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Home My WebLink AboutWA Budget Retreat 061810.1-FINALWestlake Academy Board of Trustees Budget Retreat June 18, 2010 Board of Trustees Steps to This Point RE: FY 10/11 Westlake Academy Budget •Jan. 4, 2010 – Strategic Plan Presented to Board of Trustees •Jan. 8, 2010 – Met With Westlake Academy Affiliates About FY 10/11 Needs Identification To-Date •Feb. 1, Mar. 1, April 5, and May 10, 2010 – Block Scheduling •May 10, 2010 – Adoption of Westlake Academy Strategic Plan •May 24, 2010 – Strategic Planning and Governance Retreat 2 6/17/2010 BOT Meeting May 24, 2010 Retreat Direction •Develop scenarios balancing Westlake Academy budget using: –Program priority basis showing the impact of 10% and 20% reductions –NOT including Blacksmith funds 3 6/17/2010 BOT Meeting What We Will Cover Today: •Planning Calendar •Strategic Plan’s Desired Outcomes: Mission, Vision &Values •General Financial Information •School Census/Enrollment Information •Westlake Academy Cost Comparison to Average Cost for Texas Charter Schools •Budget Scenarios for FY10/11 •Recommended FY 10/11 Service Adjustments •Summary Points •School & Class Size Studies •Block Schedule Information •Q & A / Board of Trustees Discussion and Direction 4 6/17/2010 BOT Meeting Governing and Managing for Outcomes Planning Calendar •Dec. 2009- WALT meeting to discuss FY 10/11 Budget •Jan. 2010- meet with WA affiliates for joint planning for FY 2010 •Jan. 4, 2010- present draft of WA Strategic Plan to BOT •Feb. 1, 2010- broad overview discussion with BOT of WA’s FY 10/11 (early input, including review of updated WA financial forecast) •March/April 2010- parents’ survey •June 18, 2010- WA FY 10/11 Academic Services Budget and Strategic Planning Retreat •August 16, 2010- Board adoption of WA FY10/11 Academic Services Budget 5 6/17/2010 BOT Meeting Governing and Managing for Outcomes Westlake Academy’s Strategic Plan 6 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 Academic Achievement Strong Parent & Community Connections Financial Stewardship and Sustainability Student Engagement Effective Educators and Staff 6/17/2010 BOT Meeting General Financial Information •“Snapshots” •Costs per Student •Debt Service •Program Information 7 6/17/2010 BOT Meeting General Financial Information FY 09/10 Budget “Snapshot” All Costs Academic Services Budget 66% Municipal Funded Direct Operational Costs 4% Municipal Funded Indirect Operational Costs (Support Services) 6% Annual Debt Service Payment 24% BUDGET SNAPSHOT 8 Fiscal Year 09-10 Adopted Academic Services Budget $ 4,057,713 Municipal Funded Direct Operational Costs 248,638 Subtotal Direct Operation Expenditures 4,306,351 Municipal Funded Indirect Costs (Support Services) 339,469 Subtotal All Operating Costs 4,645,820 Annual Debt Service Payment 1,499,751 Grand Total $ 6,145,571 6/17/2010 BOT Meeting General Financial Information FY 09/10 Academic Services Budget “Snapshot” 10% 3% 3% 84% Blacksmith Revenue $420,000 Federal Revenue $119,976 Local Revenue $135,464 State Revenue $3,637,109 REVENUES $4,312,549 76% 12% 6% 5% 1% Payroll & Related $3,090,575 Contracted Services $506,290 Supplies & Materials $234,205 Other Operating $184,643 Debt Service/Lease $42,000 EXPENDITURES $4,057,713 9 6/17/2010 BOT Meeting General Financial Information FY 09/10 Academic Services Budget “Snapshot” All Costs 10 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Academic Services Expenditures 66% Municipal Expenditures 34% 6/17/2010 BOT Meeting General Financial Information FY 09/10 Academic Services Budget “Snapshot” 11 10% 3% 3% 84% Blacksmith Revenue $420,000 Federal Revenue $119,976 Local Revenue $135,464 State Revenue $3,637,109 REVENUES Total $4,312,549 6/17/2010 BOT Meeting General Financial Information Cost Per Student FY 09/10 12 $- $2,000 $4,000 $6,000 $8,000 $10,000 FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 $7,016 $7,111 $6,944 $7,725 $8,721 $8,955 $8,579 Academic Services Budget - Expenses per Student $- $2,500 $5,000 $7,500 $10,000 $12,500 $15,000 FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 $10,628 $11,930 $12,014 $12,305 $13,012 $13,865 $12,993 Expenses per Student Including Debt Service (Includes full-cost structure – All Funds) 6/17/2010 BOT Meeting Debt Service Fund Long-Term Debt Summary All Bonds Pymt # Fiscal Year Principal Interest Total 1 2010 525,000 973,250 1,498,250 2 2011 555,000 946,778 1,501,778 3 2012 580,000 918,450 1,498,450 4 2013 610,000 888,528 1,498,528 5 2014 640,000 856,906 1,496,906 6 2015 675,000 823,442 1,498,442 7 2016 710,000 787,864 1,497,864 8 2017 740,000 760,197 1,500,197 9 2018 775,000 730,089 1,505,089 10 2019 810,000 691,257 1,501,257 11 2020 850,000 649,870 1,499,870 12 2021 895,000 606,461 1,501,461 13 2022 940,000 560,744 1,500,744 14 2023 985,000 512,719 1,497,719 15 2024 1,040,000 462,385 1,502,385 16 2025 1,090,000 408,530 1,498,530 17 2026 1,130,000 362,154 1,492,154 18 2027 1,185,000 314,082 1,499,082 19 2028 1,240,000 263,668 1,503,668 20 2029 1,110,000 209,945 1,319,945 21 2030 1,155,000 161,095 1,316,095 22 2031 1,210,000 110,060 1,320,060 23 2032 1,260,000 56,160 1,316,160 TOTAL $ 20,710,000 $ 13,054,629 $ 33,764,629 General Financial Information Debt Service 13 Debt Service Fund Long-Term Debt Summary All Bonds Pymt # Fiscal Year Principal Interest Total 1 2010 525,000 973,250 1,498,250 2 2011 555,000 946,778 1,501,778 3 2012 580,000 918,450 1,498,450 4 2013 610,000 888,528 1,498,528 5 2014 640,000 856,906 1,496,906 6 2015 675,000 823,442 1,498,442 7 2016 710,000 787,864 1,497,864 8 2017 740,000 760,197 1,500,197 9 2018 775,000 730,089 1,505,089 10 2019 810,000 691,257 1,501,257 11 2020 850,000 649,870 1,499,870 12 2021 895,000 606,461 1,501,461 13 2022 940,000 560,744 1,500,744 14 2023 985,000 512,719 1,497,719 15 2024 1,040,000 462,385 1,502,385 16 2025 1,090,000 408,530 1,498,530 17 2026 1,130,000 362,154 1,492,154 18 2027 1,185,000 314,082 1,499,082 19 2028 1,240,000 263,668 1,503,668 20 2029 1,110,000 209,945 1,319,945 21 2030 1,155,000 161,095 1,316,095 22 2031 1,210,000 110,060 1,320,060 23 2032 1,260,000 56,160 1,316,160 TOTAL $ 20,710,000 $ 13,054,629 $ 33,764,629 6/17/2010 BOT Meeting General Financial Information Program Information 14 PYP Program 1 General Instruction 832,204 20.13% 1 PE 116,859 2.83% 2 Supplies & Operations 556,171 13.45% 3 Administration 150,181 3.63% 4 Support Services 128,366 3.10% 4 Spanish 69,263 1.68% 5 Music 49,876 1.21% 6 Art 70,683 1.71% 7 Library 37,917 0.92% 8 Strings 7,143 0.17% $ 2,018,662 48.82% 6/17/2010 BOT Meeting General Financial Information Program Information 15 MYP Program 1 Art 22,767 0.55% 1 Humanities 72,655 1.76% 1 Information Technology 23,417 0.57% 1 Language Arts 131,948 3.19% 1 Math 81,647 1.97% 1 Science 105,549 2.55% 1 Spanish 111,816 2.70% 1 PE/Athletics 66,776 1.61% 2 Library 21,726 0.53% 3 Supplies & Operations 374,995 9.07% 4 Administration 136,289 3.30% 5 Support Services 73,553 1.78% $ 1,223,140 29.58% 6/17/2010 BOT Meeting General Financial Information Program Information 16 DP Program 1 Humanities 36,327 0.88% 1 Information Technology 11,709 0.28% 1 Language Arts 65,974 1.60% 1 Math 40,823 0.99% 1 Science 52,775 1.28% 1 Spanish 55,908 1.35% 1 Supplies & Operations 169,584 4.10% 2 Administration 68,043 1.65% 3 Support Services 33,263 0.80% 4 Library 9,812 0.24% 5 Art 11,384 0.28% $ 555,601 13.44% 6/17/2010 BOT Meeting General Financial Information Program Information 17 Special Education 1 Occupational Therapy (Social Skills) 18,000 0.44% 1 Speech Therapy (Social Skills) 25,000 0.60% 1 Inclusion (Mainstream/Social Skills) 81,620 1.97% 1 Resource 13,518 0.33% 1 Compliance 56,064 1.36% 1 Student Assessment 31,600 0.76% 1 Supplies 500 0.01% $ 226,302 5.47% 6/17/2010 BOT Meeting General Financial Information Program Information 18 Information Technology 1 IT Support 22,217 0.54% 1 Windows/Mac Support 33,325 0.81% 1 Enterprise Support 11,108 0.27% 1 Data Center 11,108 0.27% 1 Website Services 11,108 0.27% 1 LAN/WAN Operations 11,108 0.27% 1 Physical & Electronic Network Security 11,108 0.27% $ 111,083 2.69% 6/17/2010 BOT Meeting Westlake Academy Census/Enrollment Information FY 09/10 19 32% 68% Westlake Residents Students Residing Outside of Westlake 6/17/2010 BOT Meeting Westlake Academy Total Enrollment Information By Home School District FY 09/10 20 55% 19% 17% 9% Keller ISD Carroll ISD Northwest ISD Other ISD's6/17/2010 BOT Meeting School Census/Enrollment Information Student Census: School Staff, Town Staff & Remainder FY 09/10 21 2% 8% 90% Town Staff Children School Staff Children Open Enrollment Children 34 39 37 39 44 40 40 41 39 39 35 36 24 K G1 G2 G3 G4 G5 G6 G7 G8 G9 G10 G11 G12 0 20 40 60 6/17/2010 BOT Meeting School Census/Enrollment Information Total Student Growth FY 03/04 - FY 09/10 22 6/17/2010 BOT Meeting 0 100 200 300 400 500 2003-2004 1-6 2004-2005 K-7 2005-2006 K-8 2006-2007 K-9 2007-2008 K-10 2008-2009 K-11 2009-2010 K-12 195 264 324 346 379 417 473 Total Students Westlake Academy Cost Comparisons To Average Cost For Charter Schools in Texas (2003 Study Using 1997-1998 Data) 23 Percent of Total Charter Schools Host Districts Westlake Academy FY 09-10 Expenditures by Function Instructional 49% 53% 65% Resources & Media 0% 1% 2% Staff Development 1% 2% 2% Instructional Leadership 1% 2% 2% School Leadership 9% 6% 6% Guidance & Counseling 5% 3% 4% Social Work Services 0% 0% 0% Health Services 1% 1% 2% Transportation 1% 2% 0% Food Services 2% 5% 0% Co-Curricular/Extracurricular Activities 1% 1% 3% Administrative 8% 3% 8% Maintenance & Operations 7% 10% 0% Charter School Lease Costs 11% 0% 0% Security Monitoring 0% 1% 0% Data Processing 1% 1% 4% Intergovernmental Charges 0% 0% 0% Total Operating 99% 91% 97% Community Services 0% 1% 2% Debt Service 0% 7% 1% General Fund Capital Outlay 0% 2% 0% Total Expenditures 100% 100% 100% 6/17/2010 BOT Meeting Westlake Academy Cost Compared To Average Costs For Charter Schools in Texas •Texas charter schools average a pupil-to -teacher ratio of 22.7 : 1. Westlake Academy’s current ratio is 12.6 : 1. •Texas charter schools average 1 administrator per 100 students. Westlake Academy averages 1.2 administrators per 100 students. •Texas charter schools spend an average of 0.1% of their total expenditures on debt service. Westlake Academy’s FY 09/10 debt service represents 24% of the Academic Services Budget including municipal support. •Texas charter schools typically pay lower salaries than ISD’s. Westlake Academy bases its salaries on an ISD salary survey sample and recruits internationally. •Texas charter schools spend an average of 49.2% on instruction. Westlake Academy currently averages approximately 62.5%. 24 6/17/2010 BOT Meeting Budget Scenarios For FY 10/11 Academic Services Budget 25 •Option A – No Additional Classes or Students •Option B –Block Schedule w/ New Students and New Classes •Option C –Block Schedule w/ New Classes and NO New Students •Each option is illustrated using 4 Scenarios: •Scenario 1 – No SLA’s/No Change to Enrollment/Maintain Costs •Scenario 2 - No SLA’s/No Change to Enrollment/Cut Costs by 10% •Scenario 3 - No SLA’s/No Change to Enrollment/Cut Costs by 20% •Scenario 4 - SLA’s/No Change to Enrollment/2% Salary Scale Adjustments –NOTE: Scenarios 1 – 3 assume no growth in revenues or expenditures and no Blacksmith funds. Scenario 4 has growth in expenditures and no Blacksmith funds. 6/17/2010 BOT Meeting Budget Scenarios For FY 10/11 Option A – 1 (No new classes or new students) 26 •All costs and revenues flat (including salary freeze) •Operating expenditures exceed revenues by $111,001 •No ability to cover any direct or in-direct municipal expenses Assumes no growth in revenues or expenditures and no Blacksmith funds 6/17/2010 BOT Meeting Budget Scenarios For FY 10/11 Option A – 2 (No new classes or new students) 27 •10% reduction in budget –5.68% or $234,882 in reduction from PYP (Specials) –4.32% or $178,622 in salary reductions school wide •The Academy will have to pull $306,315 from fund balance to cover the direct and in-direct expenditures Assumes no growth in revenues or expenditures and no Blacksmith funds 6/17/2010 BOT Meeting Budget Scenarios For FY 10/11 Option A – 3 (No new classes or new students) 28 •20% reduction in budget –5.68% or $234,882 in reduction from PYP (Specials) –14.32% or $592,101 in salary reductions school wide •The Academy will have a positive change to fund balance of $86,478 after paying direct and in-direct expenditures Assumes no growth in revenues or expenditures and no Blacksmith funds 6/17/2010 BOT Meeting Budget Scenarios For FY 10/11 Option A – 4 (No new classes or new students) 29 •2% Pay increase and recommended SLAs –$339,557 operating short fall •There will be no funds available to apply to direct or in-direct expenditures Assumes no growth in revenues and no Blacksmith funds 6/17/2010 BOT Meeting Budget Scenarios For FY 10/11 Option B – 1 (New classes & new students) 30 •Hold costs flat (salary freeze) •Add five teachers •Add approximately 60 students •Expenditures exceed revenues by $71,009 •There will be no funds available to apply to direct or in-direct expenditures Assumes no growth in revenues or expenditures and no Blacksmith funds 6/17/2010 BOT Meeting Budget Scenarios For FY 10/11 Option B – 2 (New classes & new students) 31 •10% reduction in budget –5.68% or $234,882 in reduction from PYP (Specials) –4.32% or $178,622 in salary reductions school wide •The Academy will have to pull $234,463 from fund balance to cover the direct and in-direct expenditures Assumes no growth in revenues or expenditures and no Blacksmith funds 6/17/2010 BOT Meeting Budget Scenarios For FY 10/11 Option B – 3 (New classes & new students) 32 •20% reduction in budget –5.68% or $234,882 in reduction from PYP (Specials) –14.32% or $592,101 in salary reductions school wide •The Academy will have a positive change to fund balance of $190,190 after paying direct and in- direct expenditures Assumes no growth in revenues or expenditures and no Blacksmith funds 6/17/2010 BOT Meeting Budget Scenarios For FY 10/11 Option B – 4 (New classes & new students) 33 •2% Pay increase and recommended SLAs –$150,865 operating short fall •There will be no funds available to apply to direct or in-direct expenditures Assumes no Blacksmith funds 6/17/2010 BOT Meeting Budget Scenarios For FY 10/11 Option C – 1 (New classes & new students) 34 •Hold costs flat (salary freeze) •Add five teachers •Expenditures exceed revenues by $429,601 •There will be no funds available to apply to direct or in-direct expenditures Assumes no growth in revenues or expenditures and no Blacksmith funds 6/17/2010 BOT Meeting Budget Scenarios For FY 10/11 Option C – 2 (New classes & new students) 35 •10% reduction in budget –5.68% or $234,882 in reduction from PYP (Specials) –4.32% or $178,622 in salary reductions school wide •Expenditures exceed revenues by $249,356 •There will be no funds available to apply to direct or in-direct expenditures Assumes no growth in revenues or expenditures and no Blacksmith funds 6/17/2010 BOT Meeting Budget Scenarios For FY 10/11 Option C – 3 (New classes & new students) 36 •20% reduction in budget –5.68% or $234,882 in reduction from PYP (Specials) –14.32% or $592,101 in salary reductions school wide •Expenditures will exceed revenues by $69,111 •There will be no funds available to apply to direct or in-direct expenditures Assumes no growth in revenues or expenditures and no Blacksmith funds 6/17/2010 BOT Meeting Budget Scenarios For FY 10/11 Option C – 4 (New classes & new students) 37 •2% Pay increase and recommended SLAs –$658,157 operating short fall •There will be no funds available to apply to direct or in-direct expenditures Assumes no growth in revenues and no Blacksmith funds 6/17/2010 BOT Meeting Recommended FY 10/11 Service Level Adjustments •Used to track cost changes due to: •Increased operating costs of existing programs •Existing program expansion •New programs •Reallocation of existing funding 38 6/17/2010 BOT Meeting Recommended SLAs FY 10/11 Spanish Teacher $58,350 Physics/Math Teacher 58,350 Bus Operating 20,000 IB Annual Fee Increase 2,000 Graduation 10,000 Total $148,700 39 6/17/2010 BOT Meeting Going Ahead on Certain Capital Expenditures in FY 09/10 Funding technology items out of the FY 09/10 Academic Services Budget: 4 Mac Computers $3,600 Educational Software - PYP 5,000 Macbooks for Staff 6,300 Speakers & Wiring 7,200 Macbooks to complete 20 in VOLTA cart 7,200 Cisco Systems Admin training 5,000 New Equipment – I.T. 3,000 Replacement parts & Devices– I.T. 3,000 Backups/NAS – I.T. 3,000 Software updates 20,000 Windows laptops – Admin 4,000 Cisco ASA Security App. 2,800 Windows Servers 30,000 Total $100,100 40 6/17/2010 BOT Meeting Summary Points Past decisions regarding salary structure (ISD Mkt vs. Charter Mkt) have had a major impact on our cost structure Past decisions regarding class sizes have created a cost structure that remains under-funded Inability to add students renders a revenue stream that is fairly static and reduces the ability to cover full costs Removing Blacksmith funding = forced cost reductions and No SLAs To achieve cost reductions, must reduce instruction which leads to deleterious effects on the strategic plan’s desired outcomes 41 6/17/2010 BOT Meeting Recommendations ASSUMING: –Enrollment is constant –Salary structure remains unchanged –Blacksmith continues to fund at the current level –$100,000 of technology requests funded from the current budget THEN: – Option A – 4 will maintain the current level of service for the Academy for FY 10/11, –It would allow for a 2% market salary adjustment –Recommended SLAs will be funded –It will NOT allow us to cover any municipal direct or indirect expenditures that support the Academy. 42 6/17/2010 BOT Meeting Recommendations (cont’d) It should be noted, under option A – 4 if enrollment is held flat in future years, the operating budget enters deficit spending starting FY 11/12 . 43 Desired Outcomes High Academic Achievement Strong Parent & Community Connections Financial Stewardship and Sustainability Student Engagement Effective Educators and Staff 6/17/2010 BOT Meeting School And Class Size Studies THE SIZE OF AN IDEAL SCHOOL What’s the right size? 45 6/17/2010 BOT Meeting WHY WORRY ABOUT THE SIZE OF OUR SCHOOL? Creating a “balance point” is important in order to have “curriculum options based upon the interests, competencies, and future plans of our students.” Lee, V. & Smith, J, 1997 46 6/17/2010 BOT Meeting WHAT ’S THE IDEAL SIZE OF A SCHOOL & WHAT ARE THE RESULTS? “Schools whose sizes fall in the moderate size range (600-900 students) produced greater achievement gains for both low and high-SES schools” Lee, V. & Smith, J, 1997 47 6/17/2010 BOT Meeting WHY IS A SMALLER SCHOOL NOT NECESSARILY BETTER? “In schools smaller than this, students learn less; those in large high schools (especially over 2,100) learn considerably less.” Lee, V. & Smith, J, 1997 48 6/17/2010 BOT Meeting THE IDEAL SIZE OF A CLASS How many students? 49 6/17/2010 BOT Meeting WHEN DOES SMALL CLASS SIZE REALLY MAKE A DIFFERENCE? “lowering the class size has a positive effect on mathematics and reading achievement, though the magnitude of the effect is small, particularly following 5th grade .” S. Rivkin, E. Hanushek, & J. Kain, 2005 50 6/17/2010 BOT Meeting WHAT IMPACTS STUDENT ACHIEVEMENT THE MOST? “Class size reductions appear to be more efficacious than they really are if parents who contribute more to their children’s learning also choose school districts offering smaller class sizes.” S. Rivkin, E. Hanushek, & J. Kain, 2005 C. Hoxby, 2000 51 6/17/2010 BOT Meeting WHAT IMPACTS STUDENT ACHIEVEMENT THE MOST? The quality of the teacher in the classroom and parental involvement is more important than the number of students in the classroom within the range of 10 to 30 students. S. Rivkin, E. Hanushek, & J. Kain, 2005 C. Hoxby, 2000 52 6/17/2010 BOT Meeting WHAT IS THE IDEAL SIZED CLASSROOM? “Researchers have documented benefits from class sizes of 15-18 students in K and of fewer than 20 students in grades 1-3.” http://www.nea.org/home/13120.htm 53 6/17/2010 BOT Meeting BLOCK SCHEDULING Why use a block schedule? 6/17/2010 54 BOT Meeting Parental Input 94% feel its important to expand options at DP level 87% feel its important to expand the Arts program 86% feel its important to expand foreign language offerings 6/17/2010 55 BOT Meeting Recent Student Input “I can’t wait for the new schedule. I think it will be an amazing experience and it will give us, the students, plenty of new pathways to explore.” Courtney Cundall/10A The Black Cow, April 2010 6/17/2010 56 BOT Meeting Recent Student Input “The options will not only cater to more students’ personal interests, but it will also broaden their horizons when it comes to finding a career path.” Sarah Titus/10A The Black Cow, April 2010 6/17/2010 57 BOT Meeting Recent Student Input “I am glad that the other grades will have the chance to be exposed to new class options. The variety is what this school could use.” Erik Herbst /12B The Black Cow, April 2010 6/17/2010 58 BOT Meeting Recent Student Input “I wish I could have taken IB Theater!” Senior Student The Black Cow, April 2010 6/17/2010 59 BOT Meeting STUDENT TURNOVER/MOBILITY What’s our “Churn” compared to other schools? 6/17/2010 60 BOT Meeting WHY DO WE HAVE SO MUCH CHURN? “regular public schools average 23 percent mobility from year to year, open enrollment charter schools experience a 55 percent turnover rate” http://www.idra.org/Press_Room/Recent_Speeches_and_Testimony/Texas_Open_Enrollment 6/17/2010 61 BOT Meeting WHY DO WE HAVE SO MUCH CHURN? “While researchers propose that charter school parents are “choosers” and thus more likely to choose to move their pupils from one school to another, the excessive student turnover suggests that many of these same parents are dissatisfied with what they encounter and thus are constantly shopping for a better alternative .” http://www.idra.org/Press_Room/Recent_Speeches_and_Testimony/Texas_Open_Enrollment 6/17/2010 62 BOT Meeting CUMULATIVE STUDENT LEAVERS 31% 28% 70% 33% 36% 31% 33% 25% 28% 13% 5% 0% 5% 0%20%40%60%80% 12 10 8 6 4 2 K % of Student's Leaving Gr a d e L e v e l 6/17/2010 63 BOT Meeting HOW DO WE COMPARE ? 23% 26% 55% 0% 10% 20% 30% 40% 50% 60% Texas Public Schools Westlake Academy Texas Open Enrollment Charter Schools Student Turnover 6/17/2010 64 BOT Meeting STUDENT LEAVERS 66% 5% 10% 16% 2% 1% 0% Withdrew Home School Private School Moved No Show Left Country Other 6/17/2010 65 BOT Meeting INCREASED TEACHER STUDENT CONTACT TIME “Principals found that the increase in teacher student contact time facilitated involvement with the students and helped teachers to “reach students.”” L. Deuel, 1999 6/17/2010 66 BOT Meeting IMPROVED STUDENT-TEACHER RELATIONSHIPS “95% of teachers and 80% of students felt that student-teacher relationships had improved.” L. Deuel, 1999 6/17/2010 67 BOT Meeting INCREASED COOPERATIVE LEARNING “most teachers had incorporated new teaching strategies and increased cooperative learning activities in the classroom.” Salvaterra and Adams, 1996 6/17/2010 68 BOT Meeting DECREASED INSTRUCTIONAL FRAGMENTATION “65% of teachers agreed that instructional units were less fragmented under block scheduling.” Canady and Rettig, 1995 6/17/2010 69 BOT Meeting EARLIER & IMPROVED INTERVENTIONS “56% agreed that “spending more time with students during class and, as a consequence, knowing my students better, has enabled me to analyze any troubles that they might be having and, as a result, intervene earlier and more effectively than I was able to do under a traditional calendar.” L. Deuel, 1999 6/17/2010 70 BOT Meeting INCREASED FACULTY PLANNING & COMMUNICATION “32% of teachers reported that there is more common planning and communication among staff.” L. Deuel, 1999 6/17/2010 71 BOT Meeting WHAT TEACHERS THINK ABOUT BLOCK SCHEDULES “most published reports describing staff attitude regarding the transition to block scheduling are initially characterized by hesitation or opposition and then widespread popularity after a year.” Eindeer and Bishop, 1997 6/17/2010 72 BOT Meeting IMPROVED STUDENT OUTCOMES “There was a significant increase in the number of A’s earned, and a significant decrease in the number of C’s, D’s, and F’s awarded at schools with block scheduling. In addition, students at block scheduling schools earned higher grades in advanced mathematics courses.” Eindeer and Bishop, 1997 L. Deuel, 1999 6/17/2010 73 BOT Meeting POSITIVELY INFLUENCES THE LEARNING EXPERIENCE “Another way of looking for potential influence by block scheduling on academic performance was to speculate that if there were a positive effect, there would be more significant positive correlations between the selected indicators of success after block scheduling existed than before it was implemented.” Trenta and Newman, 2001 6/17/2010 74 BOT Meeting BLOCK SCHEDULE OPTIONS Three proposed options 6/17/2010 75 BOT Meeting OPTION A – EXPANDED COURSE OFFERINGS AND STUDENTS (18/CLASS) Current Student Population Proposed Student Population Grade Grade Size Sibling List KG 32 - G1 38 - G2 39 2 G3 39 2 G4 40 6 G5 45 4 G6 41 - G7 40 3 G8 41 10 G9 36 8 G10 40 2 G11 35 3 G12 36 - Totals 502 40 Grade Grade Size Change KG 32 - G1 38 - G2 39 - G3 39 - G4 40 - G5 45 - G6 41 - G7 54 14 G8 54 13 G9 54 18 G10 54 14 G11 35 - G12 36 - Totals 561 59 6/17/2010 76 BOT Meeting Block Schedule Expansion - Option A - 4 No New Teachers – No New Classes WA Financial Summary Adopted Budget FY 09/10 Estimated Budget FY 10/11 Estimated Budget FY 11/12 Summary of Impact Total Revenues $ 4,312,549 $ 3,881,787 $ 3,881,787 Total Expenditures 4,057,713 4,221,344 4,305,771 Sub-Total 254,836 (339,557) (432,984) Municipal Expenditures Indirect Costs 239,469 339,469 339,469 Direct Costs $ 248,638 $ 248,638 $ 248,638 Debt Service 1,499,751 1,498,250 1,501,778 Sub-Total $ 1,987,858 $ 2,086,357 $ 2,089,885 GRAND TOTAL (1,833,022) (2,425,914) (2,513,869) 6/17/2010 77 BOT Meeting Assumes no Blacksmith funds Block Schedule Expansion - Option B-4 New Courses & New Students WA Financial Summary Adopted Budget FY 09/10 Estimated Budget FY 10/11 Estimated Budget FY 11/12 Summary of Impact Total Revenues $ 4,312,549 $ 4,240,379 $ 4,364,507 Total Expenditures 4,057,713 4,391,244 4,569,419 Sub-Total 254,836 (150,865) (204,912) Municipal Expenditures Indirect Costs 239,469 339,469 339,469 Direct Costs $ 248,638 $ 248,638 $ 248,638 Debt Service 1,499,751 1,498,250 1,501,778 Sub-Total $ 1,987,858 $ 2,086,357 $ 2,089,885 GRAND TOTAL (1,833,022) (2,237,222) (2,294,797) 6/17/2010 78 BOT Meeting Assumes no Blacksmith funds Block Schedule Expansion - Option C - 4 New Teachers & No Increase In Students WA Financial Summary Adopted Budget FY 09/10 Estimated Budget FY 10/11 Estimated Budget FY 11/12 Summary of Impact Total Revenues $ 4,312,549 $ 3,881,787 $ 4,364,507 Total Expenditures 4,057,713 4,539,944 4,630,743 Sub-Total 254,836 (658,157) (748,956) Municipal Expenditures Indirect Costs 239,469 339,469 339,469 Direct Costs $ 248,638 $ 248,638 $ 248,638 Debt Service 1,499,751 1,498,250 1,501,778 Sub-Total $ 1,987,858 $ 2,086,357 $ 2,089,885 GRAND TOTAL (1,833,022) (2,744,514) (2,838,841) 6/17/2010 79 BOT Meeting Assumes no Blacksmith funds Block Schedule Option C •Assuming that finances are not a concern (because this option doesn’t cover its cost), then: •Option C will create unpredictable elective class sizes with anywhere from 5 to 10 students. •Existing classes will have lower enrollment because there will be more teachers and classes with the same number of students. •This will affect the efficacy of the elective classes e.g. a drama class of 5 students is limited in its capacity to put on plays, etc. 6/17/2010 80 BOT Meeting Q & A / Board of Trustees Discussion and Direction