstruction $

8,726

3.64%

31,378

13.10%

9,102

3.80%

49,206

20.54%

Municipal Governance 1

Town Council Meetings/Workshops $

9,790

4.09%

9,790

4.09%

Citizen Engagement and Communication 1

Neighborhood Gatherings and Outreach $

1,088

0.45%

1,088

0.45%

$ 239,590

100%

125

GOALS AND OBJECTIVES

Public Works Strategic Theme & Objective(s) Theme ~ Exemplary Service & Governance Objective(s) ~ Improve Technology, Facilities, & Equipment Maximize Efficiencies & Effectiveness

Program Description The Public Works Department is responsible for: the operation, maintenance, repair, and installation of the Town’s traffic signs, signals, roadway markings, and approximately 10 miles of street pavement and storm drainage; maintaining public records and regulatory requirements; Public Works also assists other departments, the Academy, and 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 continues to increase (see Planning & Development Section), which also generates a significant increase in the demand for Public Works services. With the continued influx of new residents we experience a demand for services that rivals surrounding municipalities as many are accustomed to receiving a broad base of public services. Staff manages these expectations and provides an accessible department that values the personal relationship with our residents. The FM 1938 landscape enhancement project continues to occupy a large amount of staff time as the project progresses and Town improvements are built. This will provide a signature ‘sense of place’ as a major north / south thoroughfare for our community. Additional development projects will also require staff attention as our community continues to expand within the DFW Metroplex.

Program Broad Goals Maintain streets and shoulders in safe travelable condition. Maintain water and waste water infrastructure to provide safe and reliable potable water to Town customers. Maintain accurate inventory of streets and their current condition.

126

GOALS AND OBJECTIVES

Public Works Manage all Public Works capital projects to be on schedule and within budget.

2013-2014 Accomplishments Construction of a secondary 1 MG ground storage tank was completed this fiscal year. The additional tank will provide for redundancy, increase water storage capacity for future demand, help reduce peak charges incurred from the City of Fort Worth, and allow the existing tank to be taken out of service, as required by TCEQ. The existing tank will undergo repairs and repainting without jeopardizing water service delivery to Westlake residents and customers. Landscape enhancements on FM 1938 Completely updated SCADA system to improve reliability and infrastructure management as the system was 10 years old and had reached the end of its anticipated life span. The new system will enhance our ability to monitor and control the system.

DID YOU KNOW

2014-2015 Goals and Objectives Continue to work with Streetscape consultant for enhancement of FM 1938 and SH114/170 projects. Transfer N-1 sewer line to TRA. Work with the new residential development, Granada, and the potential mixed-use development, Entrada, to ensure adherence to our approved plans, Town standards, and the developer agreements.

Westlake and Keller have a shared elevated storage tank that is a â&#x20AC;&#x153;tank inside of a tankâ&#x20AC;? design. It is the only one known in existence.~

Efficiency/Effectiveness Measures Objective 1.

LF of Drainage Ditch and Culvert Repair/Maintenance

LF of street reconstruction

Actual FY 11/12

Actual FY 12/13

Estimated FY 13/14

Adopted FY 14/15

200 LF

2,500 LF

200 LF

9,250 LF

10,000 LF

700 LF

127

Fund 100 General Fund Dept. No. 17 Facilities Maintenance Fiscal Year 2014/2015 Adopted

Estimated

Adopted

Adopted FY 12/13

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 11/12

Employee Staffing Director

0.50

Administrative Assistant

0.33

Part-Time Technician

0.25

Customer Service Coordinator

0.50 -

Customer Service Representative Total

0.50 -

0.25

0.125

0.167

33%

0.042

0.167

1.08

1.04

1.08

0.042

General Sales Tax

Property Tax

Revenues

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

4,450

Misc Income Total

8,574 $

8,574

250 $

250

4,450

Expenditures Payroll Wages

65,802

63,331

75,999

20%

12,668

Payroll Insurance

9,143

9,754

19,728

102%

9,975

Payroll Taxes

5,684

6,153

7,350

19%

1,197

Payroll Retirement

4,084

4,655

7,754

67%

3,099

Payroll Transfers In

(22,830)

(24,629)

(55,416)

125%

(30,787)

Supplies

3,629

6,043

13,043

116%

7,000

Services

10,826

19,833

22,633

14%

2,800

242

Maintenance

Insurance

12,816

21,017

23,615

12%

2,598

Rent & Utilities

100

400

500

25%

100

E/D Incentives

Capital Outlay

1,749

8,650

Total

91,002

Net

(82,428)

128

106,798

(106,548) $

106,798

115,448

(102,348)

(110,998)

8% $ (8,650)

PROGRAM BUDGET

Facilities Maintenance Department 17

Program

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

Activity

Budget

Percent

Academic Administration 1

Support Services $

17,550

15.20%

Life Safety

4,005

3.47%

Facilities Maintenance

47,469

41.12%

69,024

59.79%

Life Safety $

3,118

2.70%

Municipal Administration 1 2

Facilities Maintenance

7,005

6.07%

Open Space Services

10,138

8.78%

Support Services

14,637

12.68%

34,897

30.23%

Board of Trustee Meetings/Workshops $

4,877

4.22%

4,877

4.22%

Town Council Meetings/Workshops $

6,650

5.76%

6,650

5.76%

115,448

100%

Academic Governance 1

Municipal Governance 1

129

GOALS AND OBJECTIVES

Facilities Maintenance Strategic Theme & Objective(s) Theme ~ Natural Oasis Objective(s) ~ Improve Technology, Facilities, & Equipment

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 include: maintenance, renovation, construction of facilities as related to civic use and educational programs – efficient facilities meeting program needs. Westlake Civic Campus facilities are generally available to the community. The Town will continue to develop cooperative projects with the community and agencies.

Trends Continued maintenance and oversight of the various capital assets for the community, including the facilitation of any expansion planning and construction along with temporary rental units. o Westlake Academy phase one expansion project – commencing in the summer of 2013 and to be completed in the fall of 2014. o Arts and Sciences Center parking lot expansion which added 128 paking spaces to the campus. o Replacement of the temporary fire station, from a 14’ X 60’ mobile home, with a preowned 40’ X 60’ mobile home that was donated in January 2011 by WB Texas Resort Communities, LP. o Oversight of the rented facilities for municipal administration at the Solana office complex. o Acquisition and maintenance of the Parchman property and the IOOF cemetery. o Installation of three (3) temporary classroom buildings to the west of the Sam & Margaret Lee Arts and Sciences Center for an additional 4,680 sq. ft. of classroom space and restrooms.

130

GOALS AND OBJECTIVES

Facilities Maintenance A facility master plan was drafted for our Westlake Academy campus in the spring of 2011 and updated by an additional architect firm. o Staff continues to oversee the evolution of the master plan with updates and evaluation according to building construction and student enrollment. Westlake Academy increased the student population to approximately 820 in the fall of 2014. Security remains a priority on campus, with a full security audit completed in April 2013 including the interviewing of staff, accessing security systems, written plans, and threat assessment. As a result the front office was remolded to improve how visitors check in and out of the school. Jacob Engineering completed a second traffic study for the pick-up and drop-off flow for both MYP and PYP due to an increase in stunent enrollment in the fall 2014 and input from the D.O.G parent group.

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.

2013-2014 Highlights With the recommendation from the 2013 Security Audit the front office of the Westlake Academy was redesigned to ensure all visitors are checking in before entering the school. Steele & Freeman construction manager at risk was selected in June 2013 to construct Phase One of the Westlake Academy expansion project â&#x20AC;&#x201C; commencing in the summer of 2013 and completed in the fall of 2014. Completed the northwest parking lot improvement at the Westlake Academy for the 2014 2015 school year. Staff attended a fire station design program in Baltimore, Maryland. Began discussions with architect to design a Town Hall building. One of two boilers at the Westlake Academy campus was replaced due to age. The second one was replaced in the summer of 2014.

131

GOALS AND OBJECTIVES

Facilities Maintenance 2014-2015 Goals and Objectives Facilities Plan will be developed, including an annual maintenance, periodic maintenance, and facilities use plan. A long-range plan will be developed for future facilities needs based on census data and local and regional community development plans. Create a leadership team emergency response plan for weather and facility events. Ensure the Christmas Lighting, Arbor Day and Decoration Day events 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 11/12

Actual FY 12/13

Estimated FY 13/14

Adopted FY 14/15

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

132

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133

Fund 100 General Fund Dept. No. 18 Finance Office Fiscal Year 2014/2015 Adopted

Estimated

Adopted

Adopted FY 14/15

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14

Employee Staffing Director

1.00

0.0%

Supervisior

1.00

0.0%

Accounting Technician

1.00

2.00

100.0%

1.00

-100.0%

(0.25)

Customer Service Coordinator

3.00

3.25

4.00

General Sales Tax

Total

0.25

23.1%

0.75

Revenues 0.0%

Property Tax

0.0%

Hotel Tax

0.0%

Charges for Services

0.0%

Contributions

0.0%

Beverage Tax

0.0%

Franchise Fees

0.0%

Permits & Fees

0.0%

Fines & Forfeitures

0.0%

Investment Earnings

0.0%

Misc Income

0.0%

Total

Expenditures 232,580

237,655

329,023

38.4%

91,369

Payroll Insurance

Payroll Wages

31,555

34,757

37,911

9.1%

3,154

Payroll Taxes

17,274

19,116

20,894

9.3%

1,778 9,112

Payroll Retirement

16,400

17,468

26,580

52.2%

Payroll Transfers In

(150,472)

(172,465)

(172,952)

0.3%

(487)

Supplies

6,036

5,675

4,685

5,675

21.1%

990

Services

31,055

31,871

32,861

38,341

16.7%

5,480

0.0%

Insurance Maintenance

0.0%

Rent & Utilities

0.0%

E/D Incentives

0.0%

Capital Outlay

Total

184,429

Net

(184,429)

134

174,077

(174,077) $

2,800

100.0%

2,800

174,077

288,272

65.6%

114,195

(174,077)

(288,272)

65.6%

(114,195)

PROGRAM BUDGET

Finance Department 18

Program

Department Director Debbie Piper Department Phone 817-490-5712

Activity

Budget

Percent

Financial Management - Municipal 1

Municipal Annual Budget $

Capital Improvement Plan (CIP)

57,423

19.92%

9,369

3.25%

66,791

23.17%

Utility Billing and Processing $

2,814

0.98%

2,814

0.98%

Accounts Payable $

Utility Billing 1

Accounting Services - Municipal 1

7,713

2.68%

Accounts Receivable

6,013

2.09%

Payroll

24,846

8.62%

Financial Reporting

51,907

18.01%

Cash & Investment Management

10,964

3.80%

101,442

35.19%

Town Council Meetings/Workshops $

7,553

2.62%

7,553

2.62%

Accounts Payable $

Municipal Governance 1

Accounting Services - Academic 1

4,948

1.72%

Accounts Receivable

3,934

1.36%

Payroll

7,647

2.65%

Financial Reporting

31,163

10.81%

Cash & Investment Management

3,960

1.37%

Academic Annual Budget

35,171

12.20%

86,821

30.12%

Board of Trustees Meetings/Workshops $

3,467

1.20%

3,467

1.20%

Accounts Payable $

Academic Governance 1

Accounting Services - Foundation 1

3,754

1.30%

Accounts Receivable

3,754

1.30%

Payroll

2,527

0.88%

Financial Reporting

8,383

2.91%

18,418

6.39%

Board Meetings/Workshops $

966

0.34%

966

0.34%

288,272

100%

Foundation Governance 1

135

GOALS AND OBJECTIVES

Finance Strategic Theme & Objective(s) Theme ~ Exemplary Service & Governance Objective(s) ~ Increase Financial Capacity / Reserves Increase Revenue Streams

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 Accounts Payable - The Accounts Payable Section of the Finance Department is responsible for reviewing all invoices for making payments of all legally incurred and property authorized obligations. Payments will be issued in a manner to maintain the credit worthiness of Westlake Academy and to take advantage of all available discounts. Payroll Processing - The Finance Department is responsible for the payment of salaries and wages according to established procedures on specified days according to the adopted payroll calendar. The Town of Westlake operates two payroll systems concurrently; one for employees who are on a normal 40-hour work week, and another cycle for DPS employees who work 24-hour shifts. This dual system is commonplace in cities to accommodate FLSA requirements. Government Finance Officers Association

Certi ficat e of Ach ie ve me nt fo r E xcel le nce in Fi na ncia l Reporti ng Presented to

Town of Westlake Texas For its Comprehensive Annual Financial Report for the Fiscal Year Ended

Cash Collections - The establishment of strong internal controls for cash collections is necessary to prevent mishandling of funds and to safeguard against loss. In addition, strong internal controls are designed to protect employees from inappropriate charges of mishandling funds by defining employee responsibilities in the cash handling process. Cash is considered to include coin, currency, checks, money orders, and credit card transactions. Audits - In conjunction with maintaining financial records, the Department is responsible for the preparation for and coordination of the annual external financial audits for the Town of Westlake, Westlake Academy and Westlake Academy Foundation.

September 30, 2013

136

GOALS AND OBJECTIVES

Finance Budgets – The Town’s annual budget is prepared in the context of a five (5-8) year financial forecast. The proposed budget is submitted to the Council approximately thirty to forty-five days prior to the beginning of the fiscal year for their consideration. The Town’s budget is allocated by fund and is designed to provide a clear picture of the Town’s spending, allocation of financial resources, and priorities as well as how they are set to carry out the policy direction of the Council. Westlake Academy - The Department works with the Education Service Center (Region XI) to maintain Westlake Academy’s financial system and fiscal controls, i.e. general ledger, payroll, accounts payable, accounts receivable and cash management. Fraud - The Town of Westlake is committed to protecting its revenue, property, information and other assets from any attempt, either by members of the public, contractors, agents, intermediaries or its own employees, to gain by deceit, financial or other benefits. It is Westlake’s intent to fully investigate any suspected acts of fraud, misappropriation or other similar irregularity.

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.

DID YOU KNOW

• There are 293 ways to make change for a dollar. • More Monopoly money is printed in a year, than real money printed throughout the world. • Pocahontas appeared on the back of the $20 bill in 1875. • A dime has 118 ridges around the edge, a quarter has 119.

Program Broad Goals Provide Town Council, management, departments and citizens with accurate and timely financial records and reports in the most efficient manner. Maintain the accounting and financial reporting systems in conformance with all state and federal laws, Generally Accepted Accounting Principles (GAAP), standards of the

137

GOALS AND OBJECTIVES

Finance 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.

Government Finance Officers Association

Distinguished Budget Presentation Award Presented to

Town of Westlake Texas

2013-2014 Highlights

For the Fiscal Year Beginning

October 1, 2013

Prepared, submitted and received the Town’s  Distinguished Budget Presentation Award for recognition from the Government Finance Officers Association. Awards received for 2007 thru 2013  Comprehensive Annual Financial Report for recognition from the Government Finance Officers Association. Awards received for 2007 thru 2013  Popular Annual Financial Reporting Award for recognition from the Government Finance Officers Association. Awards received for 2011 thru 2013 Prepared, submitted and received Westlake Academy’s  Distinguished Budget Presentation Award for recognition from the Government Finance Officers Association. Awards received for 2009 thru 2013  International Award for Budget Excellence for recognition from the Association of School Business Officials International. Awards received for 2009 thru 2013 Received an unqualified audit opinion on the 09/30/2013 Comprehensive Annual Financial Report. Scanning all FY13/14 finance documents to eliminate storage problems and help with efficiency of the department. Restructured the finance department duties in conjunction with the elimination of two front desk positions and the addition of two new customer service positions.

138

Government Finance Officers Association

A wa r d fo r Outst and ing Ach ie ve me nt i n P opular Annua l Fi na ncia l R e porti ng Presented to

Town of Westlake Texas For its Annual Financial Report for the Fiscal Year Ended

September 30, 2013

GOALS AND OBJECTIVES

Finance 2014-2015 Goals and Objectives Prepare and submit the 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.

Efficiency/Effectiveness Measures Objective 1.

Auditor prepared audit adjustments not to exceed

2. 3.

Actual FY 11/12

Actual FY 12/13

Estimated FY 13/14

Adopted FY 14/15

Prepare five year budget forecast for subsequent year

June

May

June

Annual CIP update

July

May

June

139

Fund 100 General Fund Dept. No. 19 Parks and Recreation Fiscal Year 2014/2015 Adopted

Estimated

Adopted

Adopted FY 12/13

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 11/12

Employee Staffing Director

0.50

Administrative Assistant

Customer Service Coordinator

0.125

0.167

33%

0.042

Customer Service Representative

0.167

0.50

0.79

0.83

0.042

General Sales Tax

Property Tax

Total Revenues

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Total

Expenditures Payroll Wages

42,582

60,832

73,500

21%

12,668

Payroll Insurance

6,926

9,400

19,181

104%

9,782

Payroll Taxes

3,911

5,910

7,099

20%

1,188

Payroll Retirement

2,968

4,471

7,499

68%

3,028

Payroll Transfers In

119%

(29,102)

(12,812)

(24,538)

(53,639)

Supplies

6,087

8,933

Services

18,698

36,230

49,250

36%

13,020

Maintenance

Insurance

28,568

37,500

62,500

67%

25,000

Rent & Utilities

12,094

8,780

E/D Incentives

Capital Outlay

1,500

100%

1,500

Total

109,022

Net

(109,022)

140

147,518

(147,518) $

147,518

184,602

25%

37,084

(147,518)

(184,602)

25%

(37,084)

PROGRAM BUDGET

Parks and Recreation Department 19

Program

Department Director Troy Meyer Department Phone 817-490-5735

Activity

Budget

Percent

Parks and Recreation Maintenance 1

Open Space Services $

83,727

45.36%

56,867

30.80%

140,594

76.16%

Community Services $

12,080

6.54%

12,080

6.54%

Academy Partnerships $

14,228

7.71%

14,228

7.71%

Purchasing $

4,291

2.32%

6,973

3.78%

11,264

6.10%

Board of Trustee Meetings/Workshops $

3,218

1.74%

3,218

1.74%

Town Council Meetings/Workshops $

3,218

1.74%

3,218

1.74%

184,602

100%

Trail Development and Maintenance

Citizen Communication & Engagement 1

Academic Administration 1

Municipal Administration 1 2

Support Services $

Academic Governance 1

Municipal Governance 1

141

GOALS AND OBJECTIVES

Parks & Recreation Strategic Theme & Objective(s) Theme ~ Natural Oasis Objective(s) ~ Encourage Westlakeâ&#x20AC;&#x2122;s Unique Sense of Place Preserve Desirability & Quality of Life

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 the cemetery are also maintained to ensure the safety of drivers and pedestrians. Trails and pedestrian underpasses run throughout the community. Westlake Academy, IOOF cemetery, and the town owned park, located in Glenwyck Farms, provide the facilities and space for recreational use to the public. These locations also host sporting events, facility rentals, Arbor Days, Bandana Bonanza, Christmas Tree Lighting and Decoration Day.

Trends The population growth, both permanent and daytime population, has increased the use of the park and trail system. The continuing drought condition requires consistent monitoring to help ensure we properly provide for the health of our landscaping on town owned properties. Staff works with our contractors to replace trees, install sod, and remove dead trees as necessary. The 2014 annual Arbor Days event was held in the open space area on Roanoke Road and we partnered with TD Financial to plant 10 trees in the Townâ&#x20AC;&#x2122;s open space. On April 26, 2014, the Town received its thirteenth (14th) Tree City USA award from the National Arbor Day Foundation. The Town prides itself on offering community stewardship opportunities to those within Westlake - to the benefit of our residents and those serving the surrounding communities. Such as those listed below: o Community Storehouse continues to lease the Academy buildings for three weeks in July to provide a reading camp for 1st and 2nd grade students of the surrounding communities. We are in our fifth year of this partnership.

142

GOALS AND OBJECTIVES

Parks & Recreation Ongoing opportunities are provided for Eagle Scout projects completed in the Cemetery. o Boy Scout Troop 170 continues to partner with the Town through the establishment of a wood lot adjacent to the Parchman property in exchange for cleaning up the cemetery and parks. In tandem with our CIP and partnership projects that include roadways, we are expanding our trail systems to promote ‘walk-ability’ and fulfill our strategic outcome objective of “Encourage Westlake’s Unique Sense of Place” by connecting these systems for our residents and visitors. This trend is anticipated to be a priority for the future. o

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.

2013-2014 Highlights

DID YOU KNOW

“There are over 90 state parks within Texas – offering a look at wildlife along with hiking and educational opportunities.” Texas Parks and Wildlife Department

One Eagle Scout project completed in the cemetery. Received 14th annual Tree City USA award. Meetings continue with Southlake, Keller, Roanoke, and Trophy Club relative to regional trail planning. Increased accessibility and connectivity with the completion of Dove / J.T. Ottinger Road improvements from Vaquero to Westlake Academy and within the FM 1938 streetscape project. Including the addition of sidewalk access along the west side of FM 1938. In the final stages of updating the Town’s comprehensive plan and the element that contains the parks and trail systems.

2014-2015 Goals and Objectives Continue to update the Town’s Master Plan to include connecting the entire park system with a combination of pocket parks, neighborhood and community parks and Veloweb regional trail system. Work with Planning and Development to coordinate park land acquisition with long range growth and development planning. Enhance and expand the linear park system along creeks and roadways. Limit usage within environmentally sensitive areas to passive recreation.

143

GOALS AND OBJECTIVES

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

Efficiency/Effectiveness Measures Objective

Actual FY11/12

Actual FY12/13

Estimated FY 13/14

Adopted FY 14/15

Dove Road – 30 medians mowed, fertilized and weed controlled

100%

Park – 5 field mows and 36 mows around walkways and open spaces

100%

Other – annual tree trimming for road ways and park area

100%

144

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145

Fund 100 General Fund Dept. No. 20 Information Technololgy Fiscal Year 2014/2015 Adopted

Estimated

Adopted

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Adopted FY 12/13 vs Estimated FY 11/12

Employee Staffing Director

0.50

0.25

1.00

300%

75%

Total

0.50

0.25

1.00

300%

75%

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

357%

9443148%

-100%

-237997%

Revenues

Total

Expenditures Payroll Wages Payroll Insurance

22,828

26,429

2,212

2,380

120,860 -

Payroll Taxes

1,944

2,116

-100%

-211625%

Payroll Retirement

1,623

1,943

-100%

-194250%

Supplies

Payroll Transfers In

14,530

14,250

Services

20,792

27,250

81,250

198%

5400000%

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

63,929

Total

(63,929)

146

74,367

(74,367) $

74,367

216,360

191%

14199276%

(74,367)

(216,360)

191%

-14199276%

PROGRAM BUDGET

Information Technology Department 20

Program

Department Director Jason Power Department Phone 817-490-5750

Activity

Budget

Percent

IT Operations 1

Information Technology Support $

40,140

18.55%

PC Support

53,876

24.90%

Enterprise Support Systems

26,124

12.07%

Data Center

9,956

4.60%

Website Services

4,334

2.00%

134,429

62.13%

WAN Operations $

9,956

4.60%

5,778

2.67%

15,733

7.27%

Information Technology Support $

16,381

7.57%

Network Operations 1 2

Physical & Electronic Network Security

Westlake Academy 1 2

PC Support

1,606

0.74%

Enterprise Support Systems

28,199

13.03% 3.04%

Data Center

6,584

Website Services

667

0.31%

WAN Operations

6,584

3.04%

Physical & Electronic Network Security

147

6,178

2.86%

66,198

30.60%

216,360

100%

GOALS AND OBJECTIVES

Information Technology Strategic Theme & Objective(s) Theme ~ Exemplary Service & Governance Exemplary Education ~ Westlake Academy Objective(s) ~ Improve Technology, Facilities, & Equipment

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/system security requires ongoing analysis and adjustments to meet emerging threats. Equipment must be updated to remain reliable and secure. Data communication links between locations require evaluation of alternate information storage and backup process to ensure optimal performance. Service demands of internal and external customers continue to increase exponentially each year. The number of devices and staff the IT department supports has increased more than 500% in the past five years (from approximately 300 devices total in 2009 to over 2000 devices in 2014) while the number of IT staff has increased 33.3% (from 1.5 in 2009 to 2 in 2012). The number of overall FTE (does not include part-time/temporary positions) staff supported by the IT Department has also increased 50% in the past five years (from 89 employees in 2009 to 133 employees in 2014).

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

148

GOALS AND OBJECTIVES

Information Technology 2013-2014 Highlights

Overall: Reduced costs by keeping outsourced technical services to a minimum. Successful and timely resolutions to over 500 IT-related incidents and requests reported through our SchoolDude tracking system since May 2013. Academy: Replaced 11-year-old network switches with current generation hardware to compensate for increased number of network activity on campus and provide improved security and maintenance. Installed 12 additional wireless access points across campus to support increased number of devices on network and our 1-to1 initiative. Upgraded Internet service to Academy from 50Mbps to 150Mbps to support our 1-to-1 initiative. Successfully implemented our first phase of 1-to-1 iPad mini's which includes 170 iPad Mini's and 8 AppleTV's (for wireless projection) for G4-G6. Installed 3 SMART Boards with short-throw projectors for G4-G6. Upgraded printing/copying/scanning hardware capabilities for staff and students. Town Hall / Municipal Court: Upgraded network router and switch at Town hall to support greater capacity Upgraded wireless network to support greater speed and capacity 4 Desktop computer replacements/upgrades

DID YOU KNOW

That passwords are like underwear? * Don’t leave them lying around… * Change them regularly… * Don’t share them with your friends…and * The longer the better. ***

Fire Department: Network router and wireless network upgrades

2014-2015 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. Identify and implement additional information technologies to improve transparency to our citizens, stakeholders, and students.

149

GOALS AND OBJECTIVES

Information Technology

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 FY11/12

Actual FY 12/13

Estimated FY13/14

Adopted FY14/15

Network connectivity and telephone functionality at or above 99.5%

99.6%

99.7%

99.8%

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

99.5%

Present 5-year technology plan

N/A

Jan 2014

Jan 2015

150

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151

Fund 100 General Fund Dept. No. 21 Human Resources Fiscal Year 2014/2015 Adopted

Estimated

Adopted

Adopted FY 14/15

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14

Employee Staffing Director

0.75

Administrative Assistant

0.33

0.75

1.00

0.25 -

Part Time Clerk

HR Generalist

1.00

100%

1.08

1.75

2.00

14%

0.25

General Sales Tax

Property Tax

Total

33%

Revenues

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Total

Expenditures Payroll Wages

101,062

120,886

156,356

29%

35,471

Payroll Insurance

8,619

15,344

28,225

84%

12,881

Payroll Taxes

7,928

9,681

12,560

30%

2,879

Payroll Retirement

6,293

8,885

15,952

80%

7,067

Payroll Transfers In

(5,051)

(7,740)

(10,655)

38%

(2,915)

Supplies

960

3,200

4,900

53%

1,700

Services

6,004

5,900

11,400

93%

5,500

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

125,815

Net

(125,815)

152

156,156

(156,156) $

156,156

218,740

(156,156)

(218,740)

40% $

62,583

40% $ (62,583)

PROGRAM BUDGET

Human Resources & Administrative Services Department 21

Program

Department Director Todd Wood Department Phone 817-490-5711

Activity

Budget

Percent

Human Resources Administration Administrative Support Services $

10,593

4.84%

Employee Records

3,026

1.38%

Payroll

6,052

2.77%

19,671

8.99%

Compensation and Classification $

3,026

1.38%

3,026

1.38%

6,052

2.77%

Property & Casulty Insurance Management $

10,094

4.61%

Total Compensation 1

Benefits Management

Risk Management 1 2

Worker's Compensation

1,513

0.69%

Loss Prevention

1,133

0.52%

12,740

5.82%

Employment Application Services $

5,040

2.30%

Employment Services 1 2

Recruitment and Placement

2,270

1.04%

Employee Skills Development

2,270

1.04%

9,581

4.38%

Westlake Academy Foundation Fundaising Support $

1 2

Employment services

General Administrative Support $

757

0.35%

378

0.17%

757

0.35%

1,893

0.87%

Westlake Academy 40,312

18.43%

Administrative Support Services $ Employee Records

20,157

9.21%

Payroll

20,157

9.21%

Compensation and Classification

15,116

6.91%

Benefits Management

20,157

9.21%

Property & Casulty Insurance Management

7,559

3.46%

Worker's Compensation

2,520

1.15%

Loss Prevention

5,039

2.30%

Employment Application Services

15,116

6.91%

Recruitment and Placement

17,637

8.06%

Employee Skills Development

153

5,036

2.30%

168,804

77.17%

218,740

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, Recruiting & Hiring, Payroll Processing, Benefits Administration, Policy Compliance, and Risk Management. Support is offered in partnership with other departments for bidding & purchasing, strategic planning, policy development, general administration, and finance. In addition to providing these services to the Town of Westlake, the department continues to successfully support Westlake Academy through our shared services model. The Department also provides support services, as needed, to all other Town Departments, the Westlake Academy Foundation, Westlake Historical Preservation Society, and the Westlake Public Art Committee.

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

Program Broad Goals Continually monitor the external business environment for trends and issues related to compensation and benefits and make recommendations to maintain competitive and motivated work force. Administer guidance and support for policy compliance to all Departments. Continually research, recommend and implement strategic organizational improvements. Develop and implement effective policies, procedures, and guidelines in support of the 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.

154

GOALS AND OBJECTIVES

Human Resources & Administrative Services Reduce exposure to liability and property losses through identification of potential vulnerabilities, employee training, and implementation of policies and procedures to reflect best practices. Maintain affordable and competitive insurance policies through a comprehensive bidding process. Recruit and retain the highest quality employees to sustain excellent customer service reflective of a High-Performance Organization (HPO).

2013-2014 Highlights Processed all payroll, benefit transactions, and regulatory filings in a timely manner. Facilitated all tasks and procedures pertaining to Risk Management, in response to the organization’s required service demands due to property loss. Completed updates to the Town and Academy’s personnel manuals with additional and amended policies. Facilitated the recruiting and/or onboarding process of 73 fulltime and part-time employees for the Town and Westlake Academy. Facilitated the Executive Principal search in cooperation with the Superintendent’s office and an executive recruiting firm. Implemented an online employee application and tracking system for Westlake Academy. Launched a web-based employee timekeeping and The amount of applications attendance tracking system for Westlake Academy. the HR Department receives Researched and identified additional employee benefits at no equals 50-75% of Westlake's cost to the Town. residential population Began development of a municipal employee web portal for on an annual basis. access to attendance and payroll data. *** Completed SPHR and IPMA-CP recertification.

DID YOU KNOW

2014-2015 Goals and Objectives Implement a comprehensive municipal employee compensation plan in cooperation with the Leadership Team and independent consulting firm. Implement a new employee performance evaluation instrument and establish completion timeframes to enhance employee performance and development. Complete a comprehensive risk assessment on all areas affects by potential property, liability, or worker’s compensation losses. Complete the implementation of an electronic employee absence request and attendance tracking system for municipal employees. Develop a performance pay component to complement the current teacher compensation system, including analysis of and improvements of current stipend and extra-duty payment practices in cooperation with the Westlake Academy LEAD Team.

155

GOALS AND OBJECTIVES

Human Resources & Administrative Services Efficiency/Effectiveness Measures Objective

Actual FY11/12

Actual FY 12/13

Estimated FY13/14

Adopted FY14/15

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

June 2015

Research and development of a performance pay component for Westlake Academy teachers.

N/A

April 2015

Time to fill vacant positions in 45 days or less at or above 90%

N/A

Quarterly

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

N/A

June 2015

Implementation of a timekeeping and attendance tracking system for municipal employees

N/A

March 2015

156

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157

Fund 100 General Fund Dept. No. 22 Communications & Community Affairs Fiscal Year 2014/2015 Adopted

Estimated

Adopted

Adopted FY 12/13

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 11/12

Employee Staffing Communications Director

1.00

Communications Specialist

Total

1.00

0.25

1.00

300%

0.75

60%

0.75

1.00

1.25

2.00

Revenues General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

0% $

Total

Expenditures Payroll Wages

80,585

81,188

157,647

94%

76,459

Payroll Insurance

9,807

10,784

14,684

36%

3,901

Payroll Taxes

6,020

6,528

9,837

51%

3,309

12,436

108%

6,469

(194,605)

86%

(90,137)

Payroll Retirement

5,380

Payroll Transfers In

(92,827)

5,967

(104,467)

Supplies

839

2,250

4,500

100%

2,250

Services

4,381

10,770

9,520

-12%

(1,250)

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

14,185

Net

(14,185)

158

13,020

(13,020) $

13,020

14,020

(13,020)

(14,020)

0% 8% $

1,000

8% $ (1,000)

PROGRAM BUDGET

Communications and Community Affairs Department 22

Program Municipal Governance 1

Academic Governance

Department Director Ginger Awtry Department Phone 817-490-5719

Activity

Budget

Percent

Policy Development, Council Meetings and Workshops $

701

5.00%

701

5.00%

421

3.00%

421

3.00%

Development Recruiting and Assistance $

280

2.00%

2 3

Development Oversight and Regulation

140

1.00%

Development Agreement Oversight

140

1.00%

561

4.00%

Managing and Budgeting for Outcomes $

561

4.00%

561

4.00%

Policy Development, Board Meetings and Workshops

Comprehensive Planning and Economic Development

Financial Management 1

Municipal Administration 1 2 2 3 4

Departmental Coordination and Employee Management $

701

5.00%

Contract Management

280

2.00%

Agenda Preparation and Calendar Maintenance

421

3.00%

Strategic Plan Development and Implementation

561

4.00%

Professional Development

561

4.00%

5 6

Direction of Leadership Team

421

3.00%

Affiliate Board Liaison and Support

561

5.00%

3,505

26.00%

Academic Administration 1 2 3

Departmental Coordination and Employee Management $

280

2.00%

Financial Management and Budget Preparation

280

2.00% 2.00%

Agenda Preparation and Calendar Maintenance

280

4 5

Strategic Plan Development and Implementation

140

1.00%

Organizational Development

280

2.00%

6 7

Parent and Student Communication

561

4.00%

Affiliate Board Liaison and Support

280

2.00%

2,103

15.00%

Communication $

3,084

22.00%

Citizen Engagement and Communication 1 2 3 4

Neighborhood Gatherings and Outreach

1,402

10.00%

Community Activities

1,402

10.00%

Direction Finders and Other Surveys

159

280

1.00%

6,169

43.00%

14,020

100%

GOALS AND OBJECTIVES

Communications & Community Affairs Strategic Theme & Objectives(s) Theme ~ Exemplary Service & Governance Objective(s) ~ Increase Transparency, Accessibility, & Communications

Program Description The department of Communications & Community Affairs is responsible for leadership and representation on matters related to Town (both municipal and academic) servicesâ&#x20AC;&#x2122; 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 and WA parent meetings, publication of our email blasts, advertising, web site development, various community events and gatherings, social media, serves/supports our local chambers of commerce at meetings and events, assists in various economic development efforts for the Town, and serves/supports the Westlake Historical Preservation Society as Town liaison.

Trends Over the past several years, DirectionFinders Survey results show an approximate approval rate average of 74% for overall satisfaction concerning the Townâ&#x20AC;&#x2122;s communication effectiveness. Survey results taken from the bi-annual Westlake Academy Parents demonstrated an approximate approval rate of 78% regarding the quality of communication received from the Academy; a 20% increase over the last two years. With the newly launched municipal social media platform, benchmarks can now be set to monitor the growth and exposure that our increased efforts will have in our organization. Advertising and events in major local and social publications/websites on state level and in DFW publications continue to increase this year. For the upcoming 2014-15 FY, plans are to being formulated to raise and/or maintain awareness and knowledge about Town of Westlake and Westlake Academy on the international level.

Program Broad Goals Continue to develop key relationships with community affairs and public information strategies and programs designed to inform and engage residents, parents, all Town/Academy employees, media contacts and members of the business community in order to increase awareness and promotion of both Town and Academy. Increase the review and consistency of information on the municipal and academic websites for relevant data and work with respective Department Directors as it relates to content development; Serve as primary contact for municipal website updates.

160

GOALS AND OBJECTIVES

Communications & Community Affairs Continually review internal procedures for Westlake Academy employees to include and submit information to the department in order to improve visibility and promote awareness of accomplishments and events; including the scheduling of regular meetings with Academy personnel to share student achievements. Develop, implement, and collaborate on strategic plans, programs, tactics and initiatives related to all Town and Academy communication, promotion, public information and citizen/parent engagement to build sense of community and community-mindedness with multiple target audiences, including, but not limited to, Town residents, Academy parents, Town/Academy employees, students, alumni, area businesses, development interests, and other support groups. Serves as primary contact/Town representative to local chambers of commerce and provide support including attendance at meetings, events, etc. to increase knowledge of Westlake community while building relationships. Serves as liaison to the Westlake Historical Preservation Society; attend board meetings and provide support when possible, and help organize community events and promotion.

2013-2014 Highlights

DID YOU KNOW

Completed first year of community publication entitled Simply Westlake - a social newsletter in a monthly magazine format; increased the number of resident Westlake added a contributors/desire to participate, addition of new columns and new advertisers, with growth in content Communications Specialist to relevance- all demonstrating a perceived improvement help strengthen its mission of our citizenâ&#x20AC;&#x2122;s knowledge about their townâ&#x20AC;&#x2122;s neighbors, of continuous improvement government, and caring sense of place. Launched municipal Facebook and Twitter social media in communication efforts, sites, set benchmarks, and began tracking growth and accessibility, and exposure for all Town social media. transparency, adding to its Hosted and coordinated our 5th annual graduation ceremony for Westlake Academy at the Hurst unique sense of place. Convention Center with nationally known guest speaker. Hired part-time communications specialist to help manage various departmental duties including the municipal social media, Town websites and Town press relations, and events as needed. Worked proactively and strengthened relationships with police personnel to promote external town communications with residents regarding burglary incidents in a timely and succinct manner, including available safety programs and services. Increased methods of communication regarding zoning and development with external signage, mail-outs, and media coverage while improving timeliness and quality of information provided to residents, including consistent emails providing meeting recaps for both municipal and academy meetings.

161

GOALS AND OBJECTIVES

Communications & Community Affairs Attended first 3CMA conference, a national organization for city and county communication professionals, learning best practices to increase citizensâ&#x20AC;&#x2122; satisfaction with communication, community relations, and engagement. Began TCU post graduate course to become a Certified Public Communicator, completing first 40 hours of 96 hour program, and began framework for Townâ&#x20AC;&#x2122;s first communication plan.

2014-2015 Goals and Objectives Continue improvement and awareness efforts regarding communication and citizen engagement to increase our sense of community for target audiences relative to Town events, volunteer opportunities, quality of life issues, knowledge of town government and amenities in Westlake, including educational benefits from Westlake Academy. Continue and improve annual resident and school-parent meetings to increase citizen/parent engagement, support, and open/transparent lines of communication. Monitor benchmarks for new municipal social media and on-going academic social media; review growth and engagement efforts; report results at least quarterly to Town Manager and Council. Collaborate with IT Director, WA Executive Principal and designees, to complete preplanning efforts for implementation of new academic website in coming year(s). Increase number of opportunities and meetings with various stakeholders to discuss areas of continuous improvement in communication and community affairs. Continue to attend at least two related professional development organizational conferences and/or training seminars; share information with other staff members to improve internal and external communication Director to Complete TCU, Bob Schieffer College of Communication, professional certification program to become a Certified Public Communicator which also results in a communication plan outline for our organization.

Efficiency/Effectiveness Measures Performance Measure

Actual FY11/12

Actual FY12/13

Estimated FY13/14

Adopted FY14/15

Update all printed publications for the Town on an annual basis

100%

75%

100%

Coordinate and schedule four neighborhood meetings, new resident and new parent meetings, and one extended boundary parent meeting

100%

Draft and distribute a minimum of 12 resident email blasts per year and one electronic Westlake

100%

162

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163

Fund 100 General Fund Dept No. 23 Police Services Fiscal Year 2014/2015 Adopted

Estimated

Adopted

Adopted FY 14/15

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Police Staff is outsourced by the City of Keller

Total

Estimated FY 13/14

Employee Staffing

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 Wages

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers In

Supplies

42,416

Services

785,204

Insurance

825,745

868,161

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

785,204

Net

(785,204)

164

825,745

(825,745) $

825,745

868,161

(825,745)

(868,161)

0% 5%

42,416

5% $ (42,416)

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

Program

Activity

Budget

Percent

Police Services 1

165

Police Services $

868,161

100.00%

868,161

100.00%

868,161

100%

GOALS AND OBJECTIVES

Police Services Strategic Theme & Objective(s) Theme ~ Exemplary Service & Governance Objective(s) ~ Preserve Desirability & Quality of Life

Program Description The Keller Police Department provides law enforcement services for the Town of Westlake. In June of 2002, the communities entered into an interlocal agreement, which would benefit both organizations through the provision of police related services for the 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. The police department also received Texas Law Enforcement Best Practices Recognition in 2013 making it the only municipal police agency in Texas that is dual accredited. Jail, Emergency Communications, and Animal Services are provided through a regional configuration â&#x20AC;&#x201C; serving the communities, of Westlake, Keller, Roanoke, Southlake and Colleyville.

Trends Westlake experienced only 9, Part 1 Crimes in 2013 the lowest amount of reported crime activity in over a decade. The frequency and severity of motor vehicle collisions on the streets within the Town remains a priority for the police department and they continue to monitor traffic enforcement to maintain the lowest possible number of injuries and accidents. Over the course of our service provision arrangement and as the community has grown, we have experienced a corresponding increase in our service levels: o o

Citizen calls have increased approximately 150% (1,200 in 2003 to 3,000 in 2013) Animal control calls have increased approximately 323% (27 in 2002 to 114 in 2013)

School security and the safety of the students at Westlake Academy also remains a high priority and the department has been working with Academy staff to take steps to improve school security.

166

GOALS AND OBJECTIVES

Police Services Program Broad Goals Deliver the highest quality of police services to the Town of Westlake with a fully staffed and equipped Nationally and State Accredited agency. Continue to develop and maintain personal relationships with our partners â&#x20AC;&#x201C; including, residents/stakeholders within the community, Westlake staff members, and surrounding municipalities.

2013-2014 Highlights Experienced the lowest number of Part 1 reported crimes in over a decade. The Campus Patrol Program increased police presence at the school on a daily basis. Utilized social media to improve traffic safety. Attended several neighborhood meetings with staff. Provided K-9 drug prevention services to corporate campuses.

2014-2015 Goals and Objectives

DID YOU KNOW Did you know the Keller Police Department is currently the only municipal police agency in the state to be both state and nationally accredited.

Continue an emphasis on school security and safety with the Campus Patrol Program. Attend neighborhood meetings with elected officials and staff. Assess and monitor traffic safety on the newly improved roadways. Work with developers to prevent thefts at construction sites. Continue to provide Crime Prevention material through the Director of Communication and Community Affairs. Continue to be proactive and highly responsive to the corporate campuses in Westlake.

Efficiency/Effectiveness Measures Objective

Actual FY 11/12

Actual FY 12/13

Estimated FY 13/14

Adopted FY 14/15

Traffic Enforcement Stops

12,221

9,993

10,200

10,600

Respond to Citizen Calls for Service

2,959

3,125

3,250

3,400

Part 1 Reported Crime

Fire/EMS Calls Dispatched

445

529

450

500

167

4B ECONOMIC DEVELOPMENT FUND

168

4B Economic Development Fund Program Summary

Fiscal Year

2014/2015

Adopted

Estimated

Adopted

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14

Adopted FY 14/15

REVENUES & OTHER SOURCES

General Sales Tax

1,093,849

1,100,000

1,125,000

1,158,750

33,750

Property Tax

Hotel Tax

Charges for Services

Donations

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

335

500

Contributions

Misc Income

33,750

Total Revenues

1,094,184

1,100,500

1,125,500

1,159,250

Transfers In

Other Sources

33,750

Total Other Sources TOTAL REVENUES & OTHER SOURCES

1,094,184

1,100,500

1,125,500

1,159,250

EXPENDITURES & OTHER USES

Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

Capital Outlay

Capital Projects

Total Payroll and Related

Total Operating Expenditures

Total Capital TOTAL EXPENDITURES Transfers Out

1,272,568

1,100,500

1,125,500

1,159,250

0% 3%

33,750

37 37

Total Other Uses

1,272,568

1,100,500

1,125,500

1,159,250

33,750

TOTAL EXPENDITURES & OTHER USES

1,272,568

1,100,500

1,125,500

1,159,250

33,750

EXCESS REVENUES OVER(UNDER) EXPENDITURES FUND BALANCE, BEGINNING FUND BALANCE, ENDING Restricted/Assigned/Committed Funds

(178,384)

178,384

UNASSIGNED FUND BALANCE, ENDING

45 Restricted/Assigned/Committed Funds A

Cash

200 10110

46 00

000

47 48 49 50 51

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

169

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 14/15 revenues are budgeted to be $1,159,250 o A 3% increase of $33,750 from the FY 13/14 estimated budget of $1,125,500 Expenditures and Other Uses • Transfers out to the Debt Service Fund for FY 14/15 are budgeted to be $1,159,250 representing 100% of revenues

170

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171

ECONOMIC DEVELOPMENT FUND

172

Economic Development Fund Program Summary

Fiscal Year

2014/2015

Adopted

Estimated

Adopted

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14

Adopted FY 14/15

REVENUES & OTHER SOURCES

General Sales Tax

219,600

Property Tax

150,000

100,000

41,207

70,000

Charges for Services

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Contributions

Misc Income

Hotel Tax

Total Revenues

260,807

150,000

440,000 -

170,000

100% 0%

610,000

259%

440,000 440,000

11 11 12

Transfers In

35,758

Total Other Sources

35,758

296,565

185,758

205,758

645,758

214%

TOTAL REVENUES & OTHER SOURCES

440,000

EXPENDITURES & OTHER USES

15 16

Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers

Total Payroll and Related

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

Economic Development Incentives Total Operating Expenditures

296,565

185,758

205,758

296,565

185,758

205,758

Capital Outlay

Capital Projects

Total Capital

TOTAL EXPENDITURES Transfers Out

296,565 -

Total Other Uses

TOTAL EXPENDITURES & OTHER USES

185,758 -

296,565

205,758 -

185,758

205,758

205,758 440,000

0% 100%

440,000

33 34 34

440,000

100%

440,000

645,758

214%

440,000

EXCESS REVENUES OVER(UNDER) EXPENDITURES

FUND BALANCE, BEGINNING

FUND BALANCE, ENDING

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

42 Restricted/Assigned/Committed Funds A

Cash

210 10110

43 00

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

000

173

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) – regarding this agreement a schedule has been set up to repay $35,758 annually thru fiscal year 15-16. Deloitte’s agreement includes a 50% reimbursement of sales general tax receipts and hotel/motel tax receipts. Agreement with Maguire Partners-Solana LP includes a $10,000 contribution for the benefit of Westlake Academy from the final platting of lots in Granada residential subdivision.

Revenues and Transfers In • Total revenues for FY 2014-15 are anticipated to be $610,000 o $100,000 sales tax from Deloitte University o $ 70,000 hotel/motel tax from Deloitte University o $ 35,758 transfer in from General Fund for the payment to Fidelity (Phase I) o $440,000 contribution from Maguire Partners-Solana LP for the expected final platting of 44 lots (Phase 1) of Granada residential subdivision. Expenditures and Transfers Out • Total expenditures for FY 2014-15 are $205,758 o Transfers out to Westlake Academy Expansion Fund of $440,000 for future use

174

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175

LONE STAR PUBLIC FACILITIES FUND

176

Lone Star Public Fund Program Summary

Fiscal Year

2014/2015 Adopted

Estimated

Adopted

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Donations

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Adopted FY 14/15

REVENUES & OTHER SOURCES

Investment Earnings

Contributions

24 -

Misc Income

Total Revenues

Transfers In

Total Other Sources

TOTAL REVENUES & OTHER SOURCES

Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

Capital Outlay

Capital Projects

Total Capital

TOTAL EXPENDITURS

Transfers Out

Total Other Uses

TOTAL EXPENDITURES & OTHER USES

EXPENDITURES & OTHER USES

Total Payroll and Related

Total Operating Expenditures

EXCESS REVENUES OVER(UNDER) EXPENDITURES

FUND BALANCE, BEGINNING

13,576

13,599

13,644

FUND BALANCE, ENDING

13,599

13,644

13,689

13,599

13,644

13,689

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

44 45

Restricted/Assigned/Committed Funds A

Cash

418 10110

46 00

000

13,599

13,644

13,689

47 48 49 50 51

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

13,599

13,644

177

13,644

13,689

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 2014-15 are $45 in interest earnings. Expenditures • There have been no expenditures from this fund since inception.

178

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179

VISITORS ASSOCIATION FUND

180

Visitors Association Fund Program Summary

Fiscal Year

2014/2015

Adopted

Estimated

Adopted

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14

General Sales Tax

Property Tax

7,000

Adopted FY 14/15

REVENUES & OTHER SOURCES

Hotel Tax

668,371

700,000

707,000

Charges for Services

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

1,828

2,900

Investment Earnings Contributions Misc Income

arbor

whps

wpas

Total Revenues

16,575

18,650

686,774

721,550

728,550

7,000

Transfers In

Total Other Sources

7,000

TOTAL REVENUES & OTHER SOURCES

686,774

721,550

728,550

EXPENDITURES & OTHER USES

Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers

255,225

286,107

457,110

60%

171,003

255,225

286,107

457,110

60%

171,003

Supplies

25,158.49

4,080

2,905

4,155

43%

1,250

Services

204,745

208,430

201,982

209,224

7,242

Total Payroll and Related

Insurance Repair & Maintenance

36,390

36,435

Interfund Advances

Debt

8,492

Rent & Utilities

Total Operating Expenditures

266,294

248,945

241,322

249,814

Capital Outlay

Capital Projects

8,492

Total Capital TOTAL EXPENDITURES Transfers Out

521,519

535,052

527,429

706,924

1.61%

191,162

164,720

177,670

12,950

Total Other Uses

191,162

164,720

177,670

12,950

TOTAL EXPENDITURS & OTHER USES

712,681

699,772

692,149

884,594

27.80%

192,445

EXCESS REVENUES OVER(UNDER) EXPENDITURES

(25,908)

21,778

29,401

(156,044)

-631%

FUND BALANCE, BEGINNING

1,052,547

1,026,639

1,056,040

FUND BALANCE, ENDING

1,026,639

1,048,417

1,056,040

899,996

-15%

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

(185,445) 39 29,401

182,143

151,700

164,450

844,496

896,717

904,340

735,546

-19%

(168,794) 43

12,750

433

468

477

304

-36%

(173) 44

182,143

151,700

164,450

Restricted/Assigned/Committed Funds Debt Service Payments

TOTAL RESTRICTED/ASSIGNED/COMMITED FUNDS

(156,044) 41 42

182,143

151,700

181

151,700

164,450

12,750

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. A new program in partnership with the Marriott to operate a shuttle service which delivers and returns Marriott visitors to DFW Airport as well as other local venues was launched in FY 2004-05. Included in subsequent economic development agreement is a “Group Business Incentive” program. Following are the terms of this program: • Proposed group business shall book a minimum of $10,000 in room night revenue • A maximum of $5,000 is available to each group; however, the amount provided is based on the following process: o 10% of the room night revenue calculates the amount allowed, up to a maximum of $5,000 o The Town of Westlake shall receive sponsor recognition in all correspondence and at the meeting/convention in an appropriate manner. 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. Additionally, because Westlake has broader statutory authority under State law than most cities to spend hotel/motel occupancy tax funds for any municipal purpose, the Town has used these funds to cover costs of various municipal operational costs and capital projects (an example would be payment of a portion of the debt service for Westlake Academy related bonds). Revenues • Total revenues for FY 2014-15 are budgeted to be $728,550 • Hotel Tax revenues are projected to increase one percent ($7,000) when compared to FY 2013-14 estimated revenues. Expenditures and Transfers Out • Total expenditures and transfers out for FY 2014-15 are budgeted to be $884,594 • This represents a 27% increase of $192,445 from the FY 2013-14 estimated expenditures. o Transfers Out to Debt Service increased by $12,750. Series 2013 General Obligation Refunding bonds. For the refunding of series 2008 bonds related to the Arts and Sciences Center construction. The Town took advantage of the low interest rates and refunded a portion of the 2003 Certificates of Obligation (CO) which reduced our overall payments; saving the Town approximately $15K annually. The principal payment of the refunded CO’s was rolled into the refunding; therefore, no principal payment was made in FY 2013-14. o Services increased $8,492 – FY 2013-14 Arbor Day event was decreased in scope but plans are being made for a different type of event for FY 2014-15. o Payroll transfers out to the General Fund increased $171,000 due to the 3% increase for personnel as well as transitioning a part-time Communication Specialist to full time with 100% of the salary being paid from the Visitors Association. Fund Balance • FY 2014-15 ending fund balance is projected to be $899,996.

182

PROGRAM BUDGET Visitors Association Fund

Program

Department Director Ginger Awtry Department Phone 817.490.5719

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 $

10,028 240 6,113 88,070 240 104,690

1.13% 0.03% 0.69% 9.96% 0.03% 11.83%

112,364 110 12,155 124,629

12.70% 0.01% 1.37% 0.00% 14.09%

0.26% 0.26% 0.26% 1.02% 0.26% 72.02%

2,291 2,291 2,291 9,041 2,291 637,071 655,275

884,594

100.00%

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

183

74.08%

DEBT SERVICE FUND

184

Debt Service Fund Program Summary

Fiscal Year

2014/2015 Adopted

Estimated

Adopted

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14

Adopted FY 14/15

REVENUES & OTHER SOURCES General Sales Tax Property Tax

1 129,565

153,868

140,522

166,969

19%

26,447

Hotel Tax

Charges for Services

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Contributions

Misc Income

(0)

Total Revenues

129,564

153,868

140,522

166,969

19%

26,447

1,936,358

1,924,966

2,139,554

11%

214,588

Transfers In

GF/4B/VA

1,459,344

Other Sources

Bond Refunding 2011 GORB

2,237,723

Total Other Sources

3,697,067

1,936,358

1,924,966

2,139,554

11%

214,588

TOTAL REVENUES & OTHER SOURCES

3,826,632

2,090,226

2,065,488

2,306,523

12%

241,035

EXPENDITURES & OTHER USES

Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Tranfsers

23 24

Total Payroll and Related

Supplies

Services

63,813

1,677

2,000

19%

323

907

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt Total Operating Expenditures

3,783,994

2,089,319

2,077,157

2,292,658

10%

215,501

3,847,807

2,090,226

2,078,834

2,294,658

10%

215,824

Capital Outlay

Capital Projects

Total Capital

TOTAL EXPENDITURES Transfers Out Other Uses

3,847,807 Bond Refunding

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

2,090,226

2,078,834

2,294,658

10%

215,501

35 36

3,847,807

2,090,226

(21,175)

2,078,834 (13,346) 1,481.29

2,294,658

10%

215,824

11,865

100%

25,211

22,657

1,481

(11,865)

-901%

1,481

(11,865)

(0)

11,865

7,504

(11,865)

(0)

11,865

(13,346) 42 43

Restricted/Assigned/Committed Funds

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

47 -

185

FUND OVERVIEW DEBT SERVICE FUND The Debt Service Fund was created as required by Texas law in connection with the issuance of debt. Interest & sinking ad valorem tax revenues and other available funds deposited to this fund are dedicated to the repayment of the Town’s debt. In addition to I&S tax revenues, the Town makes deposits to this fund from 4B Economic Development Fund, General Fund and the Visitors Association Fund. Any future debt issuances will also be paid from this fund. The Town of Westlake implemented an ad valorem property tax for the first time during FY 2010-11. Revenues •

Total Ad Valorem Property tax for FY 2014-15 is budgeted to be $166,969

•

A 19% increase of $26,447 from the FY13/14 estimated revenues of $140,522

Transfers In •

Total Transfers in for FY 2014-15 are budgeted to be $2,139,554

•

An 11% increase of $214,588 from the FY13/14 estimated transfers in of $1,924,966

•

$1,159,250

Transfers in from 4B Economic Development Fund

•

$ 815,856

Transfers in from General Fund

•

$ 164,450

Transfers in from Visitors Association Fund

Expenditures •

FY 2014-15 debt service expenditures are projected to be $2,294,658

•

This is a 10% increase of $215,824 compared to FY 2013-14 estimated expenditures of $2,078,834.

Debt service payments are made for the following: •

Issue for various street projects: o

•

$ 2,095,000 Series 2011 Certificates of Obligation

Issues made for the construction of the Westlake Academy facilities: o

$12,400,000 Series 2002 Certificates of Obligation (refunded)

$ 6,410,000 Series 2003 Certificates of Obligation

$ 7,465,000 Series 2007 General Obligation Refunding Bonds 

partial refund of $12.4 CO issue

$ 7,375,000 Series 2011 General Obligation Refunding Bonds

$ 2,200,000 Series 2013 General Obligation Refunding Bonds

 

partial refund of $12.4M CO and $6.4M issuance refund of $2.5 CO for the Arts and Sciences Building

$ 8,500,000 Series 2013 Certificates of Obligation

$ 1,980,000 Series 2014 General Obligation Refunding Bonds

 

Westlake Academy Expansion Refunding of 2003 CO

186

FUND OVERVIEW

$0.223

2032

2031

2030

2029

2028

2027

2026

2025

2024

2023

2022

2021

2020

2019

2018

2017

2016

2015

$0.294 $0.131

$0.00

2034

$0.25

2033

$0.280 $0.143

$2.195

$2.119

$1.554

$1.494

$1.444

$1.355

$1.311

$1.271

$1.232

$1.198

$1.160

$1.127

$0.50

$1.088

$0.75

$1.274

$1.00

$1.390

$1.25

$2.028

$0.541

$0.598

$0.653

$0.704

$0.741

$0.784

$0.824

$0.862

$0.899

$0.933

$0.967

$1.50

$1.009

$1.020

$1.75

$1.246

Millions

$2.00

$1.047

$2.25

$0.314

$0.481

Interest

$1.953

Principal

$2.50

$0.400

20 Year Annual Debt Requirement

Debt Limit: There is no direct limit on debt for the Town of Westlake except by way of a tax rate limit. Because the limit is the tax rate instead; if tax base grows, we can issue more debt without increasing tax rates. 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. STANDARD & POOR'S RATINGS SERVICES has recently increased the Town's rating from AA to AA+/stable. The upgrade reflects their assessment of the town's historically very strong finances and recent implementation of a property tax levy, which has further strengthened finances and lessened the operating fund's reliance on the somewhat volatile sales tax revenue stream. The rating reflects their opinion of the town's: • Participation in the Dallas-Fort Worth metropolitan statistical area (MSA) economy • Very strong budgetary flexibility with fiscal 2012 audited reserves in excess of 50% of general fund expenditures; • Very strong liquidity, providing very strong cash to cover debt service and expenditures; • Strong management conditions, supported by good financial policy implementation. Debt per Capita The Government Finance Officers Association (GFOA) recommends the use of outstanding debt indicators to accurately capture the unfunded obligation to be repaid from general revenues. The Town’s direct debt per capita is the amount of governmental debt outstanding for each citizen of Westlake. This allows for a valid comparison among cities of different sizes. Direct debt includes all long-term obligations directly supported by general revenues and taxes. It does not include interest expenses.

187

FUND OVERVIEW Debt per Capita

Westlake’s debt per capita for FY14/15 is calculated at $25,390 and represents a .04% increase of $10 from the previous year.

Deb t in Th o u san d s

$35 $30

$26.4

$27.2

$27.0

$25.8

$25

$27.3 $23.8

$21.3

$25.4

$20.4

$20 $15 $10 $5 $0

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

Debt Management Practices Debt management policies are written guidelines and restrictions that affect the amount and type of debt issued by a state or local government, the issuance process, and the management of a debt portfolio. A debt management policy improves the quality of decisions, provides justification for the structure of debt issuance, identifies policy goals, and demonstrates a commitment to long-term financial planning, including a multi-year capital plan. Adherence to a debt management policy signals to rating agencies and the capital markets that a government is well managed and should meet its obligations in a timely manner. Debt levels and their related annual costs are important long-term obligations that must be managed within available resources. An effective debt management policy provides guidelines for a government to manage its debt program in line with those resources. The Town of Westlake debt management policies are reviewed annually and revised as necessary and address the following:  

Direct Debt - debt payable from ad valorem I&S tax, and other available fund of the Town. Interfund Borrowing – loans for short-term cash flow needs.

Debt Limits - defines specific limits or acceptable ranges for each type of debt. Limits are generally set for legal, public policy, and financial reasons. For the Town of Westlake there is no legal limit to debt except by way of a tax rate limit. a. Legal limits are determined by: o State constitution and/or law which limit the Town’s ad valorem rate. o Local charter, by-laws, resolution or ordinance, or covenant. b. Public Policy limits include: o Purposes for which debt proceeds may be used or prohibited, o Types of debt that may be issued or prohibited, o Relationship to and integration with the Capital Improvement Program, o Policy goals related to economic development, capital improvement financings, tax increment financing, and public-private partnerships.

188

FUND OVERVIEW c. Financial limits generally reflect policy or other financial resource constraints. Appropriate debt limits can positively impact bond ratings, if the government demonstrates adherence to such policies over time. Financial limits are often expressed as ratios customarily used by credit analysts. Different criteria for determining credit worthiness i.e. credit rating). Direct Debt can be measured or limited by the following ratios o Debt per capita, o Debt to personal income, o Debt to taxable property value o Debt service payments as a percentage of general fund revenues or expenditures. 2.

Debt Structuring Practices. Includes specific policies regarding the debt structuring practices for each type of bond, including: a. Maximum term (often stated in absolute terms or based on the useful life of the asset), b. Average maturity, c. Debt service pattern such as equal payments or equal principal amortization, d. Use of optional redemption features that reflect market conditions and/or needs of the government, e. Use of variable or fixed-rate debt, credit enhancements, and short-term debt, and limitations as to when each can be used, and f. Other structuring practices should be considered such as capitalized interest, deferral of principal and/or other internal credit support, including general obligation pledges.

Debt Issuance Practices. Provides guidance regarding the issuance process, which may differ for each type of debt. These practices include: a. Criteria for determining the sale method (competitive, negotiated, placement) and investment of proceeds, b. Criteria for issuance of advance refunding and current refunding bonds, c. Selection and use of professional service providers, d. Use of comparative bond pricing services or market indices as a benchmark in negotiated transactions, as well as to evaluate final bond pricing results, and e. Use of credit ratings, minimum bond ratings, determination of the number of ratings, and selection of rating services.

Debt Management Practices. Provides guidance for ongoing administrative activities including: a. Investment of bond proceeds, b. Primary and secondary market disclosure practices, including annual reporting as required, c. Arbitrage rebate monitoring and filing, d. Federal and state law compliance practices, and e. Market and investor relations efforts.

189

Debt Service Fund Long-Term Debt Summary Series

SERIES 2014 GO-Refunding

SERIES 2013 GO-Refunding

SERIES 2013 CO

SERIES 2011 CO

Type

* partial refunding of 2003

*refunding of 2008

Certificates of Obligation

Funded by

4B Fund & General Fund

Visitors Association Fund

4B Fund & General Fund

DS 300 Property Tax

Pymt No.

Fiscal Year

Principal

TOTAL

Interest

300.48840.00. 300.48850.00. 13 13 Principal

TOTAL

Interest

300.48840.00. 300.48850.00. 12 12 Principal

TOTAL

Interest

300.48840.00. 300.48850.00. 11 11 Principal

TOTAL

Interest

2015

195,000

65,510

260,510

120,000

44,450

164,450

173,550

277,719

451,269

97,000

57,704

154,704

2016

200,000

61,560

261,560

100,000

42,250

142,250

173,550

274,248

447,798

100,000

54,503

154,503

2017

5,000

59,470

64,470

130,000

39,950

169,950

178,000

270,732

448,732

75,000

79,475

154,475

2018

5,000

59,290

64,290

125,000

37,400

162,400

178,000

267,172

445,172

79,000

75,625

154,625

2019

5,000

59,110

64,110

135,000

34,463

169,463

182,450

263,568

446,018

83,000

71,575

154,575

2020

5,000

58,930

63,930

140,000

31,025

171,025

191,350

259,830

451,180

87,000

67,325

154,325

2021

5,000

58,750

63,750

145,000

27,463

172,463

191,350

255,525

446,875

91,000

62,875

153,875

2022

5,000

58,570

63,570

145,000

23,838

168,838

200,250

250,630

450,880

96,000

58,200

154,200

2023

5,000

58,390

63,390

150,000

20,375

170,375

204,700

245,056

449,756

101,000

53,275

154,275

2024

5,000

58,210

63,210

145,000

17,130

162,130

213,600

238,781

452,381

106,000

48,100

154,100

2025

5,000

58,030

63,030

155,000

13,830

168,830

213,600

232,373

445,973

111,000

42,675

153,675

2026

5,000

57,850

62,850

165,000

10,063

175,063

226,950

225,765

452,715

117,000

36,975

153,975

2027

5,000

57,490

62,490

160,000

6,000

166,000

231,400

218,601

450,001

123,000

30,975

153,975

2028

5,000

57,580

62,580

160,000

2,000

162,000

240,300

210,936

451,236

129,000

24,675

153,675

2029

360,000

52,000

412,000

347,100

200,956

548,056

136,000

18,050

154,050

2030

370,000

39,200

409,200

360,450

188,574

549,024

143,000

11,075

154,075

2031

390,000

24,000

414,000

369,350

175,803

545,153

150,000

3,750

153,750

2032

405,000

8,100

413,100

2033

2034

2035

2036

2037

24 25

529,550

158,748

688,298

280,350

142,550

422,900

293,700

131,069

424,769

307,050

119,054

426,104

320,400

106,505

426,905

329,300

94,129

423,429

2038

342,650

81,950

424,600

2039

356,000

69,287

425,287

2040

369,350

55,447

424,797

2041

382,700

40,406

423,106

2042

400,500

24,742

425,242

2043

418,300

8,366

426,666

TOTAL Original Issue: ``

300.48840.00. 300.48850.00. 14 14

Issue Date:

$1,980,000

$952,040

$2,932,040

$1,975,000

$350,235

$2,325,235

$8,205,800

$5,088,522

$13,294,322

$1,824,000

$796,831

$1,980,000

$2,200,000

$8,500,000

$2,095,000

January 2014

April 2013

March 29, 2011

$2,620,831

Rate:

3.74%

2.23%

3.42%

4.12%

Use:

Partial Refunding of 2003

Refunding of 2008 (A&S Building)

$8.5M WA Expansion

Various street projects

US Bank

Issued By:

US Bank

190

Independent Bank

Series

SERIES 2011 GO-Refunding

SERIES 2007 GO-Refunding

SERIES 2003 CO

Type

*partial refunding of 2002/2003

*partial refunding of 2002

Certificates of Obligation

Funded by

4B Fund & General Fund

4B Fund 200

Pymt

Fiscal

300.48840.00. 300.48850.00. 10 10 Principal

TOTAL

Interest

300.48840.00. 300.48850.00. 07 07 Principal

TOTAL

Interest

300.48840.00. 300.48850.00. 03 03 Principal

GRAND TOTAL TOTAL

No.

Year

Interest

Principal

Interest

Total Debt

2015

440,000

217,800

657,800

35,000

293,295

328,295

185,000

90,630

275,630

1,245,550

1,047,108

2,292,658

2016

100,000

212,400

312,400

410,000

291,983

701,983

190,000

83,230

273,230

1,273,550

1,020,173

2,293,723

2017

275,000

207,275

482,275

425,000

276,608

701,608

75,250

1,088,000

1,008,760

2,096,760

2018

700,000

192,650

892,650

40,000

259,608

299,608

75,250

1,127,000

966,995

2,093,995

2019

715,000

171,425

886,425

40,000

258,008

298,008

75,250

1,160,450

933,398

2,093,848

2020

730,000

149,750

879,750

45,000

256,408

301,408

75,250

1,198,350

898,517

2,096,867

2021

750,000

127,550

877,550

50,000

254,608

304,608

75,250

1,232,350

862,020

2,094,370

2022

770,000

104,750

874,750

55,000

252,608

307,608

75,250

1,271,250

823,845

2,095,095 2,094,803

2023

790,000

81,350

871,350

60,000

250,408

310,408

75,250

1,310,700

784,103

2024

820,000

55,150

875,150

65,000

248,008

313,008

75,250

1,354,600

740,629

2,095,229

2025

260,000

36,250

296,250

645,000

245,408

890,408

75,250

1,389,600

703,816

2,093,416

2026

260,000

27,150

287,150

670,000

219,608

889,608

75,250

1,443,950

652,660

2,096,610

2027

275,000

17,100

292,100

700,000

192,808

892,808

75,250

1,494,400

598,223

2,092,623

2028

290,000

5,800

295,800

730,000

164,808

894,808

75,250

1,554,300

541,048

2,095,348

2029

760,000

134,695

894,695

350,000

75,250

425,250

1,953,100

480,951

2,434,051

2030

790,000

103,345

893,345

365,000

57,750

422,750

2,028,450

399,944

2,428,394

2031

825,000

70,560

895,560

385,000

39,500

424,500

2,119,350

313,613

2,432,963

2032

855,000

35,910

890,910

405,000

20,250

425,250

2,194,550

223,008

2,417,558

2033

280,350

142,550

422,900

2034

293,700

131,069

424,769

2035

307,050

119,054

426,104

2036

320,400

106,505

426,905

2037

329,300

94,129

423,429

2038

342,650

81,950

424,600

2039

356,000

69,287

425,287

2040

369,350

55,447

424,797

2041

382,700

40,406

423,106

2042

400,500

24,742

425,242

2043

418,300

8,366

426,666

TOTAL Original Issue: Issue Date:

$7,175,000

$1,606,400

$8,781,400

$7,200,000

$3,808,678

$11,008,678

$1,880,000

$1,269,610

$7,375,000

$7,465,000

$6,410,000

December 29, 2011

March 15, 2007

June 23, 2003

$3,149,610

Rate:

2.58%

4.19%

4.77%

Use:

Partial refunding of 2002 & 2003

Partial refunding of Series 2002

2nd phase construction of WA

US Bank

Bank of New York

Issued By:

191

$30,239,800

$13,872,316

$44,112,116

CEMETERY FUND

192

Cemetery Fund Program Summary

Fiscal Year

2014/2015 Adopted

Estimated

Adopted

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14

General Sales Tax

Property Tax

Hotel Tax

5,510

5,960

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

100

Adopted FY 14/15

REVENUES & OTHER SOURCES

Charges for Services

Investment Earnings

Contributions

Misc Income

5,597

6,060

Transfers In

Total Other Sources

5,597

6,060

Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers

Supplies

500

100%

500

Services

2,769

4,225

6,225

47%

2,000

Total Revenues

TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES

Total Payroll and Related

Insurance Repair & Maintenance

2,560

7,215

2,215

7,215

5,000

Rent & Utilities

Interfund Advances

Debt

5,329

11,440

6,440

13,940

7,500

Capital Outlay

Capital Projects

TOTAL EXPENDITURES

5,329

11,440

6,440

13,940

7,500

Transfers Out

5,329

11,440

6,440

13,940

116%

7,500

(7,880)

1974%

Total Operating Expenditures

Total Capital

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

268

(5,380)

(380)

226%

116%

(7,500) 37

FUND BALANCE, BEGINNING

147,353

147,621

147,241

(380) 38

FUND BALANCE, ENDING

147,621

142,241

147,241

139,361

-5%

(7,880) 39

147,621

142,241

147,241

139,361

-5%

(7,880) 40

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

41 42

Restricted/Assigned/Committed Funds

Cash

255 10110

000

49,740

44,062

50,156

42,574

Open Cemetery Lots

255 15100

000

97,881

98,179

97,085

96,787

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

147,621

142,241

193

147,241

139,361

-15%

(7,582) 44

(298) 45

-5%

(7,880) 49

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 adopted revenues for FY 2014-15 are $6,060 • Revenue will remain flat when compared to FY 2013-14 estimated revenues.

Expenditures • Total adopted expenditures for FY 2014-15 are $13,940 • This is an increase of $7,500 compared to FY 2013-14 estimated expenditures. o Increase of $500 in supplies o Increase of $2,000 for contracted services o Increase of $5,000 in repair & maintenance Fund Balance • The projected ending fund balance for FY 2014-15 is $139,361 o $42,574 Operating Cash o $96,787 Open Cemetery Lots

194

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195

UTILITY FUND

196

Utility Fund Program Summary

Fiscal Year

2014/2015 Adopted

Estimated

Adopted

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Adopted FY 14/15 vs Estimated FY 13/14

REVENUES & OTHER SOURCES

Charges for Services

Water

2,322,249

2,112,000

2,510,544

19%

398,544

Charges for Services

Sewer

751,092

529,800

629,800

696,216

11%

66,416

Charges for Services

Trash

5,293

5,050

Charges for Services

Other

76,714

60,750

70,150

60,750

-13%

Franchise Fees

(9,400)

Permits & Fees

Fines & Forfeitures

6,325

6,000

6,425

6,000

-7%

Investment Earnings Contributions

226,980

192,004

402,704

192,004

-52%

Total Revenues

Misc Income

3,388,653

2,905,604

3,226,129

3,470,564

Transfers In

500,000

Other Sources

Total Other Sources

500,000

TOTAL REVENUES & OTHER SOURCES

3,888,653

(425) -

9 10

(210,700) 11 244,435

2,905,604

3,226,129

3,470,564

244,435

EXPENDITURES & OTHER USES

16 17

Payroll Salaries

119

Payroll Insurance

Payroll Taxes

Payroll Retirement

275,791

321,554

352,198

10%

30,644

275,910

321,554

352,198

10%

30,644

Supplies

5,044

8,100

Services

635,003

523,028

599,503

563,264

-6%

Payroll Transfers Total Payroll and Related

Insurance Repair & Maintenance Rent & Utilities Debt Water Purchases Total Operating Expenses Capital Projects Capital Outlay

4,780

4,790

95,384

122,400

170,650

148,400

-13%

98,733

130,760

132,535

709,962

191,212

248,250

246,987

-1%

(36,239) 25 -

(22,250) 27 -

(1,263) 29

965,192

1,110,600

1,134,600

1,280,600

13%

146,000

2,514,098

2,090,890

2,298,428

2,384,676

86,248

211,407

1,521,880

1,486,164

288,500

-81%

(1,197,664) 32

20,731

15,000

20,000

33%

5,000

232,138

1,536,880

1,501,164

308,500

-79%

(1,192,664) 34

TOTAL EXPENSES

3,022,146

3,949,324

4,121,145

3,045,374

-27%

(1,106,416) 35

Transfers Out

64,409

140,885

301,030

743,745

147%

442,715

64,409

140,885

301,030

743,745

147%

442,715

3,086,555

4,090,209

4,422,175

3,789,119

-14%

(1,184,605)

(1,196,046)

Total Capital

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

802,098

(318,555)

-73%

(633,056) 38 877,491

FUND BALANCE, BEGINNING

4,748,475

5,550,573

4,354,526

-22%

(1,196,046) 40

FUND BALANCE, ENDING

5,550,573

4,365,968

4,354,526

4,035,972

-7%

(318,555) 41

171,802

195,510

197,465

5,378,771

4,170,458

4,159,016

3,838,506

-8%

2,810,739

2,427,444

2,634,981

2,756,874

698

627

576

508

-12%

171,802

195,510

197,465

1,955

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

1,955 121,893

Water/Sewer Deposits

(68) 45

Restricted/Assigned/Committed Funds R

(320,510) 43

46 10112

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

1,955

171,802

195,510

197

195,510

197,465

FUND OVERVIEW UTILITY FUND REVENUES AND OTHER RESOURCES • Total adopted revenues for FY 2014-15 are budgeted to be $3,470,564 • A 8% increase of $244,435 from the FY 2013-14 estimated revenues of $3,226,129 • 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. TRA Wastewater 3%

Duct Bank 3% Impact Fees 1%

FY14/15 Adopted Revenues

Tap Fees 1%

Water Revenue 72%

Sewer Revenues 20%

Water Revenue • Water revenues comprise 72% of FY 2014-15 Utility Fund revenues. o The Utility Fund is the recipient of all revenue generated from water sales in the Town. With the construction of Westlake’s master-planned residential developments, the Town placed new water infrastructure into service in 2000. o As Westlake’s customer base continues to expand, additional demands will be placed on the utility system, requiring incremental expansion and maintenance of infrastructure. Revenue Trends

$3.28

$3.05

FY 10/11 actual

FY 11/12 actual

(shown in millions)

$1.94

$1.74

FY 05/06 actual

FY 06/07 actual

$2.11

FY 07/08 actual

$2.43

$2.22

FY 08/09 actual

FY 09/10 actual

$3.39

$3.23

$3.47

FY 12/13 actual

FY 13/14 estimated

FY 14/15 adopted

Wastewater Revenues • Wastewater revenues comprise 20% of FY 2013-14 Utility Fund revenues. o Wastewater revenue is another major component of the Utility Fund. Wastewater revenue is expected to grow proportionate to future non-irrigation water demands. o These future increases can be attributed to both residential and commercial growth.

198

FUND OVERVIEW Ductbank Permit Fees • Ductbank permit fees and deferred revenues comprise 3% of FY 2013-14 Utility Fund revenues. o The ductbank is a series of Town owned conduit that houses underground telecommunication infrastructure in portions of Westlake. o Revenues from the ductbank are contingent upon utility companies leasing out portions of the conduit. o The Town continues to execute new leases with telecommunications companies. Waste Management • The Town receives a 12% fee from its franchisee for providing this service. o During FY 2008-09, the Town took over the billing and collection of residential solid waste user fees for its franchised hauler. o In FY11/12 the Town changed from twice a week pick up schedule to once a week pick up schedule in lieu of a rate increase. o The current rate for solid waste and recycling service remains unchanged since 2008. EXPENSES AND OTHER USES • Total adopted expenses for FY 2014-15 are $3,789,119 • A 14% decrease of $633,056 from the FY 2013-14 estimated expenses. • This decrease is primarily due to the completion of a second ground storage tank project in 2014.

Transfers Out 13% Operating Expenses 72%

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.

FY14/15 Adopted Expenses

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 telecommunications , water, sewer, and 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 Town’s agreement with Hillwood is that in exchange

199

FUND OVERVIEW for dissolution of the Municipal Utility Districts (MUDs), the Utility Fund will reimburse Hillwood the share of purchased MUDs infrastructure for each development based upon the acres removed from the MUDs. Hillwood, in turn, must deposit these funds into an escrow account owned by the Hunt Trust. 2.

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

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.

Water Billing Accounts 700 600 500 400 300 200 100 -

355 299 FY 04/05

992

1063

785

803

847

352

356

386

392

418

433

FY 06/07

FY 07/08

FY 08/09

FY 09/10

FY 10/11

FY 11/12

698

703

324 FY 05/06

Water Accounts

200

Population

1109

1150

1191

507

544

574

FY 12/13

FY 13/14

FY 14/15 estimate

PROGRAM BUDGET Utility Fund Public Works

Program

Department Director Jarrod Greenwood Department Phone 817-490-5717

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 $

237,937 48,729 22,533 66,926 84,729 1,280,601 210,572 1,952,027

8.63% 1.77% 0.82% 2.43% 3.07% 46.45% 7.64% 70.81%

28,301 7,250 430,001 29,904 495,455

1.03% 0.26% 15.60% 1.08% 17.97%

35,188 25,188 60,376

1.28% 0.91% 2.19%

100,317 100,317

3.64% 3.64%

59,981 59,981

2.18% 2.18%

6,963 6,963

0.25% 0.25%

6,264.50 7,404.59 6,639.19 20,694 2,258.32 29,333.53 72,594

0.23% 0.27% 0.24% 0.75% 0.08% 1.06% 2.63%

9,170.17 9,170.17

0.33% 0.33%

2,756,874

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 1 2 3 4 5 6

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

Municipal Administration 1

Support Services - Human Resources

Represents Total Expenses net of Debt & Capital Projects

201

UTILITY FUND Debt Payable Schedule Ground Storage Tank SERIES 2013 CERTIFICATES OF OBLIGATION Pymt

Fiscal

500-48840-16-00

500-48850-16-00

No.

Year

Principal

Interest

2015

21,450

34,325

55,775

2016

21,450

33,896

55,346

2017

22,000

33,461

55,461

2018

22,000

33,021

55,021

2019

22,550

32,576

55,126

2020

23,650

32,114

55,764

2021

23,650

31,582

55,232

2022

24,750

30,977

55,727

2023

25,300

30,288

55,588

2024

26,400

29,512

55,912

2025

26,400

28,720

55,120

2026

28,050

27,904

55,954

2027

28,600

27,018

55,618

2028

29,700

26,071

55,771

2029

42,900

24,837

67,737

2030

44,550

23,307

67,857

2031

45,650

21,728

67,378

2032

65,450

19,621

85,071

2033

34,650

17,619

52,269

2034

36,300

16,200

52,500

2035

37,950

14,715

52,665

2036

39,600

13,164

52,764

2037

40,700

11,634

52,334

2038

42,350

10,129

52,479

2039

44,000

8,564

52,564

2040

45,650

6,853

52,503

2041

47,300

4,994

52,294

2042

49,500

3,058

52,558

2043

51,700

1,034

52,734

TOTAL $

1,014,200

Original Issue: $1,000,000 ``

TOTAL

Issue Date: April 1, 2013 Issued By:

US Bank

202

628,918

1,643,118

UTILITY FUND Debt Payable Schedule Keller Overhead Storage

Pymt

Date

TOTAL PAYABLE Principal

WESTLAKE'S PORTION OF PAYABLE 32%

Interest

Sep-06 $

190,000

173,730

363,730

Sep-07

200,000

163,344

363,344

Sep-08

210,000

151,575

Sep-09

225,000

Sep-10

Payable $

116,554

Principal

$ 55,670

116,430

64,088

361,575

115,863

138,219

363,219

235,000

127,169

Sep-11

245,000

Sep-12

Total $

Balance

116,554

$ 1,257,727

52,342

116,430

1,193,639

67,292

48,571

115,863

1,126,347

116,390

72,099

44,291

116,390

1,054,248

362,169

116,053

75,303

40,750

116,053

978,944

118,463

363,463

116,468

78,508

37,960

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

86,519

31,694

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

94,530

24,420

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

120,538

104,143

16,395

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

113,756

7,393

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

203

Interest

60,884

TOTAL

Total

FUNDED CAPITAL IMPROVEMENT Meter Reading & Equipment Project Description: The Town currently utilizes a drive by radio frequency method to read water meters. This requires the Town to purchase a laptop and proprietary reading software from the meter company and is only supported for 5 years. The Town's system is 6 years old and is in need of being upgraded/replaced. This project will consist of replacing all radio read meters within the Town with the next generation system that would allow for instantaneous, remote meter readingcleaning; increased customer service, and a customer web portal that would allow customers to view their water consumption. The new system would require a monthly charge of $3 per meter.

PROJECT EXPENSE

EXPENDITURE TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Engineering

Construction

38,500

77,000

Design

Contingency

EXPENDITURES TOTAL

38,500

77,000

PROJECT FUNDING

FUNDING TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Cash/Transfers

38,500

77,000

Contributions/Grants

Bond Issuance

UnFunded

FUNDING TOTAL

38,500

77,000

IMPACT ON OPERATING BUDGET

IMPACT TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Supplies

Services

Insurance

Repair & Maintenance

12,600

25,200

25,956

26,735

27,537

Rent & Utilities

Debt Service

OPERATING IMPACT

12,600

25,200

25,956

204

26,735

27,537

118,027

FUNDED CAPITAL IMPROVEMENT TRA Assumption of N-1 Sewer Line Project Description: This project is intended to transfer ownership of a section of sewer line from Westlake and Southlake to TRA. It includes the design and construction of a metering station with SCADA equipment at the proposed Town of Westlake "Point of Entry." Westlake will be required to conduct an extensive inflow and infiltration study and perform repairs (separate capital improvement).

PROJECT EXPENSE

EXPENDITURE TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

Engineering

12,467

Construction

70,500

Design

Contingency

EXPENDITURES TOTAL

82,967

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

12,467

320,500

250,000

332,967

PROJECT FUNDING

FUNDING TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

Cash/Transfers

82,967

Contributions/Grants

Bond Issuance

UnFunded FUNDING TOTAL

5 Year Projection FY 14/15 250,000

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

82,967

250,000

332,967

IMPACT ON OPERATING BUDGET

IMPACT TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Debt Service

OPERATING IMPACT

205

UTILITY MAINTENANCE & REPLACEMENT FUND

206

Utility Maintenance & Replacement Fund Program Summary

Fiscal Year

2014/2015

Adopted

Estimated

Adopted

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

141

125

Contributions

Misc Income

Total Revenues

141

125

Transfers In

50,000

263,530

450,000

71%

186,470

Total Other Sources

50,000

263,530

450,000

71%

186,470

TOTAL REVENUES & OTHER SOURCES

50,141

50,125

263,655

450,125

71%

186,470

Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

Total Expenditures

Capital Outlay

Capital Projects

81,672

88,000

296,530

203,000

Adopted FY 14/15

REVENUES & OTHER SOURCES

EXPENDITURES & OTHER USES

Total Payroll and Related

-32%

(93,530) 33

Total Capital

81,672

88,000

296,530

203,000

-32%

(93,530) 34

TOTAL OPERATING EXPENDITURES

81,672

88,000

296,530

203,000

-32%

(93,530) 35

Transfers Out

81,672

88,000

296,530

203,000

-32%

(31,531)

(37,875)

(32,875)

247,125

-852%

FUND BALANCE, BEGINNING

92,829

61,298

28,423

-54%

(32,875) 40

FUND BALANCE, ENDING

61,298

23,423

28,423

275,548

869%

247,125

61,298

23,423

28,423

275,548

869%

247,125

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

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

(93,530) 38 280,000

44 Restricted/Assigned/Committed Funds A

Cash

510

10110 00

45 000

61,298

23,423

28,423

275,548

869%

247,125

46 47 48 49 50

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

61,298

23,423

207

28,423

275,548

869%

247,125

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  FY2014/2015 revenues are $450,125  A 71% increase of $186,470 from the FY 14/15 estimated revenues of $263,655 o Transfers In from the Utility fund increased $186K to replenish fund balance due to Lift Station Discharge expenses incurred in FY13/14. o Additional funds will be transferred from the Utility Fund when available Expenditures  FY2014/2015 expenditures are projected to be $203,000  A 32% decrease of $93,530 from the FY 13/14 estimated expense of $296,530 o $12,500 increase – Water Main Repair and Maintenance o $213,530 decrease – Lift Station Discharge o $20,000 increase – Lift Station Pump Repairs o $5,500 decrease – Pump Station repair & Maintenance o $80,000 increase – Pump Station Equipment o $32,000 decrease – SCADA Replacement o $45,000 increase – purchase Chevrolet Utility Truck Fund Balance  Fund balance at FY 14/15 year-end is projected to be $275,548 Lift Station Discharge The Town of Westlake experienced a malfunction and overflow at one of our sanitary sewer lift stations located in the 1900 block of State Highway 114, spilling raw sewage into the creek adjacent to it. This overflow traveled downstream approximately ¾ of a mile into an in-channel pond in Trophy Club, near the Hogans’ Glen subdivision. The lift station ceased operating due to rodents that chewed through electrical wiring, causing the pumps not to work and impeding our high level alarm, which otherwise would have notified us of the lift station’s failure. The ensuing discharge was discovered at approximately 10:45 a.m. on Friday, October 4, 2013. Town of Westlake staff began notifying state and local officials. Initiation of the cleanup process began within 10 minutes of discovery. Westlake personnel notified the Town of Trophy Club of this sewage spill at approximately 1:30 p.m., who in turn notified their residents in its Hogans’ Glenn subdivision. Staff also notified the Texas Commission on Environmental Quality

208

FUND OVERVIEW (TCEQ) at approximately 4:20 p.m. and Texas Parks & Wildlife Department at approximately 4:50 p.m. as there were approximately 400 fish killed, in the in-channel pond just before the creek enters Hogans’ Glen subdivision, as a result of this discharge. Staff talked the City of Grapevine on Monday afternoon regarding the discharge and provided details of the discharge and the Westlake pH and ammonia sample collection information. Staff retained the services of an environmental remediation company, Extreme Services Unlimited, to immediately begin the cleanup process of removing the raw sewage so it could be taken to the Trinity River Authority Denton Creek Treatment Plant for proper treatment. The Town’s SCADA contractor, Infinite Services, restored manual operation of the pumps at approximately 3:00 p.m. with the automated operation equipment was repaired and replaced at approximately 7:30 p.m. While the equipment was repaired, the wet well was filled with solids that needed to be removed. Solids were removed from the lift station wet well that had accumulated during the time the lift station was inoperable. During the time period that the pumps were inoperable, crews bypassed pumped from the immediate upstream manhole to the lift station. This was vacuumed out and hauled off along with into (automated) service on Friday by approximately 9:00 p.m. Trinity River Authority collected samples and tested for ammonia and pH (see enclosed sample report from TRA). Westlake staff continued collecting and testing water samples throughout the cleanup process. Westlake staff met with Game Warden Travis Porter from the Texas Parks and Wildlife. He took photos, interviewed Westlake staff, and talked to Trophy Club residents. I let Mr. Porter know that TCEQ was notified and they had a field investigator on site earlier in which I provided your contact information to him. Game Warden Porter indicated that he was in contact with the state biologist to discuss how Texas Parks and Wildlife would proceed. Crews worked over night on Friday, October 4, and continued removing all of the discharge from the area adjacent to the lift station, creek, and Hogan’s Glen pond. As of Saturday afternoon, October 5, the pond’s elevation was lowered to approximately 4 feet. Unfortunately Westlake received approximately 0.25” of rain from 7:00 p.m. until 8:30 p.m. Saturday evening. This rain water filled the pond and creek back up, nullifying any pumping progress during the previous 24 hour period. Additionally, the rains made our staging area near the lift station too muddy to continue pumping operations until we were able to place a 4” pump near the creek (adjacent to the pump station) at approximately 3:00 a.m. The fountain located on the east side of the Hogan’s Glen pond was pumped out and pressure washed by Westlake crews. The contractor continued 24 hour pumping operations, without further incident, throughout Sunday and Monday, finishing on Tuesday when the creek adjacent to the lift station and the pond near Hogan’s Glen were pumped dry. The contractor then applied lime to the affected creek area adjacent to the lift station. On Wednesday, October 9, I reported to you that the pond had been emptied on Tuesday. However, overnight irrigation placed water back into the pond from one irrigation system with a significant leak. This episode was witnessed and documented by me. Unfortunately, I am unable to ascertain the amount of pumping that was done at each site for the time period before and after the rain event on Saturday, October 5, as you requested. The contractor did not differentiate their load information. The contractor removed a total of 779,940 gallons of contaminated water from both sites. This work took a combined 490 hours of vacuum truck operations to complete.

209

FUND OVERVIEW Staff worked with the Trinity River Authority to determine: 1) when the failure occurred; and, 2) the estimated 213,000 gallons of discharge. This number is based on the average daily flow of 53,000 gallons through the meter at the lift station site for the 96 hours that the meter did not register a flow. On Wednesday, October 9, Game Warden Porter stated that he would be forwarding his report to TCEQ. Immediately after I received approval from you to proceed with refilling the pond on Wednesday, October 9, I started notifying the Town of Trophy Club and the Hoganâ&#x20AC;&#x2122;s Glen Home Ownersâ&#x20AC;&#x2122; Association as the Town of Westlake is now in the process of filling the pond with potable water from a fire hydrant located near the affected pond until it has been completely filled. This water is being de-chlorinated prior to its discharge into the pond. I have contacted Magnolia restocking rate. Magnolia Fisheries stated that we would have to wait for three weeks after the refilling the pond with potable water before we begin restocking with fish, just to make sure any there is no residual chlorine. Once the discharge was discovered, Trinity River Authority collected pH and ammonia samples to ascertain the extent of the discharge. During the cleanup process, Westlake staff collected pH and ammonia samples that were tested at the Denton Creek Treatment Plant. In addition to the repaired and replaced lift station equipment that was damaged, Westlake will integrate additional SCADA logic programming with back up monitoring and alarm equipment in all lift stations to provide redundant protection in an effort to prevent any future discharge.

210

Utility Maintenance and Replacement Fund 5 Year Projection Description

Actuals

Estimated

Adopted

2003 - 2013

FY 13-14

FY 14-15

Projection FY 15-16

FY 16-17

FY 17-18

FY 18-19

TOTALS

REVENUES AND OTHER SOURCES Interest Income

470

125

500

Transfer in from GF

Transfer in from GMR

Transfer in from UF

163,864

Transfer in from PTR

10,000

TOTAL REVENUES AND OTHER SOURCES

263,530

450,000

174,334

300,000

263,655

450,125

300,125

300,000 300,125

1,220

1,200,000

2,077,394

10,000

1,200,500

2,088,614

UTILITY MAINTENANCE/REPLACEMENT PROJECTS Water Main R&M

17,500

30,000

47,500

Pump Station R&M

5,500

Vaquero Lift Station Pump Upgrade

Sewer R&M - SS I&I

23,864

Pump Station Gate Retro-Fit

7,500

Pump/Motor Repair/Replacement

27,225

Pump Station Equipment

80,000

82,500

87,500

SCADA Replacement

60,000

28,000

88,000

Chevy Utility Truck

45,000

Lift Station Pump Repairs

16,371

20,000

36,371

Water Main R&M

38,076

114 Lift Station Discharge

213,530

82,500

87,500

0.00

300,125 $

GRAND TOTAL PROJECTS

NET REVENUES OVER (UNDER) PROJECTS

Fund Balance Beginning Fund Balance Ending

213,530

113,036

61,298

296,530

(32,875)

203,000

247,125

217,625 $

212,625 $

61,298

28,423

275,548

493,173

705,798

1,005,923

61,298

28,423

275,548

493,173

705,798

1,005,923

1,306,048

211

170,000

250,000

170,000

1,030,500

782,566

GENERAL MAINTENANCE & REPLACEMENT FUND

212

General Maintenance & Replacement Fund Program Summary

Fiscal Year

2014/2015

Adopted

Estimated

Adopted

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14 0%

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Beverage Tax

Franchise Fees

Permits & Fees

2,000

1,795

1,750

Adopted FY 14/15

REVENUES & OTHER SOURCES

Fines & Forfeitures Investment Earnings Contributions

Misc Income

Total Revenues

3,795

1,750

3,750

114%

2,000

Transfers In

550,000

275,000

Other Sources

6,250

Total Other Sources

556,250

550,000

275,000

TOTAL REVENUES & OTHER SOURCES

560,045

551,750

276,750

278,750

2,000

EXPENDITURES & OTHER USES

Payroll / Salaries

Payroll Related & Benefits

Payroll Transfers In

Payroll Transfers Out

Total Payroll and Related

Supplies

24 25

Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

29 30

Debt Total Operating Expenditures Capital Outlay Capital Projects

201,412

519,726

361,045

1,264,000

250%

902,955

Total Capital

201,412

519,726

361,045

1,264,000

250%

902,955

TOTAL EXPENDITURES Transfers Out

201,412 -

519,726 -

361,045 -

1,264,000 -

250% 0%

902,955 -

35 36

Total Other Uses

TOTAL EXPENDITURES & OTHER USES

201,412

519,726

361,045

EXCESS REVENUES OVER(UNDER) EXPENDITURES

358,633

32,024

(84,295)

FUND BALANCE, BEGINNING FUND BALANCE, ENDING Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

1,264,000 (985,250)

250% 1069%

902,955

(900,955) 39

880,415

1,239,048

1,154,753

-7%

(84,295) 40

1,239,048

1,271,072

1,154,753

169,503

-85%

(985,250) 41

1,239,048

1,271,072

1,154,753

169,503

-85%

(985,250) 42

43 44

Restricted/Assigned/Committed Funds

Cash

600

10110

000

1,239,048

1,271,072

1,132,753

147,503

-87%

Cash EMS

600

10110

101

22,000

(985,250) 46 0

47 48 49 50

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

1,239,048

1,271,072

213

1,154,753

169,503

-85%

(985,250) 51

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 • FY14/15 revenues are $278,750; A 1% increase of $2,000 from the FY 13/14 estimated budget of $276,750 Expenditures/Projects • FY14/15 expenditures are $1,264,000; A 250% increase of $902,955 from the FY 13/14 estimated budget of $361,045. As can be seen below the majority of the increase is related to the purchase of an Engine/Pumper and a building addition to the fire station to house it. GENERAL MAINTENANCE/REPLACEMENT PROJECTS Ladder/Pumper Fire Dept Building Addition Dept 14 - Total Fire/EMS Illuminated Street Signs Dept 16 - Total Public Works WA-Irrigation System WA-Carpet/VCT Flooring WA-Ext/Int Environmental Improvements WA-Interior/Exterior Paint & Wood/Cloth R&M WA-Roof Repairs WA-Parking Lot WA-Refurbish Classrooms WA-Update Security System / Cameras Interior Building R&M WA-15 Ton Split HVAC System WA-2 Ton Roof Top Units/HVAC System Replacement WA-Heater Boilers WA-Plumbing Repair/Replacement Facilities Maintenance Vehicle WA Playground Equipment Park R&M Dept 17 - Total Facilities & Grounds Maintenance Trail Repairs Dept 19 - Total Parks and Recreation Network Printers/Peripheral Devices Network Equipment/Server Replacements Phone System/Peripheral Devices Dept 20 - Total Information Technology GRAND TOTAL PROJECTS

Amount 700,000 30,000 730,000 38,000 38,000 15,000 15,000 40,000 26,000 10,000 28,000 25,000 15,000 10,000 15,000 45,000 10,000 5,000 12,000 145,000 25,000 441,000 15,000 15,000 5,000 30,000 5,000 40,000 $ 1,264,000

Fund Balance • Fund balance at FY 14/15 year-end is projected to be $169,503

214

General - Maintenance and Replacement Fund 5 Year Projection Description

Actuals

Estimated

Adopted

2003 - 2013

FY 13-14

FY 14-15

Projection FY 15-16

FY 16-17

FY 17-18

FY 18-19

TOTALS

REVENUES AND OTHER SOURCES Environmental Upgrade Grant

6,250

Firefighter Equipment Fees

2,000

8,000

12,000

Interest Income Transfer in from GF Transfer in from V&E

4,584

1,750

7,000

15,084

1,765,738

275,000

225,000

950,000

3,265,738

129,374

Transfer in from UF

10,000

Transfer in from PTR

64,274

TOTAL REVENUES AND OTHER SOURCES

1,982,220

276,750

278,750

228,750

965,000

64,274 $

3,502,720

GENERAL MAINTENANCE/REPLACEMENT PROJECTS Ambulance Box, Chassis and Equipment Fire Chief Vehicle Engine/Pumper Fire Dept Building Addition

200,000

49,084

700,000

Dept 14 - Total Fire/EMS

249,084

Illuminated Street Signs

700,000

200,000

30,000

730,000

979,084

51,900

3,900

10,000

38,000

Wyck Hill Pavement Resurface

54,450

Dept 16 - Total Public Works

3,900

10,000

38,000

54,450

106,350

15,607

15,250

15,000

3,000

10,000

13,000

58,857

WA-Carpet/VCT Flooring

3,445

15,000

10,000

5,000

30,000

63,445

WA-Ext Environmental Improvements Irrig

8,112

5,000

30,000

7,000

50,112

WA-Envrnmt Bldg UG light/water

25,899

2,500

10,000

5,000

10,000

25,000

63,399

WA-Exterior Paint & Wood R&M

32,818

10,000

11,000

5,000

8,000

21,000

74,818

4,325

10,000

15,000

10,000

8,000

10,000

8,000

36,000

65,325

WA-Roof Repairs

10,936

5,000

10,000

8,000

5,000

9,000

22,000

47,936

WA-Parking Lot

17,282

28,000

10,000

55,282

WA-Refurbish Classrooms

75,204

23,795

25,000

30,000

25,000

30,000

110,000

233,999

WA-Update Security System

WA-Irrigation System

WA-Painting/Cloth Wall R&M

15,370

25,000

10,000

5,000

25,000

35,000

85,370

WA-Update Security Cameras

7,857

5,000

6,000

10,000

16,000

28,857

Interior Building R&M

2,800

5,000

10,000

12,000

8,000

20,000

37,800

WA-15 Ton Split HVAC System

14,399

10,000

15,000

12,000

15,000

27,000

66,399

WA-2 Ton Roof Top Units

11,903

15,000

40,000

5,000

10,000

5,000

20,000

86,903

6,000

5,000

11,000

23,870

22,000

10,000

7,000

5,000

12,000

67,870

WA-HVAC System Replacement

4,000

5,000

13,000

10,000

28,000

37,000

WA-Plumbing Repair/Replacement

5,000

9,000

19,000

29,000

Contribution Exp to WA - Facilities

40,000

Contribution Exp to WA - Technology

50,000

Facilities Maintenance Vehicle

45,000

12,000

45,000

102,000

WA Playground Equipment

145,000

Park R&M

25,000

441,000

97,000

WA-AC ton/7.5 ton server room WA-Heater Boilers

Dept 17 - Total Facilities & Grounds Maintenance

269,828

307,545

115,000

111,000

184,000

25,000

507,000

1,525,373

Trail Repairs

4,900

5,000

15,000

10,000

40,000

64,900

Dept 19 - Total Parks and Recreation

4,900

5,000

15,000

10,000

40,000

64,900

33,250

5,000

7,500

45,750

630

5,000

10,000

20,000

30,630

Network Equipment

6,028

18,500

20,000

30,000

70,000

114,528

Server Replacements

8,763

10,000

30,000

48,763

Phone System/Peripheal Devices

9,651

10,000

5,000

7,500

10,000

15,000

32,500

57,151

58,322

38,500

40,000

42,500

45,000

72,500

160,000

296,822

Servers & Network Storage Network Printers/Peripheal Dev

Dept 20 - Total Information Technology

GRAND TOTAL PROJECTS

586,034

361,045

NET REVENUES OVER (UNDER) PROJECTS

1,396,186

(84,295)

Fund Balance Beginning Fund Balance Ending

1,264,000

(985,250)

149,500

224,450

193,500

194,000

761,450

2,972,529

129,250

4,300

35,250

34,750

203,550

530,191

(157,138)

1,239,048

1,154,753

169,503

298,753

303,053

338,303

1,239,048

1,154,753

169,503

298,753

303,053

338,303

373,053

215

WESTLAKE ACADEMY

216

Westlake Academy Program Summary - All Funds

Fiscal Year

2014/2015

Adopted

Estimated

Adopted

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 11/12

Adopted FY 12/13

REVENUES & OTHER SOURCES Federal Program Revenues

1 81,958

67,722

80,008

73,896

-8%

State Program Revenues

4,648,649

4,855,506

5,034,023

5,782,092

15%

748,069

Local Revenues

1,205,931

1,538,434

1,922,443

1,711,305

-11%

(211,138)

Total Revenues Other Sources Total Other Sources

(6,112)

5,936,538

6,461,662

7,036,474

7,567,293

530,819

40,959

45,000

331,266

45,000

-86%

(286,266) 17 (286,266) 18

40,959

45,000

331,266

45,000

-86%

5,977,497

6,506,662

7,367,740

7,612,293

244,553

4,339,742

4,832,464

5,196,595

5,618,025

421,430

62 Professional & Contracted Services

865,171

882,229

935,779

1,064,256

14%

128,477

63 Supplies and Materials

268,069

385,613

503,367

672,890

34%

169,523

64 Other Operating Costs

290,634

289,989

325,917

363,967

12%

38,050

6,405

84,186

1214%

77,781

TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES 61 Payroll Related & Benefits

65 Debt Service

Operating Expenses

Total Expenditures Other Uses Total Other Uses

6,390,295

6,968,063

7,803,324

12%

835,261

40,959

45,000

331,266

45,000

-86%

(286,266) 36 (286,266) 37

40,959

45,000

331,266

45,000

-86%

6,435,295

7,299,329

7,848,324

EXCESS REVENUES OVER(UNDER) EXPENDITURES

172,923

71,367

68,411

FUND BALANCE, BEGINNING

819,090

992,012

1,060,425

FUND BALANCE, ENDING

992,012

1,063,379

1,060,425

824,394

-22%

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

5,763,616

5,804,575

TOTAL EXPENDITURES & OTHER USES

-445%

(304,442) 39 68,413

(236,031) 41

125,000

100%

992,012

1,063,379

1,060,425

699,394

-34%

(361,031) 43

-42%

(23) 44

125,000

100%

# of Operating Days

(236,031)

548,995

125,000

Restricted/Assigned/Committed Funds

A Technology/FFE

A Uniform/Equipment Replacement

125,000 -

46 47 48 49 50

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

217

125,000

100%

125,000

FUND OVERVIEW WESTLAKE ACADEMY This fund was incorporated into the Town’s budget beginning in FY 2010-11. Westlake Academy opened its doors in September 2003 when the Town of Westlake officials took advantage of the State of Texas’ acceptance of chartered schools and thus, became the first and only municipality in the state to receive a chartered school designation. As a chartered school, Westlake Academy is an open enrollment public school. In 2008 the Texas Education Agency (TEA) renewed the Academy’s charter until 2016. The officials who pioneered the school also decided to follow another brave path in offering the globally recognized International Baccalaureate (IB) curriculum. 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 Sources • FY 2014-15 adopted revenues and other sources are $7,612,293 Expenditures and Other Uses • FY 2014-15 adopted expenditures and other uses total $7,848,324 Fund Balance • FY 2014-15 ending fund balance is projected to be $699,394

218

Executive Summary August 11, 2014

Honorable President and Board Trustees Westlake Academy 2600 J. T. Ottinger Road Westlake, TX 76262 Transmittal of FY 2014/15 Westlake Academy Budget “Reaching New Heights Together...One School, One Community” As Superintendent of Westlake Academy, I am submitting for your consideration the Budget for FY 2014/15. 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. This FY 2014/15 All Funds Budget totals $7,803,324 representing a 12% increase from the prior year primarily due to increasing the number of classes in the PYP Programme (Kindergarten, Grade One, and Grade Three) as well as completion Phase I of the Master Plan and staffing changes in the MYP and DP Programme. The adopted FY 2014/15 budget decreases the fund balance by $236,031 with an ending balance of $824,393. With the continued support of the Town and Westlake Academy Foundation, the Academy will be able to balance the budget beyond the five‐year forecast. Westlake Academy anticipates state public education funding to maintain levels of 2013/14, approximately $6,840 per student. Figure 1 – All Funds Budget Summary

Beginning Fund Balance

Estimated

Adopted

$ Increase

% Increase

FY 2013/14

FY 2014/15

(Decrease)

992,012

$ 1,060,424

Revenues

7,036,474

Expenditures

6,968,062

Net Revenues over (Under) Expenditures Other Resources Other Uses

68,412

7,567,293

530,818

7,803,324

835,262

12%

68,412

(236,031)

(304,444)

331,266

45,000

(286,266)

-86%

(331,266)

(45,000)

286,266

-86% -22%

Ending Fund Balance

$ 1,060,424

824,393

$ (236,031)

Assigned

125,000

Ending Fund Balance (Unassigned)

$ 1,060,424

699,393

$ (361,031)

-34%

(23)

-41%

# Days Operating (Based on 365) Daily Operating Expense

56 $

19,091

219

33 $

21,379

125,000

2,288

12%

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 2014/15 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.

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

MISSION: “Westlake Academy is an IB World School whose mission is to provide students with an internationally minded education of the highest quality, so they are well‐balanced and respectful life‐long learners.” VISION: “Westlake Academy inspires college bound students to achieve their highest individual potential in a nurturing environment that fosters the traits found in the IB learner profile.” ~ Inquirers, Knowledgeable, Thinkers, 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

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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

Alesa Belvedere

Michael Barrett

Rick Rennhack

Carol Langdon

Wayne Stoltenberg

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

Westlake Academy Leadership Team *Thomas E. Brymer, Superintendent of Schools Mechelle Bryson, Executive Principal Rod Harding, Primary Years Principal Andra Barton, Middle Years Principal Andra Barton, Director of Curriculum and Instruction Benjamin Nibarger, Administrative Coordinator Alan Burt, Director of Athletics Shelly Myers, Exec. Director of the WAF/Director of Development Kristy Wilkinson, MYP Coordinator Alison Schneider, PYP Coordinator Christopher Hill, DP Coordinator *Ginger Awtry, Director of Communications & Community Affairs *Amanda DeGan, Assistant Town Manager *Troy Meyer, Director of Facilities *Debbie Piper, Director of Finance *Todd Wood, Director of Human Resources & Administrative Services

*Asterisk denotes shared services personnel between Westlake Academy and the Town of Westlake

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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 reduced State funding from FY 2009/10. The process of developing the Academy budget for fiscal year 2014/15 began with the Westlake Board of Trustees meeting that was held in February of 2014. 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, 2014 will be submitted at the August, 2014 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.

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Figure 2 Budget Process

Timeline October ‐ December December January January ‐ March February April May 17 June 7th June ‐ July August 11th September ‐ August Fall 2014 January 2014

Description of Activities Strategic Plan preparation process occurs Westlake Academy Leadership Team (WALT) begins planning FY 14/15 Budget WALT meets with WA affiliates for joint planning for FY 2014/15 Develop CIP, Five Year Projection & Personnel Cost Estimates Broad overview of 2014/15 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 2014/15 Budget Budget Amendments for FY 2013/14 Begin strategic plan update/review process for FY 2015/16 Annual Financial Report for FY 2013/14

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 Academy’s Strategic Plan. During the budget development process the staff reviewed all revenues and expenditures and focused on aligning the allocation of resources, both personnel and financial, with the accomplishment of established goals and objectives.

224

Explanation & Summary of Major Budget Components REVENUES The revenues received by Westlake Academy are classified into one of three broad categories: Federal, State or Local. State funding is the Academy’s largest revenue source making up over 78% of revenues from all funds. Staff estimates that the average level of total state aid paid through the Foundation School Program (FSP) in FY 2014/15 will be approximately $6,840 per student; approximately the same funding level as the FY 2013/14. 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 2014/15 is projected at 822 students in accordance with the current plan to attempt to maintain eighteen (18) students per class in kindergarten through fifth‐grade and twenty‐five (25) students per class in sixth‐grade through twelfth‐grade. Federal funding is received through grants that support special education and is approximately one percent (1%) of revenues for all funds. Local funding consists of two major sources, the Town and the Westlake Academy Foundation. As a municipally‐owned charter school Westlake Academy does not have taxing authority; the Town of Westlake is responsible for debt service and capital improvements, these costs are estimated at $2,137,954 for FY 2014/15. The Westlake Academy Foundation is an independent non‐profit organization that raises funds through donations and fund raising; the FY 2014/15 forecast is $1.1 million.

EXPENDITURES Compensation and benefits are the largest operating cost for Westlake Academy. The current teacher pay scale is based on the Board policy of being within 3% of the median of the nine (9) surrounding public school districts. Per Board direction, the salary scale had a 1.5% pay increase for all faculty and staff members in the FY 2013/14, and staff is recommending a 2% pay increase for all faculty and staff members in the FY 2014/15 school year. The increase for all applicable staff equals $149,743 (approximately 3%, including step‐increases). The shared services model that the Academy operates under with the Town of Westlake provides administrative services. These costs were previously booked to the Westlake Academy operating budget, but were removed from the Academy operating budget in the FY 2012/13 school year. The following table illustrates the indirect operating costs of running the Academy which are booked to the Town of Westlake’s General Fund and Debt Service Fund. Figure 3 ‐ Overall Total Cost Summary – All Governmental Funds and Municipal Debt Service Payments

Overall Cost Summary Operating Expenditures Municipal‐Transfer to WA Operating Budget Sub‐Total Annual Debt Service Payment (paid from Municipal budget) Major Maintenance and Replacement In‐direct Operating Costs Grand Total All Costs 225

Estimated FY 2013/14 $6,668,062 390,000 7,058,062 1,935,529 165,000 325,000 $9,483,591

Adopted FY 2014/15 $7,503,324 315,000 7,818,324 2,137,954 71,000 450,500 $10,477,778

Other Considerations MULTI‐YEAR FINANCIAL FORECAST Due to increased student enrollment, slight increases in State of Texas public education funding, additional support from the Westlake Academy Foundation and the Town of Westlake, the Academy anticipates that its Fund Balance will remain above the TEA’s recommended 45 days. Figure 4 – Revenues, Expenditures & Fund Balance – General Fund Summary

Millions

WA Program Growth $9 $8 $7 $6 $5 $4 $3 $2 $1 $‐

FY 09/10 Actual

FY 10/11 Actual

FY 11/12 Actual

FY 12/13 Actual

FY 13/14 Estimated

FY 14/15 Adopted

FY 15/16 Estimated

FY 16/17 Estimated

Revenues

$4,280,723

$4,608,573

$5,244,170

$5,640,930

$6,635,473

$7,445,897

$7,518,245

$7,633,265

Expenditures

$3,917,886

$4,518,107

$5,287,757

$5,496,177

$6,611,593

$7,554,617

$7,609,617

Fund Balance

$767,491

$914,660

$814,487

$959,240

$1,239,386

$1,130,666

$909,295

$932,943

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 Over the last three fiscal years, the Academy has increased course offerings in a number of areas, including, foreign languages, theater arts, technology, and science. This expansion of programs and facilities was primarily funded through the student expansion in the secondary programme. The increased offerings necessitated additional facilities in the form of three portable classroom buildings. During this same timeframe, the Academy has completed and the Board of Trustees adopted a Facility Master Plan. This plan provides a clear understanding of future growth needs at the Academy. The Facility Master Plan can be viewed on the Academy’s or the Town of Westlake’s website. The Academy is completing Phase 1 of the Academy’s expansion plan, which will be placed in service in FY 2014/15. This includes three additional buildings, a secondary classroom building, a multi‐ purpose hall, and field house. These additional facilities will allow the Academy to accommodate approximately 820 students as new student enrollment occurs.

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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 $7,567,293 and total expenditure appropriations amount to $7,803,324. 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

REVENUES Federal Program Revenues State Program Revenues Local Revenues

Audited FY 10/11

Audited FY 11/12

Audited FY 12/13

$ 157,445 3,945,658 874,206 4,977,309

$ 152,351 4,362,921 1,237,004 5,752,276

$ 81,958 4,648,649 1,205,931 5,936,538

Adopted Budget FY 13/14 $

Estimated Budget FY 13/14

67,722 4,855,506 1,538,434 6,461,662

80,008 5,034,023 1,922,443 7,036,474

Adopted Budget FY 14/15

Variance Estimated to Adopted

73,896 5,782,092 1,711,305 7,567,293

(6,112) 748,069 (211,138) 530,818

Figure 6 – Graph: Revenue Summary – All Governmental Funds

REVENUES

State Program Revenues 76% Local Revenues 23%

Federal Program Revenues 1%

The largest revenue source for Westlake Academy is State Foundation School Program funding which makes up approximately three‐quarters of All Governmental fund revenues.

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Figure 7 Table: Expenditure Summary – All Governmental Funds

EXPENDITURES (BY FUNCTION) 11 - Instructional 12 - Resources & Media 13 - Staff Development 21 - Instructional Leadership 23 - School Leadership 31 - Guidance & Counseling 33 - Health Services 35 - Food Services 36 - CoCurricular/ Extra. Activities 41 - Administrative 51 - Maintenance & Operations 53 - Data Processing 61 - Community Services 71 - Debt Service 81 - Facility Acquisition/Construction Total Expenditures

Audited FY 10/11 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 4,884,985

Audited FY 11/12 3,170,372 89,129 74,656 135,962 347,515 232,419 60,917 11,517 131,972 675,763 596,913 173,587 76,880 15,960 5,793,560

Audited FY 12/13 3,458,117 57,784 130,924 93,965 341,524 244,899 58,208 125,137 363,547 614,041 160,695 86,844 27,930 5,763,616

92,325

(41,285)

172,923

Excess (Deficiency) of Revenues Over (Under) Expenditures

Adopted Estimated Adopted Budget Budget Budget FY 13/14 FY 13/14 FY 14/15 3,633,683 4,079,186 4,621,940 60,785 66,170 66,252 144,154 147,157 129,589 185,339 207,093 237,967 456,515 553,655 660,620 238,786 280,680 246,539 58,620 63,634 68,711 15,116 500 221,087 164,079 171,255 362,289 389,170 343,835 674,112 725,907 956,091 247,719 177,766 105,015 92,091 107,162 110,824 6,405 84,186 6,390,294 6,968,062 7,803,324 71,368

68,412

(236,031)

Variance Estimated to Adopted 542,755 81 (17,568) 30,874 106,966 (34,141) 5,078 500 7,176 (45,335) 230,185 (72,751) 3,662 77,781 835,262 (304,444)

Figure 8 – Expenditure Summary – All Governmental Funds

Expenditures by Object 61XX ‐ Payroll & Related Items 72%

62XX ‐ Contracted Services 14%

65XX ‐ Debt Service 1%

64XX ‐ Other Operating 5%

63XX ‐ Supplies & Materials 8%

The largest expenditure category is Payroll & Related items which makes up approximately three‐quarters of all Governmental fund expenditures.

228

Budget Trends GENERAL FUND ‐ STATE FUNDING Despite a 4% historical average annual growth rate, the State of Texas continues to lag behind the national average for per pupil funding, providing $1,000 to $1,500 less per pupil than the national average. Due to its Charter status, Westlake Academy receives less State funding per student than other non‐charter public schools because public charter schools in the State of Texas do not receive facility funding. The Academy’s State funding per pupil peaked in FY 09‐10 with cuts in the following two years due to state budget short‐falls. The state increased funding by approximately four percent (4%) in 2013. In FY 2014/15, the Academy anticipates that state funding will remain flat from FY 2013/14. Westlake Academy receives minimal federal funding (IDEA B – Special Education Funds) depending primarily upon state education funds and private donations to cover operating costs. The 2013 legislative session increased per student funding, but less than half the cut seen in the 2011 legislative session. As the single largest expenditure in the state’s budget, it is likely that any possible future reductions in spending may negatively impact public education funding. Due to prior state funding reductions, the Academy has become more dependent upon the private donations for operating costs and further financial support from the Town of Westlake. Funding ongoing operating costs with one‐time dollars raised through private donations places the Academy in a potentially tenuous situation. If private donations do not meet the levels necessary to offset public education reductions, then the Town of Westlake must increase financial support or consider reducing levels of service. Figure 9 ‐ Average Funding per Student

Average Funding per Student 12,000 11,000

10,838

10,000 9,000 8,000 7,000

8,340

8,283

7,214

6,817

6,000 5,000

4,809

4,000 2004

2005

2006

2007

2008

National Avg.

Texas

2009

2010

2011

2012

2013

Westlake Academy

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.

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The largest funding sources for Westlake Academy continue to be State funding and the Westlake Academy Foundation. State funding was 86% of General Fund revenues in FY 09/10 and are currently approximately 78%, while Westlake Academy Foundation contributions have climbed from less than 10% to approximately 17% of the Academy’s total General Fund Revenues in FY 2014/15. Figure 10 ‐ General Fund Revenues by Source

Thousands

Revenues by Source

Transportation/Parking

1,800

Athletic Activities

1,600

Town Contribution ‐ Westlake Reserve Town Contribution

1,400 1,200

Food Services

1,000

Interest Earned

800

WAF Fund‐an‐Item

600 400

WAF Donation

200

Other Local Revenue

‐ FY 11/12

FY 12/13

FY 13/14

FY 14/15

WAF Salary Reimbursement

GENERAL FUND ‐ LOCAL FUNDING The WAF Annual Program contributions have increased each year since FY 06/07. The average contribution per student has increased sharply in response to the public education funding decreases. WAF contributions are anticipated to reach $1.1 million in FY 2014/15. Figure 11 – WAF Annual Program Contributions

Thousands

WAF Annual Program Contributions $1,200 $1,000 $800 $600 $400 $200 $‐

$1,079 $680 $388

$407

$394

$431

$1,100

$800

$524

FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 Estimated Adopted The FY 2014/15 WAF Annual Program contribution of $1,100,000 is based upon prior years giving.

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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 staff and facilities. SLA’s involving new expenditure areas to target for recommendation to the Board for FY 2014/15, staff recommended several areas for adjustments: Salary Related Expenditures Desired Outcome: High Student Achievement

Total: $439,787

In FY 2014/15 we will have 91.8 full‐time equivalent employees (FTE’s), an increase of 14.62 FTE’s. The increase in expenditures is the result of a combination of adding new positions, the years of experience of our new teachers, an increase in unemployment insurance and other employer contributions, as well as the increased cost associated with staffing. With addition of approximately 100 new students, staffing increases were necessary. Approximately $149,743 is related to the 2% salary increase.             

            

Asst. to Executive Principal (.50) PYP Kindergarten (1.0) PYP Grade 1 (1.0) PYP Grade 2 (1.0) Primary Art (.50) Strings Staff (.67) Secondary Theater Arts (‐.75) Special Education (1.0) Grade 6 (1.0) Secondary Art (.50) Secondary English (1.0) Secondary Humanities (‐.50) Secondary Economics (1.0)

Professional & Contracted Services Desired Outcome: High Student Achievement

Secondary Math (2.0) Secondary Science (‐.16) Secondary Phys. Ed (.50) Speech (‐.17) Counselors (‐.30) Teaching Aides (1.93) Director of Student Life (1.0) Director of Curriculum (.50) IT Tech (‐.70) Office Aide (1.10) Lunchroom Personnel (‐.40) Day Porter (1.4) Salary Adjustments ($86,400)

Total: $126,960

Professional and contracted services rendered to the Academy by firms, individuals, and other organizations. These represent the approximate services that are rendered for the Academy.  

Instructional Services ($‐4,830) Staff Development ($7,000)

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 

School Leadership ($‐450) Guidance & Counseling ($‐15,457)

 

Health Services ($855) Admin Services ($‐763)

Facility & Maintenance ($143,105) Data Processing ($‐2,000)

Supplies & Materials Desired Outcomes: Effective Educators & Staff – High Student Achievement

Total: $233,301

Supplies and materials costs are associated with consumables that are used in the classroom, maintenance of the campus, books, iPads, testing materials, furniture, and classroom supplies.     

   

Instructional ($210,223) Resource & Media ($2,900) School Leadership ($‐500) Health Services ($140) Counseling Services ($2,400)

Food Services ($500) Admin Services ($‐1,775) Facility & Maintenance ($15,413) Data Processing ($4,500)

Other Operating Costs Desired Outcome: Effective Educators & Staff – High Student Achievement

Total: $65,194

Other operating costs are associated with insurance, professional development, travel, membership fees and dues, graduations expenses, and miscellaneous costs.     

    

Instructional (‐$5,500) Resource & Media (‐$500) Staff Development ($27,589) Admin Services ($5,881) Resource & Media ($4,830)

Instructional Leadership ($‐5,710) School Leadership ($‐6,250) Guidance & Counseling ($1,304) Facility & Maintenance ($45,939) Community Services ($‐2,950)

Debt Service Costs Desired Outcome: Effective Educators & Staff – High Student Achievement 

iPad Lease Payment ($77,781)

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Total: 77,781

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 2014/15 Adopted: Revenues = $7,445,897 Expenditures = $7,554,617 Figure 12 ‐ Revenue & Expenditure Comparison – General Fund

$7.55

$6.61

$5.50

$5.64

$4.52

$4.61

$3.92

$4.28

$5.29

$6.64

$7.45

$5.24

Millions

Revenue & Expenditure Comparison

$1 $‐ FY 09/10 Audited

FY 10/11 Audited

FY 11/12 Audited Revenue

FY 12/13 Audited

FY 13/14 Estimated

FY 14/15 Adopted

Expenditure

Revenues have exceeded expenditures over the last two fiscal years. This is due to increased donations from the Westlake Academy Foundation and the State’s increase in public education funding, approximately a four percent (4%) increase.

233

SPECIAL REVENUE FUNDS The Special Revenue Funds are the funds that account for local, state and federally financed programs or expenditures legally restricted for specified purposes or where unused balances are returned to the grantor at the close of a specified project period. Figure 13 – Special Revenue Funds

Estimated FY 13/14 SPECIAL REVENUE FUNDS Federal Grants through TEA Fund 224 - IDEA B Sub-total Federal Grants State Grants through TEA Fund 410 - Material Allotment Disbursement Sub-total State Grants Local Activities Fund 461 - Local Campus Activity Fund 483 - International Symposium (HOC & WAF) Fund 484 - Local Grants (HOC & WAF) Sub-total Local Activities Hudson Foundation Grants Fund 481 - Hudson Foundation Curriculum Development Fund 485 - MYP Principal & Discretionary Funds Fund 498 - Director of Curriculum & Instruction Sub-total Hudson Foundation Grants Westlake Academy Foundation (WAF) Grants Fund 486 - Support Math Teacher Fund 487 - Recruit & Retain Legacy Teachers Fund 497 - Financial Assistance Sub-total Foundation Grants Grant Total - All Special Revenue Funds

Adopted FY 14/15

55,442 55,442

80,777 80,777

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Variance Estimated to Adopted

92,331 92,331

11,554 11,554

(55,442) (55,442)

29,680 4,092 40,298 74,070

32,000 32,000

2,320 (4,092) (40,298) (42,070)

28,449 6,637 69,345 104,431

7,551 106,825 114,376

(20,898) 100,188 (69,345) 9,945

25,000 15,000 1,750 41,750 356,469

7,500 2,500 10,000 248,707

(25,000) (7,500) 750 (31,750) (107,762)

Informational Summary CHANGES IN DEBT Debt service for the Academy’s capital infrastructure is included in the Town of Westlake’s municipal budget. $28,415,800 in debt has been issued to develop these facilities; this debt will be retired in 2043. The average annual debt service for Academy facilities paid by the Town of Westlake is approximately $2,140,000.

FACILITIES The Academy was originally designed and built to service approximately 675 students, with the addition of almost 150 students; the facilities at the Academy are projected to reach full capacity at the beginning of the FY 2014/15 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. Phase‐one of the Facility Master Plan placed three new portable classroom buildings and three additional purpose built facilities scheduled to be placed in service in the FY 2014/15 school year. These buildings will house a new secondary school building, a multi‐purpose hall, and field house. The additional facilities will allow space for additional student enrollment.

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 2014/15 an additional 14.62 FTE positions for a total of 91.8 FTE employees.

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Figure 14 ‐ Westlake Academy FTE Staff

Employee Growth (FTE) 100 90 80 70 60 50 40 30 20 10 ‐

69.53 50.10

44.60

55.62

77.18

73.07

91.80

60.44

37.00

FY 06/07 Actual

FY 07/08 Actual

FY 08/09 Actual

FY 09/10 Actual

FY 10/11 Actual

FY 11/12 Actual

FY 12/13 Actual

FY 13/14 FY 14/15 Actual Adopted

Primary Programme

Secondary Programme

Business Admin

Special Education

Instructional Administration

Librarian / Aide

Counseling

Information Tech

Nurse

Facilities

Instructional Aides

Intern

Staff levels have increased steadily since the Academy opened in FY 03/04 as the program offerings and each grade level is fully filled. The Academy added 14.62 instructional FTE positions.

SUDENT ENROLLMENT TRENDS Westlake Academy’s student enrollment is established by two sets of boundaries. The primary boundary encompasses the Town of Westlake and allows Westlake residents automatic entry into Westlake Academy. The secondary boundaries are comprised of 31 of the surrounding school districts. While any school‐age child from these districts is allowed to attend the Academy, demand for entrance has exceeded the Academy’s capacity necessitating an annual lottery system that is carried out according to the standards and practices dictated by Federal law. Student enrollment has grown since the Academy’s opening in FY 03/04 with the addition of one new grade level each year. The Academy opened with Grades 1 through 6 and completed adding grade levels in FY 09‐10. The Academy’s enrollment continued to expand in FY 10/11 with an increase in target class sizes of 20 pupils per class and the addition of a third section in the secondary programme. In FY 2014/15 the campus facilities at the Academy are expected to reach full capacity. Due to growth in the primary boundary, the Academy placed three additional portable buildings in service in FY 2013/14 and three purpose built facilities in FY 2014/15. This additional facility space will allow the Academy to service approximately 850 students, as growth in the primary boundary necessitates new enrollment. As an open enrollment charter school, Westlake Academy has the ability to set and maintain enrollment numbers at levels determined by the Board of Trustees. The Academy currently has over 2,000 students on a waiting list spanning Kindergarten through grade eleven. The waiting list which is developed each

236

year through a lottery process, allows the Academy to fill seats if student attrition occurs, maintaining a stable student population number and classroom size. Figure 15 ‐ Westlake Academy Student Enrollment

WA Student Enrollment 1000

822

800 600 400

346

379

417

FY 06/07

FY 07/08

FY 08/09

491

530

FY 09/10

FY 10/11

630

658

697

FY 11/12

FY 12/13

FY 13/14

200 0 FY 14/15 Adopted

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. With the completion of Phase I, the Academy will be adding approximately 120 new students in FY 2014/15.

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

Performance Results In FY 2013/14, Westlake Academy was recognized by the Washington Post as one of the best public high schools in the country. This is the third year in which the Academy has been recognized by national ranking organizations due to rigorous and extraordinary academic performance.

The State of Texas is currently phasing out the use of the Texas Assessment of Knowledge and Skills (TAKS) test to assess students’ attainment of reading, writing, math, science, and social studies skills required under Texas education standards; Its replacement, the State of Texas Assessments of Academic Readiness (STAAR) exam has increased rigor over the TAKS and complies with the requirements of the No Child Left Behind Act (NCLB). The charts below utilize TEA data to compare Westlake Academy’s performance historically, as well as against the state performance. 237

Description Reading/ELA Writing Social Studies Mathematics Science Texas Accountability Rating % Commended Reading/ELA Writing Social Studies Mathematics Science

FY 06/07

FY 07/08

FY 08/09

FY 09/10

FY 10/11

FY 11/12

FY 12/13

FY 13/14

99% 99% 99% 95% 78%

98% 91% 95% 91% 88%

99% 93% 98% 93% 96%

100% 100% 100% 98% 99%

98% 96% 99% 94% 99%

99% 99% 99% 96% 99%

99% 95% 99% 91% 99%

99% 99% 96% 97%

Recognized

Exemplary

2005 57% 54% 45% 30%

2006 60% 58% 67% 48% 34%

2007 61% 51% 44% 43% 31%

2008 61% 34% 53% 44% 45%

2009 51% 55% 58% 40% 45%

2010 56% 43% 65% 46% 43%

2011 56% 40% 44% 37% 65%

2012 48% 72% 47% 40%

2013 17% 8% 21% -

The table above shows the Academy’s performance on the state’s standardized test from inception. The TEA rolled out a new state assessment the STAAR (State of Texas Assessments of Academic Readiness). TAKS will be phased out over the next year. Grade Level 2012 - Standard Reading Writing Mathematics Science Social Studies 2013 - Standard

2014 - Standard

Recommended

Phase-In 1

Phase –In 2

Recommended

Phase-In 1

Phase –In 2

Recommended

Phase-In 1

Phase –In 2

Recommended

Phase-In 1

Phase –In 2

Recommended

Grade 8 Phase-In 1 Final 98% 85% 91% 67% 84% 34% Phase-In 2 Final 93% 83% 78% 51% 60% 31%

Phase –In 2

Grade 7 Phase-In 1 Final 93% 73% 93% 63% 88% 50% Phase-In 2 Final 87% 68% 75% 49% 67% 54% -

Phase-In 1

Grade 6 Phase-In 1 Final 93% 73% 92% 63% Phase-In 2 Final 95% 85% 84% 73% -

Recommended

Grade 5 Phase-In 1 Final 95% 76% 100% 71% 90% 45% Phase-In 2 Final 88% 72% 86% 74% 74% 43% -

Phase –In 2

Grade 4 Phase-In 1 Final 88% 69% 95% 60% 79% 21% Phase-In 2 Final 73% 54% 75% 50% 58% 23% -

Phase-In 1

Reading Writing Mathematics Science Social Studies

Grade 3 Phase-In 1 Final 82% 44% 67% 22% Phase-In 2 Final 78% 59% 59% 50% -

Reading Writing Mathematics Science Social Studies

93% 70% -

79% 54% -

68% 35% -

91% 93% 80% -

77% 81% 63% -

57% 72% 41% -

98% 100% 94% -

89% 94% 81% -

72% 76% 55% -

98% 94% 98% -

93% 93% 91% -

84% 69% 78% -

97% 93% -

93% 84% -

83% 60% -

95% 87% 80%

89% 79% 61%

77% 61% 28%

The table above provides the Academy’s performance data on the first two‐years of the STAAR assessment. The State has increased the rigor of the state assessment and has developed a phased grading system. The minimum performance level will be increased each year, until FY 2014/15. The table shows the relative overall performance with the phased‐in and final measures.

238

Westlake Academy has achieved a four and one‐half star rating from the Texas State Comptroller’s FAST School District Rating System for providing quality education at a reasonable cost per student. Future enrollment increases will further improve efficiencies and reduced the per student cost. Benchmarking against the surrounding local ISDs, Westlake Academy’s expenditures are near the median when comparing expenditures per student excluding debt service and capital expenditures.

PARENT SURVEY RESULTS Westlake Academy is focused on delivering high quality educational services and depends upon the constant input from stakeholders. Each year Westlake Academy conducts an Annual Parent Survey to help identify any future needs and to prioritize resource allocation. The FY 2012/13 Westlake Academy Parent Survey was conducted in June 2013 and saw a slight decrease in satisfaction (3%). Primary concerns were with the Middle Years Programme Curriculum and Faculty. The results will be utilized to help craft improvement plans for the upcoming two‐years. Westlake anticipates completing a parent satisfaction survey every other year to continue to track overall performance and satisfaction.

Overall Satisfaction with Quality of Education

Very Satisfied or Satisfied 81%

Dissatisfied 3% Neutral 16%

81% of the parent’s surveyed were very satisfied or satisfied with the overall quality of education Westlake Academy delivers to its students.

239

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

SUMMARY Westlake Academy has faced a number of hurdles over the last several years, decreased state funding, increased rigor in state assessments, recruitment and retention of legacy teachers, facility issues, and unprecedented growth, but through all of this, the students, staff, and faculty have shown an enormous amount of determination to continually hold to our vision and rise to any challenge. It is with this in mind that we present the FY 2014/15 budget theme, “Reaching New Heights Together...One School, One Community.” Over the last year, many hours have been spent to further develop our vision of the future; determining the best opportunities that lay before us to help us accomplish our mission and truly become a “shining school on the hill.” While we have many successes to celebrate, we are constantly striving to improve the Academy through multiple avenues, including: getting the right people on the bus, making sure that we are consistently taking measure of our course, and making adjustments as we move towards our goal; it is through our talented faculty, staff, students, and their supportive families, that we are able to unfailingly rise to the challenges, and hold to our vision. On behalf of our entire learning community, I would like to thank the Board for their leadership, dedication to excellence, and their support in making Westlake Academy and the Town of Westlake, truly a shining example of what can be accomplished when people come together with a common purpose: great things can happen! As with all good teams, it becomes necessary to draw attention to performers who go above and beyond to make sure we accomplish our goals. I would like to recognize the hard work of the Westlake Academy and Municipal Leadership Team, and specifically Debbie Piper and Ben Nibarger for their efforts in completing this award winning document. I know with the team we have in place, we will continue “Reaching New Heights Together...One School, One Community.”

Thomas E. Brymer Town Manager/Superintendent Westlake Academy

240

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241

CAPITAL PROJECTS FUND

242

Capital Projects Fund Program Summary Fiscal Year

2014/2015 Adopted

Estimated

Adopted

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14

Adopted FY 14/15

REVENUES & OTHER SOURCES

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures Investment Earnings Contributions Misc Income

7,400

4,897,456

256,500

16,500

320,000

1839%

Total Revenues

4,902,959

Transfers In Other Sources

5,503

263,900

Bond Proceeds PROPOSED

Total Other Sources TOTAL REVENUES & OTHER SOURCES

23,900 -

303,500 -

11 12

327,400

1270%

303,500

1,150,000

100%

1,150,000

1,125,000

100%

1,125,000

2,275,000

100%

2,275,000

23,900

2,602,400

10789%

2,578,500

4,902,959

263,900

EXPENDITURES & OTHER USES

Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers

Total Payroll and Related Supplies Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

Total Expenditures

Capital Outlay

5,844,927

1,838,484

1,704,120

3,301,000

94%

1,596,880

Total Capital

Capital Projects

5,844,927

1,838,484

1,704,120

3,301,000

94%

1,596,880

TOTAL OPERATING AND CAPITAL EXPENDITURES

5,844,927

1,838,484

1,704,120

3,301,000

94%

1,596,880

Transfer Out

Total Other Uses

TOTAL EXPENDITURES & OTHER USES

5,844,927

EXCESS REVENUES OVER(UNDER) EXPENDITURES

200,000

(941,967)

200,000

1,838,484

1,904,120

(1,574,584)

(1,880,220)

-100%

3,301,000

(200,000) 37 (200,000) 38

73%

1,396,880

(698,600)

-63%

1,181,620

FUND BALANCE, BEGINNING

3,580,803

2,638,835

758,615

-71%

(1,880,220) 41

FUND BALANCE, ENDING

2,638,835

1,064,251

758,616

60,015

-92%

(698,601) 42

2,638,835

1,064,251

758,616

60,015

-92%

(698,601) 43

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

44 45

Restricted/Assigned/Committed Funds C

Cash/CD's

410

10110 00

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

46 000

2,638,835

1,064,251

243

758,616

60,015

-92%

(698,601) 47

-92%

(698,601) 52

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 and Other Sources • FY 2014-15 revenues and other sources are $2,602,400. • This represents an increase of $2,578,500 from the FY 2013-14 estimated budget of $23,900. o Contributions relating to the FM 1938 Streetscape Improvements totaling $250,000 o Anticipate bond proceeds of approximately $1,125,000 for the acquisition of land for the Fire Station complex o Transfers in of $1,150,000 for various capital projects Expenditures • FY 2014-15 expenditures total $3,301,000

Proj No. CP20 CP34 CP40 CP41 CP50 CP55 CP62 CP64

Description FM 1938 Streetscape/Wayfinding $1,000,000 S. Roanoke Road Recon & Drainage 453,000 Sam School Road Recon & Drainage 266,000 E. Dove Road Recon & Drainage (Vaq - TB) 100,000 Trail and Park Improvements 195,000 Outdoor Warning System 99,000 Water Line & Well Improvements 63,000 Fire Station Complex 1,125,000 TOTAL CAPITAL PROJECT EXPENSE $3,301,000

Fund Balance • FY 2014-15 ending fund balance is projected to be $60,015

244

Capital Projects Fund 5 Year Projection Proj No.

Estimated FY 13-14

Description

Adopted FY 14-15

FY 15-16

Projection FY 17-18

FY 16-17

FY 18-19

TOTALS

20,000 6,688,145 $ 6,708,145

160,000 7,500 1,080,000 20,000 6,688,145 2,600,000 $ 10,555,645

402,016 309,622 16,500 400,000 65,520 5,749,714 20,000 7,813,145 2,600,000 2,095,000 $ 26,362,597

840,467 414,945 276,100 273,600 330,000 572,710 381,250 6,688,145 20,000 9,797,217

200,000 3,747,955 1,079,900 498,900 455,900 266,000 514,945 195,000 276,100 273,600 99,000 330,000 572,710 381,250 63,000 7,813,145 20,000 $ 25,604,153

(20,000) $

738,428

REVENUES AND OTHER SOURCES

CP20 CP30 CP47

CP65 CP64

Town Improvements Contributions 114/170 Enhancements Hwy 377 Westport Parkway Sign Contributions - TSH Proceeds Interest Income Transfer in from GF Bond Proceeds - Maintenance/Storage Facility Bond Proceeds - Fire Station Complex Bond Proceeds Bond Proceeds TOTAL REVENUES AND OTHER SOURCES

16,500 7,400 23,900

320,000 7,400 1,150,000 1,125,000 2,602,400

1,000,000 453,000 266,000 100,000 195,000 99,000 63,000 1,125,000 3,301,000

4,000 600,000 604,000

160,000 3,500 480,000 2,600,000 $ 3,243,500

414,945 414,945

840,467 273,600 381,250 $ 1,495,317

276,100 330,000 572,710 $ 1,178,810

6,688,145 20,000 $ 6,708,145

189,055

$ 1,748,183

$ (1,178,810)

60,015 249,070

249,070 1,997,253

CAPITAL PROJECTS

CP20 CP30 CP31 CP34 CP40 CP41 CP50 CP52 CP53 CP55 CP57 CP58 CP60 CP62 CP64 CP65

Transfer out to WA Exp FM 1938 Streetscape/Wayfinding SH 114/Hwy 170 Enhancements Stagecoach Hills Street Recon & Drainage S. Roanoke Road Recon & Drainage Sam School Road Recon & Drainage E. Dove Road Recon & Drainage (Vaq - TB) Glenwyck Farms Park Improvemen Trail - Westlake Academy to Cemetery Trail - Dove/Pearson/Aspen Outdoor Warning System Ottinger Road Bridge Creek Crossing Ottinger Road Recon/Drainage Pearson Lane Recon/Drainage Water Line & Well Improvements Fire Station Complex Maintenance & Storage Facility TOTAL CAPITAL PROJECT EXPENSE

200,000 1,687,600 7,500 9,020 $ 1,904,120

NET

$ (1,880,220)

Fund Balance Beginning Fund Balance Ending

2,638,835 758,616

(698,600)

758,616 60,016

245

1,997,253 818,443

818,443 798,443

738,444

FUNDED CAPITAL IMPROVEMENT FM 1938 Streetscape/Wayfinding Project Description: Project consist of the design and construction of landscape and hardscape improvements to the FM 1938 corridor from SH 114 south to Randol Mill Road, including sidewalks, trailheads, signage, rest areas, plantings, entry monuments. Per developer's agreements: Fidelity is to provide funding for landscape enhancements to the median and ROW (est. $322K). The Town is required to install sidewalk on the west side of FM 1938 from Dove to SH 114 per the Fidelity developer's agreement at our cost. Utility cost is for irrigation only. A reduction to the total project cost of $670,000 is due to a direct payment to the contractor from TxDot in the form of a grant. Project also includes the cost for streetscaping along FM 1938 between Dove and Solana at the Granada development

PROJECT EXPENSE

EXPENDITURE TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

Engineering

127,980

Construction

932,375

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

127,980 2,619,975

Design

Contingency

Granada Dev Agreement

1,000,000

3,747,955

EXPENDITURES TOTAL

1,060,355

1,687,600

5 Year Projection FY 14/15

1,687,600

PROJECT FUNDING

FUNDING TYPE Cash/Transfers Contributions (Fidelity)

Totals Thru

Estimated

FY 12/13

FY 13/14

972,355

1,687,600

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

637,267

3,297,222

88,000

320,000

408,000

Bonds 2013/14 CO

42,733

Unfunded

Other

FUNDING TOTAL

1,060,355

1,687,600

1,000,000

3,747,955

IMPACT ON OPERATING BUDGET

IMPACT TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities (water only)

5,000

5,150

5,305

5,464

5,628

5,796

32,342

Debt Service

OPERATING IMPACT

5,000

5,150

5,305

5,464

5,796

32,342

246

5,628

FUNDED CAPITAL IMPROVEMENT Roanoke Road Reconstruction and Drainage South (Highway 170 south to Town limits) 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, consistent with 2011 Graham Pavement Evaluation Study. Project improvements will be from Highway 170 south to the Town Limits. Foresee crack sealing during the 2nd year after completion.

PROJECT EXPENSE

EXPENDITURE TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Engineering

2,900

50,000

52,900

Construction

403,000

Design

Contingency

Other

2,900

EXPENDITURES TOTAL

453,000

455,900

PROJECT FUNDING

FUNDING TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

Cash/Transfers

Contributions/Grants

Bonds 2011 CO $2.095M

5 Year Projection FY 14/15 453,000

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

453,000

2,900

Bonds 2014/15 CO

Other

2,900

FUNDING TOTAL

453,000

455,900

IMPACT ON OPERATING BUDGET

IMPACT TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Supplies

Services

Insurance

Repair & Maintenance

4,796

4,940

5,088

14,824

Rent & Utilities

Debt Service

OPERATING IMPACT

4,796

5,088

14,824

247

4,940

FUNDED CAPITAL IMPROVEMENT Sam School Road Reconstruction and Drainage (Solana to Town limits) 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, consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing 2nd year from completion. Includes 150 linear feet of sidewalk. Staff is working with the Southlake developer to include the Westlake section of Sam School Road reconstruction when the Southlake portion is realigned and reconstructed in 2014/2015.

PROJECT EXPENSE

EXPENDITURE TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Engineering

41,800

Construction

224,200

Design

Contingency

Other

EXPENDITURES TOTAL

266,000

PROJECT FUNDING

FUNDING TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Cash/Transfers

Contributions/Grants

Bonds 2014/15 CO

Unfunded

Other

FUNDING TOTAL

260,000

IMPACT ON OPERATING BUDGET

IMPACT TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Debt Service

OPERATING IMPACT

248

FUNDED CAPITAL IMPROVEMENT Dove Road Reconstruction and Drainage (Vaquero to Terra Bella) 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, consistent with 2011 Graham Pavement Evaluation Study. Anticipate crack sealing 2nd year from completion. Staff is working with the Southlake developer to include a portion of this project when the Southlake portion is realighed and reconstructed in 2014/2015.

PROJECT EXPENSE

EXPENDITURE TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Engineering

Construction

Design

Contingency

Other

EXPENDITURES TOTAL

100,000

105,000 309,945

414,945

Project FY 17/18 -

FY 18/19

Total

105,000

409,945

514,945

PROJECT FUNDING

FUNDING TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

Cash/Transfers

Contributions/Grants

Bonds 2014/15 CO

Unfunded

Other

FUNDING TOTAL

100,000

FY 15/16

FY 16/17

414,945

Project FY 17/18

FY 18/19

Total

414,945

414,945 100,000

514,945

IMPACT ON OPERATING BUDGET

IMPACT TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Supplies

Services

4,047

4,168

4,293

12,509

Insurance

Repair & Maintenance

Rent & Utilities

11,564

11,911

12,268

35,743

Debt Service

OPERATING IMPACT

15,611

16,562

48,252

249

16,079

FUNDED CAPITAL IMPROVEMENT Trail and Park Improvements Project Description: Purchase of playground equipment, benches and ammmenities to be located along the current Glenwyck Farms and Terra Bella trail systems. This project would include mile markers, lighting and way finding signs etc.

PROJECT EXPENSE

EXPENDITURE TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Engineering

10,000

Construction

175,000

Design

Contingency

Consultant

10,000

EXPENDITURES TOTAL

195,000

PROJECT FUNDING

FUNDING TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

Cash/Transfers

Contributions/Grants

Bonds 2014/15 CO $4.1M

Unfunded

Other FUNDING TOTAL

5 Year Projection FY 14/15 195,000

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

195,000

IMPACT ON OPERATING BUDGET

IMPACT TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Supplies

1,030

1,061

1,093

1,126

1,159

5,468

Services

1,030

1,061

1,093

1,126

1,159

5,468

Insurance

258

266

274

282

290

1,370

Repair & Maintenance

1,030

1,061

1,093

1,126

1,159

5,468

Rent & Utilities

2,060

2,122

2,185

2,251

2,319

10,937

Debt Service

OPERATING IMPACT

5,408

5,570

5,737

5,909

6,087

28,712

250

FUNDED CAPITAL IMPROVEMENT Water Line and Well Improvements Project Description: This project includes a 2" irrigation line and the update of the water well by adding a 2,500 gallon water tank and upgrade to the current well pump at the white house across from the Cemetery and the 5 acre tract to water trees and landscaping. The project would also include surveying and scanning two sections.

PROJECT EXPENSE

EXPENDITURE TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Engineering

5,000

Construction

45,000

Design

5,000

Contingency (trees)

3,000

Other (ground scan)

5,000

EXPENDITURES TOTAL

63,000

PROJECT FUNDING

FUNDING TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Cash/Transfers

63,000

Contributions/Grants

Bonds 2017/18 CO $2.58M

Unfunded

Other

FUNDING TOTAL

63,000

IMPACT ON OPERATING BUDGET

IMPACT TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Supplies

Services

1,000

2,000

2,060

2,122

7,182

Insurance

Repair & Maintenance

1,000

2,000

2,060

2,122

7,182

Rent & Utilities

Debt Service

OPERATING IMPACT

2,000

4,000

4,120

4,244

14,364

251

FUNDED CAPITAL IMPROVEMENT Outdoor Warning System Project Description: Promote Community Health, Safety, and Welfare is a focus point in the Strategic Plan. Within that focus point is the Strategic Issue "Public Safety and Emergency Preparedness" The strategy is to provide a safe community for our residents and business partners. Building an effective Emergency Warning Notification System will enhance the Town's ability to ensure the safety of the community. An Outdoor Warning System will provide notification of approaching severe storms to the active outdoor population such as school children, joggers, golfers, workers, citizens engaged in outdoor activities around their homes, etc.

PROJECT EXPENSE

EXPENDITURE TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Engineering

Construction

Design

Contingency

Other (Equipment)

99,000

EXPENDITURES TOTAL

99,000

PROJECT FUNDING

FUNDING TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Cash/Transfers

99,000

Contributions/Grants

Bond Issuance

Unfunded

Other

FUNDING TOTAL

99,000

IMPACT ON OPERATING BUDGET

IMPACT TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Supplies

Services

Insurance

Repair & Maintenance

1,000

1,030

1,061

1,093

1,126

5,309

Rent & Utilities

300

600

900

927

955

983

4,665

Debt Service

OPERATING IMPACT

300

1,600

1,930

1,988

2,048

2,109

9,974

252

FUNDED CAPITAL IMPROVEMENT Fire Station Complex Project Description: This project will provide a 14,000 square foot fire station including four bays, sleeping area, meeting room, kitchen, storage and two offices. ($300/sq ft) This project would also include the Town's EOC with back-up generator. The project includes the the acquisition of land and foundation upgrades. It does not include any costs for new vehicles or training facility.

PROJECT EXPENSE

EXPENDITURE TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Engineering

73,600

Construction inc. inflation

5,317,545

Design

534,500

FF&E

200,000

IT/Security

212,500

Contingency

100,000

Other (Foundation) Land Purchase (2.5 ac @ $450K)

250,000

1,125,000

EXPENDITURES TOTAL

1,125,000

6,688,145

250,000 1,125,000 7,813,145

PROJECT FUNDING

FUNDING TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Cash/Transfers

Contributions/Grants

Bonds 2014/15 CO

1,125,000

Bonds 2018/19

Unfunded

FUNDING TOTAL

1,125,000

6,688,145

1,125,000 6,688,145

6,688,145

7,813,145

IMPACT ON OPERATING BUDGET

IMPACT TYPE

Totals Thru

Estimated

FY 12/13

FY 13/14

5 Year Projection FY 14/15

FY 15/16

FY 16/17

Project FY 17/18

FY 18/19

Total

Supplies

4,371

Services

6,560

Insurance

1,100

Repair & Maintenance

54,000

Rent & Utilities

16,500

Debt Service

OPERATING IMPACT

82,531

253

WESTLAKE ACADEMY EXPANSION FUND

254

Westlake Academy Expansion Fund Program Summary

Fiscal Year

2014/2015

Adopted

Estimated

Adopted

Actual

Budget

FY 12/13

FY 13/14

FY 14/15

Estimated FY 13/14

General Sales Tax

Property Tax

Charges for Services

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

5,647

5,000

-100%

(5,000) 10

66,000

-100%

(66,000) 11

8,500

-100%

(8,500) 11

5,000

79,500

-100%

(79,500) 12

500,000

830,000

100%

(390,000) 13

Adopted FY 14/15

REVENUES & OTHER SOURCES

Investment Earnings Contributions

1,000,000

Misc Income

Total Revenues

1,005,647

Transfers In

Other Sources Bond Proceeds

8,579,237

466,775

440,000 -

100%

(466,775) 14

Total Other Sources

8,579,237

500,000

1,296,775

440,000

-66%

(856,775) 15

TOTAL REVENUES & OTHER SOURCES

9,584,885

505,000

1,376,275

440,000

-68%

(936,275) 16

EXPENDITURES & OTHER USES

Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers

Total Payroll and Related Supplies

Services

123,316

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

Total Expenditures

123,316

Capital Outlay

Capital Projects

1,706,690

7,795,950

8,191,950

902,805

-89%

(7,289,145) 33

Total Capital

1,706,690

7,795,950

8,191,950

902,805

-89%

(7,289,145) 34

TOTAL EXPENDITURES AND CAPITAL

1,830,006

7,795,950

8,191,950

902,805

-89%

(7,289,145) 35

Transfer Out

36,398

Total Other Uses

36,398

TOTAL EXPENDITURES & OTHER USES

1,866,405

7,795,950

8,191,950

902,805

-89%

EXCESS REVENUES OVER(UNDER) EXPENDITURES

7,718,480

(7,290,950)

(6,815,675)

(462,805)

-93%

FUND BALANCE, BEGINNING

FUND BALANCE, ENDING Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

(7,289,145) 37 6,352,870

7,718,480

902,805

100%

(6,815,675) 39

7,718,480

427,530

902,805

440,000

-51%

(462,805) 40

7,718,480

427,530

902,805

440,000

-51%

(462,805) 41

42 43

Restricted/Assigned/Committed Funds C

Cash/CD's

410

10110

44 00

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

000

7,718,480

427,530

7,718,480

427,530

255

902,805

440,000

-51%

(462,805) 45

-51%

(462,805) 50

FUND OVERVIEW WESTLAKE ACADEMY EXPANSION FUND Bond Proceeds of $8.5M were received in FY12/13. These proceeds were used to fund construction of three new buildings at Westlake Academy with the final expenditures continuing into FY 13/14; • Cafetorium – includes stage, dressing area, storage and catering kitchen for dining and general purposes; approximately 9,600 sf. • Three story Secondary School - includes 15 classrooms, flex and office space; will be designed to allow for future addition if needed; approximately18,900 sf. • Field-house - will be used to house locker rooms that are used for both athletics and PE; a visiting team locker room; storage for equipment; offices and space to be used for the PE program; approximately 9,600 sf. An Economic Development Agreement was executed between the Town and Maguire Partners-Solana Land, L.P. on February 26, 2013, stating the following: “In exchange for the Town’s consideration of offering Program Resources, the Partnership agrees to pay to the Town the sum of $10,000 for each residential lot depicted on the approved Concept Plan for Granada which shall be used for the benefit of the Westlake Academy.” The Town is anticipating approximately 44 lots to be final platted during FY 13/14; therefore, $440,000 will be transferred into this fund for future use. Revenues and Transfers In • FY14/15 adopted revenues are $440,000 o Transfers in from Economic Development Fund $440,000 Expenditures • FY 14/15 adopted expenditures are $902,805 o Completion of the 3 building expansion Fund Balance • FY 14/15 ending fund balance is projected to be $440,000 o Future Westlake Academy expansion use

256

Westlake Academy Expansion Fund 5 Year Projection PHASE 1

Description

PHASE 2 and PHASE 3

Actuals

Estimated

Adopted

2003 - 2013

FY 13-14

FY 14-15

Projection FY 15-16

FY 16-17

FY 17-18

FY 18-19

FY 19-20

TOTALS

Revenues and Other Sources Contributions

1,000,000

66,000

1,066,000

Interest Earned

3,519

Interest Earned Bonds

2,129

5,000

7,129

8,500

Misc Revenue Transfer in from GF100

36,398

630,000

666,398

Transfer in from CP410

200,000

Transfer in from ED210

Other Sources

440,000

466,775

400,000

840,000

466,775

Bond Proceeds - 2013 CO

8,294,800

Bond Premiums - 2013 CO

284,437

TOTAL REVENUES AND OTHER SOURCES

$ 9,621,283

$ 1,376,275

440,000

$ 400,000

$ 11,837,558

Engineering

38,338

45,060

83,398

Design Fees

483,982

198,600

682,582

Capital Project Detail

Misc. Legal

4,788

Irrigation R&M

4,766

20,324

Landscape - A&S Center Contingency Utility Relocations (W/S/E) Advertising Audio Visual Courier Service Misc. Expense Construction Expense Water Service Furniture & Fixtures Bond Issuance Costs - 2013 CO

115,200

49,344

520

3,740

422

3,243

8,846,203

197

676,477

780,517 197 6,268

115,200

7,162,881

902,805

670,209

123,316

Transfer Out to GF

36,398

Portable Buildings

346,639

TOTAL PROJECT EXPENSE

$ 1,902,803

$ 8,191,950

902,805

$ 10,997,558

NET

$ 7,718,480

$ (6,815,675)

(462,805)

Fund Balance Beginning Fund Balance Ending

7,718,480

902,805

440,000

902,805

440,000

257

440,000

CAPITAL IMPROVEMENT PLAN

258

CAPITAL IMPROVEMENT PLAN Introduction The Council approved the Town’s formal Five Year CIP on September 22, 2014.

The Capital Improvement Plan (CIP) provides a comprehensive plan of capital improvements that are to be undertaken by the Town over the next five (5) years. Cost estimates and financing methods for the improvements are included and are referenced by individual project. The development of the Town’s Capital Improvement Plan is one of the more complex and multi-faceted processes of the Town. Striking a balance between the needs and interests of the residents and the financial capacity of the Town is a challenging proposition. For this community vision to have meaning, it must be accompanied by deliberate planning that leads the organization and community to its desired future. This requires clearly defined goals, proactive strategies, committed leadership, effective management and above all, the resources to carry out these plans and objectives. 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. 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.

259

CAPITAL IMPROVEMENT PLAN What is a CIP?

First, what it is not; a CIP (Capital Improvement Plan) is not a wish list, rather it is a realistic plan designed to fulfill the strategic goals and objectives necessary to achieve the mission and vision of the community. A CIP is a multi-year document that summarizes the capital needs of a community over a specific time period. It outlines the individual capital projects, their strategic value and relationship to the community’s long-term goals and objectives as well as the fiscal impact that they pose to the community.

Why have a CIP? •

• • • •

Informs the employees, departments, elected officials and the public of an entity’s intent to invest in its infrastructure and community Represents a long-term financial plan and identifies resources or financing strategies that an entity plans to use to fund the plan Establishes priorities and serves as a planning document or blueprint for an organization’s investment in capital infrastructure both short-term and long-term Provides a breakdown of major project costs and phasing as necessary DOES NOT appropriate money

CIP Prioritization Strategy – Preserve * Protect * Plan •

• •

Preserve the past by investing in the continued upgrade of town assets and infrastructure Protect the present with improvements and/or additions to facilities, roads, and capital investments Plan for the future of the organization

What is a Capital Project?

Capital includes all long-lived infrastructures such as water facilities, sewers, streets, parks and buildings along with major equipment like fire trucks, radio systems, vehicles, computers and fixtures. Capital projects are the individual action plans that make up a Capital Improvement Plan. The capital projects in this CIP have been categorized into the following groups: Parks & Recreation, Facilities, Transportation, Vehicles and Utilities.

Capital Assets by Category and Type

When most people think of the Town’s capital assets, they automatically think of the Westlake Academy campus. While the campus is certainly a very important and visible asset owned by the Town, it is but one of many. Included in the assets of the Town are all of the Town’s infrastructure such as its streets, water and sewer mains, vehicles and other equipment. In preparing this year’s CIP, the staff utilized our annual audit to determine value of the Town’s assets.

260

CAPITAL IMPROVEMENT PLAN The chart to the right depicts the Town’s capital assets from the Comprehensive Annual Financial Report (page 12) as of Fiscal Year Ended September 30, 2013.

Road Improvements, $7,563,485 20%

Funding Considerations

Improvements Other Than Buildings, $621,038 2%

Vehicles, $478,201 1%

Utility Machinery & Equipment, $1,948,388 5%

Utility Improvements, $9,614,902 25%

In all communities the cost associated with capital projects far outweighs the available resources necessary to pay for them; in short there is not enough Buildings, money. This requires prioritization of the $17,611,889 Capital Assets By Type 47% projects based upon their perceived $37,837,904 impact on the community. Due to the (per the FY2013 Fixed Asset Depreciation Schedule) vast number of individual desires it is near impossible to satisfy everyone and requires a collaborative effort to create situations where the benefits are shared equitably with community stakeholders. In addition, dedicated revenues will, in most cases, determine which projects get funded. For example, the Utility Fund may only contribute towards capital projects that improve water and wastewater projects.

Sources of Funding

There are four primary funding sources for capital improvements: 1. Cash Funding (revenue sources such as sales, hotel/motel and property taxes) 2. State/Federal funding (public grants) 3. Private Funding (developmental impact fees or charitable donations) 4. Bond Issuance The proposed projects in this CIP rely on bond proceeds and other revenues in the Governmental and Enterprise Funds as well as contributions from corporate partners for funding. There are two types of bonds: General Obligation (GO) bonds which require voter approval and Certificates of Obligation (CO) bonds which do not require voter approval. The current CIP is funded primarily from four sources: Capital Projects & Utility funds (cash on hand), Contributions and CO bonds.

How Inflation Impacts the CIP

Inflation is defined as a rise in the price of all goods and services over time. This implies that the purchasing power, or value, of currency will decline in the future relative to costs. Therefore, more money will be required to fund CIP related expenditures and must be accounted for. This data is important in calculating the Town’s future liability; by utilizing inflation trends to calculate future capital replacement costs, we can determine how ‘waiting’ a year or more impacts the total project cost. Most are aware of the benefits of compounding when it comes to investing. Unfortunately, this same principle works in reverse as inflation causes costs to compound higher over time.

261

CAPITAL IMPROVEMENT PLAN Overview

On September 16, 2013, the Town Council adopted the third annual plan (FY13/14 – FY17/18). These original projects as well as additional staff recommended projects are included in this plan. The Capital Improvement Plan for FY14/15 through FY18/19 presents the Town’s plan for infrastructure development and improvements. The Capital Improvement Plan is evaluated annually by the Town leadership to determine the financial availability of resources for design, construction, operations, and maintenance. The following chart provides a graphical comparison of the previous capital improvement plans. In prior years, the majority of capital improvements in Westlake have been unfunded. These projects represent capital needs that are subject to more discussion and are included to convey to the Town leaders and other interested parties the general parameters and breadth of those capital needs. These projects may be moved to the “Funded” section of this CIP in future years, depending on priorities, funding availability, and other considerations. Several of these projects such as the permanent fire station and municipal complex are multi-million dollar projects that have been carried forward since the Academy Complex was established. Balancing these priorities, while at the same time being cognizant of the fiscal challenges of our Town, has become a difficult task.

Funded vs Unfunded (Under Discussion) Capital Improvements

The following chart depicts the current adopted Capital Improvement Plan funded vs unfunded CIP. This multi-year capital plan will provide Council with a guide that communicates the program need or $35 deficiency, as well as Funded vs Unfunded CIP $30 the funding requirements. It is $25 important to note that $27.602 $20 projects which do not receive funding in a $15 given year are moved $10 out to the future years in $2.935 $5 order to communicate $4.206 $6.708 $1.462 $4.492 $1.495 $1.179 to those with decision $0 making responsibility the FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 need to provide Funded Unfunded necessary funding, or through evaluation, eliminate the project entirely.

262

CAPITAL IMPROVEMENT PLAN Funding of Previously Adopted and Current Proposed Projects This Capital Improvement Plan anticipates additional revenues related to permits and fees and the use of two bond issuances to complete Phase II of Westlake Academy, the Fire Station Complex and the Municipal Building. The majority of the streets/trails projects will be funded with cash from the one-time revenues related to permits and fees as well as previously adopted transfers and contributions.

Conclusions Capital Improvement Plans play an integral role in helping a municipality reach its stated strategic objectives. Equally important to the capital project development process are funding and economic considerations. Prudent financial stewardship should be based on cost minimization and long-range strategic capital preservation. While there are many methods for funding capital projects, consideration to who benefits from the project, the life of the capital asset and the affordability of the funding method are all important factors to consider.

263

ALL FUNDED AND ADOPTED CAPITAL PROJECTS FIVE YEAR PROJECTION new project added or moved from unfunded (under consideration) this year TOTAL Proj

 No.

Project Description

Totals Thru

FY 13/14

FY 12/13

Estimated

FY 14/15

FY 15/16

FY 16/17

FY 17/18

FY 18/19

- - - - - - - - - - - - Five Year Projection - - - - - - - - - - -

FIVE YEAR

PROJECTS

TOTAL

COST

CAPITAL PROJECT FUNDS CP50 Trail and Park Improvements

 CP62

Water line and Well improvements

Sub-Total - Park/Cemetery

195,000

63,000

258,000

CP55 Outdoor Warning System

 CP64  CP65

Fire Station Complex

WA Expansion

WA Expansion (Contribution)

WA Expansion (Cash)

258,000

63,000 258,000

99,000

1,125,000

6,688,145

7,813,145

20,000

1,224,000

6,708,145

902,803

7,712,832

Maintenance & Storage Facility

Sub-Total - Municipal

195,000

1,000,000

66,000

20,000 7,932,145

8,615,635

1,066,000

902,806

413,118

902,806

Sub-Total - Academy

1,902,803

8,191,950

902,806

Sub-Total - Facilities Improvements

1,902,803

8,191,950

2,126,806

CP20 FM1938 Streetscaping

1,060,355

1,687,600

637,267

CP20 FM1938 Streetscaping

42,733

CP20 FM1938 Streetscaping

320,000

CP30 SH114/170 Enhancements

231,933

7,500

CP30 SH114/170 Enhancements

CP31 Stagecoach Hills Recon/Drain CP34 Roanoke Road Recon/Drain South

489,880

9,020

2,900

680,467

CP30 SH114/170 Enhancements

1,315,924

902,806

10,997,559

6,708,145

8,834,951

18,929,704 3,385,222

239,433

680,467

160,000

498,900

453,000

455,900

266,000

453,000

514,945

381,250

CP40 Sam School Rd Recon/Drainage

266,000

CP41 Dove Rd Recon/Drain (Vaq/TB)

100,000

CP60 Pearson Lane Recon/Drainage

CP53 Trail - Dove/Pearson/Aspen

CP57 Ottinger Rd Bridge Creek Crossing

CP58 Ottinger Road Recon/Drainage

CP52 Trail - Academy to Cemetery

414,945 -

273,600

330,000

572,710

276,100

Sub-Total - Road/Street/Trail Improvements

1,785,068

1,704,120

1,819,000

414,945

1,495,317

1,178,810

TOTAL CAPITAL PROJECTS FUNDS

3,687,871

9,896,070

4,203,806

414,945

1,495,317

1,178,810

250,000

6,708,145

276,100

4,908,072

8,397,260

14,001,023

27,584,964

UTILITY FUND 500 UF30 TRA Assumption of N-1 Sewer Line UF36 Ground Storage Tank (Bonds) UF36 Ground Storage Tank (Cash)

UF38

82,967

96,803

903,197

500,000

Meter Reading & Equipment TOTAL UTILITY FUND

250,000

332,967

1,000,001 500,000

38,500

96,803

1,486,164

288,500

38,500

TOTAL FUNDED CAPITAL PROJECTS

$ 3,784,675

$ 11,382,234

$ 4,492,306

$ 453,445

Funding Description

Totals Thru FY 12/13

FY 13/14 Estimated

$ 1,060,355

77,000

$ 1,495,317

$ 1,178,810

$ 6,708,145

FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 - - - - - - - - - - - - Five Year Projection - - - - - - - - - - -

$ 2,683,685

$ 2,287,073

$414,945

77,000

327,000

1,909,967

$ 14,328,023

$ 29,494,931

FIVE YEAR TOTAL

PROJECTS COST

$ 2,702,018

$ 6,446,058

New Projects - Cash

351,500

38,500

390,000

Contributions - FM1938

320,000

Contributions - WA Expansion

1,000,000

66,000

1,066,000

Previously Adopted Projects - Cash



160,000

408,733

1,149,966

8,616,029

9,615,636

1,125,000

1,335,317

1,178,810

2,514,127

FY 18/19 Fire Station - 30 yr Bonds

6,708,145

TOTAL

$ 3,784,675

$ 11,382,234

$ 4,492,306

$453,445

$ 1,495,317

$ 1,178,810

$ 6,708,145

$ 14,328,023

$ 29,494,931

Contributions - SH 114/370 Enhacement

FY 10/11 - $2.09M Bonds ($932,819 on prev. projects)

724,713

16,520

FY 12/13 - $9.500M Bonds previously issued

999,606

FY 14/15 Fire Station Land -30 yr Bonds

FY 16/17 Street/Trail - 20 yr Bonds

264

ALL UNFUNDED (UNDER DISCUSSION) CAPITAL PROJECTS FIVE YEAR PROJECTION new project added this year

Project Description

Totals Thru

FY 13/14

FY 12/13

Estimated

FY 14/15

FY 15/16

FY 16/17

Cemetery Improvements

75,750

61,800

15-30 Acre Community Park

4,129,999

2,623,600

Roanoke Road Open Space

Municipal Building

WA Phase II - 15 Classroom Secondary Addition

WA Phase II - 4 Classroom Kindergarten Addition

WA Phase III - Art & Science Classrooms

WA Phase III - Performing Arts Center

Hwy 377 Landscape Improvements

Dove & Randol Mill Traffic Circle Trail - Fidelity Campus to Westlake Parkway on 114 Trail Connection at 114/Solana

Total Parks/Cemetery

Total Facilities Improvements

Signalization Total Road/Street Improvements/Trails

TOTAL UNFUNDED (UNDER DISCUSSION) CAPITAL PROJECTS

FY 18/19

FY 17/18

- - - - - - - - - - - - Five Year Projection - - - - - - - - - - -

63,654

GRAND TOTAL

65,564

266,768

43,600

84,000

127,600

107,254

149,564

7,147,967

12,314,504

4,550,620

2,442,500

1,878,080

5,234,600

26,420,304

700,000

654,600

721,000

1,375,600

294,000

16,840

4,205,749

2,685,400

250,000

1,354,600

1,031,840

2,636,440

$ 2,935,400

$ 1,461,854

$ 27,601,708

$ 36,204,711

265

$ 4,205,749

700,000

6,753,599

250,000

PARKS/CEMETERY OVERVIEW The Parks & Recreation Department is responsible for maintaining the Town’s parks and trails. The Town of Westlake provides residents with one Town Park which is located near the Glenwyck subdivision. The trees along roadways and the cemetery are maintained to ensure the safety of drivers and pedestrians. The Town also maintains several trails located near the Glenwyck and Vaquero subdivisions. While additional trails have been discussed, no funding has been provided in recent years. In resident surveys, parks and trails have consistently rated as high priority/low satisfaction items suggesting a need for improvement. One of the goals of the current CIP is to begin creating the trails that will provide connectivity from the Town’s West side to its Eastern limits as well as interconnectivity with neighboring jurisdiction’s trail systems. Trails have been moved to the Streets/Road Improvements/Trails section of this CIP.

ADOPTED PROJECTS – CIP FY 2014-2018 PROJECTS TO BE COMPLETED IN FY 13/14 o

No Projects

PROPOSED PROJECTS - FY14/15 THRU FY18/19 o Trail and Park Improvements  Water Line and Well Improvements

UNFUNDED/UNDER DISCUSSION PROJECTS - FY14/15 THRU FY18/19 o Cemetery Improvements o 15-30 Acre Community Park  Roanoke Road Open Space

266

FACILITIES OVERVIEW Currently, The Town of Westlake owns and operates three facilities: the Westlake Academy, the temporary buildings that house our emergency services personnel and equipment, and the Parchman house which is currently being utilized for storage. The Town also leases approximately 12,000 square feet of office space. This Capital Improvement Plan proposes increasing the number of buildings on the Westlake Academy campus as well as providing new municipal buildings for staff and community events.

ADOPTED PROJECTS – CIP FY 2014-2018 PROJECTS TO BE COMPLETED IN FY 14/15 o

Westlake Academy Phase I Expansion including West Parking Improvements

PROPOSED PROJECTS - FY14/15 THRU FY18/19  Fire Station Complex  Outdoor Warning System  Maintenance and Storage Facility

UNFUNDED/UNDER DISCUSSION PROJECTS – FY 14/15 THRU FY 18/19 o o o o o

Municipal Building WA Phase II – 15 Classroom Secondary Addition WA Phase II – 4 classroom Kindergarten Addition WA Phase III – Arts & Science Classroom Addition WA Phase III – Performing Arts Center

267

VEHICLE AND EQUIPMENT OVERVIEW Vehicles and equipment represent approximately 6% of the Townâ&#x20AC;&#x2122;s assets or roughly $3.4M. While the current CIP does not contain any proposals for vehicles, it is important to note that of the seven vehicles (including a utility truck) the Town currently owns, three are completely depreciated and three more will become completely depreciated within the next five years. Similarly, of the fourteen FF&E asset groups, eight are currently fully depreciated and the remainder will be within the next five years. Whether or not an asset has been fully depreciated does not by itself warrant the need to replace it, however, depreciation does serve as an indicator that the likelihood the asset will need to be replaced in the near future is fairly high. The Town maintains a General Maintenance & Replacement Fund and is working towards funding annually for any replacement items needed in subsequent years. We anticipate a replacement vehicle for the Parks and Recreation Department to be paid from the funds that have been transferred to this fund for just this purpose. Date placed in service

Useful Life

Remaining life @ 09/30/13

Vehicle Make

Vehcile Description

Dept

Cost

2005

Chevy Silverado

Building Inspection

Building

$15,704

$3,141

2007

Dodge Charger

Marshal's vehicle

Court

$23,000

$4,600

2005 2008

Ford Ranger Chevy Silverado

Public Works Truck Public Works Truck

Public Works Public Works

$21,519 $11,105

$4,304 $2,221

5 5

0 0

2010 2010

Startrans Senator II Girardin 18

School Bus Passenger Bus

Academy Academy

$41,625 $41,625

$8,325 $8,325

5 5

2 2

2003 2003 2004 2012 2012 2013

Ford 450 Spartan Chevy Tahoe Ford 450 Ford 550 Chevy Suburban

Ambulance Fire Truck Fire Marshal Ambulance Attack Truck Fire Chief

Fire Dept Fire Dept Fire Dept Fire Dept Fire Dept Fire Dept

$144,981 $236,423 $41,108 $200,000 $169,746 $49,084

$14,498 $15,762 $8,222 $20,000 $16,975 $9,817

10 15 5 10 10 5

0 4 0 9 9 5

$995,920

$116,188

268

Annual Depreciation

UTILITY IMPROVEMENTS OVERVIEW The Town of Westlake currently owns a minimum of approximately $24M of utility fixed assets. These take the form of water, sewer and telecommunications duct bank lines. These assets are initially installed through development and later transferred to the Town for upkeep and maintenance. With the recent completion of the Stagecoach Hills water main, the Town’s utility infrastructure is in relatively good shape with no known deficiencies. The five items that are fully depreciated are water lines that were transferred from the City of Keller which may need replacement in the near future but are fully operational now. It should also be noted that the Town is currently engineering a GIS system that will map all infrastructure; this project provides us the opportunity to review the condition of these assets and their values which will be revised as necessary.

ADOPTED PROJECTS – CIP FY 2014-2018 PROJECTS TO BE COMPLETED IN FY 13/14 o

Ground Storage Tank

PROJECTS TO BE COMPLETED IN FUTURE YEARS o

TRA Assumption of N-1 Sewer Line

PROPOSED PROJECTS – CIP FY 2015-2019  Meter Reading and Equipment

269

LONG TERM PLANNING

270

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

GOALS OF LONG-RANGE PLANNING To maximize the benefit of long-range planning, Council established the following goals: • • • •

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

The Long-Range Financial Forecast is based on assumptions regarding what will happen in the regional and state economy over the next five years, and on near-term and long-term revenue and expenditure drivers. It is important to keep in mind the purpose of a forecast is to get a general picture of what the 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).

KEY EXPENDITURE DRIVERS Overtime Costs Operating Supplies Apparatus & Tools Motor Vehicle Fuel Maintenance Travel, Training & Dues Utility Costs Professional Services Insurance Costs Fleet Replacements Capital Equipment Replacements

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

Expenditures, while not necessarily being forecast as declining, are generally forecast with a 2-3% escalation rate, depending on inflation. Forecasts generally have at least one scenario where all that is assumed on expenditures is the current level of service and perhaps some growth in salary/wage expenses. The Council can, if they wish, ask that certain service level adjustments, whether it is service expansion or reduction, be included as alternate scenarios, particularly if it appears that revenues will not cover expenditures in the out years of the forecast.

It is also important to remember, since the purpose of the forecast is to get an idea, based on conservative assumptions, as to the Town’s financial condition during the five (5) year planning period, that the forecast is showing that the Town will have available funds for additional debt service as well as building a fund balance for future capital and major maintenance and replacement. This is the reason forecasting is a good tool, as it gives the Council time to strategize as to course we may want to make financially, both in the short and long term.

271

FORECAST NARRATIVE 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.

1. FORECAST ASSUMPTIONS - FY 2014-15 PROPOSED BUDGET REVENUES AND OTHER FINANCING SOURCES:

• General Fund o Sales tax revenue is budgeted at a 3% increase  The Town’s economic development funds appear to be stabilizing at approximately $16,000/monthly of which 50% must be returned.  One-time revenues and audit receipts have been conservatively estimated at $100,000 each. In prior years these two numbers have been anywhere from $100,000 to $1,000,000 combined; therefore, because of the uncertainly of the funds, we are conservative with these estimates.  On-going sales tax receipts are forecasted to increase by approximately 11% from FY 2013-2014 based on the prior years’ trending.  Includes the Property Tax Reduction portion of the Sales tax receipts o Property tax revenue is estimated at $1,376,063 based on Certified Tax Roll and M&O tax rate of $.13710 per $100 of valuation. o No new gas well revenue is projected o No additional one-time revenues related to economic development agreements are anticipated to be received o Building permits/inspection/plan review fees are increased by 45% due primarily to the Granada development o Based on current year receipts, franchise fees are only budgeted at a 1% increase

EXPENDITURES AND OTHER FINANCING USES:

• General Fund o Payroll and Related expenditures increased approximately 23%:  This increase includes $202K in personnel changes; This includes an increase in base costs of $71,394 to maintain our current staff levels along with $65,000 in market pay adjustments (inclusive of taxes and insurance) for work force attraction and $54K in performance based pay, and a newly recommended allocation of $8K for cell phone reimbursement of various staff members (Directors and on-call technicians). A portion of this increased expenditure is subsidized by transfers in from the Utility Fund ($30K) and the Visitors Association Fund ($92K)  This increase also includes the following personnel changes o $35,753 – transition of part-time Communication Specialist to full-time o $77,987 – addition of one full-time Firefighter / Paramedic o $19,592 – replacement of part-time Deputy Court Clerk  Transition of shared services employees to municipal budget o $68,503 – Accounting Technician o $120,860 – IT Director • $130,144 increase for medical, dental and life Insurance costs (40%)  $16,931 increase for social security and Medicare taxes (08%)  $89,840 increase for ICMA and TMRS costs (46%)

272

FORECAST NARRATIVE o

Operating expenditures and transfers out increased $1M  $300K – future Westlake resident enrollment capacity  $ 42K – increase to Keller Police contract services  $520K – transfer to Capital Projects Fund  $168K – transfer to Debt Service Fund

• Visitors Association Fund – Total expenditures and other uses increased by 27% primarily due to operating transfers related to payroll and the transition of a part-time Communication Specialist • Utility Fund - Total expenses and other uses increased 14% and is composed primarily of completion of the ground storage tank and a transfer to the General Fund in repayment of a portion of funds needed for the ground storage tank project. • CIP – Based on adopted CIP • All Funds - Includes all adopted maintenance projects and equipment replacement to maintain current level of service

2. FORECAST ASSUMPTIONS - FY 2015-2016 AND BEYOND PROJECTION REVENUES AND OTHER FINANCING SOURCES:

• Sales tax revenue - increase 3% annually • Property tax revenue – currently increased 2% for current evaluation o Estimate value on the roll two years from date of permit for new construction– separate line-item on forecast • Other revenue - increase 2% annually o Building permits/inspection/plan review fees are currently only increased by 2%. o Breakout of additional building permits/fees/inspections based on Granada growth is reflected on separate line. o Anticipate commercial revenues of $1.0M in FY 16/17

EXPENDITURES AND OTHER FINANCING USES:

• Includes all adopted maintenance projects and equipment replacement to maintain current level of service • Salary and wages increase by 2% annually • Payroll - increase by fire department personnel only until there are 4 per shift • Includes 5-year personnel forecast • Includes capital projects impact to operating budget • Includes anticipated debt payments based on adopted CIP • Includes 5-year technology plan • Other expenditures increase by 3% (excluding any one-time expenditures) • CIP based on adopted CIP • Reduces Fire Department current expenditure related to utilities, etc. in future years upon construction of Fire Station • Westlake Academy reserve - $300K/annually (Student enrollment remains flat) • Transfer from GF to CPF of $2.1M receipts in one-time permits from Granada for FY 14/15, FY 1516 and FY 16-17 (Based on forecast ) • Granada lot fees of $10K/lot transferred to Westlake Academy Expansion for future construction • Annual transfers to maintenance and replacement funds

273

TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds

DESCRIPTION

SCENARIO 1 Includes Granada revenue only Includes Delayed CIP (Fire Station Land only 14-15) (Construction in 18-19)

ESTIMATED FY 13-14

1 FY 14-15

2 FY 15-16

3 FY 16-17

4 FY 17-18

5 FY 18-19

GENERAL FUND 100 1 2 3 4 5 6 7 8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 34 33 34 35 36 37 38 39 40 41 44 45 46 47 48 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69

Sales Tax (ongoing 100% minus one time) 3.0% Sales Tax (audit/one-time) 0.0% Sales Tax - additional due to commercial Sales Tax Allocation to 4B linked Sales Tax Allocation to ED 2.0% Sales Tax Subtotal Property Tax 2.0% Estimated Additional Property Tax - per schedule Property Tax Subtotal Permits and Fees (FD/MC/Other) 2.0% Permits and Fees (Bldg Other Fees) 2.0% Permits and Fees (Bldg Permits/Insp) 2.0% Permits and Fees (Commercial) Estimated increased permits/fees for Granada Total Permits and Fees Beverage Tax 2.0% Franchise Fees 2.0% Fines & Forfeitures 2.0% Interest 2.0% Misc Income 2.0% Other Revenues Transfer In - UF 500 Impact linked Transfer In - UF (IF loan repymt of $500K plus int ) Transfer In - VA 220 Dept 22 3.0% Transfers In Total Revenues & Transfers In Payroll Salaries 3.0% Payroll Insurance (Health/Dental/Life) 10.0% Payroll Taxes (SSM/WC/TWC) 3.0% Payroll Retirement (TMRS/ICMA) 3.0% Payroll Transfers In 3.0% 5-yr Personnel Forecast (ONLY Fire thru 18-19) 0 Total Payroll and Related 3.0% Supplies 3.0% Service (inc CP operational impact for 14-15) fixed Service(K-5 Westlake reserve slots) 3.0% Insurance 3.0% R&M 3.0% Rent & Utilities 3.0% Debt (repayment to BBP) Operating Impact - Parks/Rec Projects Project Operating Impact - Facilities Projects Project Operating Impact - Road Projects Project Total Operating Expenditures Capital Outlay 3.0% IT Forecast Total Capital Transfer Out - ED 210 Transfer Out - GMR 600 fixed Transfer Out - DS (Debt for Academy Exp $8.5M) linked Transfer Out - VA for debt service Transfer Out - DS 300 (Including 5-year CIP) linked Transfers Out - Operating Transfer Out - CP 410 linked Transfer Out - WAE 412 Transfer out - Capital Projects -one time $$ Transfers Out - Non Operating Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned 2.0% Restricted/Committed/Assigned (portion of 1 time fees) Unassigned Ending Balance Operating Days

4,100,000 400,000

4,535,000 100,000

4,671,050 100,000

4,811,182 100,000

4,955,517 100,000

(1,125,000) (100,000) 3,275,000 1,189,825

(1,158,750) (100,000) 3,376,250 1,209,094

1,189,825 148,510 109,990 750,000

1,209,094 148,510 109,990 480,000 720,000 1,458,500 50,500 795,383 670,000 8,670 60,094 1,584,647 37,500 256,245 13,220 306,965 7,935,456 (2,862,360) (456,028) (226,713) (283,131) 809,308

(1,192,763) (102,000) 3,476,288 1,233,276 1,233,276 151,480 112,190 480,000

(1,227,795) (104,040) 3,579,346 1,257,941 83,328 1,341,269 154,510 114,434 144,000 1,000,000 576,000 1,988,943 52,540 827,517 697,068 9,020 62,522 1,648,667 39,015 14,025 53,040 8,611,266 (3,036,678) (551,794) (240,520) (300,373) 858,595 (158,340) (3,429,111) (226,015) (1,901,460) (300,000) (33,539) (168,747) (318,102) (18,339) (9,737) (20,013) (148,739) (3,144,691) (17,271) (55,500) (72,771) (225,000) (448,732) (159,107) (832,840) (576,000) (576,000) (8,055,413) 555,852 5,105,466 5,661,318 265,384 5,395,934 263

(1,263,879) (106,121) 3,685,517 1,283,100 166,656 1,449,756 157,600 116,722 480,000 754,322 53,591 844,067 711,009 9,201 63,772 1,681,640 39,795 14,446 54,241 7,625,476 (3,127,778) (606,974) (247,736) (309,385) 884,352 (246,090) (3,653,610) (232,795) (1,958,504) (300,000) (34,545) (173,809) (327,645) (18,339) (10,029) (20,613) (166,417) (3,242,697) (17,790) (60,000) (77,790) (225,000) (445,172) (162,400) (313,218) (1,145,791) (8,119,888) (494,411) 5,661,318 5,166,907 270,692 4,896,215 220

1,008,500 50,000 787,508 645,000 8,670 55,959 1,547,136 37,500 13,020 50,520 7,070,981 (2,339,745) (325,884) (209,783) (193,291) 607,660 (2,461,043) (235,921) (2,194,112) (30,520) (126,962) (299,812) (18,339) (2,905,665) (31,700) (31,700) (35,758) (275,000) (647,766) (958,524) (630,000)

(3,018,925) (213,041) (2,218,259) (300,000) (31,614) (159,060) (299,842) (18,339) (3,240,154) (16,280) (54,000) (70,280) (35,758) (275,000) -

(630,000) (6,986,933) 84,048 5,812,583 5,896,631 265,126

(815,854) (1,126,612) (430,000) (720,000) (1,150,000) (8,605,971) (670,515) 5,896,631 5,226,116 255,079

5,631,505 323

4,971,037 243

274

720,000 1,463,670 51,510 811,291 683,400 8,843 61,296 1,616,340 38,250 256,245 13,617 308,112 8,097,685 (2,948,231) (501,631) (233,515) (291,625) 833,587 (78,000) (3,219,415) (219,432) (1,846,078) (300,000) (32,562) (163,832) (308,837) (18,339) (7,570) (19,430) (111,305) (3,027,385) (16,768) (56,500) (73,268) (35,758) (275,000) (447,798) (419,710) (1,178,266) (720,000) (720,000) (8,218,334) (120,649) 5,226,116 5,105,466 260,181 4,845,286 236

5,104,182 100,000 50,000 (1,301,046) (108,243) 3,844,894 1,308,762 383,310 1,692,072 160,752 119,057 480,000 759,809 54,663 860,948 725,229 9,385 65,048 1,715,273 40,591 14,879 55,470 8,067,518 (3,221,612) (667,671) (255,168) (318,666) 910,883 (253,473) (3,805,707) (239,779) (2,017,259) (300,000) (35,582) (179,023) (337,475) (18,339) (10,330) (103,667) (171,409) (3,412,863) (18,323) (65,000) (83,323) (225,000) (446,018) (169,463) (268,047) (1,108,528) (8,410,421) (342,903) 5,166,907 4,824,004 276,106 4,547,898 197

TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds

SCENARIO 1 Includes Granada revenue only Includes Delayed CIP (Fire Station Land only 14-15) (Construction in 18-19)

ESTIMATED FY 13-14

DESCRIPTION

1 FY 14-15

2 FY 15-16

3 FY 16-17

4 FY 17-18

5 FY 18-19

DEBT SERVICE FUND 70 71 72 73 74 75

Property Tax ref 2011 CO Transfer in - GF 100- including 5-year CIP Transfer in - GF 100 - Phase I Transfer In - VA 220 linked Transfer In - 4B 200 linked Total Revenues & Transfers In

140,522 647,766 151,700 1,125,500 2,065,488

166,969 364,407 451,447 164,450 1,159,250 2,306,523

154,903 419,710 447,798 142,250 1,193,263 2,357,923

154,875 159,107 448,732 169,950 1,228,295 2,160,960

155,025 313,218 445,172 162,400 1,264,379 2,340,195

154,975 268,047 446,018 169,463 1,301,546 2,340,048

76 77 78 79

DS Principal - Issue 2002 CO DS Interest - Issue 2002 CO Bank Charge - 2002 CO

Phase I

(330,000) (21,450) -

DS Principal - Issue 2003 CO DS Interest - Issue 2003 CO Bank Charge - 2003 CO

Phase II

(175,000) (97,411) -

(185,000) (90,630) -

(190,000) (83,230) -

(75,250) -

DS Principal - Issue 2007 GORB DS Interest - Issue 2007 GORB Bank Charge - 2007 GORB

Refunding

(35,000) (294,608) (400)

(35,000) (293,295) (400)

(410,000) (291,983) (400)

(425,000) (276,608) (400)

(40,000) (259,608) (400)

(40,000) (258,008) (400)

DS Principal - Issue 2011 GORB DS Interest - Issue 2011 GORB Bond Issue Cost 2011 GORB Bond Issue Cost 2011 GORB Bank Charge - 2011 GORB

Refunding

(100,000) (223,200) (400)

(440,000) (217,800) (400)

(100,000) (212,400)

(275,000) (207,275)

(700,000) (192,650)

(715,000) (171,425)

(400)

Taxes

(93,000) (60,791) (77)

(97,000) (57,704) (400)

(100,000) (54,503) (400)

(75,000) (79,475) (400)

(79,000) (75,625) (400)

(83,000) (71,575) (400)

Ref 2008 A&S

(105,000) (46,700) (400) -

(120,000) (44,450) (400) -

(100,000) (42,250) -

(130,000) (39,950) -

(125,000) (37,400) -

(135,000) (34,463) -

DS Principal - Issue 2013 CO DS Interest - Issue 2013 CO Bank Charge - 2013 CO

WA Expansion

(89,000) (362,371) (400)

(173,550) (277,719) (400)

(173,550) (274,248) -

(178,000) (270,732) -

(178,000) (267,172) -

(182,450) (263,568) -

DS Principal - Issue 2014 GORB DS Interest - Issue 2014 GORB Bank Charge - 2014 GORB

Refunding

(43,626) -

(195,000) (65,510) -

(200,000) (61,560) -

(5,000) (59,470) -

(5,000) (59,290) -

(5,000) (59,110) -

(63,000)

(182,000)

(2,357,923) 0 (0) (0) (0)

(2,160,960) 0 (0) (0) (0)

(2,340,195) 0 (0) (0) (0)

(2,340,048) 0 (0) (0) (0)

80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97

DS Principal - Issue 2011 CO DS Interest - Issue 2011 CO Bank Charge - 2011 CO

98 99 100 95 96

DS Principal - Issue 2013 GORB DS Interest - Issue 2013 GORB Bank Charge - 2013 GORB Bond Issue Cost 2013 GORB

97 98 99 100 107 108 109 110 111 112

2014-15 CO (FS LAND only ($56K per $1M) (1.125M) (30yr)

113 114

2016-17 CO$2.69M Roads/trails $70K per $1M) (20 Yrs)

115 118 119 120 121 122 123

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

(2,078,834) (13,346) 1,481 (11,865) (11,865)

275

(2,294,658) 11,865 (11,865) (0) (0)

TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds

SCENARIO 1 Includes Granada revenue only Includes Delayed CIP (Fire Station Land only 14-15) (Construction in 18-19)

ESTIMATED FY 13-14

DESCRIPTION

1 FY 14-15

2 FY 15-16

3 FY 16-17

4 FY 17-18

5 FY 18-19

UTILITY FUND 124 125 126 127 128 131 132 133 134 136 138 139 140 141 142 145 146 149 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165

Water/Sewer/Waste Revenues 2.0% Water/Sewer Tap Fees 2.0% Fort Worth Impact Fees 2.0% Misc Income 2.0% Interest 2.0% Total Revenues & Transfers In Expenditures 3.0% Solana Expense Water Purchases 3.0% Payroll Transfers to GF new acct 3.0% Funded/Proposed Capital Projects Impact to Operations Total Operating Expense Transfer Out - UMR 510 fixed Transfer Out - GF 100 Loan Repayment linked Transfer Out - GF 100 Impact Fees linked Total Transfers Out N1 Sewer Line Transfer 0.0% Ground Storage Tank 0.0% METER READING EQUIPMENT NEW 0.0% Total Capital Projects Debt Service (Hillwood) 3.0% Debt Service (Keller OH Storage) ends linked DS Principal - Issue 2013 CO Ground Storage Tank $1.025M DS Interest - Issue 2013 CO Ground Storage Tank Total Debt 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 Total Operating Expenditures Operating Days

UTILITY MAINTENANCE AND REPLACEMENT FUND Revenues 214 Transfers In - UF 500 215 Total Revenues & Transfers In 216 Expenditures 217 Repaint Existing Storage Tank 218 Total Expenditures & Transfers Out 219 NET R&TI Over(Under) E&TO 220 Beginning Fund Balance 221 Ending Fund Balance 222 Restricted/Committed/Assigned 223 Assigned Ending Balance (projected) 213

1.0% linked linked

2,746,850 31,350 38,800 402,704 6,425 3,226,129 (930,578) (1,134,600) (321,554) (2,386,732) (263,530) (37,500) (301,030) (82,967) (1,403,197) (1,486,164) (73,000) (119,462) (11,000) (44,787) (248,250) (4,422,175) (1,196,046) 5,765,723 4,569,677 186,657 4,383,020 2,634,981 607

125 263,530 263,655 (296,530) (296,530) (32,875) 61,298 28,423 28,423 -

276

3,211,810 23,250 37,500 192,004 6,000 3,470,564 (877,089)

3,276,046 23,715 38,250 195,844 6,120 3,539,975 (903,402)

3,341,567 24,189 39,015 199,761 6,242 3,610,775 (930,504)

3,408,398 24,673 39,795 203,756 6,367 3,682,990 (958,419)

3,476,566 25,167 40,591 207,831 6,495 3,756,650 (987,171)

(1,280,600) (352,198)

(1,319,018) (362,764) (13,100) (2,598,283) (300,000) (256,245) (38,250) (594,495) (35,000) (35,000) (75,190) (118,949) (21,450) (33,896) (249,485) (3,477,264) 62,712 4,251,122 4,313,833 192,294 4,121,539 2,847,769 528

(1,358,589) (373,647) (25,730) (2,688,469) (300,000) (39,015) (339,015) (77,446) (119,879) (22,000) (33,461) (252,786) (3,280,269) 330,505 4,313,833 4,644,339 196,140 4,448,198 2,941,254 552

(1,399,346) (384,856) (26,501) (2,769,122) (300,000) (39,795) (339,795) (79,769) (120,538) (22,000) (33,021) (255,328) (3,364,245) 318,745 4,644,339 4,963,084 200,063 4,763,021 3,024,450 575

(1,441,327) (396,402) (27,295) (2,852,195) (300,000) (40,591) (340,591) (82,162) (120,936) (22,550) (32,576) (258,224) (3,451,010) 305,640 4,963,084 5,268,724 204,064 5,064,660 3,110,419 594

126 300,000 300,126 (82,500) (160,000) (242,500) 57,626 275,548 333,174 333,174 -

128 300,000 300,128 (87,500) (87,500) 212,628 333,174 545,802 545,802 -

129 300,000 300,129 (90,000) (90,000) 210,129 545,802 755,931 755,931 -

130 300,000 300,130 (90,000) (90,000) 210,130 755,931 966,061 966,061 -

(2,509,887) (450,000) (256,245) (37,500) (743,745) (250,000) (38,500) (288,500) (73,000) (118,212) (21,450) (34,325) (246,987) (3,789,119) (318,555) 4,569,677 4,251,122 188,524 4,062,598 2,756,874 538

125 450,000 450,125 (203,000) (203,000) 247,125 28,423 275,548 275,548 -

TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds

DESCRIPTION CAPITAL PROJECTS FUND FM1938 Streetscape/Wayfinding Contribution 225 Hwy 377 Westport Parkway Signal 226 Contributions 114/170 Enhance 227 Interest Income 228 Transfer in from GF linked 229 Transfer in from GF (Addl permits) linked 230 Other Sources - Bond Proceeds 231 Other Sources - Bond Proceeds (trails, etc) 232 Total Revenues & Transfers In 233 WATERLINE & WELL IMPROVEMENTS NEW 235 FIRE STATION COMPLEX NEW 236 MAINTENANCE & STORAGE FACILITY NEW 237 FM 1938 Streetscaping (Cash) 238 FM 1938 Streetscaping(Bonds) 239 FM 1938 Streetscaping (Contribution) 240 SH 114/Hwy 170 Enhancements 241 SH 114/Hwy 170 Enhancements (Cash)-Contribution 242 SH 114/Hwy 170 Enhancements (Cash) 243 S. Roanoke Road Reconstruction & Drainage 244 Sam School Road Reconstruction & Drainage 245 E. Dove Road Reconstruction & Drainage (Vaq - TB) 246 Trail and Parks Improvements parking lot 247 Transfer out to WA Expansion 248 Outdoor Warning System 249 HWY 377 Landscape Improvements 250 Pearson Lane Recon/Drain One Project 251 Trail - Dove/Pearson/Aspen 252 Ottinger Road - Creek Bridge One Project 253 Ottinger Road Recon/Drain 254 Trail - WA to Cemetery 255 Total Expenditures & Transfers Out 256 NET R&TI Over(Under) E&TO 257 Beginning Fund Balance 258 Ending Fund Balance 259 Restricted/Committed/Assigned 260 Unassigned Ending Balance 224

WESTLAKE ACADEMY EXPANSION Contributions 262 Interest Earned Bonds 263 Misc Revenue 264 Transfer in from GF 265 Transfer in from CP 266 Transfer in from ED Fund 267 Other Sources 268 Total Revenues & Transfers In 269 Expenditures 275 Total Expenditures & Transfers Out 276 NET R&TI Over(Under) E&TO 277 Beginning Fund Balance 278 Ending Fund Balance 279 Restricted Funds 280 Unassigned Ending Balance (projected) 261

SCENARIO 1 Includes Granada revenue only Includes Delayed CIP (Fire Station Land only 14-15) (Construction in 18-19)

ESTIMATED FY 13-14

1 FY 14-15

16,500 7,400 -

23,900 (1,687,600)

320,000 7,400 430,000 720,000 1,125,000 2,602,400 (63,000) (1,125,000) (637,267) (42,733) (320,000)

(7,500) -

2 FY 15-16

3 FY 16-17

4 FY 17-18

4,000 720,000 724,000 -

160,000 3,500 576,000 2,600,000 3,339,500 -

(160,000) (680,467) -

5 FY 18-19

6,708,145 6,708,145 (6,688,145) (20,000) -

(6,708,145) 1,034,443 1,034,443 1,034,443 -

(200,000) (1,904,120) (1,880,220) 2,638,835 758,616 758,616 -

(453,000) (266,000) (100,000) (195,000) (99,000) (3,301,000) (698,600) 758,616 60,016 60,016 -

(414,945) (414,945) 309,055 60,015 369,070 369,070 -

(1,495,317) 1,844,183 369,070 2,213,253 2,213,253 -

(330,000) (572,710) (276,100) (1,178,810) (1,178,810) 2,213,253 1,034,443 1,034,443 -

66,000 5,000 8,500 630,000 200,000

440,000 440,000 (902,805) (902,805) (462,805) 902,805 440,000 440,000 -

400,000 400,000 400,000 440,000 840,000 840,000 -

840,000 840,000 840,000 -

466,775 1,376,275 (8,191,950) (8,191,950) (6,815,675) 7,718,480 902,805 902,805 -

277

(381,250) (273,600) -

TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds

SCENARIO 1 Includes Granada revenue only Includes Delayed CIP (Fire Station Land only 14-15) (Construction in 18-19)

ESTIMATED FY 13-14

DESCRIPTION

1 FY 14-15

2 FY 15-16

3 FY 16-17

4 FY 17-18

5 FY 18-19

GENERAL MAINTENANCE & REPLACEMENT 281 282 283 284 285 286 287 288 289 290 291

Revenues Transfers In - GF 100 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

1.0% linked

1,750 275,000 276,750 (361,045) (361,045) (84,295) 1,239,048 1,154,753 1,154,753 -

3,750 275,000 278,750 (1,264,000) (1,264,000) (985,250) 1,154,753 169,503 169,503 -

3,788 275,000 278,788 (149,500) (149,500) 129,288 169,503 298,790 298,790 -

3,825 225,000 228,825 (224,450) (224,450) 4,375 298,790 303,166 303,166 -

3,864 225,000 228,864 (193,500) (193,500) 35,364 303,166 338,529 338,529 -

3,902 225,000 228,902 (194,000) (194,000) 34,902 338,529 373,432 373,432 -

2.0% 2.0%

700,000 21,550 721,550 (241,322)

707,000 21,550 728,550 (249,814)

735,563 22,421 757,983 (265,028)

750,274 22,869 162,400 935,543 (272,979)

765,280 23,326 169,463 958,068 (281,168)

3.0% linked Schedule

(286,107) (13,020) (151,700) (692,149) 29,401 1,026,639 1,056,040 151,700 904,340 477

(457,110) (13,220) (164,450) (884,594) (156,044) 1,056,040 899,996 164,450 735,546 304

721,140 21,981 743,121 (257,308) (470,823) (13,617) (142,250) (883,998) (140,877) 899,996 759,119 142,250 616,869 255

(484,948) (14,025) (169,950) (933,951) (175,967) 759,119 583,152 169,950 413,202 161

(499,496) (14,446) (162,400) (949,321) (13,778) 583,152 569,374 162,400 406,974 156

(514,481) (14,879) (169,463) (979,991) (21,922) 569,374 547,452 169,463 377,989 141

linked fixed fixed

1,025,000 100,000 500 1,125,500 (1,125,500) (1,125,500) -

1,146,250 12,500 500 1,159,250 (1,159,250) (1,159,250) -

1,092,763 100,000 500 1,193,263 (1,193,263) (1,193,263) -

1,127,795 100,000 500 1,228,295 (1,228,295) (1,228,295) -

1,163,879 100,000 500 1,264,379 (1,264,379) (1,264,379) -

1,201,046 100,000 500 1,301,546 (1,301,546) (1,301,546) -

100,000 70,000

100,000 70,000 440,000 35,758 645,758 234,242 (440,000) (440,000) (645,758) -

102,000 71,400 400,000 35,758 609,158 (209,158) (400,000) (609,158) -

104,040 72,828

106,121 74,285

108,243 75,770

176,868 (176,868) (176,868) -

180,405 (180,405) (180,405) -

184,013 (184,013) (184,013) -

VISITORS ASSOCIATION FUND 292 293 294 295 296 297 298 299 300 301 302 303 304 305 306 307

Hotel Tax Other Revenues Transfers In - GF for Debt Service Total Revenues & Transfers In Expenditures Solana Expense 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

3.0%

4B ECONOMIC DEVELOPMENT FUND 308 309 310 311 312 313 314 315 316 317 318 319

Sales tax (on-going) Sales tax (one-time) Interest 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

ECONOMIC DEVELOPMENT FUND 320 321 322 323 324 325 326 328 329 330 331 332 333 334

General Sales Tax linked to GF alloc linked to ED Hotel/Motel Tax 2.0% Granada/Entrada $10K/lot Transfers In End FY2016 fixed Total Revenues & Transfers In Expendures Transfers Out Transfer out to CP - Academy Expansion Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Unassigned Ending Balance

35,758 205,758 (205,758) (205,758) -

278

res & Transfers Out

TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds

SCENARIO 1 Includes Granada revenue only Includes Delayed CIP (Fire Station Land only 14-15) (Construction in 18-19)

ESTIMATED FY 13-14

DESCRIPTION

1 FY 14-15

2 FY 15-16

3 FY 16-17

4 FY 17-18

5 FY 18-19

CEMETERY FUND 345 346 347 348 349 350 351 352 353 354 355

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

2.0% 2.0% 3.0% 3.0%

6,060 6,060 (6,440) (6,440) (380) 147,621 147,241 147,241 -

6,060 6,060 (13,940) (13,940) (7,880) 147,241 139,361 139,361 -

6,181 6,181 (14,358) (14,358) (8,177) 139,361 131,184 131,184 -

6,305 6,305 (14,789) (14,789) (8,484) 131,184 122,700 122,700 -

6,431 6,431 (15,233) (15,233) (8,802) 122,700 113,898 113,898 -

6,560 6,560 (15,690) (15,690) (9,130) 113,898 104,768 104,768 -

45 45 45 13,599 13,644 13,644 -

45 45 45 13,644 13,689 13,689 -

46 46 46 13,689 13,736 13,736 -

48 48 48 13,736 13,784 13,784 -

49 49 49 13,784 13,833 13,833 -

51 51 51 13,833 13,883 13,883 -

16,362,091 (26,271,434) (9,909,343) 24,425,307 14,515,964 3,608,965 10,906,999

20,023,481 (23,064,095) (3,040,614) 14,515,964 11,475,350 1,706,170 9,769,180

18,250,266 (17,561,242) 689,023 11,475,350 12,164,374 2,580,680 9,583,694

20,420,953 (17,657,813) 2,763,140 12,164,374 14,927,513 4,670,179 10,257,334

16,564,462 (17,695,976) (1,131,514) 14,927,513 13,796,000 3,729,789 10,066,210

23,851,631 (23,674,864) 176,768 13,796,000 13,972,767 3,982,220 9,990,547

LONE STAR FUND 356 357 358 359 360 361 362 363 364 365 366

3.0% 3.0% 3.0% 3.0%

SUMMARY 367 368 369 370 371 372 373

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

279

APPENDIX SECTION

280

TOWN OF WESTLAKE 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 credit worthiness as well as its financial position from emergencies. E.

Debt Management: Establish guidelines for debt financing that will provide needed capital equipment and infrastructure improvements while minimizing the impact of debt payments on current revenues.

281

TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES F.

Intergovernmental Relationships: Where feasible, coordinate efforts with other governmental agencies to achieve common policy objectives, share the cost of providing governmental services on an equitable basis and support favorable legislation at the State and Federal level.

G. Grants: Seek, apply for and effectively administer within this policy’s guidelines, Federal, State, and foundation grants-in-aid which address the Town’s current priorities and policy objectives. H. Economic Development: Initiate where feasible, encourage, and participate in economic development efforts to create job opportunities and strengthen the local tax base and economy 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.

282

TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES B. Revenue Estimates for Budgeting - In order to maintain a stable level of services, the Town shall use a conservative, objective, and analytical approach when preparing revenue estimates. The process shall include analysis of probable economic changes and their impacts on revenues, historical collection rates, and trends in revenues. This approach should reduce the likelihood of actual revenues falling short of budget estimates during the year and should avoid mid-year service reductions. C. Balanced Budget - As per State Law, current operating revenues, including Property Tax Reduction Sales Tax transfers (which can be used for operations), will be sufficient to support current operating expenditures. Annually recurring revenue will not be less than annually recurring operating budget expenditures (operating budget minus capital outlay). Debt or bond financing will not be used to finance current expenditures. D. Proposed Budget Process - a proposed budget shall be prepared by the Town Manager with the participation of all of the Town’s department directors. •

• • •

The proposed budget shall include four basic segments for review and evaluation: (1) personnel costs, (2) base budget for operations and maintenance costs, (3) service level adjustments for increases of existing service levels or additional services, and (4) revenues. The proposed budget review process shall include Council participation in the review of each of the four segments of the proposed budget and a public hearing to allow for citizen participation in the budget preparation. The proposed budget process shall allow sufficient time to provide review, as well as address policy and fiscal issues, by the Town Council. A copy of the proposed budget shall be filed with the Town Secretary when it is submitted to the Town Council as well as placed on the Town’s website.

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.

283

TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES I.

Planning - The budget process will be coordinated so as to identify major policy issues for Town Council by integrating it into the Council’s overall strategic planning process for the Town. Each department shall have a multi-year business plan that integrates with the Town’s overall strategic plan.

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: • •

• •

•

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

284

TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES adversely impact that revenue source. B. OTHER CONSIDERATIONS. The following considerations and issues will guide the Town in its revenue policies concerning specific sources of funds: •

•

• •

Cost/Benefit of Incentives for Economic Development - The Town will use due caution in the analysis of any tax or fee incentives that are being considered to encourage economic development. A cost/benefit (fiscal impact) analysis will be performed as a part of the evaluation for each proposed economic development project. Non-Recurring Revenues - One-time or non-recurring revenues will not be used to finance on-going operational costs. Non-recurring revenues will be used only for 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.

285

TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES F.

REVENUE MONITORING. Revenues as they are received will be regularly compared to budgeted revenues and variances will be investigated. This process will be summarized in the appropriate budget report.

G. SPECIAL REVENUE / EDUCATIONAL FUNDS. Where feasible and practical, General and Administrative Charges (G&A) for special revenue and educational funds of the Town of Westlake will be determined on an annual basis and transfers will be made where sufficient revenue exists to cover the associated expenditures. V.

EXPENDITURE CONTROL A. Appropriations 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.

286

TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES H. Purchasing - The Town shall make every effort to maximize any discounts offered by creditors/vendors. Staff shall also use competitive bidding in accordance to State law, as well as intergovernmental partnerships and purchasing cooperatives to attain the best possible price on goods and services. I.

VI.

Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the prompt payment requirements of State law.

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:

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TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES • •

• •

General obligation bonds - These must be authorized by a vote of the citizens of Westlake. Revenue bonds - These bonds generate capital requirements necessary for continuation or expansion of a service which produces revenue and for which the asset may reasonable be expected to provide for a revenue stream to fund the debt service requirement. Certificates of obligation - These can be authorized by Council approval with debt service by either general revenues or backed by a specific revenue stream or a combination of both. Lease/purchase agreements - These shall only be used to purchase capital assets that cannot be financed from either current revenues or fund balance/retained earnings and to fund infrastructure improvements and additions.

D. Assumption of Additional Debt - The Town shall not assume more tax-supported general purpose debt than it retires each year without first conducting an objective analysis as to the community's ability to assume and support additional debt service payments. E.

Affordability Targets - The Town shall use an objective multi-year analytical approach to determine whether it can afford to assume new general purpose debt beyond what it retires each year. This process shall compare generally accepted standards of affordability to the current values for the Town. The process shall also examine the direct costs and benefits of the proposed expenditures. The decision on whether or not to assume new debt shall be based on these costs and benefits and on the Town's ability to "afford” new debt as determined by the aforementioned standards. The Town shall strive to achieve and/or maintain these standards at a low to moderate classification.

Debt Structure - The Town shall structure its debt payment schedules for general purpose debt to ensure level principal repayment schedules. The Town shall not assume any debt with "balloon' repayment schedules which consist of low annual payments and one large payment of the balance due at the end of the term. While balloon payment structures minimize the size of debt payments during the period, they force a large funding requirement on the budget of the final year. Given the uncertainties of the future, level payment schedules improve budget planning and financial management.

G. Sale Process - The Town shall use a competitive bidding process in the sale of debt unless the nature of the issue warrants a negotiated bid. The Town shall award bonds based on a true interest cost (TIC) basis as long as the financial advisor agrees that the TIC basis can satisfactorily determine the lowest and best bid. H. Bond Rating Agencies Presentations - Full disclosure of operations and open lines of communication shall be made to the bond rating agencies. Town staff, with assistance of financial advisors, shall prepare the necessary materials and presentation to the bond rating agencies. I.

Continuing Disclosure - The Town is committed to continuing disclosure of financial and pertinent credit information relevant to the Town's outstanding securities.

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TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES J.

VIII.

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.

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.

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TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES B. Commitment to Business Expansion, Diversification, and Job Creation - The Town shall encourage and participate in economic development efforts to expand Westlake's economy to increase local employment. These efforts shall not only focus on newly developing areas but also on other established sections of Westlake where development can generate additional jobs and other economic benefits. C. Coordinate Efforts with Other Jurisdictions - The Town's economic development program shall encourage close cooperation with other local jurisdictions, chambers of commerce, and groups Interested in promoting the economic well-being of this area. D. Cost/Benefit of Incentives for Economic Development - The Town will use due caution in the analysis of any tax or fee incentives that are used to encourage economic development. A cost/benefit (fiscal impact) analysis will be performed as part of such evaluation for each prospect. Economic development agreements will contain performance language as to the business’s proposed economic impact to Westlake in exchange for Town incentives with adequate “claw-back” provisions for the Town. XI.

FISCAL MONITORING A. Financial Status and Performance Reports - Quarterly reports comparing expenditures and revenues to current budget, projecting expenditures and revenues through the end of the year, noting the status of fund balances to include dollar amounts and percentages, and outlining any remedial actions necessary to maintain the Town's financial position shall be prepared for review by the Town Manager and the Council. B. Compliance with Council Policy Statements - The Fiscal and Budgetary Policies will be reviewed annually by the Council and updated, revised or refined as deemed necessary. Policy statements adopted by the Council are guidelines, and occasionally, exceptions may be appropriate and required. However, exceptions to stated policies will be specifically identified, and the need for the exception will be documented and fully explained.

XII.

FINANCIAL CONSULTANTS To employ the assistance of qualified financial advisors and consultants as needed in the management and administration of the Town's financial functions. These areas include but are not limited to investments, debt administration, financial accounting systems, program evaluation, and financial impact modeling. Advisors shall be selected on a competitive basis using objective questionnaires and requests for proposals based on the scope of the work to be performed.

XIII.

ACCOUNTING, AUDITING, AND FINANCIAL REPORTING To comply with prevailing local, state, and federal regulations relative to accounting, auditing, and financial reporting. Accounting practices and financial reporting shall conform to generally accepted accounting principles as promulgated by the Governmental Accounting Standards Board (GASB), the American Institute of Certified Public Accountants, (AICPA), and

290

TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES the Government Finance Officers Association (GFOA). The Board shall select an independent firm of certified public accountants to perform an annual audit of all operations A. Accounting – The Town is solely responsible for the recording and reporting of its financial affairs, both internally and externally. The Town’s Finance Director is responsible for establishing the structure for the Town’s chart of accounts and for assuring that procedures are in place to properly record financial transactions and report the Town’s financial position. 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.

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TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES C. Program Planning - The capital budget will be taken from the capital improvements project plan for future years. The planning time frame for the capital improvements project plan should normally be five years, with a minimum of at least three years. The replacement and maintenance for capital items should also be projected for the next five years. Future maintenance and operational costs will be considered so that these costs can be included as appropriate in the annual budget. D. Financing Programs - Where applicable and with Council approval, impact fees, pro-rata charges, assessments, or other fees should be used to fund capital projects which have a primary benefit to specific, identifiable property owners. •

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

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TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES made in accordance with the Investment Policy approved by the Town Council for the Town of Westlake that meets the requirements of the Public Funds Investment Act (PFIA), Section 2256 of the Texas Local Government Code. The Finance Director will issue quarterly reports on investment activity to the Town Council. B. Cash Management - Town’s cash flow will be managed to maximize the cash available to invest. Such cash management will entail the centralization of cash collections, where feasibility, including utility bills, building and related permits and license, fines, fees, and other collection offices as appropriate. Periodic review of cash flow position will be performed to determine performance of cash management and conformance to investment policies. The underlying theme will be that idle cash will be invested with the intent to (1) safeguard assets, (2) maintain liquidity, and (3) maximize return. C. Fixed Assets and Inventory - Such assets will be reasonably safeguarded and properly accounted for and prudently insured. The fixed asset inventory will be updated regularly. D. Capitalization Criteria – For purposes of budgeting and accounting classification, the following criteria must be capitalized: • The asset is owned by the Town of Westlake • The expected useful life of the asset must be longer than one year, or extend the life on an identifiable existing asset by more than one year • The original cost of the asset must be at least $5,000 • The asset must be tangible • On-going repairs and general maintenance are not capitalized • New Purchases – All costs associated with bringing the asset into working order will be capitalized as part of the asset cost. This includes start up costs, engineering or consultant type fees as part of the asset cost once the decision or commitment to purchase the asset is made. The cost of land acquired should include all related costs associated with its purchase • Improvements and Replacement – Improvement will be capitalized when they extend the original life of an asset or when they make the asset more valuable than it was originally. The replacement of assets components will normally be expenses unless they are a significant nature and meet all the capitalization criteria. E.

Computer System/Data Security – The Town shall provide security of its computer/network system and data files through physical and logical security systems that will include, but are not limited to: network user authentications, firewalls, content filtering, spam/virus protection, and redundant data backup.

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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 than 180 days and the maximum stated maturity of any security will not exceed two years. The funds are combined for investment purposes but the unique needs of all the funds in the portfolio are recognized and represented. Effective cash management is recognized as essential to good fiscal management. Cash management is defined as the process of managing monies in order to ensure maximum cash availability. The Town shall maintain a cash management program which includes timely collection of accounts receivable, prudent investment, disbursement of payments within invoice terms and the management of banking services. IV.

LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY Specific investment parameters for the investment of public funds in Texas are stipulated in the Public Funds Investment Act, Chapter 2256, Texas Government Code, (the "Act"). The Act is attached as Exhibit A. The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies collateral requirements for all public funds deposits. The Collateral Act is attached as Exhibit B. The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes local governments in Texas to participate in a Texas investment pool established thereunder.

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 ordinance annually by the Council.

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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.

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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.

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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

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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. ISO: Insurance Service Office. The system to determine the rating of a fire department. A scale of 1 to 10, with 1 being the best score. This ISO rating schedule examines many factors relating to local fire departments, especially focusing on training and equipment, and also examines the locations of the fire stations in the community. 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.

GLOSSARY OF TERMS 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 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.

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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 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

GLOSSARY OF TERMS 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 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.

cities within the State of Texas.

ROW: Acronym for right-ofway.

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.

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

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TXDOT: Texas Department of Transportation Transfer-In: Funds expended in one fund and received in other. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service. Working Capital: Budgeted working capital is calculated as a fund’s current assets less current liabilities and outstanding encumbrances. Working capital does not include long-term assets or liabilities. For budgetary purposes, working capital, rather than retained earnings, is generally used to reflect the available resources of enterprise funds.

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