HomeMy WebLinkAboutFacilities Enrollment Models Draft 12-02-11Facilities & Enrollment Models
Westlake Academy
FY 2010/11
VVM
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~
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-balance and respectful life-long learners.”
Values
Maximizing Personal Development - Academic Excellence- Respect for Self and Others - Personal Responsibility - Compassion and Understanding
4/15/2013 Westlake Academy - 2010/11 Strategic
Planning Retreat
2
Desired Outcome Rubric
3
Westlake Academy - 2010/11 Strategic
Planning Retreat 4/15/2013
Level of
Success
Strategic Plan Desired Outcomes
School Year 2009- 2012
High Student
Achievement Effective Educators
and Staff Student Engagement
and Extra-curricular
Activities Strong Parent and
Community
Connections Financial Stewardship
and Sustainability
4 Student Achievement Exceeds Performance on Comparison Schools
100% of educators and staff are rated as effective or highly effective on their annual evaluation.
100% of students are engaged in sports, the arts or academic activities. 100% of Westlake Academy stakeholders are actively involved. Westlake Academy has an endowment at least 3.5 times greater than its annual operation budget
3 Student Achievement is equal to the Performance of Comparison Schools
75% of educators and staff are rated as effective or highly effective on their annual evaluation.
75% of students are engaged in sports, the arts or academic activities. 75% of Westlake Academy stakeholders are actively involved. Westlake Academy has an endowment 2 times greater than its annual operation budget
2 Student achievement is less successful 50% of educators and staff are rated as effective or highly effective on their annual evaluation.
50% of students are engaged in sports, the arts or academic activities. 50% of Westlake Academy stakeholders are actively involved. Westlake Academy’s revenue equals its expenditures.
1 Student achievement is unacceptable. 25% of educators and staff are rated as effective or highly effective on their annual evaluation.
25% of students are engaged in sports, the arts or academic activities. 25% of Westlake Academy stakeholders are actively involved. Westlake Academy’s revenue is less than its expenditures.
Desired Outcome Rubric
4
Westlake Academy - 2010/11 Strategic
Planning Retreat 4/15/2013
Level of
Success
Strategic Plan Desired Outcomes
School Year 2009- 2012
High Student
Achievement Effective Educators
and Staff Student Engagement
and Extra-curricular
Activities Strong Parent and
Community
Connections Financial Stewardship
and Sustainability
4 Student Achievement Exceeds Performance on Comparison Schools
100% of educators and staff are rated as effective or highly effective on their annual evaluation.
100% of students are engaged in sports, the arts or academic activities. 100% of Westlake Academy stakeholders are actively involved. Westlake Academy has an endowment at least 3.5 times greater than its annual operation budget
3 Student Achievement is equal to the Performance of Comparison Schools
75% of educators and staff are rated as effective or highly effective on their annual evaluation.
75% of students are engaged in sports, the arts or academic activities. 75% of Westlake Academy stakeholders are actively involved. Westlake Academy has an endowment 2 times greater than its annual operation budget
2 Student achievement is less successful 50% of educators and staff are rated as effective or highly effective on their annual evaluation.
50% of students are engaged in sports, the arts or academic activities. 50% of Westlake Academy stakeholders are actively involved. Westlake Academy’s revenue equals its expenditures.
1 Student achievement is unacceptable. 25% of educators and staff are rated as effective or highly effective on their annual evaluation.
25% of students are engaged in sports, the arts or academic activities. 25% of Westlake Academy stakeholders are actively involved. Westlake Academy’s revenue is less than its expenditures.
Enrollment & Facility Models
4/15/2013 Westlake Academy - 2010/11 Strategic
Planning Retreat
5
Strategic Plan Desired
Outcomes School Year
2009- 2012 Increasing student population
and developing facilities will… Growth Implementation Requirements
High Student
Achievement Further develop The Arts program
(music, theater, visual arts, and dance). • Increase student population
• Cafetorium
• Performing Arts Center
Fully support the Physical Education program (movement and
dance and health) • Increase student population
• Cafetorium
Effective Educators
and Staff Recruit, develop and retain better quality teachers • Increase student population
• Purpose built classroom facilities (arts, science, technology)
• Re-designed Media Center
Student Engagement
and Extra-curricular
Activities Increase our offerings of academic, sport and arts activities by
joining University Interscholastic League (UIL) to further develop
well -balanced students. • Increase student population
• Increase classroom facilities
• Re-design of athletic fields
• Align hiring practices with UIL requirements
Strong Parent and
Community
Connections Diversify and strengthen relationships with our stakeholders:
students, parents, volunteers, and community partners. • Increase student population
• Promotion and marketing plan
Financial Stewardship
and Sustainability Provide a more stable and reliable revenue stream • Increase student population
• Promotion and marketing plan
• Financial planning is aligned with long-term planning.
Review Options
6
Westlake Academy - 2010/11 Strategic
Planning Retreat 4/15/2013
Staff Recommendation
7
Westlake Academy - 2010/11 Strategic
Planning Retreat 4/15/2013
•Option 2A will provide purpose built educational and extra-curricular facilities that are long term, permanent physical assets as well as a strong fund balance for on-going maintenance and improvements.
•Options 7B and 11 will build a Cafetorium (combination gym and dining hall) for the primary years grades and populate the campus with additional portable buildings, however, there will be insufficient cash reserves to provide for a long-term permanent facility solution.
•Option 9 will increase the number of students in each classroom in the existing secondary grades facilities, but the physical space in those current facilities will make the classrooms crowded, even after the installation of new space saving furniture.