HomeMy WebLinkAbout09-12-11 BOT Agenda PacketThe Regular Meeting of the Board of Trustees will begin immediately following the conclusion of the Board
of Trustees Workshop but not prior to the posted start time.
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WESTLAKE ACADEMY
Mission / Vision Statement
Westlake Academy is a nurturing, community owned International Baccalaureate Charter
School whose mission is to achieve academic excellence and to develop life-long learners who
become well-balanced, responsible global citizens.
BOARD OF TRUSTEES MEETING
AGENDA
September 12, 2011
WESTLAKE TOWN HALL
3 VILLAGE CIRCLE – 2ND FLOOR
WESTLAKE, TX 76262
COUNCIL CHAMBERS/MUNICIPAL COURT ROOM
Workshop Session 5:00 p.m.
Regular Session 6:00 p.m.
Workshop Session
1. CALL TO ORDER
2. PLEDGE OF ALLEGIANCE
3. REVIEW OF CONSENT AGENDA ITEMS FROM SEPTEMBER 12, 2011, TRUSTEES
REGULAR MEETING AGENDA.
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4. REPORTS
Reports are prepared for informational purposes and will be accepted as presented. (there
will no presentations associated with the report items) There will be no separate discussion unless
a Board Member requests that report be removed and considered separately.
a. Report on Status of Work to Date Creating a Westlake Academy Balanced Scorecard
for its Revised Strategic Plan as well as Progress to Date Implementing the Current
Strategic Plan.
5. DISCUSSION ITEMS
a. Discussion of Whole School Theme and Goal for 2011-2012 School Year. (15 min)
b. Discussion regarding the beginning of the 2011-2012 school. (15 min)
c. Discussion Regard Proposed Changes to the Primary (K-G6) Assessment and
Reporting Policy Including Proposed Reporting Schedule and Improvements to Better
Align Policy with PYP Philosophy. (15 min)
d. Discussion of Westlake Academy Financial Forecast and Facilities’ Needs. (45 min)
e. Discussion of Revised Westlake Academy Vision, Mission and Values for 2011-2012.
(15 min)
f. Discussion of Governance as illustrated in Dr. Brian Carpenter’s Charter School Board
University: Chapter 21, An Introduction to Effective Charter School Governance. (15
min)
6. BOARD RECAP / STAFF DIRECTION
7. ADJOURNMENT
Regular Session
1. CALL TO ORDER
2. CITIZENS' PRESENTATIONS AND RECOGNITIONS: This is an opportunity for
citizens to address the Board on any matter whether or not it is posted on the agenda.
The Board cannot by law take action nor have any discussion or deliberations on any
presentation made to the Board at this time concerning an item not listed on the agenda.
Any item presented may be noticed on a future agenda for deliberation or action.
3. CONSENT AGENDA: All items listed below are considered routine by the Board of
Trustees and will be enacted with one motion. There will be no separate discussion of
items unless a Board member or citizen so requests, in which event the item will be
removed from the general order of business and considered in its normal sequence.
a. Consider approval of the minutes for the meeting held on August 15, 2011.
b. Consideration of Resolution 11-20 Granting a Waiver to Board Policy No. 09-08
Board Parameters for School Sanctioned Trips Regarding the Grade 11 Team
Page 3 of 4
Building Trip Being Approved From a Local Destination to an Out-of-State
(Domestic) Location.
4. EXECUTIVE SESSION
The Board will conduct a closed session pursuant to Texas Government Code, annotated,
Chapter 551, Subchapter D for the following:
a. Section 551.071(2) – Consultation with School Attorney on a matter in which
the duty of the attorney to the governmental body under the Texas Disciplinary
Rules of Professional Conduct of the State Bar of Texas clearly conflicts with
this chapter: Charter amendments including the Admissions Policy
5. RECONVENE MEETING
6. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
7. BOARD CALENDAR
- Living History Presentation hosted by the WHPS
September 22, 2011, An evening with Bat Masterson
7:00-8:30 WA Performance Hall
- Board of Trustee Meeting
October 3, 2011
- Westlake Baja at Vaquero hosted by the Westlake Foundation
October 11, 2011, 5:00- 10:00 pm
- Westlake Vintage Care Show hosted by WHPS
October 29, 2011, 11:00-4:00, Solana Club parking lot
- Monster Mash hosted by WA HOC
October 29, 2011, 5:00-8:00 pm.
8. FUTURE AGENDA ITEMS: Any Board member may request at a workshop and / or
Board meeting, under “Future Agenda Item Requests”, an agenda item for a future
Board meeting. The Board member making the request will contact the
Superintendent with the requested item and the Superintendent will list it on the
agenda. At the meeting, the requesting Board member will explain the item, the need
for Board discussion of the item, the item’s relationship to the Board’s strategic
priorities, and the amount of estimated staff time necessary to prepare for Board
discussion. If the requesting Board member receives a second, the Superintendent will
place the item on the Board agenda calendar allowing for adequate time for staff
preparation on the agenda item.
- None
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9. ADJOURNMENT
ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE
SESSION AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER
SECTIONS 551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS
GOVERNMENT CODE.
CERTIFICATION
I certify that the above notice was posted at the Town Hall of the Town of Westlake, 3 Village Circle, on
September 9, 2011, by 4:00 p.m. under the Open Meetings Act, Chapter 551 of the Texas Government
Code.
_____________________________________
Kelly Edwards, Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs, please advise
the Town Secretary 48 hours in advance at 817-490-5710 and reasonable accommodations will be made
to assist you.
Town of
Westlake
Item # 2 – Pledge of
Allegiance
Texas Pledge:
"Honor the Texas
flag; I pledge
allegiance to thee,
Texas, one state under
God, one and
indivisible."
CONSENT AGENDA: All items listed below are considered routine by the Board of
Trustees and will be enacted with one motion. There will be no separate discussion of
items unless a Board member or citizen so requests, in which event the item will be
removed from the general order of business and considered in its normal sequence.
a. Consider approval of the minutes for the meeting held on August 15, 2011.
Westlake
Academy
Item # 3 –
Review of Consent
Agenda Items
REPORTS
Reports are prepared for informational purposes and will be accepted as presented.
(there will no presentations associated with the report items) There will be no separate discussion
unless a Board Member requests that report be removed and considered separately.
a. Report on Status of Work to Date Creating a Westlake Academy Balanced
Scorecard for its Revised Strategic Plan as well as Progress to Date Implementing
the Current Strategic Plan.
Westlake
Academy
Item # 4 –
Reports
Page 1 of 1
WESTLAKE ACADEMY AGENDA ITEM
Curriculum: MYP Meeting Date: September 12, 2011
Staff Contact: Ben Nibarger, Report
Admin Coordinator
Subject: Report on Status of Work to Date Creating a Westlake Academy Balanced
Scorecard for its Revised Strategic Plan as well as Progress to Date
Implementing the Current Strategic Plan.
EXECUTIVE SUMMARY
This report provides an update on the status of revisions to the strategic plan incorporating a balanced
scorecard format, a timeline to completion, and proposed delivery dates of drafts for Board input. Also
included is a report on the status of implementation of the current strategic plan.
APPLICABLE STRATEGIC PLAN DESIRED OUTCOME
High Student Achievement
Strong Parent & Community Connections
Financial Stewardship & Sustainability
Student Engagement – Extracurricular activities
Effective Educators & Staff
WESTLAKE ACADEMY VALUES
Academic Achievement
PYP, MYP, DP (IB Continuum)
Caring Environment
Fiscal Stewardship
Communication/Transparency
Engaged Stakeholders
Maximizing Each Child’s Potential
FISCAL IMPACT
Funded Not Funded N/A
RECOMMENDATION / ACTION REQUESTED/ OPTIONS
No action required, report presented for Board information and review.
ATTACHMENTS
1. Report on status of strategic plan revision and re-formatting.
2. Status of implementation of current strategic plan.
Achieving our Vision and Mission
In order to better achieve our mission and reach our vision of the future we are moving into a Balanced
Scorecard system as a strategic and performance management tool. The Balanced Scorecard system
provides a framework that aligns the work we do with our mission, vision, and strategy. It will help to
communicate to internal and external stakeholders of the organization our strategic intent.
Figure 1 ‐ Strategic Balanced Scorecard System Logic
The Balanced Scorecard forces us to ask these questions: What are we trying to accomplish? Are we
doing the right things? If we are doing the right things, are we doing them right? There are many
advantages to creating an integrated system that aligns the financial and human resources of the
Academy with its mission and vision.
By aligning the daily activities of the Academy to the available resources within a framework that
provides feedback at every level of the organization, it is possible for all the faculty and staff members at
the Academy to understand their impact on accomplishing the mission of the Academy, and reaching
our vision for the future.
What we hope to accomplish with the implementation of the Balanced Scorecard at Westlake Academy
is an alignment between the day‐to‐day operations and our mission and vision. As this is another
system that utilizes continuous improvement, the process is never complete, but a loop that constantly
reviews what we are doing, and whether or not we are doing it well.
Board
Administrative
Organizational Decision Model
Westlake Academy’s Desired Outcomes
Westlake Academy’s strategic plan is the result of many hours of review and discussion with the Board
of Trustees, and Westlake Academy staff, which spanned a year‐long process where we gathered
information, discussed our long‐range goals and developed comprehensive guidelines to ensure student
success.
The Board met, during a retreat in June of 2010, to develop Westlake Academy’s mission / vision
statement and identify the values that were important to the success of the Academy. The plan was
then expanded to include five desired outcomes:
1. High Student Achievement ‐ Develop inquiring, knowledgeable, caring and disciplined young
people who use their unique talents to create a better and more peaceful world through
intercultural understanding and respect.
2. Strong Parent & Community Connections ‐ To involve all stakeholders in building a better
Westlake Academy community.
3. Financial Stewardship & Sustainability ‐ To ensure sufficient, well‐managed resources to
support and advance the mission of Westlake Academy.
4. Student Engagement & Extracurricular Activities ‐ To ensure that all athletics, community
service and extracurricular activities are held to the same standard of excellence as the curricula
programs to promote well‐balanced students.
5. Effective Educators & Staff ‐ Recruit, develop and retrain a core faculty and staff with the
personal qualities, skills and expertise to work effectively with the IB inquiry‐based, student‐
centered curricula
The Westlake Academy Leadership Team has taken the groundwork which has been developed over the
years by the Board of Trustees and Westlake Academy’s faculty and staff and placed in an actionable
format that allows for better implementation, tracking, and monitoring of the strategic plan.
Projects for 2011‐2012
Chief among the projects slated for the FY 11‐12 school year is the completion of Westlake Academy’s
Strategic Plan. The following timeline outlines the remaining activities for the completion of this project:
Unit Goals & Objectives
Significant work has already begun to align the Academy’s programs, processes and strategic initiatives
with the Vision and Mission established by the Board of Trustees. During the budget development
process the Administration reviewed all revenues and expenditures and utilized a balanced scorecard
approach to align the allocation of resources, both personnel and financial, with the accomplishment of
the following goals and objectives. The following tables have been developed as companions to the
Strategic Plan and are organized using the components of the balanced score card; although incomplete,
they are indicative of the overall direction of the Strategic Plan and are representative of the types of
unit‐level goals and activities that we hope to implement.
Balanced Scorecard Guide:
Objectives ‐ An ends toward which we are directing our efforts, with measurable objectives for
specific actions; an interim step in achieving our mission.
Measures ‐ A quantifiable expression of the amount, cost, or result of activities indicating how
well services are provided.
o Effectiveness Measures – A type of performance measure used to assess how well we
have achieved our purpose or desired outcomes – Did we accomplish what we wanted?
o Efficiency Measures – A type of performance measure used to assess the cost of
providing services – What is the cost per unit of service?
o Workload Measures – A type of performance measure used to assess the amount of
work performed or services rendered – The number of students served in a program.
Targets ‐ A specific measure of where the Academy would like to see their service level.
Initiatives ‐ A detailed action step to help accomplish an objective.
Date Due ‐ The time that we would like to accomplish a specific initiative by.
SPIB S&P ‐ Alignment of our strategic plan with specific International Baccalaureate Standards
and Practices.
7/25/2011 3/16/2012
8/1/2011 9/1/2011 10/1/2011 11/1/2011 12/1/2011 1/1/2012 2/1/2012 3/1/2012
7/28
WALT MTG
Strategic Planning Timeline
8/1
SLT MTG
1/20
Second Draft
Dashboard Report
12/3
First Draft
Dashboard Report
8/25 ‐11/26
Finalize objectives, measures,
targets & initiatives
Today
3/5
Final Draft
Dashboard Report
8/1 ‐2/24
IB Standards & Practices Rubrics
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B2.11
STATUS OF IMPLEMENTATION OF CURRENT WA
STRATEGIC PLAN AS OF JUNE 2011
1 | Page
Specific Outcome:
1.0 Students will be well prepared to matriculate and succeed in college ‐ Short‐Range and On‐going
Goals
Team Leader(s): Mark Garcia/Jamie Schmitz – Heads of Section
1.1 100% of students are passing classroom exams
Estimated Completion Date: On‐going Goal
1.1.1 Continued integration of IB curricula into all daily educational programs
1.2 60% of students qualify for National Honors Society
High Student Achievement ‐ Develop inquiring, knowledgeable, caring and disciplined young people who use their
unique talents to create a better and more peaceful world through intercultural understanding and respect
Vision/Mission “Westlake Academy is a nurturing, community‐owned International
Baccalaureate charter school whose mission is to achieve academic
excellence and to develop life‐long learners who become responsible global
citizens.”
Values
(Guiding
Principles)
Academic
Success
through IB
Curriculum
Student and
family
oriented
environment
Being a
municipally
owned and
operated
charter school
Engaged
students with
international
awareness
Community
involvement
and support
Diverse
learning
experience
Desired
Outcomes
High
Student
Achievement
Strong Parent
&
Community
Connections
Financial
Stewardship
and
Sustainability
Student
Engagement
Effective
Educators
and Staff
STATUS OF IMPLEMENTATION OF CURRENT WA
STRATEGIC PLAN AS OF JUNE 2011
2 | Page
Estimated Completion D ate: On‐going Goal
1.2.1 Establish formal program to increase student awareness of the qualification
requirements and benefits of NHS (ACHIEVED)
1.3 Graduate 100% of our students
Estimated Completion Date: On‐going Goal
1.3.1 Continued integration of IB curricula into all daily educational programs
1.4 100% college enrollment for all graduates
Estimated Completion Date: On‐going Goal –Didn’t we achieve this in 10/11?
1.5 Students will perform at a level that exceeds the state average on college entrance exams
(ACT, SAT)
1.5.1 Estimated Completion Date: On‐going Goal (ACHIEVED)
1.5.2 Provide onsite testing to increase student access to exams; Research our ability to
provide a preparatory SAT, ACT program within Westlake Academy (ACHIEVED)
1.6 Review the use and interpretation of college skills readiness exams, which are necessary to
gauge the student’s ability to perform at the college level
Estimated Completion Date: Fall, 2010
1.6.1 Research the capacity and applicability of alternative programs, such as the College
and Work Readiness Assessment (CWRA), for administration during freshman and
senior years, to determine the college skills levels for the MYP and DP students
1.6.2 Explore the use of the Program for International Student Assessment (PISA), Progress
in International Reading Literacy Study (PIRLS), Trends in International Mathematics
and Science Study (TIMSS), iCritical Thinking Certification, etc. as evaluation tools of
student progress (ACHIEVED)
1.7 Prepare students to use cutting edge technology flexibly and effectively
Estimated Completion Date: On‐going Goal
1.7.1 Research the availability/partnership of a technical sponsor
1.7.2 Effectively integrate technology into the PYP program‐Achieved at a base level
1.7.3 Develop time management and research skills study units to further prepare the
students to succeed in college level courses (ACHIEVED nature of IB)
Estimated Completion Date: Fall, 2010
2.0 Graduate the maximum number of students with an IB Diploma on an annual basis – On‐going Goal
STATUS OF IMPLEMENTATION OF CURRENT WA
STRATEGIC PLAN AS OF JUNE 2011
3 | Page
Team Leader(s): DP Coordinator
2.1 80% of graduates achieve the IB Diploma by 2015
2.1.1 Students will achieve at a level that exceeds the national average relative to other IB
schools
3.0 Students will excel on the TAKS test ‐ On‐going Goal
Team Leader(s): Mark Garcia/Jamie Schmitz – Heads of Section
3.1 All students will pass the TAKS exams
Estimated Completion Date: On‐going Goal‐This was achieved in 09/10, but we won’t know
until July about 10/11
3.1.1 Develop parameters for TAKS preparation which aligns with the IB programs
(ACHIEVED)
3.2 Exceed the number of commended students relative to internal and external assessments
Estimated Completion Date: On‐going Goal
3.2.1 Benchmark the students commended level relative to Northwest ISD, Carroll ISD, and
Keller ISD
3.2.2 Establish regular and uniform progress reports as it relates to individual students on a
year to year and by grade level basis (ACHIEVED WITH BASELINE DATA)
3.3 Maintain the highest Texas Education Agency rating allowable for public schools
3.3.1 Estimated Completion Date: On‐going Goal (ACHIEVED)
4.0 IB Learner Profile will be integrated throughout the entire spectrum of the Westlake Academy
curricula and culture – On‐going Goal
Team Leader(s): PYP, MYP, and DP Coordinators
4.1.1 Students will view learning as a life‐long process and possess the following
competencies: Estimated Completion Date: On‐going Goal (ACHIEVED)
The ability to think critically, creatively, and solve problems
The ability to collaborate effectively, and lead by influence
The ability to think flexibly, deal effectively with change, and use a variety of tools to
solve problems
The ability to adapt to new and unfamiliar surroundings, take initiative, and trust
themselves to be creative
STATUS OF IMPLEMENTATION OF CURRENT WA
STRATEGIC PLAN AS OF JUNE 2011
4 | Page
The ability to communicate effectively and cogently (oral and written form)
The ability to access and analyze information
The ability to ask focused, purposeful questions
4.2 Students will act as arbitrators to settle disputes
Estimated Completion Date: Spring, 2011
4.2.1 Research the availability and integration of formal arbitration training to allow
students the opportunity to problem solving strategies and dispute resolution skills
4.3 Students will demonstrate the following facets of international‐mindedness:
Estimated Completion Date: On‐going Goal‐This is happening in many cases, but how can we
measure it accurately?
Knowledge and understanding beyond one’s own nationality
Awareness and understanding of the interdependence among people
Awareness and understanding of the independence of people and countries
Awareness and understanding of the similarities and differences among people
4.3.1 Students will be provided with a fair and balanced view of issues and events‐Generally,
yes
4.3.2 Curriculum will be presented in a holistic manner, so that both the cognitive and
affective domains of learning are stimulated‐in progress
4.3.3 Promote broad student participation in residential trips‐Achieved in primary
4.4 Explore programs and partnership opportunities to foster international mindedness through
the use of cultural/foreign exchange programs, Forgotten Diamonds, sister cities, etc.
Estimated Completion Date: Fall, 2011
5.0 Westlake Academy’s IB curricula and assessment methods are a product of continuous review – On‐
going Goal
Team Leader(s): Ben Nibarger, Administrative Services Coordinator; PYP, MYP and DP Coordinators
5.1 Westlake Academy in top performing 5% of the following:
Estimated Completion Date: Fall, 2010
STATUS OF IMPLEMENTATION OF CURRENT WA
STRATEGIC PLAN AS OF JUNE 2011
5 | Page
a. Texas Charter schools
b. Texas public schools
c. Benchmark schools
5.1.1 Use TAKS and additional criteria, such as, SAT, PSAT, Stanford testing, etc. to
determine comparable exam scores, applicable data sets and proper comparisons to
benchmark our outcomes against other schools‐ISA should be included here, so
achieved to some degree
5.1.2 Review the use of the ‘building evidence’ component of the IB to assist the Staff in
identifying the appropriate measures and methods to accurately compare our IB
success with other schools (ACHIEVED at Grade 5 and 8)
5.2 Develop methods to review the curriculum and create alignment with TEKS and between the
PYP, MYP and DP programs
Estimated Completion Date: Fall, 2010
5.2.1 Identify subject or activity specific programs (Mathematics, Science, Athletics, Spanish,
English, etc.) to be reviewed annually, each spring and fall, for continuous
improvement and internal evaluations (ACHIEVED)
5.2.2 Create task force to make recommendations on curriculum expansion and/or
improvements to current course offerings (examples: additional foreign language,
choir, media arts program, etc.) (ACHIEVED Foreign Lang)
6.0 Create a list of benchmark schools for educational comparison and explore the formation of a
consortium group to foster professional collaboration and methods review ‐ Short‐Range Goal
Team Leader(s): Ben Nibarger, Administrative Services Coordinator
7.0 Work with Council, stakeholders, teachers, and staff to foster a discussion and generate a definition
of “What makes an excellent school?” – Short‐ Range Goal
Team Leader(s): Tom Brymer, CEO; Jamie Schmitz and Mark Garcia, Heads of Section
8.0 Students will possess a professional working proficiency in a second language – Short/Mid‐Range
and On‐going Goals
Team Leader(s): Aurora Morales, Spanish Teacher
8.1.1 Develop a formalized process to gauge the proficiency levels and gather a teacher
based assessment for each student at the beginning of each school year – (PYP, MYP
and DP) Estimated Completion Date: Summer, 2010 (ACHIEVED)
STATUS OF IMPLEMENTATION OF CURRENT WA
STRATEGIC PLAN AS OF JUNE 2011
6 | Page
8.1.2 Students matriculating in grades 6 and 10 meet identified grade level standards for
second language proficiency
Estimated Completion Date: Spring, 2011 (ACHIEVED‐written curriculum)
8.2 Graduates will demonstrate the following:
Estimated Completion Date: On‐going Goal
Know how to communicate effectively in a number of situations and within the culture
where the language is spoken
Communicate clearly and effectively in a range of situations; understand and accurately
use oral and written forms of the language
Express ideas with clarity and fluency while understanding the vocabulary and common
usage
Possess the ability to understand and respond appropriately to the written and spoken
material of average difficulty
8.3 Explore the feasibility of two full‐time Spanish teachers for the primary grades
Estimated Completion Date: Spring, 2012‐This will depend on enrollment
9.0 Parents will be encouraged to participate in the educational process to support students in their
studies – Short/Mid‐Range and On‐going Goal
Team Leader(s): PYP, MYP, and DP Coordinators
9.1 Develop methods to achieve 100% attendance rate for new parents at parent/teacher
meetings
Estimated Completion Date: Summer, 2011
9.1.1 Create an educational development process for parents to simulate the student’s IB
learning environment and increase the understanding of the curricula Estimated
Completion Date: Spring, 2012 (ACHIEVED)
9.1.2 Provide parents with information from the IB action kits to further communications,
explain curriculum and answer related questions
Estimated Completion Date: Summer, 2010(ACHIEVED)
9.1.3 Draft parent commitment agreement, which will explain the homework requirements,
IB philosophy and learner profile, along with information relative to each program that
will augment the parents understanding of IB and identify the comprehensive
structure of the Westlake Academy learning environment
Estimated Completion Date: Summer, 2010 (ACHIEVED‐Learner Commitments)
STATUS OF IMPLEMENTATION OF CURRENT WA
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9.1.4 Provide parenting resources, strategies and weekly focus emails from Staff‐Websites
accompanied by weekly summary in 11/12
9.2 Conduct mandatory new parent meetings to review the parent commitment agreement, and
other items specific to Westlake Academy to thoroughly identify the topics and focus items
necessary for their children to succeed in the school
Estimated Completion Date: On‐going
9.2.1 Open meetings to interested parents on the waiting list
9.3 Develop transitional meetings for those students and parents completing one program and
moving into another (PYP to MYP/MYP to DP)
Estimated Completion Date: Summer, 2011
9.3.1 Identify and provide volunteer opportunities to involve parents/grandparents in the
educational process (ACHIEVED)
Estimated Completion Date: On‐going
9.3.2 Streamline the volunteer application process to reduce the clearance time; research
the use of an online application form
9.3.3 Develop process to track the number of volunteer hours and benchmark with other
schools and utilize the data in relative grant opportunities
9.3.4 Examine the feasibility of implementing a full‐time volunteer coordinator position
9.3.5 Create content mechanism for quick parent access to their child’s academic progress
in all subjects (ACHIEVED)
Estimated Completion Date: Summer, 2010
9.3.6 Establish standard procedures, timelines and content for all faculty for placement of
student grades, assignments, course syllabi, etc. for constant parent engagement of
child’s academic progress on a real time basis‐Achieved at a base level in primary
10.0 Consistently review the Staff to student ratio to determine reasonable levels of the number of
students per class – On‐going Goal
Team Leader(s): Ben Nibarger, Administrative Services Coordinator
10.1 Heads of Section to perform analysis on an annual basis, during the budget process, and report
the information to the CEO
Estimated Completion Date: On‐going Goal –Achieved‐Board Report/ongoing discussions
Strong Parent & Community Connections – To involve all stakeholders in building a better Westlake Academy
community
STATUS OF IMPLEMENTATION OF CURRENT WA
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Specific Outcomes:
1.0 Westlake Academy will work in tandem with the Town to foster community ties – Mid‐Range and
On‐going Goals
Team Leader(s): Ben Nibarger, Administrative Services Coordinator
1.1 Distribute the Black Cow newspaper to all households in the Westlake Academy community
and Westlake residents
Estimated Completion Date: On‐going Goal
1.1.1 Open Black Cow subscription to parents on the waiting list
1.2 Research the development of a newsletter to be distributed to businesses and other
concerned parties in the community
Estimated Completion Date: Spring, 2012
1.2.1 Work with the Director of the Westlake Academy Foundation to determine the level of
interest and appropriate subject matter of the newsletter
1.3 Investigate the development of a community education program (Spanish courses,
partnerships with local colleges, recycling and composting classes, arts/ceramics)
Estimated Completion Date: Spring, 2013
1.3.1 Conduct interest survey to determine the types of courses according to community
feedback
1.3.2 Contact the local colleges and discuss partnerships for on‐site credit courses as a
satellite campus
1.4 Work with Town Staff to develop an internship program for DP students in the local business
community
Estimated Completion Date: Spring, 2010
1.4.1 Include the use of job‐shadowing on a week‐by‐week one time occurrence and/or long
term opportunities
2.0 Maintain multiple avenues of communication between the school and Westlake Academy
stakeholders and develop a communication plan which contains at a minimum:
Team Leader(s): Jamie Schmitz and Mark Garcia, Heads of Section; Ben Nibarger, Administrative
Services Coordinator – Short‐Range and On‐going Goals
10.1.1 Conduct the parent survey on an annual basis to assist the Staff in their educational
efforts; identify areas in need of improvement and promote feedback opportunities
for the parents Estimated Completion Date: On‐going Goal (ACHIEVED)
STATUS OF IMPLEMENTATION OF CURRENT WA
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10.1.2 Review the current web site and re‐design as needed to increase flexibility and user‐
friendly aspects of navigation/information(ACHIEVED) Estimated Completion Date:
Spring, 2011
10.1.3 Expand Parent survey questions to include additional feedback on web site
configuration and usage trends (ACHIEVED)
2.1.1 Compare CMS platforms to streamline the updating procedures for the web site
2.2 Increase the use of technology and outreach measures to foster transparency and involve the
Academy community
Estimated Completion Date: On‐going Goal
2.2.1 Develop affiliate access to the web site to provide the House of Commons, Westlake
Academy Athletic Club, Black Cow, etc. with the ability to link their home page to the
school
2.2.2 Draft parameters for posting content to the web site to ensure consistent delivery of
information to parents/students
2.2.3 Publish and maintain grade level web sites and the Academy web site‐Achieved‐tighter
monitoring of maintenance required
2.2.4 Research the implementation of online accessible grading systems to inform parents
of student progress Achieved‐could this be expanded to include all reports?
2.2.5 Research the Town’s sign ordinance to determine the feasibility of the construction of
an informational sign to be placed on J. T. Ottinger Road in order to post events and
announcements to the school community and Westlake residents
2.3 Develop and update a community events link through the web site
Estimated Completion Date: Fall, 2010
2.3.1 Add community events link to include major events such as Arbor Days, Monster
Mash, Tree Lighting Ceremony, Decoration Day, etc. Achieved
2.4 Formalize procedures through the CEO’s office to gather feedback from parents and students
who withdraw from the Academy and use for continuous improvement
Estimated Completion Date: Summer, 2011
3.0 Ensure a smooth transition of new students into Westlake Academy
10.1.4 Team Leader(s): Mark Garcia/Jamie Schmitz – Heads of Section; PYP, MYP, and DP
Coordinators, Primary & Secondary Counselors – On‐going Goals (ACHIEVED)
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3.1 Develop peer mentors for new students and families
Estimated Completion Date: Summer, 2011
3.1.1 Encourage House of Commons to assist Staff in the development of the peer mentors
for families
3.1.2 Utilize the student ambassadors to assist new students with their transition in the
Westlake Academy community
3.1.3 Sponsor a mandatory orientation program for new students
3.1.4 Establish annual introductory meetings with DP Coordinator and Secondary Counselor
to answer questions and concerns of the student as it relates to the DP Program
4.0 Continue to establish local business support to promote the Academy and community events
Team Leader(s): Shelly Meyer, Foundation Director – Mid‐Range and On‐going Goals
4.1 Increase corporate community participation in events and activities
Estimated Completion Date: Summer, 2012
4.1.1 Host Westlake Academy night at fast food restaurants to promote fundraising (allow
for a portion of sales to return to the school and/or wear spirit wear to receive
discount); work with HOC, specific class grades to develop opportunities
4.1.2 Host movie nights, etc. with corporate sponsors to build ‘community’ within the school
and Town
4.1.3 Corporate student events – work with business community to sponsor a ‘teaching’
event/night (i.e. Fidelity could speak on saving/investing at an early age, discussions
regarding the types of students businesses would like to employ and/or utilize as
interns)
4.1.4 Discuss the posting of athletic jerseys, photos of athletes, sports statistics, etc. in local
restaurants or businesses
10.1.5 Foster ties with organizations which will assist Westlake Academy in achieving their
goals ‐ such as, other schools and philanthropic groups (Hudson Foundation and
Northwest ISD, etc.) – Short‐Range Goal (ACHIEVED)
STATUS OF IMPLEMENTATION OF CURRENT WA
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Specific Outcomes:
1.0 Westlake Academy will work with the Town staff to provide cost effective services to the students
and stakeholders
Team Leader(s): Ben Nibarger, Administrative Services Coordinator ‐ On‐going Goals
1.1 Operate within budget allocation on an annual basis
Estimated Completion Date: On‐going Goal
1.1.1 Provide quarterly reports to the Board of Trustees Achieved
1.1.2 Staff will remit receipts and deposits to the Finance Department in a timely manner (at
least once a week)
1.1.3 Staff will handle monetary transactions in a manner consistent with the Town’s
approved financial practices policy
1.2 All purchases will be negotiated and/or researched to ensure the lowest possible price for the
Academy
Estimated Completion Date: On‐going Goal
1.2.1 Heads of Section and Administrative Coordinator will collaborate to identify the
best/appropriate vendor for school related expenditures
2.0 Westlake Academy Staff and students will work with the Town and community to maximize the
efficient use of utilities and procurement of school resources – Short‐Range Goal
Team Leader(s): Ben Nibarger, Administrative Services Coordinator; Troy Meyer, Facilities and
Recreation Director; Jason Power, Technology Coordinator
2.1 Reduce utility costs by 10% within 18‐months and explore recycling opportunities
Estimated Completion Date: Summer, 2011
2.1.1 Promote the conservation of electricity by turning off all lights when not in use,
control the usage of water to non‐peak hours and work with the Facilities Director to
install rain control sensors for watering
2.1.2 Reduce the use of printers and copiers to lower costs; research the use of ‘printing on
demand’ technology similar to systems used by colleges (possible electronic
submission of assignments)
Financial Stewardship & Sustainability – To ensure sufficient, well‐managed resources to support and
advance the mission of Westlake Academy
STATUS OF IMPLEMENTATION OF CURRENT WA
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2.1.3 Provide recommendations on new technology to further reduce the need to
print/copy items (Smart Boards, etc.)
2.1.4 Work with Public Works and Facilities Director to expand recycling opportunities on
campus (computers, paper, etc.) and to involve community in those efforts
3.0 Compensation packages for the educators and Staff will be regularly reviewed to remain competitive
with surrounding school districts
Team Leader(s): Todd Wood, Director of Administrative Services – On‐going Goal
3.1 Goals will be set to maintain teacher compensation at a competitive level as compared with
surrounding school districts
Estimated Completion Date: On‐going Goal
3.1.1 Human Resources Director to perform analysis on an annual basis and prepare a
report for the CEO
4.0 Staff will support and assist the Westlake Academy Foundation in fundraising and grant
opportunities
Team Leader(s): Mark Garcia and Jamie Schmitz, Heads of Section – Mid‐Range and On‐going Goals
4.1 Staff will participate in Gallery Night and other fundraising events
Estimated Completion Date: On‐going Goal Achieved
4.1.1 Art teachers will serve in an advisory capacity to the Director of the Foundation to
promote and recruit parents/students to submit art work for Gallery Night
4.2 Conduct annual joint goal setting meetings with the Foundation and Staff
Estimated Completion Date: On‐going Goal
4.3 Create Staff task force to work with the Foundation Director to pursue grant opportunities
Estimated Completion Date: Spring, 2012
4.4 Work with the Foundation to develop expansion opportunities to increase the number of
students who are provided access to the IB programs
Estimated Completion Date: Spring, 2013
4.5 Begin the Implementation of an alumni program for the Academy
Estimated Completion Date: Fall, 2011
5.0 Increase the growth of resources
Team Leader(s): Tom Brymer, CEO; Mark Garcia/Jamie Schmitz, Heads of Section – Short/Mid‐Range
and On‐going Goal
STATUS OF IMPLEMENTATION OF CURRENT WA
STRATEGIC PLAN AS OF JUNE 2011
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5.1 Strive to reach participation rate of 90% of parents in the Blacksmith Apprentice program to
maximize parent participation and support the efforts of the Academy
Estimated Completion Date: On‐Going Goal
5.1.1 Conduct informational sessions to explain the importance of the Blacksmith program
and answer questions regarding the donations
5.1.2 Staff to establish meetings with the Foundation to discuss and identify additional
avenues to promote the Blacksmith Program at school events; discuss ways to increase
the parents understanding of the linkage of their donations and the actual use in the
classroom
5.1.3 Work with the Foundation to prepare and distribute flyers and email notifications to
kick‐off the campaign drive and follow‐up with parents to increase participation rates
Achieved
5.2 Conduct study to determine the long‐term financial stability of Westlake Academy
Estimated Completion Date: Spring, 2010
5.2.1 Heads of Section/WALT team to work in tandem with CEO to review the financial
requirements and funding options for the school
5.2.2 Research grant opportunities to augment revenue sources
5.3 Research additional and alternative program expansion opportunities to provide students on
the waiting list with the ability to participate in the IB curriculum (on‐line courses, satellite or
campus expansion)
Estimated Completion Date: Spring, 2013
Specific Outcomes:
1.0 Westlake Academy Staff will promote school‐wide leadership, athletic, community service and
extra‐curricular opportunities for students
Team Leader(s): PYP, MYP, and DP Coordinators; Athletic Director – Short‐Term and On‐going Goals
1.1.1 1.1 Promote and develop ample community service opportunities to ensure that
all students, K‐12, complete the necessary service hours (ACHIEVED) Estimated
Completion Date: Fall, 2011
Student Engagement – Extracurricular activities ‐ To ensure that all athletics, community service and extra‐
curricular activities are held to the same standard of excellence as the curricula programs to promote well‐
balanced students
STATUS OF IMPLEMENTATION OF CURRENT WA
STRATEGIC PLAN AS OF JUNE 2011
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10.1.6 Establish online activities calendars, which allow for the coordination of extra‐
curricular, athletic, and community service activities (ACHIEVED)
10.1.7 Staff will continually review community service guidelines to prepare PYP and MYP
students to meet the demands of the CAS requirements in the DP program
(ACHIEVED)
1.2 Maintain a 90% approval/satisfaction rating for the athletics sports programs
Estimated Completion Date: On‐going Goal
1.2.1 Include/expand wording in the Parents Survey to determine the parental approval
rating of athletics programs
1.2.2 Administer annual student survey to gauge approval rating and suggestions to the
sports offered at the Academy
1.2.3 Staff will support and collaborate with the Westlake Academy Athletics Booster Club
1.3 Maintain a 90% approval/satisfaction rating for the extra‐curricular programs
Estimated Completion Date: On‐going Goal
1.3.1 Survey the participants and parents, on an annual basis, to determine approval rating
and suggestions regarding extra‐curricular opportunities Achieved
1.4 Provide diverse opportunities for non‐athletic based extra‐curricular programs
Estimated Completion Date: Fall, 2011
1.4.4 Identify and pursue Staff sponsors for science, debate, Odyssey of the Mind
competition, etc.
10.1.8 Examine the current athletic conference and compare with alternative groups, such as
the University Interscholastic League (UIL), Texas Association of Private and Parochial
Schools (TAPPS), for alternative sports opportunities and a broader base of
competition schools (ACHIEVED)
2.0 Prepare an annual student based survey (current and graduated) to cover topics relative to their
experiences at Westlake Academy, satisfaction levels with athletics and extra‐curricular programs,
curriculum feedback, etc.
Team Leader(s): Ben Nibarger, Administrative Services Coordinator; Mark Garcia and Jamie Schmitz,
Heads of Section – On‐Going Goal
3.0 Staff will promote and support the House system
10.1.9 Team Leader(s): House Coordinator – Mid‐Range Goal (ACHIEVED in August 2011)
STATUS OF IMPLEMENTATION OF CURRENT WA
STRATEGIC PLAN AS OF JUNE 2011
15 | Page
3.1 Work with the House coordinator to identify House leadership opportunities and establish regular
participation in major events
Estimated Completion Date: Fall, 2012‐See CLT report
3.2 School sponsored service activities to work through the House system to increase participation
Estimated Completion Date: Fall, 2012‐See CLT report
4.0 Westlake Academy will sponsor summer programs for educational advancement
Team Leader(s): MYP, DP Coordinator and Secondary Counselor – Mid‐Range Goal
4.1 Finalize discussions as to the need and offering of summer school programs for Secondary classes
Estimated Completion Date: Summer, 2012
5.0 Students will be recognized for achievements
10.1.10 Team Leader(s): Mark Garcia and Jamie Schmitz, Heads of Section – On‐Going
Goals(ACHIEVED)
10.1.11 Staff will recognize students within the Westlake Academy community
Estimated Completion Date: On‐going Goals (ACHIEVED)
10.1.12 Recognition to occur at commendation ceremony each semester; announcements at
flag ceremony and where applicable, through signs posted around the school, in
newsletters, and/or Black Cow, etc. (ACHIEVED)
5.1 Students will receive recognition in local newspapers for educational, service and/or athletic
achievements, etc.
Estimated Completion Date: On‐going Goals
5.1.1 Athletic Director will notify publication entities of sports scores and outstanding
student successes
5.1.2 Staff will provide press releases to publications for notable accomplishments in
academics or service related activities
Specific Outcome:
1.0 Educators and Staff will attend professional development training/opportunities
Effective Educators & Staff ‐ Recruit, develop and retain a core faculty and staff with the personal qualities, skills
and expertise to work effectively with inquiry‐based, student‐centered curricula
STATUS OF IMPLEMENTATION OF CURRENT WA
STRATEGIC PLAN AS OF JUNE 2011
16 | Page
Team Leader(s): Mark Garcia and Jamie Schmitz, Heads of Section; PYP, MYP, and DP Coordinators –
Short/Mid‐Range and On‐going Goals
1.1.1 Develop an organizational culture and framework for professional development
Estimated Completion Date: On‐going Goals (ACHIEVED)
10.1.13 Heads of Section to work with Staff to identify the type and frequency of training
opportunities (ACHIEVED)
10.1.14 Maintain imbedded professional development within the IB for instructional and
administrative Staff (ACHIEVED)
10.1.15
1.1.1 Conduct public speaking training, teamwork and leadership development for Staff
1.1.2 Examine the feasibility of developing an in‐house professional development
coordinator position‐This is a formalized part of the IB Coordinators’ roles
1.2 Examine the implementation of a teacher focused professional development program such as
the National Board for Professional Teaching Standards (NBPTS)
Estimated Completion Date: Summer, 2010
1.2.1 Prepare a report for the Board of Trustees outlining the benefits and professional
development advantages of the program
1.3 Secure funding for the leadership team to participate in the Change Leadership Group training,
or similar programs, which focuses on educational leadership and mentoring of teachers
Estimated Completion Date: Spring, 2011
1.4 Staff will provide reports on workshops and professional development meetings
Estimated Completion Date: Spring, 2011
1.4.1 Develop a workshop summary form to describe experiences and record materials and
contacts from workshops; Organize to provide reference for all teachers
1.4.2 Implement effective teaching strategies acquired from attending professional
development training sessions Achieved in primary through Peer Coaching
1.4.3 Prepare presentations to the Board of Trustees, on an as needed basis, outlining the
benefits and training received at professional development courses
STATUS OF IMPLEMENTATION OF CURRENT WA
STRATEGIC PLAN AS OF JUNE 2011
17 | Page
1.5 Research the hosting of professional development courses with surrounding schools and local
businesses
Estimated Completion Date: Summer, 2013 Achieved‐North Texas IBPYP Forum held at WA
1.5.1 Contact schools to determine interest and opportunities for training‐Achieved‐North
Texas IBPYP Forum held at WA
1.5.2 Prepare report and submit to Head(s) of Section/CEO/BOT by Fall of 2010
2.0 Staff will conduct on‐site visits with IB officials for evaluation and required Charter renewals
Team Leader(s): Mark Garcia and Jamie Schmitz, Heads of Section – On‐going Goals
2.1 Staff will consistently review the Academy Charter and make recommendations to the Board as to
necessary procedural changes and amendments
Estimated Completion Date: On‐going Goals
2.2 Staff will work with administration to complete preparatory activities and official on‐site visits
for IB evaluation and Charter renewal applications
Estimated Completion Date: On‐going Goals Achieved
3.0 Promote an environment and culture which fosters leadership and collaboration across K‐12 faculty
Team Leader(s): Jamie Schmitz and Mark Garcia, Heads of Section – Short‐Range and On‐Going
Goals
1.1.1 Hold monthly whole staff/faculty meetings and ‘as needed’ section meetings to
promote staff development (ACHIEVED)
Estimated Completion Date: On‐going Goal
3.1 Incorporate the strategic plan of Westlake Academy into staff meetings and into staff
participation activities
Estimated Completion Date: Summer, 2010
10.1.16 Integrate the mission, vision and value statements of the Academy into documents
and staff communications; post the information in various school locations(ACHIEVED)
Estimated Completion Date: Fall, 2010
10.1.17 Conduct Westlake Academy Leadership Team meetings on a regular basis
Estimated Completion Date: On‐going Goal (ACHIEVED)
3.2 Implement the use of video sessions to provide feedback on meeting structure and avenues
for improvement of leadership team and presenters of information to faculty
Estimated Completion Date: Summer, 2011
4.0 Draft long‐range facility master plan and integrate with the capital improvement plan (CIP) for the
Town of Westlake
STATUS OF IMPLEMENTATION OF CURRENT WA
STRATEGIC PLAN AS OF JUNE 2011
18 | Page
Team Leader(s): Tom Brymer, CEO; Troy Meyer, Facilities and Recreation Director – Short‐Range
Goal
4.1 Work with the Leadership Team to establish a viable facility planning and review process
Estimated Completion Date: Spring, 2011
4.2 Draft facility master plan (FMP) scope with the Board and receive direction
Estimated Completion Date: Fall, 2011
4.3 Integrate with the CIP for the Town
Estimated Completion Date: Fall, 2011
5.0 WA will recruit, develop, and retain effective and highly qualified teachers , staff and management
Team Leader(s): Tom Brymer, CEO and Mark Garcia and Jamie Schmitz, Heads of Section – Short‐
Range and On‐going Goal
5.1 Develop a specific profile and definition of the traits, abilities, skills, and competencies, which
define an “effective, highly qualified and accomplished teacher, support staff (non‐teaching)
position, and Head of Section (principal) position”
Estimated Completion Date: Fall, 2010
5.1.1 Incorporate the profile into the annual review process for Staff
5.2 Create teaching teams to support and review in‐class presentations and teaching methods
Estimated Completion Date: Spring, 2012
5.2.1 Video tape four (4) classroom sessions for each teacher, on an annual basis, to create a
method for coaching Staff
5.3 Review the use of ‘Fund 100’ for teacher and staff development opportunities (teacher grants,
professional development, legacy teachers)
Estimated Completion Date: Spring, 2011
5.4 All teachers will receive IB training, as well as Staff and administrators becoming conversant in
all state requirements
Estimated Completion Date: On‐going Goal Achieved
5.5 Perform exit interviews with all teachers/staff to determine reasons for leaving and possible
improvements
Estimated Completion Date: Fall, 2010
5.5.1 Closely monitor and track reasons for voluntary contract refusal
6.0 Develop a multi‐year technology plan for the Academy
STATUS OF IMPLEMENTATION OF CURRENT WA
STRATEGIC PLAN AS OF JUNE 2011
19 | Page
Team Leader(s): Todd Wood, Director of Administrative Services – Mid‐Range Goal Progress was
being made prior to the flooding of the gym building
7.0 Structure, systems, and protocols that address academic and administrative needs will be
implemented and communicated to Staff
Team Leader(s): Ben Nibarger, Administrative Coordinator – Mid‐Range Goal
5.2 Compile a list of all internal processes (e.g. field trip procedures, check requests, attendance,
expense accounts, etc.) and place in a single manual for teachers/staff
Estimated Completion Date: Summer, 2012
5.3 Codify all procedures and protocols for the school and make the accessible to faculty and staff
Estimated Completion Date: Summer, 2012
5.3.1 Compile a list of all reports required for IB, state and federal authorities and put into
place procedures to ensure full compliance
1/31/2011 3/30/2012
4/1/2011 7/1/2011 10/1/2011 1/1/2012
1/31/2011 7/25/2011
2/1/2011 3/1/2011 4/1/2011 5/1/2011 6/1/2011 7/1/2011
7/25/2011 3/16/2012
8/1/2011 9/1/2011 10/1/2011 11/1/2011 12/1/2011 1/1/2012 2/1/2012 3/1/2012
6/5
Budget
Retreat
5/19
BOT
Planning Retreat1/31 - 5/13
Senior Leadership Team - Weekly Meetings
6/15
Budget Retreat
Follow-up MTG
1/3/2011 - 7/27/2011
Budget Preperation
7/28
WALT MTG
Strategic Planning Timeline
8/1
SLT MTG
6/13 - 7/29
Student Scheduling
1/20
Second Draft
Dashboard Report
12/3
First Draft
Dashboard Report
8/25 - 11/26
Finalize objectives, measures,
targets & initiatives
Today
3/5
Final Draft
Dashboard Report
8/1 - 2/24
IB Standards & Practices Rubrics
DISCUSSION ITEMS
a. Discussion of Whole School Theme and Goal for 2011-2012 School Year. (15 min)
b. Discussion regarding the beginning of the 2011-2012 school. (15 min)
c. Discussion Regard Proposed Changes to the Primary (K-G6) Assessment and
Reporting Policy Including Proposed Reporting Schedule and Improvements to
Better Align Policy with PYP Philosophy. (15 min)
d. Discussion of Westlake Academy Financial Forecast and Facilities’ Needs. (45 min)
e. Discussion of Revised Westlake Academy Vision, Mission and Values for 2011-
2012. (15 min)
f. Discussion of Governance as illustrated in Dr. Brian Carpenter’s Charter School
Board University: Chapter 21, An Introduction to Effective Charter School
Governance. (15 min)
Westlake
Academy
Item # 5 –
Discussion Items
Page 1 of 1
WESTLAKE ACADEMY AGENDA ITEM
Curriculum: IB PYP, MYP and DP Meeting Date: September 12, 2011
Staff Contact: Rod Harding Discussion
PYP Principal/Campus Director
Subject: Discussion of Whole School Theme and Goal for 2011-2012 School Year.
EXECUTIVE SUMMARY
Each year the administration will decide on a whole school theme. This year One School,
Together for 2011-2012 was chosen. Our purpose is to further develop an IB World school
culture and learning environment.
The goal that supports the school theme uses curriculum development as a vehicle to promote
and develop collegiality across the three IB programmes. There will be a greater emphasis in
connecting programs through scheduled faculty meetings to develop a sequential curriculum
based on a curriculum review cycle.
APPLICABLE STRATEGIC PLAN DESIRED OUTCOME
High Student Achievement
Strong Parent & Community Connections
Financial Stewardship & Sustainability
Student Engagement – Extracurricular activities
Effective Educators & Staff
WESTLAKE ACADEMY VALUES
Academic Achievement
MYP, DP (IB Continuum)
Caring Environment
Communication/Transparency
Engaged Stakeholders
Maximizing Each Child’s Potential
FISCAL IMPACT
Funded Not Funded N/A
RECOMMENDATION / ACTION REQUESTED/ OPTIONS
Information Only.
ATTACHMENTS
1. Whole School Theme and Goals for 2011-12 School Year.
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Page 1 of 1
WESTLAKE ACADEMY AGENDA ITEM
Curriculum: IB PYP, MYP and DP Meeting Date: September 12, 2011
Staff Contact: Rod Harding Discussion
PYP Principal/Campus Director
Subject: Discussion regarding the beginning of the 2011-2012 school.
EXECUTIVE SUMMARY
Dr. Clint Calzini and Mr. Rod Harding will provide an overview of the start of the new academic
year. The overview will focus on the success and improvement needed in the following areas:
New Teacher Orientation
Whole Faculty Orientation
Back to School nights for Primary and Secondary
First two weeks of school
APPLICABLE STRATEGIC PLAN DESIRED OUTCOME
High Student Achievement
Strong Parent & Community Connections
Financial Stewardship & Sustainability
Student Engagement – Extracurricular activities
Effective Educators & Staff
WESTLAKE ACADEMY VALUES
Academic Achievement
MYP, DP (IB Continuum)
Caring Environment
Communication/Transparency
Engaged Stakeholders
Maximizing Each Child’s Potential
FISCAL IMPACT
Funded Not Funded N/A
RECOMMENDATION / ACTION REQUESTED/ OPTIONS
Information Only.
ATTACHMENTS
None
Page 1 of 2
WESTLAKE ACADEMY AGENDA ITEM
Curriculum: Primary Years Programme (PYP) Meeting Date: September 12, 2011
Staff Contact: Rod Harding Discussion
PYP Principal
Subject: Discussion Regard Proposed Changes to the Primary (K-G6) Assessment and
Reporting Policy Including Proposed Reporting Schedule and Improvements to
Better Align Policy with PYP Philosophy.
EXECUTIVE SUMMARY
This discussion agenda item is based on a revised reporting schedule in the PYP and not an
alternative reporting format. The initial change of schedule up to the October Board of Trustees
would allow teachers more time for authentic assessments based on the PYPs 6-8 week Units of
Inquiry.
A policy change will be presented at the next Board of Trustees meeting in October to further
support the IB philosophy of a ‘constructionist’ model of learning for the remainder of the 2011-
2012 year. This policy change benefits students by providing increased opportunities to take
responsibility for their own learning and for parents to have more access to discuss their son or
daughter’s progress.
APPLICABLE STRATEGIC PLAN DESIRED OUTCOME
High Student Achievement
Strong Parent & Community Connections
Financial Stewardship & Sustainability
Student Engagement – Extracurricular activities
Effective Educators & Staff
WESTLAKE ACADEMY VALUES
Academic Achievement
MYP, DP (IB Continuum)
Caring Environment
Communication/Transparency
Engaged Stakeholders
Maximizing Each Child’s Potential
FISCAL IMPACT
Funded Not Funded N/A
RECOMMENDATION / ACTION REQUESTED/ OPTIONS
Consensus from the Board of Trustees to change the schedule and approach to reporting up to the
October Board of Trustees meeting.
Page 2 of 2
The policy changes will be presented in a Resolution to adopt Board Policy changes to the
Primary K-G6 Assessment and Grading Policy No. 10-05.
In addition the Primary K-G6 Assessment and Grading Policy No. 10-05 will be presented with
proposed amendments.
ATTACHMENTS
1. Proposed PYP Reporting Schedule
2. Current Board of Trustee Policy 10-05 Primary(K-G6) Assessment and Grade Reporting.
Resolution 10-05
Exhibit A
Page 1 of 6
TOWN OF WESTLAKE
WESTLAKE ACADEMY
BOARD OF TRUSTEES POLICY
Policy No. 10-05:
Date Board Adopted: April 5, 2010
Date Board Amended: N/A
Effective Date: April 5, 2010
Policy Name: Primary (K-G6) Assessment and Grade Reporting Policy
Policy Category: Student Achievement
Policy Goal: Definition and Transparency in the Primary (K-G6) Student
Assessment and Grading Policy
Policy Description:
The purpose of this assessment policy is to help all members of the school
community understand and use educational assessment in a consistent and
successful way. Our goal is to create a community that embraces assessment as
a valuable and essential part of the learning cycle.
1) Our Purposes for Using Assessment
a) For learners, assessment does the following:
i) Promotes efficient learning by focusing the student's attention on
what is important
ii) Promotes understanding and life-long learning
iii) Promotes self-evaluation and self-monitoring by the use of well-
defined
expectations and criteria
iv) Motivates learning by communicating progress concerning what
a student
knows and is able to do
v) Helps understand how school learning relates to present world
and futuregoals.
b) For teachers, assessment does the following:
i) Provides formative and summative data about student learning
ii) Provides diagnostic data to improve learning
iii) Assists instructional planning by providing informed feedback
iv) Helps to determine teaching effectiveness - what approaches
and methods work
Resolution 10-05
Exhibit A
Page 2 of 6
v) Helps to determine whether the program is achieving desired
goals (program accountability)
vi) Is a tool for communicating to others
c) For administrators, assessment does the following:
i) Assists in determining the effectiveness of programs
ii) Assists in determining school and grade-level learning goals
iii) Assists in allocation of resources, including professional
development
iv) Monitors student achievement and supports student learning
d) For parents, assessment does the following:
i) Provides formative and summative data about student learning
and attainment.
ii) Provides information about the child’s learning experience in
school.
iii) Provides information about future educational opportunities.
iv) Helps provide information of the strengths and weaknesses of
both the instructional program and the individual learner.
In consideration of the need to establish relevant and comprehensive grade
reporting and assessment policies for the student body of Westlake Academy,
the following numerical grades will be utilized by the Staff to indicate academic
performance with regard to critical concepts, content and skills on primary report
cards.
Grade 4 Meets with Excellence
Grade 3 Meets with Proficiency
Grade 2 Developing Proficiency Independently
Grade 1 Requires Support to Meet Proficiency
In addition to the abovementioned, the following descriptors and rubric will be
utilized by the Staff to indicate academic performance with regard to higher
order, conceptual understanding. These descriptors and rubric will be used to
indicate the level of understanding for each of the six grade level units of inquiry
that are implemented each academic year.
Primary Report Unit of Inquiry Descriptors for Understanding K-3
Accomplished:
Interprets information (data, ideas, or concepts) accurately, appropriately,
and in-depth in a variety of contexts
Applies formulas, procedures, principles, or themes accurately, appropriately,
and/or creatively in a variety of contexts
Resolution 10-05
Exhibit A
Page 3 of 6
Explains—accurately and thoroughly—possibly using multiple solutions,
positions, or perspectives that balance opposing points of view
Creates a detailed conclusion or complete solution that is well-supported,
logically consistent, and often unique
Integrates ideas or develops solutions that are clear, coherent, and cohesive
Reflects independently and thoughtfully by using supporting details and
examples. Uses the reflective process to set goals and targets.
Perceives and approaches problems in a number of different ways, often
exhibiting clever, unique or unusual ideas.
Competent/Consolidating:
Presents information (data, ideas, or concepts) accurately and appropriately
in familiar contexts
Applies formulas, procedures, principles, or themes accurately and
appropriately in familiar contexts
Describes a solution, position, or perspective accurately
Organizes a conclusion or solution that is complete, logical, and consistent
with evidence presented
Connects ideas or develops solutions in a clear and coherent order
Reflects thoughtfully by using some supporting details and examples. Uses
the reflective process to set general goals.
Developing:
Reports information (data, ideas, or concepts) in familiar contexts with minor
inaccuracies, irrelevancies, or omissions
Uses appropriate formulas, procedures, principles, or themes in familiar
contexts with only minor inaccuracies
Identifies a simple solution or a perspective with only minor inaccuracies
Offers an abbreviated conclusion or simple solution that is mostly consistent
with the evidence presented, with minor inconsistencies or omissions
Arranges ideas or solutions into a simple pattern
Reflects thoughtfully with some assistance.
Beginning/Novice:
Copies information (data, ideas, or concepts)
Labels formulas, procedures, principles, or themes
Names a single solution, position, or perspective
Attempts a conclusion or solution that is consistent with evidence presented
Lists ideas or expresses solutions in a fragmentary/random manner
Reflects with support and assistance
Primary Report Unit of Inquiry Descriptors for Understanding Grades 4-6
Accomplished:
Interprets information (data, ideas, or concepts) accurately, appropriately,
and in-depth in a variety of contexts
Applies formulas, procedures, principles, or themes accurately, appropriately,
and/or creatively in a variety of contexts
Explains—accurately and thoroughly—multiple solutions, positions, or
perspectives that balance opposing points of view
Creates a detailed conclusion or complex solution that is complete, well-
supported, logically consistent, and often unique
Resolution 10-05
Exhibit A
Page 4 of 6
Integrates ideas or develops solutions that are exceptionally clear, coherent,
and cohesive
Reflects independently and thoughtfully by using supporting details and
examples. Uses the reflective process to set goals and targets.
Perceives and approaches problems in a number of different ways, often
exhibiting clever, unique or unusual ideas.
Competent/Consolidating:
Presents information (data, ideas, or concepts) accurately and appropriately
in familiar contexts
Applies formulas, procedures, principles, or themes accurately and
appropriately in familiar contexts
Describes two or more solutions, positions, or perspectives accurately
Organizes a conclusion or solution that is complete, logical, and consistent
with evidence presented
Connects ideas or develops solutions in a clear and coherent order
Reflects thoughtfully by using some supporting details and examples. Uses
the reflective process to set general goal
Developing:
Reports information (data, ideas, or concepts) in familiar contexts with minor
inaccuracies, irrelevancies, or omissions
Uses appropriate formulas, procedures, principles, or themes in familiar
contexts with only minor inaccuracies
Identifies simple solutions, over-simplified positions, or perspectives with only
minor inaccuracies
Offers an abbreviated conclusion or simple solution that is mostly consistent
with the evidence presented, with minor inconsistencies or omissions
Arranges ideas or solutions into a simple pattern
Reflects thoughtfully with some assistance
Beginning/Novice:
Copies information (data, ideas, or concepts)
Labels formulas, procedures, principles, or themes
Names a single solution, position, or perspective
Attempts a conclusion or solution that is consistent with evidence presented
Lists ideas or expresses solutions in a fragmentary/random manner
Reflects with support and assistance
Staff will administer a variety of authentic assessments to measure student
understanding and progress throughout the year
IBPYP Attitudes – Students, in collaboration with teachers, will assign a letter
indicator to at least six (6) IBPYP Attitudes per quarter to communicate the
following:
C = I practice consistently the following attitudes
W = I am working on the following attitudes
The IBPYP Attitudes are as follows:
Resolution 10-05
Exhibit A
Page 5 of 6
Appreciation: appreciating the wonder and beauty of the world and its
people
Commitment: being committed to their learning, preserving and showing
self-discipline and responsibility
Confidence: feeling confident in their ability as learners, having the
courage to take risks, applying what they have learned and making
appropriate decisions
Cooperation: cooperating, collaborating and leading or following as the
situation demands
Creativity: being creative and imaginative in their thinking and in their
approach to problems and dilemmas
Curiosity: being curious about the nature of learning and the world, its
people and cultures
Empathy: imaginatively projecting themselves into another’s situation, in
order to understand his/her thoughts, reasoning and emotions
Enthusiasm: enjoying learning
Independence: thinking and acting independently, making their own
judgments based on reasoned principles and being able to defend their
judgments
Integrity: having integrity and a firm sense of fairness and honesty
Respect: respecting themselves, others and the world around them
Tolerance: feeling sensitivity towards differences and diversity in the world
and being responsive to the needs of others
Specialist Grades – Specialist Teachers (Art, Strings, P.E., Music, and Spanish)
will grade according to discipline specific criteria.
Each of the aforementioned categories will be graded utilizing the following
indicators:
Grade 4 Meets with Excellence
Resolution 10-05
Exhibit A
Page 6 of 6
Grade 3 Meets with Proficiency
Grade 2 Developing Proficiency Independently
Grade 1 Requires Support to Meet Proficiency
Report Cards - Westlake Academy will send home four (4) primary report cards
each year. The report cards will be sent home at the end of each nine (9) week
grading period.
Parent Teacher Meetings – Staff will conduct two (2) parent/teacher conferences
per year − one (1) each semester, and one (1) student-led conference - in
semester two (2). This will allow parents to meet with teachers to briefly discuss
their child’s progress, and, in the case of student-led conferences, witness the
demonstration of understanding firsthand. Additional concerns will be addressed
at individually scheduled conferences available at any time during the school
year.
EXISTING AND PROPOSED REPORTING SCHEDULE
The existing schedule is as follows:
Three (3) and Nine (9) Week reporting Intervals
1‐4 Criteria –no
narrative
3 6 12 15 21
`
24 30 33
Full Report‐12 page
narrative
9 18 27 36
By the end of week three teachers in the Primary section are expected to rate their
students on a 1‐4 rubric in all curriculum areas. For the last two weeks teachers
have been asked to establish their classrooms, get to know their students and create
a classroom code. Specialists have had these students 6 times and are expected to
rate over 300 students. Clearly, at this stage of the year this approach is very much
an exercise in guesswork. Teachers do not have the expanse of time in which to
provide authentic assessment.
The other important aspect is PYP teachers report using 1‐8 level phased
continuums of learning in Mathematics and Language Arts (Reading, Writing,
Listening, Speaking and Presenting). Plotting students is a difficult decision by
teachers unless a 6‐8 week period is used to observe and assess student’s
knowledge and skills.
This proposal is not advocating for an alternative to the existing reporting format. It
is however offering an authentic schedule of formative and summative assessment
that would benefit students and teachers in the following ways:
The PYP is a concept driven inquiry‐based model and increased time for
students to understand concepts is fundamentally at the heart of assessment
and reporting.
Students learn through a process approach that is based on placing
knowledge in a meaningful context throughout the PYP’s five essential
elements.
Providing increased planning time for teachers, which in turn will increase
student achievement.
P/T CONF.
ER 10/26/12
ST. LED
CONF.
ER 1/18/12
Intervals of three week reporting periods supports a ‘product’ based approach to
learning and WA supports the IB philosophy of a ‘constructionist’ (uses greater
lengths of time for students to build on current understandings, question those
understandings and reach renewed understanding) model.
Revised Model
Continuous Reporting and a Combined (9) Week Conference and Reporting
Schedule
Open door policy
with parents. During
or at the end of 3
week periods parents
meet with teacher for
formative
assessments
3 6 12 15 21
`
24 30 33
Full Report‐12 page
Narrative followed
by formal conference
9 18 27 36
Advantages
Increased opportunity for parents and students to meet with the teacher and
not have to wait until the end of the three‐week period.
Increased instruction and planning time for teachers and therefore increased
student achievement.
Student achievement is authentic and developmentally appropriate.
Students taking more responsibility for goal setting and student‐led
conferences that support Westlake Academy’s Mission and the IB Learner
Profile and attitudes.
Goal Setting
Three‐way
conferences
ER 10/26/12
Detailed
Written
Reports by
12/9/11
Student‐
led or
three way
conf.
ER 3/9/12
Detailed
Written
Reports by
5/25/12
Page 1 of 1
WESTLAKE ACADEMY AGENDA ITEM
Curriculum: PYP/MYP/DP Meeting Date: September 12, 2011
Staff Contact: Tom Brymer, Discussion
Superintendent
Subject: Discussion of Westlake Academy Financial Forecast and Facilities’ Needs
EXECUTIVE SUMMARY
Information will be presented at the workshop for Board discussion regarding the Academy’s
financial forecast and facility needs. This agenda item is in response to direction given by the
Board at its budget meetings to have further discussion on this topic.
APPLICABLE STRATEGIC PLAN DESIRED OUTCOME
High Student Achievement
Strong Parent & Community Connections
Financial Stewardship & Sustainability
Student Engagement – Extracurricular activities
Effective Educators & Staff
WESTLAKE ACADEMY VALUES
Maximizing Personal Development
Academic Excellence
Respect for Self and Others
Personal Responsibility
Compassion and Understanding
FISCAL IMPACT
Funded Not Funded N/A
Not applicable at this time until a desired outcome is identified by the Board and direction given
to Staff. Fiscal impacts of various options will be identified in order to facilitate the Board’s
deliberations on this subject at the workshop.
RECOMMENDATION / ACTION REQUESTED/ OPTIONS
Review the information presented followed by Board discussion and direction to Staff on this
topic.
ATTACHMENTS
1. Executive Summary from Board approved FY 11-12 WA Operating Budget.
2. Excerpts from the Town’s Five (5) Year Capital Improvement Plan.
3. Follow-up Report and Analysis on BOT Request for Phased Approach to Facility
Improvements (delivered under separate cover)
Executive Summary
August 11, 2011
Honorable President & Board of Trustees
Westlake Academy
2600 J. T. Ottinger Road
Westlake, TX 76262
RE: Transmittal of FY 2011-2012 Westlake Academy Budget:
“Continued Excellence in the Face of Change”
As Superintendent for Westlake Academy, I am submitting for your consideration the Budget for FY
2011-2012. 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 2011-12 school year.
This 2011-2012 General Fund Budget totals $ 5,334,446 representing a 16% increase. The budget is
balanced utilizing $103,682 from available fund balance. A portion of this increase is due to Board
discussion and direction from its June 9, 2011 budget retreat to add indirect costs into the Academy’s
operating budget to reflect the full-cost basis. Please note that after indirect operating costs, as well as
the costs attributed to the three leased portable buildings are accounted for, the operating budgets for
both FY 10-11 and FY 11-12 require use of fund balance in order to achieve a balanced budget (e.g. they
contain deficit spending). The five year forecast indicates that deficit spending will continue unless
action is taken to increase revenues or reduce costs (see page 80).
Figure 1 – Budget Summary General Fund
Estimated Adopted $$ %%
Budget Budget Increase Increase
FY 10/11 FY 11/12 (Decrease) (Decrease)
Beginning Fund Balance $ 767,490 $ 760,220 $ (7,270) -1%
Revenues 4,590,104 5,244,068 653,964 14%
Expenditures 4,610,062 5,334,446 724,384 16%
Net Revenues over (under) Expenditures (19,958) (90,378) (70,420)
Other Resources 654,042 36,967 (617,075) -94%
Other Uses 641,354 49,807 (591,547) -92%
Ending Fund Balance $ 760,220 $ 657,002 $ (103,218) -14%
Assigned 107,366 3,684 (103,682) -97%
Ending Fund Balance (Unassigned) $ 652,854 $ 653,318 $ 464 0.07%
# Days Operating (Based on 365) 52 45 (7)
Daily operating expense $ 12,630 $ 14,615 1,985 16%
NOTE – the FY 10/11 Other Resources and Other Uses include insurance proceeds and expenditures
related to the water damage experienced in January of 2011.
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 2011-2012 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 Comprehensive Financial Report (“CAFR”) 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.
Westlake Academy Mission, Vision & Values
Westlake Academy is a public charter school offering the International Baccalaureate (IB) curriculum.
Founded in 2003, with a mission to achieve academic excellence and develop life-long learners who
become well-balanced, responsible global citizens, Westlake Academy is the first and only municipally-
owned school in the state to receive a charter designation. Westlake Academy is the fifth school of only
ten in the United States, and the only public school, to offer the full IB curriculum for grades K-12.
During this year’s budget retreat great care and consideration was given to the mission and vision of the
Academy and the impact that these have on both the long-term goals of the Academy and its day-to-day
operation. The following updated 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 Tolerance
The following desired outcomes summarize the goals and objectives established by the Board of
Trustees and leadership staff at the Academy. The vision, mission and organizational goals and
objectives are discussed in greater detail in the Organizational section of this document (see pages 23-
28).
Desired Outcomes
High Student Achievement
Strong Parent & Community Connections
Financial Stewardship & Sustainability
Student Engagement-Extracurricular Activities
Effective Educators & Staff
Budget Framework - “Governing and Managing for Outcomes”
The budget document is but one part of a system designed to link together critical governance and
management decision making tools. This system is called “Governing and Managing for Outcomes” and
is designed to integrate:
• Strategic planning
• Five (5) year financial forecasting,
budgeting, and performance measurement
linked to priorities, objectives, and
outcomes
• Reporting to monitor progress in outcome
achievement and accountability for results
• Aligning resources to prioritized outcomes
• Long term approach to ensure financial
sustainability
• Working within Board adopted financial
policies for the Academy
• Maintaining core services
Budget Process
The process of projecting the budgeting needs of the Academy is a continual process that responds to
the changing needs of the Academy students and staff as well as changes in the fiscal environment such
as the current State funding reductions. The process of developing the Academy budget for fiscal year
2011-2012 began with the Westlake Board of Trustees meeting that was held in February of 2011.
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 proposed annual budget, the Board holds budget workshops to review proposed
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, 2011 will be submitted at the August,
2011 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.
Figure 2 Budget Process
Timeline Description of Activities
October - December Strategic Plan preperation process occurs
December Westlake Academy Leadership Team (WALT) begins planning FY 11/12 Budget
January WALT meets with WA affiliates for joint planning for FY 2011/12
January - March Staff presents draft WA Strategic Plan to Board of Trustees (BOT)
February Broad overview of 2011/12 Budget with BOT
April BOT review of five year strategic plan
April - May Proposed budget preperation 2011/12 (Faculty/Staff input)
June - July Westlake Academy Parent Survey conducted
June 6th BOT Budget and Strategic Plan Retreat
August 15th BOT consideration/adoption of Westlake Academy FY 2011/12 Budget
September - August Budget Amendments for FY 2011/12
Fall 2011 Begin strategic plan update/review process for FY 2012/13
January 2012 Annual Financial Report for FY 2010/11
Academy Approach
The Academy approach to coping with the combination of fast student growth in a restricted funding
environment along with increasing academic standards requires that the budget process is
instructionally driven and guided by the Academy’s Strategic Plan. During the budget development
process the staff reviewed all revenues and expenditures and focused on aligning the allocation of
resources, both personnel and financial, with the accomplishment of established goals and objectives.
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 80% of revenues
from all funds. Staff estimates that the base level of total state aid paid through the Foundation School
Program (FSP) in FY 11-12 will be $6,689 per student; approximately a 5% decrease from the FY 10-11
levels. As an open-enrollment charter school, Westlake Academy has the ability to establish specific
class sizes and set limitations on secondary boundary enrollment. Enrollment for FY 2011-2012 is
projected at 627 students in accordance with the current plan to attempt to maintain 20 students per
class.
Federal funding is received through grants that support special education and accounts for less than 5%
of revenues for all funds; this funding is projected to remain flat.
Local funding consists of two major sources, the Town and the Westlake Academy Foundation. As a
municipally-owned charter school Westlake Academy does not have taxing authority; the Town of
Westlake is responsible for debt service and capital improvements, these costs are estimated at
$1,498,450 for FY 11-12. The Westlake Academy Foundation is an independent non-profit organization
that raises funds through donations and fund raising; the FY 11-12 forecast is $1,000 per student, or
approximately $627,000.
EXPENDITURES
Compensation and benefits are the largest operating cost for Westlake Academy. The current teacher
pay scale is based on the Board policy of being within 3% of the median of the nine (9) surrounding
public school districts. Per Board direction, the salary scale will be held flat for FY 11-12; however, some
salaries will increase according to the Step pay plan which recognizes employee tenure with small pay
increases each year. The step increase for all applicable staff equals $24,716 (approximately 1%).
Direct and indirect operating costs previously absorbed by the Town of Westlake municipal budget have
been moved to the Academy operating budget. Direct costs totaling $243,213 were transferred in FY
10-11 and indirect costs totaling $303,695 have been transferred in the FY 11-12 budget. The following
table reflects these transfers with the indirect costs included in the FY 11-12 adopted budget.
Figure 3 - Overall Total Cost Summary – General Fund
Estimated
FY 10-11
Proposed
FY 11-12
4,610,062$ 5,334,446$
324,607 -
Subtotal All Operating Costs 4,934,669 5,334,446
1,501,778 1,498,450
Grand Total All Costs 6,436,447$ 6,832,896$
Overall Cost Summary
Proposed Westlake Academy Budget
Estimated Town Funded Indirect Operational Costs (Support Services)
Annual Debt Service Payment
Other Considerations
MULTI-YEAR FINANCIAL FORECAST
The current financial forecast predicts full use of the Academy’s fund balance by FY 14/15. Unless
revenues increase or operating costs are reduced, Westlake Academy’s estimated FY 11-12 General
Fund Balance of $ 653,318 will drop below the 45 operating day threshold established by policy in FY 12-
13.
Figure 4 – Revenues, Expenditures & Fund Balance – General Fund Summary
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 FY 14/15
Revenues 1.09M 1.83M 2.41M 2.88M 3.17M 3.66M 4.28M 4.59M 5.24M 5.19M 5.19M 5.19M
Expenditures 1.07M 1.61M 2.21M 2.62M 3.23M 3.71M 3.92M 4.61M 5.33M 5.44M 5.54M 5.65M
Fund Balance 12K 232K 428K 692K 634K 505K 754K 653K 653K 383K 18K -454682
-6
-4
-2
2
4
6
8
10
$0
$1
$2
$3
$4
$5
$6 x
1
0
0
0
0
0
-
F
U
N
D
B
A
L
A
N
C
E
M
i
l
l
i
o
n
s
WA Programme Growth
(Revenue, Expenditure, Fund Balance)
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 past two years, Westlake Academy has expanded its course offerings and curriculum to include
expanded technology classes, theater, environmental sciences and additional foreign languages
(French). These additions have been funded in part by increased student enrollment which has placed
greater demand on existing facilities. In an effort to diminish the effects of this demand, the Board
authorized the lease of three (3) temporary buildings. The total cost for these buildings (3 year lease
plus physical preparation work) is estimated at $181,820; these buildings do not meet the criteria for a
Capital expense and will be paid for out of Westlake Academy’s operational budget (see page 37 for
further discussion).
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 at $5,484,842 and total expenditure appropriations amount to $5,575,220 .
The following schedules present a comparison of revenues and expenditures for all Governmental Funds
in the Academy’s Budget. Budgets for the General Fund, the Food Service Fund (a Special revenue Fund)
and the Debt Service Fund must be included in the official district budget (legal or fiscal year basis). The
Academy does not maintain a Food Service Fund or a Debt Service Fund; therefore; the only fund legally
adopted will be the General Fund. For informational purposes only, budgets for Special Revenue Funds
are included throughout the presentation.
Figure 5 – Table: Revenue Summary – All Governmental Funds
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget Estimated to
FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 10/11 FY 11/12 Proposed
General Fund 3,168,968$ 3,661,645$ 4,280,723$ 4,530,013$ 4,590,104$ 5,244,068$ 653,964$
Special Revenue Funds 78,966 96,610 262,926 253,419 291,094 240,774 (50,320)
Total Governmental Funds 3,247,934$ 3,758,255$ 4,543,649$ 4,783,432$ 4,881,198$ 5,484,842$ 603,644$
All Governmental Funds - Total Revenues
Figure 6 – Graph: Revenue Summary – All Governmental Funds
The largest revenue source for Westlake Academy is State Foundation School Program funding which makes up more
than 80% of All Governmental fund revenues.
Figure 7 Table: Expenditure Summary – All Governmental Funds
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget Estimated to
FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 10/11 FY 11/12 Proposed
General Fund 3,226,254$ 3,709,086$ 3,917,886$ 4,425,056$ 4,610,062$ 5,334,446$ 724,384$
Special Revenue Funds 78,966 96,610 262,483 224,768 288,094 240,774 (47,320)
Total Governmental Funds 3,305,220$ 3,805,696$ 4,180,369$ 4,649,824$ 4,898,156$ 5,575,220$ 677,064$
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget Estimated to
Expenditures by Object FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 10/11 FY 11/12 Proposed
61XX - Payroll & Related Items 2,588,528$ 2,779,660$ 3,146,497$ 3,396,645$ 3,478,482$ 3,957,924$ 479,442$
62XX - Contracted Services 468,539 542,003 488,230 641,745 772,441 971,025 198,584
63XX - Supplies & Materials 118,233 260,912 258,991 258,287 301,868 260,447 (41,421)
64XX - Other Operating 129,919 140,131 245,156 353,147 345,365 385,824 40,459
65XX - Debt Service - 82,991 41,495 - - - -
Total Expenditures 3,305,220$ 3,805,696$ 4,180,369$ 4,649,824$ 4,898,156$ 5,575,220$ 677,064$
All Governmental Funds - Total Expenditures
All Governmental Funds - Expenditures by Object Code
Figure 8 – Expenditure Summary – All Governmental Funds
The largest expenditure category is Payroll & Related items which makes up approximately 75% of all Governmental fund
expenditures.
61XX -Payroll &
Related Items
71%62XX -
Contracted
Services
17%
63XX -Supplies &
Materials
5%
64XX -Other
Operating
7%
Expenditures by Object
Budget Trends
GENERAL FUND - STATE FUNDING
Despite a 4% average annual growth rate, the State of Texas continues to lag behind the national
average for per pupil funding, providing $1,000 to $1,500 less per pupil than the national average. Due
to its Charter status, Westlake Academy receives less State funding per student than other non-charter
public schools because public charter schools in the State of Texas do not receive facility funding. The
Academy’s State funding per pupil has declined by approximately $400 per pupil since FY 09-10.
Figure 9 Average Funding per Student
$8,340
$10,586
$7,214
$9,227
$4,809
$7,279
0
2,000
4,000
6,000
8,000
10,000
12,000
2004 2005 2006 2007 2008 2009 2010
Average Funding per Student
National Avg.Texas Westlake Academy
The difference between the amount of Texas State funding and Westlake Academy is the amount dedicated to facilities
funding. Public charter schools in Texas do not receive facility funding.
GENERAL FUND - LOCAL FUNDING
As the student population has grown, the Blacksmith annual program contributions have increased.
However, the average contribution per student has been declining since FY 06-07.
Figure 10 Blacksmith Contributions
The FY 11/12 Blacksmith contributions of $627,000 are based on an estimated per-student average donation of $1,000.
$2
3
9
$3
3
6
$3
8
8
$4
0
7
$3
9
4
$4
3
1
$5
3
0
$6
2
7
$-
$100
$200
$300
$400
$500
$600
$700
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
estimated
FY 11/12
proposed
Th
o
u
s
a
n
d
s
Blacksmith Program Contributions
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 students in Grades 7 – 11.
In terms of SLA’s involving new expenditure areas to target for recommendation to the Board for FY 11-
12, staff recommended several areas: new positions, employee compensation, and absorbing in-direct
operating costs previously paid by the Town of Westlake. In addition, 50% of the Executive Director of
Westlake Academy Foundation/Director of Development is being absorbed by the Academy.
New Positions Total: $410,289
Desired Outcome: High Student Achievement
In FY 11-12 we will have 67.85 full-time equivalent employees (FTE’s), an increase of 8.4 FTE’s. These
additions are tied directly to the increased number of students being served in the Secondary Program.
• MYP/DP Theater Arts Teacher
• MYP/DP Humanities Teacher
• MYP/DP Math Teacher
• MYP English Teacher
• MYP Student Counselor
• MYP Coordinator
• IT Tech
• Secondary SPED Aide
• Primary SPED Aide
• Technology Integration Specialist
• Maintenance Engineer
• Exec. Dir. WAF/Dir. of Dev.
• Secondary Spanish
In-Direct Operating Costs (previously charged to the Town of Westlake) Total: $303,695
Desired Outcome: Financial Stewardship and Responsibility
In FY 11-12 the Academy will pay the entire in-direct operating costs for administrative services shared
with the Town of Westlake. This includes the Superintendent, Finance Director, Human Resources
Director, Facilities Director, and support personnel. This has been paid by the Town of Westlake from
the inception of the school in 2003. The amount represents $325,000 less the 25% portion of the IT
Tech and the Maintenance Engineer for time allocated to the Town.
Facilities Maintenance and Operations Total: $44,858
Desired Outcome: Financial Stewardship and Sustainability
Increased utilization of the Academy campus will require additional resources for cleaning, maintaining,
and operating. In the upcoming fiscal year, the Academy will begin to renovate existing classrooms to
maintain the current high quality learning environment. In addition, there will be increased utility
consumption and daily operating costs.
Classroom/Instructional Supplies Total: $34,784
Desired Outcome: High Student Achievement – Effective Educators and Staff
With an approximate 20% increase in student enrollment at Westlake Academy, a proportionate
increase in consumable classroom / instructional supplies are needed to maintain the current levels of
service in each classroom.
Employee Compensation and Benefits Total: $24,716
Desired Outcomes: Effective Educators & Staff – High Student Achievement
With over 70% of the Academy’s expenditures being directly related to employee pay and benefits, it is
important that we offer competitive salaries, wages, and benefits to attract and retain a strong faculty
base, even in a difficult economy. Teacher’s pay scale has been maintained at the prior fiscal year’s level
with all faculty and staff receiving a step increase.
Rosetta Stone Total: 15,000
Desired Outcome: High Student Achievement
The Texas Education Agency (TEA) has eliminated the Technology Allotment Grant which was used in
the prior fiscal year to cover the cost of the campus site license for all students, teachers, and staff to
access the full suite of Rosetta Stone products. This product is utilized as both an instructional and
support tool for students to better learn and utilize their foreign language.
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 11-12 Adopted: Revenues = $ 5,244,068 Expenditures =$ 5,334,446
Figure 11 Revenue & Expenditure Comparison – General Fund
Over the last three fiscal years revenues have grown by approximately $1.19 million. Over the same time period,
expenditures have increased by $1.08 million.
$1
.
0
9
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8
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$-
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FY 03/04
audited
FY 04/05
audited
FY 05/06
audited
FY 06/07
audited
FY 07/08
audited
FY 08/09
audited
FY 09/10
audited
FY 10/11
estimated
FY 11/12
Proposed
Mi
l
l
i
o
n
s
Revenue & Expenditure Comparison
Revenues Expenditures
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. Some funds that were received in FY 10/11 will not be
recognized until they are expended in FY 11/12 (i.e. funds 484, 485 & 486). The Academy has been very
fortunate to have been awarded several grants from the Hudson Foundation; these grants have
provided much needed resources that directly impact the quality of the Academy’s programmes.
FY 11-12 Adopted: Revenues =$ 240,774 Expenditures =$ 240,774
Figure 12 – Special Revenue Funds Comparison
Estimated Proposed
Special Revenue Funds FY 10/11 FY 11/12
224 IDEA B - Formula 69,097$ 61,541$
225 IDEA B - Preschool - -
266 ARRA Title XIV - SFSF Stimulus 72,136 -
287 Education Jobs - 89,303
397 Advanced Placement Incentives 5,750 4,500
411 Technology Allotment 15,100 -
461 Campus Activities 15,000 12,000
481 Hudson Foundation 69,500 -
482 WAF Fund100 21,836 -
483 Hudson Technology 22,500 -
484 Hudson Teacher Internal Development Program - 35,000
485 Hudson Teacher Create a Grant - 10,000
486 Hudson Teacher Through Higher Level Job Preparation and Mentoring - 28,430
Total Special Revenue Fund 290,919$ 240,774$
Special Revenues have decreased by approximately $30,000 or 13% year-over-year.
Informational Summary
CHANGES IN DEBT
Debt service for the Academy’s capital infrastructure is included in the Town of Westlake’s municipal
budget. The amount of debt outstanding including interest is approximately $30.7 million; this debt will
be retired in 2021. The average annual debt service for Academy facilities paid by the Town of Westlake
is approximately $1,500,000. Discussion of current and future capital projects may be found in the
Organizational Section of this document (see pages 37& 38).
FACILITIES
The Academy was designed and built to service approximately 620 students, with the addition of almost
100 students; the facilities at the Academy are projected to reach full capacity at the beginning of the
current school year. However, curriculum and course schedules play an equally important role in
determining facility use; the IB curriculum places a unique demand on staff and resources. In addition to
the permanent structures on the campus, the lease cost for three temporary buildings was added as a
budget amendment to the FY 10/11 Academy budget. The buildings will be used to support expanded
curriculum offerings in the DP programme. These buildings do not meet the criteria for “capital”
expenses and are paid for from the Academy’s operating budget. The 3 year lease includes a standard
purchase option however, no commitment has been made at this time; the Board is currently discussing
how this and other facility needs will be met in the future.
PERSONNEL TRENDS
The Academy has added personnel each year since its opening to support new grade levels and classes
as well as curriculum expansion. The total number of full time equivalent (FTE) positions filled in FY 10-
11 was 59.45. In FY 11-12 the Academy will add an additional 8.4 FTE positions to support additional
course offerings and class expansions, the total number of FTE positions will increase to 67.85 (see page
84 in the Informational section for a complete list of all positions).
Figure 13 Westlake Academy FTE Staff
18.85
25.15
32.40 36.40
43.00 48.10
55.62 59.45
67.85
-
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
FY 03/04
1-6
FY 04/05
K-7
FY 05/06
K-8
FY 06/07
K-9
FY 07/08
K-10
FY 08/09
K-11
FY 09/10
K-12
FY 10/11
K-12
FY 11/12
K-12
Westlake Academy -Total Staff
Staff levels have increased steadily since the Academy opened in FY 03/04. Including the recently adopted positions, the
Academy has added 12.23 FTE positions since reaching full grade level expansion in FY 09/10.
STUDENT ENROLLMENT TRENDS
Westlake Academy’s student enrollment is established by two sets of boundaries. The primary
boundary encompasses the Town of Westlake and allows Westlake residents automatic entry into
Westlake Academy. The secondary boundaries are comprised of 31 of the surrounding school districts.
While any school-age child from these districts is allowed to attend the Academy, demand for entrance
has exceeded the Academy’s capacity necessitating an annual lottery system that is carried out
according to the standards and practices dictated by Federal law.
Student enrollment has grown since the Academy’s opening in FY 03-04 with the addition of one new
grade level each year. The Academy opened with Grades 1 through 6 and completed adding grade
levels in FY 09-10. The Academy’s enrollment continued to expand in FY 10-11 with an increase in target
class sizes of 20 pupils per class and the addition of a third section in the secondary programme. In FY
11-12 the campus facilities at the Academy are expected to reach full capacity (including the three
portable buildings discussed earlier in this document). Any future growth in student population may
necessitate building or leasing additional space.
Figure 14 Westlake Academy Student Enrollment
195
264
324 346 379 417
491 530
627
0
100
200
300
400
500
600
700
FY 03/04
1-6
FY 04/05
K-7
FY 05/06
K-8
FY 06/07
K-9
FY 07/08
K-10
FY 08/09
K-11
FY 09/10
K-12
FY 10/11
K-12
FY 11/12
K-12
Students
Total enrollment has increased steadily since FY 03/04 in harmony with the expansion of grade levels. The increase from
518 in FY 10/11 to 627 in FY 11/12is due to the Board’s decision to expand class sizes in an effort to increase State-funded
revenues. Future enrollment increases or decreases are at the sole discretion of the Board.
Performance Results
Student performance on the Texas Assessment of Knowledge and Skills (TAKS) test continues to be well
above the State average. The Academy has been recognized as an “exemplary” school for the fifth time
by the Texas Education Agency (TEA). This designation is given to schools that meet all four of the
following criteria:
• TAKS ™ Test Passing – At least 90 percent of all students must pass the TAKS test overall and
each of the test’s five subsections (Reading/ELA, Writing, Social Studies, Mathematics, and
Science). Additionally 90 percent of each ethnic/racial “subgroup” must also pass the overall
test and each subsection
• SDAA II Test Passing - At least 90 percent of all students must pass the State-Developed
Alternative Assessment II (SDAA II) test, which is required for only those students whom the
TAKS test is not an acceptable measurement
• Completion Rate – At least 95 percent of all students as well as 95 percent of each “subgroup”
must either have completed or are continuing their education four years after entering high
school
• Dropout Rate – No more than .2 percent of all students as well as no more than .2 percent of
each “subgroup” can have dropped out of school
This chart shows the Academy’s State mandated TAKS (Texas Assessment of Knowledge and Skills)
results over time by subject area as well as the campus ratings by the Texas Education Agency
(TEA):
Figure 15 Westlake Academy TEA Performance Data
Description FY 03/04FY 04/05FY 05/06FY 06/07FY 07/08FY 08/09FY 09/10FY 10/11
Reading/ELA 98%98%99%98%99%100%98%99%
Writing 97%97%99%91%93%100%96%99%
Social Studies N/AN/A 99%95%98%100%99%99%
Mathematics 97%91%95%91%93%98%94%96%
Science 93%85%78%88%96%99%99%99%
Texas Accountability Rating Exemplary RecognizedRecognizedRecognized Exemplary ExemplaryExemplaryExemplary
% Commended 20032004200520062007200820092010
Reading/ELA -62%57%60%61%61%51%56%
Writing -60%54%58%51%34%55%43%
Social Studies ---67%44%53%58%65%
Mathematics -48%45%48%43%44%40%46%
Science -32%30%34%31%45%45%43%
Westlake Academy maintained or improved in each of the five (5) TAKS test categories. The percentage receiving
commended status rose in Reading/ELA, Social Studies and Mathematics and fell in Writing and Science.
In addition to state-mandated testing, as a member of the International Baccalaureate Organization,
Westlake Academy’s students have the option of taking IB tests to earn an IB diploma. In FY 10/11
twenty-nine (29) of Westlake Academy’s thirty-two (32) graduating seniors elected to sit for these
exams; of these, twenty-four (24) will receive IB diplomas.
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 2010-11 Westlake Academy
Parent Survey was conducted in June 2011 and achieved significant improvements in satisfaction (>5%)
in thirteen (13) of the nineteen (19) service areas and programs rated.
83% of the parent’s surveyed were very satisfied or satisfied with the overall quality of education Westlake Academy
delivers to its students.
AWARDS
The Association of School Business Officials International (ASBO) presented a Meritorious Budget Award
to Westlake Academy for its Annual Operating Budget for the fiscal year beginning September 1, 2010.
This is the second year the Academy has been honored with this award. Additionally, the Academy
received the Distinguished Budget Presentation Award from the Government Finance Officers
Association (GFOA); representing the third 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.
Very Satisfied
41%
Satisfied
42%Dissatisfied
14%
Neutral
3%
Overall Satisfaction with
Quality of Education
SUMMARY
While Westlake Academy continues to operate in an economic climate that presents challenges, it
continues to grow in enrollment and perform at a high level in all areas of our student’s education.
As with last year’s budget, we continue the use of a theme to focus on the essence of what we do as an
organization when we identify and prioritize our resources as we prepare and consider a budget. I
would offer for FY 2011-2012 the theme “Continued Excellence in the Face of Change”. While the
ultimate impact of the State’s budgetary cuts are not yet fully known, it is our collective responsibility to
ensure that despite budget constraints, we continue to look to the future and strive towards the vision
we have established for our school. For Westlake Academy, we expect “Success and Nothing Less”!
On behalf of the staff of Westlake Academy, as well as the municipal staff involved in providing
support to the Academy, I would like to thank the Board for their leadership in pursuing educational
excellence. I would like to recognize Finance Director Debbie Piper for her dedication, hard work, and
diligent thoroughness in putting this budget together. Also, the Academy’s Leadership Team,
particularly Administrative Coordinator Ben Nibarger and Management & Budget Intern Scott Dixon,
are to be commended for their involvement and input into this document.
A team is required if a school is to be successful as a learning community. And, that team must
involve and consist of all the various facets of Westlake Academy; our faculty, administrators, parents,
students, and the Board. Working as a team we can build our Westlake Academy learning community
in a way that will make our students responsible global citizens in the twenty first century global
market place in which they will live and work.
Thomas E. Brymer
Town Manager/Superintendent Westlake Academy
Staff theme for the Westlake Academy FY 2011-2012 Budget:
““SS uu cc cc ee ss ss ,, NN oo tt hh ii nn gg LL ee ss ss ””
FUTURE BOARD DIRECTION AND FINANCIAL FORECAST
The Board, at its June 18, 2010 planning retreat, directed staff to include the following in FY 2010-2011:
• Add all Academy related direct operating costs, previously in the municipal budget, into the
Academy’s operating budget
• Increase class size to an average of twenty (20)
Beginning in FY 2011-2012 the Board directed:
• Move all indirect Academy operating costs now expensed in the municipal budget to the
Academy operating budget.
• Budget Blacksmith funding at $1,000 per student
The following financial forecast was created to reflect these directives and supply the Board with a
conservative estimate of how these decisions will affect future revenues. The key assumptions used to
calculate future revenues are listed below.
This five year forecast indicates that once conservative estimates for expenditures and revenues have
been calculated; there will be a budget shortfall in future years.
FORECAST ASSUMPTIONS
Basic Assumptions:
• 18 students per class in Kindergarten
• 20 students per class in G1-G6
• 20 students per section in G7-G10
• Average Daily Attendance rate of 97%
Revenues:
• 100% use of Blacksmith ($1,000/student)
• 5% & 8% reduction in FSP funding
• 3% annual growth in FSP funding beginning FY 15/16
Expenditure:
• Personnel costs & Professional Services increase by 2% annually
• Supplies increase by 1 ½% annually
• Other operating costs increase by 1% annually
Figure 16 – Five (5) Year Forecast
Audited Estimated Proposed ProjectedProjectedProjectedProjected
FY 09/10FY 10/11FY 11/12FY 12/13FY 13/14FY 14/15FY 15/16
GENERAL FUND BEG. BALANCE $ 504,653 $ 767,490 760,220$ $ 657,002 $ 397,690 $ 32,810 $ (439,844)
REVENUES
Local Revenues
WAF Salary Reimbursement 59,056 64,858 31,662 32,295 32,941 33,600 34,272
Other Local Revenue 42,287 4,316 15,000 15,450 15,914 16,391 16,883
WAF Blacksmith 431,409 530,000 627,000 630,000 629,000 628,000 625,000
Interest Earned 908 1,700 1,500 1,520 1,314 795 66
Food Services - 3,000 3,000 3,090 3,183 3,278 3,377
Donations 10,500 38,950 - - - - -
Athletic Activities 67,200 20,036 37,980 37,800 37,740 37,680 37,500
Transportation/Parking - 7,106 37,840 38,597 39,369 40,156 40,959
Total Local Revenues 611,360 669,967 753,982 758,752 759,460 759,901 758,056
State Revenue
TEA - FSP Funds 3,485,909 3,748,836 4,281,649 4,200,605 4,193,937 4,187,270 4,292,285
TRS On-behalf/Medicare Part B 183,454 171,301 208,437 230,851 235,468 240,178 244,981
Total State Revenues 3,669,363 3,920,137 4,490,086 4,431,456 4,429,406 4,427,447 4,537,266
TOTAL REVENUES 4,280,723 4,590,104 5,244,068 5,190,209 5,188,866 5,187,348 5,295,322
EXPENDITURES
Object Code 61XX - Salaries 2,951,964 3,337,074 3,772,080 3,847,521 3,924,472 4,002,961 4,083,020
Object Code 62XX - Prof. Contracted Services 480,955 739,694 962,025 981,266 1,000,891 1,020,909 1,041,327
Object Code 63XX - Supplies & Materials 244,945 283,805 258,447 262,324 266,259 270,252 274,306
Object Code 64XX - Other Operating Costs 198,527 249,489 341,894 345,313 348,766 352,254 355,776
Object Code 65XX - Debt Service 41,495 - - - - - -
Object Code 66XX - Capital Assets - - - - - - -
TOTAL EXPENDITURES 3,917,886 4,610,062 5,334,446 5,436,424 5,540,387 5,646,376 5,754,430
OTHER RESOURCES/USES
Other Resources - 654,042 36,967 37,706 38,460 39,230 40,014
Other Uses 100,000 641,354 49,807 50,803 51,819 52,856 53,913
Excess Revenues Over (Under) Expenditures 262,837 (7,270) (103,218) (259,312) (364,880) (472,654) (473,006)
GENERAL FUND ENDING BALANCE 767,490 760,220 657,002 397,690 32,810 (439,844) (912,851)
Assigned - Technology/FFE - 100,000 - - - - -
Assigned - Uniform/Equipment Replacement 13,718 7,366 3,684 14,838 14,838 14,838 14,838
Assigned - Facility Maintenance/FFE - - - - - - -
ENDING FUND BALANCE (Unassigned)753,772 652,854 653,318 382,852 17,972 (454,682) (927,689)
# of Operating Days (365)70 52 45 26 1 (29) (59)
Westlake Academy - General Fund
Five Year Financial Forecast - FY 2011-12 thru FY 2015-16
[FIVE YEAR CAPITAL IMPROVEMENT PLAN] April 26, 2011
Public Facilities
Currently, The Town of Westlake owns and
operates three facilities: the Westlake
Academy, the temporary buildings that
house our emergency services personnel and
equipment, and the Parchment house which
is currently being utilized for storage. The
Town also leases approximately 12,000
square feet of office space.
This Capital Improvement Plan proposes
increasing the number of buildings on the
Westlake Academy campus as well as
providing a new municipal building for staff
and community events. The rationale for
these proposals is discussed in greater detail in the project detail sheets.
High School Building ($5.3M)
Middle School Building ($4.2M)
Media center ($1M)
Multi-Purpose Building ($1.6M)
Primary School Addition ($1.3M)
Performance Hall – ‘Shell’ ($1.4M)
WA – Cover Existing Walkway ($270k)
WA – W. Parking Improvements ($115k)
High School Building
This project consists of the construction of a
new four section high school. The building
will be 2 stories and approximately 22,570
square feet in size. The total estimated
construction cost is $5,363,908. The high
school will house approximately 194 students
and 22 teachers including computer and
engineering labs, special education facilities
and additional space for administrative staff.
Middle School Building
This project consists of the construction of a
new middle school. The building will be 2
stories and approximately 19,320 square feet
in size. The total estimated construction cost
is $4,269,020. The middle school will house
approximately 540 students and 17 teachers
including science and computer labs, an art
room and additional space for administrative
staff.
Figure 1 - Facilities Assets: Percentage of Total
55%
45%
All Other Assets Facilities
Facility Assets
April 26, 2011 [FIVE YEAR CAPITAL IMPROVEMENT PLAN]
Media Center
This project consists of the construction of a
new media center/library adjacent to the Arts
& Science Building. The building will be
single-story and approximately 3,000 square
feet in size. The total estimated construction
cost is $1,007,449.
Multi-Purpose Building
This project consists of the construction of a
new multi-purpose room on the Southeast
corner of the main building. The building will
be single-story and approximately 4,500
square feet in size. The total estimated
construction cost is $1,627,656. The building
will provide flexible space for large group
gatherings and future expansion.
Primary School Addition
This project consists of the construction of an
addition to the Northeast corner of the
current building. The addition will be a one-
story building of approximately 5,200 square
feet in size. The total estimated construction
cost is $1,383,525.
Performance Hall – ‘Shell’
This project consists of the construction of a
new performance hall. The building will be
built as a 2-story ‘shell’ of approximately
11,500 square feet with furniture, fixtures
and equipment provided by contributions and
grants. The total estimated construction cost
is $1,477,598. The building will be
constructed without furnishings or fixtures
with the intent that these will be paid for
through fundraising efforts.
WA – Cover Existing Walkway
This project will provide an all-weather
covering for the existing walkway from Pod D
to the north entrance of the Sam and
Margaret Lee Arts & Science Center. The
estimated cost is $267,750.
WA – W. Parking Improvements
This project will bring the Northwest parking
area up to code with the Town’s ordinances
by creating medians and other improvements.
The estimated project cost is $115,450 with
completion scheduled for FY 14/15.
Table 1 - Facilities Current Replacement Value (original audited values - adjusted for inflation)
Type of Asset
Current
Replacement
Value
# of
Assets
# Fully
Depreciated
# Depreciating over
Next 5 Years
Buildings $28,068,862 8 0 1
[FIVE YEAR CAPITAL IMPROVEMENT PLAN] April 26, 2011
Figure 2 - Graphic Display of New Facility Locations
April 26, 2011 [FIVE YEAR CAPITAL IMPROVEMENT PLAN]
Project F1:
High School Building
Total Project Cost: $5,363,908
Funding Status:
This two-story, 22,570 sq. ft. facility will include 19 classrooms, a computer lab, engineering lab,
special education, and administrative space. The building will be located in the open space on the
SE corner adjacent to the soccer fields. The high school will house approximately 194 students and
22 teachers. The additional space will allow for expansion of course offerings and an increase in the
student population. The proposed plan estimates the building will be open and ready for use by
August of 2014.
Not Approved
Operating Budget Impact: This project does not affect the on-going operating budget; the annual
debt service and operations will be funded from increases in State funding resulting from higher
student enrollment.
Estimated Annual Operating/Debt Service Costs:
Operating Costs $116,000
Debt Service $351,000
Funding Sources for This Project:
Funding Source
*Bond Proceeds $5,363,908
Projected
Amount
* These bonds are backed by property taxes. However, no increase in the current property tax rate
is anticipated. As noted above, current estimates show that all costs will be covered by the increase
in State funding due to higher student enrollment.
Project Timeline:
Design Oct. 2011 – March. 2012
Pre-Construction May 2012 – April 2013
Construction May 2013 – Aug. 2014
Occupancy August 2014
[FIVE YEAR CAPITAL IMPROVEMENT PLAN] April 26, 2011
Project F2:
Middle School Building
Total Project Cost: $4,269,020
Funding Status:
This two-story, 19,320 sq. ft. facility will have 15 classrooms, including a computer lab, science lab,
special education, art, and administrative space. The building will be located on top of the current
sports-court area just north of the Arts & Science building. The additional space will allow for
expansion of course offerings and an increase in the student population. The proposed plan
estimates the building will be open and ready for use by August of 2014.
Not Approved
Operating Budget Impact: This project does not affect the on-going operating budget; the annual
debt service and operations will be funded from an increase in state funding that will result from
higher student enrollment.
Estimated Annual Operating/Debt Service Costs:
Operating Costs $100,000
Debt Service $279,000
Funding Sources for This Project:
Funding Source
*Bond Proceeds $4,269,020
Projected Amount
* These bonds are backed by property taxes. However, no increase in the current property tax rate
is anticipated. As noted above, current estimates show that all costs will be covered by the increase
in State funding due to higher student enrollment.
Project Timeline:
Design Oct. 2011 – March. 2012
Pre-Construction May 2012 – April 2013
Construction May 2013 – Aug. 2014
Occupancy August 2014
April 26, 2011 [FIVE YEAR CAPITAL IMPROVEMENT PLAN]
Project F3:
Media Center
Total Project Cost: $1,007,450
Funding Status:
This 3,000 sq. ft. facility will be located adjacent to the Arts & Science building on the south side.
The media center will provide library/media resources for secondary students. The proposed plan
estimates the building will be open and ready for use by August of 2014.
Not Approved
Operating Budget Impact: This project does not affect the on-going operating budget; the annual
debt service and operations will be funded from an increase in state funding that will result from
higher student enrollment.
Estimated Annual Operating/Debt Service Costs:
Operating Costs $15,500
Debt Service $65,000
Funding Sources for This Project:
Funding Source
*Bond Proceeds $1,007,450
Projected Amount
* These bonds are backed by property taxes. However, no increase in the current property tax rate
is anticipated. As noted above, current estimates show that all costs will be covered by the increase
in State funding due to higher student enrollment.
Project Timeline:
Design Oct. 2011 – March. 2012
Pre-Construction May 2012 – April 2013
Construction May 2013 – Aug. 2014
Occupancy August 2014
[FIVE YEAR CAPITAL IMPROVEMENT PLAN] April 26, 2011
Project F4:
Multi-Purpose Building
Total Project Cost: $1,627,655
Funding Status:
This 4,500 sq. ft. facility will be used as the cafeteria and gymnasium for the primary students. The
building will be located on the SE corner of the main campus building, directly east of the main
entrance. The space allows for expansion of course offerings and an increase in the student
population. The proposed plan estimates the building will be open and ready for use by August of
2014.
Not Approved
Operating Budget Impact: This project does not affect the on-going operating budget; the annual
debt service and operations will be funded from increases in state funding resulting from higher
student enrollment.
Estimated Annual Operating/Debt Service Costs:
Operating Costs $ 23,000
Debt Service $110,500
Funding Sources for This Project:
Funding Source
*Bond Proceeds $1,627,655
Projected Amount
* These bonds are backed by property taxes. However, no increase in the current property tax rate
is anticipated. As noted above, current estimates show that all costs will be covered by the increase
in State funding due to higher student enrollment.
Project Timeline:
Design Oct. 2011 – March. 2012
Pre-Construction May 2012 – April 2013
Construction May 2013 – Aug. 2014
Occupancy August 2014
April 26, 2011 [FIVE YEAR CAPITAL IMPROVEMENT PLAN]
Project F5:
Primary School Addition
Total Project Cost: $1,383,524
Funding Status:
This 5,200 sq. ft. facility will be located on the Westlake campus to provide additional classroom
space for expansion of the primary years programme and an increase in student population. The
building will be located on the SE corner of the main campus adjacent to the current primary
building. The proposed plan estimates the building will be open and ready for use by August of
2014.
Not Approved
Operating Budget Impact: This project does not affect the on-going operating budget; the annual
debt service and operations will be funded from increases in state funding resulting from higher
student enrollment.
Estimated Annual Operating/Debt Service Costs:
Operating Costs $27,000
Debt Service $91,000
Funding Sources for This Project:
Funding Source
*Bond Proceeds $1,383,524
Projected Amount
* These bonds are backed by property taxes. However, no increase in the current property tax rate
is anticipated. As noted above, current estimates show that all costs will be covered by the increase
in State funding due to higher student enrollment.
Project Timeline:
Design Oct. 2011 – March. 2012
Pre-Construction May 2012 – April 2013
Construction May 2013 – Aug. 2014
Occupancy August 2014
[FIVE YEAR CAPITAL IMPROVEMENT PLAN] April 26, 2011
Project F6:
Performance Hall – ‘Shell’
Total Project Cost: $1,477,599
Funding Status:
This 11,500 sq. ft. facility will be located on the Westlake campus to provide additional space for
expansion of course offerings and increases in student population. The building will be built as a 2-
story ‘shell’ to be completed at a later date with private funding/contributions.
Not Approved
Operating Budget Impact: This project does not affect the on-going operating budget; the annual
debt service and operations will be funded from increases in state funding resulting from higher
student enrollment.
Estimated Annual Operating/Debt Service Costs:
Operating Costs $60,000
Debt Service $97,500
Funding Sources for This Project:
Funding Source
*Bond Proceeds $1,477,599
Projected Amount
* These bonds are backed by property taxes. However, no increase in the current property tax rate
is anticipated. As noted above, current estimates show that all costs will be covered by the increase
in State funding due to higher student enrollment.
Project Timeline:
Design Oct. 2011 – March. 2012
Pre-Construction May 2012 – April 2013
Construction May 2013 – Aug. 2014
Occupancy August 2014
April 26, 2011 [FIVE YEAR CAPITAL IMPROVEMENT PLAN]
Project F9:
Westlake Academy – Cover Existing Walkway
Total Project Cost: $270,275
Funding Status:
This project will provide an all-weather covering for the existing walkway from Pod D to the north
entrance of the Sam and Margaret Lee Arts & Science Center. The estimated cost is $267,750 and
scheduled completion date is FY 15/16.
Not Approved
Operating Budget Impact: This project, as proposed, does not affect the on-going operating
budget; the annual debt service and operations are not projected to exceed the current amount
expended on our leased office space.
Estimated Annual Operating/Debt Service Costs:
Operating Costs $2,000
Debt Service $0
Funding Sources for This Project:
Funding Source
Un-identified $270,275
Projected
Amount
Project Timeline:
Begin Date FY 15-16
Completion Date FY 15-16
[FIVE YEAR CAPITAL IMPROVEMENT PLAN] April 26, 2011
Project F10:
Westlake Academy – West Parking Improvements
Total Project Cost: $115,500
Funding Status:
This project will bring the Northwest parking area up to code with the Town’s ordinances by creating
medians and other improvements.
Not Approved
Operating Budget Impact: The operating impact of this project is minimal; some crack sealing and
utility usage will occur on an annual basis.
Estimated Annual Operating/Debt Service Costs:
Operating Costs $2,500
Debt Service $0
Funding Sources for This Project:
Funding Source
Un-identified $115,500
Projected
Amount
Project Timeline:
Begin Date FY 14-15
Completion Date FY 14-15
Page 1 of 2
WESTLAKE ACADEMY AGENDA ITEM
Curriculum: IB PYP, MYP and DP Meeting Date: September 12, 2011
Staff Contact: Rod Harding Discussion
PYP Principal
Subject: Discussion of Revised Westlake Academy Vision, Mission and Values for 2011-
2012
EXECUTIVE SUMMARY
At the Board’s planning retreat in May of this year revisions to the Academy’s vision, value and
mission statements were discussed. These revisions were further discussed at the Board’s June
workshop and the value statements were reviewed again by the Board when they reviewed the
proposed Academy budget for next fiscal year in August. Since time, feedback from faculty was
solicited, as well as from parents. To date, no feedback has been received regarding these
proposed changes. The purpose of this discussion item is to inform the Board of Trustees of
where are in this process so that we can move forward with finalizing our vision, mission, and
value statements.
APPLICABLE STRATEGIC PLAN DESIRED OUTCOME
High Student Achievement
Strong Parent & Community Connections
Financial Stewardship & Sustainability
Student Engagement – Extracurricular activities
Effective Educators & Staff
WESTLAKE ACADEMY VALUES
Academic Achievement
MYP, DP (IB Continuum)
Caring Environment
Communication/Transparency
Engaged Stakeholders
Maximizing Each Child’s Potential
FISCAL IMPACT
Funded Not Funded N/A
RECOMMENDATION / ACTION REQUESTED/ OPTIONS
Consensus by the Board of Trustees on wording of the values statement and to update WA
documents with the revised Vision, Mission and Values. Staff recommends Board adoption of
these statements as presented, but changing the word tolerance to understanding in the Values
section. If the Board is in agreement, staff will bring a resolution for your consideration at the
October Board meeting.
Page 2 of 2
ATTACHMENTS
1. Attached revised Vision Mission and Values.
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BOARD RECAP / STAFF DIRECTION
Westlake
Academy
Item #6
Board Recap /
Staff Direction
Westlake
Academy
Item # 7 –
Workshop
Adjournment
Back up material has not
been provided for this item.
CITIZENS' PRESENTATIONS AND RECOGNITIONS: This is an opportunity for citizens to
address the Board on any matter whether or not it is posted on the agenda. The Board cannot
by law take action nor have any discussion or deliberations on any presentation made to the
Board at this time concerning an item not listed on the agenda. Any item presented may be
noticed on a future agenda for deliberation or action.
Westlake
Academy
Item # 2 – Citizens’
Presentations and
recognitions
CONSENT AGENDA: All items listed below are considered routine by the Board of
Trustees and will be enacted with one motion. There will be no separate discussion of
items unless a Board member or citizen so requests, in which event the item will be
removed from the general order of business and considered in its normal sequence.
a. Consider approval of the minutes for the meeting held on August 15, 2011.
Westlake
Academy
Item # 3 ‐ Consent
Agenda Items
BOT Minutes 08/15/11
Page 1 of 6
WESTLAKE ACADEMY
BOARD OF TRUSTEES WORKSHOP & REGULAR MEETINGS
August 15, 2011
PRESENT: President Laura Wheat and Trustees, Tim Brittan, Carol Langdon, David Levitan
and Rick Rennhack. Clif Cox arrived at 6:36 p.m.
ABSENT:
OTHERS PRESENT: Superintendent Tom Brymer, School Attorney Janet Bubert, Board
Secretary Kelly Edwards, Primary Principal Rod Harding,
Secondary Principal Clint Calzini, Administrative Coordinator Ben
Nibarger, Assistant to the Superintendent Amanda DeGan, MYP
Coordinator Tracy Odom, DP Coordinator Stacy Stoyanoff, PYP
Coordinator Allison Schneider, Finance Director Debbie Piper, Fire
Chief Richard Whitten, Public Works Director Jarrod Greenwood,
Director of Communications & Community Affairs Ginger Awtry,
Planning and Development Director Eddie Edwards, Human
Resources and Administrative Services Director Todd Wood,
Facilities and Recreation Director Troy Meyer and Management
Intern Scott Dixon.
Workshop Session
1. CALL TO ORDER
President Wheat called the workshop to order at 5:46 p.m.
2. REVIEW OF CONSENT AGENDA ITEMS FROM AUGUST 15, 2011, TRUSTEES
REGULAR MEETING AGENDA.
Trustee Rennhack asked to discuss item f of the consent agenda.
President Wheat asked to discuss item e of the consent agenda.
BOT Minutes 08/15/11
Page 2 of 6
Discussion ensued regarding the current cafeteria vendor, the facilities available to
prepare lunch for students and if they should consider allowing additional vendors
throughout the year.
Discussion ensued regarding the proposed amendment to the Graduation policy to
removing the ambiguity of quality points, how they relate to current course offerings and
transfer students.
3. REPORTS
a. IBO Middle Years Program Evaluation report.
President Wheat asked for clarification regarding the recommendations of policies.
Discussion ensued regarding the recommendations within the report. Primary
Principal Harding and faculty provided clarification regarding the link between
guidance and the assessment process and how this evaluation is linked back to the
Strategic Plan and Balanced Scorecard.
4. DISCUSSION ITEMS
a. Presentation and discussion of the 2011 Parent’s Survey.
President Wheat asked that this item be discussed prior to the consent agenda.
Mr. Chris Tatham, ETC Institute, provided an overview of the 2011 survey.
Discussion ensued regarding the survey methodology, the number of surveys sent to
parents, the overall perceptions, strengths and weaknesses and overall satisfaction of
the academy.
b. Discussion regarding the 2011 IB Diploma and Advanced Placement Results.
DP Coordinator Stoyanoff, Secondary Principal Calzini, and Primary Principal Harding
provided an overview of the results and world ratings.
Discussion ensued regarding the tests, samples of grading provided for the
assessment process, the process to combat lower numbers of students sitting for the
IB exams, the benefits and validation of the IB diploma program, activities of the
students not sitting for IB exams, and the correlation between AP and IB exams.
DP Coordinator Stoyanoff stated that the sample selection of grading sent to IB for
assessments shows that all teachers are grading on track with the IB standards.
Trustee Brittan left the meeting at 6:46 p.m.
BOT Minutes 08/15/11
Page 3 of 6
5. BOARD RECAP / STAFF DIRECTION
- ETC to provide additional crosstabs regarding the student’s progression and crosstab
breakdown regarding the question of bullying.
- Provide a breakdown showing the correlation of ACT and SAT scores in relation to IB
exam scores.
6. ADJOURNMENT
There being no further business before the Board, President Wheat adjourned the
workshop at 7:12 p.m.
Regular Session
1. CALL TO ORDER
President Wheat called the Regular meeting to order at 7:40 p.m. with Trustee Brittan
absent.
2. CITIZENS' PRESENTATIONS AND RECOGNITIONS:
No one addressed the Board.
3. CONSENT AGENDA:
a. Consider approval of the minutes for the meeting held on June 6, 2011.
b. Consider approval of the minutes for the meeting held on June 9, 2011.
c. Consider approval of Resolution 11-12, Approving and Adopting the
Governmental Accounting Standard Board (GASB) 54 Policy, delegating the
responsibility to assign funds to the Superintendent or his/her designee, and
amending the existing Fiscal and Budgetary Policies to incorporate the new policy
and approved delegation.
d. Consider approval of Resolution 11-13, Authorizing the Superintendent to
Execute a Contract with Region IX Education Service Center for Various Business
and Student Support Services for Westlake Academy.
e. Consider approval of Resolution 11-14, Authorizing the Superintendent to
Execute a Contract for Food Catering Services with Victual, LLC at Westlake
Academy.
BOT Minutes 08/15/11
Page 4 of 6
f. Consider approval of Resolution 11-15, Amending the Graduation Policy.
g. Consider approval of Resolution 11-16, Amending the Personnel Manual.
MOTION: Trustee Rennhack made a motion to approve the consent agenda
with the revisions as discussed to item f. Trustee Levitan
seconded the motion. The motion carried by a vote of 3-0.
Trustee Langdon was absent for the vote.
4. CONDUCT A PUBLIC HEARING AND CONSIDER RESOLUTION 11-17,
APPROVING THE ESTIMATED YEAR-END ACADEMIC SERVICES BUDGET FOR
WESTLAKE ACADEMY FOR THE FISCAL YEAR ENDING AUGUST 31, 2011 AND
ADOPTING THE PROPOSED BUDGET FOR THE FISCAL YEAR ENDING AUGUST
31, 2012.
Superintendent provided a brief overview of the revisions to the proposed budget made
as a result of recommendations discussed during the budget retreat and revision of
Mission and Vision statements.
Discussion ensued regarding the reduction of operating dollars per student, the grants
provided by the Foundation and the ability to add new staff while providing increases to
staff and faculty.
President Wheat opened the public hearing.
No one spoke.
President Wheat closed the public hearing.
MOTION: Trustee Cox made a motion to approve Resolution 11-17.
Trustee Rennhack seconded the motion. The motion carried by a
vote of 4-0.
5. EXECUTIVE SESSION
The Board convened into executive session at 7:54 p.m.
The Board will conduct a closed session pursuant to Texas Government Code, annotated,
Chapter 551, Subchapter D for the following:
a. Section 551.071(2) – Consultation with School Attorney on a matter in which the
duty of the attorney to the governmental body under the Texas Disciplinary
Rules of Professional Conduct of the State Bar of Texas clearly conflicts with this
chapter: Charter amendments including the Admissions Policy
b. Sections 551.071(2) and 551.074 – Consultation with School Attorney on a
matter in which the duty of the attorney to the governmental body under the
Texas Disciplinary Rules of Professional Conduct of the State Bar of Texas
clearly conflicts with this chapter: Discuss MOU with the Westlake Foundation
Board and related personnel issues.
BOT Minutes 08/15/11
Page 5 of 6
6. RECONVENE MEETING
President Wheat reconvened the meeting at 8:49 p.m.
7. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS.
MOTION: Trustee Langdon made a motion to approve Resolution 11-18,
amending the Admissions policy. Trustee Cox seconded the
motion. The motion carried by a vote of 4-0.
MOTION: Trustee Rennhack made a motion to approve Resolution 11-
19, approving an MOU with the Westlake Foundation Board.
Trustee Levitan seconded the motion. The motion carried by a
vote of 4-0.
8. BOARD CALENDAR
- Back to School Night - Secondary
August 17, 2011 (WA Gym - assembly begins at 6:00 p.m.)
- Back to School Night – Primary
August 18, 2011 (WA Gym - assembly begins at 6:00 p.m.)
- First Day of School
August 22, 2011
- HOC Back to School Bash
August 27, 2011 (WA Campus - 5:00 – 8:00 p.m.)
- Academy and Town Offices Closed
September 5, 2011
- BOT Meeting
September 12, 2011
9. FUTURE AGENDA ITEMS:
- None
BOT Minutes 08/15/11
Page 6 of 6
10. ADJOURNMENT
MOTION: Trustee Levitan made a motion to adjourn the meeting. Trustee Cox
seconded the motion. The motion carried by a vote of 4-0.
President Wheat adjourned the meeting at 8:55 p.m.
APPROVED BY THE BOARD OF TRUSTEES ON SEPTEMBER 23, 2011.
____________________________
Laura Wheat, Board President
ATTEST:
_____________________________
Kelly Edwards, Board Secretary
EXECUTIVE SESSION
The Board will conduct a closed session pursuant to Texas Government Code, annotated,
Chapter 551, Subchapter D for the following:
a. Section 551.071(2) – Consultation with School Attorney on a matter in which the
duty of the attorney to the governmental body under the Texas Disciplinary
Rules of Professional Conduct of the State Bar of Texas clearly conflicts with this
chapter: Charter amendments including the Admissions Policy
Westlake
Academy
Item # 4 – Executive
Session
Westlake
Academy
Item # 5 – Reconvene
Meeting
EXECUTIVE SESSION
The Board will conduct a closed session pursuant to Texas Government Code, annotated,
Chapter 551, Subchapter D for the following:
a. Section 551.071(2) – Consultation with School Attorney on a matter in which the
duty of the attorney to the governmental body under the Texas Disciplinary
Rules of Professional Conduct of the State Bar of Texas clearly conflicts with this
chapter: Charter amendments including the Admissions Policy
Westlake
Academy
Item # 6 – Take any
Necessary Action, if
necessary
BOARD CALENDAR
- Living History Presentation hosted by the WHPS
September 22, 2011, An evening with Bat Masterson
7:00-8:30 WA Performance Hall
- Board of Trustee Meeting
October 3, 2011
- Westlake Baja at Vaquero hosted by the Westlake Foundation
October 11, 2011, 5:00- 10:00 pm
- Westlake Vintage Care Show hosted by WHPS
October 29, 2011, 11:00-4:00, Solana Club parking lot
- Monster Mash hosted by WA HOC
October 29, 2011, 5:00-8:00 pm.
Westlake
Academy
Item #7
Board Calendar
FUTURE AGENDA ITEMS: Any Board member may request at a workshop and / or
Board meeting, under “Future Agenda Item Requests”, an agenda item for a future
Board meeting. The Board member making the request will contact the CEO with the
requested item and the CEO will list it on the agenda. At the meeting, the requesting
Board member will explain the item, the need for Board discussion of the item, the
item’s relationship to the Board’s strategic priorities, and the amount of estimated staff
time necessary to prepare for Board discussion. If the requesting Board member
receives a second, the CEO will place the item on the Board agenda calendar allowing
for adequate time for staff preparation on the agenda item.
- None
Westlake
Academy
Item # 8 –
Future Agenda
Items
Westlake
Academy
Item # 9 –
Adjournment
Back up material has not
been provided for this item.