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Home My WebLink About08-10-15 Agenda Packet ' �'/ / I ' iI. I / /'/ '/ . / I / / / I iI. I / / /I I / / I / ' /I '/ O�W��'�f ��i�9 �'��1�� ;;:�� I�. �� ,i t��,��KE,��/�� Vision Statement 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 : • � ' � • ' � � . � . 1 1 . � . � � ' � � � . . � � . • • � • 1 1 � ' . • . 1 1 � Mission Statement 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. •..- . Work Session 1. CALL TO ORDER 2. PLEDGE OF ALLEGIANCE 3. REVIEW OF CONSENT AGENDA ITEMS FOR THE AUGUST 10, 2015, TRUSTEES REGULAR MEETING AGENDA. 4. DISCUSSION ITEMS a. HOC Annual Update. (i5 m�n� b. Discussion regarding the MYP, STARR and ECO results. (i5 min) c. Discussion regarding the IB Diploma results. (15 min) d. Discussion regarding Faculty recruitment and retention processes. (io m�n� 5. BOARD RECAP / STAFF DIRECTION 6. ADJOURNMENT Reqular Session i. 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 from the June 1, 2015, meeting. b. Consider approval of Resolution 15-11, Approving Amendments to the Academy Personnel Manual for the 2015-2016 school year. c. Consider approval of Resolution 15-12, Authorizing the Town Manager to enter into an agreement with Pruitt Building Services, Inc. for janitorial services at the Westlake Academy Campus. d. Consider approval of Resolution 15-13, Awarding the bid for property/casualty insurance products and services to Box Insurance Agency for FY 2015-2016. Page 2 of 3 4. PUBLIC HEARING AND CONSIDERATION OF RESOLUTION 15-14, APPROVING THE ESTIMATED YEAR-END BUDGET FOR WESTLAKE ACADEMY FOR THE FISCAL YEAR ENDING AUGUST 31, 2015 AND ADOPTING THE PROPOSED BUDGET FOR THE FISCAL YEAR ENDING AUGUST 31, 2016. 5. BOARD CALENDAR 6. 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. Board Member Rennhack Discussion, review and formally determine Comparison Schools for Westlake Academy. Discuss how does Westlake Academy define a great teacher? The measurement process. 7. 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 August 5, 2015, by 2:00 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. Page 3 of 3 Westlake Academ Y Item # 2 — Pledge of Allegiance Texas Pledge: "Hono� the Texas flag; I pledge allegiance to thee, Texas, one state unde� God, one and indivisible. " Westlake Academ Y Item # 3 — Review of Consent Agenda Items REVIEW OF CONSENT AGENDA ITEMS a. Consider approval of the minutes from the June 1, 2015, meeting. b. Consider approval of Resolution 15-11, Approving Amendments to the Academy Personnel Manual for the 2015-2016 school year. c. Consider approval of Resolution 15-12, Authorizing the Town Manager to enter into an agreement with Pruitt Building Services, Inc. for janitorial services at the Westlake Academy Campus. d. Consider approval of Resolution 15-13, Awarding the bid for property/casualty insurance products and services to Box Insurance Agency for FY 2015-2016. Westlake Academ Y Item # 4— Discussion Items DISCUSSION ITEMS a. HOC Annual Update. (is m�n� b. Discussion regarding the MYP, STARR and ECO results. (i5 min) c. Discussion regarding the IB Diploma results. (15 min) d. Discussion regarding Faculty recruitment and retention processes. (io min) WESTLAKE ACADEMY AGENDA ITEM Curriculum: PYP /MYP / DP Meeting Date: August 10, 2015 Staff Contact: Amanda DeGan Discussion Assistant Town Manager Subject: Presentation and Discussion (annually) of the planned activities of the House of Commons. EXECUTIVE SUMMARY Per the Council/BOT Advisory Board/Affiliates policy, at least annually all Town advisory boards and Westlake Academy affiliate groups will meet with the Board of Trustees to discuss their past year's activities and those planned for the next twelve months. The purpose of this workshop presentation is to engender coordinated planning and collaboration between the Board and the Westlake Academy Foundation in the pursuit of the Board's strategic objectives for the Academy. PLAN DESIRED OUTCOMES ACADEMY VALUES � High Student Achievement �Ma�imizing Personal Development � Strong Parent& Community �Academic Excellence Connections �Respect for Self and Others � Financial Stewardship & �Personal Responsibility Sustainability � Compassion and Understanding � Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance? Which policy governs this? What additional direction is necessary? FISCAL IMPACT ❑ Funded ❑ Not Funded � N/A RECOMMENDATION /ACTION REQUESTED/ OPTIONS Receive the HOC's report, ask questions, and engage in collaborative dialogue and feedback with the current President about the future plans of the affiliate group. ATTACHMENTS Advisory Board and Affiliate Communications Policy Page 1 of 1 �� ' • � � � � � � � � � > ,�.��t" Town of Westlake Westlake Academ v Town Council / Board of Trustees CITIZEN ADVISORY BOARD/COMMITTEE/AFFILIATE RELATIONS AND COMMUNICATIONS POLICY �, . ��% ��,, � , �. - . .. ... .. rra ,} -. rk�� ,�; CITIZEN ADVISORY BOARD/COMMITTEE/AFFILIATE RELATIONS AND COMMUNICATIONS POLICY Contents I. POLICY PURPOSE. ...................................................................................................................................2 II. POLICY GOALS.........................................................................................................................................2 III. POLICY PARAMETERS ............................................................................................................................. 2 A. Annual Meeting with Board............................................................................................................. 2 B. IRS Tax-Exempt Status Requests...................................................................................................... 3 C. Use of Town and Academy Name, Resources, and Logos............................................................... 3 D. Fiduciary/Stewardship Responsibilities and Requirements. ........................................................... 3 1 (adopted December 8, 2008) I. POLICY PURPOSE. To establish a clear framework and process for enhanced collaborative interaction, communication, and mutual understanding of roles and responsibilities between the Town Council (TC) and the Board of Trustees (BOT) and their various citizen advisory boards, commissions, committees, and organizations affiliated with the Town of Westlake and/or Westlake Academy. II. POLICY GOALS. The goals of this policy are: A. Enhanced two-way communication between the TC/BOT and its various advisory boards, commissions, committees and affiliate organizations (and vice versa). B. Reaching mutual agreement regarding annual programs of work for these various citizen advisory boards, commissions, committees, and affiliate organizations to enhance and assist in the pursuit of the TC's/BOT's strategic priorities. C. Achieving a common paradigm that all advisory boards, commissions, committees, and affiliates of the Town of Westlake and Westlake Academy exist to further the TC/BOT strategic agenda and are under the direct control of BOT/TC or, if they are a Westlake Academy affiliate, are under the day-to-day direction of the Head of School. D. Creating a clear understanding, coordination, and agreement by the TC/BOT and its citizen advisory boards, commissions, committees, and affiliate organizations as to each group's role, function, and scope of responsibility in terms of their relationship to the Town of Westlake and/or Westlake Academy. E. Establishing a direct link between Westlake Academy, its Head of School, and the Academy's Senior Management Team as being the first point of contact for coordinating the activities of Westlake Academy affiliates. III. POLICY PARAMETERS. To achieve this policy's purpose and goals, the following parameters are put in place: d�. �innu�l �Vi�e�in��ith �a��°�lm All TC/BOT advisory boards, committees, commissions, and affiliate organizations shall meet at least annually with the TC/BOT to: 1.) Report on progress to date in implementing that group's program of work for the current fiscal year 2.) Review a proposed program of work for the coming fiscal year as well as submit any budget requests and requested staff resources for this proposed program of work. Said program of work will be discussed within the context of the organization's program of work carrying out the TC's/BOA's strategic plan for both the Town and Westlake Academy. All funding requests should be submitted not later than the July 1S` prior to the upcoming fiscal year. Requests received after that time will not be considered until the following fiscal year. 3.) Review fund raising activities underway or planned to support the current or proposed plan of work. 2 (adopted December 8, 2008) 4.) The chair of each advisory board, committee, and/or affiliate organization shall schedule this annual meeting (or more frequent if needed) through the Town Secretary's office. The TC/BOT may choose to hold these meetings one or two times per year. 5.) All affiliates of Westlake Academy, prior to meeting with the TC/BOT, will meet with the Head of School to make sure they their proposed efforts are coordinated through the Head of School and his/her designates. I3. IRS Tax-�x�in�at S�a�us ll�..�c��ests. All advisory committees, commissions, boards, and affiliates seeking tax-exempt status from the Internal Revenue Service 501(c)3 must receive prior approval from the TC/BOT. When submitting a request to the TC/BOT to apply for this IRS 501(c)3 status, the organization wishing to apply must be able to demonstrate and illustrate to the TC/BOT the benefits of this status for achieving TC/BOT strategic priorities as well as the advantages of this designation not currently afforded by the Town's existing tax- exempt status. Further, the organization requesting to apply for this 501(c)3 status must be able to demonstrate to the TC/BOT their organizational capacity to administer and comply with all IRS regulations related to this status on an on-going basis. C. �Is� c�#�T'�r�� ur�� t��t�y �V�r��, F��cs�i��, �a�� L��ca�m Any advisory board, commission, or committee, as well as affiliate organizations of the Town or Westlake Academy, that wish to begin using the Town or Academy's name or logo in their operational efforts must receive prior approval from the TC/BOT. Said approval can be withdrawn at any time by the TC/BOT. Additionally, any on-going use of Town facilities, resources, and staff by an advisory committee, commission, board, or affiliate must be requested through the Town Manager's office and is subject to his/her approval prior to on-going utilization of those resources. Requests to add organizations covered by this policy to the Town's insurance policy shall be submitted to the Town Manager for his prior approval before any insurance coverage is extended. If approved, the annual cost of this insurance shall be borne by the requesting organization. Requests to add staff to support any advisory board, commission, committee, or affiliate shall be made through the Town Manger's office as a part of the annual budget preparation process and must be approved in advance by the TC/BOT. This request will include the identification of funding resources to pay for this position, the operational reporting arrangement for this position, and which payroll/insurance program this position will fall under. I�, F�c�a�c��g��°��:��nr�r°��ap It�s�cra��i�,��tie� �a�ar� �c��i�-c��ra�nt�. All advisory boards, commissions, committees, and affiliates that expend funds through their own bank accounts must first have TC/BOA approval to have separate bank accounts. All such groups will also submit their financial control procedures to the Town Manager or his/her designate for review and approval as to providing acceptable internal control on collection and expenditure of funds from these bank accounts. 3 (adopted December 8, 2008) Additionally, if this approval for separate bank accounts is authorized by the TC/BOT, a timely annual audit of this account(s) shall be submitted to the Town Manager or his/her designate for presentation to the TC/BOT. Said audit may be conducted by an external CPA auditing firm or may be conducted by the Town's Director of Finance with that decision being made by the Town Manager depending on staff workload requirements at the time. Since the Westlake Academy Foundation has IRS 501(c)3 status at the time of the adoption of this policy, that organization shall, at its cost, utilize the same external auditor concurrently used to audit Westlake Academy finances. This Westlake Academy Foundation audit shall be prepared on a timely basis for presentation to the TC/BOT at the same time that the Academy's audit is presented. For those advisory boards, commissions, and committees funded by the TC/BOT through the Town or Academy approved budget, use of approved budgetary allocations shall be made on transaction by transaction basis. That is, the chair or president of that organization will identify the vendor they wish to utilize, contact the Town's Director of Finance, and submit necessary invoices so that the vendor can be paid by the Town for goods/services rendered to that advisory committee, commission, or board from their TC/BOT approved budget. Use of approved Town budgeted funds by these organizations shall be in accordance with State purchasing statutes and Town purchasing policies. All by-laws for proposed for citizen advisory boards, commissions, committees, and organizations affiliated with the Town of Westlake and/or Westlake Academy shall first be reviewed and approved by the TC/BOT. 4 (adopted December 8, 2008) WESTLAKE ACADEMY AGENDA ITEM Curriculum: All Programmes Staff Contacts: Dr. Mechelle Bryson Executive Principal Workshop: Discussion Stacy Stoyanoff Meeting Date: August 10, 2015 DP Principal Subject: STAAR/EOC Results Dr. Andra Barton MYP Principal Rod Harding PYP Principal EXECUTIVE SUMMARY The purpose of this discussion is to inform the board of the 2014-2015 STAAR/EOC results and provide an opportunity for the board to gain an understanding of the status of Westlake Academy's academic progress on state mandated assessments for grades 3 through 11. The ultimate aim is to disaggregate the data in order to measure the effectiveness of Westlake Academy's curriculum and instructional alignment across all IB programmes. Analysis will be provided and areas of strength and weakness will be identified in order to build an organizational culture where stakeholders use data continuously, collaboratively and effectively to improve the academic performance of all students. PLAN DESIRED OUTCOMES ACADEMY VALUES � High Student Achievement � Maximizing Personal Development ❑ Strong Parent&Community �Academic Excellence Connections ❑Respect for Self and Others ❑ Financial Stewardship& Sustainability � Personal Responsibility ❑ Compassion and UndeYstanding � Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance? This is the annual reporting of state assessment results. The Board is ultimately accountable to Westlake Academy's stakeholders for the academic achievement of Westlake Academy's students. A discussion of these results and purposed action is needed to afford the Board an opportunity to examine the data and gain an understanding of the academic status of Westlake Academy. Which policy governs this? None What additional direction is necessary? None FISCAL IMPACT ❑ Funded ❑ Not Funded � N/A RECOMMENDATION /ACTION REQUESTED/ OPTIONS None ATTACHMENTS • Executive Memo Page 1 of 1 1 �� ' • � � � � � �� i,�.��„!" MEMORANDUM Date: June 30, 2015 TO: Superintendent, Honorable President and Board of Trustees Members FROM: Dr. Mechelle Bryson, Executive Principal SUBJECT: Executive Summary of 2014-215 STAAR and EOC Data Analysis According to Robert H. Waterman, "we live in a society that is data rich and information poor. While data are not information, translating fact to understanding means relating data to something you already know and can visualize." The following report provides details on student achievement based upon data gathered from mandatory state assessment for grades 3 through 11. The ultimate aim of this report is to disaggregate the data in order to measure the effectiveness of Westlake Academy's curriculum and instructional alignment across all IB programmes. Our greater aim is to build a school culture where educators use data continuously, collaboratively and effectively to improve teaching and learning. The Information below contains the following: • 2014-2015 STAAR and EOC data, • Comparison of 2013-2014 and 2014-2015 STAAR and EOC Level II Satisfactory Standard Phase-In 1 and Level III Advanced performance data, • Comparison of 2014-2015 Level II Satisfactory Standard Phase-In 1 to Phase-In 2 performance measures. Before moving forward, it is important to understand that the state mandated a phase-in protocol for the Level I I Satisfactory performance standard. It was implemented to provide school districts with time to adjust instruction, provide new professional development and close knowledge gaps. It is a three-step phase-in and applies to all general STAAR and EOC assessments. The phase-in 1 standard is in effect for the 2011 to 2015 school years while the phase-in 2 standard will be in effect from 2015 to 2018 school years. Phase-in 3 begins in 2018 and continues to 2021. In order to understand the data tables below, cohort data is defined as a group of students who matriculate through Westlake Academy from one grade to the next. A dataset is longitudinal if it tracks the same type of information on the same subjects at multiple points in time. Readin Grade Comparison Level II Level III Level II Satisfactory Level Year Satisfactory Advanced Phase-In 2 Phase-In 1 (Effective 2015-16) 2013-2014 93% 21% N/A 3 2014-2015 94% 47% 89.5% 2013-2014 91% 36% N/A 4 2014-2015 98% 38% 98% 2013-2014 98% 43% N/A 5 2014-2015 98% 38% 98% 2013-2014 98% 38% N/A 6 2014-2015 100% 54% 96% 2013-2014 97% 54% N/A 7 2014-2015 99% 58% 93% 2013-2014 95% 61% N/A 8 2014-2015 100% 65% 100% From the table above the following can be determined: • Cohort data improved from 2013-2014 to 2014-2015 in the Level II Satisfactory perFormance category for all groups, • Longitudinal data improved or remained the same from 2013-2014 to 2014-2015 in the Level II Satisfactory performance category in all grade levels, • Cohort data improved from 2013-2014 to 2014-2015 in the Level III Advanced perFormance category for all groups, • Longitudinal data improved from 2013-2014 to 2014-2015 in the Level II Advanced performance category with the exception of grade 5, • Students are achieving at or above the 90th percentile in the Level II Satisfactory Phase-In 2 performance category for all groups, and • The majority of MYP students are performing at or above the Advanced Level III. Writing Grade Comparison Level II Level III Level II Satisfactory Level Year Satisfactory Advanced Phase-In 2 Phase-In 1 Effective 2015-16 2013-2014 93% 11% N/A 4 2014-2015 93% 20% 83% 2013-2014 94% 26% N/A 7 2014-2015 97% 39% 93% From the table above the following can be determined: • No cohort data can be analyzed due to the fact that students take a writing test only twice during their academic career, • Longitudinal data improved from 2013-2014 to 2014-2015 in the Level II Satisfactory performance category or was maintained, • Longitudinal data improved from 2013-2014 to 2014-2015 in the Level III Advanced performance category, • Grade 4 students are not achieving above the 90t" percentile in the Level II Satisfactory Phase-In 2 performance category, and • Grade 7 students are achieving above the 90th percentile in the Level II Satisfactory Phase-In 2 performance category. En lish — End of Course Grade Level Comparison Level II Level III Level II Satisfactory Year Satisfactory Advanced Phase-In 2 Phase-In 1 (Effective 2015-16) 2013-2014 97% 35% N/A 9 — English I 2014-2015 100% 60% 100% 2013-2014 95% 9% N/A 10 — English II 2014-2015 99% 24% 99% From the table above the following can be determined: • Cohort data improved from 2013-2014 to 2014-2015 in the Level II Satisfactory performance category, • Longitudinal data improved from 2013-2014 to 2014-2015 in the Level II Satisfactory performance category, • Cohort data did not improve from 2013-2014 to 2014-2015 in the Level III Advanced performance category, • Longitudinal data improved, some cases tripled, from 2013-2014 to 2014-2015 in the Level II Advanced performance category, • Students are achieving at or above the 99th percentile in the Level II Satisfactory Phase-In 2 performance category for all groups. Humanities Grade Level Comparison Level II Level III Level II Satisfactory Year Satisfactory Advanced Phase-In 2 Phase-In 1 (Effective 2015-16) 2013-2014 80% 9% N/A 8 2014-2015 99% 31% 89.5% 11 EOC 2013-2014 98% 22% N/A U.S. History 2014-2015 100% 62% 100% From the table above the following can be determined: • No cohort data can be analyzed due to the fact that students take a humanities test only twice during their academic career, • Longitudinal data improved from 2013-2014 to 2014-2015 in the Level II Satisfactory performance category, • Longitudinal data in grade 8 tripled and in grade 11 almost tripled, from 2013- 2014 to 2014-2015 in the Level II Advanced performance category, and • Students are achieving at or above the 90'h percentile in the Level II Satisfactory Phase-In 2 performance category for all groups. Science Grade Comparison Level II Level III Level II Satisfactory Level Year Satisfactory Advanced Phase-In 2 Phase-In 1 Effective 2015-16 2013-2014 94% 13% N/A 5 2014-2015 87% 20% 83% 2013-2014 87% 26% N/A 8 2014-2015 97% 28% 88% Grade Comparison Level II Level III Level II Satisfactory Level Year Satisfactory Advanced Phase-In 2 Phase-In 1 (Effective 2015-16) 9 EOC 2013-2014 100% 34% N/A Biology 2014-2015 99% 38% 88% From the table above the following can be determined: • No cohort data can be analyzed due to the fact that students take a science test only three times during their academic career, • Longitudinal data improved from 2013-2014 to 2014-2015 in the Level II Satisfactory performance category with the exception of grade 5, • Longitudinal data improved from 2013-2014 to 2014-2015 in the Level II Advanced performance category, and • Students are not achieving at or above the 90t" percentile in the Level II Satisfactory Phase-In 2 performance category for all groups. Algebra 1 - EOC Grade Comparison Level II Level III Level II Satisfactory Level Year Satisfactory Advanced Phase-In 2 Phase-In 1 Effective 2015-16 8 EOC 2013-2014 87% 17% N/A Algebra 2014-2015 100% 52% 97% From the table above the following can be determined: • No cohort data can be analyzed at this time due to the fact that Math data for grades 3 through 7 are unavailable from the state until the Fall of 2015, • Longitudinal data improved from 2013-2014 to 2014-2015 in the Level II Satisfactory performance category, • Longitudinal data improved, almost tripled, from 2013-2014 to 2014-2015 in the Level II Advanced perFormance category, and • Students are achieving at the 97th percentile in the Level II Satisfactory Phase-In 2 performance category. Findings Overall, the 2014-2015 data improved under the new leadership. The rise in student achievement is indicative of an aligned curriculum and exceptional instruction. Improvement in the MYP is due to intentional alignment of state standards to the MYP: The Next Chapter initiative. Improvements in all EOC areas can be attributed not only to alignment to the TEKS but to the rigor of the IB framework. It is important to note that increases in achievement at the Level II Satisfactory Phase-In 1 category signifies alignment of content, while increases in achievement at the Level II Advanced category demonstrates increased rigor. Data analysis can set a climate for change. In fact, data can uncover problems that might otherwise remain invisible and can confirm or discredit assumptions about students and school practices. Most importantly, data can get to the root cause of problems, pinpoint areas where change is most needed and guide resource allocation. Over the past 18 months, great strides have been made with regards to TEKS alignment in each content area. It is important to note that curriculum alignment is a process, not an event, which requires a continuous improvement approach. Based upon this data, the following will be addressed in the 2015-16 school year: • Continued emphasis will be placed upon alignment of writing, reading, math, science and humanities TEKS, • Greater emphasis will be placed upon alignment of rigor in all content areas, • Greater emphasis will be placed upon writing across the curriculum with special prominence placed between English and humanity courses, • Continued emphasis will be place on interdisciplinary approach of English and Humanities K through 12, • Continued emphasis will be placed upon alignment of MYP practices with the MYP: The Next Chapter, • Renewed emphasis will be placed on PYP rigor, and • Grade 3 Reading and Grade 5 Science Cohorts will be monitored by Administration to support acceleration learning. Please note that Math data is not included in this executive summary as Math data for the state has not yet been released. The state is resetting performance measures. When we receive the Math data, this executive summary will be updated. I leave you with the words of Albert Einstein. "Not everything that counts can be counted, and not everything that can be counted counts." Moving forward, we should use data wisely to drive instruction. Data in and of itself is only as valuable as the narrative it reveals. WESTLAKE ACADEMY AGENDA ITEM Curriculum: DP Meeting Date: August 10, 20]5 Staff Contacts: Dr. Mechelle Bryson Workshop Discussion Executive Principal Stacy Stoyanoff DP Principal Subject: DP IB Results EXECUTIVE SUMMARY The purpose of this report is to inform the board of the DP IB results for the 2015 graduating cohort. As such, the results for the 2015 graduating cohort wi]] be compared to graduating cohorts 2010 through 2014 to measure the overall effectiveness of Westlake Academy's IB mission. Analysis will be provided and areas of strength and weakness will be identified. PLAN DESIRED OUTCOMES ACADEMY VALUES � High Student Achievement � Maximizing Personal Development ❑ Strong Parent&Community �Academic Excellence Connections ❑ Respect.for Self and Others ❑ Financial Stewardship& Sustainability � Personal Responsibility ❑ Compassion and UndeYstanding � Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance? This is the annual reporting of IB DP results for the previous school year's graduating cohort. The Board is ultimately accountable to Westlake Academy's stakeholders for the academic achievement of Westlake Academy's students. A discussion of these results and purposed action is needed to afford the Board an opportunity to examine the data and gain an understanding of the academic status of Westlake Academy. Which policy governs this? None What additional direction is necessary? None FISCAL IMPACT ❑ Funded ❑ Not Funded � N/A RECOMMENDATION /ACTION REQUESTED/ OPTIONS None ATTACHMENTS • DP IB Results PowerPoint — presentation during meeting Page 1 of 1 1 WESTLAKE ACADEMY AGENDA ITEM Curriculum: All Programmes Staff Contacts: Dr. Mechelle Bryson Executive Principal Workshop: Discussion Stacy Stoyanoff Date: August 10, 2015 DP Principal Subject: Teacher Recruitment&Retention Dr. Andra Barton MYP Principal Rod Harding PYP Principal EXECUTIVE SUMMARY The purpose of Westlake Academy's recruitment strategy is to attract, select, cultivate and retain top teaching and administrative talent to achieve the school's mission. Westlake Academy needs teachers and administrators who create a positive and professional environment, maintain worthwhile relationships with students/staff and posses instructional expertise within content areas, IB framework and educational pedagogy. This discussion will focus on Westlalce Academy's recruitment strategy, recruitment issues, retention strategy and retention issues. PLAN DESIRED OUTCOMES ACADEMY VALUES � High Student Achievement �Maximizing Personal Development ❑ Strong Parent&Community �Academic Excellence Connections ❑ Respect.for Self and Others ❑ Financial Stewardship& Sustainability �Personal Responsibility ❑ Compassion and Understanding � Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance?This report is tied to our strategic initiative to attract, recruit, retain and develop the highest workforce. Which policy governs this? None What additional direction is necessary? None FISCAL IMPACT ❑ Funded ❑ Not Funded � N/A RECOMMENDATION/ACTION REQUESTED/ OPTIONS None ATTACHMENTS • PowerPoint Page 1 of 1 1 Westlake Academ Y Item #5 Board Recap / Staff Direction BOARD RECAP / STAFF DIRECTION Westlake Academ Y Item # 6 — Workshop Adjournment Westlake Academ Y Item # 2 — Citizen's Presentations and recognitions CITIZEN 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 Academ Y Item # 3 — Consent Agenda 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 from the June 1, 2015, meeting. b. Consider approval of Resolution 15-11, Approving Amendments to the Academy Personnel Manual for the 2015-2016 school year. c. Consider approval of Resolution 15-12, Authorizing the Town Manager to enter into an agreement with Pruitt Building Services, Inc. for janitorial services at the Westlake Academy Campus. d. Consider approval of Resolution 15-13, Awarding the bid for property/casualty insurance products and services to Box Insurance Agency for FY 2015-2016. ��,�� ` � � � '} � ,� �� WESTLAKE ACADEMY BOARD OF TRUSTEES MEETING 7une 1, 2015 PRESENT: President Laura Wheat, Trustees: Michael Barrett, Carol Langdon, Rick Rennhack, and Wayne Stoltenberg. ABSENT: Alesa Belvedere OTHERS PRESENT: Superintendent Tom Brymer, School Attorney Janet Bubert, Board Secretary Kelly Edwards, Assistant to the Superintendent Amanda DeGan, Executive Principal & Director of Education Dr. Mechelle Bryson, MYP Principal Dr. Andra Barton, PYP Principal Rod Harding, Assistant Principal & Coach Alan Burt, WA Foundation Executive Director Dr. Shelly Myers , Jason Power Director of Information Technology, Director of Communications & Community Affairs Ginger Awtry, Director of HR &Administrative Services Todd Wood and Communications Specialist Susan McFarland. Work Session 1. CALL TO ORDER President Wheat called the work session to order at 5:18 p.m. 2. PLEDGE OF ALLEGIANCE President Wheat led the pledge of allegiance to the United States and Texas flags. 3. REVIEW OF CONSENT AGENDA ITEMS FOR THE JUNE 1, 2015, TRUSTEES REGULAR MEETING AGENDA. No additional discussion. BOT Minutes 06/01/15 Page 1 of 6 4. REPORTS a. Athletics Program Update. Assistant Principal and Coach Burt answered questions regarding the information provided to the Board in the packet. Discussion ensued regarding the requirements of each league, participation rate of surrounding ISDs, conditions of the SBC league, traveling and missed days, facilities requirements of each league, UIL competition requirements, limiting a student's participation of more than one sport, current designation as 3A school, possibility of shared parks and school use, game notification communications, the culture shift and expenses of changing leagues and additional training for coaches. 5. DISCUSSION ITEMS a. Presentation and discussion of the Student International Leadership Symposium. Assistant Principal and Coach Burt introduced the students that participated in the program. Those students are Audrey McQuietor, Elias Mitchell, Scarlet Oakley, Mitch Thompson, Savannah Tucker, and Jack Woods. Then each student provided an overview of their experience at the symposium and projects they would like to see implement at the academy. Discussion ensued regarding the projects and how to implement those projects. b. Discussion regarding an amendment to the Academic Honesty policy specifically the Honor Code. Principal Harding provided an overview of the amendment. Discussion ensued regarding the teaching approach of academic honesty, collaboration, setting the goal of learning instead of the grade, and approaches to learning. BOT Minutes 06/01/15 Page2of6 6. EXECUTIVE SESSION The Board did not convene into executive session. The Board will conduct a closed session pursuant to Texas Government Code, annotated, Chapter 551, Subchapter D for the following: 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: Admissions policy and related charter amendments. 7. RECONVENE MEETING 8. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS. 9. BOARD RECAP / STAFF DIRECTION Continue to monitor student participation and impacts of facilities while being mindful of the time it would take should the academy change sports leagues. Continue to monitor and provide an update in approximately six (6) months regarding the students process and implementation of the information they learned from the symposium. 10. AD]OURNMENT President Wheat adjourned the work session at 6:40 p.m. Regular Session 1. CALL TO ORDER President Wheat called the regular session to order at 6:40 p.m. 2. CITIZENS' PRESENTATIONS AND RECOGNITIONS: Ms. Karen Hibbs, WA Campus Leadership Team, provided an overview of the requirements for the Teacher of the Year award. Ms. Hibbs presented the Teacher of the Year award to Ms. Rhoda Hahn G7 9t" Grade Biology. Heather McCown, 608 Eagle Court, Keller, a former teacher that resigned, stated she felt a moral obligation to improve the academy and be a part of the solution regarding gossip BOT Minutes 06/01/15 Page3of6 and hearsay. She noted several concerns provided by anonymous families listed in a report provided to the Board. Steve Watson, 1719 Wisteria Way, Westlake, stated his concerns regarding the proposed Admission and Residency policy amendments regarding building permits and senior students. Heather Poole, 2002 Swallowtail Circle, Westlake, wanted to speak about the issues and concerns brought up at the previous board meeting. She stated that she and hoped this item would be listed on the agenda for discussion and open dialogue, would like the Board to know the real issues and would like to know the procedures to have the open dialogue. 3. CONSENT AGENDA a. Consider approval of the minutes from the May 18, 2015, meeting. b. Consider approval of Resolution 15-10, Amending the Academic Honesty and Honor Code Policy. MOTION: Trustee Langdon made a motion to approve the consent agenda. Trustee Barrett seconded the motion. The motion carried by a vote of 4-0. President Wheat moved to item 6, Executive Session prior to the discussion of items 4 and 5 of the agenda. 4. DISCUSSION AND CONSIDERATION OF RESOLUTION 15-08, AMENDING THE ADMISSIONS POLICY. Assistant to the Superintendent DeGan provided an overview of the proposed amendments. Discussion ensued regarding the applicability of the policy as it relates to upper classmen in the DP Programme, an FAQ document, proposed amendment related to Grandparents, include an example of the Grandparent inclusion, average time from the time a building permit is submitted to the occupancy of a home, including lottery dates on the FAQ, links to the website, and lottery applicability regarding residents and staff. MOTION: Trustee Stoltenberg made a motion to approve Resolution 15- 08. Trustee Rennhack seconded the motion. The motion carried by a vote of 4-0. BOT Minutes 06/01/15 Page4of6 5. DISCUSSION AND CONSIDERATION OF RESOLUTION 15-09, AMENDING THE PROOF OF RESIDENCY POLICY. Assistant to the Superintendent DeGan provided an overview of the proposed amendments. Discussion ensued regarding the annual process of documentation provided to reenroll, extending the building permit issuance date to December 31, 2015, purchasing verses building a home, number of students that enter in the middle of the school year, and the communication of a FAQ document. MOTION: Trustee Langdon made a motion to approve Resolution 15-09, with an effective date of December 31, 2015. Trustee Barrett seconded the motion. The motion carried by a vote of 4-0. 6. EXECUTIVE SESSION The Board convened into executive session at 7:06 p.m. The Board will conduct a closed session pursuant to Texas Government Code, annotated, Chapter 551, Subchapter D for the following: 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: Admissions policy and related charter amendments. 7. RECONVENE MEETING President Wheat reconvened the meeting at 8:06 p.m. 8. TAKE ANY ACTION, IF NEEDED, FROM EXECUTIVE SESSION ITEMS. No action was taken as a result of executive session. 9. BOARD CALENDAR Superintendent Brymer provided an overview of upcoming events. 10. FUTURE AGENDA ITEMS No future agenda items. BOT Minutes 06/01/15 Page5of6 11. AD70URNMENT There being no further business before the Board, President Wheat asked for a motion to adjourn the meeting. MOTION: Trustee Rennhack made a motion to adjourn the regular session. Trustee Langdon seconded the motion. The motion carried by a vote of 4-0. President Wheat adjourned the regular session at 8:54 p.m. APPROVED BY THE BOARD OF TRUSTEES ON AUGUST 10, 2015. ATTEST: Laura Wheat, President Kelly Edwards, Board Secretary BOT Minutes 06/01/15 Page6of6 WESTLAKE ACADEMY AGENDA ITEM Curriculum: PYP /MYP /DP Meeting Date: August 10, 2015 Staff Contact: Todd Wood Consent Dir. of HR & Administrative Services Subject: Consider a resolution amending the Westlake Academy Personne] Manual for the 2015-2016 school year. EXECUTIVE SUMMARY The Westlake Academy Personnel Manual is a written compilation of the Academy's employee policies, procedures, and benefits. It is a comprehensive document which must be updated annually in response to changing laws, employment trends, as well as internal changes to policies and procedures. PLAN DESIRED OUTCOMES ACADEMY VALUES ❑ High Student Achievement �Ma�imizing Personal Development � Strong Parent& Community ❑Academic Excellence Connections � Respect fo�Self and Others ❑ Financial Stewardship & �Personal Responsibility Sustainability � Compassion and Understanding � Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance? School policy is a responsibility of the Board of Trustees. Which policy governs this? Previous policy and authority of the Board of Trustees. What additional direction is necessary? Input and questions from the Board of Trustees. FISCAL IMPACT ❑ Funded ❑ Not Funded � N/A RECOMMENDATION /ACTION REQUESTED/ OPTIONS Staff recommends approval of the proposed policy amendments (contained in exhibit"A"), and their inclusion in the 2015-2016 Westlake Academy Personnel Manual. ATTACHMENTS • Redline with proposed policy additions, deletions, and changes shown as Exhibit"A" • Resolution Page 1 of 1 WESTLAKE ACADEMY RESOLUTION NO. 15-11 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES AMENDING CURRENT MANUAL AND ADOPTING THE 2015-2016 WESTLAKE ACADEMY PERSONNEL MANUAL. WHEREAS, Westlake Academy recognizes that ongoing updates to the Academy's personnel manual are necessary to ensure best practices; and, WHEREAS, the leaders of Westlake Academy desire to promote professionalism, safety, security, and high standards of performance in the workplace; and, WHEREAS, Westlake Academy desires is to provide employees with a personnel manual that reflects the goals and vision of the Academy's leaders; and, WHEREAS, the Board of Trustees finds that the passage of this Resolution is in the best interest of the citizens of Westlake as well as the students, their parents, and faculty of Westlake Academy. NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY: SECTION 1: that, all matters stated in the Recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 2: That the Westlake Academy Board of Trustees does hereby amends the current manual with the proposed personnel policy additions and changes, attached as Exhibit "A", and adopts the 2015-2016 Westlake Academy Personnel Manual with the aforementioned additions. SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Resolution without the invalid provision. Resolurion WA 15-11 Page 1 of 2 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS lOTH DAY OF AUGUST 2015. ATTEST: Laura Wheat, President Kelly Edwards, Town Secretary Tom Brymer, Superintendent APPROVED AS TO FORM: Janet S. Bubert or L. Stanton Lowry, School Attorney Resolution WA 15-11 Page 2 of 2 Exhibit "A" Westlake Academy Personnel Manual 2015-2016 Proposed Updates Timekeeping Accurately recording time worked is the responsibility of every employee, and records should represent actual time worked on the job performing assigned duties. Federal and state law requires that Westlake Academy keep accurate records of time worked in order to calculate employee pay and benefits. Non-exempt (hourly) employees are required to record actual time worked to their supervisor on a weelcly basis, using the Academy's electronic tiinelceeping system. It is the immediate supervisor's responsibility to accurately document and/or verify the time his or her subordinates begin and end their work period, each meal period, split shift, and departure from work for personal reasons. Supervisors will review and approve electronic timesheets before submitting for payroll processing. Timesheets must be approved and received by the Human Resources Department no later than 12:OOpm on the Tuesday preceding payday. Each tiinesheet must be submitted by the c�nployee for supervisor approval, and subinission constitutes an elech-onic signature by tl�e einployee indicating that the time recorded is correct. Falsification of a timesheet may be punishable by disciplinary action, up to and including termination. All Westlake Academy employees are required to record absences in the Aesop system, regardless of exemption status. Employees leaving the campus for any period of time must record their time out when leaving campus and record their time in upon returning. Local Family and Medical Leave Provisions Eligible employees can take up to 12 weeks of unpaid leave in the 12-month period beginning on the first duty day of the school year. Use of Paid Leave. FML runs concurrently with accrued sicic and personal leave, temporary disability leave, compensatary time, assault leave, and absences due to a work-related illness ar injury. Westlake Academy will designate the leave as FML, if applicable, and notify the employee that accumulated leave will run concurrently. Combined Leave for Spouses. Spouses who are employed by Westlake Academy are limited to a combined total of 12 weeks of FML to care for a parent with a serious health condition; or for the birth, adoption, ar foster placement of a child. Military caregiver leave for spouses is limited to a combined total of 26 weeks. Intermittent Leave. When medically necessary or in the case of a qualifying exigency, an employee may take leave intermittently or on a reduced schedule. Westlake Academy does not permit the use of intermittent or reduced-schedule leave for the care of a newborn child or for adoption or placement of a child with the employee. Contact Information. Employees that require FML or have questions should contact the Human Resources Department for details on eligibility, requirements, and limitations. Breaks for Expression of Breast Milk Westlake Academy supports the practice of expressing breast milk and makes reasonable accommodations for the needs of employees who express breast milk. A place, other than a multiple user bathroom, that is shielded from view and free from intrusion from other employees and the public where the employee can express breast milk will be provided. A reasonable amount of break time will be provided when the einployee has a need to express milk. For nonexempt employees, these breaks are unpaid and are not counted as hours worked. Employees should meet with their supervisor to discuss their needs and arrange brealc times. D1SCrlrillriatlOri, harassment, and retaliation It is the policy of Westlake Academy to prohibit harassment, including sexual harassment, in the workplace by any person in any form. Employees shall not engage in prohibited harassment, including sexual harassment, of other employees, tu�paid interns, student teachers, or students. While acting in the course of their employment, employees shall not engage in prohibited harassment of other persons, including board members, vendors, contractors, volunteers, students, or parents. A substantiated charge of harassment will result in disciplinary action. Child Sexual Abuse and Maltreatment of Children As an employee, it is important for you to be aware of warning signs that could indicate a child may have been or is being sexually abused or maltreated. Sexual abuse in the Texas Family Code is defined as any sexual conduct harmful to a child's mental, emotional, or physical welfare as well as a failure to make a reasonable effort to prevent sexual conduct with a child. Maltreatment is defined as abuse or neglect. Anyone who suspects that a child has been or may be abused ar neglected has a legal responsibility under state law for reporting the suspected abuse or neglect to law enforcement or to Child Protective Services (CPS). Employees are required to follow the procedures described above in Reporting Suspected Child Abuse. Reporting Crime The Texas Whistleblower Act protects employees who make good faith reports of violations of law by the district to an appropriate law enforcement authority. The district is prohibited from suspending, terminating the employment of, or taking other adverse personnel action against, an employee who makes a report under the Act. State law also provides employees with the right to report a crime witnessed at the school to any peace officer with authority to investigate the crime. Personal Use of Electronic Media Electronic media includes all forms of social media, such as text messaging,instant messaging, electronic mail (e-mail),Web logs (blogs), wikis, electronic forums (chat rooms), video-sharing Web sites (e.g., � YouTube), editorial comments posted on the Internet, and social network sites (e.g.,Facebook, "'�"� Twitter, hlsta�ram, LinkedIn). Electronic media also includes all forms of telecommunication such as landlines, cell phones, and Web-based applications. As role models for the Academy's students, employees are responsible for their public conduct even when they are not acting as Academy employees. Employees will be held to the same professional standards in their public use of electronic media as they are for any other public conduct. If an employee's use of electronic media interferes with the employee's abiliry to effectively perform his or her job duties, the employee is subject to disciplinary action, up to and including termination of employment. If an employee wishes to use a social network site or similar media far personal purposes,the employee is responsible for the content on the employee's page, including content added by the employee, the employee's friends, or members of the public who can access the employee's page, and for Web links on the employee's page. The employee is also responsible for maintaining privacy settings appropriate to the content. An employee who uses electronic media for personal purposes shall observe the following: • The employee may not set up or update the employee's personal social network page(s)using the Academy's computers, network, or equipment. • The employee shall not use the Academy's logo or other copyrighted material of the Academy without express, written consent. • The employee shall limit use of personal electronic coinmunication devices to send or receive calls, text messages,pictures, and videos to breaks, meal times, and before and after scheduled work hours,unless there is an emergency or the use is authorized by a supervisor to conduct Westlake Academy business. • An employee may not share or post, in any format, information, videos, or pictures obtained while on duty or on district business unless the einployee first obtains written approval from the employee's immediate supervisor. Employees should be cognizant that they have access to i��formation and images that, if h-ansmitted to the public, could violate privacy concerns. • The employee continues to be subject to applicable state and federal laws, local policies, administrative regulations, and the Code of Ethics and Standard Practices for Texas Educatars, even when communicating regarding personal and private matters,regardless of whether the employee is using private or public equipment, on or off campus. These restrictions include: i. Confidentiality of student records. ii. Confidentiality of health or personnel information concerning colleagues, unless disclosure serves lawful professional purposes or is required by law. iii. Confidentiality of Academy records, including educator evaluations and private e-mail addresses. iv. Copyright law v. Prohibition against harming others by knowingly making false statements about a colleague or the school system. See Use of Electronic Media with Students, below,for regularions on employee communication with students through electronic media. Use of Electronic Media with Students A certified or licensed employee, or any other employee designated in writing by the superintendent or a campus principal, may communicate through electronic media with students who are currently enrolled in the Academy. The employee must comply with the provisions outlined below. All other employees are prohibited from communicating with students who are enrolled in the Academy through electronic media. An employee is not subject to these provisions for personal, non-school related communications that occur due to an employee's social or family relationship with a student. For example, an employee may have a relationship with a niece or nephew, a student who is the child of an adult friend, a student who is a friend of the employee's child, or a member or participant in the same civic, social, recreational, or religious organization. An employee who claims an exception based on a social relationship shall provide written consent from the student's parent. The written consent shall include an acknowledgement by the parent that: • The employee has provided the parent with a copy of this protocol • The employee and the student have a social relationship outside of school; • T11e parent understands that the employee's communications with the student are excepted from district regulation; and • The parent is solely responsible for monitoring electronic communications between the employee and the student. The following definitions apply for the use of electronic media with students: • Electronic media includes all forms of social media, such as text messaging, instant messaging, electronic mail (e-mail), Web logs (blogs), wilcis, electronic forums (chat rooms), video-sharing Web sites (e.g., YouTube), editorial comments posted on the � Internet, and social network sites (e.g., Facebook, �¢�Twitter, Instagi-am, Linkedln). Electronic media also includes all forms of telecommunication such as ]andlines, cell phones, and Web-based applications. • Communicate means to convey information and includes a one-way communication as well as a dialogue between two or more people. A public communication by an employee that is not targeted at students (e.g., a posting on the employee's personal social network page or a blog) is not a cominunication: however, the employee may be subject to Academy regulations on personal electronic communications. See Personal Use of Electronic Media, above. Unsolicited contact from a student through electronic means is not a communication. • Certified or licensed employee means a person employed in a position requiring SBEC certification or a professional license, and whose job duties may require the employee to communicate electronically with students. The term includes classroom teachers, counselors, principals, librarians, paraprofessionals, nurses, educational diagnosticians, licensed therapists, and athletic trainers. An employee who uses electronic media to communicate with students shall observe the following: • The einployee may use any form of electronic media except text messaging. Only a teacher, trainer, or other employee who has an extracurricular duty may use text messaging, and then only to communicate with students who participate in the extracurricular activity over which the employee has responsibility. An employee who com�nunicates with a student using text messaging shall comply with the following protocol: o The employee shall include at least one of the student's parents or guardians as a recipient on each text message to the student so that the student and parent receive the same message; o The einployee shall include his or her immediate supervisor as a recipient on each text message to the student so that the student and supervisor receive the same message; or o For each text message addressed to one or more students, the employee shall send a copy of the text message to the employee's Westlake Academy e-mail address. • The employee shall limit communications to matters within the scope of the employee's professional responsibilities (e.g., for classroom teachers, matters relating to class work, hoineworlc, and tests; for an einployee with an extracurricular duty, matters relating to the extracun-icular activity. • The employee is prohibited from knowingly communicating with students through a personal social network page; the employee must create a separate social network page ("professional page") for the purpose of communicating with students. The employee must enable administration and parents to access the employee's professional page. • The employee shall not communicate directly with any student between the hours of 5 p.m. and 7 a.m. An employee may, however, make public posts to a social network site, blog, or similar application at any time. • The employee does not have a right to privacy with respect to communications with students and parents. • The employee continues to be subject to applicable state and federal laws, local policies, administrative regulations, and the Code of Ethics and Standard Practices for Texas Educators, including: o Compliance with the Public Information Act and the Family Educational Rights and Privacy Act (FERPA), including retention and confidentiality of student records. o Copyright law • Prohibitions against soliciting or engaging in seXual conduct or a romantic relationship with a student. • Upon request from administration, an employee will provide the phone number(s), social network site(s), or other information regarding the method(s) of electronic media the employee uses to communicate with one or more currently-enrolled students. • Upon written request from a parent or student, the employee shall discontinue communicating with the student through e-mail, text messaging, instant messaging, or any other form of one-to-one communication. An employee may request an exception from one or more of the limitations above by submitting a written request to his or her immediate supervisor. Tobacco Products and E-Cigarette use State law prohibits sinoking, using tobacco products, or e-cigarettes on all Westlake Academy property and at school-related or school-sanctioned activities, on or off school property. �elc-�-g � � ,, . This includes all buildings,playground areas, parking facilities, and facilities used for athletics and other activities. Drivers of Academy-owned vehicles are prohibited froin sinolcing, using tobacco products, or e-cigarettes while inside the vehicle. Notices stating that smoking is prohibited by law and punishable by a fine are displayed in prominent places in all school buildings. Reports to the Texas Education Agency The dismissal of a certified employee must be reported to the Division of Investigations at TEA � , whenever the termination is based on evidence that the employee was involved in any of the following: • A reported criminal history . Any form of sexual/physical abuse of a minor or any other illegal conduct with a student or a minor • Soliciting or engaging in sexual conduct or a romantic relationship with a student or minor . The possession, transfer, sale, or distribution of a controlled substance • The illegal transfer, appropriation, or expenditure of school property or funds . An attempt by fraudulent or unauthorized means to obtain or alter any certificate or permit for the purpose of promotion or additional compensation � • Committing a criminal offense or any part of a criminal offense e�on school property or at a school-sponsored event • Violating assessment instrument security procedures The superintendent is also required to notify TEA when a certified employee resigns and there is evidence that the educator engaged in the conduct listed above. The reporting requirements above are in addition to the superintendent's ongoing duty to notify TEA when a certified employee has a reported criminal history. "Reported criminal history" means any formal criminal justice system charges and dispositions including arrests, detentions, indictments, criminal information, convictions, deferred adjudications, and probations in any state or federal jurisdiction. WESTLAKE ACADEMY AGENDA ITEM Curriculum: PYP /MYP / DP Meeting Date: August 10, 2015 Staff Contact: Troy J. Meyer Consent Item Subject: Consider a Resolution authorizing the Town Manager to enter into an agreement with Pruitt Building Services,Inc. for janitorial services at the Westlake Academy Campus. EXECUTIVE SUMMARY The competitive bid process was followed as outlined in the Texas Local Government Code. All specifications for the work were available to the public and bid procedures properly advertised. A pre-bid conference was held on July 13, 2015 with an extended sealed bid opening on July 21, 2015. Staff received three bids to provide janitorial services at the Westlake Academy Campus. Pruitt Building Services, Inc. $ 96,900.00 Best Facility Services $126,700.00 Varsity Facility $173,020.68 Staff recommends awarding the bid to Pruitt Building Services, Inc. which gives us the best value to providing janitorial services at the Westlake Academy Campus. Pruitt Building Services, Inc. bid annual cost is $96,900.00, monthly rate $8,075.00. PLAN DESIRED OUTCOMES ACADEMY VALUES � High Student Achievement ❑Maximizing Personal Development ❑ Strong Parent& Community �Academic Excellence Connections � Respect.foN Self and Others � Financial Stewardship & �Personal Responsibility Sustainability � Compassion and Understanding � Effective Educators & Staff GOVERNANCE FRAMEWORK Governance direction will provide the authority and directives of the Board to the Academy staff as it relates to contract services. FISCAL IMPACT � Funded ❑ Not Funded ❑ N/A RECOMMENDATION /ACTION REQUESTED/ OPTIONS Approving a Resolution authorizing the Town Manager to enter into an agreement with Pruitt Building Services, Inc. to provide janitorial services at the Westlake Academy Campus. ATTACHMENTS Resolution Page 1 of 1 WESTLAKE ACADEMY RESOLUTION NO. 15-12 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES AUTHORIZING THE TOWN MANAGER TO ENTER INTO AN AGREEMENT WITH PRUITT BUILDING SERVICES, INC. FOR JANITORIAL SERVICES AT THE WESTLAKE ACADEMY CAMPUS. WHEREAS, the Board of Trustees finds the janitoria] service will benefit the public: and WHEREAS, the Board of Trustees finds that the contractor from Pruitt Building Services, Inc. for janitorial services will provide all necessary labor and supplies for the cleaning at the Westlake Academy Campus; and WHEREAS, the janitorial services cost have been include in the adopted 2015-2016 Westlake Academy budget; and WHEREAS, the Pruitt Building Services, Inc. bid annual cost is $96,900.00, with a monthly rate of$8,075.00; and WHEREAS, the Board of Trustees finds that the passage of this Resolution is in the best interest of the citizens of Westlake as well as the students, their parents, and faculty of Westlalce Academy. NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY: SECTION 1: The above findings are hereby found to be true and correct and are incorporated herein in its entirety. SECTION 2: That the Board of Trustees of Westlake Academy hereby authorizes the Town Manager to enter into an agreement with Pruitt Building Services, Inc. to provide janitorial services at the Westlake Academy Campus. SECTION 3: If any portion of this resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Board of Trustees hereby determines that it would have adopted this Resolution without the invalid provision. Resolution 15-12 Page 1 of 2 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED BY THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY, A CHARTER SCHOOL OF THE STATE OF TEXAS, ON THE lOth DAY OF AUGUST, 2015. ATTEST: Laura Wheat, President Kelly Edwards, Board Secretary Thomas E. Brymer, Superintendent APPROVED AS TO FORM: Janet S. Bubert or L. Stanton Lowry, School Attorney Resolution 15-12 Page 2 of 2 WESTLAKE ACADEMY RESOLUTION NO. 15-13 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES AWARDING THE BID FOR PROPERTY/CASUALTY INSURANCE PRODUCTS AND SERVICES TO BOX INSURANCE AGENCY FOR FY 2015-2016. WHEREAS, Westlake Academy desires to maintain a comprehensive risk management program for the protection of its property, students, employees, elected officials, and stakeholders; and, WHEREAS, the leaders of Westlake Academy desire to exercise exceptional levels of stewardship with all financial resources; and, WHEREAS, the Board of Trustees finds that the passage of this Resolution is in the best interest of the citizens of Westlake as well as the students, their parents, and faculty of Westlake Academy. NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY: SECTION 1: that the Board of Trustees of Westlake Academy does hereby award the recommended bid for property/casualty insurance products and services to Box Insurance Agency for FY 15-16, attached hereto as Exhibit "A"; and further authorize the Superintendent or designee to execute this agreement. SECTION 2: that, all matters stated in the Recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 3: If any portion of this Resolution shall, far any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Resolution without the invalid provision. Resolurion WA 15-13 Page 1 of 3 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS lOTH DAY OF AUGUST 2015. ATTEST: Laura Wheat, President Kelly Edwards, Town Secretary Thomas E. Brymer, Superintendent APPROVED AS TO FORM: Janet S. Bubert or L. Stanton Lowry, School Attorney Resolution WA 15-13 Page 2 of 3 Exhibit "A" Recommended Bid — Box Insurance Coverage Expiring Premium Renewal Premium Commercial Property-Travelers $85,332.00 $81,628.00 (Total Value @40,288,880) (Total value @42,592,015) General Liability-Utica $11,369.00 $11,453.00 (Based on 815 Students) (Based on 825 Students) Business Auto -Utica $ 3,114.00 $ 3,083.00 (Based on 2 Vehicles) (Based on 2 Vehicles) Umbrella($5,000,000)—Utica $ 8,845.00 $ 8,659.00 Workers Compensation-Travelers $18,557.00 $20,607.00 Student Accident Policy-QBE $ 4,392.00 $ 4,282.00 (Based on 815 Students) (Based on 825 Students) Global Support Services - Travelers N/A $2,750 Total $131,609.00 $132,462.00 Resolution WA 15-13 Page 3 of 3 WESTLAKE ACADEMY AGENDA ITEM Curriculum: PYP /MYP / DP Meeting Date: August 10, 2015 Staff Contact: Todd Wood Consent Dir. of HR& Administrative Services Subject: Consider a Resolution awarding the bid for property/casualty insurance products and services to Box Insurance Agency for FY 2015-2016. EXECUTIVE SUMMARY Bids have been obtained for Westlake Academy's annual insurance renewal from two brokers, representing several insurance companies. These insurance policies include property, general liability, umbrella, workers' compensation, auto, and a student accident policy. Bids were received from several companies in each categary to ensure we continue to receive quality coverage from "A" rated carriers at competitive prices. Box Insurance offered the most comprehensive coverage, at a lower cost than the previous year. Staff recommends retaining Box Insurance Agency as our broker for all Westlake Academy property/casualty insurance programs and services for the 2015-2016 school year. The total quote for all current policies through Box Insurance is $129,712, a decrease of nearly $2,000 from the current year. This includes renewal of an optional student accident policy. Staff recommends the addition of a comprehensive travel policy that would cover employees and students on foreign and domestic trips. The premium for this policy would be $2,750.00. PLAN DESIRED OUTCOMES ACADEMY VALUES ❑ High Student Achievement ❑Maximizing Personal Development ❑ Strong Parent& Community ❑Academic Excellence Connections � Respect.foN Self and Others � Financial Stewardship & �Personal Responsibility Sustainability ❑ Compassion and Understanding ❑ Effective Educators & Staff GOVERNANCE FRAMEWORK Why do we need governance guidance? School policy is a responsibility of the Board of Trustees. Which policy governs this? Previous policy and authority of the Board of Trustees. What additional direction is necessary? Input and questions from the Board of Trustees. FISCAL IMPACT � Funded ❑ Not Funded ❑ N/A RECOMMENDATION /ACTION REQUESTED/ OPTIONS Staff recommends awarding the bid for Westlake Academy's property/casualty insurance products and services to Box Insurance Agency for FY 2015-2016. The total cost for this recommendation is $132,462.00. Page 1 of 3 ATTACHMENTS • Recommended bid with additional coverage options • Resolution, with recommended bid attached as Exhibit "A" Page 2 of 3 Recommended Insurance Bid with Optional Travel Policy Recommended Bid — Box Insurance Coverage Expiring Premium Renewal Premium Commercial Property-Travelers $85,332.00 $81,628.00 (Total Value @40,288,880) (Total value @42,592,015) General Liability-Utica $11,369.00 $11,453.00 (Based on 815 Students) (Based on 825 Students) Business Auto-Utica $ 3,ll4.00 $ 3,083.00 (Based on 2 Vehicles) (Based on 2 Vehicles) Umbrella($5,000,000)—Utica $ 8,845.00 $ 8,659.00 Workers Compensation-Travelers $18,557.00 $20,607.00 Total $127,217.00 $125,430.00 Optional Policies Coverage Expiring Premium Renewal Premium Student Accident Policy-QBE $ 4,392.00 $ 4,282.00 (Based on 815 Students) (Based on 825 Students) Global Support Services -Travelers N/A $2,750 Total $4,392.00 $7,032.00 Recommended Coverage Totals 14-15 Premium 15-16 Premium $131,609.00 $132,462.00 Page 3 of 3 WESTLAKE ACADEMY AGENDA ITEM Curriculum: PYP /MYP / DP Meeting Date: August 10, 2015 Staff Contact: Tom Brymer Regular Meeting Town Manager/ Superintendent Subject: Conduct a Public Hearing and Consider a Resolution Approving the Estimated Year-End Budget for Westlake Academy for the Fiscal Year Ending August 31, 2015 and Adopting the Proposed Budget for the Fiscal Year Ending August 31, 2016. EXECUTIVE SUMMARY The Board of Trustees reviewed the proposed budget for FY 2015-16 at our previous workshop held on May 27, 2015. At that time, Staff presented the projected year end expenditures, an analysis of the coming year revenues and expenditures related to the academic services of Westlake Academy and a five-year financial forecast. Based on discussions at our workshop, we have updated the budget to reflect the Board's direction. This budget presentation is the final opportunity for Board follow-up and review of the proposed information for the coming fiscal and school year. In accordance with State law, the staff has prepared and presents the FY 2015-16 operating budget for the Academy outlining the anticipated revenues and expenditures of all funds for the Board's review and consideration, including the estimated year-end budget for FY 2014-15. PLAN DESIRED OUTCOMES ACADEMY VALUES � High Student Achievement � Maximizing Personal Developnzent � Strong Parent& Community �Academic Excellence Connections �Respect for Self and Others � Financial Stewardship & �Personal Responsibility Sustainability � Compassion and Understanding � Effective Educators & Staff GOVERNANCE FRAMEWORK Governance direction will provide the authority and directives of the Board to the Academy staff as it relates to administering to the financial concerns of the Academy. FISCAL IMPACT � Funded ❑ Not Funded ❑ N/A RECOMMENDATION/ACTION REQUESTED/ OPTIONS Following presentation of the final proposed FY 2015-16 operating budget and holding of the required public hearing, staff recommends approval of this resolution. ATTACHMENTS l. Resolution 2. Proposed FY 2015-16 Budget, including estimated year-end budget for FY 2014-15 Page 1 of 1 WESTLAKE ACADEMY RESOLUTION NO. 15-14 A RESOLUTION OF THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY TO ADOPT THE REVISED OPERATING BUDGET FOR FISCAL YEAR ENDING AUGUST 31, 2015 AND THE PROPOSED BUDGET FOR FISCAL YEAR ENDING AUGUST 31, 2016 INCLUDING INVESTMENT POLICY, FISCAL AND BUDGETARY POLICIES, COMMITTED AND ASSIGNED FUND BALANCES. BE IT RESOLVED BY THE BOARD OF DIRECTORS OF WESTLAKE ACADEMY: WHEREAS, Section 44.002 of the Education Code of the Texas Education Agency Texas Schoo] Law Bulletin states the budget must be prepared according to generally accepted accounting principles, and WHEREAS, the budget must be approved by the Board of Trustees priar to August 31 st according to Texas Education Agency's Financial Accountability System Resource Guide, Section 2.6.2—TEA Legal Requirements; and WHEREAS, the Board of Trustees held a Public Hearing on August l Oth, 2015; and WHEREAS, the Board of Trustees finds that the passage of this Resolution is in the best interest of the citizens of Westlake as well as the students, their parents, and faculty of Westlake Academy. NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE WESTLAKE ACADEMY: SECTION 1: That, all matters stated in the recitals hereinabove are found to be true and correct and are incorporated herein by reference as if copied in their entirety. SECTION 2: That the Board of Trustees hereby adopts the revised Westlake Academy Operating Budget for the fiscal year ending August 31, 2015 and the proposed Westlake Academy Annual Operating Budget for the fiscal year ending August 31, 2016 and appropriates the funds contained therein attached to this resolution as Exhibit "A': SECTION 3: That the Board of Trustees hereby adopts the Fiscal and Budgetary Policies, Investment Policies, and the Committed and Assigned Fund Balance designations that are also included in Exhibit A. SECTION 4: That a copy of the official adopted 2015-2016 Budget shall be kept on file in the office of the Town Secretary. WA Resolution 15-14 Page 1 of 2 SECTION 5: If any portion of this resolution shall, for any reason, be declared invalid by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof and the Council hereby determines that it would have adopted this Resolution without the invalid provision. SECTION 6: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS lOt" DAY OF AUGUST, 2015. Laura Wheat, President ATTEST: Kelly Edwards, Board Secretary Thomas E. Brymer, Superintendent APPROVED AS TO FORM: L. Stanton Lowry ar Janet S. Bubert, School Attorney WA Resolution 15-14 Page 2 of 2 . �, F �t 1 ► A � a� t � � �rl � t . � �rl �1 � 1 ] 1 �► . , . : . . . . . - . . , r s � r � � ■ ■ � ■ � ► � � � , ��; � � '� � � Q 1� ! �� p � Q,a � � � �1!?,I'��'I��^�� „� � � '� � c � ��I�I� � c� � � � ,� �j��(•��►��'� ,,,�� ; ��. �� ■ � �� ,� � � - ■ ,�� r� � � � i �� . � � � '�p'�� '�{�'ll`n£t � , L��;��;�r�� _ . ve �� :- G �'� �:��. � ��:r� . ,>• � ��`� � ��. a ,�►��`�� e��4' � ,�,..�'� . � � � � � � � �"�`'��` . . � � � TABLE OF CONTENTS 1. INTRODUCTORY SECTION ExecutiveSummary.................................................................................................................1 I. Budget Presentation................................................................................................................2. II. Board Members and Administration 3 ......................................................................................... III. Westlake Academy Mission, Vision &Values........................................................................4 IV. Budget Framework-----------------------------------------------------------------------------------------------------------------5 V. Summary of Major Budget Components-------------------------------------------------------------------------------6 VI. Financial Summary ________________________________________________________________________________________________________________9 VII. Budget Trends---------------------------------------------------------------------------------------------------------------------------11 VIII. Service Level Adjustments.......................................................................................................13 IX. Individual Fund Summary,-------------------------------------------------------------------------------------------------------14 X. Informational Summary---�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-.15 XI. Personnel Trends---------------------------------------------------------------------------------------------------------------------15 XII. Student Enrollment 16 �-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�------- - XIII. Parent Survey Results--------------------------------------------------------------------------------------------------------------20 XIV. Awards 21 ---------------------------------------------------------------------------------------------------------------------------------------- - XV. Summary-----------------------------------------------------------------------------------------------------------------------------------21 2. ORGANIZATIONAL SECTION I. Board Members and Administration 23 -------------------------------------------------------------------------------------- II. Mission, Vision & Values.........................................................................................................24 III. Achieving our Vision and Mission...........................................................................................27 IV. Westlake Academy's Desired Outcomes...............................................................................29 V. Westlake Academy Organizational Structure.........................................................................30 VI. Academy Departments............................................................................................................32 VII. Financial Structure 34 ----------------------------------------------------------------------------------------------------------------- VIII. Financial Structure Summary.--------------------------------------------------------------------------------------------------36 IX. Westlake Academy Boundaries & Demographics ..............................................................39 X. Fiscal and Budgetary Policies--------------------------------------------------------------------------------------------------41 XI. The Budget Process-----------------------------------------------------------------------------------------------------------------49 3. FINANCIAL SECTION Summary of Major Budget Components---------------------------------------------------------------------------------57 ALL GOVERNMENTAL FUNDS Combined Statement of Revenues, Expenditures and changes in Fund Balance____________________58 Total Revenues & Expenditures--------------------------------------------------------------------------------------------59 TABLE OF CONTENTS FINANCIAL $ECTION �C011tli1UeC�J GENERAL FUNDS Combined Statement of Revenues, Expenditures and changes in Fund Balance___________________61 Combining Statement of Revenues, Expenditures and changes in Fund Balance___________________63 Schedule of Expenditures by Function and Object Code_______________________________________________________64 Revenue and Expenditure Comparison___________________________________________________________________________67 GENERAL FUND 199 Statement of Revenues, Expenditures and changes in Fund Balance ___________________________________68 TRANSPORTATION/PARKING FUND 197 Statement of Revenues, Expenditures and changes in Fund Balance____________________________________70 ALL SPECICAL REVENUE FUNDS Combined Statement of Revenues, Expenditures and changes in Fund Balance .,...71 Combining Statement of Revenues, Expenditures and changes in Fund Balance___________________73 4. INFORMATIONAL SECTION I. Fiscal Stewardship-------------------------------------------------------------------------------------------------------------------75 II. Future Board Direction and Financial Forecast 76 ------------------------------------------------------------------------- III. Economic Outlook 78 �----------------------------------------------------------------------------------------------------------------------- IV. Student Enrollment-----------------------------------------------------------------------------------------------------------------79� V. Personnel and Staffing------------------------------------------------------------------------------------------------------------79� VI. Performance Data„-�-�---------------------------------------------------------------------------------------------------------�----82 VII. Academic Programs-----------------------------------------------------------------------------------------------------------------84 VIII. The IB Programmes-----------------------------------------------------------------------------------------------------------------85 IX. Diploma Programme Model.---------------------------------------------------------------------------------------------------gg X. FY2014-15 Academic Achievements 89 ------------------------------------------------------------------------------------------ XI. Westlake Academy Athletics--------------------------------------------------------------------------------------------------90 XII. Parent Survey Results--------------------------------------------------------------------------------------------------------------91 XIII. Community Profile...................................................................................................................92 XIV. Investment Policy---------------------------------------------------------------------------------------------------------------------95 XV. Glossary-------------------------------------------------------------------------------------------------------------------------------------100 �1��1�4T1�� H C��L [��l�I IV E�� FFI�I�L� I�1TER�I�TI��I�.L This Meritorious Budget Award is presented to WESTLAKE ACADEMY INTERNATIONAL BACCALAUREATE WORLD SCHOOL For excellence in the preparation and issuance of its school entity's budget for the Fiscal Year 2014-2015. The budget adheres to the principles and standards of ASBO International's Meritorious Budget Award criteria. /N1F�I�ITQRIC)U5 � �, 1 � I � ,��, �� I �� . ' .�,�-�. �. Terrie S. Simmons, RSBA, CSBO John D. Musso, CAE, RSBA President Executive Director MERITORIOUS BUDGET AWARD The Association of School Business Officials International (ASBO) has presented a Meritorious Budget Award to Westlake Academy for four consecutive years. Additionally, the Academy received the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA); representing the fifth year the Academy has received this award. These awards represent a significant achievement that reflect the dedication and commitment the Board of Trustees and staff have given to meeting the highest principles of governmental accounting. These awards are valid for one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to ASBO and GFOA to determine its eligibility. �"� --- _ .-'" � GQIIERNMENT FI�IANCE �FFICERS I�SSaCIATIQN �� iS �in,g�ciShec� ``� �� B � dget ��esentati�or� � � �, Award , , � � PRESENTEa Tt7 � 1� �VVestlake Academ '� . Y ,� '�, T"exas , , For#he Fiscal Year Beginning ,�' Se�temb�er 1, 2�14 ��r'��=� Executive Directar The Government Finance Officers Association of the United States and Canada (GFOA) has presented a Distinguished Budget Presentation Award to the Westlake Academy for its annual budget for the fiscal year beginning October 1 , 2014. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. DISTINGUISHED BUDGET PRESENTATION AWARD The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the Town of Westlake for its annual budget for the fiscal year beginning October 1, 2014. The Town has received this award for eight consecutive years (fiscal years beginning 2007-2014). In order to receive this award, the Town must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. THE BUDGET AS A POLICY DOCUMENT This criterion involves including a Town-wide statement of budget policies, goals and objectives for the year, and an explanation of the budgeting process to the reader, describing the short-term and operational policies that guide the development of the budget. The criterion also relates to the longer -term Town-wide policies that are expected to continue in effect for a number of years. The budget award criterion also requires the inclusion of a budget message and/or transmittal letter by the Town Manager. THE BUDGET AS A FINANCIAL PLAN This criterion involves including an explanation of the financial structure and operations of the Town, and the Town's major revenue sources and fund structure. The budget should contain an all -inclusive financial plan for all funds and resources of the Town, including projections of financial condition at the end of the fiscal year, projections of current year financial activity, and provide a basis for historical comparisons. The budget should also present a consolidated picture of all operations and financing activities in a condensed format and an explanation of the budgetary accounting basis, whether prepared on a generally accepted accounting principles (GAAP) basis, cash basis, modified accrual basis, or any other acceptable method. THE BUDGET AS AN OPERATIONS GUIDE This criterion involves including information in the document explaining the relationship between organizational units (departments) and programs; including an organization chart, a description of the departmental organizational structure and staffing levels, and historical comparisons of staffing levels; explaining how capital spending decisions will affect operations; providing objectives and performance measures; and describing the general directions given to department heads through the use of goals and objectives, reorganizations, statement of functions, or other methods. THE BUDGET AS A COMMUNICATIONS DEVICE This criterion relates to having the budget document available for public inspection; providing summary information suitable for use by interested citizens and�or the media; avoiding the use of complex technical language and terminology; explaining the basic units of the budget, including funds, departments or activities; and disclosing sources of revenues and explanations of revenue estimates and assumptions. The intent is to enhance the communication aspects of the budget document, so that information in the budget can be communicated to a reader with a non-financial background. This award is valid for a period of one year only. We believe our current budget document continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. • � • � � � . --� a�, .� .� � �./ �P� ' � �' �,�- � � �` ��1��1�1� Cl � ��r�� a�� e ��« � -� � � � � � �� . � � � Y�� a r � � � v � ,� �� S�� S� � .� �► � � � �' .� � � � � _, � �" sv� � `'` • .� �� ` � ,� ,� `�' �' � � � � � �' � �' '�� .� � � � � 1 � � � 4 �� INTRODUCTORY SECTION EXECUTIVE SUMMARY August 10, 2015 Transmittal of FY 2015/16 Westlake Academy Budget "Dream...Create...Achieve: Building a Collective Legacy of Excellence" As Superintendent of Westlake Academy, and in tandem with the administrative teams for both municipal and academic services, I am submitting for your consideration the Budget for FY 2015/16. Westlake Academy has faced a number of challenges over the last several years; decreased state funding, increased rigor in state assessments, recruitment and retention of legacy teachers,facility expansion, and unprecedented growth. The students, staff, and faculty have shown an enormous amount of resiliency and determination to continually hold to our vision and rise to any challenge we have faced. It is with this in mind that we present this year's budget theme, "Dream...Create...Achieve: Building a Collective Legacy of Excellence." This Budget for the 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. The FY 2015/16 General Fund's Budget totals$7,851,677 representing a 4% increase from the prior year primarily due to growth in staffing and instructional supplies and materials. Even with the proposed 4% rise in expenditures,this year's budget increases fund balance by$89,960 for an ending balance of$1,106,911 which includes assigned funds to Technology and Uniform/Equipment Replacement. The daily operation of the Academy is made possible through our partnerships with the Town, Westlake Academy Foundation, and our affiliate groups. With their assistance,the Academy will be able to balance the budget beyond the five-year forecast. As mentioned above, one of the challenges we have recently faced is a reduction in state allocated funding for student education. We are pleased to report that we anticipate state public education funding will increase slightly over the levels of 2014/15, by approximately$60 per student. GENERAL FUND BUDGET SUMMARY Estimated Proposed $Increase %Increase GENERAL FUND FY 2014/15 FY 2015/16 (Decrease) (Decrease) Revenues $ 7,699,024 $ 7,941,626 $ 242,602 3% Expenditures (7,570,239) (7,851,666) (281,427) 4% Other Resources � 45,000 �� 45,000 - 0% � Other Uses (45,000) (45,000) - 0% EXCESS REVENUES OVER(UNDER) 128,785 89,960 (38,825) -30% EXPENDITURES FUND BALANCE BEGINNING � 1,024,517 1,153,302 128,785 13% FUND BALANCE ENDING 1,153,301 � 1,243,262 89,960 8% Assigned (113,650) (113,650) - 0% FUND BALANCE ENDING(Unassigned) $ 1,016,952 $ 1,106,912 $ 89,960 9% #Days Operating(Based on 365) 49 51 2 5% Daily Operating Expenditure $20,740 , $21,511 $771 4% _� TEA Funding per Student $7,026 $7,085 $59 1% Operating Cost per Student $9,323 � $9,437 $114 1% Employee Staffing 91.80 95.56 i 3.76 4% Student Teacher Ratio 8.85 8.79 (0.05) -1% 1 INTRODUCTORY SECTION I. BUDGET PRESENTATION I welcome the opportunity to present and discuss operational plans and related financial impact with all interested parties. The goal of the budget document is to provide timely information concerning the past, current, and projected financial status of the Academy, along with our academic progress. The budget is a holistic document used in concert with our strategic plan to facilitate decisions that support the educational goals and strategic objectives of the department. Discussion of the information contained in both the strategic plan and our budget document, 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 2015/16 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 Board of Trustees provides the governance and policy direction, while the Superintendent,finance department and campus and administrative staff teams developed the budget document for the Board's review. Staff then reviewed each existing expenditure request and the proposed allocations for the coming school year and asked "is this the best use of our public funds?" The budget document and the year-end annual audit are the primary vehicles to present the financial plan, along with an overview of the strategic plan, for 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. 2 INTRODUCTORY SECTION II. BOARD MEMBERS AND ADMINISTRATION The Westlake Academy Board of Trustees consists of five trustees and the Board President. Each member of the Board serves a two year term with two members and the president being elected on alternate years. Several members of the Westlake Academy Leadership Team operate under a shared service agreement with the Town of Westlake and serve dual roles. BOARD OF TRUSTEES � �� . � f� � �'' � , . 4 . .e � � . , , . ��,, .� . �,� � � � � ,,. , � � � � �� Laura Alesa Michael Rick Carol Wayne Wheat Belvedere Barrett Rennhack Langdon Stoltenberg Board President ^'^'^'�^'^'^'�^'��^'^'^'�^'��^'Board of Trustees^'^'"'^'^'^'�^'^'^'^'^'"'^'^'^'^'"'^'^'^'^'"'^'^' WESTLAKE ACADEMY LEADERSHIP TEAM r *Thomas E. Brymer Dr.Mechelle Bryson Superintendent of Schools Executive Principal *Amanda DeGan Alan Burt Assistant Town Manager Assistant Principal and Director of Athletics *Debbie Piper Stacy Stoyanoff Director of Finance DP Principal *Troy Meyer Dr.Andra Barton Director of Facilities Middle Years Principal *Jason Power Terri Watson Director of Information Technology MYP Coordinator *Ginger Awtry Rod Harding Director of Communications&Community Affairs PrimaryYears Principal *Todd Wood Director of Human Resources and Admin Alison Schneider Services PYP Coordinator *Asterisk denotes shared services Jennifer Furnish personnel between the academic Student Services Administrator and municipal service teams of Dr.Shelly Myers the Town of Westlake. Executive Director of the WAF & Director of Development l I 3 INTRODUCTORY SECTION III. 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 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 college bound 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, ealanced, and Reflective� � °_ -� �` �, - . . ;;_ , , �� *�= � VALUES � ' ��- � � �, .�� Maximizing Personal Development — � - ' Academic Excellence '�'' �� Respect for Self and Others � -"'��" . Personal Responsibility � -�''� Compassion and Understanding '� �+ � � �r ✓ �* � The following desired outcomes summarize the goals and objectives �� established by the Board of Trustees and leadership staff at the Academy. � �� _:_ � DESIRED OUTCOMES - High Student Achievement - Strong Parent& Community Connections � �� -- Financial Stewardship&Sustainability .� - Student Engagement-Extracurricular Activities ,�°�' �' I -�' ,��.�'.� Effective Educators&Staff � `��-� � '� : � ,. � � � �,,� �� .: . ��, . � , 4 INTRODUCTORY SECTION IV. 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 Projecting the budget allocations of the Academy is a continual process that responds to the changing needs of the Academy students and staff as well as variations in the fiscal environment such as the reduced State funding from FY 2009/10. The development of the Academy budget for fiscal year 2015/16 began with the Westlake Board of Trustees meeting that was held in May of 2015. Following is a summary of the main steps taken in preparation of the adopted budget. • eoard of Trustee Budget Review-The Board of Trustees regularly receives quarterly budget updates, some of which are detailed in the trend analysis and the five-year financial forecast discussed later in this document. Upon receipt of the adopted annual budget, the Board holds budget workshops to review adopted changes,their associated outcomes for the next fiscal year, as well as their impact in a five (5)year financial forecast. • BudgetAdoption-The Board of Trustees conducts the required public meeting and adopts the budget in August prior to beginning the fiscal year which runs from September 1st to August 31st. • BudgetAmendments-The Final Amended Budget for the Year Ending August 31, 2015,will be submitted at the August 2015 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 at that time. • AcademyApproach-The Academy approach to balancing the combination of fast student growth in a restricted funding environment along with increasing academic standards requires that the budget process be 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 outcome objectives contained in our Strategy Map. • Budget Calendar-The Budget Process covers the financial cycle starting with budget planning and ending with the audited annual financial report. 5 INTRODUCTORY SECTION Timeline Description of Activities October- December Strategic Plan preparation process occurs December Westlake Academy Instructional Leadership Team (ILT) begins planning FY 15/16 Budget January ILT meets with WA affiliates for joint planning for FY 2015/16 January- March Develop CIP, Five Year Projection & Personnel Cost Estimates April Develop improvement plans for each grade level/dept. May Strategic Plan preparation process occurs, preliminary budgets developed May BOT Budget Retreat June Current Budget Review August 10th BOT consideration/adoption of Westlake Academy FY 2015/16 Budget ' September-August Budget Amendments for FY 2014/15 Fall 2015 Begin strategic plan update/review process for FY 2016/17 January 2014 Annual Financial Report for FY 2014/15 V. SUMMARY OF MAJOR BUDGET COMPONENTS REVENUES The revenues received by Westlake Academy are classified into one of three broad categories: State, Federal and Local. • State funding is the Academy's largest revenue source making up over 79%of revenues from all funds. Staff estimates that the average level of total aid paid through the state's Foundation School Program (FSP) in FY 2015/16 will be approximately$7,085 per student; this represents a small increase from FY 2014/15. 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 15/16 is projected at 832 students in accordance with the current plan to attempt to maintain eighteen (18) students per class in kindergarten through grade five, and twenty-five (25) students in grades six through 12. • Local funding consists of two major sources,the Town and Westlake Academy Foundation (WAF).The Municipal budget for the Town of Westlake services the applicable bonds for the facilities on campus. Detail is contained in the "Organization Section" of this document. The Foundation is an independent non-profit organization that raises funds through donations and various fund raising efforts;the FY 2015/16 forecast is$1,100,000. As mentioned, the WAF conducts several annual fundraising activities: the Blacksmith Campaign is an annual fund drive,which started as a way to close the funding gap between what charter schools receive in state allocations in comparison to local ISDs. It mainly focuses the fund raising efforts toward the parents of Academy students and tries to leverage these donations with the employers who have matching programs for individuals that contribute time or money to non-profits.The Blacksmith Campaign is held each year in the month of October and each family is asked to contribute $2,500 per student to help cover the gap between the state public education funding and what the Academy actually spends on each student. • Federal funding is received through grants that support special education and accounts for approximately one percent(1%) of revenues for all funds. 6 INTRODUCTORY SECTION EXPENDITURES Compensation and benefits are the largest operating cost for Westlake Academy. Board Policy states a desire to maintain the median salary within three percent (3%) of the districts surveyed for market comparison purposes. In FY 14/15, salaries were adjusted by two percent (2%). In FY 15/16,staff is recommending a realignment of the salary scale, making each step equally comparable to the surrounding market. This realignment would result in an average salary increase of 3.9%from FY 14/15, and would be 3.5% below the estimated median average. Steps furthest from the estimated market median would be increased by up to 5.52%. Realignment of the scale will be a valuable tool in our recruiting and retention effort. The pay steps furthest from the market median are primarily in years 0-7, and require larger adjustments to obtain our desired market position. The associated increase equals approximately$130,500 with an additional $12,500 in insurance premiums. The shared services model that the Academy operates under with the umbrella of the Town of Westlake provides for our administrative services. These costs were previously booked to the Westlake Academy operating budget, but were removed from the operating budget in the FY 2012/13 school year.The following table illustrates the indirect operating costs of operating the Academy which are booked to the Town of Westlake's General Fund and Debt Service Fund. Estimated Proposed $ Increase % Increase FY 2014/15 FY 2015/16 (Decrease) (Decrease) Operating Expenditures $ �,255,239 $ 7,536,666 I $ 281,427 3.88% Municipal-Transfer to 315,000 315,000 - 0.00% WA Operating Budget Total Academic Costs � 7,570,239 7,851,666 281,427 I 3J2% Annual Debt Service 1,857,674 1,856,591 (1,083) -0.06% (Municipal budget) Major Maintenance 393,800 271,330 (122,470) -31.10% and Replacement In-direct 579,537 579,492 (45) -0.01% Operating Costs Total Municipal Costs 2,831,011 2,707,413 (123,598) -4.37% TOTAL EXPENDITURE COSTS $ 10,401,250 $ 10,559,079 $ 157,829 1.52% Number 812 832 20 2.46% of Students Expenditure Cost per Student $ 12,809 $ 12,691 $ (118) -0.92% 7 INTRODUCTORY SECTION MULTI — YEAR FINANCIAL FORECAST Due to increased student enrollment, slight increases in State of Texas public education funding, additional support from the Westlake Academy Foundation and the Town of Westlake,the Academy anticipates that our General Fund's fund balance will remain above the TEA's recommended 45 days. As mentioned previously,the proposed budget will increase fund balance by$89,960. Program Growth $18 Expenditures $16 $14 � $12 , $7.7 $7.9 ° $10 $6.6 $5.2 $5.6 � $8 $4.6 Revenues $6 $4 $6.7 $7.6 $7.9 $2 $4.5 $5.3 $5.5 $0 � FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Fund Balance Estimated Proposed I 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 8c FACILITIES The Academy was originally designed and built to serve approximately 675 students. With the addition of almost 150 students,the facilities at the school are projected to reach full capacity this year. Over the last several fiscal years, we have also increased course offerings in a number of areas, including, foreign languages, technology, and science. The expansion of services has been driven by the enrollment numbers, academic needs of the students, and the IB curriculum; all of which place a unique demand on staff and resources. The growth of programs and facilities was primarily funded through student expansion in the secondary programme. The increased offerings necessitated additional facilities in the form of three portable classroom buildings and expanded to include three new permanent structures that were opened in the fall of 2014. The growth is directed by the Board of Trustees Facility Master Plan, which was adopted and developed to provide a clear understanding of future growth needs at the Academy.The Facility Master Plan can be viewed on the Academy's or the Town of Westlake's website. Phase 1 of the expansion plan included a three story secondary classroom building, a multi-purpose hall, and a field house. These additional facilities allow the Academy to accommodate additional students as our community grows and new enrollment occurs. 8 INTRODUCTORY SECTION VI. 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 of the Academy is estimated to be $8,279,913 and total expenditure appropriations amount to $8,288.953. 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 budget. 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. REVENUE SUMMARY - ALL GOVERNMENTAL FUNDS The largest revenue source for Westlake Academy is State Foundation School Program funding which makes up approximately three-quarters of All Governmental fund revenues. Adopted Estimated Proposed Audited Audited Audited Budget Budget Budget FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 15/16 Local Revenues $ 1,237,004 $ 1,158,045 $ 1,636,975 $ 1,711,305 $ 2,132,698 $ 1,754,220 State Revenues 4,362,921 4,696,540 5,269,641 5,782,092 6,104,248 6,435,693 Federal Revenues 152,351 81,958 80,103 73,896 162,270 90,000 $ 5,752,276 $ 5,936,543 $6,986,719 $7,567,293 $8,399,215 $8,279,913 Federal Program �`I� �iO�/��"f�m�ll'�� Revenues Revenues 1ro �Local Revenues State Program�, 21% Revenues 78% 9 INTRODUCTORY SECTION EXPENDITURES BY FUNCTION - ALL GOVERNMENTAL FUNDS The largest expenditure category is Payroll&Related items which makes up approximately three-quarters of all Governmental fund expenditures. Adopted Estimated Proposed Audited Audited Audited Budget Budget Budget FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 15/16 11 -Instructional $3,170,372 $3,458,116 $4,264,664 $4,621,940 $4,725,156 $4,906,188 12 -Resources&Media 89,129 57,784 57,884 66,252 68,452 74,801 13 -Staff Development I 74,656 130,442 148,356 129,589 220,260 197,590 21 -Instructional Leadership � 135,962 93,964 165,116 237,967 260,737 264,259 23 -School Leadership 347,515 341,039 597,075 660,620 724,498 801,866 31 -Guidance&Counseling 232,419 244,900 282,334 246,539 280,169 205,230 33 -Health Services 60,917 58,208 61,890 68,711 69,585 66,617 � � 35 -Food Services 11,517 - - 500 - - 36 -Co Curricular/Extra.Activities 131,972 125,139 152,261 171,255 164,461 171,774 41 -Administrative 675,763 363,548 389,673 343,835 353,992 306,986 51 -Maintenance&Operations 596,913 614,042 733,367 956,091 950,567 915,068 52- Security&Monitoring Services - 700 5,695 53 -Data Processing 173,587 160,695 177,063 105,015 111,015 169,678 61 -Community Services � 76,880 86,845 113,995 110,824 110,024 112,638 71 -Debt Service - - 3,733 84,186 90,565 90,565 81 -Facility Acquisition/Construction 15,960 27,930 - - - - $5,793,561 $5,762,652 $7,147,411 $7,803,324 $8,130,180 $8,288,953 All Governmental Funds 61XX-Payroll&Related Items Expenditures by Object 73% �' 65XX-Debt Service 62XX-Contracted 1�� Services 64XX-Other Operating 5% 63XX-Supplies& 12°� Materials 9% 10 INTRODUCTORY SECTION VII. BUDGET TRENDS GENERAL FUND - STATE FUNDING Despite a 4% historical average annual growth rate, the State of Texas continues to lag behind the national average for per pupil funding, providing$1,000 to $1,500 less per pupil than the national average. Due to its Charter status, Westlake Academy receives even less State funding per student than other non-charter public schools because public charter schools in the State of Texas do not receive facility funding. The Academy's State funding per pupil peaked in FY 09/10 with cuts in the following two years due to state budget short-falls. The state increased funding by approximately four percent (4%) in 2013. In FY 2015/16,the Academy anticipates that state funding will increase slightly from FY 2014/15. Westlake Academy receives minimal federal funding(IDEA B—Special Education Funds) depending primarily upon state education funds and private donations to cover operating costs.The 2013 legislative session increased public education funding by approximately four percent (4%). An additional slight increase in the 2015 legislative session was seen but the overall impact is less than one percent (1%). Average State Funding per Student � � � � � 1O � � � o�p m n�i � o�o o�o N ��j} O � � O� p`�p O1 Ol O O O O O y^j} I� i/1- � l0 �p l0 lD I� I� I� I� I� � y/} t/} y/} t/} L? V} V} i/? i/} V? FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Estimated Proposed Average State Funding/Student Adjusted for Inflation 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. Due to prior state funding reductions,the Academy has become more dependent upon private donations for operating costs and further financial support from the Town of Westlake. Funding ongoing operating costs with one-time dollars raised through private donations places the Academy in a potentially tenuous situation. If private donations do not meet the levels necessary to offset public education reductions,then the Town of Westlake must increase financial support or consider reducing the associated service levels. The largest funding sources for Westlake Academy continue to be State funding and the Westlake Academy Foundation. State funding was 86%of General Fund revenues in FY 09/10 and are currently approximately 79%, for FY 15/16. Westlake Academy Foundation contributions have climbed from less than 10%to approximately 14% of the Academy's total General Fund Revenues in FY 2015/16. 11 INTRODUCTORY SECTION Gifts&Donations s9 Revenues by Source InterestEarned $g Food Services I $� $1.10 Transportation/Parking $1.10'� �, $6 I Other Local Revenue I c $0.85 � $5 $0.67 $0'74 � WAF Fund-an-Item � $4 $0.43 $0�52 WAF Salary Reimbursement I $3 $6.07 $6.29 I $Z 3.93 $4.36 $4.65 $5.19 Athletic Activities $3.67 $ Town Contribution $1 � � � �WAF Blacksmith $p � _.: — �—.— —__ —.— FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 State Revenue Estimated Proposed GENERAL FUND - LOCAL FUNDING The WAF Annual Program contributions have increased each year since FY 06/07. The average contribution per student has increased sharply in response to the public education funding decreases. WAF contributions are anticipated to reach $1.1 million in FY 2015/16. The FY 2015/16 WAF Annual Program contribution of$1.1 million is based upon prior years giving. Blacksmith Annual Contributions SZ,zoo $1,Zoo SZ,soo S1,000 Sass Ssoo Ssoo $6ao � $600 $524 c�o $431 � I o $400 � �$200 $0 — — FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Estimated Proposed 12 INTRODUCTORY SECTION VIII. 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 staff and facilities. SLA's involving new expenditure areas to target for recommendation to the Board for FY 2015/16,staff recommended several areas for adjustments: Salary Related Expenditures Total: $378,042 Balanced Scorecard Perspective: People, Facilities, &Technology Outcome Objective: Attract, Recruit, Retain, & Develop the Highest Quality Workforce � In FY 2015/16 we will have 94.62 full-time equivalent employees (FTE's), an increase of 2.82 FTE's. The increase in expenditures is the result of a combination of adding new positions,the years of experience of our new teachers, an increase in unemployment insurance and other employer contributions, as well as the increased cost associated with staffing. Professional & Contracted Services Total: $(157,094) Balanced Scorecard Perspective: Academic Operations Outcome Objective: Improve the Efficiencies of Operational Systems • Professional and contracted services rendered to the Academy by firms, individuals, and other organizations. These represent the approximate services that are rendered for the Academy. For this fiscal year, it was determined to be more cost effective to hire a full time employee as opposed to utilizing contracted services. In addition, a decrease was realized due to completion of Phase I of the expansion plan. Supplies & Materials Total: $35,906 Balanced Scorecard Perspective: Academic Operations Outcome Objective: Optimize Student Potential • Supplies and materials costs are associated with consumables that are used in the classroom, maintenance of the campus, books, iPads,testing materials,furniture, and classroom supplies. Other Operatin� Costs Total: $(15,919) Balanced Scorecard Perspective: People, Facilities, &Technology Outcome Objective: Increase the Capacity of Teachers & Staff • Other operating costs are associated with insurance, professional development,travel, membership fees and dues, graduations expenses, and miscellaneous costs. Reallocated resources from other operating costs to supplies and materials. 13 INTRODUCTORY SECTION IX. 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. Revenue & Expenditure Comparison so g $7.70 $7.57 $7.94 $7.85 c 6 $5.24 $5.29 $5.64 $5.50 Total Revenues 0 � 4 Total Expenditures 2 �� FY 11/12 FY 12/13 FY 14/15 FY 15/16 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. Variance Estimated Proposed Estimated FY 14/15 FY 15/16 to Proposed Federal Grants through TEA Fund 224-IDEA B $ 162,270 $ 90,000 $ (72,270) Sub-total Federal Grants 162,270 90,000 (72,270) State Grants through TEA II �I I I Fund 410-Material Allotment Disbursement I 33,589 I 142,787 I 109,198 Sub-total State Grants 33,589 142,787 109,198 Local Activities I Fund 461-Local Campus Activity I 26,000 I 26,000 I - Fund 484-Local Grants(HOC&WAF) I 18,000 I - I (18,000) Fund 498-International Mindedness Symposium I I 6,000 I 6,000 Sub-total Local Activities 44,000 32,000 (12,000) Hudson Foundation Grants Fund 481- Hudson Foundation Curriculum Development I I (3,460) I (3,460) Fund 485-MYP Principal&Discretionary Funds 100,000 - (100,000) Fund 493-Salary&Curriculum Support 55,000 - (55,000) Fund 496-Hudson Foundation 55,000 120,000 65,000 Sub-total Hudson Foundation Grants I 213,460 I 120,000 I (93,460) Westlake Academy Foundation(WAF)Grants II II II Fund 494-Science Department 27,850 - (27,850) Fund 495-Fund an Item 77,773 50,000 (27,773) Fund 497-Financial Assistance 1,000 I 2,500 ' 1,500 Sub-total Foundation Grants 106,623 52,500 (54,123) Grant Total-All Special Revenue Funds Expenditures $ 559,941 $ 437,287 $ (122,654) 14 INTRODUCTORY SECTION X. INFORMATIONAL SUMMARY CHANGES IN DEBT Debt service for the Academy's capital infrastructure is included in the Town of Westlake's municipal budget. $30M in debt has been issued to develop these facilities;this debt will be retired in 2043. The average annual debt service for Academy facilities paid by the Town of Westlake is approximately$1.856M FACILITIES As mentioned previously, the Academy was originally designed and built to service approximately 675 students and is projected to be at full capacity with the beginning of the FY 2015/16 school year. The Board approved Facility Master Plan will be updated over the coming months and reviewed in light of projected growth in Westlake. The remaining phases will be developed and planned with the end goal of accommodating approximately 1,400 students for which we have Charter authorization to enroll. XI. PERSONNEL TRENDS The Academy has added personnel Total Personnel Staffing each year since its opening to support new grade levels and classes as well as 91,80 95.56 curriculum expansion. In FY 2015/16 56.12 60.94 70.03 73.57 78.68 an additional 4.01 FTE positions have �I been added for a total of 95.56 FTE ell'1pI0YeeS. FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Proposed Defined Employee Groups by FT� soo 2.00 3.00 75 1.60 - _ Maintenance 1.60 1.60 0.60 0.60 Support Staff 50 , '� Teachers 25 ' � �� Administrative � 0 — _ FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Actual Actual Actual Actual Actual Actual Proposed 15 INTRODUCTORY SECTION XII. STUDENT ENROLLMENT TRENDS & DATA 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 the Academy. The secondary boundaries are comprised Student Enrollment of 31 of the surrounding school districts. While any g1Z 832 school-age child from these districts is allowed to 491 530 630 658 697 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 Fvo9/io FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 is/i6 �aW. Proposed Since the inception of the school in the 03/04 school year, the Academy has added one new grade level each year—until we became a K-12 grade facility.The Academy opened with Grades 1 through 6 and completed adding grade levels in FY 09-10. In FY 1/12,we on boarded approximately 80 students due to the Lottery Waiting List Board's decision to expand class sizes and increase our program offerings. We also increased the target 2128 2194 21�� 2400 class sizes of 20 pupils per class and the addition of a third section in the secondary programme. 844 705 Z,o2� � In FY 2015/16 the campus facilities at the Academy _ are expected to reach full capacity with the addition FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14-15 FY 15-16 of approximately 20 students. We anticipate future —� enrollment numbers to remain flat(as approved by the Board of Trustees and the Town Council, per the Facility Master Plan (Phase 1), Resolution 12-37 dated 11-12-2012) or until funding for additional facilities becomes available. As an open enrollment charter school, Westlake Academy has the ability to set and maintain enrollment numbers at levels determined by the Board of Trustees. The Academy currently has over 2,000 students on a waiting list spanning Kindergarten through grade eleven. The waiting list which is developed each year through a lottery process, allows the Academy to fill seats if student attrition occurs, maintaining a stable student population number and classroom size. • Students residing within the boundaries of Keller ISD, which includes Vaquero, currently account other ISD's for approximately 59%of the student population. Northwest ISD • Students residing in Carroll ISD's jurisdiction, which includes Glenwyck Farms and Terra Bella, Carrol ISD account for 18%. These percentages have remained fairly consistent over time. Keller ISD 16 INTRODUCTORY SECTION The number of students attending the Academy, who reside in Westlake, has increased since FY 10/11. Staff will continue to manage additional growth at the Academy through student attrition until it becomes necessary to implement Phase II of the Facility Master Plan. Percentage of Students by Boundary Secondary Boundary Westlake Residents 100% I 90% 30% 27% 30% 28% 80% 39% 28% 70% 60% � 50% 40% 0 73% 0 72% 70/ 70/ 30% 61% 72% 20% 10% _ � 0% ,<`--_ FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Estimated Proposed WORKING LEAN Given the new paradigm of decreasing State aid and increasing demand, Westlake Academy and the Town of Westlake is committed to providing for the long-term viability of its program by maintaining municipal financial support where needed if future budgets stop short, utilizing and bolstering donations made by the Blacksmith Campaign and the Westlake Academy Foundation, and continuing a focus on financial stewardship in the school's operations and expenditures.These initiatives combined with a thoughtfully crafted financial forecast will help to foresee future negative indicators of decreased funding and ensure that a quality, IB curriculum will continue to be offered to the students of the Academy for years to come. PERFORMANCE RESULTS Sc BENCHMARK DATA In FY 2014/15, Westlake Academy was recognized by the Washington Post as one of the best public high schools in the country. This is the fourth year in which the Academy has been recognized by national ranking organizations due to rigorous and extraordinary academic performance. The State of Texas is currently phasing in the use of the State of Texas Academic Achievement and Readiness (STAAR)test to assess students' attainment of reading, writing, math, science, and social studies skills required under Texas education standards. The State of Texas Assessments of Academic Readiness (STAAR) exam has increased rigor over the TAKS and complies with the requirements of the No Child Left Behind Act(NCLB). The charts below utilize TEA data to compare Westlake Academy's performance historically. The tables below show the Academy's performance on the state's standardized test for the last two years. 17 INTRODUCTORY SECTION READING Leve I I I Leve I I I Grade Comparison Satisfactory Level III Satisfactory Phase-In 2 Level Year Phase-In 1 Advanced (Effective 2015-16) 2013-2014 93% 21% N/A 3 2014-2015 94% 47% 89.5% 2013-2014 91% 36% N/A 4 2014-2015 98% 38% 98% 2013-2014 98% 43% N/A 5 2014-2015 98% 38% 98% 2013-2014 98% 38% N/A 6 2014-2015 100% 54% 96% 2013-2014 97% 54% N/A 7 2014-2015 99% 58% 93% 2013-2014 95% 61% N/A 8 2014-2015 100% 65% 100% WRITING Leve I I I Leve I I I Grade Comparison Satisfactory Level III Satisfactory Phase-In 2 Level Year Phase-In 1 Advanced (Effective 2015-16) 2013-2014 93% 11% N/A 4 2014-2015 93% 20% 83% 2013-2014 94% 26% N/A 7 2014-2015 97% 39% 93% ENGLISH - END OF COURSE Leve I I I Leve I I I Grade Comparison Satisfactory Level III Satisfactory Phase-In 2 Level Year Phase-In 1 Advanced (Effective 2015-16) 2013-2014 97% 35% N/A i 9—English I 2014-2015 100% 60% 100% 2013-2014 95% 9% N/A 10—English II 2014-2015 99% 24% 99% HUMANITIES Leve I I I Leve I I I Grade Comparison Satisfactory Level III Satisfactory Phase-In 2 Level Year Phase-In 1 Advanced (Effective 2015-16) 2013-2014 80% 9% N/A 8 2014-2015 99% 31% 89.5% 11 EOC 2013-2014 98% 22% N/A U.S. History 2014-2015 100% 62% 100% 18 INTRODUCTORY SECTION SCIENCE � Levelll Levellll Levelll Grade Comparison Satisfactory Advanced Satisfactory Phase-In 2 Level Year Phase-In 1 (Effective 2015-16) 2013-2014 94% 13% N/A 5 2014-2015 87% 20% 83% 2013-2014 87% 26% N/A � 8 2014-2015 97% 28% 88% 9 EOC 2013-2014 100% 34% N/A Biology 2014-2015 99% 38% 88% ALGEBRA 1 END OF COURSE Leve I I I Leve I I I Grade Comparison Satisfactory Level III Satisfactory Phase-In 2 Level Year Phase-In 1 Advanced (Effective 2015-16) 8 EOC 2013-2014 87% 17% N/A Algebra 2014-2015 100% 52% � 97% � � � ��TRI�TLISTIN�� FinancialAllocationStudyforTexas. F�ST , � ,� � , , ,_. ,. w , .� � � , , , , � WESLpC015� HIOALGO 17,H30 METSTAN�AA� 57 11 26�■�.�.I J�. + AVERAGE _ WESTHARDINCOIINTYCI51} HAR�IN 584 METSTAN�AH� 25 25 2L■�.�.I.:. + L�W = WESTHpU5TONCHART€RSCHOQL[C) HAR815 320 METSTAN�AA� 2 43 B�CI=:�7 + YERYLpW = WEST156 MCLENNAN 1,440 METSTAN�AH� *" '" "" + A'JERAGE _ "` WESTDAANGE-C6VEG56 OAANGE 2,344 METSTAN6AA� 15 31 20�■�� + AYERA6E _ . W€ST�5015� NUECES 2,a30 METSTAN�AH� 44 33 36�■�.7 I + VERYHIGH = ��"��{ I WESTRIISHISa RI151{ 99'9 METSTANpAH� 25 34 28�■:�.i I + AVERAGE _ ��`*��`{ I WESTSABINEIS� SABINE 649 METSTAN�AH� 33 44 32�1�.�.�.]� + L�W = ::�'**�� WESTBAQ�K156 MITCHEIL 219 METSTAN�AA� 52 35 4D��1 "i + VERYNIC,H — +,"* '�� WESTHOFF156 �EWITT b9 METSTAM�AA� 7 23 i1�'.-r I + VERYHI�H = �-*�� I WESTLAKEA�AaEMYCHARTERSCHQOL(C1 TARRANT 6l0 METSTAN�AH� &4 95 94��■ + 10W = ;�***� I WESTPHALIAIS� FALLS 155 METSTANDAH� 49 74 95��■ + AVERqGE _ �C***�-f` I Westlake Academy has achieved a four and one-half star rating from the Texas State Comptroller's FAST School District Rating System for providing quality education at a reasonable cost per student. Future enrollment increases will further improve efficiencies and reduced the per student cost. Benchmarking against the surrounding local ISDs, Westlake Academy's expenditures are near the median when comparing expenditures per student excluding debt service and capital expenditures 19 INTRODUCTORY SECTION XIII. PARENT SURVEY RESULTS Westlake Academy is focused on delivering high quality educational services and depends upon input from our stakeholders. Westlake Academy routinely conducts an Annual Parent Survey to help identify any future needs and to prioritize resource allocation. The FY 2014/15 Westlake Academy Parent Survey was conducted in May of 2015 and we saw an overall decrease in the satisfaction rate of 10%with the quality of educational services that were provided. Overall Satisfaction with Quality of Education 71%of the parent's surveyed were very satisfied or Dissatisfied satisfied with the overall quality of education 15% � very Westlake Academy delivers to its students. Satisfied or Satisfied Neutral 71% � 14% Overall Satisfaction with the IB Framework 72% of our respondents were very satisfied or �Dissatisfied satisfied with the IB Curriculum/ Framework Very 8�0 Satisfied or Satisfied Neutral 72% � 20% Overall Satisfaction with Academic Progress of Child �Dissatisfied Very 15% 70% of the parent's surveyed were either very Satisfied or satisfied of satisfied with the academic progress of Satisfied their child 70% � �Neutral 15% 20 INTRODUCTORY SECTION XIV. AWARDS The Association of School Business Officials International (ASBO) has presented a Meritorious Budget Award to Westlake Academy for six consecutive years. Additionally, the Academy received the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA); representing the sixth 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. XV. SUMMARY Westlake Academy has faced challenges and exceeded expectations over the history of our organization. We have a tremendous group of talented teachers and staff inembers, supportive parents and dedicated students who help to make the Academy a model of educational excellence. It is with this in mind that we present the FY 2015/16 budget theme, "Dream...Create...Achieve: Building a Collective Legacy of Excellence." Over the last year, many hours have been spent to further develop our vision of the future; determining the best opportunities that lay before us to help us accomplish our mission and truly become a "shining school on the hill." While we have many successes to celebrate,we are constantly striving to improve the Academy through multiple avenues, including: getting the right people on the bus, making sure that we are consistently taking measure of our course, and making adjustments as we move towards our goal; it is through our talented faculty, staff, students, and their supportive families,that we are able to unfailingly rise to the challenges, and hold to our vision. On behalf of our entire learning community, I would like to thank the Board for their leadership, dedication to excellence, and their support in making Westlake Academy and the Town of Westlake, truly a shining example of what can be accomplished when people come together with a common purpose: great things can happen! As with all good teams, it becomes necessary to draw attention to performers who go above and beyond to make sure we accomplish our goals. I would like to recognize the hard work of the Academic and Municipal Leadership Teams, and specifically Debbie Piper, Jaymi Ford, and Dr. Mechelle Bryson for their efforts in completing this award winning document. I know with the team we have in place, we will "build a collective legacy of excellence." /f+�� Thomas E. Brymer Town Manager/Superintendent Westlake Academy 21 • � • � � � . --� a�, .� .� � �./ �P� ' � �' �,�- � � �` ��1��1�1� Cl � ��r�� a�� e ��« � -� � � � � � �� . � � � Y�� a r � � � v � ,� �� S�� S� � .� �► � � � �' .� � � � � _, � �" sv� � `'` • .� �� ` � ,� ,� `�' �' � � � � � �' � �' '�� .� � _ ■ � � ■ ■ � � �' � � �� ORGANIZATIONAL SECTION I. BOARD MEMBERS AND ADMINISTRATION The Westlake Academy Board of Trustees consists of five trustees and the Board President. Each member of the Board serves a two year term with two members and the president being elected on alternate years. Several members of the Westlake Academy Leadership Team operate under a shared service agreement with the Town of Westlake and serve dual roles. BOARD OF TRUSTEES ,..- ;� � -- s�,s '� ,m; � `� � ; . . �W � , r , � � �� . �� 1 � ��, �� .�� H ' . � 'i�'��' ' ; Laura Alesa Michael Rick Carol Wayne Wheat Belvedere Barrett Rennhack Langdon Stoltenberg Board President ^'��^'�^'�^'��^'^'�^'�^'��^'��^'Board of Trustees�^'^'^'�^'^'^'��^'�^'^'^'�^'�^'�^'^'^'� WESTLAKE ACADEMY LEADERSHIP TEAM *Thomas E. Brymer Dr.Mechelle Bryson Superintendent of Schools Executive Principal *Amanda DeGan Alan Burt Assistant Town Manager Assistant Principal and Director of Athletics *Debbie Piper Stacy Stoyanoff Director of Finance DP Principal *Troy Meyer Dr.Andra Barton Director of Facilities Middle Years Principal *Jason Power Terri Watson 1 Director of Information Technology MYP Coordinator j *Ginger Awtry Rod Harding Director of Communications&Community Primary Years Principal Affairs *Todd Wood Alison Schneider Director of Human Resources and Admin PYP Coordinator Services Jennifer Furnish *Asterisk denotes shared services Student Services Administrator personnel between the academic and Dr.Shelly Myers municipal service teams of the Town of Executive Director of the WAF Westlake. & Director of Development 23 ORGANIZATIONAL SECTION II. 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 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 college bound students to achieve � ,�;; ,'�'� their highest individual potential in a nurturing environment - : � „ ��,,; that fosters the traits found in the Ie learner profile." �,;I ' �' �Inquirers, Knowledgeable, Thinkers, Communicators, Principled, � �- . -� Open-minded, Caring, Risk-takers, ealanced, and Reflective� �, - � �� f . � ,`�: VALUES ,�: _ �� ' Maximizing Personal Development — � - ' Academic Excellence `•'' Respect for Self and Others � �`�,^ Personal Responsibility �, - _,� Compassion and Understanding �� + � � �'r The following desired outcomes summarize the goals and objectives � '� - established by the Board of Trustees and leadership staff at the Academy. � � ;�� DESIRED OUTCOMES � '-'"�> High StudentAchievement ! � Strong Parent& Community Connections - . Financial Stewardship&Sustainability _ Student Engagement-Extracurricular Activities ,� ,� _ Effective Ed�ators&Staff � _� �� ,� ,;d�M► �`� ��: �. 0.y �M I + :. fi� �l �� ! �4�"� � � ; i _ _ I I � -- 24 ORGANIZATIONAL SECTION The Academy's vision and mission determine where resources are allocated and provide the basic road map to where we are going. The Board provides this direction and the necessary resources to ensure that the Academy's mission and vision are supported financially. The administration supports the teachers in their never ending process of discovery in the classrooms. Using the framework of the International Baccalaureate programme,the administration and teachers are able to develop the systems and tools necessary to accomplish our mission and reach our vision. Our teachers are the frontline in this process,working with each student at their own level of understanding, helping each of them to reach their potential. HOW DID WE GET HERE ? In September of 2003 the vision of many was made a reality when the Academy doors opened to the first class of Westlake Academy students. Many obstacles had to be traversed just to reach this point, but as the students and teachers entered the Academy for the first time,their expectations high, we realized that this decision will change the lives of hundreds of students and their lives will make an impact felt around the world. Westlake Academy opened its doors in September 2003 when the Town of Westlake officials took advantage of the State of Texas' acceptance of chartered schools and thus, became the first and only municipality in the state to receive a chartered school designation. JOB TITLE DESCRIPTION OF DUTIES Town Manager/ Executing the Board of Trustees adopted policies and hiring and managing all Superintendent employees and department directors Assistant Town Manager/ Supporting the Town Manager/Superintendent in his assigned duties, Superintendent overseeing departmental directors and working on special projects as assigned Finance Director Financial oversight, preparing the annual budget and audit for both the Town and Academy Director of Human Resource Managing personnel needs of both Town staff and school faculty &Administrative Services IStudent Services Supporting the Executive Principal in her assigned duties, managing the Administrator administrative staff at the Academy, completing state and federal filings, budget development, and business office management Primary Principal Responsible for the educational outcomes in the PYP. Executive Principal Responsible for the educational outcomes for the whole school. MYP Principal Responsible for the educational outcomes in the MYP. DP Principal Responsible for the educational outcomes in the DP. 25 ORGANIZATIONAL SECTION As a chartered school, Westlake Academy is an open enrollment pubic school. In 2008 the Texas Education Agency (TEA) renewed the Academy's charter until 2016.The officials who pioneered the school also decided to follow another brave path in offering the globally recognized International Baccalaureate (IB) curriculum which is now being provided in over 900 schools nationwide and over 2,300 in 128 countries worldwide. Westlake Academy became an IB World School in 2006 after it was authorized for the Primary Years Programme (PYP); further accreditation followed in 2007 with the Middle Years Programme (MYP), and 2008 with the Diploma Programme (DP), making it the first school in Texas and fifth school in the United States to offer all three IB programmes. The school graduated its first class in 2010 and became fully functional from Kindergarten through 12th grade. In 2008,this class became the first in Texas to graduate from the MYP programme. As well as this international accreditation, Westlake Academy also meets all applicable state standards for chartered schools. In FY 11/12,the Academy received an 'Exemplary' rating from the TEA for the Texas Assessment of Knowledge and Skills (TAKS)tests for the fifth consecutive year. Westlake Academy is situated on a beautiful 23 acre site, in a 60,000 sq.ft. campus carefully designed to foster a love of learning. In 2009 this was further expanded with the opening of the new Sam and Margaret Lee Arts &Science Center. The Academy completed the construction on three new purpose built facilities, a multi-purpose hall, secondary classroom building, and field house. These added an additional 39,000 sq. ft. in the FY 2014/15 school year. An environment rich with heritage,the Westlake Academy mission is to provide students with an internationally minded education of the highest quality. The primary geographic service area for Westlake Academy is the Town limits of Westlake. As required by State and Federal standards, students from other locations may be considered if seats are available. WHERE ARE WE GOING ? At Westlake Academy we spend our days with future leaders and provide a framework that allows each child to reach their potential. We help them to develop their natural curiosity and build skills that allow them to continue to learn as they grow. This natural inquiry leads to knowledge, a foundation on which they will be able to build thoughtful, reasoned and ethical decisions. As they grow,we help them to better understand and express their ideas in writing, verbally, in multiple languages, and through their ability to work collaboratively with others. Their understanding and appreciation of the worid helps them to become open-minded and caring, while having the courage to take risks, exploring new ideas and making a positive impact in the lives of others. Most important, our future leaders must be well-balanced and reflective, understanding the importance of their strengths and limitations, and using them to their advantage as life-long learners. 26 ORGANIZATIONAL SECTION III. ACHIEVING OUR VISION AND MISSION In order to better achieve our mission and reach our vision of the future we $TRATEGIC PLANNING & MAfVAGEMENT have developed a Balanced Scorecard system as a strategic and performance W��H A SALANCED SCORECARD management tool. The Balanced STRATEGIC � � ! _ � Scorecard system provides a framework ALTITUDE �a,aoo�c. that aligns the work we do with our mission,vision, and strategy and serves Missronr. as a communication tool for our internal ` and external stakeholders. � visroM 25,000 ft. STRATEGIC 1. Perspective—A view of our ,, '� organization through a THEMES & RFsutrs particular 'lens'. These are + .STRATEGIG PERSPECTli/ES generally broken down into four is,000 n. srRarE��c oa�Farrves different categories of ' &srRar�cr►v�aP operations; capacity building, PERFORMdNCE 1w1EASURES operational processes,financial ' anr�Ta►r��rs and customer satisfaction. We Ground SrnarF��c l�vrr�arnrEs have customized these for our �e"e' " � organziation as follows: • People, Facilities and Technology(capacityJ • Academic Operations(operational) • Financia/5tewardship(financial) • Citizen, Student, and Stakeholder(customerJ 2. Strategic Objective—A focus area where we want to see continuous improvement toward our objective with measurable objectives for specific actions; an interim step in achieving our mission. 3. 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. 4. Targets-A specific measure of where the Academy would like to see their service level. 5. Initiatives—A new or ongoing action step designed to help accomplish one or more strategic objectives. The Balanced Scorecard provides the framework for us to ask these questions: i. What are we trying to accomplish? z. Are we doing the right things? 3. If we are doing the right things, are we doing them right? 27 ORGANIZATIONAL SECTION 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 inembers 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 the 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 will be a loop that constantly reviews what we are doing, and whether or not we are doing it well. TIER TWO STRATEGY MAP ( DEPARTMENTAL ) Citizen, Student & Increase the Increase nhance Future Westlake Stakeholder Readiness of Stakeholder Academy's All Students Satisfaction Unique 5ense of Place Financial Increase Extern al I mprove Stewardshi Re�enue Financial p Sources Stewardship Strengthen our Westlake Academic Academy Optimize Improve the Culture O erations Student Efficiencies of p Potential Operational Strengthen IB Systems Philosophy & Implementation People, Attract, Recruit, Increase the Improve Facilities & Retain & De�elop Capacity of Technology, the Highest Teachers & Facilities, & Technology 4uality Workforce Staff Equipment 2s ORGANIZATIONAL SECTION IV. WESTLAKE ACADEMY'S DESIRED OUTCOMES Westlake Academy's strategic planning efforts are the results of many hours of review and discussion with the Board of Trustees, and Westlake Academy staff, as we gathered information, discussed our long-range goals and developed comprehensive guidelines to ensure student success. The Board meets routinely to validate the Academy's mission/vision statements and clarify the values that are important to the success of the Academy. In addition to the strategy map,they identified 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 Municipal and Academic Leadership Teams have taken the groundwork which has been developed over the years and converted this to an actionable format that allows for better implementation,tracking, and monitoring of the strategic plan. UNIT GOALS Hc 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. 29 ORGANIZATIONAL SECTION V. WESTLAKE ACADEMY ORGANIZATIONAL STRUCTURE The organizational structure for Westlake Academy is established by its charter which is granted through an authorizer on behalf of the State,the Texas Education Agency (TEA). Westlake Academy is governed by a six member Board of Trustees that also serves as the Town Council for the Town of Westlake, the entity that owns and operates the Academy. The Board of Trustees appoints a Superintendent to oversee the Academy's management and operations. The Superintendent also serves as Westlake's Town Manager. The Academy's organizational structure is based on research into management of municipally owned charter schools. The current structure was adopted by the Board in Resolution 09-23 on December 7, 2009. The Superintendent is responsible for the implementation of the Board's policy agenda for Westlake Academy, facilitating the Board's strategic plan,formulating policy recommendations for Board consideration, as well as managerial oversight of the Academy's budget administration,finances, and budget preparation. The Academy's Superintendent oversees the Westlake Academy Executive Leadership Team which is charged with the responsibility of managing the school's on-going academic and extra-curricular operations. Each principal is responsible, with advisement from the Superintendent,for selection and evaluation of the faculty and staff involved in providing their Programme's academic services. � � �r�� I � �� r� � � :�w°. � ��, �...�s. � �- =�`: �!'' +�°' �'` �. -' -_. � ¢ -_,,��. „� '��,�' -,--_�` � � • .. ' - , �!• .��',•J r�`•i�r . a+'rr •'• � � � � i� � �;��t��+�� ` '�.�� r ■ M' .• .��+!y��* � ,"�,+�� r �i • � • � r�' �+��+�w��*�i +�l�• • " •�s ir'+��r,� • •�. • �� •��r��*• �� s� �fA��1,�r�� • .'f;�:�yA',t'Y A : { �s��+1a+��;X! `�+*�'�� .. s + • ,� F� •�«e��I��*� - •�l��r��r+�M FY`�,�::i f�,�i�� •' . w!. is" _ � •r` F ,�`-a ` �r��wF •. �� .�� • �• *��iL�;,�r��• The organizational chart shown on the next page is a visual depiction of the way work is distributed within the Town of Westlake with Westlake Academy being our largest department. It is also meant to be a tool to help enhance our working relationship with the parents and students of Westlake Academy, and to create clear channels of communication in order to better accomplish our goals and objectives. 30 ORGANIZATIONAL SECTION � Y _ �i• f � Taxw n Tes:a��t u��z rrt �etta rney Hausin� 1 F ! Ss�i�t�rrtTflwn I Exe:uti�ePrincipal M a n a�e r D i re�ta rof E�d u�aticrn �,;,rt � I TffwnSeeretary 1te� pd,r,;n:x�� .1.;st P ri nsi Ral/ .�thleti:L�irectflr Ce:�_ip:�e-•: I ��mmunicadans Fa€iliti��lairrten3nce �tudent�ervi€� j Parics&Recre3tian wi�-sn� T.:ti�TT_7'ccrvn ��iministrdtar 5�'a`st Jy.�T n.iS—t�'.Y a4A StfF ?�rt`T• — �{'C��.1"IICiA� {C':rt S".-{"S I FirPChief �_-s{ � �Co�:tl•�dac Planning& 3�r_�naa,�ts dzs�el�pmerrt f PYP Primary Buildingln�e�tnr Prineipal r• Human Re�ur�� i __ ��a"� Cc=='�.t„ ' �= �:�T{+j:'_S .. RuhlicL°lrrrlss T ' i.ii:=-=�-*�o'�u- '_'=-'se•=- ti R Gt^c.r`st :�.rc1'cs �- '"T�_'� I _ . � {�'I['S t{r'i"iC:.el .. Inf�rmatian Technnla�y Fin�nce � _�. 'd4'A-zc��r:`:.,7 � �:::st�_�r.-�-Jcr . E°€2 C Llt IYQ�I f�C[.Of Cc�-,i'n�t��- �u1YP�econ�ary C 1�",°..�.F�undaticn � � Prin=ipal Palice Servic� C_st�Tc-x-.cc , - r«c�-�-ee«:r-::rt ac„.�cnt�.tivc �:��a..c-� T PsssGnt � C..�a:.k.- f .4�:.ayrr'�,_ S_:�7r`s�- Cca� Y� I e. � {�.�{!IC"3 � �d.:�'.r'= ,d�d�e*.f'�C I l ��,� UP Principal ��•�'' '""«�� ordinat�rr E�cc�r��la�y+ ��t�rnance ,� �� —:��_r, � �-.�:�=�,Batl�iErected ��,�p,�n�wd, Er:hi;h:iR�s��.�, -�_t-, JII� �y' 44�i��i131"��3fIF�� I[e]�.Fffl�f�rl� i dfJl3�.]�._�E'.�r "I� i� .�' ra •._._-�se.._' �� * ��I�JIC� ��C��hC�E �=`t � '�, �y .. � "a.`� Pi��, ��C��:.�Lth�� :.�RQsFons;veandRrofes�:u 9d:..'.i�l..�'u�7:brl�.�. ---- Eifi;�:eri�y,EfF��t�wen�ss and F:nan�:�.5te�a:ra;tlsh:p 31 ORGANIZATIONAL SECTION VI. ACADEMY DEPARTMENTS EXECUTIVE PRINCIPAL The Executive Principal is the instructional leader for the whole school. The Executive Principal is the primary instructional leader as well as administrative head. In her role she is responsible for implementing board policies and direction from the Superintendent. She leads the executive leadership team which focuses on whole school issues. PRIMARY YEARS PRINCIPAL ( PYP ) The Primary Principal is the instructional leader for the Primary Years Programme (PYP).The Primary Years Program, a curriculum framework for children in kindergarten through grade five, focuses on inquiry-based learning. By emphasizing knowledge, skills, critical thinking and the fostering and development of universal human values,the PYP is a powerful means of going beyond subject domains, asking students to use their knowledge and skills to solve real life problems. The PYP Principal is responsible for ensuring proper implementation of the IB curriculum, recruiting, mentoring, and retaining talented faculty, and strong student performance.The Primary Principal is a member of the executive leadership team which focuses on whole school issues. MIDDLE YEARS PRINCIPAL ( MYP ) The Middle Years Principal is the instructional leader for the Middle Years Programme (MYP).The Middle Years Program, a curriculum framework for children in grade six through grade ten, focuses on inquiry-based learning. By emphasizing knowledge, skills, critical thinking and the fostering and development of universal human values,the PMP is a powerful means of going beyond subject domains, asking students to use their knowledge and skills to solve real life problems. The MYP Principal is responsible for ensuring proper implementation of the IB curriculum, recruiting, mentoring, and retaining talented faculty, and strong student performance.The MYP Principal is a member of the executive leadership team which focuses on whole school issues. DIPLOMA YEARS PRINCIPAL ( DP � The Diploma Programme Principal is the instructional leader for the Diploma Programme (DP).The Diploma Program provides students with a college preparatory education. It is a framework for children in grade 11 through grade 12,focuses on inquiry-based learning. By emphasizing knowledge, skills, critical thinking and the fostering and development of universal human values, students learn the valuable skill of constructing and deconstruction knowledge. The DP Principal is responsible for ensuring proper implementation of the IB curriculum, recruiting, mentoring, and retaining talented faculty, and strong student performance.The DP Principal is a member of the executive leadership team which focuses on whole school issues. 32 ORGANIZATIONAL SECTION STUDENT SERVICES ADMINISTRATOR The Administrative Coordinator manages the central office activities of the Academy. This includes grants, federal and state reporting, the registrar's office, supports the Executive Principal in her duties, researches and analyzes performance data, strategic planning, and works with the Board of Trustees. In addition,this role directs all administrative staff at the Academy and works with the Principals in their roles as Principals. The Student Services Administrator is a member of the executive leadership team which focuses on whole school issues. DIRECTOR OF DEVELOPMENT The Director of Development and Westlake Academy Foundation Executive Director is primarily responsible for the fundraising activities of the Academy. The Director creates, implements, and manages donor activities; including the annual Westlake Academy Blacksmith Drive, Baja, Gallery Night, grant applications, and other Academy or Foundation related solicitations. The Director of Development is a member of the executive leadership team which focuses on whole school issues. \ ^ _ \ --- _ -- - �—- ..;a._.. - -- _ - � �� - �� - s�rra��+� --- �� — -- — — . `^'��- y' � � � - ^� i L' �'l�SI f'1� � � • � � �" �� .. - :.K .. � .: � -�>��+/ � �� y�ik�� "'#Z 'j'°'��' .�!�� '..ti -.�-� �_ �s . .�-'�'- (�� , ,� :''�' T,��- � 'A � � � r��' �� , f � ,�� ,� �. ��_ :��. ., = f . � , �' r ..; � �� +� �..� _ - � , ��. � ,�� ,,�!� �;� , -�� . � �� F . r _ � � �� + � � � 33 ORGANIZATIONAL SECTION VII. FINANCIAL STRUCTURE Westlake Academy operates as a blended component unit of the Town of Westlake and is a Texas non-profit Corporation under Chapter 12, Subchapter p of the Education Code to provide education. BUDGETS AND BUDGETARY INFORMATION Annual budgets are adopted for all governmental fund types; the budgets are all adopted on a basis consistent with generally accepted accounting principles.All appropriations lapse at fiscal year-end. On or before August 315Y of each year,the Superintendent is to submit for review by the Board of Trustees a proposed budget for the school year commencing on that date. After reviewing the proposed budget and holding public meetings as necessary, the final budget is prepared and adopted. The appropriated budget is prepared by fund and function. The Board may make transfers between functions within a fund, and may amend the total budget following the same procedures required to adopt the original budget. The legal level of budgetary control is at the fund level. FINANCIAL REPORTING ENTITY The Board of Trustees consists of six trustees (five trustees and the Board President) that also serve as the Town Council for the Town of Westlake,the entity that owns and operates the Academy. The Academy prepares its basic financial statements in conformity with generally accepted accounting principles promulgated by the Government Accounting Standards Board (the "GASB") and other authoritative sources identified in Statement on Auditing Standards No. 69 of the American Institute of Certified Public Accountants; and it complies with the requirements of the appropriate version of the Texas Education Agency(TEA) Financial Accountability System Resource Guide (the "Resource Guide") and the requirements of contracts and grants of agencies from which it receives funds. The Board has the authority to make decisions, appoint administrators and managers, and significantly influence operations. It also has the primary accountability for fiscal matters. Therefore,the Academy is a financial reporting entity as defined by the GASB in its Statement No. 14, "The Financial Reporting Entity." The Academy's basic financial statements include a separate entity that is controlled by or dependent on the Academy. The determination to include separate entities is based on the criteria of GASB Statement No. 24, "The Financial Reporting Entity" as amended by GASB Statement No. 39, "Determining Whether Certain Organizations are Component Units." GASB defines the reporting entity as the primary government and those component units for which the primary government is financially accountable. To be financially accountable, a voting majority of the component unit's ruling body must be appointed by the primary government, and either (a) the primary government be able to impose its will, or (b)the primary government may potentially benefit financially or be financially responsible for the component unit. The Westlake Academy Foundation (the "Foundation") is a 501(c)3 nonprofit organization which was established exclusively for the purposes of supporting the Academy. This includes fundraising for and contributing raised funds to the Academy. The Foundation is discretely presented in the Westlake Academy financial statements and reported in a separate column to emphasize that it is legally separate from the Academy. Separate audited financial statements of the Foundation are prepared annually. 34 ORGANIZATIONAL SECTION BASIS OF BUDGETING : Legal requirements for charter budgets are formulated by the state and TEA. A Board typically adopts an "Appropriated budget" on a basis consistent with GAAP for the general fund, debt service fund and child nutrition program (which is included in special revenue funds). The Academy does not maintain a debt service nor child nutrition program; therefore, only the Genera/Fund is required to be adopted. At a minimum,the Academy is required to present the original and the final amended budgets for revenues and expenditures compared to actual revenues and expenditures for the General Fund. Budgets are prepared on the same basis of accounting as that used in the financial statements. The basis of budgeting refers to when revenues and expenditures are recognized in the accounts and reported in the financial statements. Governmental fund types,the general fund and the special revenue funds, are budgeted using the current financial resources measurement focus and the modified accrual basis of accounting. The proprietary fund, our fiduciary fund, the agency fund, is not a budgeted fund. BASIS OF ACCOUNTING : The accounts of the Academy are organized and operated on a basis of funds. A fund is an independent fiscal and accounting entity with a self-balancing set of accounts. Fund accounting segregates funds according to their intended purpose and is used to aid management in demonstrating compliance with finance related legal and contractual provisions.The minimum number of funds is maintained consistent with legal and managerial requirements. The funds of the Academy are classified into two categories: fiduciary and governmental. Fiduciary funds consist of agency funds that are maintained in a custodial capacity for the benefit of student organizations. Governmental fund types include the following: • The General Fund is the Academy's primary operating fund. It accounts for all financial resources of the Academy, except those required to be accounted for in another fund. • Special Revenue Funds account for the revenue sources that are legally restricted to expenditures for specific purposes. The Academy's special revenue funds are listed in the Organizational Section of this document. Governmental fund types are used to account for the Academy's general government activities, including the collection and disbursement of specific or legally restricted monies. Governmental funds use the flow of current financial resources measurement focus and the modified accrual basis of accounting. Under the modified accrual basis of accounting, revenue is recognized when it becomes susceptible to accrual, i.e., when it becomes "measurable and available". Measurable means the amount of the transaction can be determined and available means collectible within the current period or soon enough thereafter to pay liabilities of the current period.The Academy considers revenues available if they are collected within 60 days after year-end. Expenditures are recognized when the related fund liability is incurred. Foundation State Program (FSP) funds are susceptible to accrual. Miscellaneous revenue items, which are not susceptible to accrual, are recognized as revenue only as they are received in cash. Entitlements and grants are recognized as revenue at the time of receipt or earlier if the susceptible to accrual criteria are met. Expenditure driven grants are recognized as revenue when the qualifying expenditures have been incurred and all other grant requirements have been m et. 35 ORGANIZATIONAL SECTION SIGNIFICANT ACCOUNTING POLICIES : The Board of Trustees has established and regularly updates a comprehensive set of financial policies for the Academy. Some of the key features of these policies include: • Fund Balance:The Academy shall strive to maintain the General Fund unassigned fund balance at 45 days of operation. Fund Balance will be targeted to only be used with Board approval for a specific list of uses. • Salary:The Academy shall strive to maintain competitive salary levels for faculty and staff(within 3% of the median of surrounding schools). • Expenditure Control: Budget adjustments among funds must be approved by the Board. The Academy shall operate on a current funding basis. Expenditures shall be controlled so as not to exceed revenues plus the planned use of fund balance accumulated through prior year savings. VIII. FINANCIAL STRUCTURE SUMMARY LEGAL STATUS In 2002,the Town of Westlake successfully petitioned the Texas Education Agency (TEA) to establish a municipally operated open-enrollment charter school under Subchapter D, Chapter 12 of the Texas Education Code (TEC). Subsequently, Westlake Academy became the only municipally operated charter school in the State of Texas. The Academy received its ten year charter renewal in 2006. Charter schools are public schools that are operated under a contract called a charter. This contract is issued by the authorizing agent(s) in each state which are determined by the States Legislature. In Texas, the Texas Education Agency acts as the authorizing body. As an open-enrollment charter school,Westlake Academy can only impose as a condition of enrollment,the location of the student's permanent residence. This requirement is established per a TEA approved Board of Trustees policy and is a condition of the Academy's charter. The following table reflects these transfers with the indirect costs included in the FY 2015/16 proposed. Estimated Proposed Overall total Cost Summary FY 2014/15 FY 2015/16 Operating Expenditures—General Fund $7,255,239 $7,536,666 Municipal-Transfer to WA Operating Budget 315,000 315,000 Sub-Total 7,570,239 7,851,666 Annual Debt Service Payment(paid from Municipal budget) 1,857,675 1,856,590 Major Maintenance and Replacement 393,800 271,330 In-direct Operating Costs 579,537 579,492 Grand Total All Costs $10,491,250 $10,559,079 36 ORGANIZATIONAL SECTION WESTLAKE ACADEMY COST SHARING ANALYSIS Campus Facilities The land and buildings that comprise the Westlake Academy campus are owned by the Town of Westlake, a municipality incorporated under State law as a Type A general law city. Westlake Academy opened in 2003 with grades one (1)through six (6) and has added a grade each subsequent year. With the commencement of the 2009-2010 school year,the final component was added with the 12th grade inaugural graduating class. The campus is located on twenty three (23) acres adjacent to J.T. Ottinger Road,which is near the intersection of State Highways 114 and 170.The original campus included three (3) stand-alone academic buildings with a total of twenty nine (29) classrooms, administrative offices, restrooms, a library, breakout area, a performance hall, dining and kitchen area, locker rooms, and a gym. These buildings total 52,600 square feet. The Academy interior design includes wood, vinyl covering, carpet and tile flooring.The hallways are lined with wooden lockers and carpet flooring.The Sam and Margaret Lee Arts &Sciences Center opened in August of 2009 and added another 8,400 square feet of building space to the campus. This facility includes one art room, two science labs,five offices, a workroom, conference room, restrooms and breakout space. Following Board authorization, in FY10/11 the Academy signed a three (3)year lease agreement for three (3) portable buildings. These facilities were placed into service in FY 11/12 and have a minimal impact on the on- going operational budget in the form of utilities and regular maintenance.These buildings are utilized as classroom space for the DP students and the Music and Art program for the PYP students. Despite the addition of these buildings, campus facilities will be at operational capacity as of the start of FY 2014/15,when the senior class will fill to the full three sections; any significant enrollment growth or curricular expansions will require the lease or purchase of additional space. The Academy is currently completed Phase One of the Facility Master Plan. Phase-one includes the addition of three new portable classroom buildings placed in service in FY 2013/14. These classrooms provide needed flexibility with the existing students. In addition, Phase One construction was completed for use during the FY 2013/14 and provide three new purpose built facilities, approximately 38,000 square feet, including: a 12 classroom building for the secondary school with additional administrative office space, a multi-purpose hall which serves as both a cafeteria and gymnasium for the primary school, and a field house,which includes a classroom,weight room, locker rooms and showers, and storage space for the PE and athletic programs. INDIRECT OPERATING COSTS Board direction in the June 2011 budget retreat directed the transfer of$306,900 from the General Fund of Academy to the General Fund of the Town as payment for central office services that are carried out by the municipal staff, including various administrative support services for the Academy and to avoid duplication of costs. This fact was used as part of the charter application process with the TEA to help bolster the Town's case for having a community school without duplicating cost structures and required resources. These support services for the Academy that generate indirect costs paid by the Town of Westlake are: • Human resources • Information technology • Risk management • Finance and accounting services • Facility maintenance services • General managerial oversight (Superintendent) • Board support services including policy advisement and strategic planning (Superintendent) • Official Board records maintenance and election administration (Town Secretary) 37 ORGANIZATIONAL SECTION As the Academy's enrollment and staffing levels have increased,the level of demand for support services that the Town provides the Academy has also grown. Per Board direction at its June 2011 budget retreat, beginning in FY 11/12,the indirect costs of approximately$306,900 were expensed to the Academy's operating budget. In the June 2012 Board budget retreat, staff recommended suspending the transfer of funds from the Academy's General Fund due to the change in the States public education funding formula. This change resulted in an 8%decrease in funding. This reduction in State funding has accelerated the use of the Academy's fund balance. The adopted budget for FY 12/13 suspended the transfer of$306,900,to help maintain the TEA's recommended 45 day fund balance. In FY 15/16 the indirect operating cost is approximately$580,000. THE TOWN OF WESTLAKE BOND RATING Standard & Poor's Ratings Services raised its rating on Westlake,Texas general obligation (GO) debt one notch to 'AA+' from `AA'. The outlook is stable. Below is an excerpt from communication from Standards and Poors: The ratings reflects our opinion of the following factors for Westlake,specifically its:(aJ Inclusion in the deep and diverse Dallas-Fort Worth metropolitan statistical area(MSA)economy;(bJ Very strong budgetary flexibility with fisca12012 audited reserves in excess of 50%of general fund expenditures;(c) Very strong liquidity,providing very strong cash to cover debt service and expenditures;and(dJ Strong management conditions,supported by good financial policy implementation. CAPITAL COSTS � DEBT SERVICE The Town of Westlake owns the land and facilities where the Academy is located. They have issued and owe approximately$28M in debt on these facilities. Included in this total, is the 2008 issuance of$2.5 million in G.O. bond debt to fund a portion of the new$5.1 million Sam and Margaret Lee Arts &Sciences Building, and $8.5 million for the 2013 C.O. bond issuance to fund Phase I of the Facility Master Plan. In addition, the Town and Academy have a shared service arrangement where the Town provides HR, Financial, Facilities, and Administrative support services. This is over 90%of the Town's debt burden however; the school is also the primary economic development tool for the Town. Thus far, the Town has not been impacted negatively by the Academy debt burden and has a Council adopted Capital Improvement Plan with future scheduled issuances. Annual debt service payments are expensed to the Town's municipal budget and the revenue stream presently utilized to make the annual debt service payment is comprised of municipal sales tax. As the owner of the land and buildings where Westlake Academy is located,the Town of Westlake also assumes responsibility for all capital-related expenditures. 38 ORGANIZATIONAL SECTION The following capital projects have been presented to the Board of Trustees and are currently unfunded and under discussion: � DESCRIPTION FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 TOTALS WA—Phase II Secondary Addition $ - $ - $ - $ - $4,676,839 $4,676,839 WA—Phase I I Arts&Science Classroom - - - - 1,934,422 1,934,422 WA-Phase III Kindergarten Addition - - - - 2,515,775 2,515,775 WA-Phase III Performing Arts Center - - - - 5,391,638 5,391,638 TOTAL UNFUNDED PROJECTS $ - $ - $ - $ - $14,518,674 $14,518,674 Any future additions to campus facilities will increase the operational costs of the Academy in conjunction with increases in casualty insurance, faculty and maintenance personnel. These projects include estimates of their related impacts to the operating budget in the Capital Improvement Plan which is available to the public on the Town's website. IMPACT ON OPERATING BUDGET FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 TOTALS WA—Phase II Secondary Addition $ - $ - $ - $ - $ 53,760 $ 53,760 WA—Phase II Arts&Science Classroom - - - - 24,226 24,226 WA-Phase III Kindergarten Addition - - - - 28,840 28,840 WA-Phase III Performing Arts Center - - - - 11,536 11,536 TOTAL UNFUNDED PROJECTS $ - $ - $ - $ - $ 118,362 $ 118,362 IX. WESTLAKE ACADEMY BOUNDARIES & DEMOGRAPHIC 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. 39 ORGANIZATIONAL SECTION DEMOGRAPHICS AND STATISTICS 32 deg. 58'S7"N 97 deg.12'20"W Location: Approximately 25 miles West of Dallas and 20 miles South of Denton Date of Charter: February 15, 2002 Population: 1,184—over 10,000 during day Average appraised home value Average appraised home value: $1,061,221 100% living in single-family households Student Population: 832 Teaching Staff(FTE) 95.56 Average Class Size: 18 (kindergarten thru grade five) 25 (all other grades) Westlake Academy's secondary boundaries are comprised of the following Independent School District boundaries: Argyle ISD,Arlington ISD,Azle ISD, Birdville ISD, Boyd ISD, Carroll ISD, Carrollton-Farmers Branch ISD, Coppell ISD, Decatur ISD, Denton ISD, Duncanville ISD, Eagle Mountain-Saginaw ISD, Fort Worth ISD, Frisco ISD, Garland ISD, Grand Prairie ISD, Grapevine-Colleyville ISD, Highland Park ISD, Hurst-Euless- Bedford ISD, Irving ISD, Keller ISD, Krum ISD, Lake Dallas ISD, Lewisville ISD, Little Elm ISD, McKinney ISD, Northwest ISD, Paradise ISD, Ponder ISD, Springtown ISD, and Weatherford ISD _,--�,_ n --��1 S"e,. 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',� '��i.a - ��.��' •��;�� .�'°"�'�i�. �-�.t- .� 40 ORGANIZATIONAL SECTION X. FISCAL AND BUDGETARY POLICIES I. STATEMENT OF PURPOSE The broader intent of the following Fiscal and Budgetary Policy Statements is to enable the Academy to achieve a long-term stable and positive financial condition. The watchwords of the Academy's financial management include integrity, prudent, stewardship, planning, accountability, and full disclosure.The more specific purpose is to provide guidelines to the Finance Director in planning and directing the Academy's day- to-day financial affairs and in developing recommendations to the Academy Superintendent or his designate and Academy Board of Trustees.The scope of these policies generally span, among other issues, accounting, purchasing, auditing, financial reporting, internal controls, operating budgeting, revenue management, cash and investment management, expenditure control, asset management, debt management, and planning concepts, in order to: • Present fairly and with full disclosure the financial position and results of the financial operations of the Academy in conformity with generally accepted accounting principles (GAAP), and • Determine and demonstrate compliance with finance related legal and contractual issues in accordance with provisions of the Texas Local Government Code and other pertinent legal documents and mandates. The Academy Board of Trustees will annually review and approve the Fiscal and Budgetary Policy Statements as part of the budget process. II. SUMMARY OF POLICY INTENDED OUTCOMES This policy framework mandates pursuit of the following fiscal objectives: • Operating Budget: Prepare conservatively, estimate revenues, present and adopt the Academy's annual operating plan. • Revenues Management: Design, maintain and administer a revenue system that will assure a reliable, equitable, diversified and sufficient revenue stream to support desired Academy services. • Expenditure Control: Identify priority services, establish appropriate service levels and administer the expenditure of available resources necessary to assure fiscal stability and the effective and efficient delivery of services. • Fund Balance: Maintain the fund balance of the various operating funds at levels sufficient to protect the Academy's creditworthiness as well as its financial position from emergencies. • Intergovernmental Relationships: Coordinate efforts with other agencies to achieve common policy objectives, share the cost of providing governmental services on an equitable basis and support favorable legislation at the State and Federal level. • Grants: Seek, apply for and effectively administer Federal, State, and foundation grants-in-aid which address the Academy's current priorities and policy objectives. 41 ORGANIZATIONAL SECTION • Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and forecast the Academy's financial performance and economic condition. • Financial Consultants: With available resources, seek out and employ the assistance of qualified financial advisors and consultants in the management and administration of the Academy's financial functions. • Accounting,Auditing,and Financial Reporting: Comply with prevailing Federal, State and local statues and regulations. Conform to generally accepted accounting principles as promulgated by the Government Accounting Standards Board (GASB), the American Institute of Certified Public Accountants (AICPA), and the Government Finance Officers Association (GFOA). • Internal Controls:To establish and maintain an internal control structure designed to provide reasonable assurances that the Academy's assets are safeguarded and that the possibilities for material errors in the Academy's financial records are minimized. III. OPERATING BUDGET • Preparation—Budgeting is an essential element of the financial planning, control, and evaluation process. The "operating budget" is the Academy's annual financial operating plan related to educational service instructional costs. The Academy operating budget is legally required to include the Academy's General, Debt Service, and Food Service Funds. Currently, Westlake Academy only has one fund, the General Fund, which must be legally adopted annually. The Academy budgets the Special Revenue Funds for informational purposes only. Information to be prepared includes documentation related to Service Level Adjustments (SLAs)for increases to existing service levels or additional services, position control schedules, general and administrative cost implications, etc. will be submitted and reviewed during the budget process. SLA's related to new position requests will include an assessment of their impact on additional internal services necessary to support these positions as it relates to General &Administrative (G&A) charges in the Academy budget ( subject to funding availability)to fund these costs. A budget preparation calendar and timetable will be established and followed in accordance with State law. • Revenue Estimates for Budgeting- In order to maintain a stable level of services,the Academy shall use a conservative,objective,and analytical approach when preparing revenue estimates.The process shall include analysis of probable economic changes and their impacts on revenues, number of students, and trends in revenues. It will also include an assessment of the State legislative environment related to public charter school funding levels. This approach should reduce the likelihood of actual revenues falling short of budget estimates during the year and should avoid mid-year service reductions. • Balanced Budget—A balanced budget is a budget with total expenditures not exceeding total revenues and monies available in the fund balance within an individual fund. • Proposed Budget Content and Process—A proposed budget shall be prepared by the Superintendent or his designate with the participation of the Academy's Leadership Team, Finance Director and Academy staff, and then submitted to the Superintendent for review. Following the Superintendent's 42 ORGANIZATIONAL SECTION review,the proposed budget will be presented to the Board for its consideration.The proposed budget shall include five basic segments for review and evaluation: (1) personnel costs, (2) base budget for operations and maintenance costs, (3) service level adjustments for increases of existing service levels or additional services, (4) revenues, and (5) General Administrative (G&A) costs. The proposed budget review process shall include Board of Trustees review of each of the four segments of the proposed budget and a public hearing to allow for citizen participation in the budget preparation process. Concurrent with the Academy budget preparation,Town staff will identify and provide to the Board all direct Academy expenses contained in the Town's municipal budget. The proposed budget process shall allow sufficient time to provide review as well as address policy and fiscal issues by the Board of Trustees. A copy of the proposed budget shall be filed with the Town Secretary when it is submitted to the Board of Trustees as well as placed on the Academy's website. • Budget Adoption - Upon the determination and presentation of the final iteration of the proposed budget document as established by the Board of Trustees, a public hearing will be set and publicized. The Board will subsequently consider a resolution which, if adopted, such budget becomes the Academy's Annual Budget. The adopted budget will be effective for the fiscal year beginning September 1. • Budget Amendments—The Superintendent or his designate and Finance Department will monitor all financial operations. A school district must amend the official budget before exceeding a functional expenditure category, i.e., instruction, administration, etc. in the total budget.The budget team will decide whether to proceed with the budget amendment and, if so, will then present the request to the Board of Trustees. If the Board decides a budget amendment is necessary, the amendment is adopted in resolution format and the necessary budgetary changes are then made. • Planning—The budget process will be coordinated so as to identify major policy issues for the Board of Trustees by integrating it into the Board's overall strategic planning process for the Academy. • Reporting- Monthly financial reports will be prepared by the Finance Department and distributed to the Superintendent or his designate. Information obtained from financial reports and other operating reports is to be used by personnel to monitor and control the budget. Summary financial reports will be presented to the Board quarterly. IV. REVENUES MANAGEMENT A. REVENUE DESIGN PARAMETERS. The Academy will strive for the following optimum characteristics in its revenue system: • Simplicity-The Academy,where possible and without sacrificing accuracy, will strive to keep the revenue system simple in order to reduce costs, achieve transparency, and increase parent and citizen understanding of Academy revenue sources. • Certainty-A thorough knowledge and understanding of revenue sources increases the reliability of the revenue system. 43 ORGANIZATIONAL SECTION • Administration-The benefits of a revenue source will exceed the cost of administering that revenue. Every effort will be made for the cost of administration to be reviewed annually for cost effectiveness as a part of the indirect cost and cost of service analysis. • Equity-The Academy shall make every effort to maintain equity in its revenue system: i.e.the Academy shall seek to minimize or eliminate all forms of subsidization between entities. • Adequacy, Diversification and Stability—To the extent practical,the Academy shall attempt to achieve a balance in its revenue system. The Academy shall also strive to maintain a balanced and diversified revenue system to protect the Academy from fluctuations in any one source due to changes in local economic conditions which adversely impact that source. B. REVENUE CLASSIFICATION AND SOURCES. The revenues received by Westlake Academy are classified into one of three broad categories: Federal, State or Local and come from the following sources: • State Education funding • State and Federal Grants • General Donations—The Academy recognizes that private donations comprise a significant part of the Westlake Academy budget. All funds received will become part of the budget and be subject to appropriation for Academy general operations. o Westlake Academy Foundation o House of Commons o Westlake Academy Athletic Club o Local Merchants • Specific Purpose Donations—Funds donated for a specific purpose C. REVENUE MONITORING. Revenues as they are received will be regularly compared to budgeted revenues and variances will be investigated. This process will be summarized in the appropriate budget report. V. EXPENDITURE CONTROL • Appropriations—The point of budgetary control is at the function level in the General Fund and Special Revenue Funds. When budget adjustments among functions are necessary, they must be approved by the Board of Trustees. • Current Funding Basis-The Academy shall operate on a current funding basis. Expenditures shall be budgeted and controlled so as not to exceed current revenues plus the planned use of fund balance accumulated through prior year savings. (The use of fund balance shall be guided by the Fund Balance/Retained Earnings Policy Statements.) • Avoidance of Operating Deficits-The Academy shall take immediate corrective actions if at any time during the fiscal year expenditure and revenue re-estimates are such that an operating deficit (i.e., projected expenditures in excess of projected revenues) is projected at year-end. Corrective actions can 44 ORGANIZATIONAL SECTION include a hiring freeze, expenditure reductions, or use of fund balance within the Fund. Use of fund balance must be recommended by the Superintendent and approved by the Board of Trustees. ❖ Expenditure deferrals into the following fiscal year, short-term loans, or use of one-time revenue sources shall be avoided to balance the budget. ❖ All service level adjustments that result in increases to the operating budget must be aligned with offsetting increases in operating revenues (FSP, Local Sources, etc.). • Periodic Program Reviews-The Superintendent or his designate shall undertake periodic staff and third- party reviews of Academy programs for both efficiency and effectiveness. Where appropriate, privatization and contracting with other governmental agencies will be evaluated as alternative approaches to service delivery. Service delivery which is determined to be inefficient and/or ineffective shall be reduced in scope or eliminated. � General and Administrative (G&A) Charges—To the extent practical, an annual analysis of G&A charges will be performed and, if available,funding may be allocated at the Board's discretion. The analysis shall involve an objective consideration of the service demands currently being met by municipal staff to support Academy operations and a determination of factors that will continue to affect and increase the time needed for the performance of these services. For example, new Academy staff requires additional support staff time to perform tasks related to insurance, payroll, etc. Where feasible, G&A costs will be charged to all funds for services of indirect general overhead costs,which may include general administration, finance,facility use, personnel,technology, engineering, legal counsel, and other costs as deemed appropriate. If funding is not available,these costs will be shown below the line of the financial statement in the five-year financial forecast in order to promote transparency and provide the Board with a full cost accounting of services. The charges will be determined through an indirect cost allocation study following accepted practices and procedures. • Purchasing-The Academy shall make every effort to maximize any discounts offered by creditors/vendors. Staff shall also use purchasing cooperatives as well as competitive bidding in accordance with State law to attain the best possible price on goods and services. • Prompt Payment-All invoices will be paid within 30 days of receipt in accordance with the prompt payment requirements of State law. • Salary-The Academy shall strive to maintain competitive salary levels for faculty and staff. A salary survey will be conducted annually, sampling surrounding Independent School Districts and Charter Schools, to create a comparison. The Academy will strive to maintain salary levels within three percent(3%) of the median of surveyed schools. VI. FUND BALANCE • Fund Balance Reporting-The District shall report governmental fund balances per GASB 54 definitions in the balance sheet as follows: Non-spendable, Restricted, Committed,Assigned, and Unassigned. • General Fund Unassigned Fund Balance-The Academy shall maintain the General Fund unassigned fund balance at 45 days of operation. 45 ORGANIZATIONAL SECTION • Use of Fund Balance- Fund Balance will be targeted to only be used with Board approval and can be only be used for the following: emergencies, non-recurring expenditures, such as technology/FF&E (furniture, fixtures and equipment), or major capital purchases that cannot be accommodated through current year savings. Should such use reduce the balance below the appropriate level set as the objective for that fund, recommendations will be made on how to restore it. The Board of Trustees shall approve all commitments by formal action. The action to commit funds must occur prior to fiscal year-end,to report such commitments in the balance sheet of the respective period, even though the amount may be determined subsequent to fiscal year-end. A commitment can only be modified or removed by the same formal action.The Board of Trustees delegates the responsibility to assign funds to the Superintendent or his/her designee. The Board of Trustees shall have the authority to assign any amount of funds. Assignments may occur subsequent to fiscal year-end. The Board of Trustees will utilize funds in the following spending order: Restricted, Committed,Assigned, and Unassigned. VII. INTERGOVERNMENTAL RELATIONSHIPS • Inter-local Cooperation in Delivering Services- In order to promote the effective and efficient delivery of services,the Academy shall actively seek to work with other local entities in joint purchasing consortium, sharing facilities, sharing equitably the costs of service delivery, and developing joint programs to improve service to its students. • Legislative Program -The Academy shall cooperate with other entities to actively oppose any state or federal regulation or proposal that mandates additional Academy programs or services and does not provide the funding to implement them. Conversely, as appropriate,the Academy shall support legislative initiatives that provide additional funding. VIII. GRANTS • Grant Guidelines-The Academy shall apply, and facilitate the application by others,for only those grants that are consistent with the objectives and high priority needs previously identified by Academy Board of Trustees. The potential for incurring ongoing costs,to include the assumption of support for grant funded positions from local revenues, will be considered prior to applying for a grant. • Grant Review-All grant submittals shall be reviewed for their cash match requirements,their potential impact on the operating budget, and the extent to which they meet the Academy's policy objectives. If there are cash match requirements, the source of funding shall be identified prior to application. Staff will focus on one-time grants to avoid long-term implications related to additional expenditures in future years. • Grant Program Termination-The Academy shall terminate grant funded programs and associated positions when grant funds are no longer available unless alternate funding is identified and obtained. IX. FISCAL MONITORING • Financial Status and Performance Reports-Quarterly reports comparing expenditures and revenues to current budget, noting the status of fund balances to include dollar amounts and percentages, and 46 ORGANIZATIONAL SECTION outlining any remedial actions necessary to maintain the Academy's financial position shall be prepared for review by the Superintendent and the Board of Trustees. Student roster information will also be included in the quarter reports submitted to the Board of Trustees. • Compliance with Board Policy Statements-The Fiscal and Budgetary Policies will be reviewed annually by the Board of Trustees and updated, revised or refined as deemed necessary. Policy statements adopted by the Board of Trustees are guidelines, and occasionally, exceptions may be appropriate and required. However, exceptions to stated policies will be specifically identified, and the need for the exception will be documented and fully explained. X. FINANCIAL CONSULTANTS The Academy employs the assistance of qualified financial advisors and consultants as needed in the management and administration of the Academy's financial functions.These areas include but are not limited to investments, debt administration,financial accounting systems, program evaluation, and financial impact modeling. Advisors shall be selected on a competitive basis using objective questionnaires and requests for proposals based on the scope of the work to be performed. XI. ACCOUNTING,AUDITING,AND FINANCIAL REPORTING The Academy strives to comply with prevailing local, state, and federal regulations relative to accounting, auditing, and financial reporting. Accounting practices and financial reporting shall conform to generally accepted accounting principles as promulgated by the Governmental Accounting Standards Board (GASB),the American Institute of Certified Public Accountants, (AICPA), and the Government Finance Officers Association (GFOA).The Board shall select an independent firm of certified public accountants to perform an annual audit of all operations. Required Texas Education Agency (TEA) account coding will be used for all revenue and expenditure reporting. • Accounting-Currently,the Education Service Center(Region XI) books all revenues and expenditures, and prepares bank reconciliations. Academy staff is responsible for all coding and approval of expenditures and revenues. Documentation and coding of deposits are forwarded to the Town's Finance Department for review and preparation of deposit slips. Town's Finance Director and staff are responsible for review and transfer of invoices and other documentation to the Service Center for processing as well as the physical deposit of funds. It is the responsibility of the Superintendent or his designate and Academy staff to review the monthly reports for any discrepancies and report to the Town's Finance Director for analysis and re-class of questioned bookings, if appropriate. • External Auditing-Academy will be audited annually by outside independent accountants (auditors). The auditors must be a CPA firm and must demonstrate significant experience in the field of local government auditing. They must conduct the Academy's audit in accordance with generally accepted auditing standards. The auditors' report on Academy's financial statements will be completed within a timely period of the Academy's fiscal year-end. The auditor will jointly review the management letter with the Academy Board of Trustees, if necessary. In conjunction with this review,the Finance Director shall respond in writing to the Academy Board of Trustees regarding the auditor's Management Letter, addressing the issued contained therein. The Academy will not require auditor rotation, but will circulate request for proposal for audit services on a periodic basis as deemed appropriate. 47 ORGANIZATIONAL SECTION • Responsibility of Auditor to Academy Board of Trustees-The auditor is retained by and is accountable directly to the Academy Board of Trustees and will have access to direct communication with the Academy Board of Trustees if the Academy Staff is unresponsive to auditor recommendations or if the auditor considers such communication necessary to fulfill its legal and professional responsibilities. • Internal Financial Reporting-The Finance Department will prepare internal financial reports sufficient for management to plan, monitor, and control Academy's financial affairs. XII. INTERNAL CONTROLS • Written Procedures-Whenever possible, written procedures will be established and maintained by the Finance Director and utilized by all Academy personnel for all functions involving purchasing, cash handling and/or accounting throughout the Academy. These procedures will embrace the general concepts of fiscal responsibility set forth in this policy statement. • Academy Staff Responsibilities-The Superintendent or his designate, in consultation with the Finance Director,will be responsible for ensuring that appropriate internal controls are followed throughout the Academy, that all directives or internal controls are implemented, and that all independent auditor internal control recommendations are addressed. Staff will develop and periodically update written internal control procedures. XIII. ASSET MANAGEMENT • Investments—The Finance Director shall promptly invest all Academy funds with the depository bank in accordance with the provisions of the current Bank Depository Agreement or in any negotiable instrument authorized by the Academy Board of Trustees. The Academy Board of Trustees has formally approved a separate Investment Policy for the Academy of Westlake that meets the requirements of the Public Funds Investment Act(PFIA), Section 2256 of the Texas Local Government Code. The Academy's investment practices will be conducted in accordance with this policy.The Finance Director will issue quarterly reports on investment activity to the Academy Board of Trustees. • Cash Management-Academy's cash flow will be managed to maximize the cash available to invest. Such cash management will entail the centralization of cash collections,where feasible, including field trips, and other collection offices as appropriate. Periodic review of cash flow position will be performed to determine performance of cash management and conformance to investment policies. The underlying theme will be that idle cash will be invested with the intent to (1) safeguard assets, (2) maintain liquidity, and (3) maximize return. • Capital Assets and Inventory-Such assets will be reasonably safeguarded and properly accounted for and prudently insured. The capital assets inventory will be updated regularly. • Capital Assets—Currently all capital assets of Westlake Academy are owned and purchased by the Town of Westlake. In subsequent years, additional asset purchases may be paid with Westlake Academy funds. • Capitalization Criteria—For purposes of budgeting and accounting classification,the following criteria must be capitalized: 48 ORGANIZATIONAL SECTION o The asset is owned by the Westlake Academy o The expected useful life of the asset must be longer than one year, or extend the life on an identifiable existing asset by more than one year o The original cost of the asset must be at least$5,000 o The asset must be tangible o On-going repairs and general maintenance are not capitalized o New Purchases—All costs associated with bringing the asset into working order will be capitalized as a part of the asset cost. This includes startup costs, engineering or consultant type fees as part of the asset cost once the decision or commitment to purchase the asset is made. The cost of land acquired should include all related costs associated with its purchase o Improvements and Replacement—Improvement will be capitalized when they extend the original life of an asset or when they make the asset more valuable than it was originally. The replacement of assets components will normally be expenses unless they are a significant nature and meet all the capitalization criteria. • Computer System/Data Security—The Academy shall provide security of its computer/network system and data files through physical and logical security systems that will include, but are not limited to: network user authentications, firewalls, content filtering, spam/virus protection, and redundant data backup. XI. THE BUDGET PROCESS The Superintendent submits the budget to the Board of Trustees. The Academy's fiscal year begins each year on October 1st and ends on September 30th of the following calendar year. Prior to the beginning of the fiscal year,the Superintendent must submit a proposed budget,which includes: • A budget message • A consolidation statement of anticipated revenues and proposed expenditures for all funds • General fund resources in detail • Special fund resources in detail • A summary of proposed expenditures by department and activity • Detailed estimates of expenditures shown separately to support the proposed expenditure The proposed revenues and expenditures must be compared to prior year revenues and expenditures. The budget preparation process begins early in the calendar year with the establishment of overall town goals, objectives, and analysis of current year operations compared to expenditures. Budget policies and procedures are reviewed at the same time to reduce errors and omissions. In May,the Finance Department prepares such items as budget forms and instructions for estimating revenues and expenditures. Department heads submit proposed baseline expenditures for current service levels and any additional one-time or on-going request they may have for their department. A round-table meeting is subsequently held with the Superintendent,the finance staff and each department head for review. After all funding levels are established and agreed upon; the proposed budget is presented by the Superintendent to the Board of Trustees. A public hearing on the budget is conducted in accordance with state and local law. This meeting is held after the Board has reviewed the budget during a workshop. The Board of Trustees approves a level of expenditure (or appropriation)for each fund to go into effect on October 1st, prior to the expenditure of any Town funds for that budget year. 49 ORGANIZATIONAL SECTION BUDGET AMENDMENT PROCESS The Superintendent may request that the current year budget be amended. In this process,the Superintendent will review the documentation and draft an ordinance to formally amend the current budget. This ordinance is presented to the Board of Trustees for consideration. Following the consideration of the proposed amendment,the Board will vote on the amendment ordinance. If the amendment is approved,the necessary budget changes are then made. All budget amendments will be approved by the Board of Trustees prior to the expenditure of funds in excess of the previously authorized budgeted amounts within each fund. 2015 / 16 BUDGET PLANNING TIMELINE Timeline Description of Activities October- Strategic Plan preparation processoccurs December December Westlake Academy Instructional Leadership Team (ILT) begins planning FY 15/16 Budget January 2015 ILT meets with WA affiliates for joint planning for FY 2015/16 January-March Five Year Projection & Personnel Cost Estimates April Develop improvement plans for each grade level/dept. May Strategic Plan preparation process occurs, preliminary budgets developed May BOT Budget Retreat June Current Budget Review- Budget Amendments for FY 2014/15 August BOT consideration/adoption of Westlake Academy FY 2015/16 Budget December Annual Financial Report GOVERNMENTAL FUND TYPES General Fund The General Fund is comprised of three subordinate funds: General,Athletic Activities, and Transportation. This fund accounts for the majority of the operational activities required to maintain the Academy's facilities and pay its employees. The fund is supported by State and local revenues. • Fund 199 General Fund -This classification must be used for funds in which the local governing board designates. The local governing board has wide discretion in their use as provide by law. This fund usually includes transactions as a result of revenues from local sources and Foundation School Program Sources. Any locally defined code that is used at the local option is to be converted to Fund 199 for PEIMS reporting. • Fund 198 Athletic Activities-This locally defined fund code is used to account for expenditures for athletics that normally involve competition between schools (and frequently involve offsetting gate receipts or fees such as football, baseball,volleyball,track,tennis and golf). This fund is converted to Fund 199 for PEIMS reporting. 50 ORGANIZATIONAL SECTION • Fund 197 Transportation/Parking-This locally defined fund code is used to account for revenues and expenditures related to transportation for students as well as to collect parking fees and remit them to the Town of Westlake as a reimbursement for the expense of the new parking lot built in the summer of 2010 (funded by the Town).This fund is converted to Fund 199 for PEIMS reporting. 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; approximately 20%of these funds are federally funded, 32% is state funded for FY 15/16 and FY 16/17 and 48%are locally funded. • Fund 224 IDEA-B Formula (Federally funded) - Fund is used, on a project basis,for funds granted to operate educational programs for children with disabilities. • Fund 410 Material Allotment(State funded) - Funds to purchase the instructional materials that will be used to support the Texas Essential Knowledge and Skills (TEKS) • Fund 461 Campus Activities (Locally funded) - Fund is to be used to account for transactions related to a principal's activity fund if the monies generated are not subject to recall by the school district's Board of Trustees into the general fund. These funds provide after-school activities at Westlake Academy. • Fund 481 Hudson Foundation (Locally funded) -This locally defined fund is used to account for grants awarded to the Academy by the Hudson Foundation to be used to support the Director or Curriculum and Instruction. • Fund 484 Local Grants (Locally funded)—These funds represent small grants from Westlake Academy Foundation and the House of Commons for specific purposes. • Fund 485 Hudson Foundation Staff/Development(Locally funded) -This locally defined fund is used to account for grants awarded to the Academy by the Hudson Foundation to be used to pay for the new MYP Principal, professional development, and curriculum coach. • Fund 487 Westlake Academy Fund-an-Item (Locally funded)—Represents funds raised at Gallery Night annually for specific items for the Academy. • Fund 496 Hudson Foundation (Locally funded)—These funds will be used in two fiscal years to support extended learning with Strength Finders; Great Expectations training; beginning of the year school activities; coaching with Marsha Clark, Summer Reading Support Camp; transformational space in secondary building; discretionary funds for teachers to attend the Ron Clark Academy; IAAPA; DaVerse Lounge experience; international experience for current grade 10 students, International Mindedness Teacher Symposium; and House Innovations. • Fund 497 Westlake Academy Foundation Financial Assistance (Locally funded) -This grant from the Westlake Academy Foundation provides financial assistance for student activities. • Fund 498 International Mindedness Educator Symposium (Locally funded)—Fund will be used for the annual symposium hosted by Westlake Academy focusing on global collaboration. 51 ORGANIZATIONAL SECTION FIDUCIARY FUND TYPES The Agency Fund accounts for resources held in a custodial capacity by the Academy, and consist of funds that are the property of students or others. These are not budgeted funds. The Academy's budget process integrates with its strategic planning process and covers the financial cycle starting with budget planning and ending with the audited financial report. OVERVIEW OF ACCOUNT CODES Section 44.007 of the Texas Education Code (Code or TEC) requires that a standard school district fiscal accounting system be adopted by each school district.The system must meet at least the minimum requirements prescribed by the State Board of Education and also be subject to review and comment by the state auditor. Additionally,the accounting system must conform to Generally Accepted Accounting Principles (GAAP).This section further requires that a report be provided at the time that the school district budget is filed, showing financial information sufficient to enable the state board of education to monitor the funding process and to determine educational system costs by school district, campus and program. The Texas Education Code, Section 44.008, requires each school district to have an annual independent audit conducted that meets the minimum requirements of the state board of education, subject to review and comment by the state auditor.The annual audit must include the performance of certain audit procedures for the purpose of reviewing the accuracy of the fiscal information provided by the district through the Public Education Information Management System (PEIMS).The audit procedures are to be adequate to detect material errors in the school district's fiscal data to be reported through the PEIMS system for the fiscal period under audit. A major purpose of the following accounting code structure is to establish the standard school district fiscal accounting system required by law. Although certain codes within the overview may be used at local option, the sequence of the codes within the structure, and the funds and chart of accounts, are to be uniformly used by all school districts in accordance with generally accepted accounting principles. ACCOUNT CODE STRUCTURE xxx x � xx � xxx xx xxx xxxx � xx ' Program Local Sub Fund Year Function Organization Intent Option Object Object Code Code Code Code Code Code Code Code (lxxx- (0-9) (11-99) (001-999) (11-99) (xxx) 1X—Assets (xx) 8xxx) 2X—Liabilities Account 3X—Fund Equity I Groups 4X—Clearing Accts (9xx) 5X—Revenues 6X—Expenditures 7X—Other Resources 8X—Other Uses 52 ORGANIZATIONAL SECTION FUNCTION CODES — GENERAL DESCRIPTIONS A function code represents a general operational area at the Academy and groups together related activities. The assignment and use of function numbers is based on the financial accountability standards established by the Texas Education Agency in accordance with the Texas Administrative Code. The function code is a 2-digit number that follows the 3-digit fund code and single digit year code in the accounting number scheme. FUNCTION CODE FUNCTION CODE DECRIPTION 11 Instruction & Related 12 Instructional Resources & Media Sources (Library) � 13 Curriculum Development & Instruction/ Staff Development � 21 Instructional Leadership 23 School Leadership (Principal) 31 Guidance, Counseling& Evaluation Services 32 Social Work Services 33 Health Services � 34 Student (Pupil)Transportation � 35 Food Services 36 Cocurricular/extracurricular activities 41 General Administration (Superintendent/Board) � 51 Plant Maintenance and Operations 52 Security and Monitoring Services 53 Data Processing Services 61 Community Services 71 Debt Service 81 Facilities Acquisition and Construction 10 Instruction and Instructional Related Services • Function 11-Instruction-This function is used for activities that deal directly with the interaction between teachers and students.This function includes expenditures for direct classroom instruction and other activities that deliver,enhance,or direct the delivery of learning situations to students. Expenditures for the delivery of instruction in regular program basic skills, bilingual and ESL programs, compensatory, remedial or tutorial programs,gifted and talented education programs,and vocational education programs are classified in function 11. For example,function 11 includes classroom teachers,teacher assistants,and graders, but does not include curriculum development(function 13)or principals(function 23). • Function 12-Instructional Resources and Media Services-This function is used for expenditures that are directly and exclusively used for resource centers,establishing and maintaining libraries,and other major facilities dealing with educational resources and media. For example,function 12 includes librarians, but does not include textbooks(function 11)or reference books in the classroom (also function 11). 53 ORGANIZATIONAL SECTION • Function 13-Curriculum Development and Instructional Staff Development-This function is used for expenditures that are directly and exclusively used to aid instructional staff in planning, developing, and evaluating the process of providing learning experiences for students.This function also includes expenditures related to research and development activities that investigate, experiment and/or follow- through with the development of new or modified instructional methods,techniques, procedures, service, etc. For example, this function includes staff that research and develop innovative, new, or modified instruction and staff who prepare in-service training for instructional staff, but does not include salaries of instructional staff when attending in-service training (function 11 or 12). 20 Instructional and School Leadership • Function 21- Instructional Leadership-This function encompasses those district-wide activities which have as their purpose managing,directing,and supervising the general and specific instructional programs and activities. For example,function 21 includes instructional supervisors but does not include principals (function 23). • Function 23-School Leadership-This function includes expenses for directing, managing,and supervising a school. It includes salaries and supplies for the principal,assistant principal,and other administrative and clerical staff, including attendance clerks. 30 Support Services—Student • Function 31-Guidance,Counseling,and Evaluation Service-This function includes expenses for testing and assessing students'abilities,aptitudes,and interests with respect to career and educational goals and opportunities. It includes psychological services,testing,and counseling. • Function 32-Social Work Services-This function includes expenditures which directly and exclusively promote and improve school attendance. Examples include social workers, non-instructional home visitors, home visitor aides,and truant officers. • Function 33- Health Services-This function embraces the area of responsibility providing health services which are not a part of direct instruction. It includes medical,dental,and nursing services. • Function 34-Student Transportation-This function includes the cost of providing management and operational services for transporting students to and from school. Function 34 includes transportation supervisors and bus drivers, but does not include field trips (function 11) or student organization trips (function 36). • Function 35- Food Services-This function includes the management of the food service program at the schools and the serving of ineals, lunches, or snacks in connection with school activities. Function 35 includes cooks and food purchases, but does not include concession stands (function 36). • Function 36-Co-curricular/Extracurricular Activities-This function incorporates those activities which are student and curricular related, but which are not necessary to the regular instructional services. Examples of co-curricular activities are scholastic competition, speech, debate, and band. Examples of extracurricular activities are football, baseball, etc. and the related activities (drill team, cheerleading) that exist because of athletics. Function 36 includes athletic salary supplements paid exclusively for coaching, directing, or sponsoring extracurricular athletics, but does not include salaries for teaching physical education (function 11). 54 ORGANIZATIONAL SECTION 40 Support Services -Administrative • Function 41-General Administration-This function includes expenses incurred for the overall administrative responsibilities of the District. It includes expenses for the school board, superintendent's office, personnel services, and financial services. 50 Support Services - Non Student Based • Function 51- Plant Maintenance-This function deals with expenditures made to keep buildings, grounds, and equipment safe for use and in efficient working condition.This function also includes expenditures associated with warehousing services. Examples include janitors,facility insurance premiums, utilities, and warehouse personnel. • Function 52-Security and Monitoring Services-This function is used for expenditures that are for activities to keep student and staff surroundings safe, whether in transit to or from school, on a campus, or participating in school-sponsored events at another location. • Function 53- Data Processing Services-This function is for non-instructional data processing services which include computer facility management, computer processing, systems development, analysis, and design. Personal computers that are stand alone are to be charged to the appropriate function. Peripherals including terminals and printers are also to be charged to the appropriate function. 60 Ancillary Services • Function 61-Community Services-This function encompasses all other activities of the school district, which are designed to provide a service or benefit to the community as a whole or a portion of the community. Examples would include recreation programs, natatorium, and parenting programs. 70 Debt Service • Function 71- Debt Service-This function includes expenditures for bond and lease purchase principal, and all types of interest paid. 80 Capital Outlay � Function 81-Capital Acquisition &Construction-This function includes expenditures that are acquisitions, construction, or major renovation of Academy facilities. OBJECT CODE — GENERAL DESCRIPTIONS The object number is a 4-digit code that describes the type of expenditure incurred and is comprised of the fifteenth through eighteenth digits in the code structure. OBJECT CODES OBJECT CODE DESCRIPTION 61XX Payroll and Payroll Related 62XX Professional &Contracted Services 63XX Supplies and Materials 64XX Other Operating Costs 65XX Debt Service 66XX Capital 55 • � • � � � . --� a�, .� .� � �./ �P� ' � �' �,�- � � �` ��1��1�1� Cl � ��r�� a�� e ��« � -� � � � � � �� . � � � Y�� a r � � � v � ,� �� S�� S� � .� �► � � � �' .� � � � � _, � �" sv� � `'` • .� �� ` � ,� ,� `�' �' � � � � � �' � �' '�� .� � ■ � ■ - FINANCIAL SECTION I. SUMMARY OF MAJOR BUDGET COMPONENTS REVENUES : The revenues received by Westlake Academy are classified into one of three broad categories: State, Federal and Local. • State funding is the Academy's largest revenue source making up over 79%of revenues from all funds. Staff estimates that the average level of total state aid paid through the Foundation School Program (FSP) in FY 2015/16 will be approximately$7,085 per student; this is a small increase from FY 2014/15. 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 15/16 is projected at 832 students in accordance with the current plan to attempt to maintain eighteen (18) students per class in kindergarten through grade five, and twenty-five (25) students in grades six through 12. • Local funding consists of two major sources,the Town and Westlake Academy Foundation.The Westlake Academy Foundation is an independent non-profit organization that raises funds through donations and fund raising;the FY 2015/16 forecast is$1,100,000. Westlake Academy is supported by a non-profit organization called the Westlake Academy Foundation (WAF). The WAF conducts several annual fundraising activities: the Blacksmith Campaign is an annual fund drive that started as a way to close the funding gap between what charter schools receive and local ISDs. It focuses specifically on the parents of students at the Academy and tries to leverage these donations with the employers who have matching programs for individuals who contribute time or money to non-profits.The Blacksmith Campaign is held each year in the month of October and each family is asked to contribute$2,500 per student to help cover the gap between the state public education funding and what the Academy actually spends on each student. • Federal funding is received through grants that support special education and accounts for approximately one percent (1%) of revenues for all funds. EXPENDITURES : Compensation and benefits are the largest operating cost for Westlake Academy. Board Policy states a desire to maintain the median salary within three percent (3%) of the districts surveyed for market comparison purposes. In FY 14/15, salaries were adjusted by two percent (2%). In FY 15/16,staff recommends a realignment of the salary scale, making each step equally comparable to the surrounding market. This realignment would result in an average salary increase of 3.9%from FY 14/15, and would be 3.5% below the estimated median average. Steps furthest from the estimated market median would be increased by up to 5.52%. Realignment of the scale will be a valuable tool in our recruiting and retention effort. The pay steps furthest from the market median are primarily in years 0-7, and require larger adjustments to obtain our desired market position. The increase equals approximately$130,500 with an additional $12,500 in insurance increases. 57 FINANCIAL SECTION WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ALL GOVERNMENTAL FUNDS For the Year Ending August 31, 2016 Adopted Estimated Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 15/16 Adopted REVENUES Local Revenues $1,237,004 $1,158,045 $1,636,975 $1,711,305 $2,132,698 $1,754,220 $ (378,478) State Program Revenues 4,362,921 4,696,540 5,269,641 5,782,092 6,104,248 6,435,693 331,445 Federal Program Revenues 152,351 81,958 80,103 73,896 162,270 90,000 (72,270) 5,752,276 5,936,543 6,986,719 7,567,293 8,399,215 8,279,913 (119,302) EXPENDITURES(BY FUNCTION) 11 -Instructional 3,170,372 3,458,116 4,264,664 4,621,940 4,725,156 4,906,188 181,031 12 -Resources&Media 89,129 57,784 57,884 66,252 68,452 74,801 6,349 13 -Staff Development 74,656 130,442 148,356 129,589 220,260 197,590 (22,670) 21 -Instructional Leadership 135,962 93,964 165,116 237,967 260,737 264,259 3,522 23 -School Leadership 347,515 341,039 597,075 660,620 724,498 801,866 77,368 31 -Guidance&Counseling 232,419 244,900 282,334 246,539 280,169 205,230 (74,939) 33 -Health Services 60,917 58,208 61,890 68,711 69,585 66,617 (2,968) 35 -Food Services 11,517 - 500 - - - 36 -CoCurricular/Extra.Activities 131,972 125,139 152,261 171,255 164,461 171,774 7,313 41 -Administrative 675,763 363,548 389,673 343,835 353,992 306,986 (47,006) 51 -Maintenance&Operations 596,913 614,042 733,367 956,091 950,567 915,068 (35,499) 52-Security&Monitoring Services 700 5,695 4,995 53 -Data Processing 173,587 160,695 177,063 105,015 111,015 169,678 58,663 61 -Community Services 76,880 86,845 113,995 110,824 110,024 112,638 2,614 71 -Debt Service - - 3,733 84,186 90,565 90,565 - 81 -Facility Acquisition/Construction 15,960 27,930 - - - - - Total Expenditures 5,793,560 5,762,652 7,147,411 7,803,324 8,130,180 8,288,953 158,773 Excess(Deficiency)of Revenues Over (Under) Expenditures (41,285) 173,891 (160,692) (236,031) 269,035 (9,040) (278,075) OTHER FINANCING SOURCES(USES) 79-Other Resources 26,124 40,959 239,009 45,000 45,000 45,000 - 89-Other Uses (26,124) (40,959) - (45,000) (45,000) (45,000) - 79-Special Item-Resource 67,760 - - - - - - 89-Extraordinary Item-Use (124,346) - - - - - - Total Other Financing Sources(Uses) (56,586) - 239,009 - - - - NET CHANGES IN FUND BALANCE (97,871) 173,891 78,317 (236,031) 269,035 (9,040) (278,075) FUND BALANCE,BEGINNING 916,962 819,090 992,981 1,071,298 1,071,298 1,340,333 269,035 FUND BALANCE,ENDING 819,090 992,981 1,071,298 835,267 1,340,333 1,331,292 (9,040) Assigned-Tech/FF&E Replacemt - - - 125,000 125,000 125,000 - Assigned-Uniforms/Equip Rep. - - - 5,000 11,350 11,350 - Assigned-Facility Maintenance/FFE - - - - - - - fUND BALANCE,UNASSIGNED $ 819,090 $ 992,981 $1,071,298 $ 705,267 $1,203,983 $1,194,942 $ (9,040) 58 FINANCIAL SECTION WESTLAKE ACADEMY ALL GOVERNMENTAL FUNDS For the Year Ending August 31, 2016 TOTAL REVENUES Adopted Estimated Proposed Variance Audited Audited Audited Budget Budget Budget Estimated FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 15/16 Proposed General Fund $5,244,170 $5,640,934 $6,560,141 $7,445,897 $7,699,024 $7,941,626 $ 242,602 Special Revenue Funds 508,106 295,609 426,578 121,396 700,191 338,287 (361,904) Total Governmental Funds $5,752,276 $5,936,543 $6,986,719 $7,567,293 $8,399,215 $8,279,913 $ (119,302) TOTAL EXPENDITURES Adopted Estimated Proposed Variance Audited Audited Audited Budget Budget Budget to FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 15/16 Proposed General Fund $5,287,757 $5,496,181 $6,733,873 $7,554,617 $7,570,240 $7,851,666 $ 281,426 Special Revenue Funds 505,804 266,471 413,538 248,707 559,941 437,287 (122,654) Total Governmental Funds $5,793,561 $5,762,652 $7,147,411 $7,803,324 $8,130,181 $8,288,953 $ 158,772 EXPENOITURES BY OBJECT CODE Adopted Estimated Proposed Variance Audited Audited Audited Budget Budget Budget to Expenditures by Object FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 15/16 Proposed 61XX-Payroll&Related Items $4,089,284 $4,339,743 $5,198,873 $5,618,025 $5,776,828 $6,047,107 $ 270,279 62XX-Contracted Services 1,075,052 865,171 958,209 1,064,256 1,152,239 974,140 (178,099) 63XX-Supplies&Materials 345,997 267,105 672,965 672,890 620,490 748,402 127,912 64XX-Other Operating 283,228 290,633 313,631 363,967 490,059 428,741 (61,319) 65XX-Debt Service - - 3,733 84,186 90,565 90,565 - Total Expenditures $5,793,561 $5,762,652 $7,147,411 $7,803,324 $8,130,181 $8,288,954 $ 158,773 61XX Payroll&Related Items 73% All Governmental Funds Expenditures ,=' by Object r'' 62XX Contracted Services 65XX 120� Debt Service 64XX- 63XX 1� Other Operating Supplies&Materials 5% 9% 59 FINANCIAL SECTION WESTLAKE ACADEMY ALL GOVERNMENTAL FUNDS For the Year Ending August 31, 2016 Adopted Estimated Proposed Audited Audited Audited Budget Budget Budget FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 15/16 REVENUE SUMMARY Local Revenues $1,237,004 $1,158,045 $1,636,975 $1,711,305 $2,132,698 $1,754,220 State Program Revenues 4,362,921 4,696,540 5,269,641 5,782,092 6,104,248 6,435,693 Federal Program Revenues 152,351 81,958 80,103 73,896 162,270 90,000 Total Revenues $5,752,276 $5,936,543 $6,986,719 $7,567,293 $8,399,215 $8,279,913 Adopted Estimated Proposed Audited Audited Audited Budget Budget Budget EXPENDITURES(BY FUNCTION) FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 15/16 11 -Instructional $3,170,372 $3,458,116 $4,264,664 $4,621,940 $4,725,156 $4,906,188 12 -Resources&Media 89,129 57,784 57,884 66,252 68,452 74,801 13 -Staff Development 74,656 130,442 148,356 129,589 220,260 197,590 21 -Instructional Leadership 135,962 93,964 165,116 237,967 260,737 264,259 23 -School Leadership 347,515 341,039 597,075 660,620 724,498 801,866 31 -Guidance&Counseling 232,419 244,900 282,334 246,539 280,169 205,230 33 -Health Services 60,917 58,208 61,890 68,711 69,585 66,617 35 -Food Services 11,517 - - 500 - - 36 -CoCurricular/Extra.Activities 131,972 125,139 152,261 171,255 164,461 171,774 41 -Administrative 675,763 363,548 389,673 343,835 353,992 306,986 51 -Maintenance&Operations 596,913 614,042 733,367 956,091 950,567 915,068 52- Security&Monitoring Services - 700 5,695 53 -Data Processing 173,587 160,695 177,063 105,015 111,015 169,678 61 -Community Services 76,880 86,845 113,995 110,824 110,024 112,638 71 -Debt Service - - 3,733 84,186 90,565 90,565 81 -Facility Acquisition/Construction 15,960 27,930 - - - - Total Expenditures $5,793,561 $5,762,652 $7,147,411 $7,803,324 $8,130,180 $8,288,953 All Governmental Funds State Program Revenues Revenues� 78% � Federal Program Revenues 1% - Local Revenues 21% 60 FINANCIAL SECTION WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND For the Year Ending August 31, 2016 Adopted Estimated Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 15/16 Proposed REVENUES Local Revenues $ 881,249 $ 992,281 $1,369,833 $1,663,805 $1,628,365 $1,648,720 20,355 State Program Revenues 4,362,921 4,648,649 5,190,308 5,782,092 6,070,659 6,292,906 222,247 Total Revenues 5,244,170 5,640,930 6,560,141 7,445,897 7,699,024 7,941,626 242,602 EXPENDITURES(BY FUNCTION) 11 -Instructional 2,825,527 3,278,767 4,017,952 4,510,171 4,372,465 4,579,901 207,436 12 -Resources&Media 74,628 57,784 56,552 66,252 68,452 74,801 6,349 13 -Staff Development 9,732 89,084 75,493 104,089 160,085 134,590 (25,495) 21 -Instructional Leadership 134,839 93,965 165,116 213,112 225,237 264,259 39,022 23 -School Leadership 341,469 332,693 552,170 606,038 638,013 778,866 140,853 31 -Guidance&Counseling 229,067 241,791 282,334 246,538 280,079 205,230 (74,849) 33 -Health Services 60,917 58,208 61,890 68,710 69,585 66,617 (2,968) 35 -Food Services 11,517 - - 500 - - - 36 -CoCurricular/Extra.Activities 103,131 96,063 121,840 139,256 139,461 146,774 7,313 41 -Administrative 655,149 358,311 379,868 343,836 353,992 306,986 (47,006) 51 -Maintenance&Operations 584,891 614,041 733,367 956,091 950,567 915,068 (35,499) 52 -Security and Monitoring Services 700 5,695 4,995 53 -Data Processing 164,049 160,695 177,063 105,015 111,015 169,678 58,663 61 -Community Services 76,880 86,844 106,495 110,824 110,024 112,638 2,614 71 -Debt Service - - 84,186 90,565 90,565 - 81 -Facility Acquisition/Construction 15,960 27,930 3,733 - - - - Total Expenditures 5,287,757 5,496,177 6,733,873 7,554,617 7,570,239 7,851,666 281,427 Excess(Deficiency)of Revenues Over (Under) Expenditures (43,587) 144,753 (173,732) (108,720) 128,785 89,960 (38,825) OTHER FINANCING SOURCES(USES) 79-Other Resources 93,884 40,959 239,009 45,000 45,000 45,000 - 89-Other Uses (150,470) (40,959) (45,000) (45,000) (45,000) - (Uses) (56,587) - 239,009 - - - - NET CHANGES IN FUND BALANCE (100,174) 144,753 65,277 (108,720) 128,785 89,960 (38,825) FUND BALANCE,BEGINNING 914,661 814,487 959,240 1,024,517 1,024,517 1,153,302 128,785 FUND BALANCE,ENDING 814,487 959,240 1,024,517 915,797 1,153,302 1,243,262 89,960 Assigned-Tech/FF&E Replacemt - - 125,000 125,000 125,000 - Assigned-Uniforms/Equip Rep. - - 5,000 11,350 11,350 - Assigned-Facility Maintenance/FFE - - - - - - FUND BALANCE,UNASSIGNED $ 814,487 $ 959,240 $1,024,517 $ 785,797 $1,016,952 $1,106,912 $ 89,960 61 FINANCIAL SECTION WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND For the Year Ending August 31, 2016 Revenue & Expenditure Comparison 9 g $7.70 $7.57 $7.94 $7.85 7 0 6 $5.24 $5.29 $5.64 $5.50 = 5 � 4 3 2 1 FY 11/12 FY 12/13 FY 14/15 FY 15/16 Total Revenues �Total Expenditures �11 -Instructional ■12 -Resources&Media ` �13 -Staff Development ■21 -Instructional Leadership •• ■23 -School Leadership u 31 -Guidance&Counseling 33 -Health Services � - - -- — 35 -Food Services 36 -CoCurricular/Extra.Activities 41 -Administrative 51 -Maintenance&Operations 52 -Security and Monitoring Services 53 -Data Processing 61 -Community Services 71 -Debt Service 81 -Facility Acquisition/Construction 62 FINANCIAL SECTION WESTLAKE ACADEMY COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND For the Year Ending August 31, 2016 Proposed FY 15/16 197 198 199 Total Transportation/ Athletic General General Parking Fund Activities Fund Fund FY 15/16 FY 15/16 FY 15/16 FY 15/16 REVENUES Local Revenues $ 41,225 $ 81,150 $ 1,526,345 $ 1,648,720 State Program Revenues - - 6,292,906 6,292,906 Total Revenues 41,225 81,150 7,819,251 7,941,626 EXPENDITURES(BY FUNCTION) 11 -Instructional 18,890 - 4,561,011 4,579,901 12 -Resources&Media - - 74,801 74,801 13 -Staff Development - - 134,590 134,590 21 -Instructional Leadership - - 264,259 264,259 23 -School Leadership - - 778,866 778,866 31 -Guidance&Counseling - - 205,230 205,230 33 -Health Services - - 66,617 66,617 35 -Food Services - - - - 36 -CoCurricular/Extracurricular Activities 23,621 110,902 12,251 146,774 41 -Administrative - - 306,986 306,986 51 -Maintenance&Operations - - 915,068 915,068 52 - Security and Monitoring Services 5,695 5,695 53 -Data Processing - - 169,678 169,678 61 -Community Services - - 112,638 112,638 71 -Debt Service - - 90,565 90,565 81 -Facility Acquisition/Construction - - - - Total Expenditures 42,510 110,902 7,698,254 7,851,667 Excess(Deficiency)of Revenues Over(Under) Expenditures (1,285) (29,752) 120,997 89,959 OTHER FINANCING SOURCES(USES) 79 -Other Resources - 45,000 - 45,000 89 -Other Uses - - (45,000) (45,000) Total Other Financing Sources(Uses) - 45,000 (45,000) - NET CHANGES IN FUND BALANCE (1,285) 15,248 75,997 89,959 FUND BALANCE,BEGINNING 52,052 69,362 1,031,888 1,153,302 FUND BALANCE, ENDING 50,767 84,610 1,107,885 1,243,262 Assigned-Technology/FF&E Replacement - - 125,000 125,000 Assigned-Uniform/Equipment Replacement - 11,350 - 11,350 Assigned-Facility Maintenance/FFE - - - - ENDING FUND BALANCE(UNASSIGNED) $ 50,767 $ 73,260 $ 982,885 $ 1,106,912 63 FINANCIAL SECTION WESTLAKE ACADEMY SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE GENERAL FUND For the Year Ending August 31, 2016 Adopted Estimated Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to EXPEND�TURES FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 14/15 Proposed 11 Instructional 6100 Payroll $2,260,355 $3,040,837 $3,398,381 $3,895,179 $3,957,679 $4,172,381 $ 214,702 6200 Contracted Services 53,085 80,430 97,088 94,320 99,620 51,220 (48,400) 6300 Supplies&Materials 135,772 120,569 477,541 484,772 245,766 303,650 57,884 6400 Other Operating 44,042 36,932 44,942 35,900 69,400 52,650 (16,750) Totallnstructional 2,493,253 3,278,768 4,017,952 4,510,171 4,372,465 4,579,901 207,436 12 Resource&Media 6100 Payroll 63,904 52,051 50,006 53,502 54,502 62,051 7,549 6200 Contracted Services 1,640 1,575 1,325 1,450 2,650 2,650 - 6300 Supplies&Materials 7,840 3,234 5,221 9,500 9,500 8,300 (1,Z00) 6400 Other Operating 15 924 - 1,800 1,800 1,800 - Total Resource&Media 73,398 57,784 56,552 66,252 68,452 74,801 6,349 13 Staff Development 6100 Payroll - - - - - - - 6200 Contracted Services 3,200 16,563 5,122 12,000 12,000 15,000 3,000 6300 Supplies&Materials 708 - - - 800 5,500 4,700 6400 Other Operating 45,444 72,521 70,371 92,089 147,285 114,090 (33,195) Total Staff Development 49,351 89,084 75,493 104,089 160,085 134,590 (25,495) 21 Instructional Leadership 6100 Payroll 120,319 91,108 159,279 207,512 Z12,512 257,359 44,847 6200 Contracted Services - - - - - - - 6300 Supplies&Materials - 350 140 200 2,150 500 (1,650) 6400 Other Operating 1,476 2,507 5,697 5,400 10,575 6,400 (4,175) Total Instructional Leadership 121,795 93,965 165,116 213,112 225,237 264,259 39,022 23 School Leadership 6100 Payroll 267,996 322,214 531,557 599,038 613,038 748,466 135,428 6200 Contracted Services 23,560 - 413 - 175 400 225 6300 Supplies&Materials 437 700 5,546 3,000 5,000 2,500 (2,500) 6400 Other Operating 2,333 9,779 14,654 4,000 19,800 27,500 7,700 Total School Leadership 294,326 332,693 552,170 606,038 638,013 778,866 140,853 31 Guidance&Counseling 6100 Payroll 128,157 177,605 179,572 160,816 160,816 144,355 (16,461) 6200 Contracted Services 32,461 56,654 93,230 73,520 110,735 47,575 (63,160) 6300 Supplies&Materials 4,276 3,701 2,903 4,748 4,818 5,900 1,082 6400 Other Operating 351 3,831 6,629 7,454 3,710 7,400 3,690 Total Guidance&Counseling 165,245 241,791 282,334 246,538 280,079 205,230 (74,849) 64 FINANCIAL SECTION WESTLAKE ACADEMY SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE GENERAL FUND For the Year Ending August 31, 2016 Adopted Estimated Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to EXPENDITURES FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 14/15 Proposed 33 Health Services 6100 Payroll $ 51,340 $ 57,395 $ 60,659 $ 64,210 $ 64,710 $ 62,117 $ (2,593) 6200 Contracted Services - 145 145 1,000 1,375 1,500 125 6300 Supplies&Materials 1,595 667 1,086 3,500 3,500 3,000 (500) 6400 Other Operating 578 - - - - - - Total Health Services 53,513 58,208 61,890 68,710 69,585 66,617 (2,968) 35 Food Services 6300 Supplies&Materials 624 - - S00 - - - Total Food Services 624 - - 500 - - - 36 CoCurricular Activities 6100 Payroll 56,789 32,690 54,755 58,108 59,002 59,533 531 6200 Contracted Services 22,156 22,352 21,611 33,780 27,435 29,600 2,165 6300 Supplies&Materials 16,838 28,319 23,592 22,720 30,770 34,315 3,545 6400 Other Operating 7,348 12,702 21,882 24,647 22,254 23,326 1,072 Total CoCurricular Activities 103,131 96,063 121,840 139,255 139,461 146,774 7,313 41 Administrative 6100 Payroll 125,468 128,828 145,799 97,202 97,203 38,336 (58,867) 6200 Contracted Services 447,817 158,769 159,232 162,494 175,744 177,200 1,456 6300 Supplies&Materials 7,869 9,963 16,338 11,750 19,750 11,750 (8,000) 6400 Other Operating 73,995 60,750 58,499 72,389 61,295 79,700 18,405 Total Administrative 655,149 358,311 379,868 343,835 353,992 306,986 (47,006) 51 Maintenance&Operations 6100 Payroll 55,757 83,332 94,734 113,898 114,897 121,168 6,271 6200 Contracted Services 417,338 443,099 518,512 642,308 652,305 600,200 (52,105) 6300 Supplies&Materials 57,131 35,490 60,415 89,700 92,725 87,700 (5,025) 6400 Other Operating 54,665 52,121 59,706 110,189 90,640 106,000 15,360 Total Maintenance&Operations 584,891 614,041 733,367 956,095 950,567 915,068 (35,499) 52 Security&Monitoring Services 6200 Contracted Services 4,243 - - - 700 5,695 4,995 Total Security&Monitoring Services 4,243 - - - 700 5,695 4,995 53 Data Processing 6100 Payroll 144,800 143,159 151,803 72,715 78,715 128,703 49,988 6200 Contracted Services 4,243 3,768 13,359 11,500 11,500 15,100 3,600 6300 Supplies&Materials 14,746 12,455 11,074 15,000 15,000 20,000 5,000 6400 Other Operating 260 1,313 827 5,800 5,800 5,875 75 Total Data Processing 164,049 160,695 177,063 105,015 111,015 169,678 58,663 65 FINANCIAL SECTION WESTLAKE ACADEMY SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE GENERAL FUND For the Year Ending August 31, 2016 Adopted Estimated Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to EXPENDITURES FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 14/15 Proposed 61 Community Services 6100 Payroll 76,880 86,844 101,834 109,024 110,024 112,638 2,614 6400 Other Operating - 4,661 1,800 - - - Total Community Service 76,880 86,844 106,495 110,824 110,024 112,638 2,614 71 Debt Service 6500 Debt Service - - 3,733 84,186 90,565 90,565 - Total Debt Service - - 3,733 84,186 90,565 90,565 - 81 Facility Acquisition/Construction 6200 Contracted Services 15,960 27,930 - - - - - Total Facility Acquisition/Construction 15,960 27,930 - - - - - Total Expenditure $4,851,565 $5,496,177 $6,733,873 $7,554,620 $7,570,240 $7,851,667 $ 281,427 Adopted Estimated Proposed Variance Audited Audited Audited Budget Budget Budget to FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 14/15 Proposed EXPENDITURES BY OBJECT CODE 61XX-Payroll&Related Items $3,351,764 $4,216,063 $4,928,379 $5,431,204 $5,523,098 $5,907,107 $ 384,009 62XX-Contracted Services 1,021,460 811,286 910,037 1,032,372 1,094,239 946,140 (148,099) 63XX-Supplies&Materials 247,835 215,448 603,856 645,390 429,779 483,115 53,336 64XX-Other Operating 230,507 253,380 287,868 361,468 432,559 424,741 (7,819) 65XX-Debt Service - - 3,733 84,186 90,565 90,565 - Total Expenditures $4,851,565 $5,496,177 $6,733,873 $7,554,620 $7,570,240 $7,851,667 $ 281,427 EXPENDITURES BY OBJECT CODE 62XX-Contracted Services 61XX-Payroll&Related Items � 63XX-Supplies&Materials .,>_�; 65XX-Debt Service 64XX-Other Operating 66 FINANCIAL SECTION WESTLAKE ACADEMY REVENUE AND EXPENDITURE COMPARISON GENERAL FUND Fiscal Year 03/04 through 15/16 Fiscal Year Revenues inc% Expenditures inc% Net Change FY 03/04 Audited $ 1,094,608 $ 1,068,857 $ 25,751 FY 04/05 Audited 1,831,898 67% 1,612,198 51% 219,700 FY 05/06 Audited 2,407,526 31% 2�211�g9� 37% 195,629 FY 06/07 Audited 2,879,531 20% 2,615,511 18% 264,020 FY 07/08 Audited 3,168,968 10% 3,226,254 23% (57,286) FY 08/09 Audited 3,661,645 16% 3,709,086 15% (47,441) FY 09/10 Audited 4,280,723 17% 3,917,886 6% 362,837 FY 10/11 Audited 4,608,573 8% 4,518,107 15% 90,466 FY 11/12 Audited 5,244,170 14% 5.2g��5� 17% (43,587) FY 12/13 Audited 5,640,930 -14% 5,496,177 _18% 144,753 FY 13/14 Audited 6,560,141 25% 6,733,873 27% (173,732) FY 14/15 Estimated 7,699,024 17% 7,570,239 12% 128,785 FY 15/16 Proposed 7,941,626 3% 7,851,666 4% 89,960 Revenue & Expenditure Comparison $9 - $$ v ,� o � �+ � $7 � �^ � � � � � M � $6 u�i � �o N � � 0 � �� _ $S . � N � � — N � � � IA � 4/1� $4 � � � +�n ,n N N R a i..� � � '� i/� � � n _ 3 �° n+ 1� M fyj M �A � a-I N i/} t? �2 � 1O '^ �' N � �1 $0 - — -- - - - -, - -- FY 06107 FY 07108 FY 08109 FY 09/10 FY 10/11 FY 11112 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Adopted Estimated Proposed Revenues Expenditures 67 FINANCIAL SECTION WESTLAKE ACADEMY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND- 199 For the Year Ending August 31, 2016 Adopted Estimated Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 15/16 Proposed REVENUES Local Revenues $ 781,573 $ 899,972 $1,272,381 $1,553,805 $1,518,865 $1,526,345 $ 7,480 State Program Revenues 4,362,921 4,648,649 5,190,308 5,782,092 6,070,659 6,294,943 224,284 Total Revenues 5,144,494 5,548,621 6,462,689 7,335,897 7,589,524 7,821,288 231,764 EXPENDITURES(BY FUNCTION) 11 -Instructional 2,824,665 3,262,506 4,020,270 4,493,610 4,354,204 4,561,011 206,807 12 -Resources&Media 74,628 57,784 56,553 66,252 68,452 74,801 6,349 13 -Staff Development 9,732 89,084 75,494 104,089 160,085 134,590 (25,495) 21 -Instructional Leadership 134,839 93,965 165,115 213,112 225,237 264,259 39,022 23 -School Leadership 341,469 332,693 552,170 606,038 638,013 778,866 140,853 31 -Guidance&Counseling 229,067 241,791 282,334 246,538 280,079 205,230 (74,849) 33 -Health Services 60,917 58,208 61,889 68,710 69,585 66,617 (2,968) 35 -Food Services 11,517 - - 500 - - - 36 -CoCurricular/Extracurricular Activities 27,598 3,157 7,362 8,344 13,236 12,251 (985) 41 -Administrative 655,149 358,311 379,867 343,836 353,992 306,986 (47,006) 51 -Maintenance&Operations 584,891 614,041 733,367 956,091 950,567 915,068 (35,499) 52 -Security&Monitoring Services - 700 5,695 4,995 53 -Data Processing 164,049 160,695 177,063 105,015 111,015 169,678 58,663 61 -Community Services 76,880 86,844 106,497 110,824 110,024 112,638 2,614 71 -Debt Service - - 3,733 84,186 90,565 90,565 - 81 -Facility Acquisition/Construction 15,960 27,930 - - - - - Total Expenditures 5,211,363 5,387,009 6,621,714 7,407,145 7,425,754 7,698,254 272,500 (Under) Expenditures (66,869) 161,612 (159,025) (71,248) 163,770 123,034 (40,736) OTHER FINANCING SOURCES(USES) 79-Capital Lease Proceeds 256,267 79-Transfers In 67,760 - - - - - 89-Transfer Out(Use) (26,124) - (75,000) (45,000) (45,000) (45,000) - Total Other Financing Sources(Uses) 41,636 - 181,267 (45,000) (45,000) (45,000) - OTHER FINANCING SOURCES(USES) 79-Special Item(Rosevear Insurance Refund) - - - - - - 89-Special Item - - - - - - 79-Extraordinary Item - 40,959 - - - - 89-Extraordinary Item (124,346) (40,959) - - - - Total Other Financing Sources(Uses) (124,346) - - - - - NET CHANGES IN FUND BALANCE (149,579) 161,612 22,242 (116,248) 118,770 78,034 (40,736) FUND BALANCE,BEGINNING 878,843 729,264 890,876 913,118 913,118 1,031,888 118,770 FUND BALANCE,ENOING 729,264 890,876 913,118 796,870 1,031,888 1,109,922 78,034 Assigned-Technology/FF&E Replacement - - - 125,000 125,000 125,000 - Assigned-Uniform/Equipment Replacement - - - - - - - ENDING FUND BALANCE(UNASSIGNED) $ 729,264 $ 890,876 $ 913,118 $ 671,870 $ 906,888 $ 984,922 $ 78,034 68 FINANCIAL SECTION WESTLAKE ACADEMY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ATHLETIC ACTIVITIES FUND- 198 For the Year Ending August 31, 2016 Adopted Estimated Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 15/16 Proposed REVENUES Local Revenues $ 49,821 $ 56,298 $ 60,563 $ 64,000 $ 69,500 $ 81,150 $ 14,179 State Revenue - - - - - - - Total Revenues 49,821 56,298 60,563 64,000 69,500 81,150 14,179 EXPENDITURES(BY FUNCTION) 11 -Instructional - 1,464 - - - - - 12 -Resources&Media - - - - - - - 13 -Staff Development - - - - - - - 21 -Instructional Leadership - - - - - - - 23 -School Leadership - - - - - - - 31 -Guidance&Counseling - - - - - - - 33 -Health Services - - - - - - - 35 -Food Services - - - - - - - 36 -CoCurricular/Extracurricular Activities 58,553 85,309 100,383 110,613 104,716 110,902 6,186 41 -Administrative - - - - - - - 51 -Maintenance&Operations - - - - - - - 52 -Security and Monitoring Services 53 -Data Processing - - - - - - - 61 -Community Services - - - - - - - 71 -Debt Service - - - - - - - 81 -Facility Acquisition/Construction - - - - - - - Total Expenditures 58,553 86,773 100,383 110,613 104,716 110,902 6,186 (Under) Expenditures (8,732) (30,475) (39,820) (46,613) (35,216) (29,752) 5,464 OTHER FINANCING SOURCES(USES) 79-Other Resources 26,124 - 75,000 45,000 45,000 45,000 - 89-Other Uses - - - - - - - Total Other financing Sources(Uses) 26,124 - 75,000 45,000 45,000 45,000 - NET CHANGES IN FUND BALANCE 17,392 (30,475) 35,180 (1,613) 9,784 15,248 5,464 FUND BALANCE,BEGINNING 37,481 54,873 24,398 59,578 59,578 69,362 9,784 FUND BALANCE, ENDING 54,873 24,398 59,578 57,965 69,362 84,610 15,248 Assigned-Technology/FF&E Replacement - - - - - - - Assigned-Uniform/Equipment Replacement - - - 5,000 11,350 11,350 - Assigned-Facility Maintenance/FFE - - - - - - - ENDING FUND BALANCE(UNASSIGNED) $ 54,873 $ 24,398 $ 59,578 $ 52,965 $ 58,012 $ 73,260 $ 15,248 69 FINANCIAL SECTION WESTLAKE ACADEMY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE TRANSPORTATION/PARKING FUND- 197 For the Year Ending August 31, 2016 Adopted Estimated Proposed Variance Aud Audited Audited Audited Budget Budget Budget Estimated to FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 15/16 Proposed REVENUES Local Revenues $ 49,855 $ 36,010 $ 36,890 $ 46,000 $ 40,000 $ 41,225 $ 1,225 State Revenues - - - - - - - Total Revenues 49,855 36,010 36,890 46,000 40,000 41,225 1,225 EXPENDITURES(BY FUNCTION) 11 -Instructional 862 14,798 14,940 16,561 18,261 18,890 629 12 -Resources&Media - - - - - - - 13 -Staff Development - - - - - - - 21 -Instructional Leadership - - - - - - - 23 -School Leadership - - - - - - - 31 -Guidance&Counseling - - - - - - - 33 -Health Services - - - - - - - 35 -Food Services - - - - - - - 36 -CoCurricular/Extracurricular Activities 16,979 7,597 14,093 20,299 21,509 23,621 2,112 41 -Administrative - - - - - - - 51 -Maintenance&Operations - - - - - - - 52 -Security and Monitoring Services 53 -Data Processing - - - - - - - 61 -Community Services - - - - - - - 71 -Debt Service - - - - - - - 81 -Facility Acquisition/Construction - - - - - - - Total Expenditures 17,841 22,395 29,033 36,860 39,770 42,510 2,740 (Under) Expenditures 32,014 13,615 7,857 9,140 230 (1,285) (1,515) OTHER FINANCING SOURCES(USES) 79-Other Resources - - - - - - - 89-Other Uses - - - - - - - Total Other Financing Sources(Uses) - - - - - - - NET CHANGES IN FUND BALANCE 32,014 13,615 7,857 9,140 230 (1,285) (1,515) FUND BALANCE,BEGINNING (1,664) 30,350 43,965 51,822 51,822 52,052 230 FUND BALANCE,ENDING 30,350 43,965 51,822 60,962 52,052 50,767 (1,285) Assigned-Parking - - - - - - - Assigned-Transportation - - - - - - - END�NG FUND BALANCE(UNASSIGNED) $ 30,350 $ 43,965 $ 51,822 $ 60,962 $ 52,052 $ 50,767 $ (1,285) 70 FINANCIAL SECTION WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ALL SPECIAL REVENUE FUNDS For the Year Ending August 31, 2016 Variance Estimated Proposed Estimated FY 14/15 FY 15/16 to Proposed Federal Grants throu�h TEA Fund 224-IDEA B $ 162,270 $ 90,000 $ (72,270) Sub-total Federal Grants 162,270 90,000 (72,270) State Grants throu�h TEA Fund 410-Material Allotment Disbursment 33,589 142,787 109,198 Sub-total State Grants 33,589 142,787 109,198 Local Activities Fund 461-Local Campus Activity 26,000 26,000 - Fund 484-Local Grants(HOC&WAF) 18,000 - (18,000) Fund 498-International Mindedness Syposium 6,000 6,000 Sub-total Local Activities 44,000 32,000 (12,000) Hudson Foundation Grants Fund 481- Hudson Foundation Curriculum Development 3,460 - (3,460) Fund 485-MYP Principal&Discretionary Funds 100,000 - (100,000) Fund 493-Salary&Curriculum Support 55,000 - (55,000) Fund 496-Hudson Foundation 55,000 120,000 65,000 Sub-total Hudson Foundation Grants 213,460 120,000 (93,460) Westlake Academy Foundation(WAF)Grants Fund 494-Science Department 27,850 - (27,850) Fund 495-Fund an Item 77,773 50,000 (27,773) Fund 497-Financial Assistance 1,000 2,500 1,500 Sub-total Foundation Grants 106,623 52,500 (54,123) Grant Total-All Special Revenue Funds Expenditures $ 559,941 $ 437,287 $ (122,654) 71 FINANCIAL SECTION WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ALL SPECIAL REVENUE FUNDS For the Year Ending August 31, 2016 Adopted Estimated Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 14/15 FY 15/16 Proposed REVENUES Local Program Revenues $ 349,041 $ 165,760 $ 267,142 $ 47,500 $ 504,333 $ 105,500 $(398,833) State Program Revenues 11,934 47,891 79,333 - 33,589 142,787 109,198 Federal Program Revenues 147,131 81,958 80,103 73,896 162,270 90,000 (72,270) Total Revenues 508,106 295,609 426,578 121,396 700,191 338,287 (361,904) EXPENDITURES(BY FUNCTION) 11 -Instructional 344,845 179,349 246,713 111,769 352,691 326,287 (26,404) 12 -Resources&Media - - 1,332 - - - - 13 -Staff Development 79,425 41,358 72,863 25,500 60,175 63,000 2,825 21-Instructional Leadership 1,122 - - 24,856 35,500 - (35,500) 23-School Leadership 6,046 8,345 44,905 54,582 86,485 23,000 (63,485) 31 -Guidance&Counseling 3,352 3,109 - - 90 - (90) 33 -Health Services - - - - - - - 35 -Food Services - - - - - - - 36 -Extracurricular Activities 28,841 29,073 30,421 32,000 25,000 25,000 - 41-Administrative 20,614 5,237 9,805 - - - - 51 -Maintenance&Operations 12,022 - - - - - - 53 -Data Processing 9,537 - - - - - - 61 -Community Services - - 7,500 - - - - 71 -Debt Service - - - - - - - 81-Facility Acquisition/Construction - - - - - - - Total Expenditures 505,804 266,471 413,538 248,707 559,941 437,287 (122,654) Excess(Deficiency)of Revenues Over (Under) Expenditures 2,302 29,138 13,040 (127,311) 140,250 (99,000) (239,250) NET CHANGES IN FUND BALANCE 2,302 29,138 13,040 (127,311) 140,250 (99,000) (239,250) FUND BALANCE,BEGINNING 2,301 4,603 33,741 46,781 46,781 187,031 140,250 FUND BALANCE,ENDING 4,603 33,741 46,781 (80,530) 187,031 88,031 (99,000) FUND BALANCE,ENDNG(Unassigned) $ 4,603 $ 33,741 $ 46,781 $ (80,530) $ 187,031 $ 88,031 $ (99,000) I Adopted Estimated Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to FY 11/12 FY 12/13 FY 12/13 FY 14/15 FY 14/15 FY 15/16 Proposed EXPENDITURES BY OBJECT CODE 61XX-Payroll&Related Items $ 208,957 $ 123,681 $ 270,494 $ 186,820 $ 253,730 $ 140,000 $ (113,730) 62XX-Contracted Services 46,901 53,886 48,172 31,887 58,000 28,000 (30,000) 63XX-Supplies&Materials 151,670 52,619 69,109 27,500 190,711 265,287 74,576 64XX-Other Operating 98,276 37,253 25,763 2,500 57,500 4,000 (53,500) 65XX-Debt Service - - - - - - - 72 FINANCIAL SECTION WESTLAKE ACADEMY COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ALL SPECIAL REVENUE FUNDS For the Year Ending August 31, 2016 WAF WAF International Total IDEA-B Materials Campus Fund Hudson Financial Mindedness Special Formula Allotment Activity an Item Foundation Assistance Symposium Revenue 224 410 461 487 496 497 498 Funds REVENUES Local Program Revenues $ - $ 45,000 $ 50,000 $ - $ 2,500 $ 8,000 $ 105,500 State Program Revenues - 142,787 - - - - - 142,787 Federal Program Revenues 90,000 - - - - - 90,000 Total Revenues 90,000 142,787 45,000 50,000 - 2,500 8,000 338,287 EXPENDITURES(BY FUNCTION) 11 -Instructional 90,000 142,787 1,000 50,000 40,000 2,500 - 326,287 13 -Staff Development - - - 57,000 - 6,000 63,000 21- Instructional Leadership - 23 -School Leadership - - - 23,000 - - 23,000 36 -Co-Curricular Activities - 25,000 - - - - 25,000 Total Expenditures 90,000 142,787 26,000 50,000 120,000 2,500 6,000 437,287 Excess(Deficiency)of Revenues Over(Under) Expenditures - - 19,000 - (120,000) - 2,000 (99,000) NET CHANGES IN FUND BALANCE - - 19,000 - (120,000) - 2,000 (99,000) FUND BALANCE,BEGINNING - - 65,781 - 120,000 - 1,250 187,031 FUND BALANCE,ENDNG $ - $ 84,781 $ - $ - $ - $ 3,250 $ 88,031 73 • � • � � � . --� a�, .� .� � �./ �P� ' � �' �,�- � � �` ��1��1�1� Cl � ��r�� a�� e ��« � -� � � � � � �� . � � � Y�� a r � � � v � ,� �� S�� S� � .� �► � � � �' .� � � � � _, � �" sv� � `'` • .� �� ` � ,� ,� `�' �' � � � � � �' � �' '�� .� � ► � � ■ � �' � � �� INFORMATIONAL SECTION I. FISCAL STEWARDSHIP The Superintendent and Board of Trustees is devoted to developing safeguards to keep the school system from having financial problems and is committed to improving the financial condition of the Westlake Academy.To achieve these results, a General Fund-Fund Balance of at least 45 days of daily operating costs or 12%of annual expenditures is needed. There are four primary reasons to maintain an adequate fund balance: � Cash Flow-It is essential for the Board of Trustees to have enough cash on hand for payroll and other obligations to be made timely because most state and federal grants require the Academy to make payment first before the grant will make reimbursement. • Unforeseen Events-Reserves often act as a contingency to meet unbudgeted and unexpected needs, thus allowing time to make permanent changes to the budget and preventing fiscal problems from needlessly worsening. • Financial Security-A fund reserve demonstrates a sign of financial strength and security to banking and financial institutions allowing the Town to borrow funds and sell bonds when additional facilities need to be built or renovated at more favorable rates,thus saving the taxpayers money. • Interest Earning-Having a fund balance allows the Academy to earn additional revenues without having to tax citizens. Unassigned Fiscal Fund Daily Min. Min Year Revenues Expenditures Balance % Cost $$ % FY 03/04 Audited $1,094,608 $1,068,857 $12,391 1% $2,928.38 $131,777 12% FY 04/05 Audited $1,831,898 $1,612,198 $232,091 14% $4,417 $198,764 12% FY 05/06 Audited $2,407,526 $2,211,897 $427,720 19% $6,060 $272,700 12% FY 06/07 Audited $2,879,531 $2,615,511 $691,740 26% $7,166 $322,460 12% FY 07/08 Audited $3,168,968 $3,226,254 $634,454 20% $8,839 $397,757 12% FY 08/09 Audited $3,661,645 $3,709,086 $502,322 14% $10,162 $457,285 12% FY 09/10 Audited $4,280,723 $3,917,886 $753,772 19% $10,734 $483,027 12% FY 10/11 Audited $4,608,573 $4,518,107 $798,851 18% $12,378 $557,027 12% FY 11/12 Audited $5,244,170 $5,287,757 $814,487 15% $14,487 $651,915 12% FY 12/13 Audited $5,640,930 $5,496,177 $959,240 17% $15,058 $677,611 12% FY 13/14 Audited $6,560,141 $6,733,873 $1,024,517 15% $18,449 $830,204 12% FY 14/15 Estimated $7,699,024 $7,570,239 $1,016,952 13% $20,740 $933,317 12% � FY 15/16 Proposed $7,941,626 $7,851,666 $1,106,912 14% $21,511 $968,014 12% The table above lists the revenues and expenditures for each year since the Academy began operating. The Fund Balance column lists the accumulated ending fund balance (the chart does not show transfers in/out which influence the fund balance each year); the percentage that follows this column represents the ratio of fund balance to annual expenditures i.e. in FY 04/05, 14%correlates to the $232,091 fund balance that was equal to approximately 12% of annual expenditures of$1,612,198 for the same fiscal year. Daily cost is calculated by dividing the annual expenditure amount by 365 days. The minimum dollar and minimum percentage amounts are calculated based on the Board's financial policy of maintaining a minimum of 45 days of operating costs in fund balance i.e. daily cost multiplied by 45. 75 INFORMATIONAL SECTION II. FUTURE BOARD DIRECTION AND FINANCIAL FORECAST The five year forecast indicates that once conservative estimates for expenditures and revenues have been calculated; the Academy budget will be balanced through FY 2020. FORECAST ASSUMPTIONS Basic Assumptions: � 18 students per class in Kindergarten through G5 • 23-24 students per section in G6-G12 � Average Daily Attendance rate of 97% Revenues: • 100% use of WAF Annual Program revenues (proposed $1.1 million) • Slight increase in FSP funding in FY 2015/16 and held flat Expenditure: • Personnel costs are estimated to increase an estimated 1%each year • Professional Services will only increase if revenues increase • Supplies increase will only increase if revenues increase • Other operating will only increase if revenues increase As an open enrollment charter school, all funding from the state is determined each legislative session. The funding source is the Foundation School Program (FSP). Charter schools are paid on the weighted average daily attendance (WADA). The WADA of the school is determined not only by the number of students attending, but their participation in special programs, such as special education. Charter schools do not have taxing authority, as such;they receive all funding through a combination of state, federal, and local sources. The state funding is based upon the average statewide funding per weighted student, and the state average enrichment tax rate. Following is the Academy's five-year financial forecast. The majority of funding is derived from the FSP. Secondary sources include the Westlake Academy Foundation (WAF). The foundation was developed in an effort to minimize the impact in funding shortfalls from the state and operating expenditures. The growth in local revenues has been significant is primarily raised through parent support of the Academy. Future revenues are based upon the current funding formula,while expenditures are tied to existing revenue sources. Due to the uncertainty of state funding, the Academy adopted a new policy in 2014-15 which only allows increases in expenditures if there is an offsetting increase in revenue sources (state, local, etc.). 76 INFORMATIDNAL SECTION Westlake Academy-General Fund Five Year Financial Forecast-FY 2015-16 thru FY 2019-20 Audited Adopted Estimated Projec[ed Amount Percent Projected Projec[ed Projec[ed Projected FY 33/14 fY 14/15 FY 14/15 FY 15/16 Inc/(Dec) Inc/(Dec) FY 16/17 FY 17/18 FY 18/19 FY 19/20 WAFSaIaryReimbursement $ 47,600 $ 48,790 $ 48,790 $ 49,7�0 $ 980 2% $ 50,268 $ 50,770 $ 51,278 $ 51,791 Other Local Revenue(BTS,Tech&Other) 36,499 32,500 47,500 54,000 6,500 14% 54,000 54,000 54,000 54,000 WAF Donation 850,979 1,100,000 1,100,000 1,100,000 - 0% 1,100,000 1,100,000 1,100,000 1,100,000 WAF Fund-an-Item(Moved to SRF) 50,851 50,000 - - - 0% - - - - Interest Earned 1,450 1,515 1,575 1,575 - 0% 1,730 1,865 1,912 2,019 Food Services 3,000 6,000 6,000 6,000 - 0% 1,865 6,000 6,000 6,000 Town Contribution 282,000 15,000 15,000 15,000 - 0% 15,000 15,000 15,000 15,000 Town Contribution-Westlake Reserve - 300,000 300,000 300,000 - 0% 300,000 300,000 300,000 300,000 AthleticActivities 60,563 64,000 69,500 51,150 11,650 17% 81,150 81,150 81,150 51,150 Transportation/Parking 36,890 46,000 40,000 41,225 1,225 3% 41,225 41,225 41,225 41,225 TotalLocalRevenues 1,369,832 1,663,505 1,628,365 1,645,720 20,355 1% 1,645,238 1,650,010 1,650,565 1,651,184 percentoftotalrevenues 21% 22% 21% 21% 21% 21Y 21% 21% TEA-AvailableSchoolFunds 167,900 172,854 172,854 222,779 49,925 29% 222,779 222,779 222,779 222,779 TEA-FSPFunds 4,697,314 5,280,952 5,532,180 5,671,950 139,770 3% 5,671,950 5,671,950 5,671,950 5,671,950 TEA-IBTraining(15Teachers) 6,750 6,750 100% 6,750 6,750 6,750 6,750 TRS On-behalf/Medicare Part B 325,094 328,286 365,625 391,427 25.802 7% 395,342 399.295 403,288 407,321 TotalState Revenues 5,190,308 5,782,092 6,070,659 6,292,906 222,247 4% 6,296,821 6,300,774 6,304,767 6,308,800 percentoftotalrevenues 79% 78% 79% 79% 79% 79% 79% 79% TOTAL REVENUES 6,560,140 7,445,897 7,699,024 7,941,626 242,602 3% 7,942,058 7,950,784 7,955,332 7,959,954 EXPENDITURES by FUNCTION Functionll-Instructional 4,017,952 4,510,171 4,372,465 4,579,901 207,436 5% Function 12-Resources&Media 56,552 66,252 68,452 74,801 6,349 9% Function 13-Curriculum&Staff Development 75,493 104,089 160,085 134,590 (25,495) -16% Fun�tion 21-InstructionalLeadership 165,116 213,112 225,237 264,259 39.022 17% Function23-SchoolLeadership 552,170 606,038 638,013 778,866 140,853 22% Function3l-Guidance&Counseling 282,334 246,538 280,079 205,230 (74,849) -27% Function 33-Health Services 61,890 68,710 69,585 66,617 (2,968) -4% Function 35-Food Services - 500 - - - 0% Function36-Co/ExtracurricularActivities 121,840 139,256 139,461 146,774 7,313 S% Function4l-Administrative 379,868 343,836 353,992 306,986 (47,006) -13% Function 51-Maintenance&Operations 733,367 956,091 950,567 915,068 (35,499) -4% Function52-Security&Monitoring5ervices 700 5,695 4,995 714% Function53-DataProcessing 177,063 105,015 111,015 169,678 58,663 53% Function6l-Community5ervices 106,495 110,823 110,024 112,638 2,614 2% Function7l-DebtService 3,733 84,186 90,565 90,565 - 0% Function8l-FacilityAcquisition/Construction - - - - - 0% TOTALEXPENDITURESBYFUNCTION 6,733,873 7,554,617 7,570,240 7,851,667 281,427 4% - - - - ObjectCode 61XX-Salaries 4,911,121 5,431,205 5,523,798 5,912,801 389,003 7% 5,971,929 6,031,648 6,091,965 6,152,884 ObjectCode 62XX-Contracted Services 910,036 1,032,369 1,093,539 940,445 (153,094) -14% 940,445 940,445 949,849 959,348 ObjectCode63XX-Supplies&Materials 621,114 645,390 429,779 483,115 53,336 12% 483,115 483,115 483,115 483,115 ObjectCode64XX-OtherOperatingCosts 287,869 361,468 432,559 424,741 (7,818) -2% 424,741 424,741 424,741 424,741 ObjectCode65XX-DebtService 3,733 84,186 90,565 90,565 - 0% 90,186 - - - ObjectCode66XX-CapitalAssets - - - - - 0% - - - - TOTAL EXPENDITURES BY OBIECT 6,733,873 7,554,617 7,570,240 7,551,667 281,427 4% 7,910,416 7,879,949 7,949,670 5,020,OS8 OtherResources-Local 239,009 45,000 45,000 45,000 - 0% 45,000 45,000 45,000 45,000 OtherUses-Local - (45,000) (as,000� �as,000� - or �as,000� �as,000) (as,000) (as,000) NET OTHER RESOURCES(USES) 239,009 - - - - 0� - - - - EXCESSREVENUESOVER�UNDER�EXPENDITURE 65,277 (108,720) 128,784 59,960 (38,824) -30% 31,642 70,835 5,663 (60,104) FUNDBALANCEBEGINNING 959,240 1,024,517 1,024,517 1,153,301 128,784 13% 1,243,261 1,274,903 1,345,738 1,351,401 FUND BALANCE ENDING 1,024,517 915,797 1,153,301 1,243,261 59,960 8% 1,274,903 1,345,738 1,351,401 1,291,297 Assigned-Technology/FfE - 125,000 125,000 125,000 - 0% 125,000 125,000 125,000 125,000 Assigned-Uniform/Equipment Replacement - 5,000 11,350 11,350 - 0% 11,350 11,350 11,350 11,350 FUND BALANCE ENDING(Unassigned) $1,024,517 $ 785,797 $1,016,951 $1,106,911 $ 89,960 9% $1,138,553 $1,209,388 $1,215,051 $1,154,947 Number of Operating Days(365) 56 38 49 51 53 56 56 53 DollarsperOperatingDay $ 18,449 $ 20,698 $ 20,740 $ 21,511 771 4% $ 21,672 $ 21,589 $ 21,780 $ 21,973 PrimaryStudents 324 316 324 8 3% 324 324 324 324 Secondary5tudents 498 496 508 12 2% 508 508 508 508 TOTALSTUDENTSENROLLED 697 822 812 S32 20 2% S32 832 832 S32 TEA Funding perStudent $ 6,950 $ 6,635 $ 7,026 $ 7,085 59 1% $ 7,085 $ 7,085 $ 7,085 $ 7,085 OperatingCostperStudent 9,661 9,191 9,323 9,437 114 1% 9,508 9,471 9,555 9,640 Employee Staffing 77.18 91.80 91.50 95.56 4 4% 95.56 95.56 95.56 95.56 77 INFORMATIONAL SECTION III. ECONOMIC OUTLOOK Over the last two legislative sessions the funding for public education has been increased slightly, but the overall funding still falls short of the FY 2009/10 school year. The economy in Texas has been strong but the ongoing litigation regarding public education funding has created a hesitancy to adjust funding until the courts have ruled upon the constitutionality of the current funding methodology. Based upon this,the Academy continues to utilize prior year funding levels when developing financial models and forecasts. REVENUES Unlike most other public school districts, Westlake Academy itself does not have taxing authority. As State funding makes up approximately 79%of General Fund revenues,the Academy is greatly affected by the State's decisions regarding public charter school funding. The five year forecast has been prepared based on the expectation that the legislative session increased public education funding by approximately four percent (4%). An additional slight increase in the 2015 legislative session was seen but the overall impact is less than one percent (1%). It is also important to note that many of the Academy's major revenues are a function of the total number of students enrolled at the Academy. Thus, as enrollment has increased, revenues have also increased; this trend is expected to continue as enrollment increases through FY 2015/16 when the Academy reaches full enrollment capacity in the new facilities. EXPENDITURES Similar to the Academy's revenues, its expenditures have also increased relative to increases in student enrollment. To some extent, student population is indicative of the demand for teachers and support personnel;the largest expenditure category is salaries and benefits for the Academy's faculty and staff. The current forecast assumes no further expansions of curriculum or other programme areas that would necessitate additional staff; a 1%increase in personnel is included in the forecast. Other costs including utilities, supplies, professional services and payroll and related expenses are held flat unless additional revenue sources are realized. This inflationary estimate is based on the Fed's current policy of maintaining low interest rates in order to prevent high rates of inflation. FUND BALANCE The purpose of a financial forecast is to project current funding decisions into the future so that fiscal and budgetary consequences can be recognized and addressed;they are an `early warning system'for elected leaders and staff. The current five-year forecast estimates the fund balance in the General Fund will increase slightly through FY 2015/16. The subsequent fiscal years are anticipated to stay within 53 to 56 operating days. Board policy has been adjusted to tie all future increases in expenditures to new or additional revenues. No additional expenditures will be allowed without first having a funding source. 78 INFORMATIONAL SECTION IV. STUDENT ENROLLMENT In past years, student enrollment at Westlake Academy has increased in concert with the WA Student Enrollment expansion of grade level offerings. In the 2009/10 fiscal year the Academy completed its grade-level 812 s32 630 658 697 expansion such that the Academy now offers all 491 530 grades, K-12. In FY 2010/11, student enrollment � increased to an average of 20 students per class � (Kindergarten, Grade 11, and Grade 12 excepted). In FY 2011/12, a third section in Grade 6 was FY09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 15/16 realized as well as a third section in grades seven Proposed through eleven (G7—G11). An increase in enrollment was achieved in FY 2014/15. This is the result of increased demand for services in the primary boundary. The Academy will be able to service approximately 832 students in the FY 2015/16 school year,with the completion of Phase One of the Facility Master I LOttePy Waltlrlg LISt Plan. As an open enrollment charter school, Westlake 2'1Zg 2,194 2,177 2,400 Academy has the ability to set and maintain enrollment numbers at levels determined by the 844 705 1'�2� I Board of Trustees. The Academy currently has over 2,000 students on a waiting list spanning — Kindergarten through grade eleven. The waiting FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14-15 FY 15-16 list which is developed each year through a lottery process, allows the Academy to fill seats if student attrition occurs, maintaining a stable student population number and classroom size. Record breaking participation in the FY 14/15 lottery resulted in the largest waiting list that the Academy has ever achieved. There are a number of factors that may have played into the large increase. V. PERSONNEL AND STAFFING Total Personnel Staffing The employee growth is directly correlated 91.80 95.56 with the growth in student population. The 56.12 60.94 70.03 73•57 78"68 school offered G1—G6 in 2003 and has grown � by one grade each year.The academy strives to � � maintain 18 students per class in K—grade 5 and 23-24 students in grade 6—grade 12. FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Proposed 79 INFORMATIONAL SECTION SELECTIVE STAFF TO PUPIL RATIOS The chart breaks down the number of employees by job function, primary school teachers, secondary school teachers, instructional administration, etc. Growth in the number of employees has been primarily the result of the school expanding the number of students as it matured into a full K through Grade 12 campus. soo i Defined Employee Groups by FTE 2�00 Ma�ntenan�e 75 � ■Support Staff I 50 � ,, z5 � Teachers � 0 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 qdministrative Actual Actual Actual Actual Actual Actual Proposed POSITION SUMMARY *The table above lists each position in terms of the number of FTE(full time equivalent)staff currently employed. � • � � � e � • • Classes Served K-12 K-12 K-12 K-12 K-12 K-12 K-12 Executive Principal - - - - 0.50 0.50 1.00 Primary Principal 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Secondary Principal 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Asst.Secondary Principal - - - 0.50 1.00 1.00 1.00 DP Principal 0.50 0.50 0.50 0.50 0.50 0.50 0.50 MYP Academic Dean - - - - - - 1.00 Admin Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 - Dir. of Student Life - - - - - 1.00 - Dir. of Curriculum - - - - 0.50 1.00 - Student Services Coordinator - - - - - - 1.00 PYP Coordinator 0.60 0.60 0.60 1.00 1.00 1.00 1.00 MYP Coordinator 0.50 1.00 0.50 1.00 1.00 1.00 1.00 DP Coordinator 0.50 0.40 0.40 0.50 0.50 0.50 0.50 Athletic Director 0.75 - - - - - - � . � � � � : � � � • � � 80 INFORMATIONAL SECTION e,' � W ' � ` . ' � � � Classes Served K-12 K-12 K-12 K-12 K-12 K-12 K-12 Primary-K 2.00 2.00 2.00 2.00 2.00 3.00 3.00 Primary 1 1.70 2.00 2.00 2.00 2.00 3.00 3.00 Primary 2 2.00 2.00 2.00 2.00 2.00 3.00 3.00 Primary 3 2.00 2.00 3.00 2.00 3.00 3.00 3.00 Primary 4 2.00 2.00 2.00 3.00 3.00 3.00 3.00 Primary 5 2.00 3.00 2.00 2.00 3.00 3.00 3.00 Primary-PE 1.00 1.50 1.50 2.00 2.00 2.00 2.00 Primary -Reading Spec. 0.40 1.00 0.40 1.00 1.00 1.00 1.00 Primary-Art 0.90 1.00 1.00 1.00 1.00 1.50 1.50 Primary -Math - - - - 1.00 1.00 1.00 Primary-Music 1.00 1.00 l.00 1.00 1.00 1.00 1.00 Primary-Spanish 1.20 1.00 1.60 2.00 2.00 2.00 2.00 Primary-IT - 0.40 0.40 - - - - Secondary Theater Arts - - 1.00 1.00 1.00 0.25 1.00 Secondary-Grade 6 1.80 2.00 3.00 3.00 2.00 3.00 3.00 Secondary-Art 1.00 0.85 0.90 0.90 0.90 1.40 1.40 Secondary English 3.00 3.00 3.50 3.00 3.00 4.00 4.00 Secondary-Humanities 3.10 3.00 4.00 4.00 4.25 3.75 4.50 Secondary-Economics - - - - - 1.00 1.00 Secondary-IT 0.30 0.20 1.00 - - - - Secondary-Math 2.00 2.00 3.00 3.00 3.00 5.00 5.50 Secondary-Psychology - - - - - - 0.25 Secondary-Science 3.25 3.60 3.60 3.50 3.66 3.50 4.00 Secondary-Foreign Lang. 2.00 2.60 3.00 334 434 434 5.16 Secondary-PE 0.72 1.50 1.50 1.50 1.50 2.00 2.00 Secondary -Reading Spec. - - 0.25 0.66 0.66 0.66 - Secondary-CAS 0.25 - - - - - - � �.• � m �, , , ,, Classes Served K-12 K-12 K-12 K-12 K-12 K-12 K-12 Teaching Intern - - 0.75 - - - - Teaching Aides 3.70 3.66 4.50 5.87 6.07 8.00 8.00 Study Hall/Tutor - - - 1.00 1.00 1.00 - Speech - - - 0.17 0.17 - 0.50 Strings Staff 0.25 0.33 0.33 0.33 0.33 1.00 1.00 Special Education 2.00 2.00 2.00 2.00 2.00 3.00 3.50 Librarian/Aide 1.00 1.00 2.00 1.00 1.00 1.00 1.00 Counselors 2.00 3.00 3.00 3.00 3.00 2.70 2.00 Nurse 1.00 1.00 1.00 1.00 1.00 1.00 1.00 IT Tech 1.70 1.80 1.80 1.80 1.80 1.10 1.00 IT Coordinator - - - - - - 1.00 IT Integration - - - 1.00 1.00 1.00 1.00 Asst.to Head of School - - - - - - - Registrar 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Office Aide 3.00 3.00 3.00 3.00 3.00 4.10 4.00 Crossing Guards - - - - - - 0.25 Lunchroom Personnel 0.40 0.40 0.40 0.40 0.40 - - � .. . � •� Facilities Day Porter 0.60 0.60 0.60 0.60 0.60 1.00 2.00 Facilities Technician - - 1.00 1.00 1.00 1.00 1.00 � .o i ot oi .a o9 oe ie 81 INFORMATIONAL SECTION VI. PERFORMANCE DATA SELECTED SCHOOL REPORT CARD DATA In FY 2014/15, Westlake Academy was recognized by the Washington Post as one of the best public high schools in the country. This is the fourth year in which the Academy has been recognized by national ranking organizations due to rigorous and extraordinary academic performance. The State of Texas is currently phasing in the use of the State of Texas Academic Achievement and Readiness (STAAR) test to assess students' attainment of reading, writing, math, science, and social studies skills required under Texas education standards. The State of Texas Assessments of Academic Readiness (STAAR) exam has increased rigor over the TAKS and complies with the requirements of the No Child Left Behind Act (NCLB). The charts below utilize TEA data to compare Westlake Academy's performance historically. The table below show the Academy's performance on the state's standardized test for the last two years. READING Leve I I I Leve I I I Grade Comparison Satisfactory Level III Satisfactory Phase-In 2 � Level Year Phase-In 1 Advanced (Effective 2015-16) 2013-2014 93% 21% N/A 3 2014-2015 94% 47% 89.5% 2013-2014 91% 36% I N/A 4 _I 2014-2015 98% 38% _� 98% 2013-2014 98% 43% N/A 5 2014-2015 98% 38% 98% II 2013-2014 98% 38% N/A 6 2014-2015 100% 54% 96% 2013-2014 97% 54% I N/A 7 II 2014-2015 99% 58% 93% � � 2013-2014 95% 61% N/A 8 il 2014-2015 100% 65% 100% WRITING Leve I I I Leve I I I Grade Comparison Satisfactory Level III Satisfactory Phase-In 2 Level Year Phase-In 1 Advanced (Effective 2015-16) 2013-2014 93% 11% i N/A 4 I 2014-2015 93% 20% 83% i� 2013-2014 94% 26% N/A 7 il 2014-2015 97% 39% 93% 82 INFORMATIONAL SECTION ENGLISH - END OF COURSE � � Leve I I I Leve I I I Grade Comparison Satisfactory Level III Satisfactory Phase-In 2 Level Year Phase-In 1 Advanced (Effective 2015-16) 2013-2014 97% 35% N/A 9—English I 2014-2015 100% 60% 100% 2013-2014 95% 9% N/A 10—English II 2014-2015 99% 24% 99% HUMANITIES Leve l l l Leve l l l Grade Comparison Satisfactory Level III Satisfactory Phase-In 2 Level Year Phase-In i Advanced (Effective 2015-16) I� 2013-2014 80% 9% N/A I 8 2014-2015 99% 31% 89.5% 11 EOC 2013-2014 98% 22% � N/A SCIENCE Levelll Levellll Levelll Grade Comparison Satisfactory Advanced Satisfactory Phase-In 2 Level Year Phase-In 1 (Effective 2015-16) 2013-2014 94% 13% i N/A S �I 2014-2015 87% 20% 83% 2013-2014 87% 26% N/A 8 2014-2015 97% 28% 88% 9 EOC 2013-2014 100% 34% N/A Biology 2014-2015 99% 38% 88% ALGEBRA 1 - EOC Levelll Levellll Levelll Grade Comparison Satisfactory Advanced Satisfactory Phase-In 2 Level Year Phase-In 1 (Effective 2015-16) 2013-2014 94% 13% N/A 5 2014-2015 87% 20% � 83% 2013-2014 87% 26% N/A 8 2014-2015 97% 28% 88% 9 EOC 2013-2014 100% 34% N/A Biology 2014-2015 99% 38% 88% 83 INFORMATIONAL SECTION Westlake Academy has achieved a four and one-half star rating from the Texas State Comptroller's FAST School District Rating System for providing quality education at a reasonable cost per student. Future enrollment increases will further improve efficiencies and reduced the per student cost. Benchmarking against the surrounding local ISDs, Westlake Academy's expenditures are near the median when comparing expenditures per student excluding debt service and capital expenditures. � D15TRIC� LISTINGS FinancialAllrrcation5tudyfarTexas. F�UT � � . � � , , WESLACOISD H16ALG0 77,830 METSTANpAA6 57 T1 2fi�■�..:I:I: + AYEAA6E _ . WESTHAH�INCal1NTYCVS� HARDIN 594 METSTAN�AAD 25 25 22�■�.:I�:f I + LOW = � WESTHUl1ST�NCHARTEA5CH0�L[CI HABRIS 32Q METSTANDAA� 2 43 8�[ :: i + VERYC�W = WESTIS� MCLENNAN 1,444 METSTANDAA� "• " `* + AYEAAGE _ "` WESTDAANGE CpVEC15� pRANGE 2,344 METSTANDAAD 15 31 20�■ :I I + AY€AAGE _ WESTaS�ISD NIIEC€S 7,03q�� METSTAN�AH� 44 33 36�■ :I I + VERYHIGH = ,z�-;i.;., ,-.; ;:�_ I WESTAl151SI5a RllSN 998 MET3ThN6AA6 25 34 28�■ :I i + AYEAAGE _ '*#*� WESTSABINEISQ SABINE 649 METSTAN�AAD 53 19 32�■ _ i + LQW = ?:'***'�`{ WESTBAOOKCSa MITCHELL 219 METSTAN�AA� 52 35 dp��l + VERYHIGH = '�S�a'�'{�( WESTHOFFIS� � �EWITT 69 METSTAN�AAD 7 23 11�" ': i + V€RYHIGH = �ry`{#*� I WESTLAI(EACADEMYCHhRTERSCHqpI[[� TARRANT 674 METSTANDAAD 84 45 94��■ + LRW = ��:"�**'� I WESTPHALIA156 FALLS 155 METSTAN6AA6 46 74 95��■ + AUERAGE _ '7�7�*�' l VII. ACADEMIC PROGRAMS Westlake Academy is authorized by the International Baccalaureate (IB) to offer: • The IB Primary Years Programme (grades K-5) • The IB Middle Years Programme (grades 6-10) • The IB Diploma Programme (grades 11-12) These three curricula combine synergistically to form the IB Continuum which is the cornerstone of the educational efforts pursued by Westlake Academy to produce IB diploma graduates.The IB programmes encourage students to be active learners, well-rounded individuals and engaged community members. Universities and colleges actively recruit IB graduates, often offering them credit or advanced standing for their IB work. Leading public and private universities and government officials recognize IB as excellent preparation for success in post-secondary education and in life. Students who earn an IB diploma are equipped with the knowledge, skills, and abilities to compete with students around the world. The IB continuum is not only a pathway for students to an academically-rigorous, internationally recognized education. It prepares students for success in college or university by: • Focusing on the transference of learning with understanding to worthy tasks; • Fostering critical thinking, intellectual, and emotional maturity;and 84 INFORMATIDNAL SECTION • Learning intellectual coherence through the alignment of what is taught and what is tested. When schools implement the full continuum of IB programmes,they realize several benefits: • An increased number of students prepared for and applying to the Diploma Programme as well as IB Diploma graduates; • Improved standardized test scores; • An understanding and appreciation of the world's cultures and histories among their students;and • A sense of community and shared goals among parents, students, teachers, and administrators. VIII. THE IB PROGRAMMES COST FOR MAINTAINING THE IB PROGRAMME The IB programme related costs contained in this budget total $26,000 and are comprised of the annual fees described in the table below. PYP MYP DP Total Annual Fees $7,250 $8,500 $10,200 $26,000 Evaluation Costs $3,500 $3,500 $3,500 $10,500 Scheduled Evaluation Visits—Fiscal Year FY 18/19 FY 17/18 FY 19/20 � IB LEARNER PROFILE Westlake Academy will follow the tenants of the International Baccalaureate Organization. IB idealistically fosters the development of universal human values and includes them in the curriculum.These are outlined in the IB Learner Profile, which helps teachers and students to establish goals, plan units of inquiry, and assess performance. IB LEARNERS STRIVE TO BE : • Inquirers-They develop their natural curiosity.They acquire the skills necessary to conduct inquiry and research and show independence in learning.They actively enjoy learning and this love of learning will be sustained throughout their lives. • Knowledgeable-They explore concepts, ideas and issues that have local and global significance. In so doing,they acquire in-depth knowledge and develop understanding across a broad and balanced range of disciplines. • Thinkers-They exercise initiative in applying thinking skills critically and creatively to recognize and approach complex problems, and make reasoned, ethical decisions. • Communicators-They understand and express ideas and information confidently and creatively in more than one language and in a variety of modes of communication.They work effectively and willingly in collaboration with others. 85 INFORMATIONAL SECTION • Principled-They act with integrity and honesty,with a strong sense of fairness,justice and respect for the dignity of the individual, groups and communities.They take responsibility for their own actions and the consequences that accompany them. • Open-minded -They understand and appreciate their own cultures and personal histories, and are open to the perspectives,values and traditions of other individuals and communities.They are accustomed to seeking and evaluating a range of points of view, and are willing to grow from the experience. • Caring-They show empathy, compassion and respect towards the needs and feelings of others.They have a personal commitment to service, and act to make a positive difference to the lives of others and to the environment. • Risk-takers-They approach unfamiliar situations and uncertainty with courage and forethought, and have the independence of spirit to explore new roles, ideas and strategies.They are brave and articulate in defending their beliefs. • Balanced-They understand the importance of intellectual, physical and emotional balance to achieve personal well-being for themselves and others. • Reflective-They give thoughtful consideration to their own learning and experience.They are able to assess and understand their strengths and limitations in order to support their learning and personal development. PRIMARY YEARS PROGRAMME Westlake Academy has been successfully implementing the Primary Years Programme (PYP)since 2003 and achieved IB authorization in July 2006.The Primary Years Programme, a curriculum framework for children aged 3 - 12,focuses on inquiry-based learning. By emphasizing knowledge, skills, critical thinking and the fostering and development of universal human s�°""`'"°°`"' �.'��.�� values,the PYP is a powerful means of going beyond subject domains, asking } , f� �� students to use their knowledge and skills to solve real life problems. Thus � �� ... �� ,��. students become responsible for their own learning and must work �� -;: i� .�� collaboratively with peers and build on each member's strength. All of the IB �;:'; �. _ programmes are flexible enough to enable teachers to respond to local requirements; thus the Academy addresses all the TEKS but endeavors to do '�'w"„�` ��,�� so within a much more transdisciplinary manner and without'teaching to the test. MIDDLE YEARS PROGRAMME "''"�" Westlake Academy first began implementing the International e�N�c � �,m�� Baccalaureate Middle Years Programme (MYP) in August 2004, and gained authorization to offer the IB Middle Years Programme in July 2007. �u �� Vn� ,,�„�,��. �� The MYP programme is one that offers a truly global and holistic approach in . �� its delivery with a highly dedicated, cohesive and qualified teaching staff. " � �•�°.m-°°• Westlake Academy's goal is to add an additional grade for each year of the -� programme (Grades 7, 8, 9 & 10) and to have the students prepared for the International Baccalaureate Diploma programme (Grades 11 & 12). 86 INFORMATIONAL SECTION The International Baccalaureate is an organization that has grown in stature since its introduction over five decades ago.The IB Diploma is the most prestigious high school diploma in the world. It is the only diploma recognized internationally. More than 400 colleges and universities in the United States provide admission, scholarships and advanced placement opportunities for IB students.Although there are certain similarities with the AP programme,the IB Diploma offers a more rounded programme of studies. The Middle Years staff at Westlake Academy has great confidence in the students, the facilities, the programme and the support from parents and the administration, in order to implement the IB Middle Years Programme successfully over the course of the next four years. DIPLOMA PROGRAMME The International Baccalaureate (IB) Diploma Programme (DP) is a challenging two-year curriculum, primarily aimed at students aged 16 to 19. It leads to a qualification that is widely recognized by the world's leading universities. � �.�.�..� Students learn more than a collection of facts.The Diploma Programme prepares students for university and encourages them to: � �,°�� ' =�° • Ask challenging questions � I • Learn how to learn w � M,�,�., • Develop a strong sense of their own identity and culture ev�� `"""°" • Develop the ability to communicate with and understand `-� ,= people from other countries and cultures. �--_ _ """° __ The curriculum contains six subject groups together with a core made up of three separate parts.This is illustrated by a hexagon with the three parts of the core at its centre. _, .� �, - ► .� � ;� � �t,�. � � -s' � ,' - ` .. �� `.` :`� �; ��'�- � '� �, � f1� _�. � ,� ,,, � '`�_ � �+�1� � , _ . - � � '� � � �-_ �. - . +�'� � �� ,: -� $� INFORMATIONAL SECTION IX. DIPLOMA PROGRAMME MODEL Students study six subjects selected from the subject groups. Normally three subjects are studied at higher level (courses representing 240 teaching hours), and the remaining three subjects are studied at standard level (courses representing 150 teaching hours). All three parts of the core requirements are compulsory and are central to the philosophy of the Diploma Programme. CORE REQUIREMENTS • Extended essay-The extended essay has a prescribed limit of 4,000 words. It offers the opportunity to investigate a topic of individual interest, and acquaints students with the independent research and writing skills expected at university. • Theory of knowledge(TOK)-The interdisciplinary TOK course is designed to provide coherence by exploring the nature of knowledge across disciplines, encouraging an appreciation of other cultural perspectives. • Creativity,action, service(CAS)- Participation in the school's CAS programme encourages students to be involved in artistic pursuits, sports and community service work, thus fostering students' awareness and appreciation of life outside the academic arena. HOW ARE STUDENTS ASSESSED ? At the end of the two-year programme, students are assessed both internally and externally in ways that measure individual performance against stated objectives for each subject. • Internal assessment- In nearly all subjects at least some of the assessment is carried out internally by teachers, who mark individual pieces of work produced as part of a course of study. Examples include oral exercises in language subjects, projects, student portfolios, class presentations, practical laboratory work, mathematical investigations and artistic performances. • External assessment-Some assessment tasks are conducted and overseen by teachers without the restrictions of examination conditions, but are then marked externally by examiners. Examples include world literature assignments for language A1,written tasks for language A2, essays for theory of knowledge and extended essays. Because of the greater degree of objectivity and reliability provided by the standard examination environment, externally marked examinations form the greatest share of the assessment for each subject. The grading system is criterion based (results are determined by performance against set standards, not by each student's position in the overall rank order);validity, reliability and fairness are the watchwords of the Diploma Programme's assessment strategy. 88 INFORMATIONAL SECTION X. FY 2014/15 ACADEMIC ACHIEVEMENTS • Westlake Academy was ranked#42 out of approximately 1,900 public high schools in the United States in the Washington Post Challenge Index • 95%of the Class of 2015 sat for the IB Diploma exams and 64%of these graduates achieved the IB Diploma. STAFF ACCOMPLISHMENTS : � Several faculty members continue to represent the International Baccalaureate as Workshop Leaders, Site Visitors and Consultants. • Westlake Academy received the Distinguished Budget Presentation Award from the Government Finance Officers Association. • The Academy received the Meritorious Budget Award from the Association of School Business Officials International (ASBO). • Teacher received the prestigious Distinguished Apple Educator Award. • Teacher received the Claes Nobel Educator of Distinction in recognition of their impact as an educator, leader and role model. STUDENT ACCOMPLISHMENTS : • 31 Academy graduates from the Class of 2015 received the prestigious IB Diploma. • The graduating class or 2015 received $3.9 million in scholarship and grant offers. All students were accepted into at least one four-year college/university, with many into top tiered schools across the State and the U.S. • Two graduates from the class of 2015 received Division I athletic scholarships. 0 I � '�� ,� � 4��.a �� ,,�� '� � �� _ . � , +� - ��:� _� _ �,� � � � � �� ' � �1 �� _� � �- � h;�-:,. , a .� � , �'� ` � �� v -� � ^" �� _ � . �� ,� _ � __� ��.� � , �., , , ; I� . , �� - r � ��r' ��/�i i � � � �� f � _ � _ � ' ! � _ - ` 89 INFORMATIONAL SECTION XI. WESTLAKE ACADEMY ATHLETICS While mentioning our academic programs, we must also take a moment and focus on our athletics for the coming school year. Athletics at the Academy are intended to round out our students' education and compliment their class room work. One of the Academy's athletic program's � � � special features is that it offers all our students an opportunity to actually play at least one sport of their choosing (many play several). Another special attribute of Westlake Academy athletics is the tremendous core of talented parents who volunteer as � coaches and assistant coaches, as well as serve in the Westlake Academy Athletic - � Club (WAAC). 29 High School athletes earned All-State Honors and 53%of the student �� ` � body in grades 9-12 played at least one sport. Overall, 58% of our grades 6-12 i, ,.,_I_ � participated in a minimum of one sport. � �_/ FY 2014 / 15 ATH � ET � c ACHIEVEMENTS Junior Varsity Volleyball Junior Varsity Women's Basketball District & Regional Champions District Champions Varsity Volleyball Junior High Men's &Women's Basketball District&State Champions Both are District & Regional Champions (Women had undefeated season) Junior High Football District& Regional Champions Varsity Baseball District Champions Varsity Soccer State Champions (2"d year in a row) District Champion � State Champion (4th year in a Row) Varsity Softball State Runner-Up Junior High Soccer District& Regional Champions Varsity Tennis State Champion Cross Country Individual Women's State Champion Men's and Women's Varsity Golf Both are State Champions 90 INFORMATIONAL SECTION XII. PARENT SURVEY RESULTS Westlake Academy is focused on delivering high quality educational services and depends upon input from our stakeholders. Westlake Academy routinely conducts an Annual Parent Survey to help identify any future needs and to prioritize resource allocation. The FY 2014/15 Westlake Academy Parent Survey was conducted in May of 2015 and we saw an overall decrease in the satisfaction rate of 10%with the quality of educational services that were provided. Overall Satisfaction with Quality of Education Dissatisfied 71%of the parent's surveyed were very satisfied or 15% Very satisfied with the overall quality of education I Satisfied or Satisfied Neutral Westlake Academy delivers to its students. 71% � 14% Overall Satisfaction with the IB Framework 72%of our respondents were very satisfied or �Dissatisfied satisfied with the IB Curriculum /Framework very 8% Satisfied or Satisfied �Neutral 72% 20% Overall Satisfaction with Academic Progress of Child �Dissatisfied Very 15% � Satisfied or 70% of the parent's surveyed were either very Satisfied� satisfied of satisfied with the academic progress of �po�o �Neutral 15% their child 91 INFORMATIONAL SECTION XIII. COMMUNITY PROFILE HISTORY OF WESTLAKE The Town of Westlake has a short but fascinating history.The geographic region, known as the place where the cross timbers met the prairie, holds tales of settlers from the Peters Colony, Indian treaties signed by Sam Houston,tremendous archeological treasures, and some of the oldest settlements in north Texas. The region has always been known for its natural bounty, its trade value, and its wonderful people.The Town of Westlake and northeast Tarrant County has maintained that distinction over the years, becoming one of the most desirable and sought after places to live in America. The Town has seen much change since its original incorporation. During the early years, our Mayor and Board members met to discuss Town business in the comfort of each other's living rooms—an interesting contrast to how our Town operates today. �-n R;��. « _ �� .,,�.,,...,,, - Po�ae, �� .._ � P,��.,, � _ MMK-riney '� h . ��kElm .i m „ ,^:a19] � .i� " Fri.sc� ]5 i-i � 4 iI1 � .,,.ieor ',F r ArANe. irllen ' Bq'a.urc�e &�eµ .n rvan. �� _aFlo� L�n�Ila y�l_�n PIBfIO �i.er ILr'�i � .-�.r� .. ver �n Mo�nJ � t� R� � .. , ....,;. . _p � '� ,�a..�a. a C�omon r3�uyi3,dso i h - ._,,.. . - rmzn FA.se� 5 tl'laxe CefPe .tltlisa� •` ••. ... . . - iluv�.�.-m �. � . ., � -' ' S �. ere.�_ R9i ]ii ttel'.er `'Vebie — ..•.� F k I coi�nv. ..a .Prs '-�) Azix� ei , �ai ��r Garie�e r�rien � ��a.��a..s �r a itn � N - _.�� .� ^ �`" '"' �Oe�: �a3 �°"�o � � � °�a°� , � In 1956, Westlake Dallas lawyer -'k H m..i:f. H�r.si 2 ,e.,,. �� ' oa��as ""°ao Glenn Turner purchased about 2,000 eo Me q t. .; ser. c.� FartWorth� f;ra 4 comay � "��^��°° P - � '�'� Arvfe acres along State Highway 114.The " ,, R,��, .d,.,,� 7a, , .�. x,. 0 360 5 �� 'a' e° a�a �� area came to be known as Circle T . �»° . r. ea��.�e � o �„_ ��-.�.��_ .,��, ,.�.a„�, -. �ma� ,�• ,=,o, Ranch. Soon after, ranches and �a�a�o �Ma,Fl. wE �, , .�,.. �� A�.st � , ��,===te�� homeowners in the surrounding & n 61 n � „ 'a' � '" community incorporated,taking the R��K � a �—� __ name Westlake.The area included what is known today as Westlake, plus the area north,to the northern shore of Denton Creek.This northern land was later disannexed from Westlake and formed Trophy Club. By 1952, Denton Creek was dammed and Lake Grapevine was formed. In the early 1970s, Houston developers Johnson and Loggins and professional golfer Ben Hogan approached Westlake about building a golf course, country club, and a housing development. Residents' interests differed. In 1973,Westlake disannexed that area, clearing the way for the upscale housing development. In the mid-1970s, the Circle T Ranch was purchased by oil millionaire Nelson Bunker Hunt.The ranch became known for its glamorous parties attended by celebrities from all over the world. By 1989, Hunt had declared bankruptcy and the ranch was up for sale. It was purchased by Ross Perot Jr. in 1993. 92 INFORMATIONAL SECTION LOCATION Minutes from downtown Fort Worth and DFW International Airport,the Town of Westlake is home to several upscale residential communities and Fortune 500 companies, all of which share a unique character and charm, along with a commitment to excellence.The Town is located in northeast Tarrant County and may be conveniently accessed by several major thoroughfares, including SH 114 and US 377. While nearby cities are easily accessible, staying in Town for dining and entertainment is just as easy. Local restaurants serve up Italian and Tex-Mex specialties, and choices even include a delicatessen. BASIC DEMOGRAPHICS 32 deg. 58'S7"N 97 deg.12'20"W Location: �Approximately 25 miles West of Dallas and 20 miles South of Denton Date of Charter: � February 15, 2002 Population: 1,184 night-time residents; over 10,000 day-time Average appraised home value: $1,061,221 Average appraised home value 100% living in single-family households Student Population: 832 � Teaching Staff(FTE) 95.56 �. Average Class Size: 18 (kindergarten thru grade five) 25 (all other grades) COMMERCIAL DEVELOPMENT In the mid-1980s, IBM built Solana,the multi-use office complex. IBM maintained a large presence until the mid-1990s. At that time, several of the office buildings became available for use by other corporations. Eventually, IBM sold its partnership interest. The turn of the century has seen the addition of several major corporations to the Westlake landscape. These include Fidelity Investments, Daimler-Chrysler, and First American Title. In the fall of 2011, Deloitte University became a premier corporate training headquarters. The company utilizes the facility as a retreat destination to train and promote their organizational culture. Entrada, is an 85 acre mixed-use development, which is currently under construction in the community. At build-out,the development will house commercial retail and entertainment venues along with 322 single-family housing units. Westlake continues to be an ideal and innovative business location. WESTLAKE ACADEMY The Westlake Academy is an Open Enrollment Charter School that opened September 1, 2003.Westlake Academy distinguishes itself among neighboring educational offerings with a particular focus on international- style academics.The programs of the International Baccalaureate Organization (Primary Years Program, Middle Years Program, and Diploma Program) have been selected as the educational model. Educational technology will be pervasive and will infuse the classroom curriculum. An environment rich with heritage,the Westlake Academy mission is to provide educational opportunities to each child in keeping with his or her individual needs. The primary geographic service area for Westlake Academy is the town limits of Westlake; students from other locations may be considered if seats are available. Westlake Academy serves as a full K-12 charter school and graduated their first class of seniors in the 2009-2010 school year. Westlake Academy is a premier learning establishment that is ranked in the top three (5%) percent of all public schools in the State of Texas and prides itself on providing a learning environment where students have the resources and facilities to excel. 93 INFORMATIDNAL SECTION f,*:r=��,..,:ti.,... 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INVESTMENT POLICY I. POLICY STATEMENT It is the policy of the Westlake Academy (the "Academy") that the administration of its funds and the investment of those funds shall be handled as its highest public trust. Investments shall be made in a manner which will provide the maximum security of principal invested through limitations and diversification while meeting the daily cash flow needs of the Academy and conforming to all applicable state and Academy statutes governing the investment of public funds. The receipt of a market rate of return will be secondary to the requirements for safety and liquidity. It is the intent of the Academy to be in complete compliance with local law and the Texas Public Funds Investment Act (the "Act",Texas Government Code 2256). The earnings from investments will be used in a manner that best serves the public trust and interests of the Academy. II. SCOPE This Investment Policy applies to all the financial assets and funds held of the Academy. Any new funds created by the Academy will be managed under the provisions of this Policy unless specifically exempted by the Academy Board of Trustees and this Policy. III. OBJECTIVES AND STRATEGY It is the policy of the Academy that all funds shall be managed and invested with four primary objectives, listed in order of their priority: safety, liquidity, diversification and yield. These objectives encompass the following. Safety of Principal -Safety of principal is the foremost objective of the Academy. Investments shall be undertaken in a manner that seeks to insure the preservation of capital in the overall portfolio. The suitability of each investment decision will be made on the basis of safety. Liquidity-The Academy's investment portfolio will remain sufficiently liquid to enable it to meet all operating requirements which might be reasonably anticipated. Investment decisions will be based on cash flow analysis of anticipated expenditures. Diversification - Diversification is required in the portfolio's composition. Diversification will include diversification by maturity and market sector and will include the use of a number of broker/dealers or banks for diversification and market coverage. Competitive bidding will be used on each sale or purchase. Yield -The Academy's investment portfolio shall be designed with the objective of attaining a reasonable market yield,taking into account the Academy's risk constraints and cash flow needs. A reasonable market yield for the portfolio will be defined as the six month (180 day) U.S.Treasury Bill which compares to the portfolio's maximum weighted average maturity of six months. The authorized investment purchased will be of the highest credit quality and marketability supporting the objectives of safety and liquidity. Securities,when not matched to a specific liability,will be short term to provide adequate liquidity. The portfolio shall be diversified to protect against market and credit risk in any one sector. The maximum weighted average maturity of the portfolio will be no more than 180 days and the maximum stated maturity of any security will not exceed two years. The funds are combined for investment purposes but the unique needs of all the funds in the portfolio are recognized and represented. 95 INFORMATIDNAL SECTION Effective cash management is recognized as essential to good fiscal management. Cash management is defined as the process of managing monies in order to ensure maximum cash availability. The Academy shall maintain a cash management program which includes timely collection of accounts receivable, prudent investment, disbursement of payments within invoice terms and the management of banking services. IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY Specific investment parameters for the investment of public funds in Texas are stipulated in the Public Funds Investment Act, Chapter 2256,Texas Government Code, (the "Act"). The Act is attached as Exhibit A. The Public Funds Collateral Act, Chapter 2257,Texas Government Code, specifies collateral requirements for all public funds deposits. The Collateral Act is attached as Exhibit B. The Interlocal Cooperation Act, Chapter 791,Texas Government Code, authorizes local governments in Texas to participate in a Texas investment pool established thereunder. V. DELEGATION OF INVESTMENT AUTHORITY The Finance Director of the Town of Westlake, acting on behalf of the Board of Trustees, is designated as the Investment Officer of the Academy and is responsible for all investment management decisions and activities. The Board of Trustees is responsible for considering the quality and capability of staff, investment advisors, and consultants involved in investment management and procedures. All participants in the investment process shall seek to act responsibly as custodians of the public trust. The Investment Officer shall develop and maintain written administrative procedures for the operation of the investment program which are consistent with this Investment Policy. Procedures will include safekeeping, wire transfers, banking services contracts, and other investment related activities. The Investment Officer shall be responsible for all transactions undertaken and shall establish a system of controls to regulate the activities of subordinate officials and staff. The Investment Officer shall designate a staff person as a liaison/deputy in the event circumstances require timely action and the Investment Officer is not available. No officer or designee may engage in an investment transaction except as provided under the terms of this Policy and the procedures established by the Investment Officer and approved by the Superintendent. VI. PRUDENCE The standard of prudence to be used in the investment function shall be the "prudent person" standard and shall be applied in the context of managing the overall portfolio. This standard states: "Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the expected income to be derived." Limitation of Personal Liability-The Investment Officer and those delegated investment authority,when acting in accordance with the written procedures and this Policy and in accord with the Prudent Person Rule, shall be relieved of personal liability in the management of the portfolio provided that deviations 96 INFORMATIONAL SECTION from expectations for a specific security's credit risk or market price change are reported in a timely manner and that appropriate action is taken to control adverse market effects. VII. INTERNAL CONTROLS The Investment Officer shall establish a system of written internal controls which will be reviewed annually with the independent auditor of the Academy. The controls shall be designed to prevent loss of public funds due to fraud, employee error, and misrepresentation by third parties, or imprudent actions by employees of the Academy. VIII. AUTHORIZED INVESTMENTS Acceptable investments under this policy shall be limited to the instruments listed below. The choice of high-grade government investments and high-grade, money market instruments are designed to assure the marketability of those investments should liquidity needs arise. • Obligations of the United States Government, its agencies and instrumentalities, not to exceed two (2) years to stated maturity and excluding mortgage backed securities; • Fully insured or collateralized certificates of deposit from a bank doing business in the State of Texas and under the terms of a written depository agreement with that bank, not to exceed one year to stated maturity; • No-load, SEC registered money market mutual funds. No more than 80%of the entity's monthly average balance may be invested in money market funds and; � Constant dollar, AAA-rated Texas Local Government Investment Pools as defined by the Public Funds Investment Act. If additional types of securities are approved for investment by public funds by state statute,they will not be eligible for investment until this Policy has been amended and the amended version adopted by the Board of Aldermen. Delivery versus Payment-All investment security transactions shall be conducted on a delivery versus payment (DVP) basis to assure that the Academy has control of its assets and/or funds at all times. IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS Securities broker/dealers may be primary or regional broker/dealers and will meet other criteria as determined by the Investment Officer including state registration and completion of an Academy Broker/Dealer questionnaire (attached as Exhibit D). The following criteria must be met by authorized firms. • annual provision of an audited financial statement, • proof of certification by the National Association of Securities Dealers (NASD) • proof of current registration with the Texas State Securities Commission, and • completion of the Academy's broker/dealer questionnaire. Every bank and broker/dealer with whom the Academy transacts business will be provided a copy of this Investment Policy to assure that they are familiar with the goals and objectives of the investment program. The firm will be required to return a signed copy of the Certification Form certifying that the 97 INFORMATIONAL SECTIDN Policy has been received and reviewed and only those securities approved by the Policy will be sold to the Academy. X. DIVERSIFICATION AND MATURITY LIMITATIONS It is the policy of the Academy to diversify its investment portfolio. Invested funds shall be diversified to minimize risk or loss resulting from over-concentration of assets in a specific maturity, specific issuer, or specific class of securities. Diversification strategies shall be established and periodically reviewed. XI. SAFEKEEPING AND COLLATERALIZATION The laws of the State and prudent treasury management require that all purchased securities be bought on a delivery versus payment (DVP) basis and be held in safekeeping by either an approved, independent third party financial institution or the Academy's designated depository. Securities Owned by the Academy-All safekeeping arrangements shall be approved by the Investment Officer and an agreement of the terms executed in writing.The safekeeping bank may not be within the same holding company as the bank from which the securities are purchased.The custodian shall be required to issue original safekeeping receipts to the Academy listing each specific security, rate, description, maturity, cusip number, and other pertinent information. Collateral -Collateralization shall be required on all bank time and demand deposits for principal and accrued interest amounts over the FDIC insurance coverage of$100,000 (by tax identification number). In order to anticipate market changes and provide a level of additional security for all funds, collateral with a market value equal to 102% of the total deposits are required. The pledging bank will be made contractually liable for monitoring and maintaining the collateral levels at all times. All collateral will be held by an independent third party bank outside the holding company of the bank, pledged to the Academy. Authorized collateral will include only: • Obligations of the US Government, its agencies and instrumentalities to include mortgage backed securities which pass the bank test, • Municipal obligations rated at least A by two nationally recognized rating agencies. The custodian shall be required to provide original safekeeping receipts clearly marked that the security is pledged to the Academy. XII. REPORTING The Investment Officer shall submit quarterly reports to the Board of Trustees containing sufficient information to permit an informed outside reader to evaluate the performance of the investment program and in full compliance with the Act. At a minimum the report shall contain: • Beginning and ending market value of the portfolio by market sector and total portfolio • Beginning and ending book value of the portfolio by market sector and total portfolio • Change in market value during the period • Detail on each asset(book, market, description, par ad maturity date) • Earnings for the period • Overall weighted average maturity of the portfolio The report will be prepared jointly by all involved in the investment activity and be signed by the Investment Officer. It will contain all elements as required by the Act and be signed by the Investment 98 INFORMATIDNAL SECTION Officers as in compliance with the Act and this Policy. Market prices for assignment of market values will be obtained from an independent source. XIII. DEPOSITORIES The Academy will designate one banking institution through a competitive process as its central banking services provider at least every five years. This institution will be used for normal banking services including disbursements, deposits, and safekeeping of Academy owned securities. Other banking institutions from which the Academy may purchase only certificates of deposit will also be designated as a depository. All banking arrangements will be in written form in accordance with FIRREA which requires a resolution of approval of the agreement by the Bank Council or Bank Loan Committee. XIV. INVESTMENT POLICY ADOPTION BY BOARD The Academy's Investment Policy and its incorporated strategies shall be adopted by resolution annually by the Board.The approval and any changes made to the Policy will be noted in the approving resolution. � � �� - "�'�-� � ; - � �► t - � � — -;�= d _ � ,, �. .,,...��,, - � - � /; � � � � � � . , , ,` ;�s ,� � ��:a � _ t '�\`"R ,� � �� , _ �' .i f��`-', �� .� �, j I � �,w �,�,,,. � � � �„� � t �yC� � � - y � +9 'y� r �� !�`, '��, "� �',� y � r� � � ['d�' �' �'' � �9 �� a t ; `' 1► da � � � `,( a�� I. 9. �-'.�. {� •,�- ��3��c 1_ � �, ♦ �' �� _ . �jal' ' r"��' \ ^v �� 1� r } 1 ` r �� r � a f y j Y� T � � f l '�,' � � i t .4 " � Al�� - � � �a�-�. � � �� 1 ��.. '-�3 �� _ �� :'� � � yu^��, - � �� , _��'�� . ,�. _� �� _� �:_ _ -. -_ 99 INFORMATIONAL SECTION XV. GLOSSARY Account: A descriptive heading under which are Administration: Those activities which have as recorded financial transactions that are similar in their purpose the general regulation, direction, and terms of a given frame of reference, such as control of the affairs of the local education agency purpose, object or source. that are system-wide and not confined to one school subject, or narrow phase of school activity. Accounting Period: A period of the end of which, and for which, financial statements are prepared; Appropriation: An authorization granted by a for example, September 1 through August 31. See legislative body to make expenditures and to incur also FISCAL PERIOD obligations for specific purposes. An appropriation is usually limited in amount and as to the time Accounting Procedure: The arrangement of all when it may be expended. processes which discover, record, and summarize financial information used to produce financial Academic Excellence Indicators System (AEIS): A statements and reports and to provide internal system of indicators established by the Legislature control. and adopted by the State Board of Education to help determine the quality of learning on a campus Accounting System: The total structure of records and in a school district.The indicators include and procedures which discover record, classify and passing rates on the state assessment tests, report information on the financial position and attendance, graduation rates, dropout rates, and operations of a school district or any of its funds, scores on college entrance exams.The state will balanced account groups, and organizational assess district and school performance compared components. with state-level standards.AEIS is the foundation Accrual Basis of Accounting: The basis of for a school district's accountability rating. accounting, under which revenues are recorded Accountability Ratings: The Accountability Ratings when earned, and expenditures are recorded as System ranks campuses and districts as exemplary, soon as they result in liabilities, regardless of when recognized, acceptable, and low performing based revenue is actually received or a payment is actually on the percentage of students who pass the state made. assessment instruments and the dropout rate. Accrue:To record revenues when earned or when Accrual Basis of Accounting: A method of levies are made and to record expenditures as soon accounting that recognizes the financial effect of as they result in liabilities, regardless of when the transactions, events, and interfund activities when revenue is actually received or the payment is they occur, regardless of the timing of related cash actually made. Sometimes,the term is used in a flows. restricted sense to denote the recording of revenues earned but not yet due, such as accrued Assigned Fund Balance: reports amounts that are interest on investments and the recording of constrained by the government's intent that they expenditures which result in liabilities that are will be used for specific purposes. Decision making payable in another accounting period, such as with regard to these amounts may be made by a accrued interest on bonds. committee or other governmental official. Compared to Committed Fund Balance,the ADA: Average Daily Attendance is based on the resources represented by the Assigned Fund number of days of instruction in the school year. Balance can be more easily redeployed and the The aggregate day's attendance is divided by the constraints are not as stringent. Except for the number of days of instruction to compute average General Fund,fund balance amounts that are not daily attendance.ADA is used in the formula to labeled as non-spendable, restricted or committed distribute funding to Texas public school districts. would be reported in the Assigned Fund Balance 100 INFORMATIDNAL SECTION category. Therefore,the Assigned Fund Balance Budgetary Control: The control management of becomes the residual amount for the Special the business affairs of the school district in Revenue Fund, Capital Project Fund and Debt accordance with an approved budget with a Service Funds. responsibility to keep expenditures within the authorized amounts. Association of School Business Officials International (ASBO): The Association of School Basic Allotment:The basic allotment is the initial or Business Official' International,founded in 1910, is starting number that, after adjustment, is used to a professional association which provides programs calculate foundation program costs and state aid and services to promote the highest standards of to school districts and charters. school business management practices, professional growth, and the effective use of Budgetary Basis of Accounting:The method used educational resources. to determine when revenues and expenditures are recognized for budgetary purposes. Audit: A comprehensive review of the manner in which the government's resources were actually Capital Expenditures: Capital expenditures are utilized. A certified public accountant issues an defined as charges for the acquisition at the opinion over the presentation of financial delivered price including transportation, costs of statements,tests the controls over the safekeeping equipment, land, buildings, or improvements of of assets and makes recommendations for land or buildings,fixtures, and other permanent improvements for where necessary. improvements with a value in excess of$5,000 and a useful life expectancy of greater than 1 year. Balanced Budget:A balanced budget is a budget with total expenditures not exceeding total Classification, Function: A function represents a revenues and monies available in the fund balance general operational area in a school district and within an individual fund. groups together related activities; for example, instruction, campus administration, maintenance Balance Sheet: A summarized statement, as of a and operations, etc. given date, of the financial position of a local education agency per fund and/or all funds Classification, Object: An object has reference to combined showing assets, liabilities, reserves, and an article or service received; for example payroll fund balance. costs, professional and contracted services, supplies and materials, and other operating expenses. Budget: A plan of financial operation embodying an estimate of proposed expenditures for a given Co-curricular Activities: Direct and personal period or purpose and the proposed means of services for public school pupils such as financing them.The budget usually consists of three interscholastic athletics, entertainments, parts.The first part contains a message from the publications, clubs, and strings, which are managed budget-making authority together with a summary or operated by the student body under the of the proposed expenditures and the means of guidance and direction of an adult, and are not part financing them.The second part is composed of of the regular instructional program. drafts of the appropriation, revenue, and borrowing Coding: A system of numbering, or otherwise measures necessary to put the budget into effect. designating, accounts, entries, invoices,vouchers, The third part consists of schedules supporting the etc., in such a manner that the symbol used reveals summary.These schedules show in detail the proposed expenditures and means of financing quickly certain required information. them together with information as to past years' Consultant: A resource person who provides actual revenues and expenditures and other data assistance to the regular personnel through used in making the estimates. conference, demonstration, research, or other means. 101 INFORMATIDNAL SECTION Contracted Services: Labor, material and other throughout Texas that assist and provide services costs for services rendered by personnel who are for local school districts. not on the payroll of the Academy. Estimated Revenue: This term designates the Committed Fund Balance: represents amounts amount of revenue expected to be earned during a that have internally imposed restrictions mandated given period. by formal action of the government's highest level of decision-making authority. The committed Expenditures: This includes total charges amounts cannot be redeployed for other purposes incurred, whether paid or unpaid, for current unless the same type of formal action is taken by expense, capital outlay, and debt service. the highest level of decision-making authority to (Transfers between funds, encumbrances, reserve or modify the previously imposed exchanges of cash for other current assets such as restriction. the purchase stores and investment of cash in U.S. Bonds, payments of cash in settlement of liabilities Comprehensive Annual Financial Report (CAFR): already accounted as expenditures, and the A financial report that encompasses all funds and repayment of the principal of current loans are not component units of the government.The CAFR considered as expenditures.) should contain (a)the basic financial statements and required supplementary information, (b) Fiduciary Funds: Fiduciary Funds account for combining statements to support columns in the assets held in a trustee or agent capacity for basic financial statements that aggregate outside parties, including individuals, private information from more than one fund or organizations, and other governments. component unit, and (c) individual fund statements as needed.The CAFR is the governmental unit's Fiscal Period: Any period at the end of which a official annual report and also should contain local education agency determines its financial introductory information, schedules necessary to position and the results of its operations.The demonstrate compliance with finance-related legal period may be a month, or a year, depending upon and contractual provisions, and statistical data. the scope of operations and requirements for managerial control and reporting. Cost of Education Index(CEI) or Adjustment: An index the state uses to adjust the basic allotment to Fiscal Year: A twelve-month period of time to account for geographic or other cost differences which the annual budget applies and at the end of beyond local school district control.The current Which a local education agency determines its index has not been updated since 1990. financial position and the results of its operations. The District's fiscal year is July 1 through June 30. Current Budget: The annual budget prepared for Foundation School Program (FSP): A program for and effective during the present fiscal year. the support of a basic instructional program for all Current Expenditures per Pupil: Current Texas school children. Money to support the expenditures for a given period of time divided by a program comes from the Permanent School Fund, pupil unit of ineasure (average daily attendance, Available School Fund, Foundation School Fund, etc.) state general revenue, and local property taxes. Currently,the FSP described in the Texas Education Debt: An obligation resulting from the borrowing Code consists of three parts or tiers.The first tier of money or from the purchase of goods and provides funding for a basic program.The second services. Debts of local education agencies include tier provides a guaranteed-yield system so that bonds, leases, etc. school districts have substantially equal access to revenue sufficient to support an accredited Education Service Center(ESC): Twenty program.The third tier equalizes debt service intermediate education units located in regions requirements for existing facilities debt. 102 INFORMATIONAL SECTION Fund: An independent fiscal and accounting entity Individual Education Plan (IEP): A document with a self-balancing set of accounts recording required by federal law that details the special cash and/or other resources, together with all education requirements for each disabled student related liabilities, obligations, reserves, and and explains how the school intends to address the equities which are segregated for the purpose of student's needs.An IEP is intended to help ensure carrying on in accordance with special regulations, that disabled students have equal access to public restrictions, or limitations. education in the least restrictive environment. Fund Balance: It is the resources remaining from Individuals with Disabilities Education Act prior years and which are available to be budgeted (IDEA):The 1997 IDEA strengthens academic in the current year. expectations and accountability for the nation's 5.4 million children with disabilities. Furniture: Those moveable items used for school operation that are not of a mechanical nature. Modified Accrual Basis of Accounting: Basis of Chairs, tables, desks, file cabinets, pictures, accounting according to which (a) revenues are chalkboards, lamps, lockers and carpets, etc., are recognized in the accounting period in which they examples of furniture. become available and measurable and (b) expenditures are recognized in the accounting General Fund: A fund group with budgetary period in which the fund liability is incurred, if control used to show transactions resulting from measurable, except for un-matured interest on operations of ongoing organizations and activities general long-term debt and certain similar accrued from a variety of revenue sources for which fund obligations, which should be recognized when due. balance is controlled by and retained for the use by the local education agency.The General Fund is Non-spendable Fund Balance: includes amounts used to finance the ordinary operations of a that cannot be spent and are,therefore, not governmental unit except those activities required included in the current year appropriation. Two to be accounted for in another fund. components: 1) Not in spendable form—previously recorded disbursements and include items that are Government Finance Officers Association not expected to be converted into cash, i.e. (GFOA): A professional association of inventories, pre-paid items, etc. and 2) Legally or state/provincial and local finance officers in the contractually required to be maintained intact— United States and Canada, and has served the refers to an amount that has been received that public finance profession since 1906.The must be invested indefinitely, i.e. a donation association's nearly 15,000 members are dedicated received by the government from a citizen,the to the sound management of government financial principal of which is to be invested in a permanent resources. fund and the earnings used for general Governmental Funds: Funds generally used to governmental purposes. account for tax-supported activities.There are five Object Code: As applied to expenditures,this term different types of governmental funds:the general has reference to an article or service received; for fund, special revenue funds, debt service funds, example, payroll costs, purchased and contracted capital projects funds and permanent funds. services, materials and supplies. Grant: A contribution by one governmental unit Open-Enrollment Charters: Open-enrollment to another. The contribution is usually made to aid charter schools may be established by private in the support of specified function (for example, nonprofit organizations, colleges and universities, job training), but it is sometimes also for general and other governmental entities that apply to the purposes. State Board of Education.The law authorizes the Independent Audit: An audit performed by an State Board to approve up to 215 open-enrollment independent auditor. charter schools. Law also provides for creation of college or university charter schools at "public 103 INFORMATIONAL SECTION senior colleges and universities." There is no limit contributors or laws and regulations of other on the number of these charter schools that may be governments, i.e. grants, etc. -or- 2) imposed by law granted. Other charter programs include home-rule through constitutional provision or enabling school district charters and campus or campus legislation.The amounts represented by this fund program charters. balance category have very stringent conditions imposed by external parties or by law. Therefore, Personnel, Full-Time: Academy employees who the amounts are restricted to very specific purposes occupy positions with duties which require them to and cannot be redeployed for other purposes. The be on the job on school days throughout the school government can be compelled by an external party year, or at least the number of hours the school is to undertake the spending requirements in session. represented by the Restricted Fund Balance. Personnel, Part-Time: Personnel who occupy School Board Authority: Statute gives local school positions with duties which require less than full- boards the exclusive power and duty to govern and time service. oversee the management of the public schools. Proprietary Funds: Funds that focus on the Powers and duties not specifically delegated to the determination of operating income, changes in net Texas Education Agency or the State Board of assets (or cost recovery),financial position, and Education are reserved for local trustees. cash flows.There are two different types of Special Revenue Funds: Funds that are used to proprietary funds: enterprise funds and internal account for funds awarded to the Academy for the service funds. purpose of accomplishing specific educational tasks Public Education Information Management as defined by grantors in contracts or other System (PEIMS): A data management system that agreements. includes information on student demographics, State Board for Educator Certification (SBEC): performance,teacher salaries, etc.The information SBEC is a quasi-independent body that gives for PEIMS is transmitted from local school districts educators more authority to govern the standards to the Texas Education Agency by the education of their profession. SBEC regulates and oversees all service centers. aspects of the certification, continuing education, Public Information Act (PIA): PIA defines public and standards of conduct of public school information as information collected, assembled, or educators.As a state agency, SBEC is responsible maintained under a law or in connection with a for certification testing, accountability programs for governmental body's transaction of official educator preparation programs, and certification of business. PIA provides that public information must teachers and administrators. be made available to the public upon request State Board of Education (SBOE): A 15-member during the normal business hours of the district, body elected by general election (staggered,four- unless an exception applies that allows or requires year terms) from various regions statewide to that the information not be made public. provide leadership and to adopt rules and policies Refined ADA: Refined Average Daily Attendance is for public education in the state.The board's based on the number of days of instruction in the primary responsibility is to manage the Permanent school year.The aggregate eligible day's School Fund. attendance is divided by the number of days of Teacher Retirement System (TRS): TRS delivers instruction to compute the refined average daily retirement and related benefits authorized by law attendance. See also ADA. for members and their beneficiaries. Restricted Fund Balance: reports on resources Technology Allotment: This allotment is part of that have spending constraints that are either: 1) the state textbook fund and can be used to externally imposed by creditors, grantors, purchase electronic textbooks or technological 104 INFORMATIONAL SECTION equipment that contributes to student leaning or permitted only when specifically authorized by law. teacher training.The allotment is $30 per ADA. Civil and criminal penalties can result when a board violates provisions of this act. Unassigned Fund Balance: the residual fund Texas Assessment of Academic Skills (TAAS): A balance for the General Fund. It represents the state-developed test administered each year to amount of fund balance remaining after allocation students in grades 3 through 8 and 10 (exit-level)to to the Non-spendable, restricted, committed and determine student achievement levels on state- assigned fund balances. This amount reflects the established leaning objectives. Replaced by the resources that are available for further Texas Assessment of Knowledge and Skills (TAKS) appropriation and expenditure for general effective for the 2002-03 school year. governmental purposes. Texas Assessment of Knowledge and Skills Weighted Students in Average Daily Attendance (TAKS): TAKS replaces the Texas Assessment of (N/qDA): In Texas, students with special Academic Skills (TAAS), a criterion-referenced test educational needs are weighted for funding used in Texas schools for 12 years.TAKS began in purposes to help recognize the additional costs of spring 2003, with tests in reading in grades 3 educating those students.Weighted programs through 9; language arts in grades 10 and 11; include special education, career and technology, mathematics in grades 3 through 11.The 11th bilingual, gifted and talented, and compensatory grade exit-level test will assess English III, algebra I, education.A weighted student count is used to geometry, biology, integrated chemistry and distribute guaranteed-yield funding and establish physics, early American and U.S. history, world Chapter 41 thresholds. geography, and world history.TAKS will be a more challenging examination for Texas students, according to the results of field tests. Texas Education Agency (TEA): The administrative and regulatory unit for the Texas public education system managed by the commissioner of education. TEA is responsible for implementing public education policies as established by the Legislature, State Board of Education, and commissioner of education. Texas Education Code (TEC): This code applies to all educational institutions supported in whole or in part by state tax funds. Texas Essential Knowledge and Skills (TEKS): Subject-specific state leaning objectives adopted by the State Board of Education.The State's academic tests. [see Texas Assessment of Knowledge and Skills (TAKS)] are aligned with the TEKS. Texas Open Meetings Act (TOMA): TOMA makes school board meetings to discuss and decide public business accessible.The TOMA Decision requires governmental entities to provide prior public notice of what is to be discussed and where and when discussion will take place. Closed meetings are 105 Westlake Academ Y Item #5 Board Calendar ✓ Westlake Academy (WA) Registration (for all new and returning students) • Tuesday, August 4, 2015; 4:00 p.m. to 7:00 p.m. • Wednesday, August 5, 2015; 9:00 a.m. to 3:00 p.m. (closed one hour for lunch at noon) • Thursday, August 6, 2015; 4:00 p.m. — 7:00 p.m. ✓ August Board of Trustees Workshop & Meeting Monday, August 10, 2015 ✓ Town Council Budget Workshop Wednesday, August 12, 2015; 12:00— 5:00 p.m. ✓ WA Staff Reception Thursday, August 13, 2015; 6:00 p.m. Wheat home ✓ MYP/DP Meet the Teacher Night Monday, August 17, 2015; 6:00 p.m. WA Multi-Purpose Hall (MPH) ✓ BOT hosted Breakfast for all WA Staff Tuesday, August 18, 2015; 8:00-9:00 a.m. WA MPH ✓ PYP WA Meet the Teacher Night Tuesday, August 18, 2015; 6:00 p.m. WA MPH ✓ Simp/y West/ake hosted Business Mixer w/ special guest speaker Lt. General (Ret) Rick Lynch Tuesday, August 18, 2015; 5:30— 7:30 p.m. Trophy Club Country Club (Must RSVP to Diana at dianan2pub@qmail.com by August 14) ✓ First Day of School at Westlake Academy Thursday, August 20, 2015 WA Campus ✓ Town Council Workshop & Meeting Monday, August 24, 2015 Town of Westlake Item #6 - Future Agenda Items FUTURE AGENDA ITEMS: Any Council member may request at a workshop and / or Council meeting, under ��Future Agenda Item Requests", an agenda item for a future Council meeting. The Council Member making the request will contact the Town Manager with the requested item and the Town Manager will list it on the agenda. At the meeting, the requesting Council Member will explain the item, the need for Council discussion of the item, the item's relationship to the Council's strategic priorities, and the amount of estimated staff time necessary to prepare for Council discussion. If the requesting Council Member receives a second, the Town Manager will place the item on the Council agenda calendar allowing for adequate time for staff preparation on the agenda item. Discussion, review and formally determine Comparison Schools for Westlake Academy. Discuss how does Westlake Academy define a great teacher? The measurement process. Westlake Academ Y Item # 7 — Adjournment