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International World School
STRATEGIC PLAN
A central tenet of the Town of Westlake is the belief that communities
with the brightest future are those where knowledge is highly valued
and its goals and objectives are based on acquiring an education,
learning together and imparting knowledge to our future generations.
In Westlake’s case, those generations are found in the students
attending the Academy now and in the future. In keeping with this
philosophy, Westlake Academy is the only municipally owned and
operated Charter School in the State of Texas and as such, is the
largest operating department of the Town of Westlake.
The development of the Strategic Plan is designed to provide the
Westlake community, our faculty, students, and parents as wells as our
peer schools with the knowledge necessary to understand the direction
of the Academy as well as the emphasis the Board of Trustees places
in educating our next generation of leaders.
The Strategic Plan contains the mission, vision, and values of Westlake
Academy as defined by the Academy’s Board/Staff team. The Plan is
intended to equip our faculty, parents, students, administration and the
Board with a “road map” to pursue the desired outcomes that move
the school closer to this vision and ultimately, to the highest level of
student success we can attain with the resources provided.
Phone: (817) 490-5757
Fax: (817) 490-5758
www.westlakeacademy.org
2600 J. T. Ottinger Road
Westlake, Texas 76262
Insert Seal Here
Presented On: April 5, 2010
Table of Contents
Mission/Vision/Values 2
Overview 3
Desired Outcomes 4
Highlights of the Academy 4
High Student Achievement 5
Parent/Comm. Connections 12
Financial Stewardship 16
Student Engagement 20
Effective Educators 23
Governance
Structure
MISSION / VISION
Westlake Academy is governed by a six (6) member Board of Trustees
comprised of the Board President and five (5) Trustees. These positions serve
a dual role — as both the Academy’s governing board and the Town Council
for the Town of Westlake. The Trustees serve two (2) year staggered terms of
office and are responsible for the governance of the school, which includes
adopting policies related to educational services and programs, approving the
annual budget and appointment of members to the Westlake Academy
Foundation.
The Board also appoints the Chief Executive Officer of the school, who is
responsible for the Academy’s daily operations, staff appointment/
management, plant maintenance, and financial administration. In addition, the
CEO functions as the Town Manager for the Town of Westlake.
VALUES (GUIDING PRINCIPLES)
“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.”
Academic success through the 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
2
The 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 planning retreat, to develop the mission / vision statement and identify
the values that were important to the Academy. The plan was then expanded to
include five (5) Desired Outcomes which the Staff used to develop Specific
Outcomes, Indicators and Activities to accomplish these directives.
Strategic
Plan
Overview
Vision /
Mission Values
(Guiding
Principles) Desired
Outcomes Specific
Outcomes
Specific Outcomes are designed to support the five (5) main
Desired Outcomes identified as important to the success of the
students.
Assigned completion
dates for each Indicator
Activities are actions Staff
will complete to achieve the
goal set out in the
corresponding Indicator
Team Leaders are
identified to monitor our
progress toward the stated
goals
Indicators are
measurable statements/
activities designed to
show that Specific
Outcomes have been
achieved.
Specific Outcome = 1.0 Students will be well prepared to matriculate
and succeed in college.
Short-Range and On-going Goals
Team Leader(s): Heads of Section
Indicator = 1.1 100% of students are passing classroom exams
Estimated Completion Date: On-going Goal
Activity = 1.1.1 Continued integration of IB curricula into all
daily educational programs
Indicators
Specific Outcomes are
assigned a deadline relative
to the time anticipated it
will take to complete the
task.
Short Range = 1 - 2 years
Mid-Range = 2 - 3 years
Long Range = 3 - 5 years
and On-going
3
Description of Desired Outcomes
~ High Student Achievement
Develop inquiring, knowledgeable, caring and disciplined young
people who use their unique talents to create a beƩer and
more peaceful world through intercultural understanding and
respect
~ Strong Parent & Community ConnecƟons
To involve all stakeholders in building a beƩer Westlake
Academy community
~Financial Stewardship & Sustainability
~ Student Engagement – Extracurricular acƟviƟes
To ensure that all athleƟcs, community service and extra‐curricular acƟviƟes are held to the
same standard of excellence as the curricula programs to promote well‐balanced students
~ EffecƟve Educators & Staff
Recruit, develop and retain a core faculty and staff with the personal qualiƟes, skills and
Westlake Academy is the only school in the state of Texas to provide their students with all
three IB programs — Primary Years, Middle Years and the Diploma Program; and one of five
schools to offer all three in the United States.
Provides numerous extra‐curricular opportuniƟes, in addiƟon to the rigorous curriculum, such
as athleƟcs, drum line, music, yearbook, Black Cow journalism and newspaper publishing,
historian and garden club, student council, science and history compeƟƟon, Model United
NaƟons, etc.
Our first graduaƟng class, 24 students, have received over $1 million dollars in scholarship
offers!
Highlights of Westlake Academy
PSAT Statistics for 2008/2009
Critical Reading 9th 10th 11th
National Mean 41.6 41.6 46.7
Texas Mean 40.3 40.3 44
Westlake Students 48.9 50.6 56.5
Math 9th 10th 11th
National Mean 44 44 48.9
Texas Mean 43.5 43.5 47
Westlake Students 47.2 51.3 59.2
Writing 9th 10th 11th
National Mean 41 41 45.8
Texas Mean 40.4 40.4 44.4
Westlake Students 46.5 48.5 54.7
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Desired Outcome ~ High Student Achievement
A central focus of Westlake Academy is to prepare students to
achieve a world class education through the use of the IB
curriculum and ultimately toward doing well in college.
Special attention will be given to providing students with the
educational framework needed to help them experience success
on their homework assignments and in taking classroom based
tests. Both of which can be used as benchmark indicators as to a
students performance on the rigorous final IB exams adminis-
tered during their senior year of the Diploma Program.
Students will receive instruction in foreign language studies, exposure to and application of
modern technology in the classrooms, and be given the opportunity to model the IB Learner
Profile traits that will assist them in the formation of their critical thinking skills.
Profile Traits
Inquirers Open-minded
Knowledgeable Caring
Thinkers Risk-takers
Communicators Balanced
Principled Reflective
Staff will focus on providing curriculum and school experiences that will translate into achieving
the students goals of entering the college of their choice. Among other tasks, we will provide the
students with time management and research study skills which are crucial to college coursework
and examine the feasibility of providing on-campus review courses for the SAT and ACT exams
along with the implementation of other external assessment tools to gauge the students
capabilities in reading, mathematics and problem solving tasks.
We will also perform a complete alignment of the IB curriculum across the spectrum of our K-12
facility. This will allow each ‘section’ of students to better succeed as they progress through their
learning experiences. For example, each subject (math, science, etc.) will undergo continuous
review to ensure the curriculum and methods being taught in the Primary Years (PYP) will
transition into the Middle Years Program (MYP) and so on, into the 11th and 12th grade, known as
the Diploma Program (DP). Students who matriculate from Grade 6 (PYP) to Grade 7 (MYP) and
from Grade 10 (MYP) to Grade 11 (DP) will be prepared do well in their studies.
As parents are an integral component to the achievements of the student, the Board of Trustees,
through the use of the Westlake Academy Strategic Plan, have developed specific programs and
directives designed to assist new families in their transition into the Academy’s community along
with maintaining multiple lines of communication for our continuing families.
Please see the following Specific Outcomes and Indicators associated with High Student Achievement
for more information.
5
Desired Outcome ~ High Student Achievement (cont.)
Specific Outcome
1.0 Students will be well prepared to matriculate and succeed in college
Short-Range and On-going Goals
Team Leader(s): 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 Graduate 100% of our students
Estimated Completion Date: On-going Goal
1.3 100% college enrollment for all graduates
Estimated Completion Date: On-going Goal
1.3.1 Continued integration of IB curricula into all daily educational programs
1.4 90% will test for two (2) or more subject specific Diploma Program certificates
Estimated Completion Date: Spring, 2011
1.5 Students will perform at a level that is within the top 25% (upper quartile) on college entrance
exams (ACT, SAT) as compared to:
State average
Surrounding school districts
Comparable IB schools Estimated Completion Date: On-going Goal
1.5.1 Provide onsite testing to increase student access to exams; Research our ability to provide a
preparatory SAT, ACT program within Westlake Academy.
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
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 all IB programs
1.8 Develop time management and research skills study units to further prepare the students to
succeed in college level courses
Estimated Completion Date: Fall, 2010
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Desired Outcome ~ High Student Achievement (cont.)
Specific Outcome:
2.0 Graduate the maximum number of students with an IB Diploma on an annual basis – On-going Goal
Team Leader(s): Diploma Program 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
2.2 90% will test for the complete panel of Diploma Program exams
Estimated Completion Date: Spring, 2011
Specific Outcome:
3.0 Students will excel on the TAKS test - On-going Goal
Team Leader(s): Heads of Section
3.1 All students will pass the TAKS exams
Estimated Completion Date: On-going Goal
3.1.1 Develop parameters to ensure the students are prepared for State mandated
exams in a manner that aligns with the IB instruction
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 neighboring school districts
(see also High Student Achievement, 5.1)
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 (see also, High Student Achievement, 9.8.1)
3.3 Maintain the highest Texas Education Agency rating allowable for public schools
Estimated Completion Date: On-going Goal
Specific Outcome:
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): Primary, Middle Years and Diploma Program Coordinators
4.1 Students will view learning as a life-long process and possess the following competencies:
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
The ability to communicate effective and cogently (oral and written form)
The ability to access and analyze information
The ability to ask focused, purposeful questions
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Desired Outcome ~ High Student Achievement (cont.)
(Specific Outcome 4.0—Integration of IB Learner Profile, cont.)
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 develop problem solving strategies and dispute resolution skills
4.3 Students will demonstrate the following facets of international-mindedness:
Estimated Completion Date: On-going Goal
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
4.3.2 Curriculum will be presented in a holistic manner, so that both the cognitive and
affective domains of learning are stimulated
4.3.3 Promote broad student participation in residential trips
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
Specific Outcome:
5.0 Westlake Academy’s IB curricula and assessment methods are a product of continuous
review – On-going Goal
Team Leader(s): Administrative Services Coordinator; Primary, Middle Years and Diploma
Program Coordinators
5.1 Westlake Academy in top performing 5% of the following (for all grades):
Estimated Completion Date: Fall, 2011
Texas Charter schools
Texas public schools
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 (see also, High Student Achievement, 3.2.1)
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
5.2 Develop methods to review the curriculum and create alignment with TEKS and between the
Primary Years, Middle Years, and Diploma programs
Estimated Completion Date: Fall, 2010
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Desired Outcome ~ High Student Achievement (cont.)
(Specific Outcome 5.0– Review of IB curricula/assessments, cont.)
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
5.2.2 Create task force for curriculum recommendations on expansion and/or improvements to cur-
rent course offerings (examples: additional foreign language, choir, media arts program, etc.)
Specific Outcome:
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): Administrative Services Coordinator
Specific Outcome:
7.0 Work with Council, stakeholders, teachers, and staff to foster a discussion and generate a def-
inition of “What makes an excellent school?” – Short- Range Goal
Team Leader(s): Chief Executive Officer and Heads of Section
(see also Effective Educators and Staff, 5.1)
Specific Outcome:
8.0 Students will possess a working proficiency in a second language – Short/Mid-Range and
On-going Goals
Team Leader(s): Diploma Program Spanish Teacher
8.1 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
8.2 Students matriculating in grades 6 and 10 meet identified grade level standards for second
language proficiency
Estimated Completion Date: Spring, 2011
8.3 Graduates will demonstrate the following:
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
Estimated Completion Date: On-going Goal
8.4 Explore the feasibility of a full-time Spanish teacher for the primary grades
Estimated Completion Date: Spring, 2011
8.5 Review the establishment of sister-school relationship for a Spanish immersion experience.
Estimated Completion Date: Fall, 2012
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Desired Outcome ~ High Student Achievement (cont.)
Specific Outcome:
9.0 Parents will be encouraged to participate in the educational process to support students in
their studies – Short/Mid-Range and On-going Goals
Team Leader(s): Primary, Middle Years, and Diploma Program Coordinators
9.1 Develop methods to achieve 100% attendance rate for new parents at parent/teacher meetings
Estimated Completion Date: Summer, 2011
9.2 Create an educational development process for parents to simulate the student’s IB learning
environment and increase their understanding of the curricula
Estimated Completion Date: Spring, 2012
9.3 Provide parents with information from the IB action kits to further communications, explain
curriculum and answer related questions
Estimated Completion Date: Summer, 2010
9.4 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
9.4.1 Provide parenting resources, strategies and focus emails from Staff
9.5 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
Estimated Completion Date: On-going
9.5.1 Open meetings to interested parents on the waiting list
9.6 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
9.7 Identify and provide volunteer opportunities to involve parents/grandparents in the educational
process
Estimated Completion Date: On-going
9.7.1 Streamline the volunteer application process to reduce the clearance time; research the
use of an online application form
9.7.2 Develop process to track the number of volunteer hours and benchmark with other
schools and utilize the data in relative grant opportunities
9.7.3 Examine the feasibility of implementing a full-time volunteer coordinator position
9.8 Create content mechanism for quick parent access to their child’s academic progress in all
subjects
Estimated Completion Date: Summer, 2010
9.8.1 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 (see also, High Student Achievement, 3.2.2)
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Desired Outcome ~ High Student Achievement (cont.)
Specific Outcome:
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): 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
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Desired Outcome ~ Strong Parent & Community Connections
The involvement of the entire Westlake Academy community is
important to the achievements of the school and the students.
Our group of stakeholders include a wide range of different types
of individuals and contributors who work in tandem with our
educators and Staff on a daily basis.
These range from the families of our children, residents of
Westlake, corporate businesses who support our efforts, and ed-
ucational allies, such as various philanthropic foundations. All of
whom help to create the unique environment you and your stu-
dent will find at the Academy.
Staff will focus on strengthening our ties within the Westlake community, with neighboring
school districts, philanthropic organizations and benchmark schools, through multiple avenues,
such as the use of the Academy’s school newspaper, The Black Cow, the development of internship
programs with local businesses, collaborative efforts for regional training and forming
relationships with education oriented non-profit organizations.
The goal of this Desired Outcome is to further inform our residents and families of the current
topics of interest to the students with the journalistic reflections and articles found in their news
articles along with allowing students the opportunity to explore aspects of the corporate world
by working closely with industry leaders.
In addition, a parent survey will be presented to the Board for approval on an annual or biyearly
basis to promote the formal exchange of information with our parents. This will allow each
family with children in the school to express their opinion on a range of topics which are
important to the direction of the school and our overall success.
Please see the following Specific Outcomes and Indicators associated with Strong Parent Commitment for
more information.
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Desired Outcome ~ Strong Parent & Community Connections, (cont.)
Specific Outcome:
1.0 Westlake Academy will work in tandem with the Town to foster community ties – Mid-Range
and On-going Goals
Team Leader(s): 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, 2011
1.3.1 Perform a 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 Diploma Program 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 opportunity
Specific Outcome:
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): Heads of Section; Administrative Services Coordinator – Short-Range and
On-going Goals
2.1 Conduct the parent survey on an annual, or bi-yearly, basis to assist the Staff in their educational
efforts; identify areas in need of improvement and promote feedback opportunities for parents
Estimated Completion Date: On-going Goal
2.2 Review the current web site and re-design as needed to increase flexibility and user-friendly
aspects of navigation/information
Estimated Completion Date: Spring, 2011
2.2.1 Expand Parent survey questions to include additional feedback on web site configuration
and usage trends
13
Desired Outcome ~ Strong Parent & Community Connections, (cont.)
(Specific Outcome—2.0, Stakeholder Communication, cont.)
2.2.2 Compare CMS platforms to streamline the updating procedures for the web site
2.3 Increase the use of technology and outreach measures to foster transparency and involve the
Academy community
Estimated Completion Date: On-going Goal
2.3.1 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
2.3.2 Draft parameters for posting content to the web site to ensure consistent delivery of
information to parents/students
2.3.3 Publish and maintain grade level web sites and the Academy web site
2.3.4 Research the implementation of online accessible grading systems to inform parents of
student progress
2.3.5 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
2.4 Develop and update a community events link through the web site
Estimated Completion Date: Fall, 2010
2.4.1 Add community events link to include major events such as Arbor Days, Monster Mash,
Tree Lighting Ceremony, Decoration Day, etc.
2.5 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: Fall, 2010
Specific Outcome:
3.0 Ensure a smooth transition of new students into Westlake Academy
Team Leader(s): Heads of Section; Primary, Middle Years, and DP Coordinators, Primary and
Secondary Counselors – Short-term and On-going Goals
3.1 Develop peer mentors for new students and families
Estimated Completion Date: Summer, 2010
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
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Desired Outcome ~ Strong Parent & Community Connections, (cont.)
Specific Outcome:
4.0 Continue to establish local business support to promote the Academy and community
events
Team Leader(s): Administrative Coordinator – 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 in-
terns)
4.1.4 Discuss the posting of athletic jerseys, photos of athletes, sports statistics, etc. in local
restaurants or businesses
Specific Outcome:
5.0 Foster ties with organizations which will assist Westlake Academy in achieving their
goals - such as, other schools and philanthropic groups (Hudson Foundation and
neighboring ISD’s, etc.) – Short-Range Goal
Team Leader(s): Chief Executive Officer, Heads of Section and Administrative Coordinator
15
Desired Outcome ~ Financial Stewardship and Sustainability
Westlake Academy is in a unique situation being an open-
enrollment charter school. Funds for our daily operations are
supplied largely through State of Texas public education funds, as
well as the Town of Westlake funding. These two funding sources
are supplemented by private donations. These important donations
are raised primarily through the annual Blacksmith Campaign,
which is coordinated and conducted by the Westlake Academy
Foundation.
Town of Westlake funding, through the municipal budgeting pro-
cess, remits payments for the debt service on all bonds issued to
build and/or expand the Academy. Cross-organizational support is
provided through the combining of departmental resources from
the Town departments, which include finance, human resources/
administrative, technology, and facilities maintenance, etc., for the
needs of the Academy Staff.
16
Financial stability and the procurement of funds to meet the needs of our current and future students is a
priority for the Academy. The school is an open-enrollment charter school that is owned and operated by
the Town of Westlake, and as such, is the largest operating department of the Town.
A guiding philosophy of the operational practices of the Academy is shown through the use of these types
of resource sharing opportunities that avail themselves when a school is owned and operated by a
municipality. Since a significant portion of the Town’s municipal budget is allocated to the support and
success of the student’s at the Academy, the Town Council/Board of Trustees and the Staff consistently
strive to identify and implement cost saving measures which will increase our capacity to serve our
students while being good stewards of the financial resources of the Town.
The organizational structure which allows the Town Council members to also serve on the Board of
Trustees, further displays the commitment to the success of the school found within the Westlake
community. The board members are able to gain a broad perspective on the challenges and opportunities
facing both the Town as a whole, including the school, while providing consistent and proactive
governance policies to guide the Staff. The budget is approved on an annual basis by the Town Council/
Board of Trustees. The board then works closely with the Westlake Academy Foundation including the
appointment of members to the Foundations’ Board of Directors.
The Town Council/Board members also appoint the executive leadership through the Town Manager/
Chief Executive Officer position. This person oversees and appoints the Westlake Academy Leadership
Team, the Academy’s daily operations, and manages the financial components of the school. In addition,
the Town Manager/CEO, and Academy Leadership Team, work together in supporting the Board’s policy
initiatives, including the Strategic Plan, as well as making recommendations to the Board relative to poli-
cy options and IB academic program choices.
The Staff will continue to look for ways to implement cost savings measures to maximize our financial
return on the money entrusted to us for the student’s education. This will include looking for
opportunities to partner with the Westlake Academy Foundation to sponsor fundraising events and
working with other philanthropic groups who would like to be a part of the success of Westlake
Academy.
Please see the following Specific Outcomes and Indicators associated with Financial Stewardship and
Sustainability for more information.
Desired Outcome ~ Financial Stewardship and Sustainability
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): 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
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 best and lowest possible bid/
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
Specific Outcome:
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): Administrative Services Coordinator; Facilities and Recreation Director;
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, 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/copiers to lower costs; research ‘printing on demand’
technology similar to college systems (possible electronic submission of assignments)
2.1.3 Recommend new technology to 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
Specific Outcomes:
3.0 Compensation packages for the educators and Staff will be regularly reviewed to remain
competitive with surrounding school districts
Team Leader(s): 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
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Desired Outcome ~ Financial Stewardship and Sustainability (cont.)
(Specific Outcome 3.0—Compensation Packages, cont.)
3.1.1 Human Resources Director to perform analysis on an annual basis and prepare a report for
the CEO
3.1.2 Study options and feasibility of compensation systems that reward teacher effectiveness
relative to student achievement
Specific Outcome:
4.0 Staff will support and assist the Westlake Academy Foundation in fundraising and grant
opportunities
Team Leader(s): 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
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
(see Financial Stewardship and Sustainability, 6.2.1)
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, 2010
Specific Outcome:
5.0 Increase the growth of resources
Team Leader(s): Chief Executive Officer; Heads of Section – Short/Mid-Range and On-going
Goals
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
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Desired Outcome ~ Financial Stewardship and Sustainability (cont.)
Specific Outcome:
6.0 Constant study, analysis, and emphasis on effective use of all financial resources to
attain long term financial stability
Team Leader(s): Chief Executive Officer
6.1 Continued progress each fiscal year to improve Westlake Academy’s operational efficiencies
and move closer to fully covering the following; a.) all operating costs and b.) improved
coverage of direct/indirect costs in the municipal budget other than debt service
Estimated Completion Date: Spring, 2010
6.2 Heads of Section/WALT team to work in tandem with CEO to review the financial
requirements and funding options for the school
Estimated Completion Date: Spring, 2011
6.2.1 Benchmark the finances of Westlake Academy relative to other comparable IB
and Charter schools for both operational and debt service expenditures
6.2.2 Research grant opportunities to augment revenue sources
(see Financial Stewardship and Sustainability, 4.3)
6.3 Perform regular reviews of the financial policies associated with the Academy
Estimated Completion Date: On-going
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Desired Outcome ~ Student Engagement
Student engagement is an integral component of the Academy’s
cornerstone, the International Baccalaureate (IB) curriculum. The IB
curriculum rests on a learning philosophy that emphasizes an
individualized, inquiry based platform tailored to a child’s learning
strengths and can be seen in the profile traits which are woven into
the curriculum of the school. Students are encouraged to display the
following behaviors in their school work and extra-curricular
activities, which are found in the IB Learner Profile:
Inquirers Open-minded
Knowledgeable Caring
Thinkers Risk-takers
Communicators Balanced
Principled Reflective
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Leadership and community engagement opportunities are provided at Westlake Academy through various
service requirements used to benefit local charities/non-profit based groups. We also use student-based
groups, athletics and are researching the addition of summer educational opportunities to foster student
engagement.
The Academy has implemented a “House” system where each student and faculty member is assigned to a
House for the length of their tenure at the school. Each House was named after individuals who represent
the qualities important to our mission statement. The system fosters school and team spirit, along with a
sense of community through inter-campus competition and service based projects to help those in need.
The Strategic Plan contains initiatives to promote and provide the necessary support for the House system
to thrive and increase student participation.
Students are also engaged through the use of many extra-curricular opportunities such as, music programs,
book and chess clubs, drum line, junior historians, Rotary Interact Club, Future Business Leaders, drama
club, dancing clubs, etiquette classes, etc. The goal is to support the IB through these opportunities, which
allow the students to be well-rounded individuals with varying interests that can be explored and nurtured
in a wide range of student groups.
Athletic programs are also important to the school and allow the children to explore their natural talents
through competitive sports and active exercise-based participation. We offer several options when it
comes to team choice — including, volleyball, soccer, cross-country, six (6) man football, basketball,
softball and baseball, to name a few. Many sports are offered for both a boys and girls team, with our soccer
teams fielding a co-ed mix of students. Competition is balanced with the educational requirements of the
Academy and many of our teams have been successful enough to either advance to or win the Texas
Christian Athletes Fellowship state championships in their respective sports.
Please see the following Specific Outcomes and Indicators associated with Student Engagement for more
information.
Desired Outcome ~ Student Engagement (cont.)
Specific Outcome:
1.0 Westlake Academy Staff will promote school-wide leadership, athletic, community service and
extra-curricular opportunities for students
Team Leader(s): Primary, Middle Years, and DP Coordinators; Athletic Director – Short-Term
and On-going Goals
1.1 Promote and develop community service opportunities to ensure that all students, K-12, complete
the necessary service hours
Estimated Completion Date: Fall, 2011
1.1.1 Establish online activities calendars, which allow for the coordination of extra-curricular,
athletic, and community service activities
1.1.2 Staff will continually review community service guidelines to prepare Primary and Middle
Years students to meet the demands of the CAS requirements in the DP program
1.2 Include or expand wording in the Parent Survey to establish a benchmark approval rating for the
athletic sports and extra-curricular programs
Estimated Completion Date: Spring, 2011
1.2.1 Administer annual student survey to gauge approval rating and suggestions to the sports
and extra-curricular events offered at the Academy
1.2.2 Staff will support and collaborate with the Westlake Academy Athletics Club
1.3 Provide diverse opportunities for non-athletic based extra-curricular programs
Estimated Completion Date: Fall, 2011
1.3.1 Identify and pursue Staff sponsors for science, debate, Odyssey of the Mind, etc.
1.4 Research and if feasible, implement UIL participation in academic events for students
Estimated Completion Date: Fall, 2010
1.5 Develop department based strategic plan for athletic program to identify main goals and
objectives to support and serve the student athletes
Estimated Completion Date: Fall, 2010
1.6 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
Estimated Completion Date: Fall, 2010
Specific Outcome:
2.0 Prepare an annual student based survey (current and alumni) to cover topics relative to their
experiences at Westlake Academy, satisfaction levels with athletics and extra-curricular pro-
grams, curriculum feedback, etc.
Team Leader(s): Administrative Services Coordinator; Heads of Section – On-Going Goal
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Desired Outcome ~ Student Engagement (cont.)
Specific Outcome:
3.0 Staff will promote and support the House system
Team Leader(s): House Coordinator – Mid-Range Goal
3.1 Work with the House coordinator to identify House leadership opportunities and establish reg-
ular participation in major events
Estimated Completion Date: Fall, 2012
3.2 School sponsored service activities to work through the House system to increase participation
Estimated Completion Date: Fall, 2012
Specific Outcome:
4.0 Westlake Academy will sponsor summer programs for educational advancement
Team Leader(s): Middle Years, Diploma Program 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: Spring, 2010
4.2 Research the ability of summer programs of surrounding businesses, such as the Solana Club and
other school districts, to expand activities into offerings for Academy students
Estimated Completion Date: Spring,2011
Specific Outcome:
5.0 Students will be recognized for achievements
Team Leader(s): Heads of Section – On-Going Goals
5.1 Staff will recognize students within the Westlake Academy community
Estimated Completion Date: On-going Goals
5.1.1 Recognition to occur at commendation ceremonies; announcements at flag and where
applicable, through signs posted around the school, in newsletters, and/or Black Cow, etc.
5.2 Students will receive recognition in local newspapers for educational, service and/or athletic
achievements, etc.
Estimated Completion Date: On-going Goals
5.2.1 Athletic Director will notify publication entities of sports scores and outstanding student
successes
5.2.2 Staff will provide press releases to publications for notable accomplishments in academics
or service related activities
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Desired Outcome ~ Effective Educators and Staff
Effective student education cannot and will not occur at Westlake
Academy without effective educators and staff. This is a given,
and for that reason, this desired outcome has been developed and
identified as an important Specific Outcome in the Strategic Plan.
Recruitment, development, and retention of faculty and staff are
the areas of highest dollar investment by Westlake Academy.
Investment in this valuable resource, our employees, yields results
in the classroom as the correlation between high student
achievement and effective teachers is indisputable.
To that end, resources will continue to be marshaled through a variety of initiatives identified in this Plan,
all of which, are intended to pursue continuous learning opportunities for Academy faculty and staff.
Emphasis will be maintained on providing, but also increasing, IB training to all our teachers with the goal
of all faculty having the highest level of IB training available.
Other staff learning opportunities will be developed, featured and explored, including but not limited to,
collaborative efforts with area schools to bring nationally and regionally known educational trainers and
speakers to the Academy. This will assist in the creation of an environment that nurtures an organizational
culture of continuous improvement for our teachers and furthers their professional development.
The Strategic Plan identifies the need to map out the Academy’s future campus facility needs so that we can
anticipate the types of facilities our teachers need to be effective in the classroom. A multi-year technology
plan is slated to be developed through this Desired Outcome to coordinate the further implementation of
technology to maximize teacher effectiveness with our students.
Development of Westlake Academy as an “employer of choice” will also emphasize strong teacher
recruitment initiatives to hire teachers who are passionate about what they do and seek to inspire their
students to have a passion for learning. Teacher development and retention will include a variety of
mentoring and coaching programs that involve the teacher assessing and critiquing their own performance
to take it to the “next level” with the facilitation of a performance coach. Finally, a variety of means
identified in this Plan will be used to promote an organizational culture that values and fosters leadership
and collaboration among teachers across curricula.
Please see the following Specific Outcomes and Indicators associated with Effective Educators and Staff for
more information.
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Desired Outcome ~ Effective Educators and Staff, (cont.)
Specific Outcome:
1.0 Educators and Staff will attend professional development training opportunities
Team Leader(s): Heads of Section; Primary, Middle Years, and Diploma Coordinators – Short/
Mid-Range and On-going Goals
1.1 Develop an organizational culture and framework for professional development
Estimated Completion Date: On-going Goals
1.1.1 Heads of Section to work with Staff to identify the type/frequency of training opportunities
1.1.2 Maintain imbedded professional development within the IB for Staff
1.1.3 Conduct public speaking training, teamwork and leadership development for Staff
1.1.4 Examine the feasibility of developing an in-house professional development coordinator
position
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
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
1.5 Research the hosting of professional development courses with surrounding schools and local
businesses
Estimated Completion Date: Summer, 2013
1.5.1 Contact schools to determine interest and opportunities for training
1.5.2 Prepare report and submit to Head(s) of Section/CEO/BOT by Fall of 2010
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Desired Outcome ~ Effective Educators and Staff, (cont.)
Specific Outcome:
2.0 Staff will conduct on-site visits with IB officials for evaluation purposes and perform periodic
review of the Academy’s Charter document
Team Leader(s): Heads of Section – On-going Goals
2.1 Conduct consistent review of the Academy Charter along with appropriate 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
Specific Outcome:
3.0 Promote an environment and culture which fosters leadership and collaboration across K-12
faculty
Team Leader(s): Heads of Section – Short-Range and On-Going Goals
3.1 Hold monthly whole staff/faculty meetings and ‘as needed’ section meetings to promote staff
development
Estimated Completion Date: On-going Goal
3.2 Incorporate the Strategic Plan of Westlake Academy into staff meetings and staff participation
activities
Estimated Completion Date: On-going Goal
3.3 Integrate the mission, vision and value statements of the Academy into documents and staff
communications; post the information in various school locations
Estimated Completion Date: Fall, 2010
3.4 Conduct Westlake Academy Leadership Team meetings on a regular basis
Estimated Completion Date: On-going Goal
3.5 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
3.6 Research the use of a teacher survey to facilitate communication with the Board and Leadership
Team of the Academy.
Estimated Completion Date: Fall, 2012
Specific Outcome:
4.0 Draft long-range facility master plan and integrate with the capital improvement plan (CIP) for
the Town of Westlake
Team Leader(s): Chief Executive Officer; 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
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Desired Outcome ~ Effective Educators and Staff, (cont.)
Specific Outcome:
5.0 WA will recruit, develop, and retain effective and highly qualified teachers , staff and
management
Team Leader(s): Chief Executive Officer and 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” (see also, High Student Achievement, 7.0)
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
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
Specific Outcome:
6.0 Develop a multi-year technology plan for the Academy
Team Leader(s): Director of Administrative Services – Mid-Range Goal
Specific Outcome:
7.0 Structure, systems, and protocols that address academic and administrative needs will be
implemented and communicated to Staff
Team Leader(s): Administrative Coordinator – Mid-Range Goal
7.1 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
7.2 Codify all procedures and protocols for the school and make the accessible to faculty and staff
Estimated Completion Date: Summer, 2012
7.2.1 Compile a list of all reports required for IB, state and federal authorities and put into
place procedures to ensure full compliance
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