FY 2013-2014 Adopted Municipal Budget by Town of Westlake

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TOWN OF WESTLAKE FISCAL YEAR 2013-2014 ANNUAL BUDGET This budget will raise less revenue from property taxes than last year’s budget by an amount of ($12,099), which is a .89% decrease from last year’s budget. The property tax revenue to be raised from new property added to the tax roll this year is $30,656. TOWN COUNCIL RECORD VOTE The members of the governing body voted on the proposal to consider the budget as follows: FOR:

Mayor Mayor Pro-tem Council Member Council Member Council Member

AGAINST:

None

Laura Wheat Carol Langdon Clifton Cox Rick Rennhack Wayne Stoltenberg

PRESENT but abstained from Voting: ABSENT:

Council Member

None

Michael Barrett

PROPERTY TAX RATE COMPARISON Tax Rate

Property Tax Rate Effective Tax Rate Effective Maintenance & Operations Tax Rate: Rollback Tax Rate: Debt Rate:

Adopted FY13/14 $0.15684/100 $0.16070/100 $0.14836/100 $0.18802/100 $0.01796/100

Adopted FY 12/13 $0.15684/100 $0.19326/100 $0.14197/100 $0.20960/100 $0.01487/100

MUNICIPAL DEBT OBLIGATIONS The total amount of outstanding municipal debt obligations (including principal and interest) secured by property taxes is $153,791.

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TABLE OF CONTENTS

The Town of Westlake

1. FORWARD • • • • •

Vision Values Mission Council Members and Administrative Officials Boards and Commissions GFOA Distinguished Budget Presentation Award Community Profile

Annual Operating Budget Fiscal Year 2013-2014

2. INTRODUCTION • • • • •

Transmittal Letter Budget Overview and Framework Strategic Plan Financial Analysis and Summaries Personnel and Organization

3. GENERAL FUND

• Program Summary • Fund Overview

4. SPECIAL REVENUE FUNDS • • • •

4B Economic Development Economic Development Lone Star Public Facilities Visitors Association Fund

5. DEBT SERVICE FUND

• Program Summary • Fund Overview • Long Term Debt Summary

6. ENTERPRISE FUND • Cemetery Fund • Utility Fund

7. INTERNAL SERVICE FUNDS

• Utility Major Maintenance • General Major Maintenance

8. WESTLAKE ACADEMY FUND • Program Summary • Fund Overview • Executive Summary

9. CAPITAL PROJECT FUNDS

• Capital Project Fund • Westlake Academy Expansion

10. CAPITAL IMPROVEMENTS

• Capital Improvement Plan Summary • Approved Capital Projects • Unfunded (Under Discussion) Capital Projects

Town of Westlake

11. FIVE YEAR FORECAST

3 Village Circle #202, Westlake, Tx 76262

• Forecast Narrative • Financial Forecast

12. APPENDIX

• Glossary of Terms • Fiscal and Budgetary Policies • Investment Policy

Tel: (817) 430-0941 Fax: (817) 430-1812 www.westlake-tx.org iii

Table of Contents 1. FOREWARD 01 02 03 04 05 08

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

2. INTRODUCTION Transmittal Letter 21 22 23 27 28 29 30 31 32

Introduction Investments and Achievements Budget Theme, Trends and Overview “Drilling Down” into the FY2013-2014 Budget Ad Valorem Tax Analysis Proposed Budget in a Five year Context Closing Thoughts 2013 Citizen Survey Results regarding Town Services 2013 Citizen Survey Results regarding Satisfaction

Budget Overview and Framework 35 36 37 38 41 41 42 42 44

Introduction Basis of Accounting/Budgeting Budget Fund Structure Fund Types The Budget Process Budget Amendment Process Short Term Initiatives for the Upcoming Year Effect of Planning Processes on the Operating Budget FY 13/14 Budget Calendar

Strategic Plan 47 48 55 60

Strategic Plan Overview Strategic Issues-Focused Governance System (SIGS) Strategic Issues Programs of Service

Financial Analysis and Summaries – All Funds 64 65 67 69 70 71 72

Three Year Analysis Comparison Three Year Analysis Comparison by Fund Type Current Year Analysis Fund Balance Comparison Revenue and Other Financing Sources Expenditures and Other Financing Uses Property Tax Analysis

Personnel and Organization 75 76 77 78 80

Organizational Chart Position Summary Personnel Summary Overview Employee Allocations Compensation Plan

Table of Contents 3. GENERAL FUND 83 84 88 92 98 104 110 116 122 126 132 138 144 150 156 162

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

4. SPECIAL REVENUE FUNDS 4B Economic Development Fund 200 167 168

Program Summary Fund Overview

Economic Development Fund 210 171 172 173

Program Summary Fund Overview Tax Reimbursement Schedule â&#x20AC;&#x201C; Fidelity Phase 1

Lone Star Public Facilities 418 175 176

Program Summary Fund Overview

Visitors Association Fund 220 179 180 181

Program Summary Fund Overview Program Budget

5. DEBT SERVICE FUND 183 184 186

Program Summary Fund Overview Long Term Debt Summary

Table of Contents 6. ENTERPRISE FUND Cemetery Fund 255 189 Program Summary 190 Fund Overview

Utility Fund 500 193 194 197 198 199 200

Program Summary Fund Overview Program Budget Debt Payable Schedule – Keller Overhead Storage Project 30 – TRA Assumption of N1 Sewer Line Project 36 – Ground Storage Tank

7. INTERNAL SERVICE FUNDS Utility Maintenance & Replacement Fund 510 203 Program Summary 204 Fund Overview 205 Five Year Projection

General Maintenance & Replacement Fund 600 207 Program Summary 208 Fund Overview 209 Five Year Projection

8. WESTLAKE ACADEMY FUND 199 211 Program Summary 212 Fund Overview 213 Executive Summary

9. CAPITAL PROJECT FUND Capital Project Fund 410 237 238 239 240 241 242 243 244

Program Summary Fund Overview Five Year Projection Trail Connection at 114/Solana Westlake Academy West Parking Improvements Outdoor Warning System FM1938 Streetscape/Wayfinding SH170 & Why114 Streetscape

Westlake Academy Expansion Fund 412 247 248 249 250

Program Summary Fund Overview Five Year Projection Westlake Academy Expansion Project

Table of Contents 10. CAPITAL IMPROVEMENTS 254 Capital Improvement Summary 255 Approved Capital Projects – 5 Year Projection 256 Unfunded Capital Projects – 5 Year Projection

11. FIVE YEAR FORECAST 259 Five Year Financial Forecast Narrative 262 Five Year Financial Forecast - All Municipal Funds

12. APPENDIX 269 275 288 293

Glossary of Terms Fiscal and Budgetary Policies – Town of Westlake Investment Policy Ordinance No. 714 to Adopt Budget

vii

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viii

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

VISION POINTS ~ A SENSE OF PLACE ~

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

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

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

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

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

COMMUNITY VALUES Innovation 

Educational Leaders 

Family Friendly and Welcoming 

Engaged Citizens 

Preservation of Our Natural Beauty 

Strong Aesthetic Standards 

Transparent Government 

Fiscal Responsibility 

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

TOWN OF WESTLAKE COUNCIL MEMBERS MAYOR

Laura Wheat

lwheat@westlake-tx.org

MAYOR PRO-TEM

Carol Langdon

clangdon@westlake-tx.org

COUNCIL MEMBER

Michael Barrett

mbarrett@westlake-tx.org

COUNCIL MEMBER

Clifton Cox

ccox@westlake-tx.org

COUNCIL MEMBER

Rick Rennhack

rrennhack@westlake-tx.org

COUNCIL MEMBER

Wayne Stoltenberg

wstoltenberg@westlake-tx.org

TOWN OF WESTLAKE ADMINISTRATIVE OFFICIALS TOWN MANAGER Tom Brymer

tbrymer@westlake-tx.org

817-490-5720

ASSISTANT TOWN MANAGER Amanda DeGan

adegan@westlake-tx.org

817-490-5720

TOWN SECRETARY Kelly Edwards

kedwards@westlake-tx.org

817-490-5710

DIRECTOR OF FINANCE Debbie Piper

dpiper@westlake-tx.org

817-490-5712

DIRECTOR OF COMMUNICATIONS AND COMMUNITY AFFAIRS gawtry@westlake-tx.org Ginger Awtry

817-490-5710

DIRECTOR OF HUMAN RESOURCES AND ADMINISTRATIVE SERVICES Todd Wood twood@westlake-tx.org

817-490-5711

DIRECTOR OF PARKS & RECREATION AND FACILITIES MAINTENANCE Troy Meyer tmeyer@westlake-tx.org

817-490-5735

DIRECTOR OF PLANNING AND DEVELOPMENT Eddie Edwards eedwards@westlake-tx.org

817-490-5726

DIRECTOR OF PUBLIC WORKS Jarrod Greenwood

jgreenwood@westlake-tx.org

817-490-5720

FIRE CHIEF Richard Whitten

rwhitten@westlake-tx.org

817-337-4722

DIRECTOR OF INFORMATION TECHNOLOGY Jason Power jpower@westlakeacademy.org

817-490-5750

TOWN OF WESTLAKE BOARDS & COMMISSIONS 

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



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



PLANNING & ZONING COMMISSION Bill Greenwood, Walter Copeland, Allen Heath, Sharon Sanden, Tim Brittan



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



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



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



ARBOR DAY ADVISORY COMMITTEE Troy Meyer 4

The Government Finance Officers Association of the United States and Canada (GFOA) has presented a Distinguished Budget Presentation Award to the Town of Westlake for its annual budget for the fiscal year beginning October 1, 2012. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. 5

DISTINGUISHED BUDGET PRESENTATION AWARD The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the Town of Westlake for its annual budget for the fiscal year beginning October 1, 2012. The Town has received this award for six consecutive years (fiscal years 2007-2012). In order to receive this award, the Town must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. THE BUDGET AS A POLICY DOCUMENT This criterion involves including a Town-wide statement of budget policies, goals and objectives for the year, and an explanation of the budgeting process to the reader, describing the short-term and operational policies that guide the development of the budget. The criterion also relates to the longer term Town-wide policies that are expected to continue in effect for a number of years. The budget award criterion also requires the inclusion of a budget message and/or transmittal letter by the Town Manager. THE BUDGET AS A FINANCIAL PLAN This criterion involves including an explanation of the financial structure and operations of the Town, and the Town's major revenue sources and fund structure. The budget should contain an all -inclusive financial plan for all funds and resources of the Town, including projections of financial condition at the end of the fiscal year, projections of current year financial activity, and provide a basis for historical comparisons. The budget should also present a consolidated picture of all operations and financing activities in a condensed format and an explanation of the budgetary accounting basis, whether prepared on a generally accepted accounting principles (GAAP) basis, cash basis, modified accrual basis, or any other acceptable method. THE BUDGET AS AN OPERATIONS GUIDE This criterion involves including information in the document explaining the relationship between organizational units (departments) and programs; including an organization chart, a description of the departmental organizational structure and staffing levels, and historical comparisons of staffing levels; explaining how capital spending decisions will affect operations; providing objectives and performance measures; and describing the general directions given to department heads through the use of goals and objectives, reorganizations, statement of functions, or other methods. THE BUDGET AS A COMMUNICATIONS DEVICE 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.

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COMMUNITY PROFILE This section presents an informative overview of the Town of Westlake. A location and history of the Town is provided along with a list of Westlake Council Members. Additional information including demographics, recent trends in development and survey results is also provided in this section.

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

COMMUNITY PROFILE The 1960’s… In 1969, the Circle T Ranch was purchased by oil millionaire Nelson Bunker Hunt. The ranch became known for its glamorous parties attended by celebrities from all over the world. The 1970s … In the early 1970’s, the state decided to name one of Westlake’s well-known streets after the person who was living in the first house on the road. That person was J.T. Ottinger. Also in the early 1970s, Houston developers and professional golfer Ben Hogan approached Westlake about building a golf course, country club, and a housing development. In 1973, Westlake annexed what is now known as the town of Trophy Club, clearing the way for the upscale housing development and golf course. The 1980’s … In the mid-1980s, IBM built Solana, the multi use office complex. IBM maintained a large presence until the mid 1990's. At that time, several of the office buildings became available for use by other corporations. Eventually, IBM sold its partnership interest. The 1990’s … In 1989, Nelson Bunker Hunt declared bankruptcy and the Circle T Ranch was purchased by Ross Perot Jr. in 1993. In 1997, to the dismay of residents, there was an attempt to dissolve the Town of Westlake. Many court battles, including appeals to the Texas Supreme Court, were waged as emotions rose. Ultimately Town leadership prevailed The 2000’s … • 2000… The Westlake Historical Preservation Society was established for the purpose of recording and preserving the rich history of the Town of Westlake. • 2002… VIP’s and residents of Westlake gather at the site of the new Westlake Academy to help raise the first wall of the school. Westlake approved the purchase of the first Fire truck and ambulance. Westlake Historical Preservation Society holds the first Annual Decoration Day on Memorial Day. Westlake Academy opens. The hope is that the new school will spur growth and unite the Westlake community. • 2006… Celebrations began to commemorate the 50th anniversary of the incorporation of Westlake in December 1956. • 2007… The Town of Westlake dedicated and sealed a time capsule containing a variety of special items. This time capsule will remain sealed until September 8, 2057, during the town's 100th anniversary celebration. • 2008… The development of Terra Bella, a 54.7 acre high-end single family subdivision began off Dove Road. • 2009… Deloitte University announces Westlake as the site for its $300 million learning and leadership center. Westlake Academy Arts & Sciences Center was completed. • 2010… Westlake’s first gas well was successfully drilled in Solana. • 2011… New retail growth began along the Town’s western boundary with construction of a new Quick Trip convenience store and a Centennial Fine Wine & Liquor store. • 2013… The Town’s open enrollment charter school, Westlake Academy, completed its 10t h year of operations. Completed construction on the State’s $15 Million Phase 1 FM 1938 (Davis Blvd.) project .

COMMUNITY PROFILE Westlake Local Government The Town was incorporated in 1956 as a Type A General Law Town under the rules of the State of Texas. The Town Council is comprised of a Mayor and five Council Members who are elected at large for a two year staggered term each May. The Council is entirely responsible for creating Town policy. The Council directs the Town Manager to administer the daily operations of the Town and ensure that Town policies are enforced.

Laura Wheat Mayor

Carol Langdon

Mayor Pro-Tem

Michael Barrett

Clifton Cox

Rick Rennhack

Wayne Stoltenberg

-------------------------------------Council Mem bers-------------------------------------

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.

Strategic Plan Overview During the 2011 strategic planning process, the Town Council and staff Leadership Team developed an overview of the strategic issues facing Westlake and developed action plans to monitor the success and completion of the projects. The vision and mission statements were updated to reflect the unique characteristics found within our community and the values which are important to our residents. The information is contained within five vision points which describe the areas that the Council and staff have determined are vital to maintaining our Town and providing services to enhance the lives of our residents and community. The Townâ&#x20AC;&#x2122;s strategic plan was developed according to a Strategic Issues format, which identified events through a SWOT (strengths, weaknesses, opportunities, and threats) analysis that would affect our community over the next 24 months. This type of issues-focused version of a traditional strategic plan is designed to allow the organization to scan our environment for opportunities or challenges as it relates to our community and develop action plans to achieve the best results for Westlake.

COMMUNITY PROFILE Westlake Community Events Westlake is a family-friendly environment where events are held to help get our residents out and participating in activities with their children and neighbors.

Arbor Day… The Westlake Arbor Day Celebration is held each October. This annual celebration is an afternoon of activities, live entertainment, best cookie competitions, auctions, and a variety of great food. Kids' activities have included pony rides, face painting, games, crafts, and an obstacle course. In addition, there are educational sessions on tree care advice, and complimentary trees. Admission is free.

Decoration Day… The Westlake Preservation Historical Society sponsors its annual "Decoration Day" event each Memorial Day in Westlake at the Odd Fellow Cemetery. This community event is a public commemoration of veterans, both past and present, who have served our country and defended our freedom and liberties. Activities include live music, treasure hunts for the kids, and a homemade ice-cream competition. Past events have included live reenactments of people and events pertaining to Westlake’s history. The event ends at sunset.

Masterwork Concert Series… The Masterworks Music Series is a variety of free music programs sponsored by the Town of Westlake, Maguire Partners, and ARTSNET. These free concerts are for arts lovers of all ages and feature instrumental a vocal music ranging from Country & Western to Blues & Jazz with the entertainment of local, regional and national artists. The concert season begins in April and features an exciting performance each Thursday through the month of May. Performances are held at the Solana Village Center.

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 is a K-12 public charter school and just completed its 10th year of operations with another strong showing of academic and extra-curricular results by our students and was ranked among the best high schools in America. • Washington Post shows them as 20th out of 1,900 schools across the nation. • Newsweek listed the school as the 52nd best high school in the United States • U.S. News & World Report ranked the school as 41st in the nation, 6th in Texas and 11th in national charter schools. They further designated the Academy as a Gold Medal recipient; one of only 2% in the nation to receive this designation of top 500 schools based on highest college readiness.

COMMUNITY PROFILE Westlake Facts, Figures, & Statistics The Town of Westlake has experienced exponential growth in the last decade; the national census reported 207 residents in 2000 and 992 residents in 2010. The Town is approximately 20% built out with the majority of development continuing to be corporate campuses. There has been an increase over the last decade in high-end residential development located around the Vaquero Golf Course and in Glenwyck Farms. The Townâ&#x20AC;&#x2122;s focus on high-quality development has led to more than 1.4 million square feet of commercial space, valued at over $300 million, being added since 2005. The Town has seen a slight decrease in building permits however, the construction size and value have increased significantly over the last 10 years. In 2012, the average size of new home construction was 13,500 square feet with an average estimated construction cost of $1.57 million.

Vaquero Estates Country Club

Vaquero Estates

F.M. 1938, Precinct Line Road construction began in FY 09/10 and 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 07 residents in 2000 and 992 residents in 2011.

Population Growth 328

2004

992 698

703

1,008

2012

2013

847

803

785

1,000

355

2005

2006

Average Age

Percent

18 – 34 years

35 – 54 years

50%

55 – 74 years

34%

75+ years

2007

2008

2009

2010

2011

Westlake Employers

The DFW Metro area is home to more Fortune 500 companies than any other area in the United States. Several major employers are located within the Town of Westlake as listed the pie chart below.

Source: 2013 West lake Citizen Survey

Household Income

Percent

Under $50K

$50K - $149K

12%

$150K - $500K

31%

$500K plus

40%

Source: 2013 West lake Citizen Survey

The Solana Office Complex was the first of many corporate headquarters built by IBM in the 1980’s. Since then Westlake has collected additional corporate residents like, Fidelity Investments, Core Logic, Chrysler Financial, Levi Strauss, Deloitte and many more.

Top 3 Employers in Westlake

Fidelity, 3,580, 47%

Core Logic, 1,500 , 5%

Chrys l er Fi nancial, 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 2012-2013 is $.15684  Maintenance and operations (M&O) is $0.14197  Debt service or interest & sinking (I&S) is $0.01487 Jurisdictions The Town of Westlake contracts with the Tarrant County Tax Assessor Collector’s Office to collect the Town’s portion of local property tax. There are multiple taxing jurisdictions within Westlake’s boundaries; whether or not a business or residence is required to pay tax to a particular jurisdiction is determined by where they are located within Westlake and the boundaries of the respective taxing jurisdictions. Currently, the following taxing jurisdictions collect property taxes in Westlake:

 Independent School Districts; Carroll, Keller and Northwest  Tarrant County; College and Hospital  Denton County and Trophy Club MUD 1 Westlake residents can determine which taxing jurisdictions apply to their property as well as obtain current property tax rate information by conducting a property search on the appropriate appraisal district website: Denton Central Appraisal District or Tarrant Appraisal District. Homestead Exemptions The Westlake Town Council approved a homestead exemption of 20%, which is the maximum amount allowed by the State of Texas. Tax Freeze The Town Council also approved a tax freeze for all residential accounts identified as over 65 by the tax appraisal district. To learn more information about the tax freeze or find out if you qualify, please visit the following websites: Denton Central Appraisal District or Tarrant Appraisal

FY2013 Ad Valorem Tax Comparison per $100 Trophy Club

0.5

Southalke

0.4

Keller

0.3

Colleyville

Flower Mound Roanoke Grapevine

0.156840

0.2

Haslet Westlake

0.1

District .

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TRANSMITTAL LETTER

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

TRANSMITTAL LETTER September 16, 2013 Honorable Mayor and Town Council:

I. INTRODUCTION: BUDGET APPROACH, FORMAT, AND METHODOLOGY On behalf of the Town of Westlake’s Leadership Team, it is my pleasure to submit for your consideration the Proposed FY 2013-14 Budget. This year’s budget theme is “Moving Forward Together: A Growing Community, A Growing School”. Westlake is growing and developing, as is Westlake Academy, the Town’s charter school. Budget Approach As required by State law, the Town’s Proposed FY 2013-14 municipal budget has been prepared with the base assumption that the Town’s first priority is to have a balanced budget. The budget has also been prepared according to these criteria: It is a Town priority to fund and deliver basic, high quality, municipal services to our residents and businesses. • Service levels are in alignment with residential feedback regarding priorities from our most recent 2013 Direction Finders (citizens’) survey results and the Town’s award winning Strategic Issues-focused Governance System (SIGS). •

Budget Format: Governing & Managing for Outcomes As our organization has developed, we have created a framework through the progression from a traditional strategic plan to a comprehensive governance system that is outcome focused integrating the following elements: • •

• • • • •

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

Budget Methodology Certain assumptions, parameters, and approaches were utilized as the FY 2013-14 budget document was prepared consistent with our overall Town philosophy of operating our community with a focus on fiscal responsibility. These include: Readily identifying and tracking cost increases as they relate to maintaining or increasing service levels • Identifying the use of fund balances and inter-fund transfers, delineating the amount for employee compensation increases, and clearly explaining the conservative approach used for revenue estimating •

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The Town Council’s financial policies (contained in the appendix of the budget) were followed in preparation of the budgeted numbers Maintaining minimum fund balances to exceed Town Council policy requirements (90 day fund balance) Conservative revenue estimating that identifies one-time and on-going revenues All costs for base budgets, as well as service level adjustments due to cost increase and/or inflation, were “scrubbed” through review and analysis by the Town Manager and Finance Director. Programs of service were analyzed during budget review sessions with the Leadership Team. Estimated expenditures for current levels of service in FY 2013-14 were achieved by: o Adjusting for actual spending in FY 2012-13 o Deducting one-time FY 2012-13 expenditures to create the adopted base budget for the coming fiscal year. Any anticipated cost increases, due to inflation or program cost escalations, were identified and separated from the current base budget in the form of “service level adjustments” (SLA’s).

II. INVESTMENTS AND ACHIEVEMENTS Over the previous fiscal year 2012-13, the Town has accomplished many important milestones in pursuing our quest for Westlake to be a premiere place to live, work, and raise a family. These range from strategic-issues focused tasks to meeting various milestones, awards and recognitions, as follows: Received the International City/County Managers Association 2013 ICMA Strategic Leadership & Governance Award for the Town’s Strategic Issues-Focused Governance Systems (SIGS). • Continued to receive recognition for the transparency and high quality of its financial reporting by receiving the following: o Distinguished Budget Presentation Award from the Governmental Finance Officers Association (GFOA) marking the 6th year in a row that we have received this honor for our municipal budget and the 4rd year for our educational services budget (Westlake Academy). o International Award for Budget Excellence from the Association of School Business Officials International for the past four years. o Certificate of Achievement for Excellence in Financial Reporting for our Comprehensive Annual Financial Report (CAFR), also known as the annual audit which has also been recognized through GFOA for the last five years. o The Town’s first Popular Annual Financial Report (PAFR) by converting much of the CAFR document into an easy-to-read format for our residents. • The Town’s open enrollment charter school, Westlake Academy, completed its 10th year of operations with another strong showing of academic and extra-curricular results by our students. • Westlake Academy was also ranked among the best high schools in America. o Washington Post shows them as 20th out of 1,900 schools across the nation. o Newsweek listed the school as the 52nd best high school in the United States o U.S. News & World Report ranked the school as 41st in the nation, 6th in Texas and 11th in national charter schools. They further designated the Academy as a Gold Medal recipient; one of only 2% in the nation to receive this designation of top 500 schools based on highest college readiness. •

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• • • •

Recognized by the Texas Economic Development Council with an award for Deloitte University being the top economic development project in Texas for cities of Westlake’s size. Completed construction on the State’s $15 Million Phase 1 FM 1938 (Davis Blvd.) project Began installation of streetscape improvements on FM 1938 (Davis Blvd) with median plantings. Completed and adopted a facility plan for Westlake Academy, the Town’s charter school that is integrated into the Towns 5 Year CIP. Invested a total of $4.5M in the Town’s infrastructure through the Town’s CIP ($3.4M) as well as a public-private partnership with Hillwood Properties ($1.1M) for improvements to Westlake’s major roadways - Dove Road and JT Ottinger Road. This public-private partnership is a multi-year agreement in the amount of $5.7M.

III. BUDGET THEME, TRENDS, & OVERVIEW As stated previously, the theme for this FY 2013-14 Proposed Budget is “Moving Forward Together: A Growing Community, A Growing School”. Over the last 5 years, after dealing with issues related to the Town’s fiscal sustainability, and then investing in our infrastructure, we are now turning our attention to growth related issues both in Westlake as a municipality and at our Town owned charter school. How We Got to This Fiscal Year’s Budget Theme Over the course of the last several years, we have incorporated a ‘theme’ into our budget document to help guide and focus our efforts on the critical issues facing us for the coming budget year. This has been an iterative process and as can be seen in how we have progressed in our budgeting over the last 5 fiscal years: In FY 2009-10, the budget theme was “Critical Challenges, Critical Choices” as we initiated community-wide dialogue on how best to achieve our community’s vision for Westlake, ensure our quality of life, as well as begin the task of identifying our challenges as it related to our future financial sustainability. • In FY 2010-11, the budget theme was “Securing the Vision.” After a lengthy community dialogue and Council discussions, the Council took the important step to institute our first ad valorem property tax to stabilize our revenue stream and shift from a revenue source that relied almost solely on general sales and use tax. The decision reversed the preceding trend of depleting the General Fund. • Decisions in FY 2010-11 led to the FY 2011-12 budget theme of “Investing in Our Future”. This theme was derived by being able to assess a small property tax which would give us the ability to invest in the improvement of roadways and other infrastructure projects that would provide tremendous benefits to our residents and businesses over the next several years. • With our financial situation stabilized and investment in infrastructure occurring, the FY 2012-13 theme of “Driving Service Excellence” focused on providing resources that will improve our ability to deliver excellent customer service, something that is integral to maintaining Westlake’s quality of life and its status as a one-of-a-kind community. •

Short Term Trends Related to FY 2013-14 Proposed Budget “Moving Forward Together: A Growing Community, A Growing School.” The selection of any budget theme is intended to bring into focus how resources are recommended to be prioritized and used in order to take the next step in achieving or creating our vision, mission and community values for Westlake.

TRANSMITTAL LETTER Over the history of our Town, budgets have been prepared with an eye toward being fiscally conservative, while providing for the highest quality of customer service that our residential population has come to expect in Westlake. However, with FY 2013-14 we see the short term trends of growth and investment in service excellence via our employees that “Move us Forward Together”. •

Completing the second of a two (2) year program to move municipal employees’ compensation closer to market: this will move our municipal employees into the same compensation position per the same compensation policy that we utilize for Westlake Academy employees (i.e. to be within 3% of Housing Start Increases the market median) 38

•

Housing Start Increases: Westlake is seeing an upswing of single family residential family residential home construction. It can be seen from the side-chart how we are approaching pre-recession (i.e. ’05-05) housing starts.

21 14 8

•

Permanent Population Growth: The North FY FY FY FY FY FY FY FY FY 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 Central Council of Governments has updated Westlake’s 2010 Census from 992 to 1,009. This is the portion of Westlake’s population that makes Westlake their permanent residence. An increase in population of 210 in 1990 to the present 1,009 represents a 380% increase.

•

Daytime Population Growth: Because Westlake is the home of major corporate office campuses, its Monday-Friday 8AM-5PM population is in the 10,000 -12,000 range. These office complexes are comprised of notable corporate clients that include Deloitte LLP, Core Logic and Fidelity Investments. Fidelity Investments expanded their office campus in 2008-09 and is currently populating it.

•

Impact of Westlake Academy on Westlake’s Residential Growth: The number of Westlake residents that are sending their students to Westlake Academy has doubled in the past five years. Resident surveys show Westlake Academy as one of the main reasons they have moved to Westlake, and why they plan to remain here.

Number of Westlake Students in Westlake Academy

Increase in Westlake Academy Enrollment: Westlake Academy, the Town’s charter school, has shown a steady total enrollment growth from 491 in FY 2009-10 to a projected 677 in FY 2013-14. The number of these students that live in Westlake has increased as shown in the side-chart. Attendance from the school’s secondary boundaries (i.e. outside Westlake) has increased as well. There has also been a corresponding increase in secondary boundary waiting list students; from 700 in 2010 to over 2,000 students for this past school year.

FY 08/09

•

254 215

165

153

164

128

FY 09/10

FY 10/11

FY 11/12

FY 12/13

Waiting List for Westlake Academy

1,241

FY 07/08

2,079

1,265 844

FY 08/09

FY 09/10

FY 13/14

1,027 705

FY 10/11

FY 11/12

FY 12/13

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Beginning Phase I Facility Improvements: Construction has begun to add approximately 36,000 sq. ft. of new facilities comprised of 3 buildings (a secondary classroom building, field house, and primary years’ multi-use building) for which $8.5 million in debt was issued in FY 2012-13.

•

Comprehensive Plan: The Town’s 1992 Comprehensive Plan is in need of total review and consideration for updating. The Comprehensive Plan serves as the “blue print” for planning the Town’s growth and for that reason, is of paramount importance for the Town. To date, the current plan has had only had nominal review of the land use portion of the plan. However, a comprehensive plan has many elements and the financial resources proposed for FY 2013-14 will allow for holistic review of the entire plan and all its elements, not just the land use plan element. The total cost of this project ($338,950) is budgeted in FY 2013-14.

•

Sales Tax Growth: Sales tax for FY 2013-14 shows an upswing of $275,000 (7%) compared to FY12/13 estimated levels.

Long Term Trends Related to the FY 13-14 Proposed Budget At this juncture, the short-term trends identified above appear to be the trend for the foreseeable future, thus becoming long term trends. The long term factors that will shape Westlake appear at this point to be: •

Continued Westlake Permanent Population Growth: Housing starts do not appear to be slowing down any time soon. This is for two reasons. o First, existing lot inventory in developed Westlake subdivisions continues to be reduced through purchase by prospective Westlake residents. These include potential residents who are building in Westlake in order for their children to attend Westlake Academy. o Second, there are 2 developments slated to begin in the next 12-24 months. The first is Granada, an 84 lot single family residential subdivision. The second is Entrada, an 84 acre mixed-use development that will be comprised of various types of residential development as well as commercial development.

•

Completion of Phase 1 of Westlake Academy Facility Improvements: When these improvements are complete (scheduled for SY 2014-15), Westlake Academy’s enrollment will go from approximately 700 to 800.

Budget Overview On behalf of the Leadership Team and all staff members, I am presenting the Town of Westlake’s Proposed FY 2013-14 budget document for the Council’s consideration as follows: The FY 13-14 budgeted amount totals $31,762,959 for all funds (including $10,461,809 transfers in from fund balance for capital projects ($10.055M) and operating needs). The majority of this fund balance use results in the receipt of $9.5M in bond proceeds in FY 2012-13 with the projects being completed during FY 2013-14. • This represents a 41% fund balance decrease from the FY 2012-13 estimated budget. • If only municipal operating expenses were taken into consideration (removal of all expenses related to capital projects/outlay, Westlake Academy and inter-fund transfers), the FY 2013-14 proposed budget would show an increase of $1,300,172 (14%) in municipal expenditures from the FY 2012-13 estimates. •

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The major reasons for this increase are the following: o Increase of $904K in Operating Expenditures  $338K for Comprehensive Plan update  $477K increased payments for debt service obligations. Payment for the 2013 certificates of obligation is $507K. The Town took advantage of the low interest rates and refunded a portion of its debt in 2012-13 which reduced our overall payments; saving the Town approximately $27K in annual payments. o Increase of $395K in Payroll Expenditures  This increase includes $115,000 in market pay increases (inclusive of taxes and insurance) for work force attraction and retention and is the second year of a 2 year program. A portion of this increased expenditure is subsidized by transfers in from the Utility Fund ($11.5K) and the Visitors Association Fund ($11.5K).  This increase also includes the following personnel changes o $98,865 - addition of one full time Lieutenant o $56,550 - addition of one full time HR Generalist o $ 8,434 - change part time utility billing clerk to a full time position o ($11,549) - elimination of part-time HR clerk position  $50K increase relating to medical, dental and life Insurance costs (18%).  $52K increase for social security and medicare taxes, and TMRS costs (15%).

Three years ago, in order to provide a more holistic and comprehensive overview of all of our financial obligations, revenue sources, and program of services that fall under the umbrella of the Town of Westlake, we began including the operational costs for Westlake Academy in the municipal budget. A summary of the changes in Fund Balance from the ending fund balances to the projected FY 2013-14 fund balances are as follows:

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

FY 13/14 Projected Beginning Fund Balance 5,119,533 1,088,580 6,893,858 1,226,330 10,541,484 729,487 25,599,272

Revision 5 Total Revenues and Other Sources 6,507,161 2,007,853 2,090,226 2,911,664 601,875 768,900 6,506,662 21,394,341

Revision 5 Total Expenditures and Other Uses 6,907,600 1,986,029 2,090,226 4,101,649 607,726 9,634,434 6,435,295 31,762,959

FY 13/14 Projected Ending Fund Balance 4,719,094 1,110,405 5,703,873 1,220,479 1,675,949 800,854 15,230,654

Percent of Total 31% 7% 0% 37% 8% 11% 5% 100%

FY 12/13 Change Amount (400,439) 21,824 (1,189,985) (5,851) (8,865,534) 71,367 (10,368,618)

FY 13/14 Change Percent -8% 2% 0% -17% 0% -84% 0% -41%

As can be seen above, the FY 2013-14 proposed budgets indicate a decrease in fund balance in the amount of ($10,368,618) for all Town funds. Bond proceeds to be used for the Westlake Academy Facility Expansion Project increased that fund’s fund balance by $8.5M in FY 2012-13. The Capital Project Fund balance reduction of $8.865M is a direct reflection of the construction of the following projects: • FM1938 Streetscape Project $893k • SH114/Hwy 170 Enhancement project $390K • Trail Connection at 114/Solana Project $15K • Westlake Academy West Parking Improvement Project $200K • Outdoor Warning System Project $99K • Westlake Academy Facility Expansion Project $8.068M

TRANSMITTAL LETTER The Enterprise Funds have another large reduction in fund balance and is related specifically to the Utility Fund, totaling ($1.189M). • This is primarily related to a construction project. The Town’s second ground storage tank should be completed by the end of FY 2013-14. During FY 2012-13 the Utility Fund received bond proceeds of $1.0M and an inter-fund loan of $500K from the General Fund. The inter-fund loan amount is scheduled to be re-paid over two years starting in FY 2014-15. The General Fund’s fund balance will decrease by $386K • The Town is anticipating an increase in revenues over the prior year by $277K o increased sales tax revenue $266K o permits and fees related to the Granada and Entrada developments $68K • Payroll increase of $317K o This increase includes a $115,000 market pay increase (inclusive of taxes and insurance) for work force attraction and retention and is the second year of a 2 year program. A portion of this increased expenditure is subsidized by transfers in from the Utility Fund ($11.5K) and the Visitors Association Fund ($11.5K). o This increase also includes the following personnel changes o $98,865 - addition of one full time Lieutenant o $56,550 - addition of one full time HR Generalist o $ 8,434 - change part time utility billing clerk to a full time position o ($11,549)- elimination of part-time HR clerk position o $50K increase relating to medical, dental and life Insurance costs (18%). o $52K increase for social security and medicare taxes, and TMRS costs (15%). • Operating expenditures increased $513K o $338K - Comprehensive Plan update o $ 41K - mandated bunker gear for part time fire/ems employees o $ 24K - new permitting software for the Planning and Development Department o $ 41K - increase to Keller Police contract services o $ 55K - increased building inspection costs related to the Entrada and Granada development. Special Revenue Fund’s fund balance will increase by $31K. • Debt service payments are budgeted to be transferred from the Visitors Association Fund (i.e. Hotel-Motel Occupancy Tax Fund) for the bond issuance related to the construction of the Westlake Academy’s Sam and Margaret Lee Arts & Sciences Center.

IV. “DRILLING DOWN” INTO THE FY 2013-14 BUDGET Keeping our current year theme in mind, this budget has been prepared with the following four– fold strategic focus with the intent of achieving as an end product, an excellent quality of life for Westlake residents and businesses: Continued substantial investment in the Town’s infrastructure Investing in our employees, our most important resource for achieving service excellence • Maintaining our position as a premiere knowledge based community, as well as a community recognized both statewide and nationally for our innovative approaches to local government service delivery • Dealing with growth, both in Westlake and at Westlake Academy • •

TRANSMITTAL LETTER Service Level Adjustments The Town utilizes “service level adjustments” to track cost. A service level adjustment (SLA) is a request for any dollars in excess of the baseline/target budget. (FY 2012-13 adopted budget, adjusted for year-end estimates, less one-time purchases). There are 2 types of “Service Level Adjustments”. •

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

•

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

Staff recommends continuing our two-year process, which began in FY 2012-13, to allocate resources to move municipal employees to a market competitive position in terms of their compensation that mirrors our policy and practice in regards to the Westlake Academy faculty, (i.e. target being within 3% of the median of the market for our various municipal positions). This gives us the opportunity to not only invest in this important organizational resource, but to address it in a way that reasonably assures we are market competitive and can attract and retain employees within reasonable economic boundaries. There would be no performance pay budgeted for FY 2013-14 in order to complete the implementation of Phase II in addressing our pay market deficiencies. To achieve our theme of “Moving Forward Together” the proposed FY 2013-14 budget reflects a total of $11,529,001 in service level adjustments which is invested in major areas of emphasis through service level adjustments as follows: SERVICE LEVEL ADJUSMENT TYPE Repair, Maintenance, Replacement Operating Services Operating Supplies Payroll and Related Total Operating SLA Costs Capital Improvement Debt Service Increased Revenues Total All SLA Costs percent of total

ONE-TIME COSTS 150,040 354,600 72,930 577,570 10,237,814 10,815,384 94%

ON-GOING COSTS 163,452 24,449 1,500 409,080 598,481 476,833 (361,696) 713,618 6%

TOTAL AMOUNT 313,492 379,049 74,430 409,080 1,176,051 10,237,814 476,833 (361,696) 11,529,001

VI. AD VALOREM TAX ANALYSIS Ad valorem taxes account for 18% of General Fund revenue and 6% of our overall revenues. This will be the fourth year the Town has assessed a property tax. The ad valorem tax rate for the Town of Westlake continues to be the lowest for municipalities in the immediate area.

TRANSMITTAL LETTER The ad valorem tax rate per $100 of assessed valuation will remain at $.15684 for Fiscal FY 2013-14. This is 2.5% less than the Year effective tax rate of $.16070 which we are 2014 Proposed allowed to use by law. As a reminder, the 2013 Estimated effective tax rate is the tax rate calculated 2012 Actual by a complex formula to determine the tax 2011 Actual rate that could be levied to raise exactly the same amount of revenue as in the preceding fiscal year.

Net Taxable Value $856,728,618 $864,452,946 $913,119,313 $880,169,946

Total Tax Rate $ 0.15684 $ 0.15684 $ 0.15684 $ 0.16010

Total Tax Revenue $ 1,343,693 $ 1,355,808 $ 1,432,136 $ 1,409,152

The Town’s “net taxable value before exemptions” increased by 5%, but the assessed valuation decreased by 0.89% for FY 2013-14 due primarily to increased homestead exemptions and abatement amounts. Even with these additional exemptions lowering the portion of our assessed valuation on which we can levy our property tax in FY 2013-14, we are able to use a lower tax rate than the effective tax rate because of on-going revenue streams, and one-time sales tax revenue from businesses located in Westlake. The ad valorem tax rate used in this proposed FY 2013-14 budget compared to the prior year rate is indicated in the table to the right.

FY 12-13 Adopted Tax Rate $0.14197 $0.01487 $0.15684

M&O I&S Total

FY 13-14 Proposed Tax Rate $0.13888 $0.01796 $0.15684

Variance ($0.00309) $0.00309 ($0.00000)

More property tax revenues than anticipated were received during FY 2011-12; therefore the FY 2012-13 rate was reduced slightly because those funds could be used to offset the bond payment. We do not anticipate any additional I&S property taxes during FY 2012-13; therefore, the rate increased slightly but was offset by the &O tax rate.

V. PROPOSED BUDGET IN A FIVE YEAR CONTEXT Evaluating the budget within a forecast context is important as it shows whether we are on the right road financially in FY 2013-14. This excerpt from the updated Financial Forecast for the Town’s General Fund illustrates the trend for the next five years:

DESCRIPTION

ACTUAL

ESTIMATED

PROPOSED

Projected

FY 11-12

FY 12-13

FY 13-14

FY 14-15

FY 15-16

FY 16-17

FY 17-18

FY 18-19

Beginning Fund Balance

$3,323,861

$4,383,390

$5,119,533

$4,719,094

$4,562,119

$4,263,262

$3,936,661

Revenues & Transfers In

6,202,663

6,243,793

6,507,161

6,927,679

7,132,002

7,141,237

7,420,986

7,695,118

Expenditures & Transfers Out

(5,143,134)

(5,507,650)

(6,907,600)

(7,084,654)

(7,430,859)

(7,467,839)

(7,595,425)

(7,688,421)

Net Total

$4,383,390

$5,119,533

$4,719,094

$4,562,119

$4,263,262

$3,936,661

$3,762,222

$3,768,919

242,710

250,388

258,462

263,631

268,904

274,282

279,768

285,363

$4,140,680

$4,869,145

$4,460,632

$4,298,488

$3,994,358

$3,662,379

$3,482,455

$3,483,557

Total Restricted Funds Ending Balance (projected) Operating Days

296

355

254

226

204

179

Excerpt from Five Year Forecast (General Fund section only)

167

$3,762,222

165

TRANSMITTAL LETTER VII. CLOSING THOUGHTS The compilation of a budget like this one is the result of a high performing team that is focused on the overall goals and objectives established by the Council, customer service, program provision, financial stewardship and organizational and personal development. This team focus, along with the governance system, makes Westlake a truly unique community that produces top-notch results with a small staff while maximizing the use of public funds for our Town. Our community has faced many important decisions which have helped to shape our future and guide our growth. We have expanded our capacity as an organization through: • • • • •

The development of strategic plans and identifiable performance measures for both our municipal and educational operations. Conducting elected official governance and staff professional development sessions to improve our proficiency in those areas. Keeping a continued short and long-term focus on fiscal management that involves responsible budgeting and transparency for our citizens. Increasing our communication and outreach efforts to our community via the continued use of neighborhood meetings, corporate partnerships, and the re-design of our website. Expanding enrollment, providing new course offerings, and emphasizing high student achievement and student expansion at Westlake Academy.

All of these efforts are necessary to create the one-of-a-kind community that Westlake residents cherish and enjoy, one that allows us to focus in FY 2013-14 on “moving forward”. We exist as a municipal corporation for one reason and one reason only: to prioritize and deliver the best services possible with the resources provided to achieve an exceptional quality of life. This is a challenge the Staff takes very seriously, one that we pursue with vigor every day. High praise is due to the Leadership Team for their work on this budget. Additional recognition and thanks are due to Director of Finance Debbie Piper, and Finance Supervisor Jaymi Ford, for their efforts in assembling this budget document. It takes long hours to make this not only a financial document, but a policy document that is easy for our citizens to read and understand. I appreciate their dedication and the effort they have invested in this process. Finally, on behalf of myself and the entire Town Staff, I would like to extend thanks and appreciation to the Westlake Town Council. Your countless volunteer hours, invested in governance of and providing leadership to Westlake to make it the best community we can be, is foundational to any success we achieve. Sincerely yours,

Thomas E. Brymer Town Manager/Superintendent Westlake Academy

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

TRANSMITTAL LETTER

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TRANSMITTAL LETTER

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

BUDGET OVERVIEW AND FRAMEWORK The Town of Westlake staff is pleased to present the 2013-14 annual operating budget, which is the product of many hours of preparation as well as a response to ever-changing internal and external influences. The Town of Westlake’s 2014 fiscal year begins on October 1, 2013 and ends September 30, 2014. It provides the framework to implement the Town’s vision, mission and value statements as set out by the Town Council. The Town’s annual budget is prepared in the context of a five (5) year financial forecast. The proposed budget is submitted to the Council approximately thirty to forty-five days before the beginning of the fiscal year for their consideration. The Town’s budget is allocated by fund. It is designed to provide a clear picture of proposed Town spending, allocation of financial resources, and priorities as well as how they are set to carry out the policy direction of the Council. In addition to a fund format, the budget is the beginning of efforts to show the allocation of the Town’s resources in concert with the Town’s strategic planning efforts. A “bottom-up” approach is used to solicit input from the staff Leadership Team as to their operations’ needs with an emphasis on: • Identifying costs to provide the current level of services. • Identifies additional cost increases needed to maintain the current level of service. • Additional resources necessary to provide new or increased levels of service. • Delineating changes in fund balance levels for each fund. As in previous years, efforts have been made to control expenditures while continuing to deliver an excellent level of service to our citizens. Concentrated efforts have been made to produce a document that clearly illustrates the uses of Town resources in a format that may be utilized as a resource tool by the Town Council, Town staff, and the citizens of Westlake. Our budget preparation process continues to be refined on an annual basis, operating within clearly defined budget preparation guidelines. The following procedures, which are guided by generally accepted budgeting practices, has been established: 1.

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

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

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

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

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

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

BUDGET OVERVIEW AND FRAMEWORK 7.

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

The layout and organization of the budget is designed to help the reader locate both financial and non-financial information in a timely fashion. The General Fund is divided into twelve departments. Each department has the following information included: • Description of the fund and it’s program’s trends, goals, highlights, measures and Vision Point Strategic Plan Impacts • Summary of Employee Staffing and Expenditures • Program budgeting for the Department The Fund Sections are broken down between General Fund, Westlake Academy Fund, Special Revenue Funds, Debt Service Fund, Enterprise Funds, Internal Service Funds, and Capital Projects Fund. Each Fund contains the following information: • “Fund Overview” describing the function of the fund and explaining the variances between the revenues and expenditures of FY 2012-13 and FY 2013-14 • “Program Summary” of revenues and expenditures. Also included are sections detailing the Capital Improvement Plan and Long-Term Planning. The final component is an Appendix section. The appendices section consists of a Glossary of Budget Terms, the Town’s Fiscal and Budgetary Policy, Investment Policy, Strategic Plan and the Town ordinance related to the adoption of the budget (after adoption). The budget contains financial data spanning two fiscal years. The current budget year ending September 30, 2013 is presented in its original adopted form, as well as an amended estimate. Actual totals for the fiscal year ending September 30, 2012 are also presented for comparison.

BASIS OF ACCOUNTING/BUDGETING The accounts of the Town are organized on the basis of funds, each of which is considered to be a separate accounting entity. All governmental fund types are budgeted and accounted for on a Generally Accepted Accounting Practice (GAAP) basis for financial statement presentations. FUND TYPE

ACCOUNTING BASIS

BUDGETING BASIS

General Fund

Modified Accrual

Special Revenue Funds

Modified Accrual

Debt Service Funds

Modified Accrual

Academic Funds

Modified Accrual

Capital Project Funds

Modified Accrual

Internal Service Funds

Full Accrual

Enterprise Funds

Full Accrual

BUDGET OVERVIEW AND FRAMEWORK 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

Proprietary Funds

Debt Service Fund

Internal Service Funds ~General Maintenance & Replacement Fund

Enterprise Funds ~Cemetery Fund ~ Utility Fund

Capital Project Funds

Internal Service Funds

~ Capital Project Fund ~Westlake Academy Expansion Fund

~Utility Maintenance & Replacement Fund

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

Major funds represent the significant activities of the Town and basically include any fund whose revenues or expenditures, excluding other financing sources and uses, constitute more than 10% of the of the revenues or expenditures of the appropriated budget.

Major Funds Westlake Academy General Fund Utility Fund Expansion Fund TOTAL

Percent 27% 25% 15% 17% 84%

The Governmental Fund types use a financial resources measurement focus and utilize the modified accrual basis for accounting and budgeting. Under the modified accrual basis of accounting, revenues are recorded when susceptible to accrual, meaning that it is measurable and available. Available revenues are defined as those funds that are collectable within the current period, or collectable within a timeframe to pay liabilities of the current period. Expenditures generally represent a decrease in net financial resources and are recorded when a measurable fund liability is incurred. In some instances, such as the incurrence of long-term debt, expenditures related to interest on the debt is recorded in the period that it is due. The Proprietary Fund types are accounted and budgeted for on a cost of services, or â&#x20AC;&#x153;Capital Maintenanceâ&#x20AC;? 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.

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.

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

Special Revenue Funds consist of the following; o The Westlake Academy Fund incorporates all funds related to the Academy encompassing all operations and maintenance related to the school as well as State public school funding, Federal and state grants, and private donations used to support the daily school operations of the Academy. o Westlake’s Visitors Association Fund receives its primary funding from a 7% hotel occupancy tax adopted by the Town of Westlake in FY 1999-2000. Proceeds from the hotel occupancy tax are required to be used in accordance with statutory parameters including the promotion of travel and tourism in the Town of Westlake. o The Economic Development Fund was set up to maintain all receipts and disbursements of agreements between the Town and various corporations for economic development. There was confusion regarding the additional revenues being recorded in the General Fund and offset by expenditures. These balances offset to zero but skewed the analysis of each. The Town is hoping this fund will create more transparency to the public regarding these receipts and payments. o The 4B Economic Development Corporation Fund is a local option established under the Texas local government code. 4B funds are generated from a ½ cent sales tax levy and proceeds are used for debt service.

BUDGET OVERVIEW AND FRAMEWORK o The Lone Star Public Facilities Corporation was founded in 1996 and was designed “to provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing and placement in service of public facilities in an orderly, planned manner and at the lowest possible borrowing costs.” The ideas was to “acquire, through the issuance of installment sale obligations, office buildings located within the State of Texas but outside the boundaries of Westlake, whose tenants will be limited to those entities which are qualifying tenants under applicable federal income tax law so that the interest payable with respect to the installment sale obligations will be exempt from federal income taxation.” There has been no activity in the fund for several years. 4.

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

Internal Services Funds account for services and/or commodities furnished by a designated program to other programs within the Town. Funds include the following: o The General Maintenance & Replacement Fund (GMR) is an account to offset the future costs of repair and/or replacement of large capital assets due to age and use. Contributions from the Town’s General Fund are transferred on an annual basis; resulting in a cash balance which mitigates the cash flow impact of large maintenance and capital replacement costs.

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

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

BUDGET OVERVIEW AND FRAMEWORK o The Cemetery Fund includes all operations associated with the 5.5 acre cemetery located on J.T. Ottinger Road which was acquired during the year ended September 2008. o The Utility Fund accounts for water, wastewater and telecommunications conveyance (duct bank) services for the residents of the Town. All activities necessary to provide such services are accounted for in the Fund, including administration, operations, maintenance, financing and related debt service, and billing and collection. Additionally, the Town collects monthly solid collection fees in this fund which are paid to the Town’s solid waste franchisee.

Internal Service Funds Internal Services Funds account for services and/or commodities furnished by a designated program to other programs within the Town. Funds include the following: o The Utility Maintenance & Replacement Fund (UMR) is an account to offset the future costs of repair and/or replacement of large capital assets due to age and use. Contributions from the Town’s Utility Fund are transferred on an annual basis; resulting in a cash balance which mitigates the cash flow impact of large maintenance and capital replacement costs.

General Services

Administration

Planning and Development

Town Secretary

Emergency Services

Municipal Court

Public Works

Facilities Maintenance

Finance

Parks and Recreation

Information Technology

Human Resources

Communications

Police Services

RELATIONSHIP BETWEEN FUNDS AND DEPARTMENTS

FUND NAME GENERAL FUND

General Fund SPECIAL REVENUE FUNDS 4B Economic Development Economic Development Visitors Association Lone Star Public Facilities DEBT SERVICE FUNDS Debt Service ENTERPRISE FUNDS Cemetery Fund 500 Utility Fund INTERNAL SERVICE FUNDS Utility Maintenance & Replacement General Maintenance & Replacement CAPITAL PROJECT FUNDS Capital Projects Westlake Academy Expansion ACADEMIC FUNDS Westlake Academy

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

Balanced Budget - As per State Law, current operating revenues, including Property Tax

Reduction Sales Tax transfers (which can be used for operations), will be sufficient to support current operating expenditures. Annually recurring revenue will not be less than annually recurring operating budget expenditures (operating budget minus capital outlay). Debt or bond financing will not be used to finance current expenditures.

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

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

SHORT-TERM INITIATIVES FOR THE UPCOMING YEAR

This budget reflects the Town’s response to changes in the environment in which it operates and of the key initiatives that guided its development. These initiatives reflect the choices for the fiscal year and are consistent with the Town’s long-term policies.

Investment in Core Service Delivery

Phase 2 was implemented of a two-year program to fund for market pay adjustments

Continued emphasis on long-range financial planning

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

Continue to enhance tourism by promoting Westlake as a “destination”

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

Maintain a healthy General Fund balance

The FY13/14 ending General Fund balance is projected to equal 254 operating days of expenditures, and exceeds the policy requirement of 90 operating days.

EFFECT OF PLANNING PROCESSES ON THE OPERATING BUDGET The Town of Westlake utilizes several planning processes that affect the development of the operating budget. Effective planning processes assist the Town in assessing the financial implications of current and proposed policies, programs, and assumptions. An effective plan illustrates the likely outcomes of particular courses of actions.

BUDGET OVERVIEW AND FRAMEWORK Type Of Planning Process Five-year operating plan to facilitate financial planning

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

Budget Impact Allows for reallocation of resources

Facilities Capital Maintenance

Five-year plan by facility and maintenance activity or project

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

Stability of General fund appropriations

Parks Capital Maintenance

Five-year plan by facility, maintenance activity or project

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

Stability of General fund appropriations

Street Maintenance

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

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

Stability of General fund appropriations

Vehicle and Equipment Replacement

Five-year plan of scheduled vehicle and heavy equipment replacement

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

Timing and sizing of debt issues and payments

Computer Replacement

Plan for the replacement of computers and other technology items

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

Stability of General fund appropriations

Capital Improvements Plan

Five-year plan of major infrastructure development and improvements

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

Predictable funding levels, debt service planning

Name General Government Long-Range Financial Forecast

BUDGET OVERVIEW AND FRAMEWORK FY 13/14 BUDGET CALENDAR MAR

* ORIENTATION AND OVERVIEW OF 2013-14 BUDGET PROCESS * FIVE YEAR PROJECTION SPREADSHEETS DISTRIBUTED FOR INPUT * FORMS FOR CAPITAL PROJECTS AND MAJOR MAINTENANCE AVAILABLE * REVIEW OF CALENDAR AND PROCESSES WITH COUNCIL * REVIEW OF OVERALL TOWN GOALS

APR

* YEAR-END ESTIMATE SPREADSHEETS DISTRIBUTED FOR 12/13 AMENDMENTS * FINANCE AMENDS FY 12/13 BUDGET - BECOMES BASE FY 13/14 * DEPARTMENTS ACCESS BUDGET TO REMOVE ONE TIME REVENUES AND EXPENDITURES * OPERATING BASELINE BUDGET AVAILABLE FOR EDITING * SERVICE LEVEL ADJUSTMENT FORMS AVAILABLE ON SHARED DRIVE

MAY

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

JUN

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

JUL

* PREPARATION FOR BUDGET RETREAT * PREPARATION OF POWER POINT

AUG

* BUDGET RETREAT * PUBLISH NOTICE REGARDING CONSIDERATION OF PROPERTY TAX * BUDGET WORKSHOP * NOTICE FOR PUBLIC HEARINGS POSTED IN NEWSPAPER * PRESENT PROPOSED FY13/14 MUNICIPAL BUDGET TO COUNCIL

SEP

* PUBLISH NOTICE OF PUBLIC HEARING ON BUDGET * PUBLIC HEARING ON BUDGET * ADOPTION OF FY13/14 OPERATING BUDGET

OCT

* FISCAL YEAR 2013-2014 BEGINS

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TRANSMITTAL LETTER

STRATEGIC PLAN

STRATEGIC PLAN OVERVIEW The following Strategic Issues-Focused Governance System (SIGS) was approved in December of 2011. As is customary, strategic plans are reviewed on a routine basis, and our organization is in the process of updating our balanced scorecard system. During the current fiscal year, the Town Council and staff retained the services of a consultant from the “Balanced Scorecard Institute" to review our existing strategic framework, along with the mission, vision, and values statement of the Town. The balanced scorecard system is designed to communicate our strategy throughout the organization/community, align our daily work activities to the overall vision, serve as the framework for prioritizing services, and utilize performance measures to evaluate our successes and opportunities. Upon review of the existing mission and vision statements, the Council provided feedback to the Town staff and requested an updated version for review. Staff reviewed the previous version and created a more succinct statement that identifies the unique service provision programs, describes our commitment to personal customer service, and outlines the financial stewardship component which is important to our community. Council and staff are currently reviewing these updates and plan to adopt them during FY 2013-2014. A balanced scorecard is divided into four unique perspectives that help an organization focus on the strategy that has been aligned to the vision and mission for our community. The following four perspectives of the plan, which were customized by the Council, are as follows: • • • •

Citizens, Students, and Stakeholders - viewed through the eyes of our customers and stakeholders Financial Stewardship - performance, effective use of resources Municipal & Academic Operations - focuses on processes that create value for the customers and stakeholders People, Facilities, & Technologies - involves, KSA’s, work culture, innovation, leadership, governance, tools and technologies necessary to provide services, etc.

After the staff analyzed the Town’s strengths and weaknesses, as well as the opportunities and threats we face (SWOT), the information was presented to the governing Council during a retreat in May of 2013. The Council grouped this information along with the major components of our previous strategic plan and ranked the importance of the concepts according to each area of concern. The final activity involved the formation of our “strategic themes” for the municipal services. The themes are listed below: • • • •

Natural Oasis High Quality Planning, Design, and Development Westlake Academy Exemplary Service and Governance

Town staff then constructed ‘draft’ strategy maps for each theme, identified a strategic result, populated the maps with strategic objectives and created an objective commentary document. All of this sets the framework for a comprehensive Tier One map for the municipal program of services. Our goal is to have everything completed and adopted by Council during the second quarter of FY 2013-2014.

2011/12 Strategic Plan

Town of Westlake “Westlake, a premier knowledge based community”

Strategic Issues-Focused Governance System In order to focus our efforts as it pertains to serving the residents and businesses as well as creating a dynamic strategic planning document, the Council and staff developed a Strategic Issues-Focused Governance System (SIGS). The system is designed to combine the strategic plan, Balanced Scorecard Strategy Map and program based budget document into a comprehensive tool to guide the Town Council and staff as well as create an achievable vision for Westlake. The plan is organized according to Strategic Issues, identified as affecting our community over the next 24 months. This type of issues-focused version of a traditional strategic plan is designed to allow the organization to scan our environment for opportunities or challenges as it relates to our community and develop action plans to achieve the best results for Westlake. The Strategy Map from the Balanced Scorecard component of the SIGS outlines the Town Council directives which are vital to our service provision levels for our community and identify measurable objectives to indicate our performance in these areas of achievement. The Program Based Budget is an effort to quantify the cost of services by program rather than the traditional lineitem budget format. The financial costs are identified by each program, rather than by each department, along with an explanation of the core services and program objectives. The philosophy of the Town of Westlake’s team embraces a “shared services model” as the most cost effective method to deliver excellent public services to the community through our dedicated and professional staff members. The community consists of our local residents, the children, parents and staff of Westlake Academy, our corporate citizens, the employees who work in Westlake and various other customers, developers and visitors who do business in and around our town. Through the use of a hybrid of internal direct service provision, inter-local agreements, public/private partnerships and the shared provision of programs at Westlake Academy, he staff strives to maintain Westlake as a premiere choice for families and corporate neighbors while operating in a financially responsible manner. Each departmental director and their staff teams are cross-trained and provide Vaquero support or management of the service programs for both the Town of Westlake and the Town-owned charter school, Westlake Academy. These programs include facilities maintenance, development, human resources, IT support, financial services, communications, and executive level management. The final results are a group of individuals who are actively engaged in creating a unique living experience through community events, educational opportunities and distinctive neighborhoods, which cannot be experienced anywhere else.

Approved ~ December 12, 2011

2011/12 Strategic Plan

Town of Westlake “Westlake, a premier knowledge based community” 3 Village Circle, Suite 202, Westlake, Texas 76262 www.westlake-tx.org (817) 430-0941

Vision Statement Westlake is an oasis of tranquility and natural beauty amidst an ever expanding urban landscape.

Vision Points Sense of Place ~ Distinctive neighborhoods, architecturally vibrant corporate campuses, grazing longhorns, soaring red-tailed hawks, meandering roads and trails, lined with natural stone and native oaks. Leadership ~ A premiere place to live, leadership in public education, corporate

Community Values

and governmental partnerships, and high development standards.

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Innovation

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Preservation of our natural beauty

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Educational leaders

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Strong aesthetic standards

Caring Community ~ Informed residents,

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Family friendly and welcoming

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Transparent government

small town charm and values, historical preservation.

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Engaged citizens

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Fiscal responsibility

Exemplary Governance ~ Town officials, both elected and appointed, exhibit respect, stewardship, vision, and transparency. Service Excellence ~ Public service that is responsive and professional, while balancing efficiency, effectiveness, and financial stewardship.

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

History and Demographics Approximately 992 residents currently occupy the Town of Westlake’s 6.6 square miles, which is situated in the northern triangle of the Fort Worth—Dallas area. Originally settled in 1847, Westlake was incorporated in 1956. Today, the Town of Westlake is home to several neighborhoods, all of which share a commitment to excellence, but possess unique character and charm. All residents live in single-family homes and there is an award winning private golf course in town. The median age in Westlake is 38, and 51% of the residents are female. Some of the community’s top employers are: Fidelity Investments, TD Auto Finance, and CoreLogic. Several companies have offices in Solana, a high-profile corporate campus near State Highway 114. Solana’s Village Circle also provides a mix of retail spaces and restaurants, plus offers the 296-room Marriott Solana hotel. The sales tax rate in Westlake is 8.25%. Of the money collected, 6.25% is paid to the state of Texas, 1% to the Town, and the remaining 1% to a local property tax relief fund and an economic development fund.

“Good business leaders create a vision, articulate the vision, and relentlessly

Top Employers 

Fidelity Investments

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TD Auto Finance

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CoreLogic

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Wells Fargo Bank

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McKesson Corporation

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Deloitte University

Recent Infrastructure Re-investment & Development Projects 

FM 1938—Construction of major north/south thoroughfare

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Deloitte University

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Dove Road and Ottinger Road Improvements

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Stagecoach Hills Waterline & Paving/Drainage Improvements

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Aspen Lane, Mahotea Boone and Roanoke Road Paving/Drainage Improvements

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SH 114 / SH 1170 Interchange

Solana Office Complex

Strategic Plan Overview During the 2011 strategic planning process, the Town Council and staff Leadership Team developed an overview of the strategic issues facing Westlake and developed action plans to monitor the success and completion of the projects. The vision and mission statements were updated to reflect the unique characteristics found within our community and the values which are important to our residents. The information is contained within five vision points which describe the areas that the Council and staff have determined are vital to maintaining our Town and providing services to enhance the lives of our residents and community. Vision Point One—Sense of Place Vision Point Two—Leadership Vision Point Three—Caring Community Vision Point Four—Exemplary Governance Vision Point Five—Service Excellence

SENSE OF PLACE — The Town is home to several different types of community

developments, which include residential, corporate and agricultural uses. Our largest residential neighborhood is home to a state of the art golf facility and many beautiful homes. Stagecoach Hills airpark is located along the historic stagecoach line which once transported passengers from Keller to Denton. Westlake residential neighborhoods include: 

Aspen Lane

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Stagecoach Hills ● Terra Bella

● Glenwyck Farms ● Mahotea Boone ● Paigebrooke Farms ● Vaquero

● Wyck Hill

The Town is located along the Tarrant and Denton County borders and has portions of major State highways that surround its perimeter. We are an ideal location for businesses and have enjoyed a long history with our corporate campus developments.

LEADERSHIP — Town leaders foresaw the need for a facility to educate the children of Westlake in a local setting and to provide the citizens with a civic campus and a sense of community. In 2003, the Town raised funds to build Westlake Academy, the only open-enrollment charter school owned and operated by a municipality in the State. The Academy offers the rigorous International Baccalaureate curriculum, for grades K-12, and all residents are eligible to enroll their children. The Town also utilizes the “shared services” configuration to provide cutting edge service delivery to our residents and customers. The staff steps outside the traditional roles associated with each department in a municipality and works in a cross-functional manner between the Town and the Academy programs. This assists us in keeping our overhead to a minimum while serving our community.

“Vision without action is a dream. Action without vision is simply passing the time. Action with vision is making a positive difference.” Joel Barker

CARING COMMUNITY — In an effort to foster citizen engagement, enhance our

neighborhoods and increase participation in the community, many of the residents serve on various advisory boards that are committed to furthering the mission of the Town and ensuring Westlake is truly a unique community. The Westlake Historical Preservation Society was created to identify, preserve, and perpetuate the history of the Town and the Cross Timbers region. The Town is committed to protecting and improving the quality of life of Westlake residents, businesses and students by encouraging, inspiring, educating and entertaining artistic and creative endeavors. The Public Art Society of Westlake provides a wide range of professional and artistic presentations to foster the arts in the community and we are a co-sponsor of the MasterWorks Concert Series with the Arts Council Northeast, who promote local artists through public concert events. Westlake also hosts several local events to foster community involvement through the annual Christmas Tree Lighting Event, Decoration Day, Vintage Car Show and Arbor

EXEMPLARY GOVERNANCE — Westlake is governed by a Mayor and Town Council with each of the five council members serving a two-year term. The Town Council also serves as the governing board for Westlake Academy, in the capacity of the Board of Trustees. The dual service configuration supports the cooperative delivery of program services for the Westlake community. The Town Council appoints the Town Manager, who also functions as the Academy’s Superintendent, establishes town policies, and serves as the legislative body of the Town. In this capacity, the Council also approves the Town budget. The community is fortunate to have a dedicated group of residents who serve on our various boards and strive to promote the vision of the Town.

SERVICE EXCELLENCE — The Town is staffed by a group of professionals who provide our residents and customers with the highest quality of public services in an efficient and responsive manner. The staff is involved in community gatherings, such as the neighborhood and parent meetings, concerts series, and various holiday based events— as well as striving to maintain personal relationships with our residential population to foster the Sense of Place and Caring Community found in Westlake. The Town’s Leadership Team of department directors brings more than 150 years of collective municipal experience and knowledge to the Town along with a strong commitment to public service excellence. Entrance to Glenwyck Farms

Strategic Plan Strategic Issues

Westlake Academy

The Town’s strategic plan was developed according to a Strategic Issues format, which identified events through a SWOT (strengths, weaknesses, opportunities, and threats) analysis that would affect our community over the next 24 months. This type of issuesfocused version of a traditional strategic plan is designed to allow the organization to scan our environment for opportunities or challenges as it relates to our community and develop action plans to achieve the best results for Westlake. The five component issues we identified as strategic are: 

Capital Investment

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Fiscal Stewardship & Organizational Effectiveness

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Human Resources (Employee Investment)

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Comprehensive Planning and Management of Natural Resources

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Public Safety and Emergency Preparedness

Under each outcome strategy, staff has created action items necessary to support or achieve the desired result, which is linked to the Strategy Map.

“Westlake has been a lot of things, but it has never been ordinary.” Fort Worth Star Telegram

CAPITAL INVESTMENT — Ensure the infrastructure and capital investments of the Town are maintained to sustain the community’s quality of life.

Outcome Strategies: 1. Existing Infrastructure Reinvestment (Current Assets) Leadership Team Member(s): Tom Brymer / Eddie Edwards / Jarrod Greenwood / Troy Meyer Staff Action 1.1: Facilities — Review of long-term rental options in comparison to building a permanent structure. Strategy Map: Financial Stewardship ~ Sustain Fiscal Health Completion Date: April, 2012

Staff Action 1.2: Cemetery — Analysis of long-term sustainability and marketing opportunities to increase the return on investment in the facility. Strategy Map: Financial Stewardship ~ Sustain Fiscal Health Completion Date: December, 2013

Staff Action 1.3: Completion of FM 1938 (Precinct Line Road) - Implementation of streetscaping projects. Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community Completion Date: FM 1938 — Summer, 2012; Final Streetscaping — Fall, 2015

Staff Action 1.4: FM 114/170 Interchange — Partner with TxDoT, the Town of Trophy Club and City of Roanoke to complete the streetscaping project. Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community Completion Date: Summer, 2013

Strategic Issues, (cont.) CAPITAL INVESTMENT, (cont.) 2. Technology and Equipment Investment Leadership Team Member(s): Todd Wood / Richard Whitten / Eddie Edwards Staff Action 2.1: Capital Investment in Vehicles—Review of emergency and fleet maintenance needs and replacement opportunities. Strategy Map: Operational Processes ~ Preserve our Infrastructure to Meet the Life Expectancy of Our Assets Completion Date: October, 2012 Glenwyck Park

Staff Action 2.2: Radio Accessibility of Emergency Services — Examine public safety communication interoperability of the Westlake emergency radio system. Strategy Map: Customer Focus ~ Promote Community Health, Safety & Welfare Completion Date: June, 2012

Staff Action 2.3: Capital Investment in Technology—Review of current technology needs and forecast anticipated requirements for internal operations, citizen engagement and equipment replacement in the form of a technology plan. Strategy Map: Customer Focus ~ Promote Community Health, Safety & Welfare Completion Date: June, 2012

3. Policy and Cost Analysis Drive by Growth (Future Assets) Leadership Team Member(s): Tom Brymer / Debbie Piper / Jarrod Greenwood / Eddie Edwards / Todd Wood / Troy Meyer Staff Action 3.1: Conduct feasibility study for water/sewer impact fees to offset the cost of infrastructure development. Strategy Map: Financial Stewardship ~ Sustain Fiscal Health Completion Date: June, 2012

Staff Action 3.2: Park Land and Trail Development — Work in partnership with surrounding municipalities to allow for connection of trails within Westlake to our neighboring communities. Strategy Map: Customer Focus ~ Promote Community Health, Safety & Welfare Completion Date: July, 2012

Staff Action 3.3: Evaluate Westlake Academy campus needs and expansion options. Strategy Map: Operational Processes ~ Optimize the Use of Our Shared Services Model Completion Date: August, 2012

4. Hwy 170/NTTA project Staff Action 4.1: Monitor the construction of the Hwy 170/NTTA project and provide Council with updates as to the impact on mobility in Westlake. Strategy Map: Customer Focus ~ Promote Community Health, Safety & Welfare Completion Date: Annual Report in November

FISCAL STEWARDSHIP AND ORGANIZATIONAL EFFECTIVENESS — Maintain a balanced approach to revenue forecasting and expenditure allocation to ensure the necessary resources for long-term sustainability. Outcome Strategies: 5. Budget according to established service level provisions within departments. Leadership Team Member(s): Town Manager and All Departmental Directors Staff Action 5.1: Prepare budgets in a fiscally responsible manner to maintain a low tax rate while serving our stakeholders. Strategy Map: Financial Stewardship ~ Prepare the Budget with Linkages to the Strategic Priorities Completion Date: Annually by October 1st.

Strategic Issues, (cont.) FINANCIAL STEWARDSHIP AND ORGANIZATIONAL EFFECTIVENESS, (cont.) Staff Action 5.2: Continually monitor our revenue income and expenditures as it relates to the program budgeting function to provide Council with comprehensive financial information. Strategy Map: Financial Stewardship~ Sustain Financial Health Completion Date: Provided through Quarterly Financial Reports

Staff Action 5.3: Examine Town’s capacity for re-investment in technology, FFE, capital expenditures, etc. Strategy Map: Financial Stewardship ~ Identify and Allocate Funding for Maintenance of Public Assets Completion Date: June, 2012

Staff Action 5.4: Develop/propose a financial policy to provide for future replacement needs of technology, FFE, etc. Strategy Map: Financial Stewardship ~ Identify and Allocate Funding for Maintenance of Public Assets Completion Date: December, 2012

6. Maximize the service provision level to our customers through the use of the shared services model, public/private partnerships and the implementation of innovative inter-governmental agreements. Leadership Team Member(s): Town Manager and All Departmental Directors Staff Action 6.1: Seek additional partnerships through either the use of Memorandums of Understanding (MOU’s) or Interlocal Agreements (ILA’s) relative to items such as economic development, tourism, cost reductions or enhanced efficiencies in service delivery mechanisms, infrastructure developments, mobility activities, etc. Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery Completion Date: Provide annual December report to Council

Staff Action 6.2: While maintaining high standards, continue to create incentive mechanisms that encourage businesses to locate in Westlake. These include flexible “development friendly” ordinances, adequate or expandable infrastructure, simplified fee structures and review procedures, and responsive staff support.

Entrance to Stagecoach Hills

Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery

7. Develop a communication and marketing plan that is comprehensive in nature to encourage dialogue with our residents and foster community involvement. Leadership Team Members(s): Ginger Awtry / Tom Brymer / Todd Wood Staff Action 7.1: Provide consistent and timely communication to promote resident and stakeholder engagement in the business, events and opportunities in Westlake. Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community Completion Date: Provided through Monthly and Quarterly Publications

Staff Action 7.2: Implement new website and monitor/update content material for relevancy and timeliness. Strategy Map: Customer Focus ~ Provide Excellent, Responsive Customer Service Completion Date: February, 2012

Strategic Issues, (cont.) HUMAN RESOURCES (Employee Investment) — Provide the appropriate staffing levels at the Town as it relates to service delivery to our community.

Outcome Strategies: 8. Include personnel estimates in the five-year financial forecast based on expansion of service provision to the Academy and community as directed by growth/demand for services. Leadership Team Member(s): Town Manager and All Departmental Directors Staff Action 1.1: In conjunction with 5-year financial forecast, department heads to identify staffing needs for all programs of service. Strategy Map: Operational Processes ~ Optimize the Use of Our Shared Services Model Completion Date: Annually by August, 2012

Staff Action 1.2: Continually evaluate ways to maximize our delivery methods by cross-training employees and identifying skill sets which would be beneficial across the organization (i.e., security at the Academy, event preparation and volunteering, communication efforts through dynamic publications, IT services between the Academy/Town, etc.) Strategy Map: Operational Processes ~ Encourage Stakeholder and Staff Engagement Completion Date: Report in August, 2012

COMPREHENSIVE PLANNING AND MANAGEMENT OF NATURAL RESOURCES — Ensure the standards are maintained and promoted in the management of growth and development within the Town to foster our unique character and rural-like atmosphere.

Outcome Strategies: 9. Update Town’s Comprehensive Plan Leadership Team Member(s): Troy Meyer / Eddie Edwards / Jarrod Greenwood A.

Review of Current Comprehensive Planning document.

Staff Action 9.A.1: Spring Flowers

Review existing plan provisions and incorporate into new proposal; Examine the possibility of hiring an outside consultant to assist in the process. Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community Completion Date: June, 2012

B. Review of Land Use Plan & Financial Analysis of Impact to Sustainability Staff Action 9.B.1:

Understanding the impact of the current land use plan on future growth and financial sustainability of the Town’s municipal services, fees, and infrastructure necessary to support future development. Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community Completion Date: March, 2013

C. Supporting Master Plans Terra Bella Entry



Thoroughfare Plan

 

Parks/Trail/Open Space Utilities (Water, Sewer, Duct Bank)

Staff Action 9.C.1:

Draft supporting master plans according to concepts approved by Council in the Comprehensive Planning document. Strategy Map: Customer Focus ~ Enhance and Maintain a Sense of Community Completion Date: March, 2013

Strategic Issues, (cont.) COMPREHENSIVE PLANNING AND MANAGEMENT OF NATURAL RESOURCES, (Cont.) D. Review and recommend necessary changes to existing ordinances to align with Comprehensive Plan Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery Completion Date: March, 2013

10. Investigate and review of environmental preservation and conservation opportunities. Leadership Team Member(s): Jarrod Greenwood / Troy Meyer Staff Action 10.1: Provide Council with report outlining programs that would benefit the residents in their conservation efforts. Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery Completion Date: Report to Council in April, 2012

Staff Action 10.2: Compare and contrast the programs relative to surrounding communities and the options found in the environmental conservation “best practices” of local government, to include an estimated cost of service provision. Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery Completion Date: April, 2013

PUBLIC SAFETY AND EMERGENCY PREPAREDNESS — Provide a safe community for our residents and business partners.

Outcome Strategies: 11. Consistently seek an effective service delivery method to provide comprehensive police services for the Town residents. Leadership Team Member(s): Town Manager and All Departmental Directors Staff Action 11.4: Monitor and report on the success of the current police services contract to ensure a safe environment for our residents. Strategy Map: Customer Focus ~ Provide Outstanding Service and Program Delivery Completion Date: Annual report in February/March

12. Plan and implement strategies to enhance the emergency preparedness of the residents and Town facilities. Leadership Team Member(s): Town Manager and All Departmental Directors Staff Action 2.1: Evaluate on the local level that all departments have adequate training, equipment, and communication tools, to effectively address emergency situations as they arise. Strategy Map: Customer Focus ~ Promote Community Health, Safety and Welfare Completion Date: May, 2012

Staff Action 2.2: Review Town/Academy Standard Operating Procedures and emergency plans to maintain readiness. Strategy Map: Customer Focus ~ Promote Community Health, Safety and Welfare Completion Date: December, 2012

Staff Action 2.3: Inventory and identify availability of recommended Emergency Operations Center components. Strategy Map: Customer Focus ~ Promote Community Health, Safety and Welfare Completion Date: June, 2013

Programs of Service The program budget allocations are used as a means of providing our residents and Council with the costs associated with each public service provision according to the specific program rather than the traditional line-item designations. It has been developed with a governance approach that places greater emphasis on the services and activities provided to our stakeholders rather than the individual departments that carry out the assigned work duties. The information listed below, groups the programs with the Vision Point most closely related to the service and identifies the department that is primarily responsible for ensuring the necessary work is completed to reach our goals and objectives. Spring Flowers

The program budget may also be utilized as a tool for prioritizing services and making organizational funding decisions. Deciding how responsive, effective or efficient a particular service should be carries implicit costs. Westlake continues to deliver the highest quality services possible while maintaining relatively low provision costs. The professional staff at the Town of Westlake takes pride in the work they do and the services they offer to our residents.

Vision Point One ~ Sense of Place: Distinctive neighborhoods, architecturally vibrant corporate campuses, grazing longhorns, soaring red-tailed hawks, meandering roads and trails, lined with natural stone and native oaks. Program

Total Allocation

Key Service Delivery Dept.

Comprehensive Planning & Economic Development Building Inspections Code Enforcement Transportation Services Parks & Recreation Maintenance TOTAL

$ 84,199 $ 38,253 $ 5,182 $ 39,646 $ 106,031 $ 273,311

Dept. 11 — Administration Dept. 12 — Planning & Dev. Dept. 12 — Planning & Dev. Dept. 16 — Public Works Dept. 19 — Parks & Rec.

Vision Point Two ~ Leadership: A premiere place to live, leadership in public education, corporate and governmental partnerships, and high development standards.

Terra Bella Entry

Program

Total Allocation

Key Service Delivery Dept.

Plan Review & Inspections Gas Well Permit Administration Planning & Zoning Water Services Sewer Services Solid Waste & Recycling Westlake Academy Foundation Support Services Academic Support Services Texas Student Housing

$ 48,945 $ 8,197 $ 39,252 $1,662,660 $ 444,994 $ 33,533 $ 20,501 $ 139,151 $ 28,767

Dept. 12 — Planning & Dev. Dept. 12 — Planning & Dev. Dept. 12 — Planning & Dev. Dept. 16 — Public Works Dept. 16 — Public Works Dept. 16 — Public Works Dept. 18 — Finance Dept. 21 — Human Resources Dept. 13 — Town Secretary

TOTAL

$2,426,000

Programs of Service, (cont.) Vision Point Three ~ Caring Community: Informed residents, small town charm and values, historical preservation. Program

Total Allocation

Key Service Delivery Dept.

Emergency Prevention Citizen Engagement & Communications

$ $

Dept. 14 — Fire & EMS Dept. 22 — Communications

TOTAL

70,023 117,221

$ 187,244

Vision Point Four ~ Exemplary Governance: Town officials, both elected and appointed, exhibit respect, stewardship, vision, and transparency. Program

Total Allocation

Key Service Delivery Dept.

Municipal Governance Academic Governance

$ 183,083 $ 78,384

Dept. 11 — Administration Dept. 11 — Administration

TOTAL

$ 261,467

Vision Point Five ~ Service Excellence: Public service that is responsive and professional, while balancing efficiency, effectiveness, and financial stewardship. Program

Total Allocation

Key Service Delivery Dept.

Financial Management Municipal Administration Academic Administration Records Management Emergency Operations Emergency Operations — Billing Services Emergency Operations — Support Services Police Services Municipal Court—Case Processing Municipal Court — Docketing Warrant & Jail Services Municipal Court - Collection Services Judiciary & Administration Utility Billing & Processing Municipal Accounting Services Human Resources — Administration Human Resources —Total Compensation Human Resources — Risk Management Human Resources — Employment Services Right-of-Way (ROW) Management Election Administration Municipal IT Operations Municipal Network Operations

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

Dept. 11 — Administration Dept. 11 — Administration Dept. 11 — Administration Dept. 13 — Town Secretary Dept. 14 — Fire & EMS Dept. 14 — Fire & EMS Dept. 14 — Fire & EMS Dept. 23 — Police Dept. 15 — Municipal Court Dept. 15 — Municipal Court Dept. 15 — Municipal Court Dept. 15 — Municipal Court Dept. 15 — Municipal Court Dept. 18 — Finance Dept. 18 — Finance Dept. 21 — Human Resources Dept. 21 — Human Resources Dept. 21 — Human Resources Dept. 21 — Human Resources Dept. 16 — Public Works Dept. 13 — Town Secretary Dept. 20 — Information Tech. Dept. 20 — Information Tech.

TOTAL

291,888 656,508 274,369 29,621 991,454 12,000 30,504 775,326 61,478 52,013 96,525 17,393 37,024 67,419 202,190 6,501 2,000 4,210 3,166 143,096 12,928 81,592 6,363

$ 3,855,570

“We are limited, not by our abilities, but by our own vision.” - Anonymous

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

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THREE YEAR ANALYSIS COMPARISON REVENUES, EXPENDITURES, FUND BALANCE ALL SOURCES FISCAL YEAR 2013/2014 FY 11/12 Actual FY 11/12 Actual

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

3,657,274 1,442,069 38,286 664,991 598,395 622,337 41,013 189,417 520 2,937,081 749,423 590,853 11,531,659 2,171,100 7,799,196 9,970,296 5,752,276 93,884 5,846,160 $

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

FY 12/13 Estimated

0% 2% 2% 2% 0% 1% 0% 11% 3% 2% 42% 8% 29% 36% 21% 0% 21%

27,348,115

1,977,420 265,344 166,802 161,635 2,571,200 154,220 2,641,311 27,391 229,708 414,625 243,940 2,333,633 980,212 7,025,041 201,196 1,288,016 1,489,212 2,171,100 7,650,305 9,821,405 5,793,561 150,470 5,944,031

4,125,000 1,355,792 49,000 643,950 719,860 560,000 32,490 275,815 0 2,713,560 1,467,739 700,000 12,643,205 2,675,011 9,874,059 12,549,070 5,833,347 69,137 5,902,484

13% 5%

1% 1% 10% 1% 10% 0% 1% 2% 1% 9% 4% 26% 1% 5% 6% 8% 28% 37% 22% 1% 22%

Total Expenditures and Other Uses

26,850,889

21,634,873

Excess Revenues Over (Under) Expenditures

497,226

9,459,887

BEGINNING FUND BALANCE

15,642,160

ENDING FUND BALANCE

16,139,386

4,400,000 1,343,693 50,000 650,388 786,000 570,000 32,490 262,413 0 2,713,560 256,500 700,000 11,765,043 3,122,636 0 3,122,636 6,461,662 45,000 6,506,662

13% 4% 0% 2% 2% 2% 0% 1% 0% 9% 5% 2% 41% 9% 32% 40% 19% 0% 19%

31,094,760

2,047,481 275,023 184,339 166,101 2,672,944 183,900 2,333,820 33,320 249,862 450,437 245,758 1,803,476 1,110,600 6,411,173 44,200 3,872,238 3,916,438 2,675,011 0 2,675,011 5,890,169 69,137 5,959,306

7% 1%

change Amount

FY 13/14 Adopted

1% 1% 12% 1% 11% 0% 1% 2% 1% 8% 5% 30% 0% 18% 18% 12% 0% 12% 27% 0% 28%

0% 3% 4% 3% 0% 1% 0% 13% 1% 3% 55% 15% 0% 15% 30% 0% 30%

21,394,341

2,339,745 325,884 209,783 193,291 3,068,704 243,751 2,749,751 35,310 252,877 467,007 185,758 2,280,531 1,110,600 7,325,585 46,700 11,764,040 11,810,740 3,122,636 0 3,122,636 6,390,295 45,000 6,435,295

9% 1%

31,762,960

467,726 (86,277) 10,714 (21,041) 121,465 (62,337) (8,523) 86,398 (520) (223,521) 718,316 109,147 1,111,547 503,912 2,074,863 2,578,775 81,071 (24,747) 56,324

21% 6%

FY 12/13 Estimated

FY 13/14 Proposed

change Percent

change Amount

13% -6% 28% -3% 20% -10% -21% 46% -100% -8% 96% 18% 10% 23% 27% 26% 0% 0% 0%

3,746,645

14%

70,061 9,679 17,537 4,466 101,744 29,679 (307,491) 5,929 20,154 35,812 1,819 (530,157) 130,388 (613,868) (156,996) 2,584,222 2,427,226 503,912 (7,650,305) (7,146,393) 96,608 (81,333) 15,275

4% 4% 11% 3% 4% 19% -12% 22% 9% 9% 1% -23% 13% -9% -78% 201% 163% 23% 0% -73% 0% 0% 0%

$ (5,216,016)

-19%

7% 1% 1% 1% 10% 1% 9% 0% 1% 1% 1% 7% 3% 23% 0% 37% 37% 10% 0% 10% 20% 0% 20%

$ (10,368,619)

8,962,662

1803%

16,139,386

25,599,273

497,226

25,599,273

15,230,654

9,459,887

59%

FY 12/13 Estimated change Percent

275,000 (12,099) 1,000 6,438 66,140 10,000 0 (13,402) 0 0 (1,211,239) 0 (878,163) 447,625 (9,874,059) (9,426,434) 628,315 (24,137) 604,178

7% -1% 2% 1% 9% 2% 0% -5% 0% 0% -83% 0% -7% 17% 0% -75% 11% -35% 10%

(9,700,419)

-31%

292,264 50,861 25,444 27,190 395,760 59,851 415,931 1,989 3,015 16,570 (60,000) 477,056 0 914,412 2,500 7,891,802 7,894,302 447,625 0 447,625 500,126 (24,137) 475,989

14% 18% 14% 16% 15% 33% 18% 6% 1% 4% -24% 26% 0% 14% 6% 204% 202% 17% 0% 17% 8% -35% 8%

10,128,088

$ (19,828,506) $

9,459,887

$ (10,368,619)

47%

-210% 59% -41%

THREE YEAR ANALYSIS COMPARISON REVENUES, EXPENDITURES, FUND BALANCE ALL SOURCES - BY FUND TYPE FISCAL YEAR 2013/2014 GENERAL FUND Description

SPECIAL REVENUES FUNDS

DEBT SERVICE FUND

ENTERPRISE FUNDS

FY 11/12

FY 12/13

FY 13/14

FY 11/12

FY 12/13

FY 13/14

FY 11/12

FY 12/13

FY 13/14

FY 11/12

Actual

Estimated

Adopted

Actual

Estimated

Adopted

Actual

Estimated

Adopted

FY 12/13

FY 13/14

REVENUES & OTHER SOURCES General Sales Tax

2,534,774

2,883,750

3,150,000

1,122,500

1,241,250

1,250,000

Property Tax

1,271,975

1,225,000

1,189,825

170,094

130,792

153,868

Beverage Tax

38,286

49,000

50,000

Franchise Fees

664,991

643,950

650,388

Permits & Fees

598,395

717,860

786,000

Fines & Forfeits

622,337

560,000

570,000

Investment Earnings

11,595

8,670

4,331

3,445

9,888

6,100

Misc Income

80,933

61,552

51,759

13,440

18,650

3,609

87,040

192,004

Donations

520

Charge for Services

2,937,081

2,713,560

2,713,560 0

Contributions

325,000

11,094

24,423

Hotel Tax Revenues

590,853

700,000

Total Revenues

6,148,806

6,160,876

6,456,641

1,731,124

1,963,345

1,972,095

170,094

134,401

153,868

3,058,432

2,911,664

Transfers In

53,857

82,917

50,520

35,758

1,465,086

1,456,336

1,936,358

500,000

Other Sources

7,799,196

1,000,000

Total Other Sources

53,857

82,917

50,520

35,758

9,264,282

1,456,336

1,936,358

1,500,000

WA-Revenues

WA-Other Sources

Westlake Academy

$ 6,202,663

$ 6,243,793

$ 6,507,161

$ 1,766,882

$ 1,999,103

$ 2,007,853

$ 9,434,376

$ 1,590,736

$ 2,090,226

$ 3,058,432

$ 4,411,664

$ 2,911,664

1,975,441

2,047,481

2,339,745

1,979

Total Revenues and Other Sources

EXPENDITURES & OTHER USES Payroll Salaries Payroll Transfer In

(507,033)

(529,037)

(607,660)

Payroll Transfer Out

255,339

255,225

286,107

251,694

273,812

321,554

Insurance

265,344

275,023

325,884

Taxes

166,802

184,339

209,783

Retirement

161,635

166,101

193,291

Total Payroll

2,062,189

2,143,907

2,461,043

255,339

255,225

286,107

253,673

273,812

321,554

Supplies

145,819

158,745

231,571

3,437

18,055

4,080

4,964

7,100

8,100

Service

1,462,783

1,590,242

2,013,162

179,462

200,470

208,430

150,021

1,130

907

449,045

541,978

527,253

Insurance

22,588

28,530

30,520

4,803

4,790

Maintenance

100,677

120,247

123,262

129,032

129,615

129,615 130,760

Rent & Utilities

279,804

286,962

299,812

37,480

34,225

36,435

97,341

129,250

Interfund Advance

243,940

245,758

185,758

Debt

1,618,898

1,612,263

2,089,319

714,735

191,212

Water Purchases

980,212

1,110,600

Total Expenditures

2,011,672

2,184,726

2,698,326

464,319

498,508

434,703

1,768,919

1,613,393

2,090,226

2,380,131

2,114,545

2,102,330

Capital Outlay

188,786

29,200

31,700

12,409

15,000

Capital Projects

(166,045)

175,424

1,521,880

Total Capital

188,786

29,200

31,700

(153,635)

190,424

1,536,880

Transfers Out

880,486

1,149,817

1,716,531

1,195,106

1,401,296

1,265,220

95,507

87,500

140,885

Other Uses

7,650,305

Total Other Uses

880,486

1,149,817

1,716,531

1,195,106

1,401,296

1,265,220

7,650,305

95,507

87,500

140,885

WA - Expenditures

WA-Other Uses

Westlake Academy

Total Expenditures and Other Uses

$ 5,143,134

$ 5,507,650

$ 6,907,600

$ 1,914,765

$ 2,155,029

$ 1,986,030

$ 9,419,224

$ 1,613,393

$ 2,090,226

$ 2,575,676

$ 2,666,282

$ 4,101,649

Excess Revenues Over (Under) Expenditures

$ 1,059,529

$ (400,439) $ (147,883) $ (155,926) $

21,823

15,153

482,756

$ 1,745,383

$ (1,189,985)

BEGINNING FUND BALANCE

$ 3,323,861

$ 4,383,390

$ 5,119,533

$ 1,392,389

$ 1,244,506

$ 1,088,580

7,504

22,657

$ 4,665,719

$ 5,148,475

$ 6,893,858

ENDING FUND BALANCE

$ 4,383,390

$ 5,119,533

$ 4,719,094

$ 1,244,506

$ 1,088,580

$ 1,110,404

22,657

$ 5,148,475

$ 6,893,858

$ 5,703,873

736,143

(22,657) $

INTERNAL SERVICE FUNDS FY 11/12

FY 12/13

CAPITAL PROJECT FUNDS

FY 13/14

Description

WESTLAKE ACADEMY

GRAND TOTAL

FY 11/12

FY 12/13

FY 13/14

FY 11/12

FY 12/13

FY 13/14

FY 11/12

FY 12/13

FY 13/14

Actual

Estimated

Adopted

Actual

Estimated

Adopted

Actual

Estimated

Adopted

REVENUES & OTHER SOURCES General Sales Tax

3,657,274

4,125,000

4,400,000

Property Tax

1,442,069

1,355,792

1,343,693

Beverage Tax

38,286

49,000

50,000

Franchise Fees

664,991

643,950

650,388

Permits & Fees

2,000

598,395

719,860

786,000

Fines & Forfeits

622,337

560,000

570,000

Investment Earnings

2,654

1,875

12,545

12,400

41,013

32,490

Misc Income

8,004

189,417

275,815

262,413

Donations

520

Charge for Services

2,937,081

2,713,560

2,713,560 256,500

Contributions

400,000

1,456,645

256,500

749,423

1,467,739

Hotel Tax Revenues

590,853

700,000

Total Revenues

2,654

3,875

1,875

420,549

1,469,045

268,900

11,531,659

12,643,205

11,765,043 3,122,636

Transfers In

580,000

600,000

36,398

500,000

2,171,100

2,675,011

Other Sources

6,250

8,867,809

7,799,196

9,874,059

Total Other Sources

580,000

606,250

600,000

36,398

8,867,809

500,000

9,970,296

12,549,070

3,122,636 6,461,662

WA-Revenues

5,752,276

5,833,347

6,461,662

5,752,276

5,833,347

WA-Other Sources

93,884

69,137

45,000

93,884

69,137

45,000

Westlake Academy

5,846,160

5,902,484

6,506,662

5,846,160

5,902,484

6,506,662

456,947

$ 10,336,854

768,900

$ 5,846,160

$ 5,902,484

$ 6,506,662

$ 27,348,115

$ 31,094,760

$ 21,394,341

1,977,420

2,047,481

2,339,745

Total Revenues and Other Sources

$ 582,654

610,125

601,875

EXPENDITURES & OTHER USES Payroll Salaries

Payroll Transfer In

(507,033)

(529,037)

(607,660)

Payroll Transfer Out

507,033

529,037

607,660

Insurance

265,344

275,023

325,884

Taxes

166,802

184,339

209,783

Retirement

161,635

166,101

193,291

Total Payroll

2,571,201

2,672,944

3,068,704

Supplies

154,220

183,900

243,751

Service

400,000

2,641,311

2,333,820

2,749,751

Insurance

27,391

33,320

35,310

Maintenance

229,708

249,862

252,877 467,007

Rent & Utilities

414,625

450,437

Interfund Advance

243,940

245,758

185,758

Debt

2,333,633

1,803,476

2,280,531

Water Purchases

980,212

1,110,600

Total Expenditures

400,000

7,025,041

6,411,173

7,325,585

Capital Outlay

201,196

44,200

46,700

Capital Projects

343,585

357,039

607,726

1,110,476

3,339,775

9,634,434

1,288,016

3,872,238

11,764,040

Total Capital

343,585

357,039

607,726

1,110,476

3,339,775

9,634,434

1,489,212

3,916,438

11,810,740

Transfers Out

36,398

2,171,100

2,675,011

3,122,636

Other Uses

7,650,305

Total Other Uses

36,398

9,821,405

2,675,011

3,122,636 6,390,295

WA - Expenditures

5,793,561

5,890,169

6,390,295

5,793,561

5,890,169

WA-Other Uses

150,470

69,137

45,000

150,470

69,137

45,000

Westlake Academy

5,944,031

5,959,306

6,435,295

5,944,031

5,959,306

6,435,295

607,726

$ 1,510,476

9,634,434

$ 5,944,031

$ 5,959,306

$ 6,435,295

$ 26,850,890

$ 21,634,873

$ 31,762,960

$ (10,368,619)

Total Expenditures and Other Uses

$ 343,585

357,039

Excess Revenues Over (Under) Expenditures

$ 239,069

253,086

BEGINNING FUND BALANCE

$ 734,175

973,244

$ 1,226,330

$ 4,634,332

ENDING FUND BALANCE

$ 973,244

$ 1,226,330

$ 1,220,479

$ 3,580,803

$ 10,541,484

3,376,173

(5,851) $ (1,053,529) $

6,960,681

$ (8,865,534) $

(97,871) $

(56,822) $

3,580,803

$ 10,541,484

884,180

786,309

729,487

$ 15,642,159

$ 16,139,384

$ 25,599,271

786,309

729,487

800,854

$ 16,139,384

$ 25,599,271

$ 15,230,652

1,675,949

71,367

497,225

9,459,887

CURRENT YEAR ANALYSIS REVENUES, EXPENDITURES, FUND BALANCE ALL SOURCES FISCAL YEAR 2013/2014 General Fund

REVENUES AND OTHER SOURCES 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 Total Revenues and Other Sources

EXPENDITURES AND OTHER USES Payroll Salaries Payroll Transfers Insurance Taxes Retirement Total Payroll Supplies Services Insurance Maintenance Rent & Utilities Interfund Advance Debt Water Purchases Total Expenditures Capital Outlay Capital Projects Total Capital Transfers Out Other Uses Total Other Uses WA Expenses WA Others Uses Westlake Academy

30%

Special Revenue Funds

1,100,000 500 $1,100,500

150,000 $150,000

45 $45

2,900 18,650 700,000 $721,550

of total revenue 1,250,000 3,445 18,650 700,000 $1,972,095

50,520 $50,520

35,758 $35,758

$6,507,161

$1,100,500

$185,758

$45

22%

of total expenses 2,339,745 (607,660) 325,884 209,783 193,291 $2,461,043

Enterprise Funds

10%

of total revenue 3,150,000 1,189,825 50,000 650,388 786,000 570,000 8,670 51,759 $6,456,641

Debt Service

of total revenue

14%

of total revenue

153,868 $153,868

100 5,960 $6,060

6,000 192,004 2,707,600 $2,905,604

6,100 192,004 2,713,560 $2,911,664

35,758 $35,758

1,936,358 $1,936,358

$721,550

$2,007,853

$2,090,226

$6,060

$2,905,604

$2,911,664

of total expenses

0% CF

13%

of total expenses

286,107 $286,107

321,554 $321,554

231,571 2,013,162 30,520 123,262 299,812 $2,698,326

185,758 $185,758

4,080 208,430 36,435 $248,945

4,080 208,430 36,435 185,758 $434,703

907 2,089,319 $2,090,226

4,225 7,215 $11,440

8,100 523,028 4,790 122,400 130,760 191,212 1,110,600 $2,090,890

8,100 527,253 4,790 129,615 130,760 191,212 1,110,600 $2,102,330

31,700 $31,700

15,000 1,521,880 $1,536,880

1,716,531 $1,716,531

1,100,500 $1,100,500

164,720 $164,720

1,265,220 $1,265,220

140,885 $140,885

Total Expenditures and Other Uses

$6,907,600

$1,100,500

$185,758

$699,771

$1,986,029

$2,090,226

$11,440

$4,090,209

$4,101,649

Excess Revenues Over (Under) Expenditures

-$400,439

$45

$21,779

$21,824

BEGINNING FUND BALANCE……………

$5,119,533

$13,621 $1,074,959

$1,088,580

$148,298

$6,745,560

$6,893,858

ENDING FUND BALANCE……………

$4,719,094

$13,666 $1,096,739

$1,110,405

$142,918

$5,560,956

$5,703,873

-$5,380 -$1,184,605 -$1,189,985

Internal Service Funds

0% UM

Internal Service Funds

of total revenue

Capital Project Funds

Academy

30%

FY 13/14

% of

EXP

of total revenue

Proposed

Total

Capital Project Funds

1% CP

Westlake Academy

125 $125

1,750 $1,750

1,875 $1,875

7,400 256,500 $263,900

5,000 $5,000

12,400 256,500 $268,900

4,400,000 1,343,693 50,000 650,388 786,000 570,000 32,490 262,413 2,713,560 256,500 700,000 $11,765,043

21% 6% 0% 3% 4% 3% 0% 1% 13% 1% 3% 55%

50,000 $50,000

550,000 $550,000

600,000 $600,000

500,000 $500,000

3,122,636 $3,122,636

15% 0% 15%

6,461,662 45,000 $6,506,662

30% 0% 30%

$50,125

$551,750

$601,875

$263,900

$505,000

$768,900

$6,506,662

$21,394,341

100%

0% UM

of total expenses

6% CP

25%

30%

EXP

of total expenses

20%

FY 13/14

% of

of total expenses

Proposed

Total

2,339,745 (0) 325,884 209,783 193,291 $3,068,704

7% 0% 1% 1% 1% 10%

243,751 2,749,751 35,310 252,877 467,007 185,758 2,280,531 1,110,600 $7,325,585

1% 9% 0% 1% 1% 1% 7% 3% 23%

88,000 $88,000

519,726 $519,726

607,726 $607,726

1,838,484 $1,838,484

7,795,950 $7,795,950

9,634,434 $9,634,434

46,700 11,764,040 $11,810,740

0% 37% 37%

3,122,636 $3,122,636

10% 0% 10%

6,390,295 45,000 $6,435,295

20% 0% 20%

Total Expenditures and Other Uses

$88,000

$519,726

$607,726

$1,838,484

$7,795,950

$9,634,434

$6,435,295

$31,762,960

100%

Excess Revenues Over (Under) Expenditures

-$37,875

$32,024

-$5,851

-$1,574,584

-$7,290,950

-$8,865,534

$71,367

-$10,368,618

BEGINNING FUND BALANCE……………

$61,274 $1,165,056

$1,226,330

$2,105,739

$8,435,745

$10,541,484

$729,487

$25,599,272

ENDING FUND BALANCE……………

$23,399 $1,197,080

$1,220,479

$531,155

$1,144,795

$1,675,949

$800,855

$800,854

$15,230,654

ALL FUNDS OVERVIEW

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

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

CURRENT YEAR FY 12/13 ESTIMATED vs. NEXT YEAR FY 13/14 ADOPTED • The September 30, 2014 adopted ending fund balance totals $15,230,654; • a 41% decrease of $10,368,618 from the September 30, 2013 estimated ending fund balance of $25,599,272 Fund Name General Fund Special Revenue Funds Enterprise Funds Internal Service Funds Capital Project Funds Westlake Academy TOTAL

FY 12/13 Estimated 5,119,533 1,088,580 6,893,858 1,226,330 10,541,484 729,487 $25,599,272

FY 13/14 Adopted 4,719,094 1,110,405 5,703,873 1,220,479 1,675,949 800,855 $15,230,654

change Amount (400,439) 21,824 (1,189,985) (5,851) (8,865,534) 71,368 -$10,368,618

change Percent -8% 2% -17% 0% -84% 10% -41%

The primary sources of this change are noted below: • Capital Project Funds - the 2014 ending fund balance is $8.65M less than the 2013 estimated ending fund balance. Available fund balance from bond proceeds received in the prior year are being used for construction of three new buildings on the Westlake Academy campus. •

Enterprise Funds - the 2014 ending fund balance is $1.189M less than the 2013 estimated ending fund balance. Available fund balance from bond proceeds received in the prior year are being used for construction of a new ground storage tank.

•

General Fund - the 2014 ending fund balance is $400K less than the 2013 estimated ending fund balance. Available fund balance is being used for one-time costs of $338K relating to comprehensive plan updates; accumulated fund balance will also be used for increased payroll and insurance costs.

ALL FUNDS OVERVIEW

REVENUES AND OTHER FINANCING SOURCES Comparing the FY 12/13 estimated revenues to FY 13/14 adopted revenues: • Total revenues (all funding sources) are budgeted at $21,394,341 • A 31% decrease of $9,700,419 from the FY 12/13 estimate Fund Name General Fund Special Revenue Funds Debt Service Funds Enterprise Funds Internal Service Funds Capital Project Funds Westlake Academy

FY 12/13 Estimated 6,243,793 1,999,103 1,590,736 4,411,664 610,125 10,336,854 5,902,484

FY 13/14 Proposed 6,507,161 2,007,853 2,090,226 2,911,664 601,875 768,900 6,506,662

% of Total 30% 9% 10% 14% 3% 4% 30%

Change Amount 263,368 8,750 499,490 (1,500,000) (8,250) (9,567,954) 604,178

Change Percent 4% 0% 31% -34% -1% -93% 10%

TOTAL ALL FUNDS

31,094,760

21,394,341

100%

(9,700,419)

-31%

The primary sources of this change are noted below: • Capital Project Funds decreased $9,567,954; In FY 12/13 the Westlake Academy Expansion Fund received one-time contributions of $1.225M and bond proceeds of $8.867M for project expenses related to the construction of the three new buildings at the Westlake Academy campus. • Enterprise Funds decreased $1,500,000; In FY 12/13 the Utility Fund received one-time bond proceeds of $1.0M and transfers in from the General Fund of $500K for project expenses related to the construction of the new Ground Storage Tank. • Westlake Academy increased $601,178; this increase is in part attributable to increased state funding based on the increase in classes in the PYP Programme grades one and three, an increase in estimated Westlake Academy Foundation’s Blacksmith Program contributions and a contribution from the Town of Westlake for various building and maintenance costs. • Debt Service Fund increased $499,490; In FY 13/14 transfers in from the General Fund will increase $566K and transfers in from 4B Economic Development Fund will decrease $109K Largest Revenue Fund Types include: • General Fund 30% o 48% General Sales Tax o 18% Property Tax o 12% Permits and Fees o 10% Franchise Fees

$3,150,000 $1,189,825 $ 786,000 $ 650,388

•

Westlake Academy 30% o 75% State Funding o 24% Local Funding

•

Enterprise Funds 14% o 93% Charge for Services $2,707,600 o 6% Misc. Income $ 192,004

•

Debt Service Fund 10% o 92% Transfers In o 7% Property Tax

Largest Revenue Funds Debt Service 10%

$4,855,506 $1,538,434

$1,936,358 $ 153,868

Enterprise Funds 14%

General Fund 30%

Westlake Academy 30%

ALL FUNDS OVERVIEW

EXPENDITURES AND OTHER OPERATING USES Comparing the FY 12/13 estimated expenditures to FY 13/14 adopted expenditures; • Total expenditures (all funding uses) are budgeted at $31,762,960 • A 47% increase of $10,128,088 from FY12/13 estimated expenditures Fund Name General Fund Special Revenue Funds Debt Service Funds Enterprise Funds Internal Service Funds Capital Project Funds Westlake Academy

FY 12/13 Estimated 5,507,650 2,155,029 1,613,393 2,666,282 357,039 3,376,173 5,959,306

FY 13/14 Proposed 6,907,600 1,986,030 2,090,226 4,101,649 607,726 9,634,434 6,435,295

% of Total 22% 6% 7% 13% 2% 30% 20%

Change Amount 1,399,950 (168,999) 476,833 1,435,367 250,687 6,258,261 475,989

Change Percent 25% -8% 30% 54% 70% 185% 8%

21,634,873

31,762,960

100%

10,128,088

47%

TOTAL ALL FUNDS

• • •

Capital Project Funds increased $6,258,261; In FY 13/14 the Westlake Academy Expansion Fund will have project expenses of $6.170M related to the construction of the three new buildings at the Westlake Academy campus. Enterprise Funds decreased $1,435,367; In FY 13/14 the Utility Fund will have project expenses of $1.346M related to the construction of the new Ground Storage Tank. General Fund increased $1,399,950; o Payroll wages, insurance and taxes increased $317K; this increase includes a $115,000 market pay increase (inclusive of taxes and insurance) and new hire personnel changes of $152K. Insurance, taxes and retirement costs will increase by $103,495 in conjunction with the changes noted above. o Transfers Out to the Debt Service Fund increased $566K. o Service Expenditures increased $422K; the largest portion of this increase is related to the Comprehensive Plan services of $338K; increased building inspections of $55K are related to upcoming residential and commercial developments; Keller Police contract services also increased $40K.

Largest expenditures fund types include: • Capital Project Funds 30% o 81% Academy Expansion $6.170M o 19% Other Misc. Projects $124K •

•

General Fund 22% o 36% Payroll & Related o 29% Services o 25% Transfer Out

$2.461M $2.013M $1.716M

Westlake Academy 20% o 76% Payroll & Related $4,832M o 14% Contracted Services $ 882K Enterprise Funds 13% o 37% Projects o 27% Water Purchases o 13% Service

$1.521M $1.110M $ 523K

Largest Expenditure Funds Enterprise Funds, 13% Capital Projects, 30%

Academic Funds, 20% General Fund, 22%

AD VALOREM PROPERTY TAX FOUR YEAR ANALYSIS Fiscal Year 2013/2014 APPRAISED AND TAXABLE VALUES

Total Appraised Value

FY 10/11

FY 11/12

FY 12/13

FY 13/14

Actual

Estimated

Adopted

$ 1,025,535,296

$ 1,090,892,532

$ 1,213,602,021

$ 1,233,405,814

percent change

6.37%

Net Taxable Value

880,169,946

913,119,313

percent change

Millions

864,452,946

3.74%

$1,400 $1,200

11.25%

856,728,618 -0.89%

$1,233

$1,214

$1,026

-5.33%

1.63%

$1,091 $880

$1,000

$913

$864

$857

FY 10/11 Actual FY 11/12 Actual

$800 $600

FY 12/13 Estimated

$400 $200

FY 13/14 Proposed

$0 Total Appraised Value

Net Taxable Value

TAX RATE DISTRIBUTION Tax Rate Distribution General Fund

(M&O)

0.15620

0.13835

0.14197

0.13888

Debt Service Fund

(I&S)

0.00390

0.01849

0.01487

0.01796

0.16010

0.15684

TOTAL percent change

-2.04%

0.00%

Percentage Distribution General Fund

(M&O)

97.56%

88.21%

90.52%

88.55%

Debt Service Fund

(I&S)

2.44%

11.79%

9.48%

11.45%

100.00%

TOTAL

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PERSONNEL AND ORGANIZATION

C ITIZENS

W ESTLAKE

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

Board Secretary

Town Manager

Town Attorney

Assistant Town Manager

Director of Curriculum & Instruction

Town Secretary Interns 2 x .50

Administrative Coordinator Administrative Assistants (2) Dining Hall Sr. Administrative Assistant (.50)

Nurse

Primary Principal

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

Judge

Marshal

Deputy Clerk

Clerk (.50)

Fire Chief

PYP Coordinator

Communications

3 Lieutenants

PYP Teachers

Facilities Maintenance / Parks & Recreation

6 Firefighter Paramedics

PYP Counselor PYP Special Education

Police Services

WA Technician

(contracted thru the City of Keller)

Librarian

Secondary Principal

Court Supervisor

Planning & Development / Building Inspector

Human Resources

MYP/DP Coordinator

Sr. Administrative Assistant (.50)

Public Works

Human Resources Generalist

Technician

Billing Clerk

MYP/DP Teachers

Finance

MYP/DP Counselors MYP/DP Special Education Athletic Director

Information Technology

Supervisor

Academy

Municipal

WA Technician

Personnel staffing levels for the Town of Westlake are presented in full-time equivalents (FTE) positions. For example, a position staffed for 40 hours per week for 52 weeks per year equals one full-time equivalent position with a total of 2,080 hours. Therefore an FTE position of .50 refers to a position that is funded for 1,040 hours per year.

Personnel Position Summary All Years Dept

Position

Town Manager

1.00

Assistant Town Manager

FY 09/10 Actual

FY 10/11 Actual 1.00 -

FY 11/12 Actual 1.00 -

FY 12/13 Estimated

FY 13/14 Proposed

1.00

0.75

1.00

0.75

Part-Time Intern (1)

0.25

0.50

Part-Time Intern (2)

0.25

0.50

1.00

0.33

0.50

Administrative Assistant 13

Town Secretary

1.00

Fire Chief

1.00

2.00

3.00

Firefighter/Paramedics

6.00

1.00

0.25

1.00

Court Administrator

1.00

Deputy Clerk (2)

1.00

Judge

1.00

Marshal

1.00

Part-Time Clerk

0.50

1.00

0.50

1.00

0.75

1.00

0.50

Public Works Superintendent

Facilities Maintenance Director

0.50

0.25

Part-Time Technician

Part-Time Clerk

Administrative Assistant Finance Director Finance Supervisor

0.50 0.25 -

0.25 -

1.00

0.50

Human Resources Director Part-Time Clerk Administrative Assistant HR Generalist Communications Director Westlake Academy Total

1.00

0.25

Finance Clerk

Information Technology Director

0.33

1.00

0.33

1.00

Park Technician

0.25

0.33

1.00

Parks & Recreation Director

0.33

Finance Assistant

Administrative Assistant

1.00

Deputy Clerk (1)

Building Technician

2.00

Part-Time Utility Billing Clerk

0.17

1.00

Utility Technician

(0.75)

Lt. Firefighter/Paramedics

Supervisor

0.75

Assistant to the Town Manager

Planning & Development Director

change

0.25 -

1.00 -

0.34

0.25 -

0.50

0.25

0.50

0.75

0.50

0.34

0.25 -

(0.50)

(0.34)

1.00

55.62

60.44

69.53

73.07

76.18

3.11

82.62

87.69

97.53

102.07

106.93

4.86

Municipal

Academy

Total

27.00

55.62

82.62

0.00

STAFF REDUCTION - Dept 21

FY 09/10

RECLASS - Dept 12-17-19-21

(0.08)

1.00

1.00 -

(0.50)

FY 10/11

27.25

60.44

87.69

NEW EMPLOYEES - Dept 14-21-WA

5.11

FY 11/12

28.00

69.53

97.53

STATUS CHANGE - Dept 16 Total Changes

0.25 4.86

FY 12/13

29.00

73.07

102.07

FY 13/14

30.75

76.18

106.93

PERSONNEL SUMMARY OVERVIEW Personnel staffing levels for the Town of Westlake are presented in full-time equivalents (FTE) positions. For example, a position staffed for 40 hours per week for 52 weeks per year (2,080 hours) equals one full-time equivalent position. For firefighter/paramedic positions, an FTE is based on 2,912 hours per year, or an average of 56 hours per week is used. An FTE position of .50 refers to a position that is funded for 1,040 hours per year (2,080 x .50). The personnel count includes vacant positions. The total personnel staffing for the Town of Westlake in FY 2013-2014 is budgeted at 106.93 positions. This represents an increase of 4.86 from the FY 2012-2013 total of 102.07. Police Services continue to be outsourced/contracted through the Keller Police Department. • New positions (increased 5.11) o Dept 14 Emergency Services – increased 1.000 to add a full time Lieutenant o Dept 21 Human Resources – increased 1.000 to add a full time HR Generalist. This will be offset by (.833) with the elimination of one .50 FTE position and the reallocation of one .333 FTE between other operating departments o Westlake Academy – increased 3.110 • Status Change (increased .25) o Dept 16 Public Works - increased by .25 by changing the part time utility billing clerk to a full time position. • Elimination of Existing Employees (decreased .50) o Dept 21 Human Resources – decreased (.50) • Reallocation of Existing Employees (no impact) o Dept 12 Planning and Development – increased 0.167 o Dept 17 Facilities Maintenance – decreased (.084) o Dept 19 Parks and Recreation – increased .25 o Dept 21 Human Resources – decreased (.333)

Dept # 11 12 13 14 15 16 17 18 19 20 21 22 23

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 Police Services Westlake Academy Total Employees

FY 12/13 Estimated 2.75 1.33 1.00 9.00 4.75 2.75 1.08 3.00 0.50 0.25 1.58 1.00 0 73.07 102.07

FY 13/14 Proposed 2.75 1.50 1.00 10.00 4.75 3.00 1.00 3.00 0.75 0.25 1.75 1.00 0 76.18 106.93

change Amount 0.17 1.00 0.25 (0.08) 0.25 0.17 0 3.11 4.86

Percent of total 3% 1% 1% 9% 4% 3% 1% 3% 1% 0% 2% 1% 0% 71% 100%

PERSONNEL SUMMARY OVERVIEW 0 Town Manager

10 1.50

Town Secretary

1.00

Emergency Services

Finance Dept

10.00

Municipal Court Facilities Maintenance

2.75

Planning & Development

Public Works

4.75 3.00 1.00 3.00

Park & Recreation

0.75

Information Technology

0.25

Human Resources

1.75

Communications

1.00

Westlake Academy

76.18

EMPLOYEE ALLOCATIONS BY FUND Dept No.

Department Name

General Utility Visitor Westlake TOTAL Fund Fund Fund Academy

Town Manager

2.23

0.26

2.75

Planning & Development

1.50

Town Secretary

1.00

Emergency Services

10.00

Municipal Court

4.75

Public Works

0.75

2.25

3.00

Facilities Maintenance

0.63

0.38

1.00

Finance Dept

1.25

1.00

0.75

3.00

Park & Recreation

0.38

0.75

Information Technology

0.25

Human Resources

1.66

0.04

1.75

Communications

1.00

Police Services

Westlake Academy

76.18

24.39

3.56

2.81

76.18

106.93

Total Employees

General Fund, 24.39 23%

Utility Fund, 3.56 3%

Visitor Fund, 2.81 3%

Westlake Academy, 76.18 71%

PERSONNEL SUMMARY OVERVIEW At the end of FY 12/13 there is estimated to be 1,008 residents and 29 employees. This equals a ratio of 34.76 residents per each full-time equivalent employee. This is a decrease of .96 based on the FY 11/12 FTE postions of 28 and 1,000 residents. FY 07/08 Actual 27.00 785 29.07

Position Number of Town Employees Number of Residents Residents per Town Employee

FY 08/09 Actual 28.00 803 28.68

FY 09/10 Actual 27.00 847 31.37

FY 10/11 Actual 27.25 992 36.40

FY 11/12 Actual 28.00 1,000 35.71

FY 12/13 Estimated 29.00 1,008 34.76

EMPLOYEES BY CLASSIFICATION Dept # 11 12 13 14 15 16 17 18 19 20 21 22 23

Full Time 1.75 1.50 1.00 10.00 4.25 3.00 0.50 3.00 0.50 0.25 1.75 1.00 76.18 104.68

Part Time 1.00 0.50 0.50 0.25 2.25

TOTAL 2.75 1.50 1.00 10.00 4.75 3.00 1.00 3.00 0.75 0.25 1.75 1.00 76.18 106.93

Part Time, 2.25 2%

Full Time, 104.68 98%

EMPLOYEES BENEFITS FY 12/13 Estimated

Description Medical Insurance

238,597

FY 13/14 Adopted

change Amount

288,702

change Percent

50,105

21%

Dental Insurance

21,309

Life Insurance Social Security

15,117 127,026

15,873 144,431

756 17,405

5% 14%

Medicare TMRS Retirement

29,672 144,046

33,736 171,236

4,064 27,190

14% 19%

Unemployment Taxes

3,807

4,039

232

Worker's Compensation

23,834

27,577

3,743

16%

TOTAL

$ 603,408

$ 706,903

$ 103,495

17%

Town employee benefits have increased $103,495 (17%). This increase is caused by many factors, including the addition two new full time employees and increases in wages for existing employees due to phase 2 market adjustments being implemented.

PERSONNEL SUMMARY OVERVIEW

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

PERSONNEL SUMMARY OVERVIEW Fair Labor Standards Act (FLSA) The Fair Labor Standards Act established minimum wage, overtime, recordkeeping and child labor standards and applies to all full-time and part-time employees. As amended in 1985, the FLSA provides the option for compensatory time in lieu of overtime compensation for nonexempt employees. Executive, administrative and professional employees are exempt from the FLSA overtime requirements. The Town will comply with the FLSA, which establishes the minimum wage for non-exempt employees. (Reference section 3.07 – page 26 of the personnel manual) Salary Survey As a component of the FY 2012-2013 budget, salary adjustments were recommended as a Service Level Adjustment (SLA) to bring staff closer to market. Due to the distance from market, this program has occurred over two (2) fiscal years. Phase 1 of this market adjustment was implemented in FY 2012-2013, and Phase 2 will be in FY 2013-2014. Historically, most Town Staff salaries have been significantly behind the market for cities in the market, where Westlake competes for employee talent. This two year program is intended, from a policy perspective, to bring municipal employees in alignment with the compensation policy we have utilized for some time with our education employees by being within 3 percent of the median of the market. The Town of Westlake salary survey is based on data from the Waters Consulting Group; the most widely used municipal salary database in the state of Texas. Where possible, data is collected for comparable positions from a list of “core cities”. Core cities surveyed include Keller, Southlake, Grapevine, Colleyville, Haltom City, Hurst, Euless, Bedford, North Richland Hills, Richland Hills, Roanoke, Trophy Club, and Watauga. However, data is not always reported for every position from these core cities, or the positions listed are not sufficiently comparable. For these reasons, data is obtained from alternate cities in the DFW area to supplement data provided from the core cities, in order to provide a sufficient sampling of the market in our geographical region. Alternate cities include: Addison Frisco Red Oak Burleson Highland Waxahachie Denton Lancaster Fairview Alvarado Cedar Hill Rockwall Allen

Forney Melissa Benbrook Granbury Park Sherman Corinth Keller ISD Wylie Cleburne McKinney Duncanville Weatherford Greenville

Little Elm Azle Garland Saginaw Coppell Joshua Northwest ISD Lewisville DeSoto White Settlement Highland Village Farmers Branch Gainesville

GENERAL FUND

General Fund Program Summary

Fiscal Year

2013/2014 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 11/12

FY 12/13

FY 13/14

REVENUES & OTHER SOURCES General Sales Tax

On-going

2,156,798

General Sales Tax

One-time

377,976

Property Tax

1,271,975

2,490,000 1,183,514

2,533,750

2,950,000

350,000

200,000

1,225,000

1,189,825

Hotel Tax

Charge for Services

Donations

520

Beverage Tax

38,286

32,750

49,000

50,000

Franchise Fees

664,991

664,925

643,950

650,388

Permits & Fees

598,395

476,150

717,860

786,000

Fines & Forfeitures

622,337

560,000

570,000

11,595

13,470

8,670

Contributions

325,000

11,094

Misc Income

80,933

51,277

61,552

51,759

Total Revenues

6,148,806

5,472,086

6,160,876

6,456,641

Transfers In

53,857

46,519

82,917

50,520

Investment Earnings

Other Sources Total Other Sources TOTAL REVENUES & OTHER SOURCES

53,857

46,519

82,917

50,520

6,202,663

5,518,605

6,243,793

6,507,161

EXPENDITURES & OTHER USES Payroll Salaries

1,468,408

1,527,768

1,518,444

1,732,085

Payroll Insurance

265,344

275,023

325,884

Payroll Taxes

166,802

184,172

184,339

209,783

Payroll Retirement

161,635

165,944

166,101

193,291

2,062,189

2,152,907

2,143,907

2,461,043

Total Payroll and Related Supplies

145,819

157,219

158,745

231,571

Services

1,462,783

1,564,864

1,590,242

2,013,162

Insurance

22,588

23,678

28,530

30,520

Repair & Maintenance

100,677

115,747

120,247

123,262

Rent & Utilities

279,804

269,770

286,962

299,812

Interfund Advance

Debt

Total Operating Expenditures Capital Outlay Capital Projects

2,011,672

2,131,277

2,184,726

2,698,326

188,786

18,700

29,200

31,700

Total Capital

188,786

18,700

29,200

31,700

4,262,647

4,302,884

4,357,833

5,191,069

844,088

944,319

649,817

1,216,531

36,398

2,000,000

500,000

880,486

2,944,319

1,149,817

1,716,531

TOTAL EXPENDITURES & OTHER USES

5,143,134

7,247,203

5,507,650

6,907,600

EXCESS REVENUES OVER(UNDER) EXPENDITURES

1,059,529

(1,728,599)

FUND BALANCE, BEGINNING

3,323,861

4,383,390

5,119,533

FUND BALANCE, ENDING

4,383,390

2,654,791

5,119,533

4,719,094

242,710

197,800

261,938

283,250

4,140,680

2,456,991

4,857,595

4,435,844

296

171

TOTAL EXPENDITURES Transfers Out - Operating (DS/ED/GMR) Transfers Out - Non Operating Total Other Uses

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

736,143

(400,439)

354

253

13,719.59

17,555.07

Restricted/Assigned/Committed Funds C

Court Technology

100

10112

000

84,591

66,000

95,277

107,313

Court Security

100

10113

000

102,239

89,000

109,732

117,774

Court Efficiency

100

10116

000

5,938

2,800

6,987

8,221

Reforestation

100

10110

101

20,794

16,000

20,794

Street Escrow (TB/RA)

100

10110

102

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

29,147

24,000

29,147

242,710

197,800

261,938

283,250

FUND OVERVIEW GENERAL FUND Revenues and Transfers In Total General Fund revenues and transfers in for FY 2013-14 are budgeted to be $6,521,364 • A 4% increase of $277,571 from the FY 2013-14 estimated revenues and transfers in of $6,243,793 o Increased Revenues $351,828  General Sales Tax $266,250  Beverage tax $1,000  Franchise Fees $6,438  Permits and Fees $68,140  Fines and forfeitures $10,000

Property Tax 18%

o Decreased Revenues $74,256  Property Tax $20,972  Misc. Income $9,793  Contributions $11,094  Transfers In $32,397

Franchise Fees 10%

Permits and Fees 12%

Fines & Forfeitures 9%

General Sales Tax 48%

FY 13/14 Adopted Revenues

General Sales Tax • Sales tax receipts comprise 48% of FY 2013-14 General Fund revenues. • Sales taxes for the General Fund are budgeted to increase by $266,250. o On-going sales tax is anticipated to increase by $416,250 based on current year trend and analysis. o Presumed one-time amounts are projected to decrease by $150,000 (as an effort to be conservative with this type of projection). • Sales taxes are collected on the sale of goods and services within the Town as authorized by the State of Texas. • The maximum sales tax allowed in the State of Texas is 8.25% per dollar on all taxable goods and services. Funds are collected by the Texas Comptroller of Public Accounts and remitted to the Town on a monthly basis. • An amount equal to 1.50% of the taxable General Sales Tax $0.20 sales (75% of local (shown in millions) $0.75 $0.35 collections) is $0.38 $0.79 $0.77 appropriated to the $0.91 $0.89 $0.42 $0.40 $0.30 Town’s General Fund. $0.40 $4.00 This total includes the $3.76 $3.52 $3.02 .50% that is received for $2.40 $2.60 $2.59 $2.27 $2.55 $1.95 “Property Tax Reduction”. • The Town also receives FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 estimated adopted an additional .50% sales tax that is recorded in Base Sales Tax Economic Development Agreement the 4B Economic Audit Payment Presumed One-Time Payment Development Corporation Fund.

FUND OVERVIEW Property Tax • Property tax receipts comprise 18% of FY 2013-14 General Fund revenues. • FY 2010-11 was the first year the Net Taxable General Town of Westlake imposed an ad Fiscal Year Value Fund Rate valorem property tax. FY 10/11 actual $880,169,946 $0.15620 • The total tax rate of $.15684 will FY 11/12 actual $913,119,313 $0.13835 remain unchanged for FY 2013-14

Debt Fund Rate

Total Tax Rate

$0.00390

$0.16010

$0.01849

$0.15684

$0.01487

$0.15684

Beverage Tax FY 13/14 adopted $865,771,389 $0.13907 $0.01777 • The Town collects a 14% gross receipt tax on mixed beverages. • Of this percentage, 10.7% of gross liquor receipts are remitted to the Town, and the remaining 3.3% is retained by the State of Texas. • A $1,000 increase is budgeted for FY 13/14.

$0.15684

FY 12/13 actual

$864,452,946

$0.14197

Franchise Taxes • Franchise fees comprise 10% of FY 2013-14 General Fund revenues. Franchise Fee Revenues (shown in thousands) • Franchise taxes represent revenues collected from utilities operating within the $649 $624 $603 $587 Town that use the Town rights-of-way to $560 conduct their business. • A flat rate is charged to both telephone operators (adjusted annually) and TriFY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 County Electric based on the number of access lines and services rendered, respectively. • These fees are anticipated to only have a 1% increase of $6,438 for FY 2013-14.

$665

$644

$650

FY 11/12

FY 12/13 estimated

FY 13/14 adopted

Permits and Fees • Permits and Fees comprise 12% of FY 2013Permits and Fees 14 General Fund revenues. (shown in thousands) $1,747 • License and permit revenues include fees $1,108 charged by the Town for certain types of $900 $861 $786 $720 $598 operator licenses, as well as permits for $531 construction and other items regulated by Town ordinances. FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 estimated adopted • Revenues for FY 2013/2014 are anticipated to be $786,000 and are based on 40 new home permits • Increased permits and fees are projected for new commercial and residential development (Granada and Entrada). Municipal Court Revenue • Fines and Forfeitures s comprise 9% of FY 2013-14 General Fund revenues. • The revenue generated from the Municipal Court is based on citations and warrants issued. • The Keller Police Department will continue to perform its contractual patrol of Westlake roads in FY 2013-14.

Municipal Court Revenue (shown in thousands)

$650

FY 06/07

$553

$522

FY 07/08

FY 08/09

$646

$605

$622

$560

$570

FY 09/10

FY 10/11

FY 11/12

FY 12/13 estimated

FY 13/14 adopted

FUND OVERVIEW Transfers In • Transfers In represent those funds transferred from one fund to another. These transfers may be utilized as a means to fund projects or debt service from multiple sources. Transfers In may also be used to transfer funds collected by one fund but should be properly recorded in a different fund. Adopted transfers in are: o Transfer in from the Visitor Association Fund $ 13,020  Funds represent operating expenditures for Department 22 Communications & Community Affairs o Transfer in from the Utility fund $37,500  This is for collection of Fort Worth Impact Fees, which are collected with initial water deposits and tap fees on new water meters.  These funds are collected by the Utility Fund and transferred to the General Fund as a result of an agreement with the City of Fort Worth.  When the transferred total reaches $2,000,000 (remaining balance is $1.4M) these funds will be paid to the City of Fort Worth in compliance with the wholesale water customer agreement.

Expenditures and Transfers Out Total General Fund expenditures and transfers out for FY 2013-14 are budgeted to be $6,907,600 • A 25% increase of $1,399,950 from the FY 2012-13 estimated expenditures and transfers out of $5,507,650. • As in recent years, Town staff continues to operate conservatively by controlling costs while maintaining the highest possible levels of service. These goals are only possible through continued strategic planning and the innovative use of available resources. Our overall budget philosophy focuses on meeting stated goals and objectives and maintaining a 90 day fund balance.

FY 13/14 Adopted Expenditures Operating Expenses 39%

Transfers Out 25%

Payroll & Related 36%

Payroll/Salaries and Related Taxes/Insurance • Comprise 36% of expenditures with a total of $2,461,043 • This is a 15% increase of $317,136 from the FY2012-13 estimated payroll expenditures $2,143,907 o This increase includes a $115,000 market pay increase (inclusive of taxes and insurance) for work force attraction and retention and is the second year of a 2 year program. A portion of this increased expenditure is subsidized by transfers in from the Utility Fund ($11.5K) and the Visitors Association Fund ($11.5K). o This increase also includes the following personnel changes  $98,865 - addition of one full time Lieutenant  $56,550 - addition of one full time HR Generalist  $ 8,434 - change part time utility billing clerk to a full time position  ($11,549) - elimination of part-time HR clerk position o Insurance, taxes and retirement costs will increase by $103,495 for FY 2013-14 in conjunction with the changes noted above.

FUND OVERVIEW •

All payroll and related expenditures for the Town are paid via the General Fund. Portions of these expenditures are subsidized by the Utility Fund and the Visitors Association Fund. o Operating transfers in from the Utility Fund are $321,554 o Operating transfers in from the Visitors Association Fund are $286,107

Operating Expenditures • Comprise 39% of expenditures with a total of $2,698,326 • The is an increase of $513,600 from the FY 2012-13 estimated expenditures of $2,184,726 o The biggest portion of this increase ($422,919) is related to service expenditures.  Keller Police Contract $40,541  Building Inspections $55,550 – Increased for new commercial and residential development (Granada and Entrada)  Contract Services $338,950 – fees related to comprehensive plan update Transfers Out • Comprise 25% of adopted expenditures with a total of $1,716,531 and includes these transfers: o Increase - Transfer out to Debt Service Fund $566,714 o Increase – Transfer out to WA Expansion Fund $500,000 o Decrease – Transfer out to Utility Fund ($500,000)

Fund Balance •

The audited beginning fund balance as of October 1, 2012 was $4,383,390

•

FY 2012-13 Adopted Budget o Projected an excess of expenditures and other financing uses over revenues and other financing sources by $(1,728,599) due primarily to a transfer out to the Utility Fund of $2,000,000. o This would have resulted in a budgeted fund balance of $2,654,791.

•

FY 2012-13 Estimated Budget o Projects an excess of revenues and other financing sources over expenditures and other financing uses by $736,143. o This represents an increase in fund balance of $1,014,365 from the adopted budget and is due primarily to transfers out to the Utility Fund decreasing $1.5M. o The ending fund balance as of September 30, 2013 is estimated at $5,119,533. o The undesignated balance of $4,869,145 represents coverage for 355 operating days.

•

FY 2013-14 Adopted Budget o Projects an excess of expenditures and other financing uses over revenues and other financing sources by $386,236. o Results in a budgeted ending fund balance of $4,733,297 o The unassigned balance of $4,143,959 represents coverage for 236 operating days.

Fund 100 General Fund Department 10 General Services Fiscal Year 2013/2014 Adopted

Estimated

Adopted

Actual

Budget

FY 11/12

FY 12/13

FY 13/14

Employee Staffing There is no staffing for this Department

Total

Revenues General Sales Tax

2,534,774

2,490,000

2,883,750

3,150,000

Property Tax

1,271,975

1,183,514

1,225,000

1,189,825

Donation Charges for Services

520

Contributions

325,000

Beverage Tax

38,286

32,750

49,000

50,000

Franchise Fees

664,991

664,925

643,950

650,388

Permits & Fees

1,575

3,710

Fines & Forfeitures Investment Earnings

10,271

12,000

7,200

Misc Income

27,763

10,800

16,975

15,050

Total

4,875,155

4,397,699

4,829,585

5,066,173

Expenditures Payroll Wages

87,201

27,001

Payroll Insurance

Payroll Taxes

6,669

5,320

Payroll Retirement

6,130

Payroll Transfers In

(20,000)

Supplies

31,795

22,950

23,622

Services

340,027

284,140

305,414

283,957

18,146

18,724

19,894

21,884

Insurance Maintenance

Rent & Utilities

170,451

E/D Incentives

Capital Outlay

125

172,151 -

160,820

173,670

Total

560,419

577,965

522,196

503,133

Net

4,314,736

3,819,734

4,307,389

4,563,040

PROGRAM BUDGET General Services Department 10 Department Director Thomas Brymer Department Phone 817-490-5720

Program

Activity

Budget

Percent

Municipal Governance 1

Legislative Affairs

23,185

4.61%

Policy Development, Council Meetings and Workshops

32,495

6.46%

Council Governance Training and Education

30,986

6.16%

86,667

17.23%

Academic Governance 1

Legislative & Authorizing Agency Affairs

12,135

2.41%

Policy Development, Board Meetings and Workshops

7,269

1.44%

Board Governance Training and Education

5,760

1.14%

25,165

5.00%

Comprehensive Planning and Economic Development 1

Development Recruiting and Assistance

25,337

5.04%

Comprehensive Planning

16,810

3.34%

Development Oversight and Regulation

16,810

3.34%

Development Agreement Oversight

16,810

3.34%

75,768

15.06%

Financial Management 1

Managing and Budgeting for Outcomes

10,760

2.14%

Oversight of Five-Year Financial Forecast

6,775

1.35%

Review and Planning for Financial Sustainability

10,760

2.14%

28,296

5.62%

Municipal Administration 1

Departmental Coordination and Employee Management

60,355

12.00%

Contract Management

36,096

7.17%

Agenda Preparation and Calendar Maintenance

21,096

4.19%

Strategic Plan Development and Implementation

21,096

4.19%

Professional Development

23,996

4.77%

Direction of Leadership Team

24,162

4.80%

Affiliate Board Liaison and Support

21,096

4.19%

207,897

41.32%

Academic Administration 1

Departmental Coordination and Employee Management

15,118

3.00%

Financial Management and Budget Preparation

5,760

1.14%

Agenda Preparation and Calendar Maintenance

5,760

1.14%

Strategic Plan Development and Implementation

5,760

1.14%

Organizational Development

8,827

1.75%

Parent and Student Communication

5,760

1.14%

Affiliate Board Liaison and Support

5,760

1.14%

52,747

10.48%

Citizen Engagement and Communication 1

Communication

5,760.3226

1.14%

Neighborhood Gatherings and Outreach

9,313

1.85%

Community Activities

5,760

1.14%

Direction Finders and Other Surveys

5,760

1.14%

26,594

5.29%

503,133

100%

GOALS AND OBJECTIVES

General Services Vision Points Service Excellence

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

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Fund 100 General Fund Department 11 Town Manager Office Fiscal Year 2013/2014 Adopted

Estimated

Adopted

Actual

Budget

FY 11/12

FY 12/13

FY 13/14

Employee Staffing Town Manager

1.00

Assistant Town Manager

0.75

Part Time Intern (1)

0.50

Part Time Intern (2)

0.25

0.50

Total

2.50

2.75

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Revenues

Total

Expenditures 269,403

250,050

256,595

283,281

Payroll Insurance

Payroll Wages

19,525

18,527

25,532

Payroll Taxes

16,785

20,086

22,692

Payroll Retirement

51,035

39,633

45,763

42,876

Payroll Transfes In

(94,840)

(93,757)

(102,708)

Supplies

3,016

3,825

Services

18,514

32,118

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

283,439

Net

(283,439)

270,482

(270,482) $

283,157

307,615

(283,157)

(307,615)

PROGRAM BUDGET Town Manager Department 11 Department Director Thomas Brymer Department Phone 817-490-5720

Program

Activity

Budget

Percent

Municipal Governance 2,905

0.94%

Policy Development, Council Meetings and Workshops

Legislative Affairs $

5,622

1.83%

Council Governance Training and Education

5,622

1.83%

14,149

4.60%

Legislative & Authorizing Agency Affairs $

Academic Governance 2,905

0.94%

Policy Development, Board Meetings and Workshops

5,622

1.83%

Board Governance Training and Education

5,622

1.83%

14,149

4.60%

Comprehensive Planning and Economic Development 1

Development Recruiting and Assistance

2,905

0.94%

Comprehensive Planning

6,322

2.06%

Development Oversight and Regulation

5,622

1.83%

Development Agreement Oversight

188

0.06%

15,038

4.89%

Financial Management 1

Managing and Budgeting for Outcomes $

18,300

5.95%

Oversight of Five-Year Financial Forecast

18,300

5.95%

Review and Planning for Financial Sustainability

18,300

5.95%

54,900

17.85%

Municipal Administration 1

Departmental Coordination and Employee Management

6,372

2.07%

Contract Management

5,622

1.83%

Agenda Preparation and Calendar Maintenance

13,772

4.48%

Strategic Plan Development and Implementation

13,772

4.48%

Professional Development

34,072

11.08%

Direction of Leadership Team

5,822

1.89%

Affiliate Board Liaison and Support

5,622

1.83%

85,054

27.65%

Academic Administration 1

Departmental Coordination and Employee Management

8,339

2.71%

Financial Management and Budget Preparation

27,356

8.89%

Agenda Preparation and Calendar Maintenance

13,772

4.48%

Strategic Plan Development and Implementation

27,356

8.89%

Organizational Development

19,206

6.24%

Parent and Student Communication

11,055

3.59%

Affiliate Board Liaison and Support

2,905

0.94%

109,988

35.76%

Communication $

Citizen Engagement and Communication 5,622

1.83%

Neighborhood Gatherings and Outreach

2,905

0.94%

Community Activities

2,905

0.94%

Direction Finders and Other Surveys

2,905

0.94%

14,338

4.66%

307,615

100%

GOALS AND OBJECTIVES

Town Manager Vision Points Sense of Place Leadership Caring Community Exemplary Governance Service Excellence

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

Trends Current residential growth remains comparable with the previous year’s permit requests and is expected to trend higher in the coming fiscal year. The Town recently approved, Granada, a Centurion American residential development consisting of 84 new homes at the corner of Solana Blvd. and Davis Blvd. (FM 1938); in addition, Centurion American plans to develop an 85 acre tract on Hwy 114 as a mixed-use development plan. The Town’s on-going sales tax sources are trending slightly higher this fiscal year - projected to be an increase of 6% - when compared to the previous year’s sales tax revenue income. Facility related Capital Improvement Projects (CIP) have been approved by the Council / Board for the coming fiscal year; with $8.5 million in expansions at the Academy campus. Final completion for the additional three buildings is targeted for the fall of 2014. In addition, the Town is investing in a second ground storage water tank to increase our capacity and provide for redundancy in the system to ensure high-quality service delivery. Major roadway and mobility related Capital Improvement Projects (CIP) are wrapping up through the Town, which are designed to maintain and improve the Town’s infrastructure, including the project along Dove Road and with the completion of construction on the major north/south thoroughfare - FM 1938 – with the streetscaping entering the final stages this fiscal year; additional projects for SH 114 and Hwy 170 enhancements will begin in 12/13 – along with, Sam School Road and Dove Road reconstruction and drainage work.

GOALS AND OBJECTIVES

Town Manager Enrollment requests and lottery applications at Westlake Academy continue to remain at an all-time high, with over 2,000 students on the current waiting list. Westlake is entering the fourth year of our assessment of an ad-valorem property tax. The adopted rate remains the same as FY12/13 rate.

Program Broad Goals Assure all growth is compliant with Westlake development standards. Maintain and develop a competent and competitive municipal/Academy work force. Analyze and report new revenue generating ventures as well as analyze and report new ways to partner with public and private sector service providers to control cost and improve services. Monitor the municipal and Academy budget and oversee all finances of the Town so as to apprise Town Council of the Town’s financial condition and future needs in a timely manner. Assist the Board of Trustees/Town Council with the growth and development of Westlake 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 o Academic Administration in the state of Texas. 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.~

2012-2013 Highlights

Development related activities increased during this fiscal year with the purchase and rezoning of two tracts of land for an additional housing development and mixed use development. Graduated our fourth class of seniors from Westlake Academy with each student being accepted into at least one 4-year college; o projected enrollment for 2013/2014 school year is expected to remain at approximately 695 students(K-12); o Ranked 41st among the best high schools in the nation, was the 6th best in the state of Texas and 11th in charter schools across the nation according to U.S. News and World Report. o Ranked 52nd in the America’s Best High Schools according to Newsweek and came in 20th according to the Washington Post.

GOALS AND OBJECTIVES

Town Manager FM 1938 (Precinct Line Rd) streetscaping phase has begun in order to help maintain our high development standards and serve as a welcoming gateway into our community. The agreement with Hillwood properties for $4.6 million dollars of improvements to Dove Road and J. T. Ottinger Road is entering the final stages; with the installation of the tree and landscape projects along the roadway. The Town Council, in partnership with Town Staff, is working to complete the second iteration of a Balanced Scorecard strategic planning system along with a corresponding strategy map. The scorecard/strategy map was encapsulated into a Strategic Issues-focused Governance System (SIGS) along with our program based budget to provide for a comprehensive overview of our stated directives and was the recipient of the International City/County Management Association’s 2013 - Strategic Leadership & Governance Award.

2013-2014 Goals and Objectives Continue the work toward updating the Town’s comprehensive plan; review the use of a consultant to facilitate the project. Continue integration of the Municipal and Academy operations into a cohesive, unified organization. Strengthen Academy management and internal support systems. Monitor and facilitate the Academy and Town’s approved strategic plans along with the approved Balanced Scorecard structure and the corresponding strategy map objectives. Institute the concepts conveyed through SEI and LEAD to further develop high performance teams and department directors for both the Academy and Town staff. Further advancement of the strategic planning systems at the Academy and Town, building on the vision, mission, and values and objectives identified by the elected officials.

Efficiency/Effectiveness Measures Objective

Actual FY 11/12

Adopted FY 12/13

Estimated FY 12/13

Adopted FY 13/14

Produce monthly update for Town Council

90%

100%

Complete program of services within adopted or amended budget

100%

Maintain annual 90 day balance in General Fund

262 days

215 days

308 days

182 days

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Fund 100 General Fund Department 12 Planning & Development Fiscal Year 2013/2014 Adopted

Estimated

Adopted

Actual

Budget

FY 11/12

FY 12/13

FY 13/14

Employee Staffing Director

1.00

Sr. Administrative Assistant

0.33

0.50

Total

1.33

1.50

Revenues General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

446,172

332,640

578,450

637,490

Fines & Forfeitures

Investment Earnings

Misc Income

Total

446,172

332,640

578,450

637,490

Expenditures Payroll Wages

105,675

99,917

100,767

123,096

17,854

18,296

21,152

Payroll Taxes

7,701

8,339

10,231

Payroll Retirement

7,452

7,024

9,048

Payroll Transfers In

Payroll Insurance

Supplies

4,554

7,300

31,100

Services

39,675

56,495

56,855

452,455

Insurance

414

489

Maintenance

155

500

Rent & Utilities

E/D Incentives

Capital Outlay

Total

183,480

198,360

199,570

648,070

Net

262,692

134,280

378,880

(10,580)

PROGRAM BUDGET Planning and Development Department 12 Department Director Eddie Edwards Department Phone 817-430-5726

Program

Activity

Budget

Percent

Building Inspections 1

Code Research, Interpretation, & Technical Clarification

9,714

1.50%

Code/Fee Schedule Update

9,248

1.43%

Permitting / Plan Review Coordination and Fee Calculation

26,312

4.06%

Coordinate Addressing with other Depts & Agencies

8,916

1.38%

54,191

8.36%

Plan Review & Inspections 1

Building Code - Plan Review

Building Code - Inspections

51,531

7.95%

44,394

6.85%

Zoning/Code - Plan Review

19,347

2.99%

Zoning/Code - Inspections

12,417

1.92%

127,689

19.70%

12,002

1.85%

12,002

1.85%

Notices and Citations $

8,946

1.38%

8,946

1.38%

Gas Well Permit Administration 1

Administration of the Gas Well Provisions

Code Enforcement 1

Fire Prevention 1

Coordinate Fire/Building Code Inspections & Plan Review

8,902

1.37%

Code Research, Interpretation & Technical Clarification

7,431

1.15%

Assist Fire Dept access to Buildings & Subdivisions

6,784

1.05%

23,117

3.57%

Planning and Zoning 1

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

25,262

3.90%

21,715

3.35%

46,977

7.25%

Town Council Meetings/Workshops $

9,518

1.47%

9,518

1.47%

Comprehensive Plan Update

Municipal Governance 1

Municipal Administration Contract Management $

7,435

1.15%

358,196

55.27%

365,631

56.42%

648,070

100%

Support Services

GOALS AND OBJECTIVES

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

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

Trends Continued Westlake Permanent Population Growth: Housing starts do not appear to be slowing down any time soon. This is for two reasons.

First, existing lot inventory in developed Westlake subdivisions continues to be reduced through purchase by prospective Westlake residents. These include potential residents who are building in Westlake in order for their children to attend Westlake Academy. Second, there are 2 developments slated to begin in the next 12-24 months. The first is Granada, an 84 lot single family residential subdivision. The second is Entrada, an 84 acre mixed-use development that will be Housing Start Increases 40 38 comprised of various types of residential development as well as 28 commercial development. 21

100

14 8

FY FY FY FY FY FY FY FY FY 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14

GOALS AND OBJECTIVES

Planning & Development Percentage of expenditures in comparison to revenues generated $1,750,000 $1,500,000 $1,250,000 $1,000,000 $750,000 $500,000 $250,000 $0

FY 08/09 actual

FY 09/10 actual

FY 10/11 actual

FY 11/12 actual

FY 12/13 estimated

FY 13/14 adopted

Revenue

$734,212

$1,654,528

$548,906

$446,172

$578,450

$637,490

Expenditure

$137,294

$159,417

$188,019

$183,480

$199,570

$648,070

19%

10%

34%

41%

35%

102%

% 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.

2012-2013 Highlights Provided Maximum 10 day turn-around time for SFR plans review submittal to permit issued. Established a system for the annual renewal processes for Gas Well Pad Sites and Gas Wells, including the monitoring of compliance requirements unique to each site. Processed all applications for platting, zoning, and site plans within prescribed deadlines.

2013-2014 Goals and Objectives Update the comprehensive plan and the following Master Plans: o Land Use o Master Thoroughfare o Open space / Trails o Water and Sewer o Streetscape / Landscape

101

GOALS AND OBJECTIVES

Planning & Development Update all departmental information on the town web site. Continue to update and revise the forms used for processing permits and tracking inspections. Develop a system for regulating the Entrada Development and build-out process by tracking the Site Plans, Developerâ&#x20AC;&#x2122;s Agreements, and amendments to the PD 1-2 Zoning and Development Plan.

Efficiency/Effectiveness Measures Objective

Actual FY10/11

Actual FY11/12

Estimated FY12/13

Adopted FY 13/14

% SFR plans reviewed and completed within 10 days of submittal

100%

% Commercial plans reviewed within 30 days and log updated

95%

90%

95%

% Building inspections responded to same day

102

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103

Fund 100 General Fund Department 13 Town Secretary Fiscal Year 2013/2014 Adopted

Estimated

Adopted

Actual

Budget

FY 11/12

FY 12/13

FY 13/14

Employee Staffing Town Secretary

1.00

Total

1.00

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Revenues

Investment Earnings Misc Income Total

28,032

35,227

36,459

28,032

35,227

36,459

Expenditures 82,353

78,965

82,097

Payroll Insurance

Payroll Wages

8,447

8,667

9,436

Payroll Taxes

6,505

6,358

6,600

Payroll Retirement

5,814

5,551

6,034

Payroll Transfers In

Supplies

1,019

2,343

2,643

3,273

Services

9,719

26,602

26,302

25,672

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

113,858

128,486

Net

(85,827)

(93,259) $

104

128,486

133,112

(93,259)

(96,653)

PROGRAM BUDGET Town Secretary Department 13 Department Director Kelly Edwards Department Phone 817-490-5710

Program

Activity

Budget

Percent

Municipal Governance 1

Agenda and Packet Preparation

17,888

13.44%

Minute Preparation

5,321

4.00%

Board Appointments

2,692

2.02%

25,901

19.46%

15,629

11.74%

Academic Governance 1

Agenda and Packet Preparation

Minutes Preparation

4,681

3.52%

20,310

15.26%

Elections $

20,899

15.70%

20,899

15.70%

Town Records Management $

10,074

7.57% 8.31%

Election Administration 1

Records Management 1 2

Codification

11,063

Public Information Request

6,556

4.93%

27,693

20.80%

Municipal Administration Support Services $

1 2

6,414

4.82%

1,833

1.38%

8,248

6.20%

Support Services $

30,061

22.58%

30,061

22.58%

133,112

100%

Marketing/Communications/Public Relations

Texas Student Housing 1

105

GOALS AND OBJECTIVES

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

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

Trends The trends of the duties and responsibilities of the Town Secretary indicate an increase in the number of activities/functions that impact the workload of this office. Increased the number of scanned documents imported into Laserfiche Records Management software which provide staff with the ease of locating electronic documents and decreased the response time for requests for public information. Town of Westlake Meetings are scheduled for once a month for the Town Council, Board of Trustees and Planning and Zoning Commission. Planning and Zoning meetings may increase due to the recent approval of zoning changes allowing for new development. Time required on the following pre and post meeting activities are impacted by the number of meetings and the information generated for the meeting packet. The amount of time will fluctuate year to year based on the total number of meetings. Agenda preparation includes:  Electronic packet preparation  Posting requirements  Distribution of meeting notifications  Preparation of minutes  Legal advertisements  Maintaining records associated with each meeting  Facility preparation for meeting Texas Student Housing Number of scholarship applications has leveled off in the past few years. However, In order to effectively manage the duties associated with the scholarship issuance process, TSHA must identify processes and tools for accurate data entry and tracking of scholarship offers, rejections, and acceptances.

106

GOALS AND OBJECTIVES

Town Secretary This office will continue to fine-tune the process by adding additional fields for data collection as directed by the Board of Directors during the each annual award cycle. TSHA utilizes the Town Secretary and Executive Director both for the labor-intensive data entry process.

Program Broad Goals A commitment to leadership that ensures quality public service based on honesty, dependability, integrity, consistency, respectfulness, and fairness. Maintain accurate records that are available to the public, Boards, and staff through a user-friendly records management program in compliance with state law and our ordinances. Conduct elections accurately, efficiently, and in accordance with state law. Accept and process Texas Student Housing applications in a timely and effective manner. Prepare notifications of scholarship awards and record The Town of Westlake has responses in a timely and effective manner. conducted 71 elections Update/enhance the Records Management section of the Code of Ordinances. since its incorporation. Maintain all permanent Town records in digital form.

DID YOU KNOW

1st election was conducted 4/2/1957

2012-2013 Highlights

Continued a separate meetings email notification for 71st election was residents through Constant Contact. conducted 5/11/2013 Prepared agendas, electronic packets and minutes for approval in a timely manner. ~ Implemented Laserfiche Records Management software for Town records. All Town departments can access and store records using this software. Imported Westlake Academy permanent records into Laserfiche such as minutes, agenda packets, and resolutions. Completed Graduate Institute and Election Law training. Imported minutes, resolutions, and ordinances (permanent documents) into the Laserfiche records management software. Uploaded the Board of Trustees minutes to the searchable database that is accessible on the Townâ&#x20AC;&#x2122;s website. Completed a second records destruction for Town records.

2013-2014 Goals and Objectives Complete a 2nd recertification process through the Texas Municipal Clerks Association. Attend Municipal Clerks training at the Graduate Institute and additional training to maintain the Municipal Clerks certification.

107

GOALS AND OBJECTIVES

Town Secretary Continue Records Inventory for the 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. Continue Records Inventory of Texas Student Housing Authority Records and identify records for destruction.

Efficiency/Effectiveness Measures Objective

Actual FY 10/11

Actual FY 11/12

Estimated 12/13

Adopted FY 13/14

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.

100%

98%

Respond to all open records request within 10 business days.

100%

108

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109

Fund 100 General Fund Department 14 Fire/EMS Fiscal Year 2013/2014 Adopted

Estimated

Adopted

Actual

Budget

FY 11/12

FY 12/13

FY 13/14

Employee Staffing Fire Chief

1.00

Firefighter/Paramedics (Lt.)

2.00

3.00

Firefighter/Paramedics

6.00

9.00

10.00

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

11,094

Beverage Tax

Total Revenues

Franchise Fees

Permits & Fees

142,402

Fines & Forfeitures

Investment Earnings

Misc Income

Total

142,402

131,000

126,900

136,000

4,100

131,000

142,094

136,000

Expenditures Payroll Wages

700,017

741,547

732,223

876,432

Payroll Insurance

92,866

99,805

120,083

Payroll Taxes

69,361

72,560

72,727

85,152

Payroll Retirement

41,164

52,131

52,288

64,418

Payroll Transfers In

Supplies

64,445

74,324

70,033

115,563

Services

53,640

72,250

82,260

86,456

3,626

3,743

7,425

Insurance Maintenance

30,003

32,520

36,895

41,645

Rent & Utilities

12,930

11,232

13,525

E/D Incentives

Capital Outlay Total

Net

188,349

18,700

1,256,400

(1,113,998)

110

1,178,812

28,700 $

(1,047,812) $

31,200

1,195,881

1,441,898

(1,053,787)

(1,305,898)

PROGRAM BUDGET Emergency Services Department 14 Department Director Richard Whitten Department Phone 817-337-4722

Program

Activity

Budget

Percent

Emergency Operations 433,648

30.07%

Emergency Medical Services

426,705

29.59%

Part Time Employees

223,215

15.48%

1,083,568

75.15%

Fire/Emergency Services $

Operations Support 2,151

0.15%

Hydrant Maintenance/Testing

16,481

1.14%

Recruiting

2,714

0.19%

21,346

1.48%

Inspection Services $

Medical Director Services $

Emergency Prevention 51,340

3.56%

Plan Review

3,288

0.23%

Public Education

13,161

0.91%

67,790

4.70%

Billing Services $

12,000

0.83%

12,000

0.83%

Administration and Management $

206,985

14.36%

Billing Services 1

Municipal Administration 1 2

Staff Training and Development

111

50,210

3.48%

257,195

17.84%

1,441,898

100%

GOALS AND OBJECTIVES

FIRE – EMS Department Strategic Vision Points We are Leaders Service Excellence

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

Trends The level of activity can be categorized into four main areas: Emergency Operations, Training, Routine Activities and Public Orientated Activities. Personnel continue to take advantage of joint training exercises and contracts which reduces cost and increases familiarity with personnel and equipment of our mutual aid agencies. Specialized training targets firefighter development that enhances our current services through state certification levels. Ongoing efforts to increase public involvement through public education, relations and services. Daily activities and work details are the most time consuming activities due to their nature. These activities are necessary to maintain the proper condition and operation of the equipment.

Program Broad Goals Provide safe, efficient, and professional emergency services to the Town. Broaden the foundation of the department to initiate superior programs to interact with the citizens. Texas Fire Chief’s Best Practices.

112

GOALS AND OBJECTIVES

FIRE â&#x20AC;&#x201C; EMS Department Develop the Department using the Center for Public Safety Excellence (CFAI) model. Continue efforts in professional development for personnel. Improve prevention and public education programs by providing a variety of all hazard safety and prevention classes for residents and corporate offices. Continue the advancement of prevention and inspection programs. Continue relations with the corporate business network group.

2012-2013 Highlights The Department developed our first Strategic Plan. The Plan will be presented to the council in the near future. Conducted numerous CPR classes and trained individuals in the use of automatic external defibrillators (AED). Deloitte University graciously donated $10,000 to the Department to purchase a fire extinguisher trainer.

2013-2014 Goals and Objectives Continue training the public in the use of CPR and AEDs (Automatic External Defibrillators). Continue training the public in the use of fire extinguishers. Conduct an ISO review. While the weight of Conduct a Community Risk Analysis. Develop a Standardâ&#x20AC;&#x2122;s of Cover (SOC). firefighting equipment varies Continue NIMS (National Incident Management System) depending on the brand, on training for public officials and staff. average the protective Continue performing emergency drills for local business as clothing(bunker gear) and they relate to fire and severe weather. breathing device (SCBA) that Continue training for all personnel in all disciplines of firefighters wear will weigh certification and career development. about 100 lbs. ~ 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

113

GOALS AND OBJECTIVES

FIRE – EMS Department 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 10/11

Actual FY 11/12

Estimated FY 12/13

Projected FY 13/14

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.

114

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115

Fund 100 General Fund Department 15 Municipal Court Fiscal Year 2013/2014 Adopted

Estimated

Adopted

Actual

Budget

FY 11/12

FY 12/13

FY 13/14

Employee Staffing Administrator

0.25

Supervisor

1.00

Deputy Clerks

1.00

Judge

1.00

Marshal

1.00

Part Time Clerk

0.50

Total

4.75

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

8,246

8,800

622,337

560,000

570,000

1,324

1,470

Revenues

Fines & Forfeitures Investment Earnings Misc Income Total

31 $

631,938

570,270

580,270

Expenditures Payroll Wages

190,023

193,687

202,202

211,388

Payroll Insurance

38,279

39,262

42,508

Payroll Taxes

14,652

16,378

17,837

Payroll Retirement

12,279

12,913

14,802

Payroll Transfers In

Supplies

8,897

10,796

Services

87,966

113,635

114,405

Insurance

403

480

Maintenance

2,357

2,600

Rent & Utilities

3,446

3,507

2,737

E/D Incentives

Capital Outlay

Total

358,302

393,258

401,773

417,554

Net

273,636

177,012

168,497

162,715

116

PROGRAM BUDGET Municipal Court Department 15 Department Director Amanda DeGan Department Phone 817-430-0861

Program

Activity

Budget

Percent

Case Processing 1

Citation Management

36,780

8.81%

Customer Service

37,440

8.97%

Financial Processing

19,877

4.76%

94,097

22.54%

Plea Docket $

38,589

9.24%

Docketing 1 2

Pre-Trial Docket

37,775

9.05%

Trial Docket

21,023

5.03%

97,387

23.32%

Warrant and Jail Services 12,976

3.11%

Field & Office Arrests

Issuance Function $

78,638

18.83%

Jail Processing

34,423

8.24%

126,037

30.18%

Collection Services 4,124

0.99%

Financial Processing

Case Submission $

15,572

3.73%

Contract Management

7,768

1.86%

27,463

6.58%

Judiciary & Administration 1

Case Review & Archival

21,831

5.23%

Staff Management

18,442

4.42%

Legislative & Legal Compliance

23,973

5.74%

Monthly Reporting, Financial Oversight and Budgeting

117

8,323

1.99%

72,570

17.38%

417,554

100%

GOALS AND OBJECTIVES

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

Trends Processes consistent workload of approximately 7,000 new case filings annually. The trend is consistent with the previous year and we expect the same level of enforcement and police initiated citations as we experienced in FY 2012/2013. The issuance levels in the speeding citations show a projected decrease of 10% for the current fiscal year, and speeding in a construction zone has also decreased 78% due to the completion and removal of the various construction zones within the Town limits. The equipment and driver license related violations (expired registration, expired license, etc.) show an expected decrease of 7% for this year. Staff participated in the annual State-wide Warrant Round-up for the fifth year with outstanding results; approximate increase of 59% (431) cases cleared and a 98% increase cash collections ($67,000) in comparison to last yearâ&#x20AC;&#x2122;s program. Speeding Violations

Police Initiated Case Filings 10,000

2,500

8,000

2,400

6,000

2,300

4,000

2,200

2,000

2,100

FY 09/10 actual

FY 10/11 actual

FY 11/12 actual

FY 12/13 estimated

2,000

FY 13/14 projected

Expired Dismissable Violations 3,000 2,500 2,000 1,500 1,000 500 0

FY 09/10 actual

FY 10/11 actual

FY 11/12 actual

FY 12/13 estimated

FY 13/14 projected

Overall Number of Filed Violations 10,000 8,000 6,000 4,000 2,000

FY 09/10 actual

FY 10/11 actual

FY 11/12 actual

FY 12/13 estimated

FY 13/14 projected

118

FY 09/10 actual

FY 10/11 actual

FY 11/12 actual

FY 12/13 estimated

FY 13/14 projected

GOALS AND OBJECTIVES

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

FY 09/10 actual

FY 10/11 actual

FY 11/12 actual

FY 12/13 estimated

Collected Fine & Warrant Revenue 600,000 500,000 400,000 300,000 200,000 100,000 0

FY 13/14 projected

FY 09/10 actual

FY 10/11 actual

FY 11/12 actual

FY 12/13 FY 13/14 estimated 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.~

2012-2013 Highlights

State-wide Warrant Round-up participation; 384 warrants issued; 431 cleared = 113% clearance rate Completed the installation of court scanning stations and software to achieve a goal of archiving closed case files and active documents associated with cases. Transitioned hard copies of case files to new storage facility to assist with greater control over the inventory, accountability, and costs associated with the closed documents.

2013-2014 Goals and Objectives Institute additional “Rules of the Court” to guide staff in routine issues per the Judges direction and utilize as basis for policy and procedures manual for front office. Begin court observation process for court supervisor to obtain Level III certification; work toward Level I certification for deputy court clerk.

119

GOALS AND OBJECTIVES

Municipal Court 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.

10 Year Analysis - Municipal Court Revenues $1,200 $1,100

$1,016

$1,000

Thousands

$900

$766

$800

$671

$700

$656 $569

$600

$632

$613

$532

$570

$580

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

FY 04/05 actual

FY 05/06 actual

FY 06/07 actual

FY 07/08 actual

FY 08/09 actual

FY 09/10 actual

FY 10/11 actual

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

Actual FY 11/12

Estimated FY 12/13

Adopted FY 13/14

95%

100%

35% above benchmark

07% above benchmark

15% above benchmark

At benchmark

80%

70%

80%

100%

120

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121

Fund 100 General Fund Department 16 Public Works Fiscal Year 2013/2014 Adopted

Estimated

Adopted

Actual

Budget

FY 11/12

FY 12/13

FY 13/14

Employee Staffing Director

1.00

Technician

1.00

Clerk

0.75

1.00

Total

2.00

2.75

3.00

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Revenues

Total

Expenditures Payroll Wages

119,636

133,547

173,132

Payroll Insurance

21,906

22,445

24,755

Payroll Taxes

11,986

14,036

17,766

Payroll Retirement

8,466

Payroll Transfers In

9,388

(113,772)

9,388

(131,288)

12,725

(131,288)

(171,113)

Supplies

4,217

3,041

Services

34,820

61,000

60,500

Maintenance

20,558

20,000

Rent & Utilities

84,830

73,700

100,700

E/D Incentives

Insurance

Capital Outlay Total

Total

192,645

(192,645)

122

205,869

500 $

(205,869) $

500

232,869

242,006

(232,869)

(242,006)

PROGRAM BUDGET General Fund Public Works Department 16 Department Director Jarrod Greenwood Department Phone 817-490-5717

Program

Activity

Budget

Percent

ROW Management 1

Drainage

Line Locates

54,411 3,708

22.48% 1.53%

Duct Bank Management

7,417

3.06%

Open Space Services

116,936

48.32%

$ 182,472

75.40%

Transportation Services Sign and Signal Maintenance $

1 2

Pavement & Shoulder Maintenance

Street Reconstruction

9,022

3.73%

27,861

11.51%

10,289

4.25%

47,172

19.49%

Town Council Meetings/Workshops $

11,125

4.60%

11,125

4.60%

Neighborhood Gatherings and Outreach $

1,236

0.51%

1,236

0.51%

$ 242,006

100%

Municipal Governance 1

Citizen Engagement and Communication 1

123

GOALS AND OBJECTIVES

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

Program Description The Public Works Department is responsible for: the operation, maintenance, repair, and installation of the Town’s traffic signs, signals, roadway markings, and 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 has continued to increase. This rise has also generated a significant increase in the demand for Public Works staff’s time. The increasing population is accustomed to receiving basic public services that we are minimally equipped to handle. FM 1938 landscape enhancement project continues to demand an increasingly amount of staff time as the project progresses and Town improvements are built. SH 114/170 will demand an increasing amount of staff time in our effort to plan enhancements to the interchange and corridor.

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

124

GOALS AND OBJECTIVES

Public Works 2012-2013 Accomplishments Landscape enhancements on FM 1938. Tree planting along of Dove and Ottinger Roads Reconstructed Stagecoach Hills subdivision and Roanoke Road (north of SH 170) Developed a GIS based program to map and collect data of sign inventory and street infrastructure. Completed sanitary sewer improvements to reduce inflow and infiltration.

2013-2014 Goals and Objectives Continue to work with Streetscape consultant for enhancement of FM 1938 and SH114/170 projects Update Town’s Master Plans Construction of a 1 MG ground storage water tank Begin engineering of Dove Road reconstruction from FM 1938 to Sam School Road. Transfer N-1 sewer line to TRA

DID YOU KNOW

Westlake and Keller have a shared elevated storage tank that is a “tank inside of a tank” design. It is the only one known in existence.~

Efficiency/Effectiveness Measures Objective 1.

LF of Drainage Ditch and Culvert Repair/Maintenance

LF of street reconstruction

Actual FY 10/11

Actual FY 11/12

Estimated FY 12/13

Adopted FY 13/14

200 LF

2,500 LF

200 LF

6,267 LF

9,250 LF

10,000 LF

0 LF

125

Fund 100 General Fund Department 17 Facilities Maintenance Fiscal Year 2013/2014 Adopted

Estimated

Adopted

Actual

Budget

FY 11/12

FY 12/13

FY 13/14

Employee Staffing Director

0.50

Technician

0.50

Administrative Assistant

0.33

Part-Time Technician

0.50

0.33

0.25

0.83

1.08

1.00

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Total Revenues

Investment Earnings Misc Income Total

25,108

5,250

25,108

5,250

250 $

250

Expenditures 59,570

53,083

66,357

63,331

Payroll Insurance

Payroll Wages

9,115

9,342

9,754

Payroll Taxes

5,318

5,129

6,153

Payroll Retirement Payroll Transfers In

3,961

3,732

4,655

(23,873)

(22,830)

(24,629)

Supplies

4,726

5,710

6,043

Services

13,312

19,906

19,833

242

Insurance

Maintenance

14,990

21,277

21,017

Rent & Utilities

163

400

E/D Incentives

Capital Outlay

438

Total

87,718

Net

(62,610)

126

95,991

(90,741) $

109,265

106,798

(104,015)

(106,548)

PROGRAM BUDGET Facilities Maintenance Department 17 Department Director: Troy Meyer Department Phone: 817-490-5735

Program

Activity

Budget

Percent

Academic Administration Support Services $

17,289

16.19%

Life Safety

3,811

3.57%

Facilities Maintenance

38,533

36.08%

59,633

55.84%

Municipal Administration 2,870

2.69%

Facilities Maintenance

Life Safety $

7,906

7.40%

Open Space Services

9,977

9.34%

Support Services

14,189

13.29%

34,943

32.72%

Board of Trustee Meetings/Workshops $

5,171

4.84%

5,171

4.84%

Town Council Meetings/Workshops $

7,051

6.60%

7,051

6.60%

106,798

100%

Academic Governance 1

Municipal Governance 1

127

GOALS AND OBJECTIVES

Facilities Maintenance Strategic Vision Points We are Leaders Service Excellence

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

Trends The Arts and Sciences Center parking lot expansion was complete in 2010, which added 128 paking spaces to the campus. The temporary fire station, a 14’ X 60’ mobile home, was replaced with a pre-owned 40’ X 60’ mobile home that was donated in January 2011 by WB Texas Resort Communities, LP. In Feburary 2011, North Texas experienced five consective days of temperatures that did not rise above 32 degrees. As a result, a three-inch fire sprikler line froze-up in the first floor storage closet of the gym building causing over $400,000 in damages to the basement level. All damage was covered by insurance. With the increase in Academy students for the FY 11-12 school year, the following remodeling projects were completed; PYP art room converted into a second dining hall, MYP storage room and copy room changed to a MYP faculty breakroom, expanded nurses station. Jacob Engineering completed a traffic study for the pick-up and drop-off flow for both MYP and PYP. A master facility plan was completed for Westlake Academy in the spring of 2011 by Mr. Peter Hayes. The study was generously funded by the M.R. Evelyn Hudson Foundation. Later in the year, Bennett, Benner and Pettit architect firm was hired to review the proposed Hayes growth plan. For the 2011/12 school year, three temporary classroom buildings were located to the west of the Sam &

128

GOALS AND OBJECTIVES

Facilities Maintenance Margaret Lee Arts and Sciences Center. The portables added a total of 4,680 sq. ft. to includ six classrooms and a male and female restroom. Road improvements to J. T. Ottinger Road (in front of the Academy) were completed by August 22, 2011. The new north entrance at the Academy was completed in January, 2012. This project was funded through a public/private patnership between the Town and Hillwood and was a part of the Dove Road/J.T. Ottinger improvement project. Westlake Aacademy increased the student population to a total of 650 in the Fall of 2013. November 2012 Bennett, Benner and Pettit architect firm completed the Westlake Master plan which included a three-phase expansion approach and a report from School District Strategies. Town Council approved the master plan in December 2012. January 2013 Town Council approved BB & P to start the designing of Phase One of the master plan. Phase One included a Multi-Propose Hall, Field House and three story Secondary Classroom building which will add 39,000 square feet to the campus. April 2013 a full security audit was completed which included interviewing staff, accessing all security systems, written plans, threat assessment. As a result the front office was remolded to improve how visitors check in and out of the school. Lighting was also added along the north drive and other locations on campus. Construction Manager at Risk was hired in June 2013 to start construction in July 2013. Three additional portable classroom buildings will be installed just to the west of the current portable buildings in August 2013 which will include six classroom and male and female restrooms adding 4,000 square feet to the campus. This space will only be used for enrollment growth that may occur in the 2013 -14 school year. The Westlake Academy will host the Community Storehouse summer reading program for itâ&#x20AC;&#x2122;s third consecutive year.

DID YOU KNOW

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.

In 2013 the Westlake Academy began construction on three new buildings. They will equal approximately 38,000 sq ft and will be completed in the fall of 2014.~

2012-2013 Highlights The master facilities plan for the Academy Campus was adopted in December 2012. Completed Security Audit of the Westlake Academy Campus. Design began on the 8.5 million dollar Phase One Expansion project in February 2013. Construction begins in summer of 2013. Received a one million dollar donation for the Phase One Expansion project.

129

GOALS AND OBJECTIVES

Facilities Maintenance Implemented new key check in out procedure for faculty and staff at the Westlake Academy. Provided set-up in the gym for over 20 programs in the month of May; including spring concerts, testing for 200 plus students, HOC Bandana Bonanza event, Commendations, senior activities, etc.

2013-2014 Goals and Objectives Facilities Plan will be developed, including an annual maintenance, periodic maintenance, and facilities use plan. A long-range plan will be developed for future facilities needs based on census data and local and regional community development plans. Complete Westlake Academy Phase One expansion project on time and within budget. Ensure the safty of all faculty, staff and visitors to the Westlake Academy campus. Partner with teachers and students at Westlake Academy to create an energy efficiency plan. Develop facilities team in customer service, work skills and SIGS system. Create a leadership team emergency response plan for weather and facility events. Work with Finance on updating and implementing the Town’s five year CIP. Ensure the Christmas Lighting, Arbor Day and Decoration Day have a quality setting. Create a safe working and learning environment for teachers, administration staff, students and visitors, by maintaining a quarterly and monthly maintenance agreement for the Academy, Solana, Fire Station and Municipal Campus for the following systems:  Cleaning service – Daily and semiannual, 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

130

GOALS AND OBJECTIVES

Facilities Maintenance Efficiency/Effectiveness Measures Objective

Actual FY 10/11

Actual FY 11/12

Estimated FY 12/13

Adopted FY 13/14

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

131

Fund 100 General Fund Department 18 Finance Fiscal Year 2013/2014 Adopted

Estimated

Adopted

Actual

Budget

FY 11/12

FY 12/13

FY 13/14

Employee Staffing Director

1.00

Supervisior

1.00

Assistant

1.00

Clerk

1.00

Total

3.00

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Revenues

Misc Income Total

Expenditures Payroll Wages

225,899

215,233

225,513

237,655

Payroll Insurance

31,137

40,788

31,900

34,757

Payroll Taxes

16,441

25,546

16,658

19,116

Payroll Retirement

15,894

23,394

14,506

17,468

Payroll Transfers In

(157,847)

(150,472)

(172,465)

Supplies

4,388

4,685

5,675

Services

23,783

32,861

31,871

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

159,694

Net

(159,694)

132

192,035

(192,035) $

175,651

174,077

(175,651)

(174,077)

PROGRAM BUDGET Finance Department 18 Department Director Debbie Piper Department Phone 817-490-5712

Program

Activity

Budget

Percent

Financial Management - Municipal Municipal Annual Budget $

Capital Improvement Plan (CIP)

21,391

12.29%

3,625

2.08%

25,016

14.37%

Utility Billing and Processing $

1,520

0.87%

1,520

0.87%

Accounts Payable $

Utility Billing 1

Accounting Services - Municipal 10,839

6.23%

Accounts Receivable

6,530

3.75%

Payroll

7,486

4.30%

Financial Reporting

29,035

16.68%

Cash & Investment Management

3,160

1.82%

57,050

32.77%

Town Council Meetings/Workshops $

6,406

3.68%

6,406

3.68%

Accounts Payable $

Municipal Governance 1

Accounting Services - Academic 7,431

4.27%

Accounts Receivable

6,571

3.77%

Payroll

2,058

1.18%

Financial Reporting

24,263

13.94%

Cash & Investment Management

1,140

0.65%

Academic Annual Budget

25,001

14.36%

66,464

38.18%

Board of Trustees Meetings/Workshops $

2,941

1.69%

2,941

1.69%

Accounts Payable $

Academic Governance 1

Accounting Services - Foundation 3,165

1.82%

Accounts Receivable

3,165

1.82%

Payroll

1,306

0.75%

Financial Reporting

6,223

3.57%

13,860

7.96%

Board Meetings/Workshops $

819

0.47%

819

0.47%

174,077

100%

Foundation Governance 1

133

GOALS AND OBJECTIVES

Finance Strategic Vision Points We are Leaders Exemplary Governance Service Excellence

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

134

GOALS AND OBJECTIVES

Finance Trends Finance and accounting are core functions that often expand in direct correlation with an organization that continues to expand Increases in the number of Academy employees, the number of utility customers, and the number of necessary fiduciary processes over past five years Plans for continued expansion at Westlake Academy combined with residential population increases and economic development will continue to challenge the Finance Departmentâ&#x20AC;&#x2122;s ability to maintain the highest levels of service and quality with existing staffing.

Utility Billing Payments Procesed 7,000 6,000

420

5,000 4,000 204

3,000

3,528

3,900

4,308

FY 04/05 actual

FY 05/06 actual

FY 06/07 actual

2,000 2,448

1,000

475

480

481

491

501

5,772

5,892

6,012

359

325

294

450

5,040

5,400

5,700

5,760

FY 07/08 actual

FY 08/09 actual

FY 09/10 actual

FY 10/11 actual

FY 03/04 actual

Payments per Year

FY 11/12 FY 12/13 FY 12/13 actual estimated projected

Payments per Month

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

760 47

600 81

619 51

3,393

3,358

FY 06/07 actual

FY 07/08 actual

650 54

2,340

FY 03/04 actual

3,097

FY 04/05 actual

3,004

FY 05/06 actual

Town of Westlake

2,947

FY 08/09 actual

3,317

FY 09/10 actual

Westlake Academy Foundation

135

697 80

704 87

711 95

4,206

4,248

4,291

4,333

FY 10/11 actual

FY 11/12 actual

FY 12/13 estimated

FY 13/14 projected

683 51

380 -

2,000 1,000

931 32

690 103

Westlake Academy

GOALS AND OBJECTIVES

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

2012-2013 Highlights Prepared, submitted and received the Town’s o Distinguished Budget Presentation Award for recognition from the Government Finance Officers Association. Awards received for 2007 thru 2012 o Comprehensive Annual Financial Report for recognition from the Government Finance Officers Association. Awards received for 2007 thru 2012 Prepared, submitted and received Westlake Academy’s o Distinguished Budget Presentation Award for The Finance department recognition from the Government Finance only has four employees; Officers Association. Awards received for 2009 however, their combined thru 2012 total experience in this o International Award for Budget Excellence for field is equal to recognition from the Association of School Business Officials International. Awards received 83 years! for 2009 thru 2012 Prepared, submitted and received the Town’s o Popular Annual Financial Reporting Award for recognition from the Government Finance Officers Association. Awards received for 2011 and 2012 Received an unqualified audit opinion on the 2012 Comprehensive Annual Financial Report. The Town now accepts credit card payments for all non-court related permits and fees. On-line payments for all utility accounts were put in place October 2012, (in conjunction with Charter Internet Fiber optic conversion).

DID YOU KNOW

136

GOALS AND OBJECTIVES

Finance Began laserfische scanning all FY11/12 finance documents to eliminate storage problems and help with efficiency of the department. Restructured the finance department duties in conjunction with the addition of a part-time Utility Billing clerk, and the transfer of one Finance clerk from Westlake Academy to the Town.

2013-2014 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. Continue scanning all finance documents to eliminate storage problems and help with efficiency of the department. Restructuring of the finance department duties in conjunction with the elimination of two front desk positions and the addition of two new customer service positions.

Efficiency/Effectiveness Measures Objective

Actual FY 10/1

Actual FY 11/12

Estimated FY 12/13

Adopted FY 13/14

Auditor prepared audit adjustments not to exceed

Prepare five year budget forecast

June

Annual CIP update

June

July

June

137

Fund 100 General Fund Department 19 Parks and Recreation Fiscal Year 2013/2014 Adopted

Estimated

Adopted

Actual

Budget

FY 11/12

FY 12/13

FY 13/14

Employee Staffing Director

0.50

Administrative Assistant

0.50

0.25

0.50

0.75

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Total Revenues

Total

Expenditures Payroll Wages

40,197

37,644

60,832

Payroll Insurance

6,857

7,089

9,400

Payroll Taxes

3,844

3,869

5,910

Payroll Retirement

2,835

2,646

4,471

Payroll Transfers In

(13,147)

(12,812)

(24,538)

Supplies

6,505

7,000

8,933

Services

24,074

36,813

36,230

Maintenance

32,614

38,850

37,500

Rent & Utilities

7,984

8,780

E/D Incentives

Insurance

Capital Outlay

Total

111,763

Net

(111,763)

138

129,879

(129,879) $

129,879

147,518

(129,879)

(147,518)

PROGRAM BUDGET Parks and Recreation Department 19 Department Director Troy Meyer Department Phone 817-490-5735

Program

Activity

Budget

Percent

Parks and Recreation Maintenance Open Space Services $

64,816

43.94%

43,252

29.32%

108,068

73.26%

Community Services $

6,230

4.22%

6,230

4.22%

Academy Partnerships $

14,715

9.98%

14,715

9.98%

Trail Development and Maintenance

Citizen Communication & Engagement 1

Academic Administration 1

Municipal Administration Purchasing $

4,486

3.04%

7,290

4.94%

11,776

7.98%

Board of Trustee Meetings/Workshops $

3,364

2.28%

3,364

2.28%

Town Council Meetings/Workshops $

3,364

2.28%

3,364

2.28%

147,518

100%

Support Services

Academic Governance 1

Municipal Governance 1

139

GOALS AND OBJECTIVES

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

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

Trends The population growth of the Town of Westlake has increased the need for a park and trail system and services Conditions of landscaping on town owned properties have been impacted as a result of the drought in 10-11. This placed more pressure on budgets for replacement trees, sod, removal of dead trees, etc. The 2011 Arbor Days event was moved to April to coincide with national Arbor Day month. On April 13, 2013, the Town received its thirteenth (13th) Tree City USA award from the National Arbor Day Foundation. For the four summers since 2010 The Community Storehouse has leased the Academy buildings for three weeks in July to provide a reading camp for 1st and 2nd grade students of the surrounding communities. There have been five Eagle Scout projects completed in the Cemetery. In the fall of 2011, Boy Scout Troop 170 partnered with the Town to relocate their wood lot to the Parchman property in exchange for cleaning up the cemetery and parks. The Westlake Historical Preservation Society planned the first 9-11 event in the Glenwyck Farms

140

GOALS AND OBJECTIVES

Parks & Recreation park and hosted a car show at the Solana Sports club the fall of 2011, which has become an annual event. With the completion of the Dove and JT Ottinger Road improvement, the trail system will have connection from FM 1938 to the Westlake Academy by 2013. Spring of 2013 over six hundred trees were planted along Dove and JT Ottinger Road. The first pedestrian underpass was installed just to the south of Dove Road as part of the FM 1938 project in spring 2012. The Town Council amended the Facility Rental Policy to include the sports fields and basketball gym in spring 2012. In April 2012 Redeemer Church gave notice they would not be renting the gym facility. In 2013 three Westlake Academy basketball teams utilized the gym in the spring and summer. Temporary lighting was added to the Glenwyck Park in January 2013. In June 2013 repairs to the east pond dam will be made.

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

DID YOU KNOW At the 2013 Arbor Days, 10 Bald Cypress trees were planted on the east side of the park to celebrate the 10 year anniversary of Westlake Academy.~

2012-2013 Highlights One Eagle Scout project completed in the cemetery. Received 13th annual Tree City USA award. Meetings continue with Southlake, Keller, Roanoke, and Trophy Club on trail planning. Two temporary light pole were installed in the Glenwyck Park. Assisted the Glenwyck HOA on a clean out the HOA pond. With the new Dove/ JT Ottinger Road improvement the trail will be connected from the Westlake Academy to the Vaquero development to be completed in June 2013 The FM 1938 project includes trail connection from HWY 114 to the city of Southlake.

141

GOALS AND OBJECTIVES

Parks & Recreation 2013-2014 Goals and Objectives Continue to update the Townâ&#x20AC;&#x2122;s Master Plan to include connecting the entire park system with a combination of pocket parks, neighborhood and community parks and Veloweb regional trail system. Work with Planning and Development to coordinate park land acquisition with long range growth and development planning. Enhance and expand the linear park system along creeks and roadways. Limit usage within environmentally sensitive areas to passive recreation. Continue updating existing parks & facilities standards and guidelines. Recognize that parks and recreation needs evolve over time with changes in the population. Design parks and open spaces that are durable, easily maintained and are not detrimental to surrounding uses. Utilize partnerships, wherever appropriate, to help develop, manage and maintain parks and recreation facilities. Seek new ways to involve communities and organizations in public finance strategies. Accelerate park system improvements. Develop marketing strategies for the Westlake I.O.O.F Cemetery which will increase sales.

Efficiency/Effectiveness Measures

Objective

Actual FY10/11

Actual FY11/112

Estimated FY 12/13

Dove Road median - mowing, fertilizations, weed control

Completed

Park â&#x20AC;&#x201C; 5 field mows and 36 mows around walkways and open spaces Provide tree trimming for road ways and park once a year or as needed

142

Adopted FY 13/14

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143

Fund 100 General Fund Department 20 Information Technololgy Fiscal Year 2013/2014 Adopted

Estimated

Adopted

Actual

Budget

FY 11/12

FY 12/13

FY 13/14

Employee Staffing Director

0.50

0.25

Total

0.50

0.25

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Revenues

Total

Expenditures Payroll Wages

45,835

21,595

26,429

Payroll Insurance

6,791

2,190

2,380

Payroll Taxes

3,581

1,736

2,116

Payroll Retirement

3,234

1,518

1,943

Payroll Transfers In

Supplies

9,515

10,600

15,250

14,250

Services

44,876

30,900

26,250

27,250

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

113,832

Total

(113,832)

144

68,539

(68,539) $

68,539

74,367

(68,539)

(74,367)

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

Program

Activity

Budget

Percent

IT Operations Information Technology Support $

12,742

17.13%

PC Support

17,679

23.77%

Enterprise Support Systems

9,224

12.40%

Data Center

2,856

3.84%

Website Services

4,334

5.83%

46,834

62.98%

WAN Operations $

2,856

3.84%

Network Operations 1

Physical & Electronic Network Security

2,228

3.00%

5,084

6.84%

Information Technology Support $

3,881

5.22%

Westlake Academy 1 2

PC Support

256

0.34%

Enterprise Support Systems

11,650

15.66%

Data Center

1,684

2.26%

Website Services

667

0.90%

WAN Operations

1,684

2.26%

Physical & Electronic Network Security

2,628

3.53%

22,450

30.19%

74,367

100%

145

GOALS AND OBJECTIVES

Information Technology Strategic Vision Points Service Excellence

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

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

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

2012-2013 Highlights Overall: Reduced costs by keeping outsourced technical services to a minimum. All locations were switched from 1.5Mb AT&T T1's and 10Mb BellWave wireless to 50Mb fiber connection provided by Charter Communications in September 2012. All locations are now connected by a 50Mb fiber connection allowing faster connectivity and providing a backbone for off-site backups for each location. Town Hall, Municipal Court, and Academy were switched from AT&T phone service to VoIP service provided by Charter Communications

146

GOALS AND OBJECTIVES

Information Technology Switched to a firewall and security appliance allowing greater control over incoming and outgoing network traffic Redundant Telephone/Voicemail appliance/server set up for disaster recovery purposes Open public-accessible wireless network setup at Town Hall and Academy (in addition to private wireless networks for internal use) Academy: Replaced entire 10-year-old wireless network devices with current generation hardware to compensate for increased number of wireless devices on campus and provide improved wireless connectivity, security and maintenance. Library renovated and upgraded to a media center that includes 26 desktop computers, 10 iPads, and an interactive white board with projector. Implemented Raptor, a web-based visitor management and tracking software, and trained support staff on its use Town Hall: File server replaced Finance software server replaced 11 Desktop computer replacements/upgrades Municipal Court: File server replaced Court software server replacement 4 Desktop computer replacements/upgrades Fire Department: 3 Desktop computer replacements/upgrades Setup fire station network Internet/phone services provided by Charter Communications and Verizon FiOS for redundancy of critical services

Dept Motto

I can explain it to you, but I can't understand it for you.

Dept Script

Hello, IT Department. Have you tried turning it off and on again?

2013-2014 Goals and Objectives Perform on-going security assessments to validate the efficacy of existing measures and to evaluate and deploy solutions for new threats. Identify and implement additional information technologies to improve the efficiency and/or security of business processes. Continue to reduce costs through the use of internal staff and third-party vendors. Continue to simplify our network where possible while maintaining the highest levels of security, reliability, and functionality for system users. Expand the effective use of technology in the classroom to maximize each childâ&#x20AC;&#x2122;s learning potential. Explore and implement additional systems to enhance services provided to external customers.

147

GOALS AND OBJECTIVES

Information Technology Efficiency/Effectiveness Measures Objective

Actual FY10/11

Actual FY 11/12

Estimated FY12/13

Adopted FY13/14

Network connectivity and telephone functionality at or above 99.5%

99.5%

99.6%

99.7%

99.8%

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

99.0%

99.5%

Present 5-year technology plan

N/A

November

148

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149

Fund 100 General Fund Department 21 Human Resources Fiscal Year 2013/2014 Adopted

Estimated

Adopted

Actual

Budget

FY 11/12

FY 12/13

FY 13/14

Employee Staffing Director

0.75

Administrative Assistant

0.33

0.75 -

0.50

Part Time Clerk

HR Generalist

1.00

1.08

1.58

1.75

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Total Revenues

Total

Expenditures Payroll Wages

64,526

80,224

91,073

120,886

Payroll Insurance

3,994

8,692

15,344

Payroll Taxes

5,003

6,467

7,816

9,681

Payroll Retirement

4,406

5,640

8,885

Payroll Transfers In

(10,125)

(5,051)

(7,740)

Supplies

1,280

2,395

1,600

3,200

Services

2,363

4,780

5,575

5,900

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

71,448

Net

(71,448)

150

103,147

(103,147) $

115,345

156,156

(115,345)

(156,156)

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

Program

Activity

Budget

Percent

Human Resources Administration Administrative Support Services $

1 2

Employee Records Payroll

7,561

4.84%

2,160

1.38%

4,320

2.77%

14,041

8.99%

Compensation and Classification $

2,160

1.38%

2,160

1.38%

4,319

2.77%

Property & Casulty Insurance Management $

Total Compensation 1 2

Benefits Management

Risk Management 1 2 3

7,205

4.61%

Worker's Compensation

1,080

0.69%

Loss Prevention

809

0.52%

9,094

5.82%

3,597

2.30%

Employment Services Employment Application Services

1 2 3

Recruitment and Placement

1,621

1.04%

Employee Skills Development

1,621

1.04%

6,838

4.38%

Westlake Academy Foundation Fundaising Support $

1 2

Employment services

General Administrative Support

541

0.35%

270

0.17%

541

0.35%

1,351

0.87%

Administrative Support Services $

28,779

18.43%

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

Employee Records

14,390

9.22%

Payroll

14,390

9.22%

Compensation and Classification

10,792

6.91%

Benefits Management

14,390

9.22%

Property & Casulty Insurance Management

5,396

3.46%

Worker's Compensation

1,799

1.15%

Loss Prevention

3,597

2.30%

Employment Application Services

10,792

6.91%

Recruitment and Placement

12,592

8.06%

Employee Skills Development

151

3,595

2.30%

120,513

77.17%

156,156

100%

GOALS AND OBJECTIVES

Human Resources & Administrative Services Strategic Vision Points Service Excellence

Program Description The HR/Administrative Services Department provides a diverse array of services to internal and external customers, as well as providing support to the 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.

152

GOALS AND OBJECTIVES

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

2012-2013 Highlights Processed all payroll, benefit transactions, and regulatory filings in a timely manner. Facilitated all tasks and procedures pertaining to Risk Management, in response to the organization’s required service demands due to property loss. Completed updates to the Town and Academy’s personnel manuals with additional and amended policies. Facilitated the recruiting and/or onboarding process of the 21 full-time, five part-time, and over 25 reserve employees for the Town and Westlake Academy. Successfully on-boarded seven international new hires for Westlake Academy, including all necessary immigration processes. Completed a comprehensive compensation plan for the Town and Academy based on the organization’s stated values and objectives. Developed of the Town of Westlake Compensation Plan. Facilitated the first phase of the Town’s market-based pay adjustments

DID YOU KNOW In a recent Department of Labor study, the average employee tenure is 3.5 years. The average employee tenure at the Town of Westlake is nearly twice as long.~

2013-2014 Goals and Objectives Full implementation of a broadband pay system based on the adopted compensation plan. Review and modify existing performance evaluation instruments and establish completion timeframes to enhance employee recruiting and retention processes. Complete a comprehensive risk assessment on all areas affects by potential property, liability, or worker’s compensation losses. Complete the implementation of a web-based employee absence request and attendance tracking system for the Town and Academy.

153

GOALS AND OBJECTIVES

Human Resources & Administrative Services Efficiency/Effectiveness Measures Objective

Actual FY10/11

Actual FY 11/12

Estimated FY12/13

Adopted FY13/14

SemiAnnually

Semi-Annually

N/A

August 2013

N/A

Review need for policy amendments, additions, and deletions

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

Payroll accuracy at or above 99.5%

99.75%

99.8%

99.85%

99.9%

All benefit enrollments processed accurately and in a timely manner at or above 99.5%

99.8%

99.9%

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

Academy Aug. 2011

N/A

Town July 2013

N/A

Implementation of a Human Resources Information System, including a web-based attendance system

N/A

November 2013

154

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155

Fund 100 General Fund Department 22 Communications & Community Affairs Fiscal Year 2013/2014 Adopted

Estimated

Adopted

Actual

Budget

FY 11/12

FY 12/13

FY 13/14

Employee Staffing Director

1.00

Total

1.00

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Revenues

Total

Expenditures Payroll Wages

72,309

73,000

73,999

81,188

Payroll Insurance

8,574

8,808

10,784

Payroll Taxes

5,626

5,887

6,528

Payroll Retirement

5,096

5,132

5,967

Payroll Transfers In

(93,429)

(92,827)

Supplies

1,462

2,250

Services

1,943

6,770

10,770

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

1,580

Net

(1,580)

156

9,020

(9,020) $

(104,467)

10,019

13,020

(10,019)

(13,020)

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

Program

Activity

Budget

Percent

Municipal Governance 1

Policy Development, Council Meetings and Workshops $

651

5.00%

651

5.00%

Academic Governance 391

3.00%

391

3.00%

Development Recruiting and Assistance $

260

2.00%

Development Oversight and Regulation

130

1.00%

Development Agreement Oversight

130

1.00%

521

4.00%

Managing and Budgeting for Outcomes $

521

4.00%

521

4.00%

Policy Development, Board Meetings and Workshops

Comprehensive Planning and Economic Development

Financial Management 1

Municipal Administration 651

5.00%

Agenda Preparation and Calendar Maintenance

391

3.00%

Strategic Plan Development and Implementation

521

4.00%

Professional Development

521

4.00%

Direction of Leadership Team

391

3.00%

Affiliate Board Liaison and Support

521

5.00%

3,255

26.00%

Departmental Coordination and Employee Management $

Academic Administration 260

2.00%

Financial Management and Budget Preparation

260

2.00%

Agenda Preparation and Calendar Maintenance

260

2.00%

Strategic Plan Development and Implementation

130

1.00%

Organizational Development

260

2.00%

Parent and Student Communication

521

4.00%

Departmental Coordination and Employee Management $

Affiliate Board Liaison and Support

260

2.00%

1,953

15.00%

Communication $

2,864

22.00%

Citizen Engagement and Communication 1 2

Neighborhood Gatherings and Outreach

1,302

10.00%

Community Activities

1,302

10.00%

Direction Finders and Other Surveys

157

260

1.00%

5,729

43.00%

13,020

100%

GOALS AND OBJECTIVES

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

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

Trends Over the past several years, 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 Westlake Academy Parents last year demonstrated an approximate approval rate of 78% regarding the quality of communication received from the Academy; a 20% increase over the last two years. Over the past year, positive comments have continued regarding improved communications via Westlake Academyâ&#x20AC;&#x2122;s Communique, Facebook and Master Calendar, and the Town of Westlake email blasts and Simply Westlake magazine. Advertising and events in major local and social publications/websites increased last year, and will now hold constant, to raise and/or maintain awareness and knowledge about Town of Westlake and Westlake Academy.

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

158

GOALS AND OBJECTIVES

Communications & Community Affairs Continue create and/or improve internal procedures for Westlake Academy employees to include and notify the Communications Director or designee as early as possible to improve visibility and awareness of accomplishments and events. Continue to develop, implement, and collaborate on strategic plans, programs, tactics and initiatives related to all Town and Academy communication, promotion, public information and citizen/parent engagement to build sense of community and community-mindedness with multiple target audiences, including, but not limited to, Town residents, Academy parents, Town/Academy employees, students, alumni, area businesses and other support groups. Serves as liaison to the Westlake Historical Preservation Society; attend board meetings, provide support when possible, and help organize community events and promotion.

2012-2013 Highlights Created new community publication in partnership with publisher exclusively for Westlake residents entitled Simply Westlake - a social newsletter in monthly magazine format to help strengthen our citizen’s knowledge of their town’s neighbors, government, and caring sense of place. Coordinated, facilitated, and promoted numerous events, activities, and tributes held throughout the year in honor of Westlake Academy’s 10th Anniversary year both inside and outside the entire Westlake community; a milestone for our premier knowledge-based community and a shining example of our town’s Westlake began a new common vision and goal to improve our children’s educational opportunities and town unity. publication, exclusive to Hosted and coordinated our 4th annual graduation residents, to strengthen our ceremony for Westlake Academy at the Hurst citizen’s knowledge of their Convention Center. Because of newly implemented review procedures to town’s neighbors, government, improve timeliness and accuracy of content on the and caring sense of place. Academy’s master calendar and weekly Communique procedures to help ensure parents are informed and knowledgeable as to school events, WA Parent survey results increased 20% regarding quality of communication received. Worked with Academy staff to increase accuracy and freshness of website information and their social media presence through the use of Facebook this past year resulting in a 22% increase in satisfaction with website per parent survey. Helped coordinate and facilitate a new community wide Security Task Force, increased external town communications with residents, and also internally with police personnel, to update and inform residents regarding burglary incidents in a more timely and succinct manner, including available safety programs and services.

DID YOU KNOW

159

GOALS AND OBJECTIVES

Communications & Community Affairs Improved communication efforts regarding zoning and development by increasing timeliness and quality of information provided to residents, including implementation of meeting recaps for town and academy meetings. Received award from ICMA, the Community Sustainability Award, for a government transparency program using a newsletter, citizen surveys, email blasts, Web-based videos and other measures to maintain communication with residents. Increased, updated, and began new communication efforts regarding â&#x20AC;&#x153;welcomeâ&#x20AC;? type or promotional materials of most requested information for both the Town of Westlake and Westlake Academy stakeholders.

2013-2014 Goals and Objectives Continue improvement and awareness efforts regarding communication and citizen engagement to increase our sense of community for target audiences relative to Town events, volunteer opportunities, quality of life issues, knowledge of town government and amenities in Westlake, and educational benefits from Westlake Academy. Plan and organize resident and school-parent meetings to continue efforts for better citizen/parent engagement, support, and open/transparent lines of communication. Continue to help facilitate resident and parent surveys when executed; meet with various stakeholders to discuss areas of continuous improvement in communication and community affairs while growing relationships. Attend at least two related professional development organizational conferences and/or training seminars Begin new professional certification program to become a Certified Public Communicator through new partnership program of TCU and TAMIO which also results in a communication plan for our organization when complete.

Efficiency/Effectiveness Measures

Performance Measure

Actual FY10/11

Actual FY11/12

Estimated FY12/13

Adopted FY13/14

Update all printed publications for the Town on an annual basis

100%

75%

100%

Coordinate and schedule four neighborhood meetings per year, new resident and new parent meetings, and at least one extended boundary parent meeting Create and distribute a minimum of 12 resident email blasts per year and one electronic Westlake Wire end-of-the-year wrap up newsletter

160

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161

Fund 100 General Fund Department 23 Police Services Fiscal Year 2013/2014 Adopted

Estimated

Adopted

Actual

Budget

FY 11/12

FY 12/13

FY 13/14

Employee Staffing Police Staff is outsourced by the City of Keller

Total

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Contributions

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Misc Income

Revenues

Total

Expenditures Payroll Wages

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers In

Supplies

Services

768,070

786,594

785,204

825,745

Insurance

Maintenance

Rent & Utilities

E/D Incentives

Capital Outlay

Total

768,070

Net

(768,070)

162

786,594

(786,594) $

785,204

825,745

(785,204)

(825,745)

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

Program

Activity

Budget

Percent

Police Services Police Services $

163

0.00%

825,745

100.00%

825,745

100%

GOALS AND OBJECTIVES

Police Services Strategic Vision Points Caring Community Service Excellence

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

Trends While Westlake did experience an increase in residential burglaries this past year, Part 1 Crime continues to be incredibly low with only 39 total crimes reported for 2012. The frequency and severity of motor vehicle collisions on the streets within the Town remains a priority for the police department and they continue to monitor traffic enforcement to maintain the lowest possible number of injuries and accidents. Citizen calls for police services have increased over the course of the contract - from 1,200 in 2003 to 2,900 in 2012. School security and the safety of the students at Westlake Academy also remains a high priority and the department has been working with Academy staff to take steps to improve school security.

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

164

GOALS AND OBJECTIVES

Police Services 2012-2013 Highlights

Successfully investigated and apprehended two suspects who were committing the residential burglaries in our community and other parts of the state/country. Conducted a security audit for Westlake Academy and initiated a new Campus Patrol Program to increase police presence at the school. Performed an analysis of the level of police patrol coverage within the Town and concluded that the current staffing level exceeds best practices and standards. Handled traffic control duties associated with the construction projects. Provided work place violence prevention training to the corporate partners in Westlake.

DID YOU KNOW

2013-2014 Goals and Objectives

Did you know the Keller Police Department operates one of only three mounted patrol divisions in Tarrant County? They utilize mainly large draft horses in their patrol duties and have a total of five mounts in the stable.~

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

Efficiency/Effectiveness Measures Objective

Actual FY 10/11

Actual FY 11/12

Estimated FY 12/13

Adopted FY 13/14

Traffic Enforcement Stops

9,829

12,221

11,500

11,750

Respond to Citizen Calls for Service

2,748

2,959

2,900

3,000

Part 1 Reported Crime

Fire/EMS Calls Dispatched

459

445

460

470

165

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.

166

4B Economic Development Fund Program Summary

Fiscal Year

2013/2014

Adopted Budget FY 12/13

Actual FY 11/12

Estimated Budget FY 12/13

Adopted Budget FY 13/14

REVENUES & OTHER SOURCES General Sales Tax

914,319

890,000

1,031,250

1,100,000

Property Tax

Hotel Tax

Charges for Services

Donations

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

849

500

Contributions

Misc Income

Total Revenues

915,167

890,500

1,031,750

1,100,500

Transfers In

Other Sources

Total Other Sources TOTAL REVENUES & OTHER SOURCES

915,167

890,500

1,031,750

1,100,500

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

Capital Outlay

Capital Projects

Total Operating Expenditures

Total Capital TOTAL EXPENDITURES Transfers Out

1,004,360

920,230

1,210,134

1,100,500

Total Other Uses

1,004,360

920,230

1,210,134

1,100,500

TOTAL EXPENDITURES & OTHER USES

1,004,360

920,230

1,210,134

1,100,500

EXCESS REVENUES OVER(UNDER) EXPENDITURES

(89,193)

(29,730)

FUND BALANCE, BEGINNING

267,577

178,384

FUND BALANCE, ENDING

178,384

148,654

178,384

148,654

178,384

148,654

178,384

148,654

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

(178,384)

178,384

Restricted/Assigned/Committed Funds A

Cash

200 10110

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

000

167

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 13/14 revenues are budgeted to be $1,100,500 o A 7% increase of $68,750 from the FY 12/13 estimated budget of $1,031,750 Expenditures and Other Uses • Transfers out to the Debt Service Fund for FY 13/14 are budgeted to be $1,100,500

168

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169

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.

170

Economic Development Fund Program Summary

Fiscal Year

2013/2014

Adopted Budget FY 12/13

Actual FY 11/12

Estimated Budget FY 12/13

Adopted Budget FY 13/14

REVENUES & OTHER SOURCES General Sales Tax

208,181

180,000

210,000

150,000

Property Tax

Hotel Tax

Charges for Services

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Contributions

Misc Income

Total Revenues

208,181

180,000

210,000

150,000

Transfers In

35,758

Total Other Sources

35,758

243,940

215,758

245,758

185,758

TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers

Total Payroll and Related

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

Economic Development Incentives Total Operating Expenditures

243,940

215,758

245,758

185,758

243,940

215,758

245,758

185,758

Capital Outlay

Capital Projects

Total Capital TOTAL EXPENDITURES Transfers Out

243,940 -

Total Other Uses

TOTAL EXPENDITURES & OTHER USES

215,758 -

243,940

245,758 -

215,758

185,758 -

245,758

185,758

EXCESS REVENUES OVER(UNDER) EXPENDITURES

FUND BALANCE, BEGINNING

FUND BALANCE, ENDING

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

Restricted/Assigned/Committed Funds A

Cash

210 10110

000

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

171

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

Fidelity (Phase I) – A schedule has been set up to repay $35,758 regarding this agreement thru FY 2015-16. Deloitte’s agreement includes a 50% reimbursement of sales tax receipts.

Revenues and Transfers In • Total revenues for FY 2013-14 are anticipated to be $185,758 o $150,000 sales tax from Deloitte o $35,758 transfer in from General Fund for the payment to Fidelity (Phase I) Expenditures • Total proposed expenditures for FY 2013-14 are $185,758

172

ECONOMIC DEVELOPMENT FUND Tax Reimbursement Schedule Fidelity (Phase I)

Pymt

FY End

Beginning

100.46520.11

100.46522.11

Total

Ending

Date

Balance

Principal

Interest

Pymt Due

Balance

Sep-02 $

536,374

Sep-03

536,374

21,461

85,814

Sep-04

429,099

Sep-05

429,099

17,477

18,281

35,758

393,341

Sep-06

393,341

16,426

19,333

35,758

357,582

Sep-07

357,582

15,314

20,444

35,758

321,824

Sep-08

321,824

14,138

21,620

35,758

286,066

Sep-09

286,066

12,895

22,863

35,758

250,308

Sep-10

250,308

11,581

24,178

35,758

214,549

Sep-11

214,549

10,190

25,568

35,758

178,791

Sep-12

178,791

8,720

27,038

35,758

143,033

Sep-13

143,033

7,166

28,593

35,758

107,275

Sep-14

107,275

5,522

30,237

35,758

71,516

Sep-15

71,516

3,783

31,975

35,758

Sep-16

35,758

1,944

33,814

35,758

TOTAL

146,616.20

389,757.40

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

173

107,275

536,373.60

536,374 429,099

LONE STAR PUBLIC FACILITIES FUND This fund was set up initially with donations from several involved corporations that were going to benefit from tax-exempt bonds. The Lone Star Public Facilities Corporation was founded in 1996 and was designed â&#x20AC;&#x153;to provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing and placement in service of public facilities in an orderly, planned manner and at the lowest possible borrowing costs.â&#x20AC;?

174

Lone Star Public Fund Program Summary Fiscal Year

2013/2014 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 11/12

FY 12/13

FY 13/14

REVENUES & OTHER SOURCES General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Donations

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Contributions

Misc Income

Total Revenues

Transfers In

Total Other Sources

TOTAL REVENUES & OTHER SOURCES

Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers

EXPENDITURES & OTHER USES

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

Capital Outlay

Capital Projects

Total Capital

TOTAL EXPENDITURS

Total Payroll and Related

Total Operating Expenditures

Transfers Out Total Other Uses

TOTAL EXPENDITURES & OTHER USES

EXCESS REVENUES OVER(UNDER) EXPENDITURES

FUND BALANCE, BEGINNING

13,531

13,576

13,621

FUND BALANCE, ENDING

13,576

13,621

13,666

13,576

13,621

13,666

13,576

13,621

13,666

13,576

13,621

13,666

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

Restricted/Assigned/Committed Funds A

Cash

418 10110

000

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

175

FUND OVERVIEW LONE STAR PUBLIC FACILITIES FUND This fund was set up initially with donations from several involved corporations that were going to benefit from tax-exempt bonds. The Lone Star Public Facilities Corporation was founded in 1996 and was designed “to provide for the acquisition, construction, rehabilitation, repair, equipping, furnishing and placement in service of public facilities in an orderly, planned manner and at the lowest possible borrowing costs.” The ideas was to “acquire, through the issuance of installment sale obligations, office buildings, located within the State of Texas but outside the boundaries of Westlake, whose tenants will be limited to those entities which are qualifying tenants under applicable federal income tax law so the interest payable with respect to the installment sale obligations will be exempt from federal income taxation.” No bonds were ever issued. The fund is earning interest annually. Revenues • Total proposed revenues for FY 2013-14 are $45 in interest earnings. Expenditures • There have been no expenditures from this fund since inception

176

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177

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.

178

Visitors Association Fund Program Summary Fiscal Year

2013/2014 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 11/12

FY 12/13

FY 13/14

General Sales Tax

Property Tax

REVENUES & OTHER SOURCES

Hotel Tax

590,853

540,350

700,000

Charges for Services

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

3,438

2,900

Investment Earnings Contributions

Misc Income

13,440

18,650

607,731

561,900

721,550

Total Revenues Transfers In

Total Other Sources

TOTAL REVENUES & OTHER SOURCES

607,731

561,900

721,550

EXPENDITURES & OTHER USES Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers Total Payroll and Related

255,339

255,225

286,107 286,107

255,339

255,225

Supplies

3,436.94

3,550

18,055

4,080

Services

179,462

209,975

200,470

208,430

Insurance

Repair & Maintenance

37,480

35,677

34,225

36,435

Interfund Advances

Debt

Rent & Utilities

Total Operating Expenditures

220,379

249,202

252,750

248,945

Capital Outlay

Capital Projects

Total Capital

TOTAL EXPENDITURES

475,718

504,427

507,975

Transfers Out

190,746

192,711

191,162

535,052 164,720

Total Other Uses

190,746

192,711

191,162

164,720

TOTAL EXPENDITURS & OTHER USES

666,465

697,138

699,137

699,772

EXCESS REVENUES OVER(UNDER) EXPENDITURES

(58,734)

(135,238)

22,413

21,778

FUND BALANCE, BEGINNING

1,111,281

1,052,547

1,074,959

FUND BALANCE, ENDING

1,052,547

917,309

1,074,959

1,096,738

182,396

183,692

151,700

164,450

870,151

733,617

923,259

932,288

477

384

482

486

182,396

183,692

151,700

164,450

182,396

183,692

151,700

164,450

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

TOTAL RESTRICTED/ASSIGNED/COMMITED FUNDS

179

FUND OVERVIEW VISITORS ASSOCIATION FUND The Visitors Association Fund was established in late FY 1999-2000 and collects a 7% hotel occupancy tax from the Marriott Solana and any future Westlake hotels. FY 2004-2005 saw the launch of a new program in partnership with the Marriott to operate a shuttle service which delivers and returns Marriott visitors to DFW Airport. Hotel Occupancy Taxes are allocated to this fund and obtained through the assessment of a 7% hotel occupancy tax. Authority granted by the State of Texas allows cities to levy a tax not to exceed 7% of the rental rate for a hotel/motel room. Funds generated by the occupancy tax may be used in a manner that directly enhances and promotes tourism and the convention and hotel industry. Revenues • Total revenues for FY 2013-14 are budgeted to be $721,550 • Revenues are projected to remain flat when compared to FY 2012-13 estimated revenues. Expenditures and Transfers Out • Total expenditures for FY 2013-14 are budgeted to be $699,772 • This represents a 0.09% increase of $634 from the FY 2012-13 estimated expenditures. o Transfers Out to Debt Service decreased $30,443 due to the 2013 partial refunding of the 2008 bond payment on the Arts and Sciences center construction. o Supplies decreased $13,975 – Records management expense of $14,000 for FY201213 will not be incurred in FY 13/14. o Services increased $7,960 – Marriot marketing expenditures increased $10,000 o Payroll transfers out to the General Fund increased $30,882 due to Phase II market increases. Fund Balance • FY 2013-14 ending fund balance is projected to be $1,096,738

180

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

Program

Activity

Budget

Percent

Municipal Administration 1 2 3 4 5

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

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

1.43% 0.03% 0.87% 12.59% 0.03% 14.96%

111,570 110 12,080 123,760

15.94% 0.02% 1.73% 0.00% 17.69%

0.33% 0.33% 0.33% 1.29% 0.33% 64.75%

2,291 2,291 2,291 9,041 2,291 453,118 471,322

0.00% 0.00%

0.00%

0.00% 0.00% 0.00%

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

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

67.35%

Municipal Governance 1

Policy Development, Council Meetings & Workshops

Academic Governance 1

Policy Development, Council Meetings & Workshops

Comprehensive Planning & Economic Development 1 2

Development Recruiting & Assistance Development Oversight & Regulation

Municipal Administration 1 2 3 4 5

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

Academic Administration 1

Departmental Coordination & Employee Management

0.00%

2 3 4 5 6

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

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

699,772

181

100.00%

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

182

Debt Service Fund Program Summary Fiscal Year

2013/2014 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 11/12

FY 12/13

FY 13/14

REVENUES & OTHER SOURCES General Sales Tax Property Tax

170,094

123,969

130,792

153,868

Hotel Tax

Charges for Services

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

Contributions

Misc Income

3,609

Total Revenues Transfers In Other Sources

Bond Refunding

170,094

123,969

134,401

153,868

1,465,086

1,462,483

1,456,336

1,936,358

7,799,196

Total Other Sources

9,264,282

1,462,483

1,456,336

1,936,358

TOTAL REVENUES & OTHER SOURCES

9,434,376

1,586,452

1,590,736

2,090,226

EXPENDITURES & OTHER USES Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Tranfsers

2,925

1,130

Total Payroll and Related Supplies Services

150,021

907

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt Total Operating Expenditures

1,618,898

1,613,323

1,612,263

2,089,319

1,768,919

1,616,248

1,613,393

2,090,226

Capital Outlay

Capital Projects

Total Capital TOTAL EXPENDITURES

1,768,919

Transfers Out Other Uses

Bond Refunding

7,650,305

Total Other Uses

7,650,305

TOTAL EXPENDITURES & OTHER USES

9,419,224

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

1,616,248

1,613,393

2,090,226

1,616,248

1,613,393

2,090,226

15,153

(29,796)

(22,657)

7,504

22,657

(7,140)

7,504

Restricted/Assigned/Committed Funds

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

183

FUND OVERVIEW DEBT SERVICE FUND The Debt Service Fund was created to clearly illustrate the Town’s debt service picture. The Town’s obligations are consolidated into one fund with payments being transferred from 4B Economic Development Fund, Property Tax Reduction Fund (in prior years), General Fund (in subsequent years) and the Visitors Association Fund. Future CO’s and General Obligation debt issuances will also be paid from this fund. The Debt Service Fund is used for the payment of general long-term debt principal, interest and related costs of Town issued debt. The Town of Westlake implemented an ad valorem property tax for the first time during FY 2010-11. There is no direct limit on debt for the Town. The Constitution of the State of Texas provides that the ad valorem tax levied by the Issuer for general purposes and for the purpose of paying debt service requirements of the Issuer’s general obligation debt shall not exceed $1.50 for each $100 of assessed valuation of taxable property. Revenues • $153,868

Ad Valorem Property Taxes

Transfers In • $151,700 • $1,100,500 • $630,772 • $53,385

Transfers in from Visitors Association Fund Transfers in from 4B Economic Development Fund Transfers in from General Fund Transfers in from Utility Fund

Expenditures • FY 2013-14 debt service expenditures are projected to be $2,090,226 • This is a 30% increase of $476,833 compared to FY 2012-13 estimated expenditures of $1,613,393. o $8.5M CO for Westlake Academy Expansion o $1.0M CO for Ground Storage Tank o $2.2M GO refunding of 2008 Certificates of Obligation Debt service payments are made for the following: •

Issue for various street projects: o $ 2,095,000 Series 2011 Certificates of Obligation

•

Issue for Ground Storage Tank project: o $ 1,000,000 Series 2013 Certificates of Obligation

184

FUND OVERVIEW Debt service payments are made for the following: •

Issues made for the construction of the Westlake Academy facilities: o $12,400,000 Series 2002 Certificates of Obligation o $ 6,410,000 Series 2003 Certificates of Obligation o $ 7,465,000 Series 2007 General Obligation Refunding Bonds  partial refund of $12.4 CO issue o $ 7,375,000 Series 2011 General Obligation Refunding Bonds  partial refund of $12.4 CO and $6.4M issue o $ 2,200,000 Series 2013 General Obligation Refunding Bonds  refund of $2.5 CO o $ 8,500,000 Series 2013 Certificates of Obligation  Westlake Academy Expansion

$0.25

$0.166 $1.670

$1.765

$0.289 $1.698

$0.348 $1.641

$0.407 $1.579

$0.465 $1.523

$0.519 $1.467

$1.416

$0.653 $1.336

$0.693 $1.296

$0.731 $1.256

$0.768 $1.222

$0.802 $1.188

$0.835 $1.154

$0.876 $1.115

$0.893

$0.877 $1.110

$0.50

$0.655

$0.75

$1.092

$1.00

$1.063

$1.25

$0.958

$1.50

185

2032

2031

2030

2029

2028

2027

2026

2025

2024

2023

2022

2021

2020

2019

2018

2017

2016

2015

2014

$0.00 2013

Millions

$1.75

$0.930

$2.00

$0.571

Interest $0.609

Principal

$1.381

$2.25

$0.227

20 Year Annual Debt Requirement

Debt Service Fund Long-Term Debt Summary Series

SERIES 2013 GO-Refunding

SERIES 2013 CO

SERIES 2011 CO

SERIES 2011 GO-Refunding

Type

*refunding of 2008

Certificates of Obligation

*partial refunding of 2002/2003

Funded by

Visitors Association Fund

4B Fund & General Fund

DS 300 Property Tax

4B Fund & General Fund

Pymt

Fiscal

300.48840.00.13

300.48850.00.13

300.48840.00.12

300.48850.00.12

TOTAL Principal

Interest

300.48840.00.11

300.48850.00.11

TOTAL

No.

Year

Principal

Interest

2014

105,000

46,700

151,700

100,000

407,159

507,159

2015

120,000

44,450

164,450

195,000

312,044

2016

100,000

42,250

142,250

195,000

308,144

2017

130,000

39,950

169,950

200,000

2018

125,000

37,400

162,400

2019

135,000

34,463

169,463

2020

140,000

31,025

2021

145,000

2022

145,000

300.48840.00.10

300.48850.00.10

Principal

Interest

TOTAL Principal

Interest

TOTAL

93,000

60,791

153,791

100,000

223,200

323,200

507,044

97,000

57,704

154,704

440,000

217,800

657,800

503,144

100,000

54,503

154,503

100,000

212,400

312,400

304,194

504,194

75,000

79,475

154,475

275,000

207,275

482,275

200,000

300,194

500,194

79,000

75,625

154,625

700,000

192,650

892,650

205,000

296,144

501,144

83,000

71,575

154,575

715,000

171,425

886,425

171,025

215,000

291,944

506,944

87,000

67,325

154,325

730,000

149,750

879,750

27,463

172,463

215,000

287,106

502,106

91,000

62,875

153,875

750,000

127,550

877,550

23,838

168,838

225,000

281,606

506,606

96,000

58,200

154,200

770,000

104,750

874,750

2023

150,000

20,375

170,375

230,000

275,344

505,344

101,000

53,275

154,275

790,000

81,350

871,350

2024

145,000

17,130

162,130

240,000

268,294

508,294

106,000

48,100

154,100

820,000

55,150

875,150

2025

155,000

13,830

168,830

240,000

261,094

501,094

111,000

42,675

153,675

260,000

36,250

296,250

2026

165,000

10,063

175,063

255,000

253,669

508,669

117,000

36,975

153,975

260,000

27,150

287,150

2027

160,000

6,000

166,000

260,000

245,619

505,619

123,000

30,975

153,975

275,000

17,100

292,100

2028

160,000

2,000

162,000

270,000

237,006

507,006

129,000

24,675

153,675

290,000

5,800

295,800

2029

390,000

225,794

615,794

136,000

18,050

154,050

2030

405,000

211,881

616,881

143,000

11,075

154,075

2031

415,000

197,531

612,531

150,000

3,750

153,750

2032

595,000

178,369

773,369

2033

315,000

160,169

475,169

2034

330,000

147,269

477,269

2035

345,000

133,769

478,769

2036

360,000

119,669

479,669

2037

370,000

105,763

475,763

2038

385,000

92,078

477,078

2039

400,000

77,850

477,850

2040

415,000

62,300

477,300

2041

430,000

45,400

475,400

2042

450,000

27,800

477,800

2043

TOTAL

$2,080,000

$396,935

$2,476,935

470,000 $9,320,000

9,400 $6,124,599

479,400 $15,444,599

$1,917,000

$857,623 $2,774,623

$7,275,000

$1,829,600 $9,104,600

Original Issue:

$2,200,000

$9,500,000

$2,095,000

$7,375,000

Issue Date:

April 2013

March 29, 2011

December 29, 2011

Refunding of 2008 (A&S Building)

WA Expansion / Ground Storage Tank

Various street projects

Partial refunding of 2002 & 2003

US Bank

Independent Bank

US Bank

Use: Issued By:

186

Series

SERIES 2007 GO-Refunding

SERIES 2003 CO

SERIES 2002 CO

Type

*partial refunding of 2002

Certificates of Obligation

Funded by

4B Fund & General Fund

4B Fund 200

Pymt

Fiscal

300.48840.00.07

300.48850.00.07

300.48840.00.03

300.48850.00.03

300.48840.00.02

TOTAL No.

Year

2014

2 3

Principal

Interest

Principal

Interest

GRAND TOTAL

300.48850.00.02

TOTAL

TOTAL Principal

Interest

35,000

294,608

329,608

175,000

97,411

272,411

2015

35,000

293,295

328,295

185,000

90,630

275,630

2016

410,000

291,983

701,983

190,000

83,230

273,230

2017

425,000

276,608

701,608

75,250

2018

40,000

259,608

299,608

75,250

2019

40,000

258,008

298,008

75,250

2020

45,000

256,408

301,408

75,250

2021

50,000

254,608

304,608

2022

55,000

252,608

307,608

2023

60,000

250,408

310,408

2024

65,000

248,008

313,008

2025

645,000

245,408

2026

670,000

2027

700,000

2028

2029

2,089,319

1,072,000

1,015,923

2,087,923

1,095,000

992,509

2,087,509

1,105,000

982,751

2,087,751

1,144,000

940,726

2,084,726

1,178,000

906,864

2,084,864

75,250

1,217,000

871,701

2,088,701

75,250

1,251,000

834,851

2,085,851

75,250

1,291,000

796,251

2,087,251

75,250

1,331,000

756,001

2,087,001

75,250

1,376,000

711,931

2,087,931

890,408

75,250

1,411,000

674,506

2,085,506

219,608

889,608

75,250

1,467,000

622,714

2,089,714

192,808

892,808

75,250

1,518,000

567,751

2,085,751

730,000

164,808

894,808

75,250

1,579,000

509,539

2,088,539

760,000

134,695

894,695

350,000

75,250

425,250

1,636,000

453,789

2,089,789

2030

790,000

103,345

893,345

365,000

57,750

422,750

1,703,000

384,051

2,087,051

2031

825,000

70,560

895,560

385,000

39,500

424,500

1,775,000

311,341

2,086,341

2032

855,000

35,910

890,910

405,000

20,250

425,250

1,855,000

234,529

2,089,529

2033

315,000

160,169

475,169

2034

330,000

147,269

477,269

2035

345,000

133,769

478,769

2036

360,000

119,669

479,669

2037

370,000

105,763

475,763

2038

385,000

92,078

477,078

2039

400,000

77,850

477,850

2040

415,000

62,300

477,300

2041

430,000

45,400

475,400

2042

450,000

27,800

477,800

2043

Original Issue: Issue Date: Use: Issued By:

$4,103,285

$11,338,285

$2,055,000

$1,367,021

$3,422,021

351,450

Total Debt

1,151,319

$7,235,000

21,450

Interest

938,000

TOTAL

330,000

Principal

$330,000

$21,450

$351,450

$7,465,000

$6,410,000

$12,400,000

March 15, 2007

June 23, 2003

January 15, 2002

Partial refunding of Series 2002

2nd phase construction of WA

1st phase construction of WA

US Bank

Bank of New York

187

470,000 $30,212,000

9,400 $14,700,513

479,400 $44,912,513

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.

188

Cemetery Fund Program Summary

Fiscal Year

2013/2014 Actual FY 11/12

Adopted Budget FY 12/13

Estimated Budget FY 12/13

Adopted Budget FY 13/14

General Sales Tax

Property Tax

Hotel Tax

4,500

5,400

5,960

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

171

175

100

Contributions

Misc Income

4,671

5,575

6,060

REVENUES & OTHER SOURCES

Charges for Services

Total Revenues Transfers In

Total Other Sources

4,671

5,575

6,060

Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers

TOTAL REVENUES & OTHER SOURCES EXPENDITURES & OTHER USES

Total Payroll and Related

Supplies

450

Services

4,064

3,600

2,900

4,225

Insurance

1,767

1,800

2,215

7,215

Rent & Utilities

Interfund Advances

Debt

6,281

5,400

5,115

Capital Outlay

Capital Projects

TOTAL EXPENDITURES

6,281

5,400

5,115

11,440

Transfers Out

Total Other Uses

6,281

5,400

5,115

11,440

175

945

Repair & Maintenance

Total Operating Expenditures

Total Capital

TOTAL EXPENDITURES & OTHER USES EXCESS REVENUES OVER(UNDER) EXPENDITURES

(1,610)

11,440 -

(5,380)

FUND BALANCE, BEGINNING

148,963

147,353

148,298

FUND BALANCE, ENDING

147,353

147,528

148,298

142,918

147,353

147,528

148,298

142,918

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

Restricted/Assigned/Committed Funds A

Cash

255 10110

000

49,173

49,349

50,715

45,633

Open Cemetery Lots

255 15100

000

98,179

97,582

97,284

147,353

147,528

148,298

142,918

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

189

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 2013-14 are $6,060 • Revenue will remain flat when compared to FY 2012-13 estimated revenues.

Expenditures • Total adopted expenditures for FY 2013-14 are $11,440 • This is an increase of $6,325 compared to FY 2012-13 estimated expenditures. o Increase of $5,000 for irrigation services o Increase of $1,325 for contracted services

Fund Balance • The projected ending fund balance for FY 2013-14 is $142,918 o $45,633 Operating Cash o $97,284 Open Cemetery Lots

190

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191

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

192

Utility Fund Program Summary

Fiscal Year 2013/2014 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 11/12

FY 12/13

FY 13/14

REVENUES & OTHER SOURCES Charges for Services

Water

2,228,018

2,112,000

Charges for Services

Sewer

627,096

529,800

Charges for Services

Trash

4,545

5,050

Charges for Services

Other

72,922

60,835

60,750

Franchise Fees

Permits & Fees

Fines & Forfeitures Investment Earnings

9,717

10,000

6,000

Contributions

24,423

Misc Income

87,040

89,434

192,004

3,053,761

2,807,119

2,905,604

2,000,000

500,000

Total Revenues Transfers In

Other Sources

Total Other Sources

TOTAL REVENUES & OTHER SOURCES

3,053,761

1,000,000

2,000,000

1,500,000

4,807,119

4,405,604

2,905,604

EXPENDITURES & OTHER USES Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers Total Payroll and Related

253,673

273,812

321,554

253,673

273,812

321,554

Supplies

4,514

7,000

7,100

8,100

Services

444,980

521,828

539,078

523,028

Insurance Repair & Maintenance Rent & Utilities

4,803

6,098

4,790

127,265

141,500

127,400

122,400 130,760

97,341

111,292

129,250

Debt

714,735

220,943

191,212

Water Purchases

980,212

1,110,600

2,373,850

2,119,261

2,109,430

2,090,890

2,161,871

175,424

1,521,880

20,000

15,000

2,181,871

190,424

1,536,880 3,949,324

Total Operating Expenses Capital Projects

(166,045)

Capital Outlay

12,409

Total Capital

(153,635)

TOTAL EXPENSES

2,473,888

4,574,944

2,573,667

Transfers Out

95,507

87,500

140,885

95,507

87,500

140,885

2,569,395

4,662,444

2,661,167

4,090,209

484,366

144,675

1,744,438

(1,184,605)

FUND BALANCE, BEGINNING

4,516,756

5,001,122

6,745,560

FUND BALANCE, ENDING

5,001,122

5,145,797

6,745,560

5,560,955

149,040

171,802

173,520

4,852,082

4,973,996

6,573,758

5,387,435

2,639,932

2,413,073

2,398,242

2,427,444

671

752

1,000

810

149,040

171,802

173,520

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

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

Water/Sewer Deposits

10112

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

149,040

193

171,802

173,520

FUND OVERVIEW UTILITY FUND REVENUES AND OTHER RESOURCES • Total adopted revenues for FY 2013-14 are budgeted to be $2,905,604 • A 34% decrease of $1,500,000 from the FY 2012-13 estimated revenues of $4,405,604 o This decrease amount is composed of $1M in bond proceeds and a $500K transfer in (interfund loan) from the General Fund in FY 2012-13 for the construction of a ground storage tank. • Utility Fund revenue is primarily comprised of fees for water and wastewater service. • The fund also receives a small portion of its revenue through tap fees and interest income, and currently serves as a mechanism for collecting and distributing debt service and impact fees. TRA Wastewater 3%

Duct Bank 3% Impact Fees 2%

FY13/14 Adopted Revenues

Tap Fees 1% Water Revenue 73% Sewer Revenues 18%

Water Revenue • Water revenues comprise 73% of FY 2013-14 Utility Fund revenues. o The Utility Fund is the recipient of all revenue generated from water sales in the Town. With the construction of Westlake’s master-planned residential developments, the Town placed new water infrastructure into service in 2000. o As Westlake’s customer base continues to expand, additional demands will be placed on the utility system, requiring incremental expansion and maintenance of infrastructure. • Effective October 1, 2013, Fort Worth rates will increase by 11% ($1.6720/1000 gal to $1.8560/1000 gal). Revenue Trends (shown in millions)

$2.10

$1.94

$1.74

FY 04/05 actual

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

194

$3.28

$3.05

$2.91

FY 10/11 actual

FY 11/12 actual

FY 12/13 estimated

FY 13/14 adopted

FUND OVERVIEW Wastewater Revenues • Wastewater revenues comprise 18% of FY 2013-14 Utility Fund revenues. o Wastewater revenue is another major component of the Utility Fund. Wastewater revenue is expected to grow proportionate to future non-irrigation water demands. o These future increases can be attributed to both residential and commercial growth. o Effective December 1, 2013, TRA rates will increase by 14.7% ($4.788/1000 gal to $5.494/1000 gal) due to higher treated sewage volumes, capital project funding needs and associated operating costs. Ductbank Permit Fees • Ductbank permit fees and deferred revenues comprise 3% of FY 2013-14 Utility Fund revenues. o The ductbank is a series of Town owned conduit that houses underground telecommunication infrastructure in portions of Westlake. o Revenues from the ductbank are contingent upon utility companies leasing out portions of the conduit. o The Town continues to execute new leases with telecommunications companies. Waste Management • The Town receives a 12% fee from its franchisee for providing this service. o During FY 2008-09, the Town took over the billing and collection of residential solid waste user fees for its franchised hauler. o The Town changed from twice a week pick up schedule to once a week pick up schedule in lieu of a rate increase. o The current rate for solid waste and recycling service remains unchanged since 2008. EXPENSES AND OTHER USES • Total adopted expenses for FY 2013-14 are $4,090,209 • A 54% increase of $1,429,042 from the FY 2012-13 estimated expenses. • This increase amount is composed primarily of $1.346M relating to the construction of a ground storage tank.

Capital Outlay /Projects 38%

FY13/14 Adopted Expenses

Operating Expenses 59%

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. 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.

195

FUND OVERVIEW In 2010, Deloitte University constructed new ductbank through their development that connected the section at Dove/Pearson Lane to Ottinger Road at the Deloitte service entrance with leases following completion of construction. The Utility Fund is responsible for all water, sewer, and telecommunications ductbank service in the Town. The Town continues to use new automated technologies to control inflows into our storage facilities and minimize the annual peak payment charges from the City of Fort Worth.

10 Year Analysis - Utility Billing Accounts FY 13/14 projected

501 491 481 480 475 450 420

FY 12/13 estimated FY 11/12 actual FY 10/11 actual FY 09/10 actual FY 08/09 actual FY 07/08 actual

359 325 294

FY 06/07 actual FY 05/06 actual FY 04/05 actual -

50 100 150 200 250 300 350 400 450 500 550

The fund is also burdened with three outstanding long-term obligations. 1. The first is the proportionate buyout of infrastructure owned by the Hunt Trust which sold the Circle T Ranch to Hillwood. The Town’s agreement with Hillwood is that in exchange for dissolution of the Municipal Utility Districts (MUDs), the Utility Fund will reimburse Hillwood the share of purchased MUDs infrastructure for each development based upon the acres removed from the MUDs. Hillwood, in turn, must deposit these funds into an escrow account owned by the Hunt Trust. 2.

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

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.

196

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

Program

Activity

Budget

Percent

Water Services 1 2 3 4 5 6 7

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

225,678 40,536 18,373 54,699 63,786 1,110,601 178,179 1,691,851

9.30% 1.67% 0.76% 2.25% 2.63% 45.75% 7.34% 69.70%

24,010 5,832 394,221 23,322 447,385

0.99% 0.24% 16.24% 0.96% 18.43%

61,523 22,879 84,402

2.53% 0.94% 3.48%

73,606 73,606

3.03% 3.03%

54,616 54,616

2.25% 2.25%

6,255 6,255

0.26% 0.26%

19,470 66,813

0.80% 2.75%

2,427,444

100%

Sewer Services 1 2 3 4

Maintenance & Repairs Regulatory Monitoring & Reporting Wastewater Treatment Contract Management

Solid Waste & Recycling 1 2

Solid Waste Recycling

Utility Billing Services 1

Utility Billing

Municipal Governance 1

Town Council Meetings/Workshops

Citizen Engagement and Communication 1

Neighborhood Gatherings & Outreach

Accounting Services - Municipal 4

Financial Reporting

Represents Total Expenses net of Debt & Capital Projects

197

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

198

Interest

60,884

TOTAL

Total

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 11/12

FY 12/13

5 Year Projection FY 13/14

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

Total

Engineering

12,467

Construction

70,500

Design

Contingency

Other

EXPENDITURES TOTAL

82,967

PROJECT FUNDING

FUNDING TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

5 Year Projection FY 13/14

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

Total

Cash/Transfers

82,967

Contributions/Grants

Bond Issuance

UnFunded

Other

FUNDING TOTAL

82,967

IMPACT ON OPERATING BUDGET

IMPACT TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

5 Year Projection FY 13/14

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

Total

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Debt Service

OPERATING IMPACT

199

FUNDED CAPITAL IMPROVEMENT

Ground Storage Tank Project Description: This project will consist of designing and constructing a new ground storage tank at the existing pump station. We anticipate this tank will be a 1,000,000 gallon tank and will be needed to augment services once Deloitte has become fully staffed. Maintenance (consisting of inspection and cleaning) would not be expected until year two. Total amount = $1,558,500; Debt service payments = approximately $170k/yr for 10 years.

PROJECT EXPENSE

EXPENDITURE TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

Engineering

3,088

58,000

Construction

Design

Contingency Other EXPENDITURES TOTAL

5 Year Projection FY 13/14

FY 14/15

1,438,913

FY 15/16

Project FY 16/17

FY 17/18

Total

3,088

58,000

1,438,913

1,500,001

PROJECT FUNDING

FUNDING TYPE Cash/Transfers

Totals Thru

Estimated

FY 11/12

FY 12/13

3,088

(3,088)

Contributions/Grants

Bond Issuance $1.0M

61,088

UnFunded

Other

3,088

58,000

FUNDING TOTAL

5 Year Projection FY 13/14 500,000

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

Total

938,913

1,438,913

500,000 1,000,001

1,500,001

IMPACT ON OPERATING BUDGET

IMPACT TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

5 Year Projection FY 13/14

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

Total

Supplies

Services

Insurance

Repair & Maintenance

500

530

545

560

Rent & Utilities

Debt Service

OPERATING IMPACT

500

2,135

200

2,135

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201

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.

202

Utility Maintenance & Replacement Fund Program Summary

Fiscal Year

2013/2014

Actual FY 11/12

Adopted Budget FY 12/13

Estimated Budget FY 12/13

Adopted Budget FY 13/14

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

Investment Earnings

190

125

Contributions

Misc Income

190

125

REVENUES & OTHER SOURCES

Total Revenues Transfers In

50,000

Total Other Sources

50,000

TOTAL REVENUES & OTHER SOURCES

50,190

50,125

EXPENDITURES & OTHER USES Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers

Total Payroll and Related

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

Total Expenditures

Capital Outlay

Capital Projects

52,450

81,680

88,000

52,450

81,680

88,000

52,450

81,680

88,000

Total Capital

TOTAL OPERATING EXPENDITURES

Transfers Out

Total Other Uses

52,450

81,680

88,000

(2,325)

(31,555)

(37,875)

TOTAL EXPENDITURES & OTHER USES

EXCESS REVENUES OVER(UNDER) EXPENDITURES

50,190

FUND BALANCE, BEGINNING

42,640

92,829

61,274

FUND BALANCE, ENDING

92,829

90,504

61,274

23,399

92,829

90,504

61,274

23,399

92,829

90,504

61,274

23,399

92,829

90,504

61,274

23,399

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

Restricted/Assigned/Committed Funds A

Cash

510

10110 00

000

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

203

FUND OVERVIEW UTILITY- MAINTENANCE & REPLACEMENT FUND The Utility-Maintenance & Replacement Fund (UMR) was created to provide a mechanism for repair and replacement, including any associated work, of capital assets such as pump stations, lift stations, elevated and ground storage facilities, etc. This fund receives planned portions of revenues from the Utility Fund allocated to future capital repair and replacement. As in the General-Maintenance and Replacement Fund, this was anticipated to help avoid future bond programs and force a more conservative pattern of spending in light of uncertain future revenues. This fund consists of systematic water and sewer line repairs and major maintenance projects funded by an operating transfer from the Utility Fund. Projects are included each year from a long-range maintenance schedule which incorporates routine scheduled maintenance and recommended replacement and upgrading of lines and permanent capital assets along with any emergency needs including associated work. Revenues • FY2013/14 adopted revenues are $50,125 Expenditures • FY 2013/14 adopted expenditures are $88,000 for the SCADA Replacement Project Fund Balance • FY 2013/14 ending fund balance is projected to be $23,399

204

Utility - Maintenance and Replacement Fund 5 Year Projection Description

Actuals

Estimated

Adopted

2003 - 2012

FY 12-13

FY 13-14

Projection FY 14-15

FY 15-16

FIVE YEAR

FY 16-17

FY 17-18

TOTALS

Sewer R&M - SS I&I

23,864

Pump Station Gate Retro-Fit

7,500

WA-Ext Envrnmt Imprvmts Irrig

Pump/Motor Repair/Replacement

27,225

Pump Station Equipment

SCADA Replacement

88,000

Chevy Utility Truck

25,000

Ground Storage Tank R&M

Fire Hydrant Repair & Painting

Lift Station Pump Repairs

16,375

Water Main R&M

GRAND TOTAL

38,080

31,364

81,680

88,000

205

160,000

185,000

165,000

175,000

500,000

525,000

27,225 500,000

38,080 726,044

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

206

General Maintenance & Replacement Fund Program Summary

Fiscal Year

2013/2014

Actual FY 11/12

Adopted Budget FY 12/13

Estimated Budget FY 12/13

Adopted Budget FY 13/14

General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Beverage Tax

Franchise Fees

Permits & Fees

2,000

Fines & Forfeitures

2,465

1,750

Contributions

Misc Income

Total Revenues

2,465

1,750

3,750

1,750

Transfers In

530,000

550,000

REVENUES & OTHER SOURCES

Investment Earnings

Other Sources

6,250

Total Other Sources

530,000

550,000

556,250

550,000

TOTAL REVENUES & OTHER SOURCES

532,465

551,750

560,000

551,750

EXPENDITURES & OTHER USES Payroll / Salaries

Payroll Related & Benefits

Payroll Transfers In

Payroll Transfers Out

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

Total Payroll and Related

Total Operating Expenditures Capital Outlay

Capital Projects

343,585

329,220

275,359

519,726

Total Capital

343,585

329,220

275,359

519,726

TOTAL EXPENDITURES Transfers Out

343,585 -

329,220 -

275,359 -

519,726 -

Total Other Uses

TOTAL EXPENDITURES & OTHER USES

343,585

329,220

275,359

519,726

EXCESS REVENUES OVER(UNDER) EXPENDITURES

188,880

222,530

284,641

32,024

FUND BALANCE, BEGINNING

691,535

880,415

1,165,056

FUND BALANCE, ENDING

880,415

1,102,945

1,165,056

1,197,080

880,415

1,102,945

1,165,056

1,197,080

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

Restricted/Assigned/Committed Funds A

Cash

600

10110

000

880,415

1,102,945

1,143,056

1,175,080

Cash EMS

600

10110

101

22,000

880,415

1,102,945

1,165,056

1,197,080

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

207

FUND OVERVIEW GENERAL MAINTENANCE & REPLACEMENT FUND The General Maintenance & Replacement Fund was created to provide a mechanism for the long term repair and replacement, including any associated work, of large capital assets such as HVAC, walls, floors and ceilings, plumbing, electric, roadways, etc. This fund receives planned portions of revenues from each operating fund that owns and maintains capital assets to set aside for future capital repair and replacement. This helps to avoid future bond programs and encourages a more conservative pattern of spending in light of uncertain future revenues.. This fund supports systematic facility repairs and major maintenance projects funded by operating transfers from other Town funds. Project lists are developed annually from a longrange facility maintenance schedule, and incorporated into a routine schedule for maintenance and replacement of major facility equipment and infrastructure and permanent capital assets along with any emergency needs, including associated work. Revenues and Transfers In • FY 2013/14 adopted revenues are $551,750 and are comprised of o $550,000 transfers in from the General Fund o $1,750 interest income • A 1% decrease of $8,250 from the FY 12/13 estimated budget of $560,000 Expenditures/Projects • FY 2013/14 adopted expenditures are $519,726 • An 89% increase of $244,367 from the FY 11/12 estimated budget of $275,359 Dept # 16 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 17 19 20 20 20 20

Project # 35 7 24 25 32 18 19 29 12 9 36 8 10 17 23 11 13 39 37 38 14 20 21 27 28

Description Illuminated Street Name Signs WA-Irrigation System WA-15 Ton Split HVAC System WA-2 Ton Roof Top Units WA-HVAC System Replacement WA-Update Security System WA-Update Security Cameras WA-Heater Boilers WA-Painting/Cloth Wall R&M WA-Environment Improvements Irrigation WA-Plumbing Repair/Replacement WA-Carpet/VCT Flooring WA-Environment Building Upgrades WA-Refurbish Classrooms Interior Building R&M WA-Exterior Paint & Wood R&M WA-Roof Repairs Facilities Maintenance Vehicle Contribution to WA - Facility Contribution to WA - Technology Trail Repairs and Maintenance Servers & Network Storage Network Printers/Peripheral Devices Network Equipment Phone System/Peripheral Devices TOTAL PROJECTS

Amount 24,000 15,225 39,786 62,100 5,500 25,000 7,615 19,820 24,650 5,000 14,040 29,020 5,500 23,795 11,420 11,000 12,755 45,000 40,000 50,000 10,000 5,000 5,000 18,500 10,000 $ 519,726

Fund Balance • Fund balance at FY 2013/14 year-end is projected to be $1,197,080

208

General - Maintenance and Replacement Fund 5 Year Projection Description

Proj. #

Projection

Actuals

Estimated

Adopted

2003 - 2012

FY 12-13

FY 13-14

FY 14-15

FY 15-16

FY 16-17

FY 17-18

TOTALS

Ambulance Box, Chassis and Equipment

Fire Chief Vehicle

49,085

Ladder/Pumper

1,400,000

49,085

1,400,000

Dept 14 - Total Fire/EMS

200,000

5 YEAR

200,000

Illuminated Street Signs

Dept 16 - Total Public Works

24,000

15,607

5,225

15,225

3,000

10,000

13,000

2,695

20,704

39,786

12,000

11,903

14,000

62,100

5,000

10,000

15,000

WA-HVAC System Replacement

5,500

5,000

13,000

23,000

WA-Update Security System

6,250

25,000

10,000

5,000

20,000

WA-Update Security Cameras

7,185

7,615

6,000

10,000

16,000

WA-Heater Boilers

4,248

19,820

10,000

5,000

15,000

WA-Painting/Cloth Wall R&M

3,300

9,000

24,650

10,000

8,000

10,000

28,000

7,010

5,000

7,000

12,000

17,282

10,000

18,000

5,000

33,000

5,000

14,040

5,000

15,000

WA-Carpet/VCT Flooring

2,515

9,000

29,020

5,000

10,000

15,000

WA-Envrnmt Bldg UG light/water

25,899

1,430

5,500

10,000

5,000

15,000

WA-Refurbish Classrooms

25,531

33,795

23,795

25,000

100,000

Interior Building R&M

2,800

10,420

11,420

12,000

8,000

20,000

WA-Exterior Paint & Wood R&M

20,692

9,760

11,000

5,000

8,000

24,000

WA-Roof Repairs

5,116

12,755

8,000

5,000

13,000

45,000

40,000

50,000

447,226

71,000

91,000

WA-Irrigation System WA-15 Ton Split HVAC System WA-2 Ton Roof Top Units

WA-Ext Environmental Improvements Irrig WA-Parking Lot WA-Plumbing Repair/Replacement

Facilities Maintenance Vehicle Contribution Exp to WA - Facilities Contribution Exp to WA - Technology Dept 17 - Total Facilities & Grounds Maintenance

Trail Repairs

151,784

Dept 19 - Parks and Recreation

164,774

111,000

116,000

389,000

10,000

40,000

10,000

40,000

Servers & Network Storage

14,826

20,380

5,000

7,500

Network Printers/Peripheal Dev

630

5,000

10,000

25,000

Network Equipment

438

5,590

18,500

20,000

30,000

90,000

Server Replacements

8,763

10,000

40,000

Phone System/Peripheal Devices

Dept 20 - Total Information Technology

GRAND TOTAL

8,181

1,530

10,000

5,000

7,500

10,000

15,000

37,500

32,838

27,500

38,500

40,000

42,500

45,000

72,500

200,000

384,622

275,359

519,726

121,000

143,500

1,566,000

198,500

2,029,000

209

WESTLAKE ACADEMY This fund was incorporated into the Townâ&#x20AC;&#x2122;s budget beginning in FY 10/11. Westlake Academy opened its doors in September 2003 when the Town of Westlake officials took advantage of the State of Texasâ&#x20AC;&#x2122; acceptance of chartered schools and thus, became the first and only municipality in the state to receive a chartered school designation. This section includes an excerpt from the adopted Westlake Academy operating budget for FY 2012/2013 including the transmittal letter and the five year forecast.

210

Westlake Academy Program Summary Fiscal Year 2013/2014 Adopted

Estimated

Actual

Budget

Proposed Budget

FY 11/12

FY 12/13

FY 13/14

REVENUES & OTHER SOURCES 152,351

69,239

82,367

67,722

State Program Revenues

Federal Program Revenues

4,362,921

4,488,261

4,583,926

4,855,506

Local Revenues

1,237,004

1,281,934

1,167,054

1,538,434

5,752,276

5,839,434

5,833,347

6,461,662

93,884

44,823

69,137

45,000

93,884

44,823

69,137

45,000

5,846,160

5,884,257

5,902,484

6,506,662

61 Payroll Related & Benefits

4,089,284

4,492,764

4,459,051

4,832,464

62 Professional & Contracted Services

1,075,052

749,490

850,996

882,229

63 Supplies and Materials

345,997

286,576

282,349

385,613

64 Other Operating Costs

283,228

289,986

297,773

289,989

5,793,561

5,818,816

5,890,169

6,390,295

150,470

57,663

69,137

45,000

150,470

57,663

69,137

45,000

5,944,031

5,876,479

5,959,306

6,435,295

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

65 Debt Service

Total Expenditures

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

(97,871)

FUND BALANCE, BEGINNING

916,962

FUND BALANCE, ENDING

819,091

Restricted/Assigned/Committed Funds

UNASSIGNED FUND BALANCE, ENDING

7,778

(56,822)

71,367

819,091

762,271

826,870

762,271

833,638

819,091

826,870

762,271

833,638

# of Operating Days Restricted/Assigned/Committed Funds A

Technology/FFE

Uniform/Equipment Replacement

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

211

FUND OVERVIEW WESTLAKE ACADEMY This fund was incorporated into the Town’s budget beginning in FY 2010/11. Westlake Academy opened its doors in September 2003 when the Town of Westlake officials took advantage of the State of Texas’ acceptance of chartered schools and thus, became the first and only municipality in the state to receive a chartered school designation. As a chartered school, Westlake Academy is an open enrollment public school. In 2008 the Texas Education Agency (TEA) renewed the Academy’s charter until 2016. The officials who pioneered the school also decided to follow another brave path in offering the globally recognized International Baccalaureate (IB) curriculum which is now being provided in over 900 schools nationwide and over 2,300 in 128 countries worldwide. Westlake Academy is owned and operated by the Town of Westlake and is the largest operating department of the Town. The TEA requires a separate budget be submitted to the state. A portion of that budget is now incorporated into the Town’s annual budget. The Academy’s fiscal year begins on September 1st and ends of August 31st. Revenues • FY 2013/14 adopted revenues are $6,506,662 Expenditures • FY 2013/14 adopted expenditures are $6,435,295 Fund Balance • FY 2013/14 ending fund balance is projected to be $833,638

212

Executive Summary August 12, 2013 Honorable President and Board Trustees Westlake Academy 2600 J. T. Ottinger Road Westlake, TX 76262 Transmittal of Fiscal Year 2013/14 Westlake Academy Budget “Growing Together; One School, One Community” As Superintendent of Westlake Academy, I am submitting for your consideration the Budget for fiscal year (FY) 2013/14. This Budget for Westlake Academy encompasses all teaching and extra-curricular operating expenditures as well as State public school funding and private donations used to support the daily school operations of Westlake Academy in the 2013/14 school year. This FY 2013/14 All Funds Budget totals $6,390,294 representing a 9% increase from the prior year primarily due to increasing the number of classes in the PYP Programme Grade one and three, and staffing changes in the MYP Programme. The adopted FY 2013/14 budget increases the fund balance by $71,368 for a total of $829,033. With the continued support of the Westlake Academy Foundation, in addition to increased state funding, the Academy will be able to balance the budget beyond the five-year forecast. In the legislative session ending in 2013, public education funding increased slightly. Westlake Academy anticipates this to increase per student funding to $6,828. Figure 1 – All Funds Budget Summary

Estimated Budget FY 12/13 Beginning Fund Balance

819,090

Adopted Budget FY 13/14 762,269

%% Increase (Decrease)

(56,822)

-7%

Revenues 5,833,347 6,461,662 Expenditures 5,890,169 6,390,294 Net Revenues over (under) Expenditures (56,822) 71,368 Other Resources 110,096 45,000 Other Uses (69,137) (45,000) Ending Fund Balance $ 803,227 $ 833,636 $ Assigned Ending Fund Balance (Unassigned) $ 803,227 $ 833,636 $ # Days Operating (Based on 365) 50 48 Daily operating expense $ 16,137 $ 17,508 $

628,315 500,125 128,190 (65,096) 24,137 30,409 30,409 (2) 1,370

11% 8%

213

$$ Increase (Decrease)

-59% -35% 4% 4% -4% 8%

Budget Presentation I welcome the opportunity to present and discuss operational plans and related financial impact with all interested parties. Interaction among interested groups consistently leads to operational and educational improvements which become available to the students and parents of Westlake Academy. The development, review, and consideration of the 2013/14 Governmental Fund Budgets (the General Fund, and Special Revenue Funds) were completed with a detailed and exhaustive review of every revenue and expenditure item within the context of the Academy’s Vision, Mission and Values statements, Strategic Planning efforts, and Board Policy. The budget document and the year-end annual audit are the primary vehicles to present the financial plan and the results of operations at the Academy. The budget document is organized into the following sections: •

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

•

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

•

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

•

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

214

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

MISSION:

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

VISION:

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

VALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding

The following desired outcomes summarize the goals and objectives established by the Board of Trustees and leadership staff at the Academy. Desired Outcomes High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability Student Engagement-Extracurricular Activities Effective Educators & Staff

215

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

Board of Trustees

Laura Wheat Board President

Clifton Cox

Michael Barrett

Rick Rennhack

Carol Langdon

Wayne Stoltenberg

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

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

216

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

•

• •

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

• •

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 2013/14 began with the Westlake Board of Trustees meeting that was held in February of 2013. Following is a summary of the main steps taken in preparation of the adopted budget.

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

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

BUDGET AMENDMENTS The Final Amended Budget for the Year Ending August 31, 2013 will be submitted at the August, 2013 Board meeting. It will reflect all amendments previously approved by the Board of Trustees plus any final amendments. Often, these amendments influence the shaping of the current budget as actual trends in revenues and expenditures are realized and accounted for.

217

Figure 2 Budget Process

Timeline October - December December January January - March February April May 17 June 7th June - July August 13th September - August Fall 2013 January 2014

Description of Activities Strategic Plan preparation process occurs Westlake Academy Leadership Team (WALT) begins planning FY 13/14 Budget WALT meets with WA affiliates for joint planning for FY 2013/14 Develop CIP, Five Year Projection & Personnel Cost Estimates Broad overview of 2013/14 Budget with BOT Develop improvement plans for each grade level/dept. Strategic Plan preparation process occurs, preliminary budgets developed BOT Budget Retreat Current Budget Review BOT consideration/adoption of Westlake Academy FY 2013/14 Budget Budget Amendments for FY 2013/14 Begin strategic plan update/review process for FY 2014/15 Annual Financial Report for FY 2012/13

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

218

Explanation & Summary of Major Budget Components REVENUES The revenues received by Westlake Academy are classified into one of three broad categories: Federal, State or Local. State funding is the Academy’s largest revenue source making up over 74% of revenues from all funds. Staff estimates that the average level of total state aid paid through the Foundation School Program (FSP) in FY 2013/14 will be approximately $6,828 per student; approximately a four percent (4%) increase from the FY 2012/13 levels. As an open-enrollment charter school, Westlake Academy has the ability to establish specific class sizes and set limitations on secondary boundary enrollment. Enrollment for FY 2013/14 is projected at 675 students in accordance with the current plan to attempt to maintain 20 students per class. Federal funding is received through grants that support special education and accounts for approximately one percent (1%) of revenues for all funds. Local funding consists of two major sources, the Town and the Westlake Academy Foundation. As a municipally-owned charter school Westlake Academy does not have taxing authority; the Town of Westlake is responsible for debt service and capital improvements, these costs are estimated at $1,882,143 for FY 2013/14. The Westlake Academy Foundation is an independent non-profit organization that raises funds through donations and fund raising; the FY 2013/14 forecast is $1,594 per student, or approximately $1.1 million.

EXPENDITURES Compensation and benefits are the largest operating cost for Westlake Academy. The current teacher pay scale is based on the Board policy of being within 3% of the median of the nine (9) surrounding public school districts. Per Board direction, the salary scale had a 1% pay increase for all faculty and staff members in the FY 2012/13, and staff is recommending a 1.5% pay increase for all faculty and staff members in the FY 2013/14 school year. The increase for all applicable staff equals $86,404 (approximately 2%, including step-increases). The shared services model that the Academy operates under with the Town of Westlake provides administrative services. These costs were previously booked to the Westlake Academy operating budget, but were removed from the Academy operating budget in the FY 2012/13 school year. The following table illustrates the indirect operating costs of running the Academy which are booked to the Town of Westlake’s General Fund and Debt Service Fund. Figure 3 - Overall Total Cost Summary – All Governmental Funds and Municipal Debt Service Payments

Overall Cost Summary Westlake Academy Budget Estimated Town Funded Indirect Operational Costs (Support Services) Subtotal All Operating Costs Annual Debt Service Payment (Paid through Town) Grand Total All Costs 219

Estimated FY 12/13 $5,881,484 306,900 6,188,384 1,498,528 $7,686,912

Adopted FY 13/14 $6,390,294 325,000 6,715,294 1,935,529 $8,650,823

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 $8 $7 $6 $5 $4 $3 $2 $1 $-

FY 09/10 Actual

FY 10/11 Actual

FY 11/12 Actual

FY 12/13 Estimated

FY 13/14 Proposed

FY 14/15 Estimated

FY 15/16 Estimated

FY 16/17 Estimated

Revenues

$4,280,723

$4,608,573

$5,244,170

$5,575,442

$6,212,057

$7,395,175

$7,522,490

$7,610,877

Expenditures

$3,917,886

$4,518,107

$5,287,757

$5,632,264

$6,140,689

$7,027,343

$7,219,293

$7,416,992

Fund Balance

$767,491

$914,660

$814,487

$757,666

$829,033

$1,182,027

$1,485,224

$1,679,110

Historically, revenues and expenditures have increased at relatively the 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. Currently, the Academy is beginning Phase 1 of the Academy’s expansion plan. This includes three additional buildings, a secondary classroom building, a multi-purpose hall, and field house. These additional facilities will allow the Academy to accommodate approximately 850 students if 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 $6,461,662 and total expenditure appropriations amount to $6,390,294. The following schedules present a comparison of revenues and expenditures for all Governmental Funds in the Academy’s Budget. Budgets for the General Fund, the Food Service Fund (a Special revenue Fund) and the Debt Service Fund must be included in the official district budget (legal or fiscal year basis). The Academy does not maintain a Food Service Fund or a Debt Service Fund; therefore; the only fund legally adopted will be the General Fund. For informational purposes only, budgets for Special Revenue Funds are included throughout the presentation. Figure 5 – Table: Revenue Summary – All Governmental Funds

REVENUES Federal Program Revenues State Program Revenues Local Revenues

Audited

Adopted Budget

FY 09/10

FY 10/11

FY 11/12

FY 12/13

FY 13/14

Adopted

69,239

Estimated Budget

Adopted Budget

Variance Estimated to

199,436

$ 157,445

$ 152,351

67,722

$ (14,645)

3,687,706 656,508

3,945,658 874,206

4,362,921 1,237,004

4,488,261 1,281,934

4,583,926 1,167,054

82,367

4,855,506 1,538,434

271,580 371,381

$ 4,543,649

$4,977,309

$5,752,276

$5,839,434

$5,833,347

$6,461,662

$ 628,315

Figure 6 – Graph: Revenue Summary – All Governmental Funds

Revenues

State Program Revenues 75%

Local Revenues 24%

Federal Program Revenues 1% The largest revenue source for Westlake Academy is State Foundation School Program funding which makes up 75% of All Governmental fund revenues.

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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 Excess (Deficiency) of Revenues Over (Under) Expenditures

Audited FY 09/10

Audited FY 10/11

Audited FY 11/12

2,428,184 87,511 95,387 97,623 286,307 159,850 56,963 8,135 116,808 318,624 265,969 157,923 59,592 41,495 4,180,369

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

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

363,280

92,325

Adopted Budget FY 12/13

Estimated Budget FY 12/13

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

3,515,750 67,543 126,871 94,652 385,289 239,065 58,999 13,554 154,344 333,902 610,595 166,687 94,989 23,940 27,930 5,818,815 5,890,169

(41,285)

20,619

(56,822)

Adopted Variance Budget Estimated to FY 13/14 Adopted 3,633,683 60,785 144,154 185,339 456,515 238,786 58,620 15,116 221,087 362,289 674,112 247,719 92,091 6,390,294 71,368

117,933 (6,758) 17,283 90,687 71,226 (279) (379) 1,562 66,743 28,387 63,516 81,032 (2,898) (27,930) 500,125 128,190

Figure 8 – Expenditure Summary – All Governmental Funds

Expenditures by Object 61XX - Payroll & Related Items 76%

62XX - Contracted Services 14%

64XX - Other Operating 4%

63XX - Supplies & Materials 6%

The largest expenditure category is Payroll & Related items which makes up approximately 76% of all Governmental fund expenditures.

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

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

04/05

05/06 WA Mean

06/07

07/08 Texas Mean

08/09

09/10

10/11

11/12 12/13 Estimated Adopted

National Mean

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

223

The largest funding sources for Westlake Academy continue to be State funding and the Blacksmith Apprentice Program. State funding was 86% of General Fund revenues in FY 09/10 and are currently approximately 77%, while Blacksmith contributions have climbed from less than 10% to approximately 17% of the Academyâ&#x20AC;&#x2122;s total General Fund Revenues in FY 2013/14. Figure 10 - General Fund Revenues by Source

FY 2013/14 Revenues by Source $6

Transportation & Parking

Athletic Activities Income Local Revenue

Millions

WAF Salary Reimbursement

Lunchroom Revenues

Investment Earnings

Gifts & Donations

Blacksmith Apprentice Program (WAF) FY 08/09 Audited

FY 09/10 Audited

FY 10/11 Audited

FY 11/12 Audited

FY 12/13 Adopted

FY 12/13 Estimated

FY 13/14 Adopted

Total State Revenues

GENERAL FUND - LOCAL FUNDING The Blacksmith annual program contributions have increased each year. Despite the decline seen in FY 06/07, the average contribution per student has increased sharply in response to the public education funding decreases. Blacksmith contributions should reach approximately $1.1 million in FY 2013/14. Figure 11 - Blacksmith Contributions

Total Contributions

Blacksmith Program Contributions $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $Blacksmith Avg. $/Student

FY 04/05

FY 05/06

FY 06/07

FY 07/08

FY 08/09

FY 09/10

FY 10/11

FY 11/12

Est. FY 12/13

Adopted FY 13/14

$239,446

$335,727

$388,377

$407,012

$394,129

$431,409

$524,038

$674,604

$720,078

$1,079,0

$907

$1,036

$1,122

$1,074

$945

$879

$989

$1,106

$1,108

$1,594

The FY 2013/14 Blacksmith contributions of $1,079,000 are based on an estimated per-student average donation of $1,594.

224

$2,000 $1,800 $1,600 $1,400 $1,200 $1,000 $800 $600

Service Level Adjustments This budget makes use of Service Level Adjustments (SLA’s) to track any cost changes. These cost changes will fall into one of four categories: first, increased operating costs to maintain current levels of service; second, increased operating costs due to expanded levels of service; third, increased costs due to the development of new services, and fourth, cost savings. Cost savings may occur for any number of reasons, but primarily arise due to increased efficiency, service level reductions, or not expending the budgeted resources. Generally speaking, Service Level Adjustments (SLA’s) in this budget fall into the category of increased operating costs for existing programs. Some SLA’s are due to existing program expansion, such as increasing the number of international teachers at Westlake Academy. SLA’s involving new expenditure areas to target for recommendation to the Board for FY 2013/14, staff recommended several areas for adjustments: Salary Related Expenditures Desired Outcome: High Student Achievement

Total: $318,665

In FY 2013/14 we will have 76.18 full-time equivalent employees (FTE’s), an increase of 3.11 FTE’s. The increase in expenditures is the result of a combination of adding new positions, the years of experience our new teachers, an increase in unemployment insurance and other employer contributions, as well as the increased cost associated with teacher classifications and international teacher stipends. • • • • •

• • • •

Asst. to Secondary Principal (.50) PYP Grade 3 (1.0) PYP Grade 1 (1.0) PYP Grade 6 (-1.0) Secondary Humanities (.25)

Secondary Science (.16) Secondary Foreign Language (1.0) SPED Instructional Aide (.20) Salary Adjustments ($86,400)

Professional & Contracted Services Desired Outcome: High Student Achievement

Total: $60,470

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

• • • •

Facility Maintenance ($3,000) TxEIS and ESC 11 ($18,000) Data and Phone ($3,000) Water ($4,500)

225

ISA & DP Exams ($9,000) Athletics ($18,000) Legal Fees ($10,000) Miscellaneous ($-5,030)

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

Total: $95,904

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

• • • •

Furniture ($15,000) Classroom supplies, SPED Supplies, Shipping (IB Exams), etc. ($67,000) Exams (ISA & IB) ($9,362)

Facilities Maintenance ($5,800) Textbooks (-$4,500) Reading Materials ($2,200) Miscellaneous (1,042)

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

Total: $33,387

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

• •

Professional Development (-$7,000) Travel (-$500) Insurance ($19,750)

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Fees & Dues ($8,153) Miscellaneous ($12,984)

Individual Fund Summary GENERAL FUND The General Fund is a governmental fund with budgetary control which is used to show transactions resulting from operations of on-going organizations and activities from a variety of revenue sources. FY 2013/14 Adopted: Revenues = $6,212,057 Expenditures =$6,140,689

$1 $0

$4.52

$4.61

$3.92

$3.71

$3.66

$3.23

$2.62

$2.88

$2.21

$2.41

$3.17

$4.28

$6.14

$5.63

$5.58

$5.63

$5.69

$5.29

$6.21

$5.24

Millions

Revenue & Expenditure Comparison

FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Adopted Estimated Proposed Revenues

Expenditures

Figure 12 - Revenue & Expenditure Comparison â&#x20AC;&#x201C; General Fund

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

227

SPECIAL REVENUE FUNDS The Special Revenue Funds are the funds that account for local, state and federally financed programs or expenditures legally restricted for specified purposes or where unused balances are returned to the grantor at the close of a specified project period. Figure 13 â&#x20AC;&#x201C; Special Revenue Funds

Estimated FY 12/13 SPECIAL REVENUE FUNDS Federal Grants through TEA Fund 224 - IDEA B Fund 225 - IDEA B Preschool Sub-total Federal Grants

81,958 409 82,367

Adopted FY 13/14

67,722 67,722

Variance Estimated to Presented

(14,236) (409) (14,645)

State Grants through TEA Fund 410 - Material Allotment Disbursement Sub-total State Grants

47,891 47,891

52,899 52,899

5,008 5,008

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

60,435 60,435

60,000 60,000

(435) (435)

68,984 68,984

Hudson Foundation Grants Fund 498 - Director of Curriculum & Instruction Sub-total Hudson Foundation Grants

Westlake Academy Foundation Grants Fund 482 - Fund100 Fund 490 - Whole School Professional Development Fund 491 - Students Shoulder to Shoulder Fund 493 - IB Learns Grant Fund 497 - Financial Assistance Sub-total Foundation Grants Westlake Academy House of Commons Grant Fund 496 - iStation Grant Sub-total House of Commons Grants Grant Total - All Special Revenue Funds

1,469 23,523 8,400 27,820 2,000

(1,469) (23,523) (8,400) (27,820) (2,000)

63,211

(63,211)

4,000 4,000

(4,000) (4,000)

$ 257,905

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$ 249,605

(8,300)

Informational Summary CHANGES IN DEBT Debt service for the Academyâ&#x20AC;&#x2122;s capital infrastructure is included in the Town of Westlakeâ&#x20AC;&#x2122;s municipal budget. The amount of debt outstanding including interest is approximately $40,512,143; this debt will be retired in 2021. The average annual debt service for Academy facilities paid by the Town of Westlake is approximately $1,935,529.

FACILITIES The Academy was designed and built to service approximately 675 students, with the addition of almost 50 students; the facilities at the Academy are projected to reach full capacity at the beginning of the FY 2013/14 school year. However, curriculum and course schedules play an equally important role in determining facility use; the IB curriculum places a unique demand on staff and resources. The recently completed Facility Master Plan has three new portable classroom buildings placed in service in the FY 2013/14 school year and three additional purpose built facilities scheduled to be placed in service in the FY 2014/15 school year. These buildings will house a new secondary school building, a multi-purpose hall, and field house. The additional facilities will allow space for additional student enrollment.

PERSONNEL TRENDS The Academy has added personnel each year since its opening to support new grade levels and classes as well as curriculum expansion. In FY 2013/14 an additional 3.11 FTE positions for a total of 76.18 FTE employees.

229

Figure 14 - Westlake Academy FTE Staff

Employee Growth (FTE) 80 70 60 50 40 30 20 10 -

43.00

36.40

FY 06/07 Actual

FY 07/08 Actual

48.10

FY 08/09 Actual

60.44

55.62

FY 09/10 Actual

FY 10/11 Actual

69.53

73.07

FY 11/12 Actual

FY 12/13 Actual

Primary Programme

Secondary Programme

Business Admin

Special Education

Instructional Administration

Librarian / Aide

Counseling

Information Tech

Nurse

Facilities

Instructional Aides

Intern

76.18

FY 13/14 Proposed

Staff levels have increased steadily since the Academy opened in FY 03/04 as the program offerings and each grade level is fully filled. The Academy added 3.11 instructional FTE positions.

SUDENT ENROLLMENT TRENDS Westlake Academy’s student enrollment is established by two sets of boundaries. The primary boundary encompasses the Town of Westlake and allows Westlake residents automatic entry into Westlake Academy. The secondary boundaries are comprised of 31 of the surrounding school districts. While any school-age child from these districts is allowed to attend the Academy, demand for entrance has exceeded the Academy’s capacity necessitating an annual lottery system that is carried out according to the standards and practices dictated by Federal law. Student enrollment has grown since the Academy’s opening in FY 03/04 with the addition of one new grade level each year. The Academy opened with Grades 1 through 6 and completed adding grade levels in FY 09-10. The Academy’s enrollment continued to expand in FY 10/11 with an increase in target class sizes of 20 pupils per class and the addition of a third section in the secondary programme. In FY 13/14 the campus facilities at the Academy are expected to reach full capacity. Due to growth in the primary boundary, the Academy will be placing three additional portable buildings in service in FY 2013/14 and three purpose built facilities in FY 2014/15. This additional facility space will allow the Academy to service approximately 850 students, as growth in the primary boundary necessitates new enrollment. As an open enrollment charter school, Westlake Academy has the ability to set and maintain enrollment numbers at levels determined by the Board of Trustees. The Academy currently has over 2,000 students on a waiting list spanning Kindergarten through grade eleven. The waiting list which is developed each

230

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

WA Student Enrollment 800 600 400 200 0

195

264

324

346

379

417

491

530

630

658

677

FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 Proposed

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

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

Performance Results In FY 2012/13, Westlake Academy was recognized by the U.S. News and World Report, Newsweek and the Daily Beast, and the Washington Post as one of the best public high schools in the country. This is the third year in which the Academy has been recognized by these three organizations due to rigorous and extraordinary academic performance.

The State of Texas is currently phasing out the use of the Texas Assessment of Knowledge and Skills (TAKS) test to assess students’ attainment of reading, writing, math, science, and social studies skills required under Texas education standards; Its replacement, the State of Texas Assessments of Academic

231

Readiness (STAAR) exam has increased rigor over the TAKS and complies with the requirements of the No Child Left Behind Act (NCLB). The charts below utilize TEA data to compare Westlake Academy’s performance historically, as well as against the state performance.

Description

FY 04/05

FY 05/06

FY 06/07

FY 07/08

FY 08/09

FY 09/10

FY 10/11

FY 11/12

FY 12/13

* FY 13/14

Reading/ELA Writing Social Studies Mathematics Science

98% 97% N/A 97% 93%

98% 97% N/A 91% 85%

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%

Exemplary

Recognized

Exemplary

Texas Accountability Rating

* TAKS are only administered in Grade 10 & 11 % Commended

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

Reading/ELA Writing Social Studies Mathematics Science

62% 60% 48% 32%

57% 54% 45% 30%

60% 58% 67% 48% 34%

61% 51% 44% 43% 31%

61% 34% 53% 44% 45%

51% 55% 58% 40% 45%

56% 43% 65% 46% 43%

56% 40% 44% 37% 65%

48% 72% 47% 40%

The table above shows the Academy’s performance on the state’s standardized test from inception. The TEA rolled out a new state assessment the STAAR (State of Texas Assessments of Academic Readiness). TAKS will be phased out over the next two years.

Grade Level

Grade 3

Grade 4

Grade 5

Grade 6

Grade 7

Grade 8

Phase-In 1

Final

Phase-In 1

Final

Phase-In 1

Final

Phase-In 1

Final

Phase-In 1

Final

Phase-In 1

Final

Reading

82%

44%

88%

69%

95%

76%

93%

73%

93%

73%

98%

85%

Writing

95%

60%

93%

63%

67%

22%

79%

21%

100%

71%

92%

63%

88%

50%

90%

45%

91%

67%

2012 - Standard

Mathematics Science Social Studies 2013 - Standard Reading

84%

34%

Phase-In 2

Final

Phase-In 2

Final

Phase-In 2

Final

Phase-In 2

Final

Phase-In 2

Final

Phase-In 2

Final

78%

59%

73%

54%

88%

72%

95%

85%

87%

68%

93%

83%

75%

50%

75%

49%

Writing Mathematics

59%

50%

58%

23%

86%

74%

84%

73%

67%

54%

Science

74%

43%

78%

51%

Social Studies

60%

31%

The table above provides the Academy’s performance data on the first two-years of the STAAR assessment. The State has increased the rigor of the state assessment and has developed a phased grading system. The minimum performance level will be increased each year, until FY 2013/14. The table shows the relative overall performance with the phased-in and final measures.

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

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

Overall Satisfaction with Quality of Education

Very Satisfied or Satisfied 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.

233

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

SUMMARY Westlake Academy has faced a number of hurdles over the last several years, decreased state funding, increased rigor in state assessments, recruitment and retention of legacy teachers, facility issues, and unprecedented growth, but through all of this, the students, staff, and faculty have shown an enormous amount of determination to continually hold to our vision and rise to any challenge. It is with this in mind that we present the FY 2013/14 budget theme, “Growing Together; One School, One Community.” Over the last year, many hours have been spent to further develop our vision of the future; determining the best opportunities that lay before us to help us accomplish our mission and truly become a “shining school on the hill.” While we have many successes to celebrate, we are constantly striving to improve the Academy through multiple avenues, including: getting the right people on the bus, making sure that we are consistently taking measure of our course, and making adjustments as we move towards our goal; it is through our talented faculty, staff, students, and their supportive families, that we are able to unfailingly rise to the challenges, and hold to our vision. On behalf of our entire learning community, I would like to thank the Board for their leadership, dedication to excellence, and their support in making Westlake Academy and the Town of Westlake, truly a shining example of what can be accomplished when people come together with a common purpose: great things can happen! As with all good teams, it becomes necessary to draw attention to performers who go above and beyond to make sure we accomplish our goals. I would like to recognize the hard work of the Westlake Academy and Municipal Leadership Team, and specifically Debbie Piper and Ben Nibarger for their efforts in completing this award winning document. I know with the team we have in place, we will continue “Growing Together; One School, One Community.”

Thomas E. Brymer Town Manager/Superintendent Westlake Academy

234

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235

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.

236

Capital Projects Fund Program Summary Fiscal Year

2013/2014 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 11/12

FY 12/13

FY 13/14

REVENUES & OTHER SOURCES General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

12,545

11,000

7,400

Contributions

400,000

816,500

231,645

256,500

Misc Income

8,004

Investment Earnings

Total Revenues

420,549

Transfers In Other Sources

Bond Proceeds

Total Other Sources TOTAL REVENUES & OTHER SOURCES

827,500 -

8,500,000

420,549

9,327,500

239,045

263,900

239,045

263,900

EXPENDITURES & OTHER USES Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

Payroll Transfers

Total Payroll and Related Supplies Services

400,000

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt

Total Expenditures

400,000

Capital Outlay

Capital Projects

1,074,077

4,467,249

1,714,109

1,838,484

Total Capital

1,074,077

4,467,249

1,714,109

1,838,484

TOTAL OPERATING AND CAPITAL EXPENDITURES

1,474,077

4,467,249

1,714,109

1,838,484

Transfer Out

Total Other Uses

TOTAL EXPENDITURES & OTHER USES

1,474,077

4,467,249

1,714,109

1,838,484

(1,053,529)

4,860,251

(1,475,064)

(1,574,584)

FUND BALANCE, BEGINNING

4,634,332

3,580,803

2,105,739

FUND BALANCE, ENDING

3,580,803

8,441,054

2,105,739

531,155

3,580,803

8,441,054

2,105,739

531,155

3,580,803

8,441,054

2,105,739

531,155

3,580,803

8,441,054

2,105,739

531,155

EXCESS REVENUES OVER(UNDER) EXPENDITURES

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

Restricted/Assigned/Committed Funds C

Cash/CD's

410

10110 00

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

000

237

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 • FY13/14 adopted revenues are $263,900. • This represents an increase of $24,855 from the FY 12/13 estimated budget of $239,045. o Contributions relating to the Hwy377 Westport Parkway Signal project were originally budgeted to be received in FY12/13 but have been moved forward to FY13/14. Expenditures • FY 13/14 adopted expenditures are $1,838,484 Project# CP20 CP30 CP42 CP54 CP55

Project Description FM1938 Town Improvements SH114/Hwy170 Enhancements Trail Connection at 114/Solana WA West Parking Improvements Outdoor Warning System Total Project Expense

Fund Balance • FY 13/14 ending fund balance is projected to be $531,155

238

Amount 1,133,544 390,940 15,000 200,000 99,000 $ 1,838,484

Capital Projects Fund 5 Year Projection

Proj No.

Description

Actuals

Estimated

Adopted

2003 - 2012

FY 12-13

FY 13-14

Projection FY 14-15

FY 15-16

5 YEAR

FY 16-17

FY 17-18

TOTALS

CP42

Trail Connection at Hwy 114/Solana

15,000

10,000

15,450

25,450

40,450

CP50

Glenwyck Farms Park Improvements

250,000

CP51

Trail - Fidelity to Westlake Pkwy

270,600

CP52

Trail - Westlake Academy to Cemetery

276,100

CP53

Trail - Dove/Pearson/Aspen

273,600

CP46

WA North Driveway Lighting

Sub-Total - Park/Trails/Cemetery

40,000 $

40,000

15,000

530,600

15,450

276,100

273,600

276,100

$ 1,095,750

40,000 $

1,150,750

CP54

WA - West parking Improvements

200,000

CP55

Outdoor Warning System

99,000

CP29

WA Dining Hall Improvements

78,085

Sub-Total - Facilities Improvements

78,085

938,076

299,000

CP20

FM 1938 Streetscape/Wayfinding

CP26

Mahotea Boone Reconst/Drainage

88,191

CP28

Streets Survey

49,235

CP30

SH 114/Hwy 170 Enhancements (bonds)

CP30

SH 114/Hwy 170 Enhancements (cash)

CP31

183,335

1,133,544

301,570

739,100

336,000

253,100

78,085 $

992,200

377,085

3,247,155

88,191

49,235

7,500

345,460

89,370

Stagecoach Hills Street Reconstruction & Drainage

413,926

84,974

498,900

CP32

N. Roanoke Road Reconstruction & Drainage

160,732

1,248

161,980

CP33

Aspen Lane Recon/Drainage

214,022

CP34

S. Roanoke Road Reconstruction & Drainage

2,900

453,000

455,900

CP40

Sam School Road Reconstruction & Drainage

216,000

CP41

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

509,945

CP47

Hwy 377 Westport Parkway Signal

50,000

28,650

cp56

HWY 377 Landscape Improvements

CP57

Ottinger Road Bridge Creek Crossing

CP58

Ottinger Road Recon/Drainage

CP59

Wyck Hill Resurface

54,450

CP60

Pearson Lane Recon/Drainage

381,250

CP45

Hillwood Projects (bonds)

CP45

Hillwood Projects (cash)

89,370

99,648

168,859

861,583

330,000 -

700,000 572,710

336,000

990,530

78,650

700,000

330,000

572,710

268,507

861,583

Total Transportation Projects

2,024,231

1,674,109

$ 1,524,484

$ 2,254,045

$ 253,100

765,700

$ 1,272,710

$ 4,545,555

TOTAL CAPITAL PROJECTS

$ 2,102,316

1,714,109

$ 1,838,484

$ 2,784,645

$ 268,550

$ 1,039,300

$ 1,548,810

$ 5,641,305

$ 11,296,214

Previously Adopted Projects

Cash

4,238,108

FY 10/11 - $2.095M Bonds previously issued

Bonds

2,095,000

FY 14/15 - New Projects

Bonds

2,035,545

FY 16/17 - New Projects

Bonds

2,588,110

New Projects

Cash

339,450

TOTAL

$ 11,296,214

239

9,768,379

FUNDED CAPITAL IMPROVEMENT

Trail Connection at 114/Solana Project Description: This project will be a cooperative effort between Westlake, Trophy Club, and Southlake consisting of the design and engineering of an intra-city trail system. The engineering/design costs will be shared with all cities. Construction and landscaping are estimated costs until engineering and design are completed. The Town continues to work with Cassidy Turley to construct the trail between Sam School Road and Hwy 114.

PROJECT EXPENSE

EXPENDITURE TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

5 Year Projection FY 13/14

FY 14/15

FY 15/16

Engineering

10,000

Construction

15,000

15,450

Design

Contingency

Other

EXPENDITURES TOTAL

15,000

10,000

15,450

Project FY 16/17 -

FY 17/18

Total

10,000

30,450

40,450

PROJECT FUNDING

FUNDING TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

Project

5 Year Projection FY 13/14

FY 14/15

FY 15/16

FY 16/17

FY 17/18

Total

Cash/Transfers

Contributions/Grants

Bonds 2011 CO $2.095M

15,000

Unfunded

Other

FUNDING TOTAL

15,000

IMPACT ON OPERATING BUDGET

IMPACT TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

5 Year Projection FY 13/14

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

Total

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Debt Service

OPERATING IMPACT

240

FUNDED CAPITAL IMPROVEMENT

Westlake Academy - West Parking Improvements Project Description: The west parking area was constructed in the summer of 2006 as a temporary asphalt parking lot for pick-up and drop-off of students. Improvements include curbs, landscape islands, sidewalks and lighting. The parking lot does not meet the required Town development standards for new construction. The projected expense below includes the following: curb only, lighting, landscaping, additional two inches of asphalt, striping and marking.

PROJECT EXPENSE

EXPENDITURE TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

5 Year Projection FY 13/14

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

Total

Engineering

30,000

Construction

170,000

Design

Contingency

Other

EXPENDITURES TOTAL

200,000

PROJECT FUNDING

FUNDING TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

Cash/Transfers

Contributions/Grants

Bond Issuance

Unfunded Other FUNDING TOTAL

5 Year Projection FY 13/14 200,000

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

Total

200,000

IMPACT ON OPERATING BUDGET

IMPACT TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

5 Year Projection FY 13/14

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

Total

Supplies

Services

250

258

265

273

280

Insurance

Repair & Maintenance

750

773

795

818

840

3,975

Rent & Utilities

1,000

1,030

1,060

1,090

1,120

5,300

Debt Service

OPERATING IMPACT

2,000

2,060

2,120

2,180

2,240

10,600

241

1,325 -

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 11/12

FY 12/13

5 Year Projection FY 13/14

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

Total

Engineering

Construction

Design

Contingency

Other (Equipment)

99,000

EXPENDITURES TOTAL

99,000

PROJECT FUNDING

FUNDING TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

5 Year Projection FY 13/14

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

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 11/12

FY 12/13

5 Year Projection FY 13/14

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

Total

Supplies

Services

Insurance

Repair & Maintenance

1,000

4,000

Rent & Utilities

300

600

900

3,600

Debt Service

OPERATING IMPACT

300

1,600

1,900

7,600

242

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 relocations will be necessary to accomodate construction, including adjusting manholes, fire hydrants, valves and meters as necessary. Utility cost is for irrigation only. A reduction to the total project cost of $670,000 is due to a direct payment to the contractor from TxDot in the form of a grant.

PROJECT EXPENSE

EXPENDITURE TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

5 Year Projection FY 13/14

Engineering

97,980

30,000

29,001

Construction

840,096

103,335

1,154,543

FY 14/15 -

FY 15/16 -

739,100

253,100

Project FY 16/17

FY 17/18

Total

156,981

3,090,175

Design

Contingency

Other

EXPENDITURES TOTAL

938,076

133,335

1,183,544

739,100

253,100

3,247,155

PROJECT FUNDING

FUNDING TYPE Cash/Transfers

Totals Thru

Estimated

FY 11/12

FY 12/13

938,076

5 Year Projection FY 13/14

133,335

FY 14/15 567,100

FY 15/16 253,100

Project FY 16/17

FY 17/18

Total

1,891,612

1,355,544

Contributions (Fidelity)

Bond Issuance

UnFunded

Other

FUNDING TOTAL

938,076

133,335

1,183,544

172,000

739,100

253,100

3,247,155

IMPACT ON OPERATING BUDGET

IMPACT TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

5 Year Projection FY 13/14

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

Total

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities (water only)

5,000

5,150

5,300

5,450

5,600

26,500

Debt Service

OPERATING IMPACT

5,000

5,150

5,300

5,600

26,500

243

5,450

FUNDED CAPITAL IMPROVEMENT

SH 170 & Hwy 114 Streetscape Project Description: This project would be a cooperative effort between Westlake, Trophy Club, and Roanoke consisting of the design and construction of landscape and hardscape improvements to the SH 170 & Hwy 114 interchange to include plantings, painting, and entry monuments. Maintenance is for irrigation only. Project costs are estimated to be $3,000,000 for construction and $200,000 for engineering design. Funding participation is anticipated to be 1/3 from each party.

PROJECT EXPENSE

EXPENDITURE TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

5 Year Projection FY 13/14

Engineering

7,500

Construction

Design

Contingency

Other

EXPENDITURES TOTAL

7,500

345,460

FY 15/16

FY 17/18

Total

390,940

336,000

FY 16/17

345,460

390,940

FY 14/15

Project

336,000

1,079,900

PROJECT FUNDING

FUNDING TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

5 Year Projection FY 13/14

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

Total

Cash/Transfers

89,370

Contributions/Grants

654,530

336,000

Bonds 2011 CO $2.095M

7,500

Bonds 2014/15 CO $2.1M

Other

FUNDING TOTAL

7,500

345,460

301,570

390,940

336,000 336,000

1,079,900

IMPACT ON OPERATING BUDGET

IMPACT TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

5 Year Projection FY 13/14

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

Supplies

Services

50,000

51,500

53,000

54,500

56,000

Insurance

Repair & Maintenance

Rent & Utilities

50,000

51,500

53,000

54,500

56,000

Debt Service

OPERATING IMPACT

100,000

244

103,000

106,000

109,000

112,000

Total 265,000 265,000 530,000

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245

WESTLAKE ACADEMY EXPANSION FUND The Westlake Academy Expansion Fund tracks the Westlake Academy Master Facility Plan that was adopted by the Westlake Town Council/Board of Trustees in November 2012. The issuance of $8.5 million in bonds by certificates of obligation (CO) was authorized for the Phase I expansion. Total cost of this project will be approximately in the $10 million range 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 Academyâ&#x20AC;&#x2122;s current 60,000 sq. ft. of campus facilities.

246

Westlake Academy Expansion Fund Program Summary Fiscal Year

2013/2014 Adopted

Estimated

Actual

Budget

Adopted Budget

FY 11/12

FY 12/13

FY 13/14

REVENUES & OTHER SOURCES General Sales Tax

Property Tax

Hotel Tax

Charges for Services

Beverage Tax

Franchise Fees

Permits & Fees

Fines & Forfeitures

5,000

Investment Earnings

5,000

Contributions

1,225,000

Misc Income

36,398

Total Revenues Transfers In Other Sources Bond Proceeds

1,230,000 -

5,000 500,000

8,867,809

Total Other Sources

36,398

8,867,809

500,000

TOTAL REVENUES & OTHER SOURCES

36,398

10,097,809

505,000

Payroll Salaries

Payroll Insurance

Payroll Taxes

Payroll Retirement

EXPENDITURES & OTHER USES

Payroll Transfers Total Payroll and Related

Supplies

Services

Insurance

Repair & Maintenance

Rent & Utilities

Interfund Advances

Debt Total Expenditures

Capital Outlay

Capital Projects

36,398

1,625,666

7,795,950

Total Capital

36,398

1,625,666

7,795,950

TOTAL EXPENDITURES AND CAPITAL

36,398

1,625,666

7,795,950

Transfer Out

36,398

Total Other Uses

36,398

1,662,064

7,795,950

8,435,745

(7,290,950)

TOTAL EXPENDITURES & OTHER USES

EXCESS REVENUES OVER(UNDER) EXPENDITURES

FUND BALANCE, BEGINNING

FUND BALANCE, ENDING

8,435,745

1,144,795

8,435,745

1,144,795

Restricted/Assigned/Committed Funds UNASSIGNED FUND BALANCE, ENDING

8,435,745

Restricted/Assigned/Committed Funds C

Cash/CD's

410

10110

000

TOTAL RESTRICTED/ASSIGNED/COMMITTED FUNDS

247

8,435,745

1,144,795

8,435,745

1,144,795

FUND OVERVIEW WESTLAKE ACADEMY EXPANSION FUND Bond Proceeds of $8.5M were received in FY12/13. These proceeds will be used to fund construction of three new buildings at Westlake Academy; • Cafetorium – includes stage, dressing area, storage and catering kitchen for dining and general purposes; approximately 9,600 sf. • Three story Secondary School - includes 15 classrooms, flex and office space; will be designed to allow for future addition if needed; approximately18,900 sf. • Field-house - will be used to house locker rooms that are used for both athletics and PE; a visiting team locker room; storage for equipment; offices and space to be used for the PE program; approximately 9,600 sf. Revenues and Transfers In • FY13/14 adopted revenues are $505,000 o investment earnings $5,000 o transfers in from General Fund $500,000 Expenditures • FY 13/14 adopted expenditures are $7,795,950 Fund Balance • FY 13/14 ending fund balance is projected to be $1,144,795

248

Westlake Academy Expansion Fund 5 Year Projection

Description

Projection

Actuals

Estimated

Adopted

2003 - 2012

FY 12-13

FY 13-14

FY 14-15

1,225,000

5,000

10,000

500,000

536,398

FY 15-16

5 YEAR

FY 16-17

FY 17-18

TOTALS

Revenues and Other Sources Contributions

1,225,000

Interest Earned

5,000

36,398

Transfer in from GF Other Sources - Note Payable

366,774

Other Sources - Bond Proceeds

8,501,035

$ 10,639,207

Total Revenues and Other Sources

36,398

$ 10,097,809

505,000

Engineering

4,940

50,000

45,060

100,000

Design Fees

31,458

200,000

198,600

19,942

450,000

Misc. Legal

1,600

Contingency

115,200

Utility Relocations (W/S/E)

47,205

Advertising

525

Audio Visual

3,750

Courier Service

425

Misc. Expense

3,450

Construction Expense

937,300

6,962,881

Furniture & Fixtures

6,270

474,209

480,479

Transfer Out to GF

36,398

Portable Buildings

375,141

Capital Project Detail

115,200

1,050,000

8,950,181

Total Capital Projects

36,398

1,662,064

$ 7,795,950

$ 1,069,942

$ 10,564,355

NET

8,435,745

$ (7,290,950)

$ (1,069,942) $

$ (1,069,942)

249

74,852

FUNDED CAPITAL IMPROVEMENT

Westlake Academy - Phase I Expansion Project Description: This project consists of the construction of three buildings: 1) Multi-purpose hall, portable stage, storage and catering kitchen for dining and general purposes at approx. 8,600 sf. 2) Three story Secondary School at apprx. 19,400 sf. Includes 12 classrooms, flex and office space. Designed to allow for future addition if needed. 3) Fieldhouse at approx. 8,600 sf. which will house locker rooms to be used for both athletics and PE, storage for equipment, offices, classrooms and space to be used for the PE program.

PROJECT EXPENSE

EXPENDITURE TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

FY 13/14

Engineering 43215

4,940

50,000

45,060

Construction 46195

900,902

6,962,881

FF&E 47415

99,623

474,209

Design 43248

31,458

200,000

FY 14/15

FY 15/16

FY 16/17

FY 17/18

Total

100,000

8,913,783

573,832

198,600

19,942

450,000

115,200

1,050,000

Contingency 43520

115,200

Portables 73000

375,141

Transfers Out

36,398

10,564,355

EXPENDITURES TOTAL

36,398

Project

5 Year Projection

1,662,064

7,795,950

1,069,942

PROJECT FUNDING

FUNDING TYPE Cash/Transfers Contributions/Grants

Totals Thru

Estimated

FY 11/12

FY 12/13

36,398 -

5 Year Projection FY 13/14 500,000

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

Total

536,398

1,000,000

BB&P Master Plan Correction

225,000

BB&P Note Payable

366,774

8,501,035

Bond Proceeds $8.5M

8,501,035

Interest Earned

5,000

10,000

10,097,809

505,000

10,639,207

FUNDING TOTAL

36,398

IMPACT ON OPERATING BUDGET (ACADEMY)

IMPACT TYPE

Totals Thru

Estimated

FY 11/12

FY 12/13

5 Year Projection FY 13/14

FY 14/15

FY 15/16

Project FY 16/17

FY 17/18

Total

Supplies

10,000

10,600

11,236

11,910

12,625

56,371

Services

5,000

5,300

5,618

5,955

6,312

28,185

Insurance

1,000

1,060

1,124

1,191

4,375

Repair & Maintenance

8,000

8,480

8,989

9,528

10,100

45,097

Rent & Utilities

20,000

20,600

21,200

22,472

84,272

Misc

10,000

10,600

11,236

11,910

12,625

56,371

OPERATING IMPACT

33,000

55,980

58,739

61,627

65,325

274,671

250

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251

CAPITAL IMPROVEMENT PLAN

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

252

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253

CAPITAL IMPROVEMENT PLAN A Town capital project should be defined as construction or reconstruction of any public building or infrastructure identified as a community need, whether funding is currently available or not. If funding is not currently available, but the project is determined by the Council to be important, the project is still included in the Council’s approved five (5) year CIP and shown as unfunded. If funding is later made available, the project is already on the “radar screen”, although it may be scheduled in the out years of the 5 year planning period. The Council approved the Town’s formal Five (5) Year CIP on September 16, 2013. By going through the effort of a formally prepared CIP in the prior year, subsequent years’ CIP should be more of an annual update to make sure of the following: • The staff has identified all the capital projects the Council sees on the horizon. • The Council can remove the projects that no longer are seen as a priority in terms of not meeting the community’s strategic needs (assuming that no funding has been spent on design thus far). • Annual Council review allows project timing to be adjusted in terms of which year in the 5 year time span the project is assigned. • Annual review of the Council approved 5 year CIP allows this review to be performed at the 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.

254

ALL FUNDED AND PROPOSED CAPITAL PROJECTS FIVE YEAR PROJECTION 

new project added this year

TOTAL Page

Proj

No.

Project Description

Totals Thru

FY 12/13

FY 13/14

FY 11/12

Estimated

FY 14/15

FY 15/16

FY 16/17

FY 17/18

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

FIVE YEAR

PROJECTS

TOTAL

COST

CAPITAL PROJECT FUNDS

CP42

Trail Connection at Hwy 114/Solana

15,000

10,000

15,450

40,450



CP50

Trail and Park Improvements

250,000



CP51

Trail - Fidelity to Westlake Pkwy

270,600



CP52

Trail - Westlake Academy to Cemetery

276,100



CP53

Trail - Dove/Pearson/Aspen

273,600

CP46

WA North Driveway Lighting

40,000

Sub-Total - Park/Trails/Cemetery



40,000

15,000

273,600

530,600

276,100

15,450

273,600

276,100

1,110,750

40,000 1,150,750

CP54

WA - West parking Improvements

200,000

CP55

Outdoor Warning System

99,000

CP29

WA Dining Hall Improvements

78,085

WA Expansion

36,398

1,662,064

7,795,950

1,069,942

8,865,892

10,564,355

114,483

1,662,064

8,094,950

1,069,942

9,164,892

10,941,440

938,076

183,335

1,133,544

Sub-Total - Facilities Improvements

CP20

FM1938 Streetscape Improvements

CP26

Mahotea Boone Recon/Drain

88,191

CP28

Streets Survey

49,235

CP30

SH114/Hwy170 Enhancements

7,500

345,460

739,100

253,100

2,125,744

3,247,155

88,191

49,235

637,570

990,530

301,570

336,000

89,370

CP30

SH114/Hwy170 Enhancements

89,370

CP31

Stagecoach Hills Recon/Drain

413,926

84,974

498,900

CP32

Roanoke Road Recon/Drain North

160,732

1,248

161,980

CP33

Aspen Lane Recon/Drain

214,022

CP34

Roanoke Road Recon/Drain South

CP40

Sam School Rd Recon/Drainage

CP41

Dove Rd Recon/Drain (Vaq/TB)

CP47

Hwy 377 Westport Parkway Signal



CP56

HWY 377 Landscape Improvements



CP57

Ottinger Road Bridge Creek Crossing



CP58

Ottinger Road Recon/Drainage



CP59

Wyck Hill Resurface



CP60

Pearson Lane Recon/Drainage

CP45

Hillwood Projects

99,648

168,859

CP45

Hillwood Projects

861,583

2,900

453,000

455,900

216,000

509,945

78,650

700,000

330,000

572,710

54,450

381,250

268,507

50,000

28,650

330,000

861,583

Sub-Total - Road/Street Improvements

2,024,231

1,674,109

1,524,484

2,254,045

253,100

765,700

1,272,710

6,070,039

9,768,379

TOTAL CAPITAL PROJECTS FUNDS

2,138,714

3,376,173

9,634,434

3,854,587

268,550

1,039,300

1,548,810

16,345,681

21,860,569

UTILITY FUND 500 48

UF30

TRA Assumption of N-1 Sewer Line

UF31

N1 Sewer Line Transfer I&I Repairs

UF36

UF37

SC Hills Waterline Phase II

82,967

246,126

938,913

1,000,001

500,000

171,122

75,004

Ground Storage Tank (Bonds)

3,088

58,000

938,913

Ground Storage Tank (Cash)

500,000

TOTAL UTILITY FUND TOTAL FUNDED CAPITAL PROJECTS

Previously Adopted Projects

Cash

234,381

42,420

408,590

175,424

1,521,880

2,547,304

3,551,598

11,156,314

Totals Thru FY 11/12

FY 12/13 Estimated

1,343,579

1,202,343

3,854,587

268,550

1,039,300

1,548,810

FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 - - - - - - - - - - - - Five Year Projection - - - - - - - - - 672,337

567,100

2,105,894

17,867,561

23,966,463

FIVE YEAR TOTAL

253,100

276,801

1,521,880

TOTAL

1,492,537

4,038,458

1,305,544

Contributions

Cash

1,133,544

172,000

FY 10/11 - $2.095M Bonds previously issued

Bonds

1,164,239

629,191

301,570

FY 12/13 - $9.500M Bonds previously issued

Bonds

39,486

1,720,064

8,734,863

1,069,942

FY 14/15 - New Projects

Bonds

2,035,545

FY 16/17 - New Projects

Bonds

1,039,300

New Projects

Cash

314,000

10,000

15,450

339,450

$ 1,039,300

$ 1,548,810

$ 17,867,561

$ 23,966,463

TOTAL

$ 2,547,304

$ 3,551,598

255

$ 11,156,314

$ 3,854,587 $ 268,550

301,570

2,095,000

9,804,805

11,564,355

2,035,545

1,548,810

2,588,110

ALL UNFUNDED (UNDER DISCUSSION) CAPITAL PROJECTS FIVE YEAR PROJECTION



new project added this year

Page

Proj

No.

Project Description

Totals Thru

FY 12/13

FY 11/12

Estimated

FY 13/14

FY 14/15

FY 15/16

FY 16/17

FY 17/18

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

Cemetery Improvements

63,000

31,800

10-20 Acre Community Park

3,120,000

1,620,000

Total Park/Trails/Cemetery

3,183,000

1,651,800

344,100

3,242,100

125,000 125,000

Municipal Building

Fire Station Complex



Maintenance and Storage Facility



WA - Sport Field Complex

83,750

372,000

4,798,560

GRAND TOTAL

125,000 125,000

344,800 4,740,000 5,084,800

3,586,200

5,170,560

10,000

2,856,000

2,939,750



WA Phase II - 15 classroom Secondary Addition

56,343

2,513,100

2,569,443



WA Phase II - 4 Classroom Kindergarten Addition

1,023,620



WA Phase III - Art & Science Classrooms

1,878,080



WA Phase III - Performing Arts Center

4,809,600

9,553,680

21,987,253

Total Facilities Improvements 40

Dove & Randol Mill Traffic Circle Total Road/Street Improvements TOTAL UNFUNDED (UNDER DISCUSSION) CAPITAL PROJECTS

344,100

3,670,443

8,419,030

1,878,080

2,019,600

$ 11,698,280

$ 29,091,653

256

$ 3,527,100

$ 5,322,243

$ 8,544,030

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257

FIVE YEAR FORECAST NARRATIVE

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

258

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

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

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

The Long-Range Financial Forecast is based on assumptions regarding what will happen in the regional and state economy over the next five years, and on near-term and long-term revenue and expenditure drivers.

Key Revenue Drivers Tax Rate Net Taxable Value Sales Tax Mixed Beverage Tax Franchise Fees Licenses & Permits Charges for Services Intergovernmental Revenues Fines & Forfeitures Interest Income

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

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

Expenditures, while not necessarily being forecast as declining, are generally forecast with a 23% escalation rate, depending on inflation. Forecasts generally have at least one scenario where all that is assumed on expenditures is the current level of service and perhaps some growth in salary/wage expenses. The Council can, if they wish, ask that certain service level adjustments, whether it is service expansion or reduction, be included as alternate scenarios, particularly if it appears that revenues will not cover expenditures in the out years of the forecast. It is also important to remember, since the purpose of the forecast is to get an idea, based on conservative assumptions, as to the Town’s financial condition during the five (5) year planning period, that the forecast is showing that the Town will have available funds for additional debt service as well as building a fund balance for future capital and major maintenance and replacement. This is the reason forecasting is a good tool, as it gives the Council time to strategize as to course we may want to make financially, both in the short and long term. Finally, it is important to remember the criticality that economic conditions play in forecasting, particularly as it relates to sales tax, which can be a volatile revenue source. If economic conditions improve, sales tax receipts are affected (usually positively) as well as building permit revenue.

259

FIVE YEAR FORECAST NARRATIVE FORECAST ASSUMPTIONS - FY 2013-2014 ADOPTED BUDGET The five year financial forecast is based upon the following assumptions:

REVENUES AND OTHER FINANCING SOURCES:

• General Fund o Sales tax revenue is budgeted at a 9% increase  The Town’s economic development funds appear to be stabilizing at approximately $35,000/monthly of which 50% must be returned.  One-time revenues and audit receipts have been conservatively estimated at $100,000 each. In prior years these two numbers have been anywhere from $100,000 to $1,000,000 combined; therefore, because of the uncertainly of the funds, we are conservative with these estimates.  On-going sales tax receipts are forecasted to increase by approximately 14% from FY 2012-2013 based on the prior years’ trending.  Includes the Property Tax Reduction portion of the Sales tax receipts o Property tax revenue is estimated at $1,189,825 based on Certified Tax Roll and M&O tax rate of $.13888 per $100 of valuation. o No new gas well revenue is projected o No additional one-time revenues related to economic development agreements are anticipated to be received o Building permits/inspection/plan review fees are increased by 11% due primarily to the Entrada and Granada developments o Based on current year receipts, franchise fees are only budgeted at a 1% increase

EXPENDITURES AND OTHER FINANCING USES:

• General Fund o Payroll and Related expenditures increased approximately 15%:  This increase includes $115,000 market pay increase (inclusive of taxes and insurance) for work force attraction and retention and is the second year of a 2 year program.  This increase also includes $202K in personnel changes; addition of one full time Lieutenant; addition of one full time HR Generalist; change part time utility billing clerk to a full time position; elimination of part-time HR clerk position. o Operating Expenditures increased approximately 24%:  Keller Police Contract $40,541  Building Inspections $55,550  Comprehensive Plan update $338,950 o Transfer out increased by $566K  Transfer supplemental funds ($566K) to Debt Service Fund for debt payments in excess of Sales taxes received in 4B Economic Development Fund  Town continues to transfer $550K to the General Maintenance and Replacement Fund • Visitors Association Fund – Total expenditures and other uses increased by .09% • Utility Fund - Total expenses and other uses increased 54% and is composed primarily of $1.346M relating to the construction of a ground storage tank. • CIP – Based on adopted CIP • All Funds - Includes all adopted maintenance projects and equipment replacement to maintain current level of service

260

FIVE YEAR FORECAST NARRATIVE FORECAST ASSUMPTIONS - FY 2014-2015 AND BEYOND PROJECTION REVENUES AND OTHER FINANCING SOURCES:

• Sales tax revenue - increase 3% annually • Property tax revenue – currently increased only 2% for current evaluation o Estimate 4-5 homes in Granada for FY 2014-15 and 15-20 in subsequent years (average home value of $1.2M) o Approximately $10M in expected appraised value in FY 2014-15 for Entrada and increasing to $50M in subsequent years through FY 2022-23. • Other revenue - increase 2% annually • Building permits/inspection/plan review fees are currently only increased by 2%. Even with the additional housing starts related to Granada and Entrada these fees will not increase substantially due to the size of the homes (projected to be approximated $1.2M vs larger homes in the past)

EXPENDITURES AND OTHER FINANCING USES:

• Includes all adopted maintenance projects and equipment replacement to maintain current level of service • Salary and wages increase by 2% after second phase of market adjustment in FY 2013-14 • Includes 5-year personnel forecast • Includes capital projects impact to operating budget • Includes anticipated debt payments based on adopted CIP • Includes 5-year technology plan • Other expenditures increase by 3% (excluding any one-time expenditures) • Annual debt payments are transferred from Utility Fund to Debt Service Fund for the repayment of the $1M bond issuance in FY 2012-13 • CIP based on adopted CIP

261

TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds

9/9/2013

REV 05

DESCRIPTION

AUDITED

ESTIMATED

ADOPTED

FY 11-12

FY 12-13

FY 13-14

FY 14-15

FY 15-16

FY 16-17

FY 17-18

FY 18-19

GENERAL FUND 100 Sales Tax (ongoing 100% minus one time)

3.0%

3,223,648

3,725,000

4,200,000

4,326,000

4,455,780

4,589,453

4,727,137

Sales Tax (audit/one-time)

0.0%

433,626

400,000

200,000

Sales Tax Allocation to 4B

linked

(914,319)

(1,031,250)

(1,100,000)

(1,131,500)

(1,163,945)

(1,197,363)

(1,231,784)

(1,267,238)

Sales Tax Allocation to ED

3.0%

Sales Tax Subtotal Property Tax

2.0%

(208,181)

(210,000)

(150,000)

(154,500)

(159,135)

(163,909)

(168,826)

(173,891)

2,534,774

2,883,750

3,150,000

3,240,000

3,332,700

3,428,181

3,526,526

3,627,822

1,271,975

1,225,000

1,189,825

1,213,621

1,237,894

1,262,651

1,287,905

1,313,663

7,000

50,000

150,000

260,000

360,000

1,220,621

1,287,894

1,412,651

1,547,905

1,673,663

Estimated Additional Property Tax - Entrada/Granada Property Tax Subtotal

4,868,951

1,271,975

1,225,000

1,189,825

Beverage Tax

2.0%

38,286

49,000

50,000

51,000

52,020

53,060

54,122

55,204

Franchise Fees

2.0%

664,991

643,950

650,388

663,396

676,664

690,197

704,001

718,081

Permits and Fees

2.0%

598,395

717,860

786,000

801,720

817,754

834,109

850,792

867,808

Fines & Forfeitures

2.0%

622,337

560,000

570,000

581,400

593,028

604,888

616,986

629,326

Interest

2.0%

11,595

8,670

8,843

9,020

9,201

9,385

9,572

Donations

2.0%

520

Misc Income

2.0%

80,933

61,552

51,759

52,794

53,850

54,927

56,025

57,146

Contributions

0.0%

Other Revenues Transfer In - UF 500 Impact

linked

325,000

11,094

2,342,057

2,052,126

2,116,816

2,159,153

2,202,336

2,246,382

2,291,310

2,337,136

45,507

37,500

38,250

39,015

39,795

40,591

41,403

256,245

Transfer In - UF (IF loan repymt of $500K plus interest ) Transfer In - WAE 412

0.0%

36,398

Transfer In - VA 220 Dept 22

3.0%

8,350

9,019

13,020

13,411

13,813

14,227

14,654

15,094

Transfers In Total Revenues & Transfers In

53,857

82,917

50,520

307,906

309,073

54,023

55,245

56,497

6,202,663

6,243,793

6,507,161

6,927,679

7,132,002

7,141,237

7,420,986

7,695,118

(1,975,441)

(2,047,481)

(2,224,745)

(2,386,540)

(2,434,271)

(2,482,956)

(2,532,616)

(2,583,268)

Payroll Salaries

2.0%

Payroll Market Increases (inc. taxes, etc)

2.0%

Payroll Insurance (Health/Dental/Life)

1.0%

(265,344)

(275,023)

(325,884)

(329,143)

Payroll Taxes (SSM/WC/TWC)

1.0%

(166,802)

(184,339)

(209,783)

(211,881)

(213,999)

(216,139)

(218,301)

(220,484)

Payroll Retirement (TMRS/ICMA)

1.0%

(161,635)

(166,101)

(193,291)

(195,224)

(197,176)

(199,148)

(201,140)

(203,151)

Payroll Transfers In

3.0%

704,445

(115,000)

(332,435)

(335,759)

(339,117)

(342,508)

507,033

529,037

607,660

625,890

644,667

664,007

683,927

Personnel Forecast PR Xfr In - UF 500

31,880

32,836

33,821

Five-Year Personnel Forecast

Total Payroll and Related

(104,639)

(196,892)

(358,361)

(369,112)

(380,185) (2,991,329)

(2,062,189)

(2,143,907)

(2,461,043)

(2,601,537)

(2,730,107)

(2,896,477)

(2,943,521)

Supplies

3.0%

(145,819)

(158,745)

(231,571)

(238,517.83)

(245,673)

(253,044)

(260,635)

(268,454)

Service

3.0%

(1,462,783)

(1,590,242)

(2,013,162)

(1,669,806)

(1,719,901)

(1,771,498)

(1,824,642)

(1,879,382)

Insurance

3.0%

(22,588)

(28,530)

(30,520)

(31,435)

(32,378)

(33,350)

(34,350)

(35,381)

R&M

3.0%

(100,677)

(120,247)

(123,262)

(126,960)

(130,769)

(134,692)

(138,732)

(142,894)

Rent & Utilities

3.0%

Total Operating Expenditures Capital Outlay

3.0%

Funded/Proposed Capital Projects Impact to Operations

(286,962)

(299,812)

(308,806)

(318,071)

(327,613)

(337,441)

(347,564)

(2,184,726)

(2,698,326)

(2,375,526)

(2,446,791)

(2,520,195)

(2,595,801)

(2,673,675)

(188,786)

(29,200)

(31,700)

IT Forecast

Total Capital

(188,786)

Transfer Out - ED 210 Transfer Out - GMR 600

(279,804) (2,011,672)

fixed

(29,200)

(31,700)

(32,651)

(33,631)

(34,639)

(35,679)

(36,749)

(128,533)

(133,605)

(174,020)

(208,542)

(212,713)

(47,500)

(54,000)

(56,500)

(55,500)

(60,000)

(208,684)

(221,236)

(265,159)

(299,721)

(309,462)

(35,758)

(530,000)

(550,000)

(500,000)

Transfer Out- WA (K-5 Westlake reserve slots)

(300,000)

Transfer Out - DS (Debt for Academy Exp $8.5M)

(453,671)

(450,182)

(451,120)

(447,541)

(448,392)

(245,343)

(238,786)

(351,887)

(325,841)

(282,563)

(183,000)

(1,767,772)

(1,757,726)

(1,786,007)

(1,756,382)

(1,713,955)

(131,135)

(275,000)

Transfer Out - DS 300 (Including 5-year CIP)

linked

(278,330)

(64,059)

(630,773)

Transfer Out - $2.5 M (20 years) Transfers Out - Operating Transfer Out - CP 410

(844,088) linked

(36,398)

Transfer Out - UF (interfund loan / grnd storage tank)

Transfer Out - WAE 412

Transfers Out - Non Operating Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Unassigned Ending Balance Operating Days

2.0%

(649,817) (500,000) -

(1,216,531) (500,000)

(36,398)

(500,000)

(131,135)

(275,000)

(5,143,134)

(5,507,650)

(6,907,600)

(7,084,654)

(7,430,859)

(156,974)

(298,857)

(326,601)

(7,595,425) (174,438)

(7,688,421)

1,059,529

736,143

3,323,861

4,383,390

5,119,533

4,719,094

4,562,119

4,263,262

3,936,661

3,762,222

4,383,390

5,119,533

4,719,094

4,562,119

4,263,262

3,936,661

3,762,222

3,768,919

242,710

250,388

258,462

263,631

268,904

274,282

279,768

285,363

4,140,680

4,869,145

4,460,632

4,298,488

3,994,358

3,662,379

3,482,455

3,483,557

296

355

254

226

204

179

167

165

262

(400,439)

(7,467,839)

6,697

TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds

9/9/2013

REV 05

DESCRIPTION

AUDITED

ESTIMATED

ADOPTED

FY 11-12

FY 12-13

FY 13-14

FY 14-15

FY 15-16

FY 16-17

FY 17-18

FY 18-19

DEBT SERVICE FUND 300 Property Tax

ref 2011 CO

170,094

130,792

153,868

154,704

154,503

154,475

154,625

Bond Proceeds Issue 2011 GORB

7,375,000

Bond Premium Issue 2011 GORB

424,196

Misc Revenue Transfer in - GF 100- including 5-year CIP Transfer in - GF 100 - Phase I Transfer in - UF 500 (Storage Tank)

154,575

3,609

278,330

64,059

630,773

245,343

238,786

351,887

325,841

282,563 448,392

453,671

450,182

451,120

447,541

linked

53,385

53,373

52,962

53,073

52,652

52,752

Transfer In - VA 220

linked to VA Fund

linked

182,396

182,143

151,700

164,450

142,250

169,950

162,400

169,463

Transfer In - 4B 200

linked to 4B Fund

linked

1,004,360

1,210,134

1,100,500

1,157,000

1,189,445

1,222,863

1,257,284

1,292,738

9,434,376

1,590,736

2,090,226

2,228,541

2,228,127

2,403,369

2,400,344

2,400,482

(1,130)

Total Revenues & Transfers In 0

Bank Service Charge

DS Principal - Issue 2002 CO

DS Interest - Issue 2002 CO

Phase I

Bank Charge - 2002 CO 3

DS Principal - Issue 2003 CO

DS Interest - Issue 2003 CO

DS Principal - Issue 2007 GORB

DS Interest - Issue 2007 GORB

Bank Charge - 2007 GORB

(295,000)

(315,000)

(330,000)

(167,638)

(41,925)

(21,450)

(530)

(165,000)

(170,000)

(175,000)

(185,000)

(190,000)

(185,019)

(103,701)

(97,411)

(90,630)

(83,230)

(75,250)

Phase II

Refunding

(25,000)

(35,000)

(410,000)

(425,000)

(40,000)

(295,545)

(294,608)

(293,295)

(291,983)

(276,608)

(259,608)

(258,008)

(309)

DS Principal - Issue 2008 GO DS Interest - Issue 2008 GO

DS Principal - Issue 2011 GORB

DS Interest - Issue 2011 GORB

(147,658)

Bond Issue Cost 2011 GORB

(148,891)

Bond Issue Cost 2011 GORB

(7,650,305)

Bank Charge - 2011 GORB

DS Principal - Issue 2011 CO

DS Interest - Issue 2011 CO

Bank Charge - 2011 CO

DS Principal - Issue 2013 GORB

DS Interest - Issue 2013 GORB

DS Principal - Issue 2013 CO -Academy Expansion

DS Interest - Issue 2013 CO -Academy Expansion DS Principal - Issue 2013 CO Ground Storage Tank

2016-17 CO $2.6M (5-year CIP) Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned Unassigned Ending Balance

Ref 2008 (A&S)

$8.5M

$1.0M

Trails/Roads

(41,805)

(100,000)

(440,000)

(100,000)

(275,000)

(700,000)

(715,000)

(225,200)

(223,200)

(217,800)

(212,400)

(207,275)

(192,650)

(171,425)

(309)

(300)

(309)

(88,000)

(90,000)

(93,000)

(97,000)

(100,000)

(75,000)

(79,000)

(83,000)

(66,642)

(63,749)

(60,791)

(57,704)

(54,503)

(79,475)

(75,625)

(71,575)

DS Interest - Issue 2013 CO Ground Storage Tank 2014-15 CO - ($66K/$1M) $2.1M (5-year CIP)

(300)

(95,000) (87,396)

Taxes

(75,250)

(25,000)

Refunding

(75,250)

(296,545) A&S

(77)

(120,000)

(105,000)

(120,000)

(100,000)

(130,000)

(125,000)

(135,000)

(20,339)

(46,700)

(44,450)

(42,250)

(39,950)

(37,400)

(34,463)

(89,474)

(174,474)

(178,947)

(183,421)

(364,300)

(279,197)

(275,708)

(272,173)

(268,594)

(264,971)

(10,526)

(20,526)

(21,053)

(21,579)

(42,859)

(32,847)

(32,436)

(32,020)

(31,599)

(31,173)

(140,000)

(175,000)

(2,403,369)

(2,400,344)

(2,400,482)

Trails/Roads

(9,419,224)

(1,613,393)

(2,090,226)

(2,228,541)

(2,228,127)

15,153

(22,657)

7,504

22,657

(0)

22,657

(0)

22,657

(0.00)

263

(0) -

(0)

(0) -

(0)

(0) -

(0)

(0) -

(0)

(0) -

(0)

TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds

9/9/2013

REV 05

DESCRIPTION

AUDITED

ESTIMATED

ADOPTED

FY 11-12

FY 12-13

FY 13-14

FY 14-15

FY 15-16

FY 16-17

FY 17-18

FY 18-19

UTILITY FUND 500 Water/Sewer/Waste Revenues

2.0%

2,859,659

2,646,850

2,699,787

2,753,783

2,808,858

2,865,036

2,922,336

Water/Sewer Tap Fees

2.0%

27,415

23,250

23,715

24,189

24,673

25,167

25,670

Fort Worth Impact Fees

2.0%

45,507

37,500

38,250

39,015

39,795

40,591

41,403

Misc Income

2.0%

87,040

192,004

195,844

199,761

203,756

207,831

211,988

Interest

2.0%

9,717

6,000

6,120

6,242

6,367

6,495

6,624

Contributions

0.0%

24,423

Bond Proceeds (Ground Storage Tank)

2.0%

1,000,000

500,000

3,053,761

4,405,604

2,905,604

2,963,716

3,022,990

3,083,450

3,145,119

3,208,022

Transfers In from GF (Ground Storage Tank) Total Revenues & Transfers In Expenditures

3.0%

(1,282,967)

(822,618)

(804,078)

(828,200)

(853,046)

(878,638)

(904,997)

(932,147)

Water Purchases

3.0%

(980,212)

(1,110,600)

(1,143,918)

(1,178,236)

(1,213,583)

(1,249,990)

(1,287,490)

Debt Service (Hillwood) Debt Service (Keller OH Storage) Payroll Transfers to GF

ends fy2020 new acct

Personnel Forecast PR Xfr Out - GF100

3.0%

(88,125)

(73,000)

(75,190)

(77,446)

(79,769)

(82,162)

(84,627)

linked

(34,956)

(118,212)

(119,462)

(118,949)

(119,879)

(120,538)

(120,936)

3.0%

(253,673)

(273,812)

(321,554)

(331,200)

(341,136)

(351,370)

(361,911)

(372,769)

(31,880)

(32,836)

(33,821)

(500)

(530)

(545)

(560)

(200,000)

(38,250)

(39,015)

(39,795)

(40,591)

(41,403)

(256,245)

linked

Funded/Proposed Capital Projects Impact to Operations Transfer Out - UMR 510 Transfer Out - GF 100 Impact Fees

(50,000)

linked

(45,507)

(37,500)

(37,500) -

0.0%

59,462

N1 Sewer Line Transfer

0.0% 0.0%

(135,654)

SC Hills Waterline Phase 1

0.0%

245,324

Ground Storage Tank

0.0%

(3,088)

SC Hills Waterline Phase 2

(50,000)

N1 Sewer Line Xfr I&I Rep

Xfr Out to DS - Storage Tank $1M

fixed

Transfer Out to GF (Interfund loan) Water Meter Automation

0.0%

linked

Total Expenditures & Transfers Out

(2,569,395)

NET R&TI Over(Under) E&TO

(75,004) (58,000) (42,420) -

(82,967)

(200,000)

(1,438,913) (53,385)

(53,373)

(52,962)

(53,073)

(52,652)

(52,752)

(2,661,167)

(4,090,209)

(3,045,839)

(3,117,535)

(2,968,517)

(3,046,223)

(3,126,505)

484,366

1,744,438

(1,184,605)

114,934

98,897

81,517

4,516,756

5,001,122

6,745,560

5,560,955

5,478,832

5,384,288

5,499,221

5,598,118

5,001,122

6,745,560

5,560,955

5,478,832

5,384,288

5,499,221

5,598,118

5,679,635

149,040

159,802

161,400

164,628

167,921

171,279

174,705

178,199

Unassigned Ending Balance

4,852,082

6,585,758

5,399,555

5,314,204

5,216,367

5,327,942

5,423,413

5,501,436

Total Operating Expenditures

2,639,932

2,398,242

2,427,444

2,497,971

2,568,813

2,675,118

2,752,434

2,831,790

671

1,002

812

777

741

727

719

709

Beginning Fund Balance Ending Fund Balance Restricted/Committed/Assigned

2.0%

Operating Days

(82,122)

(94,545)

UTILITY - MAINTENANCE & REPLACEMENT FUND 510 Revenues Transfers In - UF 500 Total Revenues & Transfers In

1.0%

190

125

126

128

129

130

131

linked

50,000

200,000

200,000 200,131

50,190

50,125

200,126

200,128

200,129

200,130

Expenditures

(81,680)

(88,000)

(185,000)

(165,000)

(175,000)

Transfers Out

Total Expenditures & Transfers Out

(81,680)

(88,000)

(185,000)

(165,000)

(175,000)

50,190

(31,555)

(37,875)

15,126

35,128

25,129

Beginning Fund Balance

42,640

92,829

61,274

23,399

38,526

73,653

98,782

298,912

Ending Fund Balance

92,829

61,274

23,399

38,526

73,653

98,782

298,912

499,043

Restricted/Committed/Assigned

92,829

61,274

23,399

38,526

73,653

98,782

298,912

499,043

NET R&TI Over(Under) E&TO

Assigned Ending Balance (projected)

264

200,130

200,131

TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds

9/9/2013

REV 05

DESCRIPTION

AUDITED

ESTIMATED

ADOPTED

FY 11-12

FY 12-13

FY 13-14

FY 14-15

FY 15-16

FY 16-17

FY 17-18

FY 18-19

CAPITAL PROJECT FUND 410 FM1938 Streetscape/Wayfinding

82,020

240,000

172,000

Hwy 377 Westport Parkway Signal

16,500

Contributions 114/170 Enhance Contributions - TSH Proceeds Interest Income Misc Revenue Transfer in from GF Other Sources - Bond Proceeds Total Revenues & Transfers In Westlake Portion of Hillwood Projects TSH Donation Expense to WA Foundation Streets Survey SH 114/Hwy 170 Enhancements

linked

149,625

400,000

12,545

7,400

8,004

131,135

275,000

2,100,000

2,600,000

420,549

239,045

263,900

2,403,135

275,000

2,600,000

(94,908)

(1,030,442)

(400,000)

(19,880)

Stagecoach Hills Street Reconstruction & Drainage

(406,706)

(345,460) (84,974)

(390,940) -

(336,000) -

N. Roanoke Road Reconstruction & Drainage

(157,385)

(1,248)

S. Roanoke Road Reconstruction & Drainage

(453,000)

Sam School Road Reconstruction & Drainage

(216,000)

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

(509,945)

FM 1938 Streetscape/Wayfinding

(345,199)

Trail Connection at 114/Solana

WA North Driveway Lighting

Hwy 377 Westport Parkway Signal

(50,000)

(183,335) (40,000) (28,650)

(1,133,544)

(739,100)

(253,100)

(15,000)

(10,000)

(15,450)

Glenwyck Farms Park Improvement

(250,000)

Trail - Fidelity Campus/Wprkwy

(270,600)

Trail - WA to Cemetery

Trail - Dove/Pearson/Aspen

WA West Parking Improvements

(200,000)

(99,000)

(273,600) -

(276,100)

Outdoor Warning System

HWY 377 Landscape Improvements

Ottinger Road - Creek Bridge

Ottinger Road Recon/Drain

Wyck Hill Resurface

(54,450)

Pearson Lane Recon/Drain

(381,250)

Total Expenditures & Transfers Out

(572,710)

(1,474,077)

(1,714,109)

(1,838,484)

(2,784,645)

(1,053,529)

(1,475,064)

(1,574,584)

(381,510)

Beginning Fund Balance

4,634,332

3,580,803

2,105,739

Ending Fund Balance

3,580,803

2,105,739

Restricted/Committed/Assigned

3,580,803

2,105,739

1,230,000

5,000

36,398

500,000

NET R&TI Over(Under) E&TO

Unassigned Ending Balance

(268,550)

(330,000)

(700,000)

(1,039,300)

(1,548,810)

6,450

1,560,700

(1,548,810)

531,155

149,645

156,095

1,716,795

167,985

531,155

149,645

156,095

1,716,795

167,985

531,155

149,645

156,095

1,716,795

167,985

WESTLAKE ACADEMY EXPANSION Revenues Transfers In Other Sources (Note Payable) Bond Proceeds Total Revenues & Transfers In Expenditures Portable Building Transfers Out Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO

366,774

8,501,035

36,398

10,097,809

505,000

(36,398)

(1,250,525)

(7,795,950)

(36,398) -

(375,141) (36,398)

(1,069,942)

(1,662,064)

(7,795,950)

(1,069,942)

8,435,745

(7,290,950)

(1,069,942)

Beginning Fund Balance

8,435,745

1,144,795

74,853

Ending Fund Balance

8,435,745

1,144,795

74,853

Restricted Funds

8,435,745

1,144,795

74,853

Unassigned Ending Balance (projected)

265

TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds

9/9/2013

REV 05

DESCRIPTION

AUDITED

ESTIMATED

ADOPTED

FY 11-12

FY 12-13

FY 13-14

FY 14-15

FY 15-16

FY 16-17

FY 17-18

FY 18-19

GENERAL- MAINTENANCE & REPLACEMENT FUND 600 Revenues Transfers In - GF 100

1.0%

2,465

10,000

1,750

1,768

1,785

1,803

1,821

1,839

linked

530,000

550,000

500,000

Total Revenues & Transfers In Expenditures Transfers Out

532,465

560,000

551,750

551,768

551,785

501,803

501,821

501,839

(343,585)

(275,359)

(519,726)

(121,000)

(143,500)

(1,566,000)

(198,500)

(250,000) (250,000)

Total Expenditures & Transfers Out

(343,585)

(275,359)

(519,726)

(121,000)

(143,500)

(1,566,000)

(198,500)

188,880

284,641

32,024

430,768

408,285

(1,064,197)

303,321

251,839

Beginning Fund Balance

691,535

880,415

1,165,056

1,197,080

1,627,847

2,036,132

971,935

1,275,257

Ending Fund Balance

880,415

1,165,056

1,197,080

1,627,847

2,036,132

971,935

1,275,257

1,527,096

Restricted/Committed/Assigned

880,415

1,165,056

1,197,080

1,627,847

2,036,132

971,935

1,275,257

1,527,096

NET R&TI Over(Under) E&TO

Unassigned Ending Balance

VISITOR ASSOCIATION FUND 220 Hotel Tax

2.0%

590,853

700,000

714,000

728,280

742,846

757,703

772,857

Other Revenues

2.0%

16,878

21,550

21,981

22,421

22,869

23,326

23,793

607,731

721,550

735,981

750,701

765,715

781,029

796,650

Transfers In - GF for Debt Service Total Revenues & Transfers In Expenditures

3.0%

(220,380)

(252,750)

(248,945)

(256,413)

(264,106)

(272,029)

(280,190)

(288,595)

Payroll Transfers to GF

3.0%

(255,339)

(255,225)

(286,107)

(294,690)

(303,531)

(312,637)

(322,016)

(331,676)

linked

(8,350)

(9,019)

(13,020)

(13,411)

(13,813)

(14,227)

(14,654)

(15,094)

Schedule

(182,396)

(182,143)

(151,700)

(164,450)

(142,250)

(169,950)

(162,400)

(169,463)

(666,465)

(699,137)

(699,772)

(728,964)

(723,699)

(768,843)

(779,260)

(804,828)

(58,734)

22,413

21,778

7,017

27,001

Transfer Out - GF 100 Dept 22 Transfer Out - DS 300 Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO

(3,128)

1,769

(8,178)

Beginning Fund Balance

1,111,281

1,052,547

1,074,959

1,096,738

1,103,755

1,130,756

1,127,628

1,129,397

Ending Fund Balance

1,052,547

1,074,959

1,096,738

1,103,755

1,130,756

1,127,628

1,129,397

1,121,219

182,396

151,700

164,450

142,250

169,950

162,400

169,463

171,025

870,150

923,259

932,288

961,505

960,806

965,228

959,935

950,194

477

482

486

481

485

458

450

431

Restricted/Committed/Assigned Unassigned Ending Balance Operating Days

4B ECONOMIC DEVELOPMENT FUND 200 Sales tax (on-going)

linked

569,319

931,250

1,087,500

1,131,500

1,163,945

1,197,363

1,231,784

1,267,238

Sales tax (one-time)

fixed

345,000

100,000

12,500

25,000

Interest

fixed

849

500

915,167

1,031,750

1,100,500

1,157,000

1,189,445

1,222,863

1,257,284

1,292,738

Transfers In Total Revenues & Transfers In Expendures

Transfer Out

(1,004,360)

(1,210,134)

(1,100,500)

(1,157,000)

(1,189,445)

(1,222,863)

(1,257,284)

(1,292,738)

Total Expenditures & Transfers Out

(1,004,360)

(1,210,134)

(1,100,500)

(1,157,000)

(1,189,445)

(1,222,863)

(1,257,284)

(1,292,738)

(89,193)

(178,384)

Beginning Fund Balance

267,577

178,384

Ending Fund Balance

178,384

Restricted/Committed/Assigned

178,384

208,181

210,000

150,000

154,500

159,135

163,909

168,826

173,891

35,758

243,940

245,758

185,758

190,258

194,893

163,909

168,826

173,891

(243,940)

(245,758)

(185,758)

(190,258)

(194,893)

(163,909)

(168,826)

(173,891)

NET R&TI Over(Under) E&TO

Unassigned Ending Balance

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

linked to GF alloc to EDlinked End FY2016

fixed

(243,940)

(245,758)

(185,758)

(190,258)

(194,893)

(163,909)

(168,826)

(173,891)

Ending Fund Balance

Restricted/Committed/Assigned

Unassigned Ending Balance

266

TOWN OF WESTLAKE FIVE YEAR FORECAST All Municipal Funds

9/9/2013

REV 05

DESCRIPTION

AUDITED

ESTIMATED

ADOPTED

FY 11-12

FY 12-13

FY 13-14

FY 14-15

FY 15-16

FY 16-17

FY 17-18

FY 18-19

CEMETERY FUND 255 Revenues

2.0%

4,671

6,060

6,181

6,305

6,431

6,560

Transfers In

2.0%

4,671

6,060

6,181

6,305

6,431

6,560

6,691

(6,281)

(5,115)

(11,440)

(11,783)

(12,137)

(12,501)

(12,876)

(13,262)

Total Revenues & Transfers In Expenditures

3.0%

Transfers Out

3.0%

Total Expenditures & Transfers Out

(6,281)

NET R&TI Over(Under) E&TO

(1,610)

(5,115) 945

(11,440) (5,380)

(11,783) (5,602)

(12,137) (5,832)

(12,501) (6,070)

(12,876) (6,316)

6,691

(13,262) (6,571)

Beginning Fund Balance

148,963

147,353

148,298

142,918

137,316

131,484

125,414

119,098

Ending Fund Balance

147,353

148,298

142,918

137,316

131,484

125,414

119,098

112,526

Restricted/Committed/Assigned

147,353

148,298

142,918

137,316

131,484

125,414

119,098

112,526

Unassigned Ending Balance

LONE STAR PUBLIC FUND 418 Revenues

3.0%

Transfers In

3.0%

Total Revenues & Transfers In Expenditures

3.0%

Transfers Out

3.0%

Total Expenditures & Transfers Out

Beginning Fund Balance

13,531

13,576

13,621

13,666

13,712

13,760

13,809

13,860

Ending Fund Balance

13,576

13,621

13,666

13,712

13,760

13,809

13,860

13,912

Restricted/Committed/Assigned

13,576

13,621

13,666

13,712

13,760

13,809

13,860

13,912

NET R&TI Over(Under) E&TO

Unassigned Ending Balance

SUMMARY Total Revenues & Transfers in Total Expenditures & Transfers Out NET R&TI Over(Under) E&TO

21,501,955

25,192,276

14,887,679

17,364,431

15,551,423

18,088,955

15,882,150

16,275,613

(20,906,859)

(15,675,567)

(25,327,665)

(18,607,625)

(15,473,745)

(17,788,140)

(17,007,547)

(15,750,126)

595,096

9,516,709

(10,439,986)

(1,243,194)

77,678

300,815

Beginning Fund Balance

14,757,979

15,353,075

24,869,784

14,429,798

13,186,604

13,264,282

13,565,098

12,439,701

Ending Fund Balance

15,353,075

24,869,784

14,429,798

13,186,605

13,264,282

13,565,098

12,439,701

12,965,187

5,467,506

4,055,878

2,492,530

2,537,555

3,017,898

3,534,696

2,499,045

2,955,149

9,885,569

20,813,906

11,937,269

10,649,050

10,246,384

10,030,402

9,940,655

10,010,039

Restricted/Committed/Assigned Unassigned Ending Balance

267

(1,125,397)

525,487

APPENDIX SECTION

268

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.

269

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.

270

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

271

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.

272

Inter-fund transfer: The transfer of money from one fund to another. Investments: Securities and real estate held for the production of revenues in the form of interest, dividends, rentals, or lease payments. L.F. (Linear feet): Length in feet. Lift Station: The Townâ&#x20AC;&#x2122;s collection system relies on gravity to collect water. When the system gets to an unreasonable depth, a lift station pumps the water to a higher elevation so the gravity process can begin again. Line-item budget: A budget format in which departmental outlays are grouped according to the items that will be purchased. MGD: Million gallons per day. Maintenance: The upkeep of physical properties in condition for use or occupancy. Examples are the inspection of equipment to detect defects and the making of repairs. Modified Accrual Accounting: This method of accounting is a combination of cash and accrual accounting since expenditures are immediately incurred as a

GLOSSARY OF TERMS liability while revenues are not recorded until they are actually received or are “Measurable” and “available for expenditure”. This type of accounting basis is conservative and is recommended as the standard for most government funds. Municipal: Of or pertaining to a Town or its government. Non-departmental: Accounts for expenditures or professional services and other general government functions, which cannot be allocated to individual departments. Non-exempt: Personnel eligible to receive overtime pay when overtime work has been authorized or requested by the supervisor. Object Code: The standard classification of the expenditures such as office supplies or rental of equipment. Objectives: Specific, measurable targets set in relation to goals. Operating Budget: Plan for current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition,

spending, and service delivery activities of the Town are controlled. The use of annual operating budgets is required by State law. Operating Expenditure: Expenditure on an existing item of property or equipment that is not a capital expenditure. Ordinance: An authoritative command or order. This term is used for laws adopted by a municipality. Performance Measures: Specific quantitative measures of work performed within an activity or program. They may also measure results obtained through an activity or program. Personnel Services: Expenditures for salaries, wages and related fringe benefits of Town employees. Prompt Payment Act: Adopted in July, 1985 by the State, the Act requires the Town to pay for goods and services within 30 days of receipt of invoice or the goods or services, whichever comes later. If this is not satisfied, the Town may be charged interest on the unpaid balance at the rate of 1% per month. Property Tax Reduction Sales Tax (PTR): ½ cent

273

sales tax approved by the Town of Westlake voters in May, 2006. Texas law allowed the Town to collect the new ½ cent sales tax that does not share the restrictive spending limitations on revenues designated to the 4A Economic Development Fund ½ cent sales tax. 4A sales tax was dissolved and replaced with this sales tax. Proposed Budget: The financial plan initially developed by departments and presented by the Town Manger to the Town Council for approval. Proprietary Funds: Operation that operates like a private operation, in which services are financed through user charges and expenditures include the full cost of operations. Public Hearing: An open meeting regarding proposed operating or capital budget allocations, which provide citizens with an opportunity to voice their views on the merits of the proposals. PVC: Acronym for polyvinyl chloride, a plastic compound used for water and sewer pipes. Reserve: An account used to indicate that a portion of fund resources is restricted for a specific

GLOSSARY OF TERMS purpose, or is not available for appropriation and subsequent spending. Resolution: A formal statement of opinion or determination adopted by an assembly or other formal group. Resources: Total dollars available for appropriations, including estimated revenues, fund transfers, and beginning fund balances. Retained Earnings: The excess of total assets over total liabilities for an enterprise fund. Retained earnings include both short-term and long-term assets and liabilities for an enterprise fund. Revenues: Funds that the government receives as income. It includes such items a tax payment, fees from specific services, receipts from other governments, fines for forfeitures, grants, shared revenues and interest income. ROW: Acronym for right-ofway. Sales Tax: A general “sales tax” is levied on persons and businesses selling merchandise or services in the town limits on a retail basis. The categories for taxation are defined by state law. Monies collected under authorization of this tax are

for the use and benefit of the town. SCADA: Acronym that stands for Supervisory Control and Data Acquisition. SCADA refers to a system that collects data from various sensors at a remote location and then sends this data to a central computer which then manages and controls the data. Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. Supplies: A cost category for minor items (individually priced at less than $5,000) required by departments to conduct their operations. TMRS: Acronym for the Texas Municipal Retirement System, a pension plan for employees of member cities within the State of Texas. TRA: Trinity River Authority – A separate governmental entity responsible for providing water and wastewater services in the Trinity River basin. The Town contracts with TRA for treatment of wastewater. TXDOT: Texas Department of Transportation

274

Transfer-In: Funds expended in one fund and received in other. User Charges: The payment of a fee for direct receipt of a public service by the party benefiting from the service. Working Capital: Budgeted working capital is calculated as a fund’s current assets less current liabilities and outstanding encumbrances. Working capital does not include long-term assets or liabilities. For budgetary purposes, working capital, rather than retained earnings, is generally used to reflect the available resources of enterprise funds.

TOWN OF WESTLAKE 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.

275

TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES F.

Intergovernmental Relationships: Where feasible, coordinate efforts with other governmental agencies to achieve common policy objectives, share the cost of providing governmental services on an equitable basis and support favorable legislation at the State and Federal level.

G. Grants: Seek, apply for and effectively administer within this policy’s guidelines, Federal, State, and foundation grants-in-aid which address the Town’s current priorities and policy objectives. H. Economic Development: Initiate where feasible, encourage, and participate in economic development efforts to create job opportunities and strengthen the local tax base and economy 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.

276

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.

277

TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES I.

Planning - The budget process will be coordinated so as to identify major policy issues for Town Council by integrating it into the Council’s overall strategic planning process for the Town. Each department shall have a multi-year business plan that integrates with the Town’s overall strategic plan.

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

278

TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES adversely impact that revenue source. B. OTHER CONSIDERATIONS. The following considerations and issues will guide the Town in its revenue policies concerning specific sources of funds: •

•

• •

Cost/Benefit of Incentives for Economic Development - The Town will use due caution in the analysis of any tax or fee incentives that are being considered to encourage economic development. A cost/benefit (fiscal impact) analysis will be performed as a part of the evaluation for each proposed economic development project. Non-Recurring Revenues - One-time or non-recurring revenues will not be used to finance on-going operational costs. Non-recurring revenues will be used only for 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.

279

TOWN OF WESTLAKE FISCAL AND BUDGETARY POLICIES F.

REVENUE MONITORING. Revenues as they are received will be regularly compared to budgeted revenues and variances will be investigated. This process will be summarized in the appropriate budget report.

G. SPECIAL REVENUE / EDUCATIONAL FUNDS. Where feasible and practical, General and Administrative Charges (G&A) for special revenue and educational funds of the Town of Westlake will be determined on an annual basis and transfers will be made where sufficient revenue exists to cover the associated expenditures. V.

EXPENDITURE CONTROL A. Appropriations 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.

280

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

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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 that 180 days and the maximum stated maturity of any security will not exceed two years. The funds are combined for investment purposes but the unique needs of all the funds in the portfolio are recognized and represented. Effective cash management is recognized as essential to good fiscal management. Cash management is defined as the process of managing monies in order to ensure maximum cash availability. The Town shall maintain a cash management program which includes timely collection of accounts receivable, prudent investment, disbursement of payments within invoice terms and the management of banking services. IV.

LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY Specific investment parameters for the investment of public funds in Texas are stipulated in the Public Funds Investment Act, Chapter 2256, Texas Government Code, (the "Act"). The Act is attached as Exhibit A. The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies collateral requirements for all public funds deposits. The Collateral Act is attached as Exhibit B. The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes local governments in Texas to participate in a Texas investment pool established thereunder.

DELEGATION OF INVESTMENT AUTHORITY The Finance Director, acting on behalf of the Council, is designated as the Investment Officer of the Town and is responsible for all investment management decisions and activities. The Council is responsible for considering the quality and capability of staff, investment advisors, and consultants involved in investment management and procedures. All participants in the investment process shall seek to act responsibly as custodians of the public trust. The Investment Officer shall develop and maintain written administrative procedures for the operation of the investment program which are consistent with this Investment Policy. Procedures will include safekeeping, wire transfers, banking services contracts, and other investment related activities. The Investment Officer shall be responsible for all transactions undertaken and shall establish a system of controls to regulate the activities of subordinate officials and staff. The Investment Officer shall designate a staff person as a liaison/deputy in the event circumstances require timely action and the Investment Officer is not available. No officer or designee may engage in an investment transaction except as provided under the terms of this Policy and the procedures established by the Investment Officer and approved by the Town Manager.

VI.

PRUDENCE The standard of prudence to be used in the investment function shall be the "prudent person" standard and shall be applied in the context of managing the overall portfolio.

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INVESTMENT POLICY This standard states: "Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the expected income to be derived." Limitation of Personal Liability - The Investment Officer and those delegated investment authority, when acting in accordance with the written procedures and this Policy and in accord with the Prudent Person Rule, shall be relieved of personal liability in the management of the portfolio provided that deviations from expectations for a specific security's credit risk or market price change are reported in a timely manner and that appropriate action is taken to control adverse market effects. VII.

INTERNAL CONTROLS The Investment Officer shall establish a system of written internal controls which will be reviewed annually with the independent auditor of the Town. The controls shall be designed to prevent loss of public funds due to fraud, employee error, and misrepresentation by third parties, or imprudent actions by employees of the Town.

VIII.

AUTHORIZED INVESTMENTS Acceptable investments under this policy shall be limited to the instruments listed below. The choice of high-grade government investments and high-grade, money market instruments are designed to assure the marketability of those investments should liquidity needs arise. •

Obligations of the United States Government, its agencies and instrumentalities, not to exceed two (2) years to stated maturity and excluding mortgage backed securities;

•

Fully insured or collateralized certificates of deposit from a bank doing business in the State of Texas and under the terms of a written depository agreement with that bank, not to exceed one year to stated maturity;

•

No-load, SEC registered money market mutual funds. No more than 80% of the entity's monthly average balance may be invested in money market funds

•

Public Funds interest bearing accounts; and

•

Constant dollar, AAA-rated Texas Local Government Investment Pools as defined by the Public Funds Investment Act.

If additional types of securities are approved for investment by public funds by state statute, they will not be eligible for investment until this Policy has been amended and the amended version adopted by the Council. Delivery versus Payment - All investment security transactions shall be conducted on a delivery versus payment (DVP) basis to assure that the Town has control of its assets and/or funds at all times.

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INVESTMENT POLICY IX.

AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS Securities broker/dealers may be primary or regional broker/dealers and will meet other criteria as determined by the Investment Officer including state registration and completion of a Town Broker/Dealer questionnaire (attached as Exhibit D). The following criteria must be met by authorized firms. • annual provision of an audited financial statement, • proof of certification by the National Association of Securities Dealers (NASD) • proof of current registration with the Texas State Securities Commission, and • completion of the Town's broker/dealer questionnaire. Every bank and broker/dealer with whom the Town transacts business will be provided a copy of this Investment Policy to assure that they are familiar with the goals and objectives of the investment program. The firm will be required to return a signed copy of the Certification Form (attached as Exhibit C) certifying that the Policy has been received and reviewed and only those securities approved by the Policy will be sold to the Town.

DIVERSIFICATION AND MATURITY LIMITATIONS It is the policy of the Town to diversify its investment portfolio. Invested funds shall be diversified to minimize risk or loss resulting from over-concentration of assets in a specific maturity, specific issuer, or specific class of securities. Diversification strategies shall be established and periodically reviewed.

XI.

SAFEKEEPING AND COLLATERALIZATION The laws of the State and prudent treasury management require that all purchased securities be bought on a delivery versus payment (DVP) basis and be held in safekeeping by either an approved, independent third party financial institution or the Town's designated depository. Securities Owned by the Town - All safekeeping arrangements shall be approved by the Investment Officer and an agreement of the terms executed in writing. The safekeeping bank may not be within the same holding company as the bank from which the securities are purchased. The custodian shall be required to issue original safekeeping receipts to the Town listing each specific security, rate, description, maturity, CUSIP number, and other pertinent information. Collateral - Collateralization shall be required on all bank time and demand deposits for principal and accrued interest amounts over the FDIC insurance coverage of $100,000 (by tax identification number). In order to anticipate market changes and provide a level of additional security for all funds, collateral with a market value equal to 102% of the total deposits are required. The pledging bank will be made contractually liable for monitoring and maintaining the collateral levels at all times. All collateral will be held by an independent third party bank outside the holding company of the bank, pledged to the Town. Authorized collateral will include only: • Obligations of the US Government, its agencies and instrumentalities to include mortgage backed securities which pass the bank test, • Municipal obligations rated at least A by two nationally recognized rating agencies. • The custodian shall be required to provide original safekeeping receipts clearly marked that the security is pledged to the Town.

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INVESTMENT POLICY XII.

REPORTING The Investment Officer shall submit quarterly reports to the Council containing sufficient information to permit an informed outside reader to evaluate the performance of the investment program and in full compliance with the Act. At a minimum the report shall contain: • Beginning and ending market value of the portfolio by market sector and total portfolio • Beginning and ending book value of the portfolio by market sector and total portfolio • Change in market value during the period • Detail on each asset (book, market, description, par ad maturity date) • Earnings for the period • Overall weighted average maturity of the portfolio The report will be prepared jointly by all involved in the investment activity and be signed by the Investment Officer. It will contain all elements as required by the Act and be signed by the Investment Officers as in compliance with the Act and this Policy. Market prices for assignment of market values will be obtained from an independent source. The three month Treasury Bill average yield for the reporting period will be reported as a gauge of performance and risk.

XIII.

DEPOSITORIES The Town will designate one banking institution through a competitive process as its central banking services provider at least every five years. This institution will be used for normal banking services including disbursements, deposits, and safekeeping of Town owned securities. Other banking institutions from which the Town may purchase only certificates of deposit will also be designated as a depository. All banking arrangements will be in written form in accordance with FIRREA which requires a resolution of approval of the agreement by the Bank Council or Bank Loan Committee.

XIV.

INVESTMENT POLICY ADOPTION BY COUNCIL The Town's Investment Policy and its incorporated strategies shall be adopted by resolution annually by the Council.

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