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Home My WebLink About08-10-16 BOT Agenda PacketThe Regular Meeting of the Board of Trustees will begin immediately following the conclusion of the Board of Trustees Workshop but not prior to the posted start time. 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. Page 1 of 4 WESTLAKE ACADEMY 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 BOARD OF TRUSTEES MEETING AGENDA August 10, 2016 1301 Solana Boulevard Building 4, Suite 4202 2ND FLOOR, COUNCIL CHAMBER WESTLAKE, TX 76262 Workshop Session 6:30 p.m. Regular Session 7:15 p.m. Page 2 of 4 Work Session 1.CALL TO ORDER 2.PLEDGE OF ALLEGIANCE 3.REVIEW OF CONSENT AGENDA ITEMS LISTED ON THE REGULAR MEETING AGENDA. (10 min) 4.REPORTS Reports are prepared for informational purposes and will be accepted as presented. (there will no presentations associated with the report items) There will be no separate discussion unless a Board Member requests that report be removed and considered separately. a.Report of international teachers and a review of the immigration status of non- permanent residents employed at Westlake Academy. b.Report regarding Faculty Turnover for the 2015-2016 School Year including Student/Teacher ratios. 5.DISCUSSION ITEMS a.Presentation and discussion regarding IB, AP, STAAR, ISA and AAPPL student assessments completed during the 2015-16 school year. b.Presentation and discussion regarding a proposed policy amendment for policies 6.01 and 6.03 Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program; Weighting of Grades. c.Presentation and discussion regarding 2016 International Mindedness Educators Symposium (IMES) and Summer Student Travel. 6.BOARD RECAP / STAFF DIRECTION 7.ADJOURNMENT Regular Session 1.CALL TO ORDER 2.ITEMS OF COMMUNITY INTEREST: President and Trustee Reports on Items of Community Interest pursuant to Texas Government Code Section 551.0415 the Board of Trustees may report on the following items: (1) expression of thanks, congratulations or condolences; (2) information about holiday schedules; (3) recognition of individuals; (4) reminders about upcoming Board of Trustee events; (5) information about community events; and (6) announcements involving imminent threat to public health and safety. Page 3 of 4 3. CITIZEN COMMENTS: 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. 4. 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 6, 2016, meeting. b. Consider approval of the minutes from the June 13, 2016, meeting. c. Consider approval of Resolution 16-09, Approving an Amendment Policy 6.03 - Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program and Rescinding Policy 6.01 Grading System. d. Consider approval of Resolution 16-10, Amending the Attendance Policy. e. Consider approval of Resolution 16-11, Amending the Westlake Academy Personnel Manual for the 2016-2017 school year. f. Consider approval of a Resolution 16-12, Authorizing the Superintendent to Execute a Contract with the Education Service Center Region 11 for various Business and Student Support Services for the operation of Westlake Academy. g. Consider approval of Resolution 16-13, Approving an Insurance Bid from Box Insurance Agency property/casualty insurance products and services for FY 2016- 2017 in the amount of $127,168.00. h. Consider approval of Resolution 16-14, Adopting a Grant Management Procedure Manual. i. Consider approval of Resolution 16-15, Approving a Shared Services Arrangement for Deaf and Hearing Impaired Students with the Birdville Independent School District – Regional Day School Program. 5. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF RESOLUTION 16-16, APPROVING THE AMENDED YEAR-END BUDGET FOR WESTLAKE ACADEMY FOR THE FISCAL YEAR ENDING AUGUST 31, 2016 AND ADOPTING THE PROPOSED BUDGET FOR THE FISCAL YEAR ENDING AUGUST 31, 2017. 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. Page 4 of 4 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, 1301 Solana Blvd., Building 4, Suite 4202, Westlake, TX 76262, on August 3, 2016, by 5:00 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. Board of Trustees Item # 2 – Pledge of Allegiance Texas Pledge: “Honor the Texas flag; I pledge allegiance to the, Texas, one state under God, one and indivisible.” REVIEW OF CONSENT AGENDA ITEMS a. Consider approval of the minutes from the June 6, 2016, meeting. b. Consider approval of the minutes from the June 13, 2016, meeting. c. Consider approval of Resolution 16-09, Approving an Amendment Policy 6.03 - Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program and Rescinding Policy 6.01 Grading System. d. Consider approval of Resolution 16-10, Amending the Attendance Policy. e. Consider approval of Resolution 16-11, Amending the Westlake Academy Personnel Manual for the 2016-2017 school year. f. Consider approval of a Resolution 16-12, Authorizing the Superintendent to Execute a Contract with the Education Service Center Region 11 for various Business and Student Support Services for the operation of Westlake Academy. g. Consider approval of Resolution 16-13, Approving an Insurance Bid from Box Insurance Agency property/casualty insurance products and services for FY 2016- 2017 in the amount of $127,168.00. h. Consider approval of Resolution 16-14, Adopting a Grant Management Procedure Manual. i. Consider approval of Resolution 16-15, Approving a Shared Services Arrangement for Deaf and Hearing Impaired Students with the Birdville Independent School District – Regional Day School Program. Board of Trustees Item # 3 – Review of Consent Agenda Items REPORTS Reports are prepared for informational purposes and will be accepted as presented. (there will no presentations associated with the report items) There will be no separate discussion unless a Council Member requests that report be removed and considered separately. a. Report of international teachers and a review of the immigration status of non- permanent residents employed at Westlake Academy. b. Report regarding Faculty Turnover for the 2015-2016 School Year including Student/Teacher ratios. Board of Trustees Item # 4 – Reports estlake Academy Board of Trustees TYPE OF ACTION Workshop - Report Westlake Board Meeting Wednesday, August 10, 2016 TOPIC: Report of international teachers and a review of the immigration status of non-permanent residents employed at Westlake Academy. STAFF CONTACT: Todd Wood, Dir. of HR & Administrative Services Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective 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 life-long learners. People, Facilities, & Technology PYP / MYP / DP Attract, Recruit & Retain the Highest Quality Workforce Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: N/A Completion Date: N/A Funding Amount: N/A Status - N/A Source - N/A EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) Westlake Academy has employed international teachers since 2004. At the request of the Board of Trustees, a report has been prepared providing an update of the immigration status for international employees who do not hold United States citizenship. RECOMMENDATION None ATTACHMENTS Report – Immigration status update of international employees at Westlake Academy. Town of Westlake Westlake Academy Human Resources Department _________________________________________________________________________________________________________________________ _________________________________________________________________________________________ 1301 Solana Blvd., Building 4, Suite #4202  Westlake, Texas 76262 Metro: 817-490-5711  Fax: 817-430-1812  www.westlakeacademy.org Report – Immigration Status of International Employees at Westlake Academy Background Westlake Academy has employed international employees since the 2004-2005 school year. Non-US citizens are required to have authorization from the federal government to work in the United States. Westlake Academy has employed international employees utilizing a variety of mechanisms, including J-1 visas, H1-B visas, and Permanent Residence status, commonly referred to as a “green card.” Status of International Employees Current Westlake Academy employees who do not hold U.S. citizenship are legally employed under one of the following categories. The following illustrates the number of employees employed in each category: • H1-B visa (1 employee) • Permanent Residents or Naturalized Citizens (10 employees) • From other Countries (14 employees) In Process Westlake Academy is currently sponsoring the Permanent Residence process for one employee. Processing times typically are between 3-5 years. While uncommon, this process can extend beyond a decade; as many factors can affect the length of time required. This employee currently has a visa extension through February 2017, and may remain employed beyond this expiration date if the Permanent Residence process extends beyond that time. The final Petition was filed in early June, and normally requires 4-6 months to process. Staff opted to file under expedited processing, which requires USCIS to process the petition within 15 days. Recently, the Academy received a “Request for Information,” which has become increasingly common. Our immigration attorney is working with the employee and the HR Department to fulfill this request. Once received, USCIS has an additional 15 days to process the petition. Additionally, the Work & Travel Authorization and Final Adjustment of Status applications were filed concurrently with the petition, in an effort to proactively expedite the overall process. These documents are normally processed within a few weeks following approval of the petition, in successive order. While it is difficult to predict precise processing times, staff and legal counsel have confidence that this process will be concluded in advance of the expiration of the employee’s H1-B visa. estlake Academy Board of Trustees TYPE OF ACTION Workshop - Report Westlake Board Meeting Wednesday, August 10, 2016 TOPIC: Report regarding Faculty Turnover for the 2015-2016 School Year, including Student/Teacher ratios. STAFF CONTACT: Todd Wood, Dir. of HR & Administrative Services Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Academic Excellence People, Facilities, & Technology PYP / MYP / DP Attract, Recruit & Retain the Highest Quality Workforce Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: August 1, 2015 Completion Date: August 1, 2016 Funding Amount: N/A Status - N/A Source - N/A EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) At the direction of the Board of Trustees, staff prepares a report of teacher turnover and teacher/student ratios on an annual basis. This report provides a comparison to Independent School Districts located within Westlake’s municipal boundaries, charter schools in the DFW metroplex, and IB charter schools within the state of Texas. Additionally, teacher tenures at Westlake Academy are included. RECOMMENDATION None ATTACHMENTS Report – 2015/2016 Teacher Turnover, Teacher/Student Ratios, and Teacher tenures. WESTLAKE ACADEMY Report of Teacher Turnover Student/Teacher Ratios Teacher Tenures Source: Texas 2011-2015 Academic Performance Reports http://ritter.tea.state.tx.us/perfreport/tapr/index.html WESTLAKE ACADEMY Annual Teacher Turnover Comparison Surrounding Districts and State Average 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Westlake Academy 24.6%26.6%23.0%29.8%13.0% Keller ISD 12.0%11.9%10.2%10.9% NWISD 9.8%14.2%15.8%14.1% Carroll ISD 8.9%12.2%11.5%12.6% State Average 12.6%15.3%16.2%15.2% Data Not Available WESTLAKE ACADEMY Surrounding Districts and State Average WESTLAKE ACADEMY Student/Teacher Ratio Comparison Surrounding Districts and State Average 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Westlake Academy 14.3 14.0 13.8 13.5 13.1% Keller ISD 17.6 17.1 16.6 15.6 NWISD 16.0 15.9 16.0 15.4 Carroll ISD 15.0 15.1 14.9 14.8 State Average 15.4 15.5 15.5 15.2 Data Not Available WESTLAKE ACADEMY Surrounding Districts and State Average WESTLAKE ACADEMY Annual Teacher Turnover Comparison Charter Schools in the DFW Metroplex 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Westlake Academy 24.6%26.6%23.0%29.8%13.0% North Hills Preparatory 12.6%25.3%30.1%30.0% KIPP Academy 21.8%62.5%41.2%37.5% Winfree Academy 25.5%30.7%51.0%51.6% State Average 12.6%15.3%16.2%16.6% Data Not Available WESTLAKE ACADEMY Charter Schools in the DFW Metroplex WESTLAKE ACADEMY Student/Teacher Ratio Comparison Charter Schools in the DFW Metroplex 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Westlake Academy 14.3 14.0 13.8 13.5 13.1 North Hills Preparatory 15.0 15.1 16.3 15.9 KIPP Academy 20.7 20.8 17.6 17.6 Winfree Academy 21.5 22.2 20.5 21.4 State Average 15.4 15.5 15.4 15.2 Data Not Available WESTLAKE ACADEMY Charter Schools in the DFW Metroplex WESTLAKE ACADEMY Texas IB Charter Schools WESTLAKE ACADEMY Texas IB Charter Schools WESTLAKE ACADEMY Teacher Tenures as of June 1, 2016 Tenure at WA Number of Teachers 1 year 12 2 years 17 3 years 12 4 years 3 5 years 3 6 years 3 7 years 2 8 years 5 9 years 2 10 years 2 12 years 1 13 years 1 DISCUSSION ITEMS a. Presentation and discussion regarding IB, AP, STAAR, ISA and AAPPL student assessments completed during the 2015-16 school year. b. Presentation and discussion regarding a proposed policy amendment for policies 6.01 and 6.03 Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program; Weighting of Grades. c. Presentation and discussion regarding 2016 International Mindedness Educators Symposium (IMES). Board of Trustees Item # 5 – Discussion Items estlake Academy Board of Trustees TYPE OF ACTION Workshop - Discussion Item Westlake Board Meeting Wednesday, August 10, 2016 TOPIC: Report regarding IB, AP, STAAR, ISA and AAPPL student assessments completed during the 2015-16 school year. STAFF CONTACT: Stacy Stoyanoff – DP Principal, Jennifer Furnish – Student Services Administrator, Rod Harding – PYP Principal, Andra Barton, Ed.D – MYP Principal Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Academic Excellence Academic Operations PYP / MYP / DP Optimize Student Potential Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: August 20, 2015 Completion Date: June 10, 2016 Funding Amount: 0 Status - N/A Source - N/A EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) The purpose of standardized testing in schools is to provide a standardized numerical component of student performance. Standardized testing helps identify the natural aptitude of a student while providing development and progression of skills. It provides schools with the ability to evaluate performance on the written, taught and assessed curriculum. Objectively examining the effectiveness of student instruction provides a school with the platform to reflect and examine current practices. By systematically gathering, analyzing, and interpreting student assessment, Westlake Academy can determine how well student learning is matching the outcomes of the organization. During the 2015-16 school year students participated throughout all programs in standardized assessment. The following is a review of the assessment framework for Westlake Academy students. Assessment Instrument Purpose of Assessment Programme of Study International Baccalaureate - DP Exams The International Baccalaureate (IB) assesses student work as direct evidence of achievement against the stated goals of the Diploma Programme (DP) courses. DP assessment procedures measure the extent to which students have mastered advanced academic skills. Diploma (Grade 12) AP – Advanced Placement Exams AP is a program in the United States and Canada created by the College Board which offers college-level curricula and examinations to high school students. Middle (Grade 9 & 10) Diploma ( Grade 11) STAAR – State of Texas Assessments of Academic Readiness STAAR is the State student testing program for core subject areas - reading, writing, math, science, and social studies. The number of tests taken each year will vary from two to four, depending on the grade level. Primary (Grade 3, 4 & 5) Middle (Grade 6, 7, 8, 9 & 10) Diploma (Grade 11) ISA – International Schools Assessment The ISA assessment program is designed specifically for students in international schools in Grades 3–10. It is based on the internationally endorsed reading, mathematical literacy and scientific literacy frameworks. Primary (Grade 5) Middle (Grade 8 &10) AAPPL – Assessment of Performance of Proficiency The Assessment of Performance toward Proficiency in Languages (AAPPL) is a performance- based assessment of standards-based language learning across the three modes of communication (Interpersonal, Interpretive, and Presentational) as defined by the world readiness standards for learning a language. Middle ( Grade 7, 8 & 9) RECOMMENDATION Staff will be reporting to the Board of Trustees on the results of the above mentioned instruments. ATTACHMENTS N/A Page 1 of 2 estlake Academy Board of Trustees TYPE OF ACTION Workshop - Discussion Item Westlake Board Meeting Wednesday, August 10, 2016 TOPIC: Presentation and discussion regarding a proposed policy amendment for policies 6.01 and 6.03 Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program; Weighting of Grades. (Secondary – Middle & Diploma Programme of Study) STAFF CONTACT: Andra Barton, Ed.D. & Stacy Stoyanoff Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Academic Excellence Academic Operations MYP / DP Strengthen IB Philosophy & Implementation Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: August 18, 2016 Completion Date: June 10, 2017 Funding Amount: 0 Status - N/A Source - N/A EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) Assessment provides multiple measures of opportunities for students to demonstrate knowledge and understanding of a topic. In order to provide a comprehensive picture of a student’s learning ability, teachers are asked to provide a balance between formative and summative assessment tools. The primary purpose of assessment is to improve learning and teaching as both respond to information provided in assessment. Student learning is an ongoing process that arises out of the interaction between teaching and learning. The general purpose of a weighted grade is to give students a numerical advantage for taking the Page 2 of 2 most rigorous course option. AP and IB courses are given more weight due to the complexity of topics and work produced. Policy 6.03 addresses the need to weight grades differently according to the course offering. The intention is to recognize that MYP core courses, along with AP and DP courses, are more rigorous than general state curriculum and weighted accordingly. Implementation of this policy will allow the Academy to adjust weighting relative to the course offerings at different levels. Policy 6.01 should be deleted as it is in conflict with the IB approach to assessment and grading. RECOMMENDATION Consider approval of a Resolution Rescinding Policy 6.01: Grading System, Westlake Academy, but reserving the policy number for future use, and amending Policy 6.03: Assessment and Grade Reporting Policy, Secondary – Middle Years Program and Diploma Program. ATTACHMENTS 1. Policy 6.01-Student Achievement- Grading System (With recommended changes) 2. Policy 6.03- Student Achievement – Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program (With recommended changes) TOWN OF WESTLAKE WESTLAKE ACADEMY BOARD OF TRUSTEES POLICY Policy No. 6.03: Date Board Adopted: November 3, 2009 Date Board Amended: August 11, 2014 Effective Date: August 11, 2014 Policy Category: Student Achievement Policy Name: Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program Policy Goal: Definition, uniformity, and transparency in the Academy’s Secondary (MYP and DP) assessment and grading policy. Policy Description: Grading Policy Uniform assessment of achievement and grade reporting standards are an important component to support student success in the Secondary (MYP and DP) programs at Westlake Academy. In order to accurately reflect the academic achievement of students, the Academy shall develop grading standards that incorporate the following purposes: • Reflect a student’s mastery of the curriculum based onas demonstrated by the student’s performance on exams, homework assignments, projects, etc. • Allow the parent to easily identify and gauge their child’s performance and progress • Promote consistency across grade level(s) of assessment standards and grade reporting • Assist colleges in determining the scope of a student’s academic achievement • Demonstrate college readiness • Identify any subject area where a student may need additional assistance to reach educational goals In order to promote the above-identified purposes and establish comprehensive grade assessment and reporting standards for the student body of Westlake Academy, Staff will develop uniform grading/assessment guidelines for all secondary grades and publish the information in the Parent/Student Handbook and on the Academy’s web site on an annual basis. These guidelines will address the Academy’s assessment philosophy and practices, the roles of summative and formative assessments, the role of grades, and the role of criterion–based rubrics and assessment. Use of Assessments Staff will administer a variety of assessments to measure student knowledge and progress throughout the year. The frequency and type of assessment utilized will be program specific (i.e. Primary, Middle Years or Diploma ProgrammeProgram) and will be published in the Parent/Student Handbook. In the Secondary School (Middle Years and Diploma ProgrammeProgram), a student shall not be required to complete more than two major assessments/tests on the same day. In addition, SENIORS in the Diploma Program sitting for the IB exams may be exempt from final exams based on criteria adopted by the Executive Principal or his/her designee. Grade & Progress Reports Westlake Academy will send home grade reports at the end of each quarter (approximately nine-week period). Additionally, parents shall receive interval reports on student progress once each semester by conference. Staff will conduct two (2) parent/teacher conferences per year − one (1) each semester.conference. This will allow parents to meet with teachers and briefly discuss their child’s progress. Additional concerns may be addressed as needed at conferences scheduled at the request of the teacher or a parent any time during the school year. Weighted Grades The Academy shall identify courses for which weighted grades will be assigned and designate the courses and grade weighting procedures in the Parent/Student Handbook. The Academy shall assign a ten-point weight to semester grades for the designated courses and shall calculate a weighted numerical grade average. The Academy shall record the weighted numerical grades on each student’s academic achievement record. When a transfer student transfersenters Westlake Academy with an academic achievement record that includes a grade that was subject to a grade -weighting system from another school, the Academy shall assign weight to convert the transferredweighted grade based onto reflect the category and grade weight system usedgrading scale applicable to the same or equivalent course offered by the school that assigned the gradeWestlake Academy. This paragraph applies only if the same or equivalent course is offered to the same class of students at the Academy. Evaluation of Credits for Transfer Students The Academy accepts credits from other public schools accredited by the State of Texas. Transfer students may also request a transfer of credits from other privately - accredited educational institutions. Upon receipt of a transcript, courses will be evaluated by a counselorWestlake Academy to determine if the course meets the requirements for graduation from a Texas high school, as well as any applicable standards for Westlake Academy. Parents/Students are responsible for providing any additional information requested by the Academy staffthat it deems necessary for the counselor’s evaluation of the requested transfer credit. All transfer grades earned in accredited schools will be converted to the Westlake Academy grading scale and course designation consistent with the Academy’s standards and Board policy.credits. In order to receive credit for completed workcoursework, students entering Westlake Academy from a non-accredited school or from home schooling must take credit-by- exam (CBE) tests approved in advance by Westlake Academy. Students are responsible for any applicable fees associated with these tests and must achieve acceptable test scores based on the standards of the administering organization. Guidelines consistent with these policies will be developed by Staff and published in the Parent/Student Handbook. TOWN OF WESTLAKE WESTLAKE ACADEMY BOARD OF TRUSTEES POLICY Policy No. 6.03: Date Board Adopted: November 3, 2009 Date Board Amended: August 11, 2014 Effective Date: August 11, 2014 Policy Category: Student Achievement Policy Name: Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program Policy Goal: Definition, uniformity, and transparency in the Academy’s Secondary (MYP and DP) assessment and grading policy. Policy Description: Grading Policy Uniform assessment of achievement and grade reporting standards are an important component to support student success in the Secondary (MYP and DP) programs at Westlake Academy. In order to accurately reflect the academic achievement of students, the Academy shall develop grading standards that incorporate the following purposes: • Reflect a student’s mastery of the curriculum as demonstrated by the student’s performance on exams, homework assignments, projects, etc. • Allow the parent to easily identify and gauge their child’s performance and progress • Promote consistency across grade level(s) of assessment standards and grade reporting • Assist colleges in determining the scope of a student’s academic achievement • Demonstrate college readiness • Identify any subject area where a student may need additional assistance to reach educational goals In order to promote the above-identified purposes and establish comprehensive grade assessment and reporting standards for the student body of Westlake Academy, Staff will develop uniform grading/assessment guidelines for all secondary grades and publish the information in the Parent/Student Handbook and on the Academy’s web site on an annual basis. These guidelines will address the Academy’s assessment philosophy and practices, the roles of summative and formative assessments, the role of grades, and the role of criterion–based rubrics and assessment. Use of Assessments Staff will administer a variety of assessments to measure student knowledge and progress throughout the year. The frequency and type of assessment utilized will be program specific (i.e. Middle Years or Diploma Program) and will be published in the Parent/Student Handbook. In the Secondary School (Middle Years and Diploma Program), a student shall not be required to complete more than two major assessments/tests on the same day. In addition, SENIORS in the Diploma Program sitting for the IB exams may be exempt from final exams based on criteria adopted by the Executive Principal or his/her designee. Grade & Progress Reports Westlake Academy will send home grade reports at the end of each quarter (approximately nine-week period). Additionally, parents shall receive interval reports on student progress once each semester by parent/teacher conference. This will allow parents to meet with teachers and briefly discuss their child’s progress. Additional concerns may be addressed as needed at conferences scheduled at the request of the teacher or a parent any time during the school year. Weighted Grades The Academy shall identify courses for which weighted grades will be assigned and designate the courses and grade weighting procedures in the Parent/Student Handbook. The Academy shall record the weighted numerical grades on each student’s academic achievement record. When a transfer student enters Westlake Academy with an academic achievement record that includes a grade that was subject to a grade-weighting system from another school, the Academy shall convert the weighted grade to reflect the grading scale applicable to the same or equivalent course offered by Westlake Academy. This paragraph applies only if the same or equivalent course is offered to the same class of students at the Academy. Evaluation of Credits for Transfer Students The Academy accepts credits from other public schools accredited by the State of Texas. Transfer students may also request a transfer of credits from privately- accredited educational institutions. Upon receipt of a transcript, courses will be evaluated by Westlake Academy to determine if the course meets the requirements for graduation from a Texas high school, as well as any applicable standards for Westlake Academy. Parents/Students are responsible for providing any additional information requested by the Academy that it deems necessary for the evaluation of transfer credits. In order to receive credit for completed coursework, students entering Westlake Academy from a non-accredited school or from home schooling must take credit-by- exam (CBE) tests approved in advance by Westlake Academy. Students are responsible for any applicable fees associated with these tests and must achieve acceptable test scores based on the standards of the administering organization. Guidelines consistent with these policies will be developed by Staff and published in the Parent/Student Handbook. TOWN OF WESTLAKE WESTLAKE ACADEMY BOARD OF TRUSTEES POLICY Policy No. 6.01: Date Board Adopted: January 12, 2009 Date Board Amended: N/A Effective Date: January 12, 2009, contingent upon approval by TEA Policy Category: Student Achievement Policy Name: RESERVED FOR FUTURE USEGrading System, Westlake Academy Policy Goal: Effective and Understandable Student Achievement Measurement Policy Description: This grading policy applies on to the Secondary School - Grades 7 and above. Westlake Academy, as an IB MYP and DP school, gives grades out of 7 (7 being the highest grade, 1 the lowest, with 4 being considered a ‘pass’ by IB standards). Thus, there are three steps to this process: 1. How we record the semester grades 2. How to convert those grades from 7-1 to a percentage 3. How to convert this percentage to a GPA 1. Semester grades. There are two semesters, and each is marked in the same way. Each semester has three marks recorded - 40% of the total mark is the work from the first half of the semester, 40% from the second, and 20% from the end of semester exam. Where the average is .5, we will take standard mathematical practice and round this up – e.g. 3.5. becomes 4.0. This is because all submitted grades need to be whole numbers. A mid-term progress report is issued to parents at the end of the first half term, and a full report card at the end of the semester. 2. Grades to percentages. These semester grades can be converted to percentages. 7= 96 – 100 6 = 90 – 95 5 = 83 – 89 4 = 76 – 82 3 = 70 – 75 2 = 60 – 69 1 = 59 and below 3. Percentages to GPA. All courses, with the exception of physical education courses, will be included in the GPA. Pre-IB and Pre-AP courses, in addition to IB and AP courses, will be weighted. College courses taken for high school and college credit (dual credit) will be weighted. IB/AP/DUAL CREDIT 90—100 = 4.0 90—100 = 5.0 89 = 3.9 89 = 4.9 88 = 3.8 88 = 4.8 87 = 3.7 87 = 4.7 86 = 3.6 86 = 4.6 85 = 3.5 85 = 4.5 84 = 3.4 84 = 4.4 83 = 3.3 83 = 4.3 82 = 3.2 82 = 4.2 81 = 3.1 81 = 4.1 80 = 3.0 80 = 4.0 79 = 2.9 79 = 3.9 78 = 2.8 78 = 3.8 77 = 2.7 77 = 3.7 76 = 2.6 76 = 3.6 75 = 2.5 75 = 3.5 74 = 2.4 74 = 3.4 73 = 2.3 73 = 3.3 72 = 2.2 72 = 3.2 71 = 2.1 71 = 3.1 70 = 2.0 70 = 3.0 69 and below = 0.0 69 and below = 0.0 The selection of Valedictorian and Salutatorian: During the second semester of the 12th grade year, percentage grades will be averaged to determine the top 2 students in the class. All grades for courses receiving high school credit, with the exception of P.E. grades, will be used in the computation. The Head of Secondary and Head of School will verify the computations and the results before they are announced. Grade Conversion Chart as referenced in Grading System Policy: 7 100 3.9 80 6.9 100 3.8 79 6.8 99 3.7 78 6.7 98 3.6 77 6.6 97 3.5 76 6.5 96 3.4 75 6.4 95 3.3 75 6.3 95 3.2 74 6.2 94 3.1 74 6.1 94 3 73 6 93 2.9 73 5.9 93 2.8 72 5.8 92 2.7 72 5.7 92 2.6 71 5.6 91 2.5 70 5.5 90 2.4 69 5.4 89 2.3 68 5.3 89 2.2 67 5.2 88 2.1 66 5.1 88 2 65 5 87 1.9 64 4.9 87 1.8 63 4.8 86 1.7 62 4.7 85 1.6 61 4.6 84 1.5 60 4.5 83 1.4 59 4.4 82 1.3 59 4.3 82 1.2 59 4.2 81 1.1 59 4.1 81 1 59 4 80 estlake Academy Board of Trustees TYPE OF ACTION Regular Meeting - Consent Westlake Board Meeting Wednesday, August 10, 2016 TOPIC: Discussion and overview of the IMES2016 and Summer Student Travel STAFF CONTACT: Dr. Mechelle Bryson Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective 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 life-long learners. Citizen, Student & Stakeholder PYP / MYP / DP Strengthen IB Philosophy & Implementation Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: June 5, 2016 Completion Date: July 30, 2016 Funding Amount: $5,500 Status - Funded Source - Contributions/Grants EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) One of the cornerstones of the IB mission is international mindedness. As an IB World School, our goal is to create opportunities that expand our students’ frame of mind that transcends international borders. In addition, global collaboration is a critical component in preparing our students to successfully compete in a global 21st century marketplace. During the past summer, Westlake Academy teachers participated in our second annual International Mindedness Educator Symposium. We are exceedingly proud of the outcome. Attendance to the symposium increased from 23 participants representing five countries in 2015 to 62 participants in 2016 representing seven countries. This upcoming year, our students will collaborate with students from Mexico, Costa Rica, China, Oman, Canada and Argentina as well as students from other regions of the United States. Our goal was to expand the network of schools created at the inaugural International Mindedness Educator Symposium in order to increase our students’ opportunities to cultivate their global collaboration skills. Our students also expanded their international mindedness through international travel. This summer, students participated in the Student Shoulder to Shoulder travel opportunities while others were true pioneers and participated in our first Costa Rica student exchange program and our first San Miguel Summer Spanish Immersion program. These programs are both destined to become annual events. We had 12 students participate in Student Shoulder to Shoulder. They traveled to Detroit, Nepal, Bolivia, Kenya, Cambodia and Peru. Four students participated in the Costa Rica student exchange while eight students participated in the San Miguel Summer Spanish Immersion Program. At the September Board of Trustees meeting, student will share their experiences. In addition, teachers will share their experiences from IMES2016. The purpose of this presentation is to provide an overview of our International Mindedness efforts at Westlake Academy. RECOMMENDATION Seeking continued support of International Mindedness initiatives at Westlake Academy. ATTACHMENTS No Attachment BOARD RECAP / STAFF DIRECTION Board of Trustees Item # 6 – Board Recap / Staff Direction Board of Trustees Item # 7 – Adjournment Work Session ITEMS OF COMMUNITY INTEREST: President and Trustee Reports on Items of Community Interest pursuant to Texas Government Code Section 551.0415 the Board of Trustees may report on the following items: (1) expression of thanks, congratulations or condolences; (2) information about holiday schedules; (3) recognition of individuals; (4) reminders about upcoming Board of Trustee events; (5) information about community events; and (6) announcements involving imminent threat to public health and safety.  Town Council Budget Workshop Wednesday, August 10, 2016; 12:00 pm Westlake Town Hall, Solana – Council Chamber/Courtroom  Board of Trustees Workshop/Meeting Wednesday, August 10, 2016; 6:30 pm & 7:15 pm Westlake Town Hall, Solana – Council Chamber/Courtroom  WA Back to School Night – Secondary Monday, August 15, 2016; 5:30 – 7:00 pm WA Campus  WA Back to School Night – Primary Tuesday, August 16, 2016; 5:30 – 7:00 pm WA Campus  Board of Trustees host WA Staff Back to School Breakfast Thursday, August 17, 2016; 8:00 – 9:00 am WA Campus – Multi Purpose Hall (MPH)  First Day of 2016-17 School Year at Westlake Academy Thursday, August 18, 2016  Town Council Workshop/Meeting Monday, August 22, 2016 Westlake Town Hall, Solana – Council Chamber/Courtroom *For WA Athletic events, please check the appropriate sport’s category box on the WA Calendar webpage for times. Board of Trustees Item # 2 – Items of Community Interest CITIZEN COMMENTS: 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. Board of Trustees Item # 3 – Citizen Comments 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 6, 2016, meeting. b. Consider approval of the minutes from the June 13, 2016, meeting. c. Consider approval of Resolution 16-09, Approving an Amendment Policy 6.03 - Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program and Rescinding Policy 6.01 Grading System. d. Consider approval of Resolution 16-10, Amending the Attendance Policy. e. Consider approval of Resolution 16-11, Amending the Westlake Academy Personnel Manual for the 2016-2017 school year. f. Consider approval of a Resolution 16-12, Authorizing the Superintendent to Execute a Contract with the Education Service Center Region 11 for various Business and Student Support Services for the operation of Westlake Academy. g. Consider approval of Resolution 16-13, Approving an Insurance Bid from Box Insurance Agency property/casualty insurance products and services for FY 2016- 2017 in the amount of $127,168.00. h. Consider approval of Resolution 16-14, Adopting a Grant Management Procedure Manual. i. Consider approval of Resolution 16-15, Approving a Shared Services Arrangement for Deaf and Hearing Impaired Students with the Birdville Independent School District – Regional Day School Program. Board of Trustees Item # 4 – Consent Agenda BOT Minutes 06/06/16 Page 1 of 4 WESTLAKE ACADEMY BOARD OF TRUSTEES MEETING June 6, 2016 PRESENT: Trustees: Alesa Belvedere, Carol Langdon, Rick Rennhack and Wayne Stoltenberg. Michael Barrett arrived at 5:21 p.m. ABSENT: President Laura Wheat OTHERS PRESENT: Assistant to the Superintendent Amanda DeGan, Board Secretary Kelly Edwards, Executive Principal & Director of Education Dr. Mechelle Bryson, MYP Principal Dr. Andra Barton, Assistant Principal and Coach Alan Burt, Student Services Administrator Jennifer Furnish, Director of Communications Ginger Awtry, and Communications Specialist Susan McFarland. Work Session 1. CALL TO ORDER President Wheat called the work session to order at 5:16 p.m. 2. PLEDGE OF ALLEGIANCE Trustee Langdon led the pledge of allegiance to the United States and Texas flags. BOT Minutes 06/06/16 Page 2 of 4 3. PRESENTATION REGARDING THE INTERNATIONAL STUDENT LEADERSHIP SYMPOSIUM IN GERMANY. Mr. Burt and Ms. Firsching provided an overview of the Symposium. Students Laurel Champagne, Emily Thompson, Neena Perdue, Tanner Scott, Hunter Cochran, and Ryan McKinney each provided an overview of their experience. Discussion ensued regarding a mentoring program the students would like to implement, the top two or three reasons people would migrate, global and local responses, future topics, next year’s symposium in China, opportunities to study abroad, and what the other groups learned from Academy students. 4. REVIEW OF CONSENT AGENDA ITEMS LISTED ON THE REGULAR MEETING AGENDA. No additional discussion. 5. REPORTS a. Report regarding STAAR Testing Processes – Spring 2016. Discussion ensued regarding the impact, percentages to Region 11, and passing rate for 5th and 8th grades. b. Report regarding the Year End Review Report for Fiscal Year 15-16 and a preview of Fiscal Year 16-17. 6. DISCUSSION ITEMS a. Presentation and discussion regarding the College Readiness Assessment Continuum. Mrs. Furnish and Dr. Bryson provided presentation and overview to create a robust testing profile to prepare students for high stake testing. Discussion ensued regarding testing strategies taught at other schools, any disconnect regarding our students and test scores, tracking student’s testing scores, college success based on testing scores, and Naviance – a platform that assesses college and career readiness. BOT Minutes 06/06/16 Page 3 of 4 7. BOARD RECAP / STAFF DIRECTION Track and evaluate PSAT scores. Begin using private school data we may receive as comparison for benchmarking. Research and report on ACT and SAT scores regarding college success. 8. ADJOURNMENT Trustee Langdon adjourned the work session at 6:11 p.m. Regular Session 1. CALL TO ORDER Trustee Langdon called the regular session to order at 6:11 p.m. 2. ITEMS OF COMMUNITY INTEREST Assistant to the Superintendent DeGan provided an overview of the upcoming events. 3. CITIZEN COMMENTS No one addressed the Board. 4. CONSENT AGENDA a. Consider approval of the minutes from the May 9, 2016, meeting. MOTION: Trustee Belvedere made a motion to approve the consent agenda. Trustee Stoltenberg seconded the motion. The motion carried by a vote of 5-0. 5. FUTURE AGENDA ITEMS No future agenda items. BOT Minutes 06/06/16 Page 4 of 4 6. ADJOURNMENT There being no further business before the Board, Trustee Langdon for a motion to adjourn the meeting. MOTION: Trustee Rennhack made a motion to adjourn the regular session. Trustee Barrett seconded the motion. The motion carried by a vote of 5-0. Trustee Langdon adjourned the regular session at 6:14 p.m. APPROVED BY THE BOARD OF TRUSTEES ON AUGUST 10, 2016. ATTEST: ____________________________ Carol Langdon, Trustee _____________________________ Kelly Edwards, Board Secretary BOT Minutes 06/13/16 Page 1 of 2 WESTLAKE ACADEMY BOARD OF TRUSTEES MEETING June 13, 2016 PRESENT: Trustees: Michael Barrett, Alesa Belvedere, Carol Langdon, and Rick Rennhack. ABSENT: President Laura Wheat and Wayne Stoltenberg OTHERS PRESENT: Superintendent Tom Brymer, Assistant to the Superintendent Amanda DeGan, Board Secretary Kelly Edwards, Town Attorney Stan Lowry, Director of Public Works Jarrod Greenwood, Director of Planning Eddie Edwards, Director of Human Resources & Administrative Services Todd Wood, Fire Chief Richard Whitten, Director of Communications Ginger Awtry, Communications Specialist Susan McFarland, Information Technology Coordinator Ray Workman, and Project Manager, Rick Chaffin. Regular Session 1. CALL TO ORDER Trustee Langdon call the meeting to order at 7:40 p.m. 2. CONSIDER APPROVAL OF RESOLUTION 16-08, AUTHORIZING THE SUPERINTENDENT TO ENTER INTO A LEASE AGREEMENT WITH APPLE FINANCIAL SERVICES, EDUCATION FINANCE. Director Wood and Coordinator Workman provided an overview of the item. Discussion ensued regarding the discount, condition of current iPads, and storage of PYP iPads. BOT Minutes 06/13/16 Page 2 of 2 MOTION: Trustee Barrett made a motion to approve Resolution 16-08. Trustee Belvedere seconded the motion. The motion carried by a vote of 4-0. 3. ADJOURNMENT There being no further business before the Board, Trustee Langdon asked for a motion to adjourn the meeting. MOTION: Trustee Rennhack made a motion to adjourn the regular session. Trustee Barrett seconded the motion. The motion carried by a vote of 4-0. Trustee Langdon adjourned the regular session at 7:51 p.m. APPROVED BY THE BOARD OF TRUSTEES ON AUGUST 10, 2016. ATTEST: ____________________________ Carol Langdon, Trustee _____________________________ Kelly Edwards, Board Secretary Page 1 of 2 estlake Academy Board of Trustees TYPE OF ACTION Regular Meeting - Consent Westlake Board Meeting Wednesday, August 10, 2016 TOPIC: Consider approval of a Resolution Approving an Amendment Policy 6.03 - Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program and Rescinding Policy 6.01 Grading System. STAFF CONTACT: Andra Barton, Ed.D. & Stacy Stoyanoff Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Academic Excellence Academic Operations MYP / DP Strengthen IB Philosophy & Implementation Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: August 18, 2016 Completion Date: June 10, 2017 Funding Amount: 0 Status - N/A Source - N/A EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) Policy 6.03 addresses the need to weight grades differently according to the course offering. The intention is to recognize that MYP core courses, along with AP and DP courses, are more rigorous than general state curriculum and weighted accordingly. Implementation of this policy will allow the Academy to adjust weighting relative to the course offerings at different levels. Policy 6.01 should be deleted as it is in conflict with the IB approach to assessment and grading. Page 2 of 2 RECOMMENDATION Staff recommends discontinuance of Policy 6.01and approval of Policy 6.03 ATTACHMENTS Resolution Recommended Policy 6.03- Student Achievement – Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program. Policy 6.01 reserved for future use. Resolution WA 16-09 Page 1 of 6 WESTLAKE ACADEMY RESOLUTION 16-09 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES APPROVING AN AMENDMENT POLICY 6.03 - ASSESSMENT AND GRADE REPORTING POLICY SECONDARY – MIDDLE YEARS PROGRAM AND DIPLOMA PROGRAM AND RESCINDING POLICY 6.01 GRADING SYSTEM . WHEREAS, Westlake Academy is subject to the grading expectations of the International Baccalaureate Organization (IBO), this board policy must be revised for alignment purposes; and WHEREAS, the assessment and grading processes should reflect the Next Chapter requirements for the Middle Years Programme, grade reporting, weighted grades and transfer grades must be adjusted for equity; 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 Board of Trustees of Westlake Academy, hereby approves the amendments to the Assessment and Grade Reporting Policy for Westlake Academy attached to this resolution as Exhibit “A”. SECTION 3: That, the Board of Trustees of Westlake Academy, hereby rescinds Policy 6.01: Grading System, Westlake Academy, but reserves the policy number for future use as attached to this resolution as Exhibit “B”. SECTION 4: 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. Resolution WA 16-09 Page 2 of 6 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 10th DAY OF AUGUST 2016. ___________________________________ Laura Wheat, President ATTEST: ________________________________ ___________________________________ Kelly Edwards, Board Secretary Thomas E. Brymer, Superintendent APPROVED AS TO FORM: ________________________________ Janet S. Bubert or L. Stanton Lowry, School Attorney Resolution WA 16-09 Page 3 of 6 Exhibit A TOWN OF WESTLAKE WESTLAKE ACADEMY BOARD OF TRUSTEES POLICY Policy No. 6.03: Date Board Adopted: November 3, 2009 Date Board Amended: August 10, 2016 Effective Date: August 10, 2016 Policy Category: Student Achievement Policy Name: Assessment and Grade Reporting Policy Secondary – Middle Years Program and Diploma Program Policy Goal: Definition, uniformity, and transparency in the Academy’s Secondary (MYP and DP) assessment and grading policy. Policy Description: Grading Policy Uniform assessment of achievement and grade reporting standards are an important component to support student success in the Secondary (MYP and DP) programs at Westlake Academy. In order to accurately reflect the academic achievement of students, the Academy shall develop grading standards that incorporate the following purposes: • Reflect a student’s mastery of the curriculum as demonstrated by the student’s performance on exams, homework assignments, projects, etc. • Allow the parent to easily identify and gauge their child’s performance and progress • Promote consistency across grade level(s) of assessment standards and grade reporting • Assist colleges in determining the scope of a student’s academic achievement • Demonstrate college readiness • Identify any subject area where a student may need additional assistance to reach educational goals Resolution WA 16-09 Page 4 of 6 In order to promote the above-identified purposes and establish comprehensive grade assessment and reporting standards for the student body of Westlake Academy, Staff will develop uniform grading/assessment guidelines for all secondary grades and publish the information in the Parent/Student Handbook and on the Academy’s web site on an annual basis. These guidelines will address the Academy’s assessment philosophy and practices, the roles of summative and formative assessments, the role of grades, and the role of criterion–based rubrics and assessment. Use of Assessments Staff will administer a variety of assessments to measure student knowledge and progress throughout the year. The frequency and type of assessment utilized will be program specific (i.e. Middle Years or Diploma Program) and will be published in the Parent/Student Handbook. In the Secondary School (Middle Years and Diploma Program), a student shall not be required to complete more than two major assessments/tests on the same day. In addition, SENIORS in the Diploma Program sitting for the IB exams may be exempt from final exams based on criteria adopted by the Executive Principal or his/her designee. Grade & Progress Reports Westlake Academy will send home grade reports at the end of each quarter (approximately nine-week period). Additionally, parents shall receive interval reports on student progress once each semester by parent/teacher conference. This will allow parents to meet with teachers and briefly discuss their child’s progress. Additional concerns may be addressed as needed at conferences scheduled at the request of the teacher or a parent any time during the school year. Weighted Grades The Academy shall identify courses for which weighted grades will be assigned and designate the courses and grade weighting procedures in the Parent/Student Handbook. The Academy shall record the weighted numerical grades on each student’s academic achievement record. When a transfer student enters Westlake Academy with an academic achievement record that includes a grade that was subject to a grade-weighting system from another school, the Academy shall convert the weighted grade to reflect the grading scale applicable to the same or equivalent course offered by Westlake Academy. This paragraph applies only if the same or equivalent course is offered to the same class of students at the Academy. Resolution WA 16-09 Page 5 of 6 Evaluation of Credits for Transfer Students The Academy accepts credits from other public schools accredited by the State of Texas. Transfer students may also request a transfer of credits from privately- accredited educational institutions. Upon receipt of a transcript, courses will be evaluated by Westlake Academy to determine if the course meets the requirements for graduation from a Texas high school, as well as any applicable standards for Westlake Academy. Parents/Students are responsible for providing any additional information requested by the Academy that it deems necessary for the evaluation of transfer credits. In order to receive credit for completed coursework, students entering Westlake Academy from a non-accredited school or from home schooling must take credit-by- exam (CBE) tests approved in advance by Westlake Academy. Students are responsible for any applicable fees associated with these tests and must achieve acceptable test scores based on the standards of the administering organization. Guidelines consistent with these policies will be developed by Staff and published in the Parent/Student Handbook. Dates Amended: 08/11/14 Resolution WA 16-09 Page 6 of 6 Exhibit B TOWN OF WESTLAKE WESTLAKE ACADEMY BOARD OF TRUSTEES POLICY Policy No. 6.01: Date Board Adopted: Date Board Amended: Effective Date: Policy Category: Policy Name: RESERVED FOR FUTURE USE Policy Goal: Policy Description: estlake Academy Board of Trustees TYPE OF ACTION Regular Meeting - Consent Westlake Board Meeting Wednesday, August 10, 2016 TOPIC: Consider Approval of a Resolution Amending the Attendance Policy 3.02 which will add new language to ensure compliance with state law. STAFF CONTACT: Jennifer Furnish, Student Services Administrator Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Academic Excellence Academic Operations PYP / MYP / DP Optimize Student Potential Strategic Initiative 34T Time Line - Start Date: August 10, 2016 Completion Date: August 10, 2016 Funding Amount: $0 Status - N/A Source - N/A EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) Westlake Academy values each learner and work hard to ensure every student surpasses their potential. We believe regular and consistent attendance is required to achieve academic and personal success. Westlake Academy also ensures that policies are consistent with state and federal mandates. As a result of the 84th Legislative Session, changes were made to the Texas Compulsory Education Law and these changes are reflected in our amended Board Policy 3.02. Students are now required to attend school through their 19th birthday unless exempt §25.086. The law also changed to include mandatory attendance for children below the compulsory attendance age who are voluntarily enrolled in prekindergarten or kindergarten programs. Finally, compulsory attendance applies to certain extended-year programs, tutorial classes, accelerated reading instruction programs, accelerated instruction programs, basic skills programs, and summer programs for students subject to certain disciplinary removals. RECOMMENDATION Staff Recommends approval of the resolution. ATTACHMENTS Resolution TOWN OF WESTLAKE WESTLAKE ACADEMY BOARD OF TRUSTEES POLICY Policy No. 3.02: Date Board Adopted: August 3, 2009 Date Board Amended: October 5, 2015August 10, 2016 Effective Date: October 5, 2015August 10, 2016 Policy Category: Parent, Student and Faculty Relations and Expectations Policy Name: Attendance Policy Goal: To encourage attendance and outline student and parent requirements Policy Description: Regular and consistent attendance is required to achieve academic success at Westlake Academy. Poor attendance is a major contributing factor toward receiving unsatisfactory grades and results in an additional commitment of after school hours to complete make-up assignments and review of class lecture notes. Students are required to be in school except in the case of emergency, illness or religious observance. Unless otherwise exempted by the Heads of Section, students must be present at least 90% of the school days. In addition, the Texas Education Code §25.085 mandates compulsory attendance for students who are at least six years old as of September 1st of the applicable school year. The law requires a student to attend public school until the student’s 18th 19th birthday, unless the student is exempt under § 25.086. Under §25.085(c), compulsory attendance also applies to students below the age for compulsory attendance during any period that the student is voluntarily enrolled in prekindergarten or kindergarten. In addition, under §25.085(d), compulsory attendance applies to certain extended-year programs, tutorial classes, accelerated reading instruction programs, accelerated instruction programs, basic skills programs, and summer programs for students subject to certain disciplinary removals. This These requirement is enforced through §§ 25.093 and 25.094. Westlake Academy requires cooperation from parents in the matter of school attendance and punctuality. Parents should: • Ensure your child arrives and is picked up on time each day. Families who do not pick up their students by the time specified in the Parent/Student Handbook may be subject to a late pick up fee after the second offense. • Schedule routine medical and dental appointments after school hours when possible. • Schedule family vacations during the school’s vacation days and notify the school prior to any planned absence. • Parents should inform the office before 10:00 am of any absences. Parents must notify the school office via signed note of the absence or it will be marked "unexcused". An absence is excused under the following conditions: 1. Personal illness 2. Major religious holiday of the family’s faith 3. Emergency doctor or dental appointments which cannot be made after school 4. A death in the family or death of a close friend 5. Other necessary and justifiable reasons as excused by school administrators The Academy may initiate withdrawal of a student under the following conditions: 1. The student or parent fails to complete the Academy's registration process after documented attempts to contact the student/parent; or 2. The student is absent for five consecutive school days without notice and efforts by administrators to contact the student or parent are unsuccessful. Additional procedural information as it relates to attendance shall be recorded and published in the Parent/Student Handbook on an annual basis. Resolution 16-10 Page 1 of 4 WESTLAKE ACADEMY RESOLUTION 16-10 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES AMENDING THE ATTENDANCE POLICY 3.02, ADDING NEW LANGUAGE TO ENSURE COMPLIANCE WITH STATE LAW. WHEREAS, Westlake Academy views attendance as essential to student performance; and, WHEREAS, Westlake Academy is required to adhere to state policies regarding student attendance and compulsory attendance applies to students through their 19th birthday as opposed to the previous requirement of the 18th birthday unless the student is exempt under §25.085; and, WHEREAS, Compulsory attendance is also extended to certain extended-year programs, tutorial classes, accelerated reading instruction programs, accelerated instruction programs, basic skills programs, and summer programs for students subject to certain disciplinary removals; and, WHEREAS, the State of Texas updated attendance policies and laws; 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 Board of Trustees of Westlake Academy, hereby approves the amendments to the Attendance Policy for Westlake Academy attached to this resolution as Exhibit “A”. 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. Resolution 16-10 Page 2 of 4 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 10th DAY OF AUGUST, 2016. ___________________________________ Laura Wheat, President ATTEST: ________________________________ ___________________________________ Kelly Edwards, Board Secretary Thomas E. Brymer, Superintendent APPROVED AS TO FORM: ________________________________ Janet S. Bubert or L. Stanton Lowry, School Attorney Resolution 16-10 Page 3 of 4 Exhibit A TOWN OF WESTLAKE WESTLAKE ACADEMY BOARD OF TRUSTEES POLICY Policy No. 3.02: Date Board Adopted: August 3, 2009 Date Board Amended: August 10, 2016 Effective Date: August 10, 2016 Policy Category: Parent, Student and Faculty Relations and Expectations Policy Name: Attendance Policy Goal: To encourage attendance and outline student and parent requirements Policy Description: Regular and consistent attendance is required to achieve academic success at Westlake Academy. Poor attendance is a major contributing factor toward receiving unsatisfactory grades and results in an additional commitment of after school hours to complete make-up assignments and review of class lecture notes. Students are required to be in school except in the case of emergency, illness or religious observance. Unless otherwise exempted by the Heads of Section, students must be present at least 90% of the school days. In addition, the Texas Education Code §25.085 mandates compulsory attendance for students who are at least six years old as of September 1st of the applicable school year. The law requires a student to attend public school until the student’s 18th birthday, unless the student is exempt under § 25.086. This requirement is enforced through §§ 25.093 and 25.094. Westlake Academy requires cooperation from parents in the matter of school attendance and punctuality. Parents should: • Ensure your child arrives and is picked up on time each day. Families who do not pick up their students by the time specified in the Parent/Student Handbook may be subject to a late pick up fee after the second offense. • Schedule routine medical and dental appointments after school hours when possible. • Schedule family vacations during the school’s vacation days and notify the school prior to any planned absence. • Parents should inform the office before 10:00 am of any absences. Resolution 16-10 Page 4 of 4 Parents must notify the school office via signed note of the absence or it will be marked "unexcused". An absence is excused under the following conditions: 1. Personal illness 2. Major religious holiday of the family’s faith 3. Emergency doctor or dental appointments which cannot be made after school 4. A death in the family or death of a close friend 5. Other necessary and justifiable reasons as excused by school administrators The Academy may initiate withdrawal of a student under the following conditions: 1. The student or parent fails to complete the Academy's registration process after documented attempts to contact the student/parent; or 2. The student is absent for five consecutive school days without notice and efforts by administrators to contact the student or parent are unsuccessful. Additional procedural information as it relates to attendance shall be recorded and published in the Parent/Student Handbook on an annual basis. Dates Amended 10/05/15 estlake Academy Board of Trustees TYPE OF ACTION Regular Meeting - Consent Westlake Board Meeting Wednesday, August 10, 2016 TOPIC: Consider a resolution amending the Westlake Academy Personnel Manual for the 2016-2017 school year. STAFF CONTACT: Todd Wood, Dir. of HR & Administrative Services Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Personal Responsibility People, Facilities, & Technology PYP / MYP / DP Attract, Recruit & Retain the Highest Quality Workforce Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: August 10, 2016 Completion Date: August 09, 2017 Funding Amount: N/A Status - N/A Source - N/A EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) 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. RECOMMENDATION Staff recommends approval of the proposed policy amendments (contained in exhibit “A”), and their inclusion in the 2016-2017 Westlake Academy Personnel Manual. ATTACHMENTS Resolution, with proposed policy additions, deletions, and changes attached as Exhibit “A.” Resolution WA 16-11 Page 1 of 4 WESTLAKE ACADEMY RESOLUTION NO. 16-11 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES AMENDING PERSONNEL POLICIES AND ADOPTING THE 2016-2017 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 2016-2017 Westlake Academy Personnel Manual with the aforementioned additions and/or amendments. 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. Resolution WA 16-11 Page 2 of 4 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 10TH DAY OF AUGUST 2016. ___________________________________ 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 16-11 Page 3 of 4 Exhibit “A” Westlake Academy Personnel Manual 2016-2017 Proposed Updates (deletions in red, additions in blue) Equal employment opportunity Westlake Academy does not discriminate against any employee or applicant for employment because of race, color, religion, sex, gender, national origin, age, disability, military status, genetic information, or on any other basis prohibited by law. Employment decisions will be made on the basis of each applicant’s job qualifications, experience, and abilities. Additionally, Westlake Academy does not discriminate against an employee or applicant who acts to oppose such discrimination or participates in the investigation of a complaint related to a discriminatory employment practice. Employees with questions or concerns about discrimination on the basis of race, color, religion, sex, national origin, age, disability, genetic information, or military status should contact the Superintendent or the Human Resources Office. Job vacancy announcements Announcements of job vacancies by will be made by one or more of the following methods: in the Town of Westlake’s newspaper of record, posted internally in common faculty areas, and/or on the Academy’s website. Job vacancies may be advertised on additional third-party websites, at the discretion of the Superintendent or designee. Employment after retirement Individuals receiving retirement benefits from the Teacher Retirement System (TRS) may be employed in limited circumstances under certain circumstances on a full- or part-time basis without affecting their benefits, according to TRS rules and state law. Detailed information about employment after retirement is available in the TRS publication Employment After Retirement. Employees can contact TRS for additional information by calling 800-223-8778 or 512-542-6400. Information is also available on the TRS Web Site (www.trs.texas.gov). Notwithstanding the above, TRS rules and state law will govern. Notification to Parents Regarding Qualifications If the Academy receives Title I funds, the Academy is also required by the No Child Left Behind Act (NCLB) In schools receiving Title I funds, the Every Student Succeeds Act (ESSA) requires schools to notify parents at the beginning of each school year that they may request information regarding the professional qualifications of their child’s teacher. NCLB ESSA also requires that parents be notified if their child has been assigned or taught for four or more consecutive weeks by a teacher who is not highly qualified does not meet applicable state certification or licensure requirements. Texas law also requires that parents be notified if their child is assigned for more than 30 consecutive instructional days to a teacher who does not hold an appropriate teaching certificate. This notice is not required if parental notification under NCLB is sent. Inappropriately certified or uncertified teachers include individuals on an emergency permit (including individuals waiting to take a certification exam) or Resolution WA 16-11 Page 4 of 4 individuals who do not hold any certificate or permit. Information relating to teacher certification will be made available to the public upon request. Reporting Suspected Child Abuse All professional employees who are licensed or certified by the State are required by state law to report any suspected child abuse or neglect to a law enforcement agency, Child Protective Services, or appropriate state agency (e.g., state agency operating, licensing, certifying, or registering a facility) within 48 hours of the event that led to the suspicion. Non-licensed or non-certified employees should also report respected abuse as soon as possible to the appropriate agency and the Superintendent or designee. If the suspected abuser is the child’s parent or legal guardian, reports must be submitted to Child Protective Services. (no changes to the remainder of this policy) 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 contact 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 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 that is obtained by a means other than the Fingerprint-based Applicant Clearinghouse of Texas (FACT). estlake Academy Board of Trustees TYPE OF ACTION Regular Meeting - Consent Westlake Board Meeting Wednesday, August 10, 2016 TOPIC: Approval of a Resolution Authorizing the Superintendent to Execute a Contract with the Education Service Center Region 11 for various Business and Student Support Services for the operation of Westlake Academy. STAFF CONTACT: Debbie Piper, Finance Director Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Vision: Westlake Academy inspires college bound students to achieve their highest individual potential in a nuturing environment that fosters the traits found in the IB Learner Profile. Fiscal Stewardship PYP / MYP / DP Improve Financial Stewardship Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: September 1, 2016 Completion Date: August 31, 2017 Funding Amount: $43,383 Status - Funded Source - General Fund EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) The Education Service Center Region 11 currently provides support to Westlake Academy for business and student services. This includes training sessions for faculty and staff at discounted rates, compliance training for public education rules and regulations, access to the Technology Resources Education Consortium, as well as software applications and support. These software applications include: payroll, student attendance and registration, special education, grade book, health services, PEIMS, and off-site hosting of the Academy’s information systems. Approval of this resolution authorizes use of those services by Westlake Academy over the next twelve (12) month, fiscal year period beginning September 1, 2016 and ending August 31, 2017. RECOMMENDATION Staff recommends approval of the resolution authorizing the Superintendent to Execute a Contract with the Education Service Center Region 11 for various Business and Student Support Services for the operation of Westlake Academy. ATTACHMENTS Resolution Contract with ESC 11 (detail contract cost of services is created online) WA Resolution 16-12 Page 1 of 2 WESTLAKE ACADEMY RESOLUTION NO. 16-12 A RESOLUTION OF THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY AUTHORIZING THE SUPERINTENDENT TO ENTER INTO A CONTRACT WITH THE EDUCATION SERVICE CENTER REGION 11 FOR VARIOUS BUSINESS AND STUDENT SUPPORT SERVICES FOR THE OPERATION OF WESTLAKE ACADEMY. WHEREAS, the Westlake Academy has utilized the business and student services of the Education Service Center Region 11, which is responsible for providing training for faculty and staff, providing compliance training for public education rules and regulations, performing the payroll functions in full compliance with the Texas Education Agency (TEA) Financial Accountability System Resource Guide, as well as offering software and information technology training and hosting services to Westlake Academy; and, WHEREAS, additional personnel costs for the Academy would have a greater impact to the Academy’s operating budget than utilizing these contracted services offered by the Education Service Center Region 11, and the quality of these services has been exceptional; 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, TEXAS: SECTION 1: The above findings are hereby found to be true and correct and are incorporated herein in its entirety. SECTION 2: The Board of Trustees of the Westlake Academy hereby approves the contract with the Education Service Center Region 11 functions at Westlake Academy attached hereto as Exhibit “A”; and further authorizes the Superintendent to execute this agreement. 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 hereby determines that it would have adopted this Resolution without the invalid provision. WA Resolution 16-12 Page 2 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 10th DAY OF AUGUST 2016. ___________________________________ Laura Wheat, President ATTEST: ________________________________ ___________________________________ Kelly Edwards, Board Secretary Thomas E. Brymer, Superintendent APPROVED AS TO FORM: ________________________________ L. Stanton Lowry or Janet S. Bubert, School Attorney Res WA 16-12 Res WA 16-12 Res WA 16-12 Res WA 16-12 Res WA 16-12 Res WA 16-12 Res WA 16-12 Res WA 16-12 estlake Academy Board of Trustees TYPE OF ACTION Regular Meeting - Consent Westlake Board Meeting Wednesday, August 10, 2016 TOPIC: Consider a Resolution awarding the bid for property/casualty insurance products and services to Box Insurance Agency for FY 2016-2017. STAFF CONTACT: Todd Wood, Dir. of HR & Administrative Services Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Planned / Responsible Development Fiscal Stewardship PYP / MYP / DP Improve Financial Stewardship Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: September 1, 2016 Completion Date: August 31, 2017 Funding Amount: $127,169 Status - Funded Source - General Fund EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) Bids have been obtained for Westlake Academy’s annual insurance renewal from three brokers, representing multiple insurance carriers. These insurance policies include property, general liability, umbrella, workers’ compensation, auto, international travel, and a student accident policy. Bids were received from several companies in each category to ensure we continue to receive quality coverage from “A” rated carriers at competitive prices. It should be noted that liability quotes are quoted as all inclusive, or as sub-policies to the GL policy. These include coverage for Directors & Officers, Employers Legal Liability, Employment Practices Liability, Employee Benefits Liability, and Educator’s Legal Liability. Although Box Insurance Agency’s package quote was $8,236 higher than the competitive bid, it offered the most comprehensive coverage and minimizes our risk exposure and potential out-of- pocket expenses in the event of a major claim. The competitive bid for property insurance valued all wind/hail losses for roofs 10 years or older at actual cash value (depreciated value) after deductible in the event of a claim. This could expose the Academy to significant out-of-pocket expenditures in the event of a catastrophic claim. Additionally, the competitive bid for the Umbrella policy excluded D&O coverage, EPLI coverage, and uninsured/underinsured motorist coverage. The umbrella policy provides $5M excess liability protection above standard liability limits. Therefore, it is not recommended to accept the lower bid at the expense of increasing Westlake Academy’s risk exposure. RECOMMENDATION Staff recommends awarding the bid for Westlake Academy’s property/casualty insurance products and services to Box Insurance Agency for FY 2016-2017. The total cost for this recommendation is $127,168.00. ATTACHMENTS Resolution, with recommended bid attached as Exhibit “A.” Exhibit “A” Recommended Bid – Box Insurance Coverage Expiring Premium Renewal Premium Commercial Property- Travelers * $ 80,284.00 $ 76,380.00 (Total Value @42,592,015) (Total value @45,240,040) General Liability – Utica ** $ 11,453.00 $ 11,665.00 Business Auto - Utica $ 3,083.00 $ 2,954.00 Crime - Utica $ 2,670.00 $ 2,670.00 Umbrella ($5,000,000) – Utica *** $ 8,659.00 $ 8,578.00 Workers Compensation - Travelers $ 20,607.00 $ 19,004.00 Student Accident Policy - QBE $ 4,282.00 $ 4,298.00 International Travel – Ace **** $ 2,000.00 $ 2,000.00 __________________________________________________________________________________ Total $133,308.00 $127,549.00 * Competitive bid offered similar coverage at a lower cost. Roofs 10 years or older are replaced on a depreciated schedule (ACV), increasing retention after deductibles are paid. Staff does not recommend this exposure due to estimated replacement costs of roofs 10 years or older. ** Competitive bid for GL coverage excluded coverage for armed security, health care providers, and counseling services. Staff recommends that this coverage is required for daily operations at Westlake Academy. *** Competitive bid for Umbrella coverage did not cover Directors and Officers Liability, Employment Practices Liability, or Uninsured/Underinsured Liability. **** Recommended bid offers extended coverages for students and teachers for an additional $2,500 (optional) Resolution WA 16-13 Page 1 of 3 WESTLAKE ACADEMY RESOLUTION NO. 16-13 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 2016-2017. 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 16-17, 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, 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. Resolution WA 16-13 Page 2 of 3 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 10TH DAY OF AUGUST 2016. ___________________________________ 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 16-13 Page 3 of 3 Exhibit “A” Recommended Bid – Box Insurance Coverage Expiring Premium Renewal Premium Commercial Property- Travelers * $ 80,284.00 $ 76,380.00 (Total Value @42,592,015) (Total value @45,240,040) General Liability – Utica ** $ 11,453.00 $ 11,665.00 Business Auto - Utica $ 3,083.00 $ 2,954.00 Crime - Utica $ 2,670.00 $ 2,670.00 Umbrella ($5,000,000) – Utica *** $ 8,659.00 $ 8,578.00 Workers Compensation - Travelers $ 20,607.00 $ 19,004.00 Student Accident Policy – QBE $ 4,282.00 $ 4,298.00 International Travel – Ace **** $ 2,000.00 $ 2,500.00 __________________________________________________________________________________ Total $133,308.00 $127,168.00 * Competitive bid offered similar coverage at a lower cost. Roofs 10 years or older are replaced on a depreciated schedule (ACV), increasing retention after deductibles are paid. Staff does not recommend this exposure due to estimated replacement costs of roofs 10 years or older. ** Competitive bid for GL coverage excluded coverage for armed security, health care providers, and counseling services. Staff recommends that this coverage is required for daily operations at Westlake Academy. *** Competitive bid for Umbrella coverage did not cover Directors and Officers Liability, Employment Practices Liability, or Uninsured/Underinsured Liability. **** Recommended bid offers extended coverages for students and teachers for an additional $500. This coverage is recommended; as is covers additional automobile and employer’s liability, increased limits for kidnap/ransom. estlake Academy Board of Trustees TYPE OF ACTION Regular Meeting - Consent Westlake Board Meeting Wednesday, August 10, 2016 TOPIC: Discussion and consideration of Grant Management Procedures manual updates STAFF CONTACT: Jennifer Furnish, Student Services Administrator Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Planned / Responsible Development Fiscal Stewardship PYP / MYP / DP Improve Financial Stewardship Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: August 10, 2016 Completion Date: August 10, 2016 Funding Amount: NA Status - N/A Source - N/A EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) Pursuant to Requirements in 2 CFR Part 200: Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards, State and Local funds as applicable, and Education Department General Administrative Regulations (EDGAR), Westlake Academy shall maintain internal controls in relation to federal grants. The district’s financial management systems, including records documenting compliance with federal statutes, regulations, and the terms and conditions of the federal award, must be sufficient to permit the preparation of reports required by general and program-specific terms and conditions. The district must establish and maintain effective internal control over the federal award that provides reasonable assurance that the district is managing the federal award in compliance with federal statutes, regulations, and the terms and conditions of the federal award. The attached document will be updated annually to reflect any necessary federal, state, or local changes. RECOMMENDATION Staff recommends approval of grant procedures manual. ATTACHMENTS Resolution Document – Grant Management Procedures 2016-2017 Resolution 16-14 Page 1 of 2 WESTLAKE ACADEMY RESOLUTION 16-14 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES ADOPTING THE GRANT MANAGEMENT PROCEDURES MANUAL TO ENSURE COMPLIANCE WITH FEDERAL LAW. WHEREAS, Westlake Academy is required to adhere to Requirements in 2 CFR Part 200: Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards, State and Local funds as applicable, and Education Department General Administrative Regulations (EDGAR),; and, WHEREAS, Westlake Academy shall maintain internal controls in relation to federal grants.; and, WHEREAS, Westlake Academy shall maintain policies governing the use of Title I, Title II, and Title III Federal Grant Funds even if Westlake Academy does not currently apply for or utilize said funds; and, WHEREAS, Westlake Academy shall maintain policies governing the use of IDEA-B Federal Grant Funds for travel, substitute time and effort, contracted services, and purchasing of goods and services even if Westlake Academy does not currently utilize IDEA-B funds in these capacities; and, WHEREAS, Westlake Academy shall update federal grant management procedures on an annual basis; 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 Board of Trustees of Westlake Academy, hereby approves the Grant Management Procedures manual for Westlake Academy attached to this resolution as Exhibit “A”. 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. Resolution 16-14 Page 2 of 2 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 10th DAY OF AUGUST, 2016. ___________________________________ Laura Wheat, President ATTEST: ________________________________ ___________________________________ Kelly Edwards, Board Secretary Thomas E. Brymer, Superintendent APPROVED AS TO FORM: ________________________________ Janet S. Bubert or L. Stanton Lowry, School Attorney WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES FISCAL YEAR 2016-2017 Pursuant to Requirements in 2 CFR Part 200: Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards, State and Local funds as applicable, and Education Department General Administrative Regulations (EDGAR) These federal grant policies and procedures are applicable to all federal grants awarded to the District, and to the extent required, state and local funds. All employees who deal with federal, state or private grants must be familiar with them and must fully comply with all requirements contained herein. WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 1 of 28 Table of Contents GRANTS AND RESTRICTED FUNDS Overview…………………………………………..….…………………………….………….…2 General Statement and Expectations………………………………………………..………3-4 Staff and Department Responsibilities…………….…………………………….…….…….5-8 FEDERAL GRANTS Federal Grant – IBEA - B Grant Application Process – IDEA-B formula grant…………………………………….......9 Budgeting Grant Funds………………………………………………………………….….….9 Responsibilities for Expenditures of Funds…………………………………………...…….10 Payroll Expenditures………………………………………………………….…………….….10 New Hires………………………………………………………………..…………….…….….10 Time and Effort Documentation……………………………………………………..….…11-13 Substitute Time and Effort Documentation……………………………………………………13 Contracted Services……………………………………………………………………..….13-14 Federal Guidelines for Travel………………………………………….…………………..14-15 Purchasing Goods and Services with Federal Funds……………………………………….15 Preparing Expenditure Reports & Drawdowns of Funds…………………………...…..16-17 Deadlines for Expenditures of Funds………………………………….………………….….17 Receipt of Grant Funds……………………………….………………………………………..18 Grant Compliance Areas……………………………………………………………..…….….18 Special Education Consolidated Grant – IDEA-B formula grant………………….……….19 IDEA-B MOE……………………………..………………………………………………….….19 Records Retention Guidelines………………………………..……………….…..………19-20 WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 2 of 28 Title I, II, and III Guidelines………………………………………………………………21-25 EXHIBITS A - Time and Effort Report & Reconciliation ………………………..……..……..……26-27 B - Time and Effort Semi-Annual Certification Form……………………………….….….28 GRANTS AND RESTRICTED FUNDS Overview Grants and restricted revenue funds are funds accepted by the Board of Trustees from private, local, state and federal sources for the purpose of financing specific educational programs which are student-oriented and are beneficial to the children. A grant is created when an application is filed with the Texas Education Agency (TEA), the U. S. Department of Education (USDE), or other funding agencies, and an agreement is made between the applicant and the agency. The agency approves the amount of the grant, the funding period and the conditions related to the approval of the funds. Approval is executed through the notification of grant award (NOGA). Funds cannot be encumbered or expended before the NOGA is received without specific approval from the Finance Department. Other restricted funds come through allocations within the state funding formula. These funds are accounted for in the General Fund but still have special restrictions as to use, similar to grant funds. The funds for the grants are obtained through state, federal, local and private agencies. State funds are authorized by statutory provisions and regulations of the TEA. Federal funds are authorized through categorical and other federal grants for public education. Funding can come directly from the federal agency or through TEA. Local funds come from sources such as private foundations, businesses, individuals and city government. All grants are to be utilized according to the terms of the approved budget, which has been approved by the grantor and the grantee. Any activities or expenditures must follow all normal financial procedures of Westlake Academy. Any planned grant activities or expenditures which deviate from the normal financial procedures of Westlake Academy must be preapproved by the Finance Director prior to the beginning of the grant. The budget is the financial plan of the grantee to carry out the program or grant. WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 3 of 28 General Statement Westlake Academy recognizes that it is responsible for complying with all requirements of the federal award. 2 C.F.R. 200.300(b) Conflict of Interest A district must disclose in writing any potential conflict of interest to the DOE or TEA in accordance with applicable DOE policy. 2 C.F.R. 200.112 Mandatory Disclosures A district must disclose, in a timely manner, in writing to the DOE or TEA all violations of federal criminal law involving fraud, bribery, or gratuity violations potentially affecting the federal award. Failure to make required disclosures can result in any of the remedies described in 2 C.F.R. 200.338 (Remedies for noncompliance), including suspension or debarment. 2 C.F.R. 200.113 General Procurement Standards The district must use its own documented procurement procedures which reflect applicable state, local, and tribal laws and regulations, provided that the procurements conform to applicable federal law and the standards identified in the Uniform Guidance. The district must maintain oversight to ensure that contractors perform in accordance with the terms, conditions, and specifications of their contracts or purchase orders. The district must maintain written standards of conduct covering conflicts of interest and governing the actions of its employees engaged in the selection, award, and administration of contracts. No employee, officer, or agent may participate in the selection, award, or administration of a contract supported by a federal award if he or she has a real or apparent conflict of interest. A conflict of interest would arise when the employee, officer, or agent, any member of his or her immediate family, his or her partner, or an organization that employs or is about to employ any of these parties, has a financial or other interest in or a tangible personal benefit from a firm considered for a contract. The officers, employees, and agents of the district must neither solicit nor accept gratuities, favors, or anything of monetary value from contractors or parties to subcontracts. However, districts may set standards for situations in which the financial interest is not substantial or the gift is an unsolicited item of nominal value. The standards of conduct must provide for disciplinary actions to be applied for violations of such standards by officers, employees, or agents of the district. 2 C.F.R. 200.318 Financial Management and Internal Controls The district’s financial management systems, including records documenting compliance with federal statutes, regulations, and the terms and conditions of the federal award, must be sufficient to permit the preparation of reports required by general and program-specific terms and conditions. The district must establish and maintain effective internal control over the federal WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 4 of 28 award that provides reasonable assurance that the district is managing the federal award in compliance with federal statutes, regulations, and the terms and conditions of the federal award. 2 C.F.R. 200.302, .303 Remedies for Noncompliance If a district fails to comply with federal statutes, regulations, or the terms and conditions of a federal award, the DOE or TEA may impose additional conditions, as described in 2 C.F.R. 200.207 (Specific conditions). If the DOE or TEA determines that noncompliance cannot be remedied by imposing additional conditions, the DOE or TEA may take one or more of the following actions, as appropriate in the circumstances: 1. Temporarily withhold cash payments pending correction of the deficiency by the district or more severe enforcement action by the DOE or TEA. 2. Disallow (that is, deny both use of funds and any applicable matching credit for) all or part of the cost of the activity or action not in compliance. 3. Wholly or partly suspend or terminate the federal award. 4. Initiate suspension or debarment proceedings as authorized under 2 C.F.R. Part 180 and DOE regulations (or in the case of TEA, recommend such a proceeding be initiated by the DOE). 5. Withhold further federal awards for the project or program. 6. Take other remedies that may be legally available. 2 C.F.R. 200.338 WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 5 of 28 Staff and Department Responsibilities Name Title Email Phone Mr. Tom Brymer Superintendent tbrymer@westlake-tx.org 817-490-5720 Dr. Mechelle Bryson Executive Principal/Director mbryson@westlakeacademy.org 817-490-5761 Ms. Debbie Piper CFO dpiper@westlake-tx.org 817-490-5712 Jennifer Furnish Student Service Administrator jfurnish@westlakeacademy.org 817-490-5762 Ms. Shannon Ward Coordinator of Intervention Services sward@westlakeacademy.org 817-490-5775 Mr. Todd Wood Director Human Resources twood@westlake-tx.org 817-490-5711 Dr. Mechelle Bryson Coordinator of Professional Learning /Title II mbryson@westlakeacademy.org 817-490-5761 Mr. Alan Burt Coordinator of CTE aburt@westakeacademy.org 817-490-5815 Ms. Marlene Rutledge Purchasing Coordinator mrutledge@westlake-tx.org 817-490-5737 WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 6 of 28 Superintendent • Approves all grant applications. • Directs responsibility for grant management to a specific administrator. Executive Principal and Director of Education Responsible for the management of grants and state restricted funds assigned by the Superintendent to the curriculum departments, campus and Special Education. • Responsible for all compliance matters related to the grants supervised. • Responsible for approval of budgets and other application information in grants submitted. • Reports deficiencies and compliance matters to the Superintendent. • Ensuring comprehensive Federal Programs meets the needs of the district • Communicating with Student Service Administrator clear expectation for LEA Student Service Administrator Reports directly to the Executive Principal/Director of the Academy and is responsible to Administration of the following: • Submitting all state and federal grant applications for the Academy • Monitoring finance and compliance of all state and federal grants • Reporting unusual or irregular activities related to grants to the Executive Principal/Director • Maintaining current knowledge federal, state and district policies related to Special Education grants • Maintaining current knowledge of federal, state and LEA policies related to Bi-lingual and ESL grants • Monitoring finance and compliance of all Bilingual grants • Maintaining current knowledge of federal, state and LEA policies related to grants • Communicating with principals the guidelines of federal grants • Retaining all records for audit purposes and records retention schedule • Training on budgeting, budget amendments, coding, time and effort, purchasing, and employee reimbursements. • Approving all federal grant purchases to ensure compliance with grant requirements • Updating Federal Programs board policies • Reviewing CIP and DIP for Compliance • Attending training to improve expertise • Conducting mid-year internal audits of Title I campus • Requiring campus administrators to maintain a Compliance Notebook, designing Compliance Notebooks, distributing Compliance Notebooks and collecting these notebooks at the end of each school year. • Requiring and Collecting Principal Attestation Forms • Maintaining leadership succession for federal programs WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 7 of 28 • Maintaining current knowledge federal, state and district policies related to Special Education grants • Monitoring finance and compliance of all Bilingual grants Finance Director Responsible for the financial management of all grants and state restricted funds at Westlake Academy. • Responsible for the design and execution of an efficient budget process to allocate resources effectively and in compliance with state and federal laws. • Responsible for compliance with all financial requirements, including planning, staffing and payroll, documentation, and allowability of costs. • Provides support to Administrative Coordinator, Special Education and other departments for the preparation and submission of grant applications. • Maintains documentation to support compliance with maintenance of effort, comparability, excess costs, and other financial requirements. • Responsible for the timely and accurate submission of all reports and any other expenditure or other financial reports. • Reports deficiencies and compliance matters to the Superintendent. Human Resources Director • Assists the Executive Principal and Director of Education with the design and implementation of staffing plans that ensure that grant-funded staffing is supplemental and is allowable under grant requirements • Ensuring that all grant-funded staff meet the Highly Qualified Staff federal guidelines, in addition to all other applicable state and federal requirements, as applicable • Ensuring that all grant-funded staff has a job description with the grant-related duties and funding, and job description are signed by employees on an annual basis • Maintaining audit-ready HR employee files for financial audit as appropriate • Developing and maintaining all salary schedules to ensure consistency between local and non-local pay rates (Includes base salaries, stipends and extra-duty rates of pay) • Assisting the Administrative Coordinator with determining the position title, Role ID and other salary information for use in completing the grant application • Retaining all personnel records for the required length of time (5 years) for audit purposes Coordinator of Special Education Services Reports directly to the Executive Director and is responsible for the following: • Assist in the Submission of all Special Education state and federal Special Education (IDEA) grant applications • Comply with all finance expectation of all Special Education state and federal grants WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 8 of 28 • Reporting unusual or irregular activities related to grants to the Assistant Superintendent of Curriculum and Instruction • Maintaining current knowledge federal, state and district policies related to Special Education grants • Attending training to improve expertise CTE Coordinator Related to Federal Programs, reports directly to the Director of Federal Programs and is responsible for the following: • Submitting Title 1, Part C Carl D. Perkins Grant application • Monitoring finance and compliance of all CTE Regulations for grant • Maintain compliance documentation • Reporting unusual or irregular activities related to grants to the Director of Federal Programs and Assistant Superintendent of Curriculum and Instruction • Maintaining current knowledge of federal, state and district policies related to CTE grants • Providing central staff and campus training for CTE grants, as appropriate • Attending training to improve expertise Coordinator of Professional Learning (We do not apply for Title II Grants. If we did, we would follow the guidelines below.) Related to Federal Programs, reports directly to the Director of Federal Programs and is responsible for the following: • Monitoring finance and compliance of all Title II, Part A regulations for grant • Maintain compliance documentation • Reporting unusual or irregular activities related to grants to the Director of Federal Programs and Assistant Superintendent of Curriculum and Instruction • Maintaining current knowledge of federal, state and district policies related to Title II, Part A grant • Providing central staff and campus training for Title II, Park A grant, as appropriate • Attending training to improve expertise Bilingual/ESL Consultant from ESC 11 Supports the Executive Principal and Director of Education in the oversight of bilingual/ESL programs, including those funded with Title III, and state BL/ESL funds. • Assists administrators and campus principals with the design of BL/ESL programs that meet the requirements of the Texas Education Code (TEC). • Reviews campus budgets and expenditures funded under Program Intent Code (PIC) 25 and under Title III for compliance with federal grant requirements and the TEC o Reports deficiencies and compliance matters to the Executive Principal and Director of Education. WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 9 of 28 FEDERAL GRANTS – IDEA - B Grant Application Process – IDEA-B Formula Grant Formula grants are also known as entitlement grants. Grantees are not required to compete for formula funds, although grantees are required to complete grant applications and comply with other grant requirements in order to ensure that grant funds are expended in accordance with the defined purpose and goals of the grant program. Almost all formula grants are eGrants. Grantees are local educational agencies (LEAs), with grant awards determined by a mathematical formula defined in statute (either federal or state) that takes into account the LEA’s population intended to be served. The Administrative Coordinator shall complete the grant application when the allotted amount has been disclosed from Texas Education Agency and process through e-Grants. An application or amendment must be approved by TEA before the initiation of any activities affected by that application or amendment. No federal grant funds shall be budgeted, encumbered, or spent until either of the following has occurred: • grant has been approved by the granting agency and a Notice of Grant Award (NOGA) has been issued to the charter; or • the entitlement grant has been received by the granting agency and the grant application has been submitted to TEA Budgeting Grant Funds The finance department shall budget grant funds in the appropriate fund codes as authorized by Financial Accountability System Resource Guide (FAR), or the granting agency, as appropriate. In addition, the object expenditure codes noted on the grant application shall be consistent with the budgeted account codes. For example, if the grant application included $2,000 for “6219 Professional Services”, the budget shall include an appropriation for Professional Services in object code 6219. However, if the intent was to expend funds to pay a Math Consultant, the grant application may need to be amended to move the “6219 Professional Services” funds to the correct object code “6299 Other Professional Services”. All expenditures shall be made from the correct FASRG object code. Budget amendments, if any, shall be approved by the Administrative Coordinator and Finance Director to ensure that the reclassification of funds is allowable under the grant management guidelines related to budget amendments. Some grants allow (1) a transfer of funds, up to 25% of the grant award, but only within the same object class and if the new object code does not require specific approval from the granting agency (2) an increase or decrease of over 20% in the number WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 10 of 28 or type of grant-funded positions (3) the classification of an amount to a line-item not previously budgeted, or (4) an increase or decrease in budgeted capital outlay. Responsibilities For Expenditures Of Funds Expenditures of grant funds shall be through the purchasing, finance or payroll department processes in place for non-grant funds, but shall have additional requirements as noted below to ensure full compliance with federal costs principles. The Administrative Coordinator shall be responsible for the programmatic and evaluation compliance and the Finance Director shall be responsible for the financial compliance. A final review of expenditures should be made prior to the end of the grant period to allow correction of unallowable expenditures. Payroll Expenditures All payroll expenditures shall be in accordance with federal cost principles. First and foremost, the payroll expenditures must be authorized on the grant application and the duties assigned must be directly related to grant activities. (Westlake Academy shall ensure that the Role ID and object codes reflected on the grant application (Payroll Summary) are consistent with the HR, payroll, finance and PEIMS records). TRS, Medicare, health insurance, longevity pay, critical needs stipends, and incentive pay will be deducted from grant budgets if payment of fringe benefits is permitted by grant guidelines as a part of payroll expenses. Federally funded grants normally allow for payment of all fringe benefits listed above. New Hires New staff hired for work in positions that are wholly or partially funded with federal grant funds, shall be hired when a position and funding are both available. Upon separation of an employee, the department of the position shall initiate a request to replace the position. The Executive Principal and Director of Education shall review the request to ensure that the position is still authorized and necessary. Changes to the job description, if any, shall be made at this time. The Finance Department shall review the request to ensure that adequate funds exist in the appropriate account code(s). If funds do not exist, the Finance Director shall notify the Executive Principal and Director of Education to determine if funds will be re-appropriated to the account code(s). After approval from the Executive Principal and Director of Education and Finance department, the Human Resources department shall advertise the position. WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 11 of 28 The screening and selection process shall include a review of the recommended applicant to ensure that he/she meets the highly qualified requirements under the No Child Left Behind Act (NCLB), as appropriate, or any other grant-specific credentials. Upon employment, the new hire shall receive and sign a copy of his/her respective job description to include the grant funding source. NOTE: If the position is funded with a short-term grant fund, the employee shall be notified in writing when the grant funding will lapse, especially if their position will lapse at the end of the grant. The job description and assignment shall be supported by documentation such as grade book, master schedule, etc. Time and Effort Documentation All staff funded wholly or partially with federal grant funds shall comply with federal guidelines related to time and effort. The grant funded staff, their immediate supervisors, the administrative coordinator, human resources, and finance departments shall be aware of the federal guidelines related to time and effort documentation. On a least an annual basis, all impacted staff shall be trained by the administrative coordinator. All charges to payroll for grant-funded personnel must be based on one of the following: Certification or time and effort records. • Certification for employees who are 100% funded from the grant: Employees who work under a single grant program or who work under a single cost objective are not required to maintain time and effort records. However, each employee must certify in writing, at least semi-annually, that he/she worked solely on that program or cost objective for the period covered by the certification. The Periodic Certification Form must be signed by the employee and by the supervisor having first-hand knowledge of the work performed. Charges to the grant must be supported by these semi-annual certifications. The timeline for semi-annual certifications shall be once per academic semester to coincide with teaching assignment each semester. o The immediate supervisor shall submit all signed semi-annual certifications to the Administrative Coordinator as noted below:  1st certification – due 1 week after the end of the 1st semester  2nd certification – due 1 week after the end of the 2nd semester o The Administrative Coordinator review shall consist of the following:  Review of the certification forms to ensure that every staff member and supervisor has certified that their schedule is 100% grant related  A test sampling of staff assignments, i.e. master schedule, duty schedule, etc. to verify the schedule is 100% grant related WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 12 of 28 o The Administrative Coordinator shall file the certifications for audit purposes. Any certifications that reflect a percentage other than 100% shall be forwarded to the ESC11 for adjustment of the grant payroll expenditures for the certification period. NOTE: Steps should also be taken to ensure that the staff member’s work schedule is adjusted to 100% grant related, or is changed from the semi-annual certification method to time and effort reporting. o The ESC11 personnel shall prepare a journal ledger entry to correct the account distribution code(s) as appropriate and post the entry to the finance general ledger. • Time and Effort Records for employees who are partially funded from the grant: Employees who work under multiple grant programs or who work under multiple cost objectives (i.e., whose salaries are prorated between or among different funding sources) must prepare time and effort reports to coincide with pay periods. Such reports must reflect an after-the-fact distribution of 100% of the actual time spent on each activity and must be signed by the employee and their immediate supervisor. Charges to payroll records must be adjusted based on this documentation to coincide with preparation and submittal of the expenditure report. This requirement applies to all projects, regardless of funding source, unless otherwise specified. For federally funded projects, time and effort records must be in accordance with the requirements in the applicable OMB cost principles. Grant funded staff under this category shall complete a time and effort report to include the date, grant source, percentage worked in the grant source per day and the summary for the pay cycle. Reports are due 5 days after the semi-monthly payroll cycle. The staff member and his/her immediate supervisor shall sign the time and effort report. o The immediate supervisor shall submit all signed time and effort reports to the Administrative Coordinator. The Administrative Coordinator review shall consist of the following:  A review of the time and effort reports to compare the summary percentage of grant-related work per funding source to the budgeted percentage utilized to on the payroll charges  A test sampling of staff assignments, i.e. master schedule, duty schedule, etc. to verify the percentage of grant-related work per funding source o The Administrative Coordinator shall file the reports for audit purposes if the time and effort reports reflect the same percentages. If the report reflects a different WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 13 of 28 percentage, the report shall be reconciled to reflect the correct payroll charges by grant funding source and forward the reconciliation to the ESC11 personnel for adjustment of the payroll charges on the general ledger. o The ESC11 personnel shall prepare a journal entry to reclassify the expenditures as noted on the reconciliation of the time and effort report(s). NOTE: If the quarterly comparison between budgeted and actual costs shows a difference of less than 10%, adjustments to the general ledger may be posted on an annual basis. Otherwise, if the difference is greater than 10%, the adjustments to the general ledger shall be made at the time of the reconciliation.  Substitute System of Time and Effort Reporting: o If Westlake were to use an approved "substitute system" for time and effort, the following guidelines would be followed:  Westlake Academy would submit a management certification form to TEA before any employee began participating in the substitute system. A new management certification form would be submitted for each school year based on the schedule published by TEA: • Submit by Sept. 15, 2016, to use the system in the fall, spring, and summer semesters. • Submit by Dec. 15, 2016, to use the system in the spring and summer semesters. • Submit by May 15, 2017, to use the system in the summer semester.  Employees must meet eligibility requirements and must complete and submit an employee schedule and certification. Procedures for Disbursing Funds for Contracted Services Westlake Academy will adhere to the following guidelines when using federal grant funds for contracted services: A letter of intent to contract with a third party may be signed prior to the issuance of a NOGA. The letter of intent should contain a provision that the future contract is contingent upon receipt of the specific NOGA. Westlake Academy will execute the contract after the NOGA is issued.   When negotiating to sign a contract before the receipt of the NOGA, the contract should contain the following provisions: • The contract is only effective upon receipt by the subgrantee of the NOGA from the awarding agency.   • The contract period is aligned to the grant period of availability as stated on the NOGA from the awarding agency (period of availability).   • All services will be completed during the effective dates of the contract.   • All services will be invoiced monthly after services are received (rather than paid lump sum at the beginning of the period of availability before services are rendered) and paid upon WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 14 of 28 verification of receipt of services.   • The regulations for procurement in 2 CFR §§200.318-323 are followed in issuing the contract.   • All professional services provided under the contract will follow the provisions of 2 CFR 200.459 Professional service costs.   • The contract identifies the funding sources that will be charged for the services provided, including the specific amount and/or percentage of the total contract amount to be charged to each funding source.   • The contract identifies and lists only reasonable, necessary, and allocable services to be provided during the period of availability of the funding sources listed in the contract.   • The administrative costs charged to the grant in the contract must comply with any limitations for administrative costs for funding sources (if applicable).   • The contract specifies that the invoice provided by the contractor will include the list of services provided, dates of services, and location(s) where services were provided during the billing period.   Procedures for Disbursing Funds for Travel Mileage, lodging, and meal reimbursement rates published by the Texas Comptroller of Public Accounts apply to all grants funded by TEA for individuals on travel status. Westlake Academy will adhere to all policies maintained by the Texas Comptroller of Public Accounts. • Mileage: Travelers are required to calculate mileage by one of the following two methods: o Odometer reading (point-to-point method) o Electronic mapping source (such as that on www.Mapquest.com or any other online mapping service). If this method is chosen, the traveler must print out the driving directions provided by the site and attach them to the travel voucher. To assist employees in documenting their travel, will develop mileage charts listing the distance between various duty points within the district. • Meals and Lodging: The following maximum meal and lodging reimbursement rates apply to in-state and out-of-state travel. o If local policy restricts travel, per diem, and other travel expenses to a rate less than state law, the applicant must budget and request reimbursement from the grant at the lesser rate. o If local policy exceeds the maximum recovery rate specified in the Appropriations Bill, then the difference must be paid from state or local funds and not from grant funds. o Travel allowances, in which the per diem is paid to the employee regardless of the amount actually expended, are not allowable. Travel allowances for in-state and out-of-state travel, in which the traveler receives a flat per diem for lodging and/or WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 15 of 28 meals, regardless of the actual amount expended, are not allowable in Texas. Grantees must adhere to the guidelines stated above in lieu of a travel allowance. o Travel costs must be properly documented to be reimbursable. The employee must document travel costs with a travel voucher or other comparable documentation. Auditable documentation must include the following at a minimum:  Name of the individual claiming travel reimbursement  Destination and purpose of the trip, including how it was necessary to accomplish the objectives of the grant project  Dates of travel  Actual mileage (not to exceed reimbursement at the maximum allowable rate)  Actual amount expended on lodging per day, with a receipt attached (may not exceed  the maximum allowable)  Actual amount expended on meals per day (may not exceed the maximum allowable; tips and gratuities are not reimbursable)  Actual amount expended on public transportation, such as taxis and shuttles  Actual amount expended on a rental car, with a receipt attached and justification for why a rental car was necessary and how it was more cost effective than alternate transportation; receipts for any gasoline purchased for the rental car must be attached (mileage is not reimbursed for a rental car—only the cost of gasoline is reimbursed)  Actual amount expended on incidentals, such as hotel taxes, copying of materials, and other costs associated with the travel  Total amount reimbursed to the employee Travel costs that are not supported by proper documentation as described above are not allowable to be charged to TEA grants and are subject to disallowance by state and federal auditors and monitors. Purchasing Goods or Services with Federal Funds In accordance with 2 CFR Part 200, Subpart E, Cost Principles, all purchases made with federal funds, regardless of the method of purchase, must be determined to be: o reasonable in cost (comparable to current fair market value) o necessary to carry out the objectives of the federal program o allowable under the federal cost principles and the terms and conditions of the award o allocable (chargeable or assignable) to the grant program based on the relative benefits o received WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 16 of 28 Prior to each purchase and for each proposed purchase, on each purchase order, purchase requisition, contract, invoice, receipt, travel voucher, or other documentation for obligations, encumbrances, or expenditures, the District documents that these criteria are met in the following manner regardless of the purchase method used: o The Business Office verifies the proposed purchase is reasonable in cost (i.e., comparable to current fair market value). o The Student Services Administrator in coordination with the Executive Director verifies that the proposed purchase is necessary to accomplish the objectives of the grant program and that the expenditure is vital or required for the grant program to be successful. Five Methods for Procuring with Federal Funds 2 CFR § 200.320 provides for five methods that must be used when making purchases with federal funds. In some cases, these federal methods are less restrictive than state requirements; in other cases, the state requirements are more restrictive than these federal methods. Additionally, if local requirements are more restrictive than either state or federal, then local requirements must be followed. In all cases, the more restrictive requirements or methods must be followed when making purchases with federal funds. The type of purchase method and procedures required depends on the cost (and type, in some cases) of the item(s) or services being purchased. o Micro-purchase o Small purchase procedures o Sealed bids o Competitive proposals o Noncompetitive proposals (sole source) Preparing Expenditure Reports & Drawdowns of Funds Westlake Academy shall periodically, or as allowed or required by the grant guidelines, draw- down grant funds that have been spent in accordance with the grant guidelines. Administrative requirements for grants stipulate that grantees must request cash as close as possible to the time of making disbursements. Grantees should not have more cash on hand than is necessary to meet three days’ cash needs. Therefore, grantees should request only that amount that will be paid out within three business days once the payment is received from TEA. At no time shall Westlake Academy draw-down any “advanced” cash payments, unless specifically allowed by the granting agency. The draw-down of grant funds from the granting agency shall be initiated by the Finance Director. A detailed summary general ledger of the grant should be generated to determine if Westlake Academy is entitled to draw-down funds, i.e. if the granting agency owes Westlake Academy any funds. If Westlake Academy has funds available for draw-down, a detailed general ledger should WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 17 of 28 be generated to be used as documentation for the amount requested. Upon receipt of the funds, the ESC11 shall prepare the journal ledger entry and post to the general ledger. If manual approval of an electronic draw-down is required by the granting agency, the finance department shall comply with the manual requirements. For example, TEA at times requests supportive information related to a drawn down such as a detailed general ledger, narrative justification, or summary of expenditures by object code. Upon a request from the TEA, the Finance Director, shall respond to the request within the allotted time to avoid designation as a “high risk” grantee. The Finance Director shall be responsible to ensure that the requested draw down amount does not exceed a grant-specific draw down amount, or percentage. The final draw-down of grant funds from the granting agency shall be made within the allowable timeframe and shall be reviewed and approved in the same manner as a periodic draw-down. If a final draw down deadline is missed, the Finance Director shall contact the granting agency to determine if a process exists to request a filing deadline extension. [NOTE: TEA has developed procedures to request an extension for filing expenditure reports. The request form must be completed, signed by the Superintendent and filed with TEA within 30 days of the final expenditure report deadline.] Deadlines for Expenditures of Funds All obligations of grant funds must occur between the beginning date and ending date of the grant, as stated on the NOGA. Grant funds may not be obligated before the starting date of the grant. An obligation occurs depending upon the expenditure, as follows for IDEA-B: • Services by an employee: when the services are performed by the employee. All services must be rendered between the beginning and ending dates of the grant. Funds granted through a project must be used for those purposes described in the Program Purpose, Goals, and Description of the application. Applicants may elect to use additional resources and other sources of financial support to help maximize the effectiveness of the project goals and objectives. The applicant must commence and perform project activities according to the time lines described in the application. Failure to do so may result in reduction and reallocation of funds. Project funding is based on appropriation by the authorized governmental body and on general budget approval by the commissioner of education, the state Legislature, or U. S. Congress, as applicable. WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 18 of 28 Receipt Of Grant Funds The ESC11 shall record all grant funds upon receipt from the granting agency. The receipt of grant funds shall be posted to the general ledger to the appropriate revenue account code. In the event the grant funds received do not match the requested amount, the Finance Director shall contact the granting agency to determine the discrepancy. If the granting agency has reduced and/or increased the grant funds paid, a general ledger adjustment shall be forwarded to ESC11 to be posted to the appropriate revenue account. Payments through expenditure reporting should be deposited into a Westlake Academy depository bank by the State Comptroller’s office within six to seven business days of the request (provided the request does not exceed the established threshold and there are no other complications with the automated system). Westlake Academy shall ensure that any interest earned from excess cash is returned to the granting agency in accordance with grant requirements. Grant Compliance Areas Westlake Academy shall ensure that it is in compliance with all provisions and assurances of all grant programs. In addition, Westlake Academy shall comply with grant requirements such as supplement not supplant (when applicable), comparability, indirect cost, and maintenance of effort spending levels. • Westlake Academy does not request indirect costs. • Westlake Academy shall comply with Individuals with Disabilities Act (IDEA) maintenance of effort requirements. • Monitoring of grant expenditures are properly documented and meet all allowable costs • Monitor grant performance such as internal controls, audit findings, over/under expenditures, etc. • Implement strategies to deter, mitigate and eliminate waste, fraud and abuse in the expenditure of grant funds. Special Education Consolidated Grant (IDEA-B Formula Grant) The purpose of this grant is to provide special education and related services to children with disabilities ages three through twenty-one under the Individuals with Disabilities Act (IDEA). The funds for this grant are based on a child count and projected population and poverty allocation from the United States Department of Education (USDE) as provided by TEA and the PEIMS data submitted. Part B of the IDEA authorizes expenditures to help LEAS’s ensure that children with disabilities, have access to a free, appropriate public education to meet each child’s unique needs and prepare him or her for further education, employment, and independent living. WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 19 of 28 IDEA-B MOE An LEA that accepts IDEA-B funds is required under IDEA-B to expend, for services to students with disabilities, at least an amount equal to 100% of the state and/or local funds it expended on students with disabilities during the previous year. Federal law provides four methods of demonstrating compliance (or “maintaining effort”), as described in the Methods of Determining Compliance section. TEA IDEA-B MOE Guidance Handbook, 201 Administrative Coordinator shall compute the MOE using the TEA IDEA-B LEA MOE Calculation Tool during the budget adopted process and at the end of the fiscal year. Non-compliance with IDEA-B MOE will result in a reduction of IDEA-B funds in the exact proportion by which Westlake Academy fails to meet the MOE requirement; therefore, the finance department shall plan for the reduction of grant funds at the local level. If the IDEA-B MOE falls below the required level, the finance department and Administrative Coordinator shall collaborate to develop a plan to bring the charter into compliance with the MOE requirements. As part of the IDEA-B grant application process, the Administrative Coordinator will need to know the prior year Special Education expenditures and the next fiscal year budgeted Special Education expenditures. The finance department shall provide these amounts to the Administrative Coordinator to ensure that the most accurate amounts are reflected in the grant application. Changes to these amounts, as they are known, by the finance department, shall be submitted to the Administrative Coordinator, as appropriate. Records Retention Guidelines All financial records for the current fiscal year shall be retained for audit purposes in accordance with the district Local Records Retention Schedule. Destruction of records, at the expiration of the records, shall also be in accordance with the district’s Local Records Retention Schedule. Note: The Destruction Schedule [list of all records destroyed] is a permanent document. Unless a record that has been destroyed is specifically listed on a Destruction Schedule, it is presumed to still exist. The Town of Westlake is the charter holder of Westlake Academy; therefore, reference is made to records retention in the Town’s Code of Ordinance - Records Management The Records Custodian for the financial records of Westlake Academy is the Town of Westlake’s Town Secretary. All questions related to the retention, destruction, and/or addition of new record series shall be directed to the Town Secretary. All records are now being electronically filed in Laserfiche. Westlake Academy must maintain its records and accounts in a manner which shall assure a full accounting for all funds received and expended in connection with the grant project. These records and accounts must be retained and made available for programmatic or financial audit by the grantor agency and by others authorized by law or regulation to make such an audit for a WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 20 of 28 period of not less than five years from the date of completion of the contract project or the date of the receipt by the grantor agency of the grantee's final claim for payment or final expenditure report in connection with this grant, whichever is later. If an audit has been announced, the records shall be retained until such audit has been completed. The most common risk in records retention requirements is key management personnel changes. All campus and central departments must meet records retention requirements and ensure that these records are accessible. In addition, these records must be accessible to the appropriate campus or department support personnel. The finance department is responsible for the retention of records for prior years. The transition process must include the transfer of grant records for prior years. Grant records must include, but are not limited to, the following: • A copy of the approved grant application. • Copies of all approved amendments. • Time and Effort Documentation for employees assigned to grant activities and paid, in part or in full, by grant funds. • Copies of all purchase orders. • Receipts for all purchases. • Agenda and minutes for all meetings regarding the implementation of the grant. • Sign-in sheets and agenda for all grant related training sessions for teachers and/or parents. • Sign-in sheets and agenda for all grant related student activities. • Copies of all program evaluations and audits. WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 21 of 28 FEDERAL GRANTS – Title I, II, and III NOTE: We do not apply for Title I, II, and III Grants. If we did, we would follow the guidelines outlined below. Title I Grants NOTE: Westlake Academy does not apply for Title I Grants. If we did, we would follow the guidelines below. Title I is grounded in the philosophy that every student can experience academic success when instruction is customized to meet the individual needs of the whole child. Academic, mental and emotional well-being create a strong triad of reciprocity. The goals of our Title I programs would be: 1. To assist each student in acquiring master beyond basic reading and math skills. 2. To assist each student in the development of a strong work ethic. 3. To assist each student in the development of a positive self-image. 4. To increase parent involvement in the educational process. Our campus would meet these goals through a multi-faceted approach to the diverse needs of our individual students. School-wide Components: • Comprehensive needs assessment • Reform strategies • Instruction by highly-qualified staff • Professional development activities • Strategies to increase parental involvement • Transition plans (preschool, grade to grade) • Include teachers in assessment decisions • Describe strategies used for low-achieving students • Coordinate and integrate federal, state and local programs and services • Strategies to attract highly-qualified teachers to high need schools Programme Expectations: • Parent compact must be developed. • Parent involvement must be fostered, maintained and documented. • Rewards and incentives cannot be purchased with Title funds. • All decision making must be focused on students from the most at-risk to the least at-risk. • School wide program approach allows campuses to reach any student needing services (no rank order, more fluid groupings). • Must meet intent and purpose of programs implemented. • Written plan must contain all 10 components and campuses must implement them. WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 22 of 28 • Successful school-wide model requires the commitment from entire building and year planning process. • Building Parent Involvement Plan (NCLB Section 1118): • Parents, including Title I parents, must be involved in designing and annually evaluating parent involvement policy and compacts. • Plan must address barriers to effective parent involvement and strategies • Title I can pay for child care, transportation, and light refreshment for parent meetings. • Need to address the training of parents about academic achievement • Coordination with other programs that have parent involvement requirements. Professional Development: • Staff development must be tied to most at-risk population • All staff development initiative must include a campus wide or Title I school wide training and implementation plan. Title II Part A – Teacher and Principal Quality Allowable Costs NOTE: Westlake Academy does not apply for Title II Grants. If we did, we would follow the guidelines below. For what activities may an LEA use Title II, Part A Funds? Consistent with local planning requirements and its needs assessment, the Title II, Part A program offers an LEA the flexibility to design and implement a wide variety of activities that can promote a teaching staff that is highly qualified and able to help all students – regardless of individual learning needs – achieve challenging State content and academic achievement standards. Funds can also be used to provide school principals with the knowledge and skills necessary to lead their schools’ efforts in increasing student academic achievement. For example, the statute specifically authorizes the following types of activities: 1. Developing and implementing mechanisms to assist schools to effectively recruit and retain highly qualified teachers, principals, and specialists in core academic areas (and other pupil services personnel in special circumstances, as noted in question E-6 of the guidance manual. 2. Developing and implementing strategies and activities to recruit, hire, and retain highly qualified teachers and principals. These strategies may include (a) providing monetary incentives such as scholarships, signing bonuses, or differential pay for teachers in academic subjects or schools in which the LEA has shortages; (b) reducing class size; (c) recruiting qualified paraprofessionals and teachers from populations underrepresented in the teaching profession, and providing those paraprofessionals with alternate routes to obtaining teacher certification. 3. Providing professional development activities that improve the knowledge of teachers and principals and, in appropriate cases, paraprofessionals, in: • Content knowledge. Providing training in one or more of the core academic subjects that the teachers teach. Core academic subjects are identified as: WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 23 of 28 Mathematics English/Language Arts Science Music (general, choral, instrumental) History Visual Arts Geography Dance Civics/Government Theatre Economics Elementary Curriculum & Instruction Foreign (World) Languages Reading • Classroom practices. Providing training to improve teaching practices and student academic achievement through (a) effective instructional strategies, methods, and skills, and (b) the use of challenging State academic content standards and student academic achievement standards in preparing students for the State assessments. 4. Providing professional development activities that improve the knowledge of teachers and principals and, in appropriate cases, paraprofessionals, regarding effective instructional practices that: • Involve collaborative groups of teachers and administrators; • Address the needs of students with different learning styles, particularly students with disabilities, students with special needs (including students who are gifted and talented), and students with limited English proficiency; • Provide training in improving student behavior in the classroom and identifying early and appropriate interventions to help students with special needs. • Provide training to enable teachers and principals to involve parents in their children’s education, especially parents of limited English proficient and immigrant children; and • Provide training on how to use data and assessments to improve classroom practice and student learning. 5. Developing and implementing initiatives to promote retention of highly qualified teachers and principals, particularly in schools with a high percentage of low-achieving students, including programs that provide teacher mentoring from exemplary teachers and administrators, induction, and support for new teachers and principals during their first three years; and financial incentives to retain teachers and principals with a record of helping students to achieve academic success. 6. Carrying out programs and activities that are designed to improve the quality of the teaching force, such as innovative professional development programs that focus on technology literacy, tenure reform, testing teachers in academic subject in which teachers teach, and merit pay programs. 7. Carrying out professional development programs that are designed to improve the quality of principals and superintendents, including the development and support of academies to help them become outstanding managers and educational leaders. 8. Hiring highly qualified teachers, including teachers who become highly qualified through State and local alternate routes to certification, and special education teachers, in order to reduce class size, particularly in the early grades. WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 24 of 28 9. Carrying out teacher advancement initiatives that promote professional growth and emphasize multiple career paths (such as paths to becoming a mentor teacher, career teacher, or exemplary teacher) and pay differentiation. School-Wide Components and Expectations if Westlake Academy were to Accept Title I, II, and/or III Grant Funding STATEMENT OF PURPOSE Westlake Academy is dedicated to providing a quality education for every learner in our district through a school environment that encourages high learner academic achievement. To accomplish this objective, the district will develop and maintain partnerships with parents/caregivers, patrons, and community members. Our children benefit when school, home and community work together to promote high achievement. PARENT INVOLVEMENT IN POLICY DEVELOPMENT Annually parents and school staff will work to revise and improve the District and Campus Parent Involvement Policies. Westlake Academy will work to publicize and actively recruit the participation of a diverse parent population. ANNUAL DISTRICT TITLE I MEETING Westlake Academy would use Title I funds to provide school wide services for learners. Westlake Academy would hold at least one meeting annually to review Title I, Part A parent involvement guidelines and services offered through the district. Copies of the District Parent Involvement Policy and a School Compact will be distributed and discussed at the meeting. Parents/caregivers will be encouraged to become involved in revising and updating the policy as necessary and parent volunteers will be recruited for various district committee appointments. SCHOOL COMPACTS In accordance with Title I regulations, each Title I school and parent representatives will evaluate annually and revise if needed, their School Compact. This compact will identify ways the school, parents/caregivers and learners can share the responsibility for learner performance and success. A copy of the School Compact detailing these responsibilities will be made available on each Title I campus website and upon request. Parent/Learner signatures will not be required; however, parents are encouraged to discuss the contents of the compact with their child. Opportunities will be provided to assist parents in understanding the State’s academic content standards and learner achievement standards, local academic assessments and how to monitor a child’s progress and work with teachers to improve the achievement of their children. WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 25 of 28 PARENT INVOLVEMENT OPPORTUNITIES Title I schools will support many varied ways of parental involvement as it strives to develop and maintain an optimum learning environment for all learners. Parental involvement means the participation of parents in school activities, including ensuring: • That parents plan an integral role in assisting their child’s learning; • That parents are encouraged to be actively involved in their child’s education at school; • That parents are full partners in their child’s education and are included, as appropriate, in decision making and on advisory committees to assist in the education of their child; To ensure opportunities for all to participate, parent meetings, including parent conferences, will be held at different time during the day. STAFF/PARENT COMMUNICATIONS Newsletters, conferences, personal contacts and written notices will be utilized in English and Spanish to establish and maintain an open line of communication. In addition, the Westlake Academy website and other internet and electronic sources will be kept up-to-date in an effort to inform families. The school will provide parents of participating children with a description and explanation of the curriculum in use at the school, the forms of academic assessment used to measure learner progress and the proficiency levels learners are expected to meet. EVALUATION Parents and school staff will be given the opportunity to review the effectiveness of the district and campus parent involvement policies and programs based on a needs assessment and offer suggestions for improvement. FUNDING Should Westlake Academy apply for and receive Title I, Part A funds, a minimum of one percent of the Title I, Part A funds will be set aside for purposes of parental involvement activities in accordance with federal law. The expenditures must be in accordance with the guidelines of allowable use of funds. WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 26 of 28 EXHIBIT A WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 27 of 28 WESTLAKE ACADEMY GRANT MANAGEMENT PROCEDURES Res WA 1-14 Page 28 of 28 EXHIBIT B WESTLAKE AC ADEMY PERIODIC CERTIFICATION FORM (Six month Certification) PART 1: To be completed by the Employee I understand that my position is supported entirely by funds from the _____________________. I certify that 100 percent of my job duties were related to activities in compliance with this program during the period from _________________________ to ______________________. I certify that the information recorded on this form is true and correct to the best of my knowledge. Employee Name (Print) Employee Title/Position* Employee Signature Date *A signed Job Description is on file. PART 2: To be completed by a supervisor having “first-hand” know ledge of the employee’s work. I certify that the information recorded on this form is true and correct to the best of my knowledge. Supervisor Name (Print) Supervisor Title/Position Supervisor Signature Date estlake Academy Board of Trustees TYPE OF ACTION Regular Meeting - Consent Westlake Board Meeting Wednesday, August 10, 2016 TOPIC: Consider approval of a Resolution for a Shared Services Arrangement for Deaf and Hearing Impaired Students with the Birdville Independent School District – Regional Day School Program. STAFF CONTACT: Dr. Mechelle Bryson, Executive Principal / Director of Education Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Academic Excellence Academic Operations PYP / MYP / DP Optimize Student Potential Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: August 18, 2016 Completion Date: June 10, 2017 Funding Amount: N/A Status - N/A Source - N/A EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) In an effort to ensure we have adequate services for any student at Westlake Academy who is hearing impaired or deaf, we are submitting a shared services arrangement for special education programs with the Birdville Independent School District - Regional Day School Program. This agreement is utilized by many of our surrounding school districts and can be an avenue to help us provide services for students who may need this type of educational requirement. RECOMMENDATION Staff recommends approval of the shared services arrangement. ATTACHMENTS Resolution Birdville Independent School District Shared Services Agreement Resolution WA 16-15 Page 1 of 2 WESTLAKE ACADEMY RESOLUTION 16-15 A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES APPROVING A SHARED SERVICES ARRANGEMENT FOR DEAF AND HEARING IMPAIRED STUDENTS WITH THE BIRDVILLE INDEPENDENT SCHOOL DISTRICT – REGIONAL DAY SCHOOL PROGRAM. WHEREAS, the Board of Trustees for Westlake Academy desires to provide educational services to all students at the school; and WHEREAS, the utilization of shared services arrangements may be necessary for students who are deaf and / or hearing impaired; 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 Board of Trustees of Westlake Academy, hereby approves the Shared Services Arrangement Agreement with the Birdville Independent School District – Regional Day School Program for Westlake Academy attached to this resolution as Exhibit “A”. SECTION 4: 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. Resolution WA 16-15 Page 2 of 2 SECTION 4: That this resolution shall become effective from and after its date of passage. PASSED AND APPROVED ON THIS 10th DAY OF AUGUST 2016. ___________________________________ Laura Wheat, President ATTEST: ________________________________ ___________________________________ Kelly Edwards, Board Secretary Thomas E. Brymer, Superintendent APPROVED AS TO FORM: ________________________________ Janet S. Bubert or L. Stanton Lowry, School Attorney WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 WA Res 16-15 estlake Academy Board of Trustees TYPE OF ACTION Regular Meeting - Action Item Westlake Board Meeting Wednesday, August 10, 2016 TOPIC: Conduct a Public Hearing and Consider a Resolution Approving the Amended Year-End Budget for Westlake Academy for the Fiscal Year Ending August 31, 2016 and Adopting the Proposed Budget for the Fiscal Year Ending August 31, 2017. STAFF CONTACT: Tom Brymer, Town Manager/Superintendent Strategic Alignment Vision, Value, Mission Perspective Curriculum Outcome Objective Vision: Westlake Academy inspires college bound students to achieve their highest individual potential in a nuturing environment that fosters the traits found in the IB Learner Profile. Fiscal Stewardship PYP / MYP / DP Improve Financial Stewardship Strategic Initiative Outside the Scope of Identified Strategic Initiatives Time Line - Start Date: September 1, 2016 Completion Date: August 31, 2017 Funding Amount: GF - $8,397,745 Status - Funded Source - General Fund EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY) Teachers matter. The impact that teachers have on student performance is undeniable. In fact, teachers represent the greatest variable in student achievement. As such, improving the instructional expertise of teachers must be the highest priority for a school system. To ensure that Westlake Academy becomes the best place for teachers to teach and for students to learn, Westlake Academy’s theme for the 2015-16 school year was “Dream…Create…Achieve: Building a Collective Legacy of Excellence.” This theme focused on improving the collective teacher efficacy of the staff in regards to implementing the IB curriculum framework with fidelity and making teaching and learning visible. In order to continue this important work, the theme for 2016-2017 will be “Ignite … Innovate … Inspire: Know Your Impact!” 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 and maximize any opportunity we have encountered. This is clearly represented in the alignment of the themes with the mission, vision and strategy of Westlake Academy and in the monetary allocations for our fiscal budgets. The Board of Trustees reviewed the proposed budget for FY 2016-2017 at the Governance Retreat held on May 25, 2016 and will again discuss the projections during our workshop session to be held the afternoon of August 10, 2016. During these discussions, 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. We also presented any updates to the numbers and projections between the May and August timeframe. These final estimated SY 15-16 expenditures of $8,803,848 for the General Fund included purchases of technology and the recording of a 3-year lease. This budget presentation is the final opportunity for Board follow-up and review of the proposed information for the coming fiscal and school year. Legal requirements for charter school budgets are formulated by the state and the 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). However, the Academy does not maintain a debt service fund nor a child nutrition program; therefore, only the General Fund is required to be adopted. Special Revenue Funds are not adopted by the governing body, and are shown for informational purposes only. In accordance with State law, the staff has prepared and presents the FY 2016-2017 operating budget for the Academy outlining the anticipated revenues and expenditures of all funds for the Board’s review and consideration, including the amended year-end budget for FY 2015-16. RECOMMENDATION Following presentation of the final proposed FY 2016-2017 operating budget and holding of the required public hearing, staff recommends approval of this resolution. ATTACHMENTS Resolution Proposed FY 2016-2017 Budget, including amended year-end budget for FY 2015-2016 WA Resolution 16-16 Page 1 of 2 WESTLAKE ACADEMY RESOLUTION NO. 16-16 A RESOLUTION OF THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY TO ADOPT THE REVISED OPERATING BUDGET FOR FISCAL YEAR ENDING AUGUST 31, 2016 AND THE PROPOSED BUDGET FOR FISCAL YEAR ENDING AUGUST 31, 2017 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 School 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 prior to August 31st 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 10th, 2016; 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, 2016 and the proposed Westlake Academy Annual Operating Budget for the fiscal year ending August 31, 2017 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 2016-2017 Budget shall be kept on file in the office of the Town Secretary. WA Resolution 16-16 Page 2 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 10th DAY OF AUGUST, 2016. ___________________________________ Laura Wheat, President ATTEST: ________________________________ ___________________________________ Kelly Edwards, Board Secretary Thomas E. Brymer, Superintendent APPROVED AS TO FORM: ________________________________ L. Stanton Lowry or Janet S. Bubert, School Attorney DRAFT DRAFT TABLE OF CONTENTS INTRODUCTORY SECTION Executive Summary 1 Board Members and Administration 4 Westlake Academy Mission, Vision, and Values 5 Community Profile and History of Westlake 7 Budget Document Structure 9 Budget Framework 10 Financial Summary – Governmental Funds 14 Debt Service & Capital Expenditures 19 Facilities Maintenance & Growth 18 Service Level Adjustments 20 Financial Summary – General Fund 21 Financial Summary – Special Revenue Funds 23 Student Enrollment 24 Performance Data 26 Benchmark Data 29 Personnel & Staffing 31 Parent Survey Results 33 Financial Awards 34 ORGANIZATIONAL SECTION Board Members and Administration 37 Westlake Academy Organizational Structure 38 Academy Leadership 40 Westlake Academy’s Desired Outcomes 41 Westlake Academy Mission, Vision & Values 42 Balanced Scorecard System 44 Financial Structure 46 Westlake Academy Fund Structure 49 Overview of Account Codes 50 The Budget Process 54 Budget Amendment Process 54 Basis of Budgeting 55 Basis of Accounting – Funds 56 Financial Reporting Entity 57 Town of Westlake Bond Rating 57 Significant Accounting Policies 58 Capital Projects & Debt Service 59 Indirect Operating Costs 60 Fund Balance Policies 61 DRAFT TABLE OF CONTENTS ORGANIZATIONAL SECTION (CONTINUED) Fiscal and Budgetary Policies 62 Investment Policy 72 FINANCIAL SECTION Major Revenue Sources and Expenditures 80 Debt Service and Capital Expenditures 82 Service Level Adjustments 83 Financial Forecast Assumptions 84 Five Year Financial Forecast 85 ALL GOVERNMENTAL FUNDS Combined Statement of Revenues, Expenditures and Changes in Fund Balance 86 Total Revenues & Expenditures 87 GENERAL FUND Combined Statement of Revenues, Expenditures and Changes in Fund Balance 89 Combining Statement of Revenues, Expenditures and Changes in Fund Balance 91 Schedule of Expenditures by Function and Object Code 92 Revenue and Expenditure Comparison 95 GENERAL FUND 199 Statement of Revenues, Expenditures and Changes in Fund Balance 96 ATHLETIC ACTIVITIES FUND 198 Statement of Revenues, Expenditures and Changes in Fund Balance 97 TRANSPORTATION/PARKING FUND 197 Statement of Revenues, Expenditures and changes in Fund Balance 98 ALL SPECIAL REVENUE FUNDS Schedule of Expenditures 99 Combined Statement of Revenues, Expenditures and changes in Fund Balance 100 Combining Statement of Revenues, Expenditures and changes in Fund Balance 101 DRAFT 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. Terrie S. Simmons, RSBA, CSBO John D. Musso, CAE, RSBA President Executive Director DRAFT 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. DRAFT 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 September 1, 2015. 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. September 1, 2015 DRAFT 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. DRAFT DRAFT DRAFT INTRODUCTORY SECTION EXECUTIVE SUMMARY 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 2016/17. Westlake Academy has faced a number of challenges and opportunities over the last several years, including 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, “Ignite … Innovate … Inspire: Know Your Impact.” A public school operating budget is legally required to include the Academy’s General, Debt Service, and Food Service Funds. However, the Academy does not maintain a Food Service Fund or a Debt Service Fund, so the General Fund is the only legally adopted fund. For informational purposes only, budgets for Special Revenue Funds are included throughout the presentation. G ENERAL F UND B UDGET S UMMARY Amended Proposed $ Increase % Increase FY 2015/16 FY 2016/17 (Decrease) (Decrease) Revenues $ 7,956,657 $ 8,399,173 $ 442,516 6% Expenditures (8,803,848) (8,397,745) 406,103 -5% Excess Revenues Over(Under) Expenditures (364,766) 1,428 366,194 -100% Fund Balance Beginning 1,482,157 1,117,391 (364,766) -25% Fund Balance Ending 1,117,391 1,118,819 1,428 0% Assigned 11,000 11,000 - 0% FUND BALANCE ENDING (Unassigned) $ 1,106,391 $ 1,107,819 $ 1,428 0% # Days Operating (Based on 365) 49 48 (1) -2% Daily Operating Expenditure 22,424 23,008 $584 3% Students Enrolled 825 866 41 5% TEA Funding per Student $7,185 $7,241 $56 1% Operating Cost per Student $10,087 $9,697 -$389 -4% Teachers 63.4 63,8 (0.4) -1% Student/Teacher Ratio 13.0 13.6 0.6 4% This budget encompasses all teaching and extra-curricular operating expenditures as well as State public school funding and private donations used to support the daily operations of Westlake Academy. The FY 2016/17 General Fund budget totals $8,397,745 representing a 5% decrease from the prior year primarily due to technology purchase for new laptops for teachers and new iPads for students. It is important to note that $125,000 was earmarked in the Academy’s fund balance for new laptops, unanticipated contract expenditures were incurred, as well as additional days for the staff during August. As 1DRAFT INTRODUCTORY SECTION such, this year’s projections decreased fund balance by $364,766 for an ending total of $1,106,391 (41 operating days). The daily operation of the Academy is made possible through our partnerships with the Town, Westlake Academy Foundation, and our affiliate groups. As part of the Academy’s unique financial structure the Town of Westlake is responsible for debt service payments associated with Westlake Academy’s capital infrastructure. The Municipal Debt Service Fund is used to manage debt service payments, and Academy debt is accounted for in the annual municipal budget. In addition, the Academy operates under a shared services model whereby the municipal operations team provides HR, Financial, Facilities, and Administrative support services to the Academy. General maintenance and replacement of infrastructure and equipment is also expensed to the municipal budget. With the estimated addition of 41 students, total enrollment will rise to a projected 866 this school year. This will be the Academy’s largest enrollment to date, exceeding the projections in the school’s Facility Master Plan adopted November 12, 2012. Westlake Academy’s enrollment increase has been driven by the growth of residential developments and housing opportunities within the Town of Westlake, a trend projected to continue. With this trend of growth in the Academy’s Westlake resident student population, a corresponding trend will likely be that overall lottery capacity for secondary boundary students will decline. Growth will be monitored and managed until additional financial resources become available and the Board of Trustees approves Phase II of the Facility Master Plan. Note that there are no major capital projects budgeted or planned through FY 18/19, and future Academy capital projects discussed in the Town of Westlake’s Capital Improvement Plan are currently unfunded, under discussion only. Additionally, Staff is proposing a discussion with the Board regarding hiring professional expertise to update the Academy’s master facility plan. General Fund Academic and Municipal Services Amended Proposed $ Increase % Increase FY 2015/16 FY 2016/17 (Decrease) (Decrease) Operating Expenditures $ 8,503,848 $ 8,097,745 $ (406,103) -5% Municipal-Transfer to WA Operating Budget 300,000 300,000 - 0% Total Academic Costs 8,803,848 8,397,745 (406,103) -5% Annual Debt Service (Municipal budget) 1,858,591 2,033,785 175,194 9% Major Maintenance and Replacement 247,920 338,805 90,884 37% In-direct Operating Costs 627,641 674,130 46,489 7% Total Municipal Costs 2,734,152 3,046,720 312,567 11% Academic (General) & Municipal Expenditure Costs $ 11,538,000 $ 11,444,465 $ (93,536) -1% Number of Students 825 866 41 5% Total Expenditure Cost per Student $ 13,985 $ 13,215 $ (770) -6% 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 accomplish our mission and truly become the “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, 2DRAFT INTRODUCTORY SECTION staff, students, and their supportive families, that we are able to unfailingly rise to 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 a truly 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 the Finance Department 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.” Thomas E. Brymer Town Manager/Superintendent Westlake Academy “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.” 3DRAFT INTRODUCTORY SECTION 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. B OARD OF T RUSTEES Laura Wheat Alesa Belvedere Michael Barrett Rick Rennhack Carol Langdon Wayne Stoltenberg Board President ~~~~~~~~~~~~~~~~~~~~~~~~~Board of Trustees~~~~~~~~~~~~~~~~~~~~~~~~~ W ESTLAKE A CADEMY L EADERSHIP T EAM *Thomas E. Brymer Superintendent of Schools Dr. Mechelle Bryson Executive Principal/Director *Amanda DeGan Assistant Town Manager Alan Burt Assistant Principal and Director of Athletics *Debbie Piper Director of Finance Stacy Stoyanoff Diploma Years Principal *Troy Meyer Director of Facilities Dr. Andra Barton Middle Years Principal *Jason Power Director of Information Technology Terri Watson Middle Years Coordinator *Ginger Awtry Director of Communications & Community Affairs Rod Harding Primary Years Principal *Todd Wood Director of Human Resources and Admin Services Alison Schneider Primary Years Coordinator *Asterisk denotes shared services personnel between the academic and municipal service teams of the Town of Westlake. Jennifer Furnish Student Services Administrator Dr. Shelly Myers Executive Director of the WAF & Director of Development 4DRAFT INTRODUCTORY SECTION WESTLAKE ACADEMY MISSION, VISION & VALUES 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 charter school in the State of Texas. The 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. M ISSION “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.”  V ISION “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, Balanced, and Reflective~  V ALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding  D ESIRED O UTCOMES The following desired outcomes summarize the goals and objectives established by the Board of Trustees and leadership staff at the Academy: High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability Student Engagement-Extracurricular Activities Effective Educators & Staff 5DRAFT INTRODUCTORY SECTION MISSION, VISION & VALUES Preparing students for life in a complex global society is the ultimate goal of Westlake Academy's International Baccalaureate World Education. More specifically, the goal is to create a rigorous college preparatory program that prepares students for acceptance at the world’s most prestigious universities. In addition, the companion goal is to prepare students to graduate from these universities within five years. As the United States continues to shift from a goods-based economy to a service-based economy, a college degree is imperative. It is incumbent upon the leadership of Westlake Academy to create and foster an environment that ensures the future readiness of all students. It is important to note that the Westlake Academy’s vision statement clearly states that we will inspire “college bound students to achieve their highest individual potential in a nurturing environment that fosters the traits found in the IB Learner Profile.” At the same time, the Westlake Academy’s mission statement maintains that our “mission is to provide students with an internationally minded education of the highest quality” while the Westlake Academy’s value statements underscore maximizing personal development and academic excellence. Within Westlake Academy’s vision, mission and values, a clear initiative of college readiness is drawn; coupled with the expectations that all students sit for the IB diploma creates a need to evaluate Westlake Academy’s current pathways to the IB diploma. In order to strengthen Westlake Academy’s college preparatory program, the Instructional Leadership Team (ILT) began analyzing the school’s course selections and evaluated the need to create a new pathway to the IB diploma. In our current course guide, system, there are three ways for students to obtain the IB diploma. These pathways are through the arts, sciences and economics. We believe that these three pathways do not adequately meet the needs of all Westlake Academy students. Every year, we have students who choose a group six course out of default. For example, we have students who take art not because they have a love for art, but because is simply a choice that they can live with. After several conversations, the consensus from the ILT was to propose a business management pathway to provide greater access to the IB diploma for Westlake Academy students. Our commitment to 100% of Westlake Academy’s student sitting for the IB diploma requires that we create another pathway and more alignment between MYP and DP. Given our physical placement in the metroplex with Fidelity and Deloitte, a business management pathway is an excellent way to create a unique sense of place. It is important to note that each of these conversations regarding a new pathway to the IB diploma was grounded in the new Westlake Academy strategic plan. 6DRAFT INTRODUCTORY SECTION COMMUNITY PROFILE AND HISTORY OF WESTLAKE The Town of Westlake is a one-of-a-kind community, an oasis of natural beauty located in the heart of the Dallas- Fort Worth metropolitan area. Distinctive residential developments and architecturally vibrant corporate campuses find harmony amongst our meandering roads, rolling hills, and grazing herds of longhorns and buffalo. Westlake’s public trails are a hidden gem, winding through charming neighborhoods, groves of towering old- growth trees and picturesque landscapes that evoke the natural beauty of Texas. The highly regarded, municipally owned Westlake Academy and multiple corporate campuses have positioned Westlake as a leader in education, known for its innovative partnerships between the Academy and firms like Deloitte University. Hospitality finds its home in Westlake – we are family friendly, welcoming, fully involved community, invested in our rich heritage, vibrant present, and exciting, sustainable future. Westlake is conveniently located between the Dallas/Fort Worth International Airport and Forth Worth Alliance Airport on the south side of State Highway 114, providing quick, easy access to all areas of the Dallas-Fort Worth Metroplex. The unique location of Westlake is ideal for many of its major corporate campuses and residential communities. The Town of Westlake has experienced exponential growth in the last decade. The national census reported 207 residents in 2000; by 2010 the population had grown to almost 1,000. The latest census figures estimate that Westlake has 1,194 residents. 7DRAFT INTRODUCTORY SECTION 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). Charter schools are public schools that are operated under a contract called a charter. Contracts are issued by an authorizing agent(s) in each state as determined by the state legislature. In Texas, the Texas Education Agency (TEA) acts as the authorizing body. In September of 2003, the Academy opened its doors for the first time, becoming the only municipally operated charter school in the State of Texas. The Academy is considered the largest operating department of the Town of Westlake and receives both financial and personnel support services from the municipality. The officials who pioneered the school decided to follow another bold path by aligning Westlake Academy with the globally recognized and acclaimed International Baccalaureate (IB) curriculum. The International Baccalaureate Organization is a non-profit educational foundation based in Geneva, Switzerland that offers four highly respected programmes of international education that develop the intellectual, personal, emotional and social skills needed to live, learn, and work in a rapidly globalizing world. Leading universities and government organizations recognize an IB education as excellent preparation for success in higher education, future careers, and personal life. In fact, colleges actively recruit IB graduates, frequently offering them credit or advanced standing for their IB coursework. Students who earn an IB diploma are equipped with the knowledge, skills, and abilities to compete with students around the world. IB instruction is currently 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 to offer the Primary Years Programme (grades K-5); further accreditation followed in 2007 with the Middle Years Programme (grades 6- 10), and 2008 with the Diploma Programme (grades 11-12), making it the first school in Texas and fifth school in the United States to offer all three IB programmes and a truly world class K-12 education. The Academy graduated its first MYP class in 2008, followed by the first DP graduates in 2010. The land and buildings that comprise the Westlake Academy campus are owned by the Town of Westlake. The campus is located on 23 acres adjacent to J.T. Ottinger Road, near the intersection of State Highways 114 and 170. The original campus included three stand-alone academic buildings with 29 classrooms, administrative offices, restrooms, a library, a breakout area, a performance hall, dining and kitchen area, locker rooms, and a gym, totaling 52,600 square feet. The Sam and Margaret Lee Arts & Sciences Center opened in August of 2009, adding 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 a breakout space. Three portable classroom buildings were placed into service in the fall of 2013 to accommodate enrollment growth, followed by an additional three in the fall of 2014. Phase One of the Facility Master Plan was completed in FY 14/15, adding three new buildings and approximately 38,000 square feet, including a classroom building with additional administrative office space, a multi-purpose hall that serves as both a cafeteria and gymnasium, and a field house that includes a classroom, weight room, locker room with showers, and storage space. 8DRAFT INTRODUCTORY SECTION BUDGET DOCUMENT STRUCTURE The goal of the budget document is to provide timely, transparent information concerning the past, current, and projected financial status of the Academy. The budget is a holistic planning document used in concert with our strategic plan to facilitate decisions that support the educational goals and strategic objectives of the Academy. Discussion and review of the information contained in both the strategic plan and the budget document consistently leads to operational and educational improvements that impact the students and parents of Westlake Academy. The development, review, and consideration of the 2016/17 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 governance and policy direction, while the Superintendent, finance department and campus and administrative staff develop the budget document for the Board’s review. Staff reviews each existing expenditure request and the proposed allocations for the coming school year and asks “is this the best use of public funds?” The budget document and the year-end comprehensive annual financial audit are the primary vehicles through which the Academy’s financial plans are presented. The budget is developed within the guidelines established by the Texas Education Agency and is organized into a series of accounts called funds. The budget document is organized into the following sections: • Executive Summary – 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 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. This section 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 adopted budget is presented as a series of financial schedules along with past budget figures and future projections. • Informational Section – Contains additional information about the Academy, including descriptions of the IB curriculum and programmes, enrollment and employment figures, testing and performance scores, benchmark data, academic achievements, and other miscellaneous data. 9DRAFT INTRODUCTORY SECTION BUDGET FRAMEWORK G OVERNING AND M ANAGING FOR O UTCOMES 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 human and financial resources to prioritized outcomes and objectives • Long term approach to ensure financial sustainability • Working within Board adopted financial policies for the Academy • Maintaining core services B ALANCED S CORECARD S YSTEM The Academy is in the process of designing a strategic planning and performance management framework based on the Balanced Scorecard system. The Balanced Scorecard is a strategic planning and management tool that is used extensively in business and industry, government, and nonprofit organizations worldwide to align operational activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. 10DRAFT INTRODUCTORY SECTION The Balanced Scorecard provides a systematic way to answer the questions: 1. What are we trying to accomplish? 2. Are we doing the right things? 3. If we are doing the right things, are we doing them efficiently and effectively? Following are the key components of a Balanced Scorecard System: 1. Strategic Perspectives – A view of the organization through a particular ‘lens’. Perspectives are generally broken down into four different categories of operations: capacity building, operational processes, financial and customer satisfaction. We have customized these perspectives for our organziation as follows: • People, Facilities, and Technology (capacity) • Academic Operations (operational) • Financial Stewardship (financial) • Citizen, Student, and Stakeholder (customer) 2. Strategic Objectives – 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. Performance Measures – A quantifiable expression of the amount, cost, or result of activities indicating how well services are provided. There are at least three types of performance measures: • Effectiveness Measures – A type of performance measure used to assess the quality of outcomes. • Efficiency Measures – A type of performance measure used to assess the cost of providing services, i.e. the cost per unit of service. • Workload Measures – A type of performance measure used to assess the amount of work performed or services rendered. For example, the number of students served in a program per unit of time. 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. 11DRAFT INTRODUCTORY SECTION Shown below are Westlake Academy’s identified strategic objectives arranged by perspective and causally linked to form a strategic map: 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 Academy’s mission, vision and values are built on the premise that a teacher’s moral obligation is not just to help students reach their potential but to surpass it. As such, our greater aim is to build a school culture where educators use data continuously, collaboratively and effectively to improve teaching and learning. It is through data dialogues that the Academy disaggregates data, measures the impact of instructional decisions and adjusts learning experiences for the greater good of learning. It is through this process that the best teachers are recruited and retained, our IB continuum is strengthened and academic success is equitably achieved. In addition, it is through this process that Westlake Academy becomes the best place for teachers to teach and for students to learn. 12DRAFT INTRODUCTORY SECTION B UDGET P ROCESS 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 09/10. The development of the Academy budget for fiscal year 16/17 began with the Westlake Board of Trustees meeting that was held in May of 2016. Following is a summary of the main steps taken in preparation of the adopted budget: • Board of Trustee Budget Review - The Board of Trustees regularly receives quarterly budget updates, some of which are detailed in the trend analysis and the five-year financial forecast discussed later in this document. Upon receipt of the 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. • Budget Adoption - 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. • Budget Amendments - The Final Amended Budget for the Year Ending August 31, 2016 will be submitted at the August 2016 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. • Academy Approach - 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. Timeline Description of Activities October - Dec Strategic Plan review and development occurs December Westlake Academy Instructional Leadership Team (ILT) begins planning upcoming budget January ILT meets with WA affiliates for joint planning January - March Review/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; budget amendments for current year if necessary August BOT consideration/adoption of Westlake Academy Budget for Upcoming School Year December Annual financial audit 13DRAFT INTRODUCTORY SECTION FINANCIAL SUMMARY GOVERNMENTAL FUNDS General Fund and Special Revenue Funds The following schedules present a comparison of revenues and expenditures for all Governmental Funds in the Academy’s Budget. G OVERNMENTAL F UNDS B UDGET S UMMARY Amended Proposed Budget Budget $ Increase % Increase FY 15/16 FY 16/17 (Decrease) (Decrease) Total Revenues $ 8,344,700 $ 8,637,067 $ 292,367 4% Total Expenditures 9,235,609 8,641,017 (594,592) -6% Net Other Sources/Uses 482,425 - (482,425) -100% Excess Revenues Over(under) Expenditures (408,484) (3,950) 404,534 -99% Fund Balance Beginning 1,673,712 1,265,228 (408,484) -24% Fund Balance Ending $ 1,254,228 $ 1,250,278 $ (3,950) -0.3% A public school operating budget is legally required to include the Academy’s General, Debt Service, and Food Service Funds. However, the Academy does not maintain a Food Service Fund or a Debt Service Fund, so the General Fund is the only legally adopted fund. For informational purposes only, budgets for Special Revenue Funds are included throughout the presentation. 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. It is anticipated that this trend will continue over the next five years, with a relatively slow but steady growth in fund balance. The Academy anticipates that the General Fund balance will remain above the TEA’s recommended 45 days. G OVERNMENTAL F UND R EVENUES Revenues received by Westlake Academy are classified into three broad categories: Amended Proposed Budget Budget $ Increase % Increase Revenue FY 15/16 FY 16/17 (Decrease) (Decrease) Percent Local Revenues $ 1,800,281 $ 1,813,362 $ 13,081 1% 21% State Program Revenues 6,445,856 6,721,311 275,455 4% 78% Federal Program Revenues 98,563 102,394 3,831 4% 1% Total Revenues $ 8,344,700 $ 8,637,067 $ 292,367 3.5% 100% TEA Funding per Student 7,185 7,241 56 1% 14DRAFT INTRODUCTORY SECTION Local Revenues 21% State Program Revenues 78% Federal Program Revenues 1% All Governmental Funds Revenues $1,046 $1,100 $1,025 $1,000 FY 14/15Actual FY 15/16 Adopted FY 15/16 Amended FY16/17 Proposed Blacksmith Annual Contributions • Local funding consists of the following major sources, the Town of Westlake, Westlake Academy Foundation (WAF) and the Hudson Foundation. o The Town of Westlake provides administrative, HR, facilities, and financial services for the Academy and is responsible for all debt service payments relating to Academy facilities and infrastructure. o The Westlake Academy Foundation is an independent, non-profit organization that raises funds through donations and various fundraising efforts. Annual fundraising activities include the Blacksmith Campaign, which is used to close the funding gap between State allocations and school needs in the General Fund. The Blacksmith Campaign is directed towards the parents of Academy students and tries to leverage individual donations with employers who have charitable matching programs. o The Hudson Foundation is an independent, non-profit organization that supports organizations who are innovative and who develop programs that create new ways on knowing. Westlake Academy has been the proud recipient of a Hudson Grant for the past seven years. These funds are used for teacher training, innovative learning space and student travel and accounted for in Special Revenue Funds. • State funding is the Academy’s largest revenue source, making up approximately 80% of total revenues. Staff estimates that aid received through the State’s Foundation School Program (FSP) in FY 16/17 will be approximately $7,241 per student; this represents 1% increase from the prior year (primarily due to the additional Career and Technical Education funds received). • Federal funding is received through grants that support special education and accounts for approximately one percent (1%) of revenues for all funds. The Academy’s primary revenue sources continue to be the State Foundation School Program and the Westlake Academy Foundation. L OCAL F UNDING FY15/16 adopted blacksmith revenues were forecasted to be $1.1 million; however, the amended budget has been decreased by $75,000. Total WAF contributions are projected at $1 million in FY 16/17. 15DRAFT INTRODUCTORY SECTION $5,812 $5,895 $5,928 $6,271 FY 14/15 actual FY 15/16 Adopted FY 15/16 Amended FY16/17 Proposed Foundation State Program Revenues S TATE P ROGRAM R EVENUES FY15/16 adopted state revenues were forecasted to be $5.895 million; however, the amended budget has been increased to $5.928 million. Total state revenues are projected at $6.27 million in FY 16/17. E XPENDITURES & S HARED S ERVICES M ODEL Administrative, financial, human resources and facilities services are provided by the Town of Westlake under a shared services model. These service costs were previously booked to the Westlake Academy operating budget, but were removed from the operating budget in the FY 12/13 school year. The following table illustrates indirect operating costs which are booked to the Town of Westlake’s General Fund and Debt Service Fund. EXPENDITURES Amended Proposed $ Increase % Increase Academic & Municipal Expenditure Costs FY 2015/16 FY 2016/17 (Decrease) (Decrease) Operating Expenditures $ 8,503,848 $ 8,097,745 $ (406,103) -5% Municipal-Transfer to WA Operating Budget 300,000 300,000 - 0% Total Academic Costs 8,803,848 8,397,745 (406,103) -5% Annual Debt Service (Municipal budget) 1,858,591 2,033,785 175,194 9% Major Maintenance and Replacement 247,920 338,805 90,884 37% In-direct Operating Costs 627,641 674,130 46,489 7% Total Municipal Costs 2,734,152 3,046,720 312,567 11% Academic (General) & Municipal Expenditure Costs $ 11,538,001 $ 11,444,465 $ (93,536) -1% Number of Students 825 866 41 5% Total Expenditure Cost per Student $ 13,985 $ 13,215 $ (770) -6% 16DRAFT INTRODUCTORY SECTION 61XX - Payroll & Related Items 73% 62XX - Contracted Services 12% 63XX - Supplies & Materials 9% 64XX - Other Operating 5% 65XX - Debt Service 1% All Governmental Funds Expenditures by Object Employee compensation and benefits are Westlake Academy’s largest operating expenditures. Board policy states a desire to maintain a salary scale within three percent (3%) of the districts surveyed for market comparison purposes. Staff has conducted an annual salary survey, and recommends a salary scale adjustment for FY 16/17, and this adjustment would result in an average salary increase of 4.55% from FY 15/16. The increase equals approximately $270,000 in payroll and related expenditures, and will bring the Academy to within 2.5% of the estimated average median of surrounding districts. These adjustments to compensation and benefits will allow the Academy to remain competitive, and serve as a valuable component in our recruiting and retention efforts 17DRAFT INTRODUCTORY SECTION Amended Proposed Budget Budget $ Increase % Increase Expenditure EXPENDITURES (BY FUNCTION) FY 15/16 FY 16/17 (Decrease) (Decrease) Percent 11 - Instructional 5,698,685 4,985,626 (713,059) -13% 58% 12 - Resources & Media 80,073 84,089 4,016 5% 1% 13 - Staff Development 182,409 133,802 (48,607) -27% 2% 21 - Instructional Leadership 276,108 276,548 440 0% 3% 23 - School Leadership 832,805 851,510 18,705 2% 10% 31 - Guidance & Counseling 233,403 236,600 3,197 1% 3% 33 - Health Services 68,166 68,024 (142) 0% 1% 35 - Food Services - - - 0% 0% 36 - Co-Curricular/ Extra. Activities 148,258 175,826 27,568 19% 2% 41 - Administrative 403,460 316,495 (86,965) -22% 4% 51 - Maintenance & Operations 933,345 940,838 7,493 1% 11% 52 - Security & Monitoring Services - - - 0% 0% 53 - Data Processing 172,888 192,401 19,513 11% 2% 61 - Community Services 115,445 122,020 6,575 6% 1% 71 - Debt Service 90,565 257,238 166,673 184% 3% 81 - Facility Acquisition/Construction - - - 0% 0% Total Expenditures $ 9,235,609 $ 8,641,017 $ (594,592) -6.4% 100.0% Amended Proposed Budget Budget $ Increase % Increase Expenditure EXPENDITURES (BY OBJECT CODE) FY 15/16 FY 16/17 (Decrease) (Decrease) Percent 61XX - Payroll & Related Items 6,299,405 6,457,758 158,353 3% 75% 62XX - Contracted Services 1,126,282 1,027,552 (98,730) -9% 12% 63XX - Supplies & Materials 1,131,349 403,211 (728,138) -64% 5% 64XX - Other Operating 588,008 495,258 (92,750) -16% 6% 65XX - Debt Service 90,565 257,238 166,673 184% 3% Total Expenditures $ 9,235,609 $ 8,641,017 $ (594,592) -6.4% 100.0% 18DRAFT INTRODUCTORY SECTION DEBT SERVICE & CAPITAL EXPENDITURES The Town of Westlake is responsible for debt service payments associated with Westlake Academy’s capital infrastructure. The Town’s Debt Service Fund is used to manage payments, and Academy debt is accounted for in the annual municipal budget. Approximately $30M in debt has been issued since 2002 to develop Academy facilities; this debt will be fully retired in 2043. The average annual debt service for Academy facilities paid by the Town of Westlake is approximately $1.856M. FY 16/17 debt service payments related to the construction of Westlake Academy facilities include: • $702,008 on Series 2007 General Obligation Refunding Bonds • $482,675 on Series 2011 General Obligation Refunding Bonds • $449,132 on Series 2013 Certificates of Obligation • $170,350 on Series 2013 General Obligation Refunding Bonds • $ 70,620 on Series 2014 General Obligation Refunding Bonds • $159,000 on Series 2017 Certificates of Obligation For more information, see Town of Westlake FY 15/16 Annual Municipal Budget, available online at www.westlake-tx.org. FACILITIES MAINTENANCE & GROWTH Westlake Academy was originally designed and built to serve approximately 675 students; expansions in 2009 and 2014 have raised capacity to over 800 students. With the addition of almost 150 students since FY 13/14, facilities at the school are projected to be at capacity this year. Over the last several fiscal years the Academy has also increased course offerings in a number of areas, including foreign languages, technology, and science. Expansion of services has been driven by increased enrollment, academic needs of the students, and the IB curriculum, all of which place unique demands on staff and resources. 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 at www.westlake-tx.org or at www.westlakeacademy.org. 19DRAFT INTRODUCTORY SECTION SERVICE LEVEL ADJUSTMENTS This budget makes use of Service Level Adjustments (SLA) to track cost changes. There are four types of Service Level Adjustments: (1) increased operating costs to maintain current levels of service, (2) increased operating costs due to expanded levels of service, (3) increased costs due to the development of new services, and (4) cost savings. Cost savings may occur for any number of reasons, but primarily arise due to increased efficiency, service level reductions, or not expending budgeted resources. Note that totals in brackets ( ) denote a decrease in expenditures. For FY 2016-2017 staff recommends the following adjustments: 61XX SALARY AND RELATED EXPENDITURES $273,521 Balanced Scorecard Perspective: People, Facilities, & Technology Outcome Objective: Attract, Recruit, Retain, & Develop the Highest Quality Workforce Increases in FY 16/17 salary related expenditures are primarily due to an average 4.5% pay increase as well as an unemployment insurance increase which is determined annually by the state. A new employer-paid benefit, “Telehealth”, has been proposed. This benefit allows employees and their entire household to receive healthcare from a licensed physician over the phone for non-complex situations. The proposed salary scale is within 2.5% of surrounding school districts and is more competitive than previous years. Personnel FTE’s were reduced by approximately 1 FTE. 62XX PROFESSIONAL AND CONTRACTED SERVICES $ 13,970 Balanced Scorecard Perspective: Academic Operations Outcome Objective: Improve the Efficiencies of Operational Systems This category includes expenditures related to professional and contracted services rendered to the Academy by firms, individuals, and other organizations. This increase amount is mainly due to the purchase of new licensing over the summer to be ready for FY 17-18. Current licensing will expire in May 2017. 63XX SUPPLIES AND MATERIALS $ (1,000) 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. 64XX OTHER OPERATING COSTS $(27,724) 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. Cost savings in this category are based on a determined effort to reduce costs. 65XX DEBT SERVICE COSTS $166,673 Balanced Scorecard Perspective: People, Facilities & Technology Outcome Objective: Improve Technology, Facilities % Equipment Debt service costs are associated with the 3-year lease for iPads to support the one-to-one device initiative. 20DRAFT INTRODUCTORY SECTION $5.812 $5.895 $5.928 $6.271 $1.046 $1.100 $1.025 $1.000 $0.948 $0.947 $1.004 $1.128 $0 $1 $2 $3 $4 $5 $6 $7 $8 $9 FY 14/15Actual FY 15/16 Adopted FY 15/16 Amended FY16/17 ProposedMillions Revenues by Source All Other Revenues WAF Blacksmith Donation TEA - State Funds FINANCIAL SUMMARY G ENERAL F UND 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. General Fund Five Year Forecast Amended Proposed Projected Projected Projected Projected FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 Total Revenues 7,956,657 8,399,173 8,509,919 8,559,663 8,618,733 8,660,138 Total Expenditures 8,803,848 8,397,745 8,420,037 8,534,494 8,483,902 8,601,629 Net Other Sources/Uses 482,425 - - - - - Excess Revenues Over(under) Expenditures (364,766) 1,428 89,889 25,169 134,832 58,509 Fund Balance Beginning 1,482,157 1,117,391 1,118,819 1,208,701 1,233,870 1,368,702 Fund Balance Ending 1,117,391 1,118,819 1,208,701 1,233,870 1,368,702 1,427,211 Operating Days 49 48 52 52 58 60 G ENERAL F UND R EVENUES S TATE F UNDING R EVENUES Westlake Academy receives even less State funding per student than the Texas average 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 but was cut the following two years due to State budget shortfalls. 21DRAFT INTRODUCTORY SECTION $7,026 $7,085 $7,185 $7,241 FY 14/15 Actual FY 15/16 Adopted FY 15/16 Amended FY16/17 Proposed Average State Funding per Student In FY 2016/17, the Academy anticipates that state funding will increase by $339K due to the additional students enrolling and the Career and Technology classes being offered. Westlake Academy receives minimal federal funding, (IDEA B – Special Education Funds) depending primarily upon state education funds and private donations to cover operating costs. 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. G ENERAL F UND E XPENDITURES $5.409 $5.913 $6.167 $6.290 $1.056 $0.940 $1.101 $1.025 $0.392 $0.483 $0.967 $0.374 $0 $2 $4 $6 $8 $10 FY 14/15Actual FY 15/16 Adopted FY 15/16 Amended FY16/17 ProposedMillions Expenditures by Source 65XX - Debt Service 64XX - Other Operating Costs 63XX - Supplies & Materials 62XX - Contracted Services 61XX - Salaries 11 - Instructional 57% 23 - School Leadership 10% 51 - Maintenance & Operations 11% 11 - Instructional 12 - Resources & Media 13 - Staff Development 21 - Instructional Leadership 23 - School Leadership 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 22DRAFT INTRODUCTORY SECTION S PECIAL R EVENUE F UNDS Special Revenue Funds 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 Amended Proposed Estimated FY 15/16 FY 16/17 to Proposed FEDERAL GRANTS THROUGH TEA Fund 224 - IDEA B $ 98,563 $ 102,394 $ 3,831 Sub-total Federal Grants 98,563 102,394 3,831 STATE GRANTS THROUGH TEA Fund 410 - Material Allotment Disbursement 103,735 - (103,735) Sub-total State Grants 103,735 - (103,735) LOCAL ACTIVITIES Fund 461 - Local Campus Activity 50,625 60,000 9,375 Fund 484 - Local Grants (HOC & WAF) 59,100 - (59,100) Fund 498 - International Mindedness Symposium 6,100 6,000 (100) Sub-total Local Activities 115,825 66,000 (49,825) HUDSON FOUNDATION GRANTS Fund 481 - Hudson Foundation Curriculum Development - - - Fund 485 - MYP Principal & Discretionary Funds - - - Fund 493 - Salary & Curriculum Support - - - Fund 496 - Hudson Foundation 101,000 22,378 (78,622) Sub-total Hudson Foundation Grants 101,000 22,378 (78,622) WESTLAKE ACADEMY FOUNDATION (WAF) GRANTS Fund 494 - Science Department 9,138 - (9,138) Fund 495 - Fund an Item - 50,000 50,000 Fund 497 - Financial Assistance 3,500 2,500 (1,000) Sub-total Foundation Grants 12,638 52,500 39,862 Grant Total - All Special Revenue Funds Expenditures $ 431,761 $ 243,272 $ (188,489) 23DRAFT INTRODUCTORY SECTION 59.0% 50.0% 41.0% 32.0% 18.0% 21.0% 24.0% 27.0% 11.0% 14.0% 17.0% 20.0% 12.0% 15.0% 18.0% 21.0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% FY 14/15 Actual FY 15/16 Adopted FY 15/16 Amended FY16/17 Proposed Students by ISD Other Northwest Carroll Keller 2,177 2,400 2,266 FY 14/15 FY 15/16 FY 16/17 Lottery Waiting List 812 832 825 866 FY 14/15 Actual FY 15/16 Adopted FY 15/16 Amended FY16/17 Proposed Student Enrollment $9,070 $9,437 $10,087 $9,697 FY 14/15 Actual FY 15/16 Adopted FY 15/16 Amended FY16/17 Proposed Operating Cost per Student (Academic Costs Only) STUDENT ENROLLMENT Westlake Academy has added 334 student s since FY 2009/10 as the result of increased demand and planned expansions. The Academy will be able to serve approximately 866 students in the 2016/17 school year. Future enrollment must be carefully managed to ensure adequate space for primary boundary residents. The Academy plans to maintain 18 students per class in grades K-5 and 25 students in grades 6-12. 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 is developed each year through a lottery process that allows the Academy to fill seats if student attrition occurs and maintains a stable student population and classroom size. 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 district’s boundaries. While any school-age child residing within these district boundaries is allowed to attend the Academy, demand for entrance exceeding capacity may necessitate that child being placed on the waiting list. 24DRAFT INTRODUCTORY SECTION 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 25DRAFT INTRODUCTORY SECTION PERFORMANCE DATA In FY 2014/15, Westlake Academy was ranked by the Washington Post as one of the best public high schools in America. This recognition marks 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 student aptitude in reading, writing, math, science, and social studies as required under Texas education standards. The STAAR exam has increased rigor over previous testing standards and complies with the requirements of the No Child Left Behind Act (NCLB). The following tables display student standardized test performance for the last two years. READING Grade Level Comparison Year Level II Satisfactory Phase-In 1 Level III Advanced Level II Satisfactory Phase- In 2 (Effective 2015-16) 3 2013-2014 93% 21% N/A 2014-2015 94% 47% 89.5% 2015-2016 NA 58% 97% 2013-2014 91% 36% N/A 4 2014-2015 98% 38% 98% 2015-2016 NA 41% 96% 2013-2014 98% 43% N/A 5 2014-2015 98% 38% 98% 2015-2016 NA 36% 100% 2013-2014 98% 38% N/A 6 2014-2015 100% 54% 96% 2015-2016 NA 50% 97% 2013-2014 97% 54% N/A 7 2014-2015 99% 58% 93% 2015-2016 NA 50% 97% 2013-2014 95% 61% N/A 8 2014-2015 100% 65% 100% 2015-2016 NA 45% 100% 26DRAFT INTRODUCTORY SECTION MATH Grade Level Comparison Year Level II Satisfactory Phase-In 1 Level III Advanced Level II Satisfactory Phase-In 2 2013-2014 70 3 2014-2015 89 2015-2016 97 2013-2014 79 4 2014-2015 94 2015-2016 89 2013-2014 100 5 2014-2015 96 2015-2016 100 2013-2014 98 6 2014-2015 97 2015-2016 97 2013-2014 91 7 2014-2015 94 2015-2016 97 WRITING Grade Level Comparison Year Level II Satisfactory Phase-In 1 Level III Advanced Level II Satisfactory Phase-In 2 (Effective 2015-16) 2013-2014 93% 11% N/A 4 2014-2015 93% 20% 83% 2015-2016 NA 37% 89% 2013-2014 94% 26% N/A 7 2014-2015 97% 39% 93% 2015-2016 NA 28% 99% ALGEBRA 1 - EOC Grade Level Comparison Year Level II Satisfactory Phase-In 1 Level III Advanced Level II Satisfactory Phase-In 2 (Effective 2015-16) 8 EOC 2013-2014 87% 17% N/A Algebra 2014-2015 100% 52% 97% 2015-2016 55% 99% 27DRAFT INTRODUCTORY SECTION ENGLISH – END OF COURSE Grade Level Comparison Year Level II Satisfactory Phase-In 1 Level III Advanced Level II Satisfactory Phase-In 2 (Effective 2015-16) 2013-2014 97% 35% N/A 9 – English I 2014-2015 100% 60% 100% 2015-2016 46% 99% 2013-2014 95% 9% N/A 10 – English II 2014-2015 99% 24% 99% 2015-2016 35% 100% HUMANITIES Grade Level Comparison Year Level II Satisfactory Phase-In 1 Level III Advanced Level II Satisfactory Phase- In 2 (Effective 2015-16) 2013-2014 80% 9% N/A 8 2014-2015 99% 31% 89.5% 2015-2016 55% 99% 11 EOC 2013-2014 98% 22% N/A U.S. History 2014-2015 100% 62% 100% 2015-2016 71% 100% SCIENCE Grade Level Comparison Year Level II Satisfactory Phase-In 1 Level III Advanced Level II Satisfactory Phase-In 2 (Effective 2015-16) 5 2013-2014 94% 13% N/A 2014-2015 87% 20% 83% 2015-2016 2% 88% 2013-2014 87% 26% N/A 8 2014-2015 97% 28% 88% 2015-2016 39% 99% 9 EOC 2013-2014 100% 34% N/A Biology 2014-2015 99% 38% 88% 2015-2016 46% 100% 28DRAFT INTRODUCTORY SECTION BENCHMARK DATA Westlake Academy was upgraded from a four and one half stars to a five star rating from the Texas State Comptroller’s FAST School District Rating System in 2016 for providing quality education at a reasonable per student cost. This was an upgrade from the prior score of four and one/half. Future enrollment increases will further improve efficiencies and reduce per student cost. Using both academic progress and spending levels at Texas' school districts and individual school campuses, each district and campus has been assigned a Smart Score of one to five stars, indicating its success in combining cost-effective spending with the achievement of measurable student academic progress compared with their fiscal peers. Five stars reflect the strongest relative progress combined with the lowest relative spending. The State’s school and district comparison calculations use three-year averages to get more stable and persistent measures with less year-to-year volatility. Thus, the 2016 TXSmartSchools results are based on data from the 2014-2015, 2013-2014, and 2012-2013 school years. Spending Index Very Low Spending Composite Academic Progress Quintile Very High Academic Progress TEA Accountability Rating Met Standard District Name Total Students Composite Academic Progress Percentile Adjusted Spending Per Student Charter School % LEP % Special Education % Student Mobility Chaparral Star Academy 358 0.14 $5,921.00 1 0.0 2.5 23.3 Treetops School International 363 0.074 $6,592.67 1 0.0 5.8 6.3 Dodd City ISD 385 0.076 $8,716.67 0 1.6 8.6 9.0 Mumford ISD 612 0.073 $6,772.67 0 15.0 8.2 6.2 Nova Academy (Southeast) 720 0.157 $6,506.33 1 35.4 5.7 10.8 Westlake Academy Charter School 815 0.174 $8,893.00 1 0.0 4.4 4.4 Burnham Wood Charter School 968 0.116 $7,973.00 1 22.9 4.0 11.1 Lone Oak ISD 997 0.092 $7,436.00 0 1.2 12.8 14.1 Ser-Ninos Charter School 1,031 0.115 $6,895.33 1 90.8 4.0 4.1 Meridian World School LLC 1,064 0.09 $6,614.67 1 2.8 4.4 10.3 Brock ISD 1,172 0.078 $7,513.00 0 2.1 5.7 10.6 29DRAFT INTRODUCTORY SECTION 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. Westlake’s student- teacher ratio compares favorably to surrounding student districts. Per-Pupil Expenditure Comparison Fiscal Year Westlake Academy Carroll ISD Northwest ISD Keller ISD 09/10 $ 8,457 $ 9,667 $ 10,102 $ 6,298 10/11 9,921 10,137 9,770 6,565 11/12 8,772 10,035 8,717 6,017 12/13 8,264 10,178 8,105 6,536 13/14 9,694 10,346 7,588 6,998 14/15 9,146 11,571 7,983 7,624 Student-Teacher Ratio Comparison Fiscal Year Westlake Academy Keller ISD Northwest ISD Carroll ISD State Average 11/12 14.3 17.16 16.0 15.0 15.4 12/13 14.0 17.1 15.9 15.1 15.5 13/14 13.8 16.6 16.0 14.9 15.5 14/15 13.5 15.6 15.4 14.8 15.2 15/16 13.1 Data N/A Data N/A Data N/A Data N/A 30DRAFT INTRODUCTORY SECTION PERSONNEL & STAFFING The following charts break down the number of employees by job function (primary school teachers, secondary school teachers, instructional administration, etc.). Employee growth has been driven by Academy expansions as the school matured into a full K-12 campus. Estimated FY 15/16 Proposed FY 16/17 Change Secondary - Art 2.32 2.16 (0.16) Secondary - Business Mgmt - 1.00 1.00 Secondary - Foreign Lang. 4.32 4.00 (0.32) Secondary - Humanities 3.92 4.33 0.41 Secondary - Science 4.00 3.84 (0.16) Secondary Staffing 32.06 32.83 0.77 Teaching Aides 8.50 7.00 (1.50) Support Staffing 15.50 14.00 (1.50) Dyslexia/ Literacy - 1.00 1.00 Special Education 3.25 3.00 (0.25) Speech 1.00 - (1.00) Specialist Staffing 6.25 6.00 (0.25) Facilities Day Porter 1.00 - (1.00) Facilities Technician 1.00 2.00 1.00 Facilities Staffing 2.00 2.00 - Total Positions Changes 95.31 94.33 (0.98) 2.50 3.00 4.00 4.50 4.50 4.50 2.50 3.50 3.50 3.50 4.50 4.50 17.90 17.90 19.90 23.25 27.00 27.00 25.35 24.50 24.91 28.85 32.06 32.83 12.65 13.27 13.97 18.10 15.50 14.00 2.33 3.50 3.50 5.00 6.25 6.00 1.50 1.50 1.50 1.50 1.50 1.50 1.60 1.60 1.60 2.00 2.00 2.00 1.80 1.80 1.80 1.10 2.00 2.00 0 25 50 75 100 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Estimated FY 16/17 Proposed Defined Employee Groups by FTE IT Dept Facilities Foundation Specialist Support Secondary Primary Coordinators Principals Proposed FY16/17 Positions are projected to decreased by .98 31DRAFT INTRODUCTORY SECTION Estimated FY 15/16 Proposed FY 16/17 Change Executive Director 1.00 1.00 - Primary Principal 1.00 1.00 - Secondary Principal 1.00 1.00 - Asst. Secondary Principal 1.00 1.00 - DP Principal 0.50 0.50 - Principal Staffing 4.50 4.50 - DP Coordinator 0.50 0.50 - MYP Academic Dean 1.00 1.00 - MYP Coordinator 1.00 1.00 - PYP Coordinator 1.00 1.00 - Student Services Coordinator 1.00 1.00 - Coordinator Staffing 4.50 4.50 - Primary - Kindergarten 3.00 3.00 - Primary - Grade 1 3.00 3.00 - Primary - Grade 2 3.00 3.00 - Primary - Grade 3 3.00 3.00 - Primary - Grade 4 3.00 3.00 - Primary - Grade 5 3.00 3.00 - Primary - Art 1.00 1.00 - Primary - Counselor 1.00 1.00 Primary - Math 1.00 1.00 - Primary - Music 1.00 1.00 - Primary - PE 2.00 2.00 - Primary - Reading Spec. 1.00 1.00 - Primary - Spanish 2.00 2.00 - Primary Staffing 27.00 27.00 - Secondary - Art 2.32 2.16 (0.16) Secondary - Business Management - 1.00 1.00 Secondary - Counselor 1.00 1.00 - Secondary - Economics 1.00 1.00 - Secondary - English 3.50 3.50 - Secondary - Foreign Lang. 4.32 4.00 (0.32) Secondary - Grade 6 3.00 3.00 - Secondary - Humanities 3.92 4.33 0.41 Secondary - Math 5.50 5.50 - Secondary - PE 2.00 2.00 - Secondary - Performing A&D 1.00 1.00 - Secondary - Personal Project 0.50 0.50 - Secondary - Science 4.00 3.84 (0.16) Secondary Staffing 32.06 32.83 0.77 Teaching Aides 8.50 7.00 (1.50) Librarian/Aide 1.00 1.00 - Nurse 1.00 1.00 - Office Aide 4.00 4.00 - Registrar 1.00 1.00 - Support Staffing 15.50 14.00 (1.50) Dyslexia/ Literacy - 1.00 1.00 IT Integration 1.00 1.00 - Special Education 3.25 3.00 (0.25) Speech 1.00 - (1.00) Strings Staff 1.00 1.00 - Specialist Staffing 6.25 6.00 (0.25) WAF Director 1.00 1.00 - WAF Office Aide 0.50 0.50 - Foundation Staffing 1.50 1.50 - Facilities Day Porter 1.00 - (1.00) Facilities Technician 1.00 2.00 1.00 Facilities Staffing 2.00 2.00 - IT Coordinator 1.00 1.00 - IT Tech 1.00 1.00 - IT Dept Staffing 2.00 2.00 - Total Positions 95.31 94.33 (0.98) 32DRAFT INTRODUCTORY SECTION Very Satisfied or Satisfied 71% Dissatisfied 15% Neutral 14% Overall Satisfaction with Quality of Education Very Satisfied or Satisfied 72% Dissatisfied 8% Neutral 20% Overall Satisfaction with the IB Framework Very Satisfied or Satisfied 70% Dissatisfied 15% Neutral 15% Overall Satisfaction with Academic Progress of Child 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 most recent Westlake Academy Parent Survey was conducted in May of 2015 where we saw an overall decrease in the satisfaction rate of 10% with the quality of educational services that were provided. 71% of the parent’s surveyed were very satisfied or satisfied with the overall quality of education Westlake Academy delivers to its students. 72% of our respondents were very satisfied or satisfied with the IB Curriculum / Framework 70% of the parent’s surveyed were either very satisfied of satisfied with the academic progress of their child 33DRAFT INTRODUCTORY SECTION FINANCIAL AWARDS These awards are the highest form of recognition and a significant achievement that reflects the commitment of the governing body and staff in meeting the highest principles of academic budgeting. Since 2009 Westlake Academy has been awarded the Distinguished Budget Presentation Award by the Government Finance Officers Association of the United States and Canada (GFOA) for the preparation and issuance of the annual budget. In order to receive this award, the Academy 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. Since 2009 Westlake Academy has been awarded the Meritorious Budget Award by the Association of School Business Officials (ASBO) for the preparation and issuance of the annual budget. The Meritorious Budget Award (MBA) recognizes school districts that demonstrate proficiency in creating clear, sound budgets while enhancing skills in developing, analyzing, and presenting a clear and effective budget. 34DRAFT 35DRAFT 36DRAFT ORGANIZATIONAL SECTION 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. B OARD OF T RUSTEES Laura Wheat Alesa Belvedere Michael Barrett Rick Rennhack Carol Langdon Wayne Stoltenberg Board President ~~~~~~~~~~~~~~~~~~~~~~~~~Board of Trustees~~~~~~~~~~~~~~~~~~~~~~~~~ W ESTLAKE A CADEMY L EADERSHIP T EAM *Thomas E. Brymer Superintendent of Schools Dr. Mechelle Bryson Executive Principal/Director *Amanda DeGan Assistant Town Manager Alan Burt Assistant Principal and Director of Athletics *Debbie Piper Director of Finance Stacy Stoyanoff Diploma Years Principal *Troy Meyer Director of Facilities Dr. Andra Barton Middle Years Principal *Jason Power Director of Information Technology Terri Watson Middle Years Coordinator *Ginger Awtry Director of Communications & Community Affairs Rod Harding Primary Years Principal *Todd Wood Director of Human Resources and Admin Services Alison Schneider Primary Years Coordinator *Asterisk denotes shared services personnel between the academic and municipal service teams of the Town of Westlake. Jennifer Furnish Student Services Administrator Dr. Shelly Myers Executive Director of the WAF & Director of Development 37DRAFT ORGANIZATIONAL SECTION WESTLAKE ACADEMY ORGANIZATIONAL STRUCTURE Westlake Academy is a municipally owned, open enrollment K-12 charter school that is accredited by the Texas Education Agency. The Academy is governed by a six member Board of Trustees that also serves as the Town Council for the Town of Westlake. 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, and providing 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 extracurricular 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. JOB TITLE DESCRIPTION OF DUTIES Town Manager/ Superintendent Executing the Board of Trustees adopted policies and hiring and managing all employees and department directors Assistant Town Manager/ Superintendent Supporting the Town Manager / Superintendent in his assigned duties, 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 & Administrative Services Managing personnel needs of both Town staff and school faculty Student Services Administrator Supporting the Executive Principal in her assigned duties, managing the 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/Director 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. 38DRAFT ORGANIZATIONAL SECTION 39DRAFT ORGANIZATIONAL SECTION ACADEMY LEADERSHIP E XECUTIVE P RINCIPAL/DIRECTOR The Executive Principal/Director is the instructional leader for the whole school. The Executive Principal/Director 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 heads the executive leadership team which focuses on whole school issues. P RIMARY Y EARS P RINCIPAL (PYP) The Primary Years Principal is the instructional leader for the Primary Years Programme (PYP). The PYP is a curriculum framework for children aged 3-12 that prepares students for the intellectual challenges of further education and their future careers, focusing on the development of the whole child as an inquirer, both in the classroom and in the world outside. The PYP Principal is responsible for ensuring proper implementation of the IB curriculum, student performance, and recruiting, mentoring, and retaining talented faculty. The Primary Principal is a member of the executive leadership team. M IDDLE Y EARS P RINCIPAL (MYP) The Middle Years Principal is the instructional leader for the Middle Years Programme (MYP). The MYP is a curriculum framework for children in grades six through ten that encourages students to make practical connections between their studies and the real world. The MYP builds on the knowledge, skills, and attitudes developed by the Primary Years Programme and prepares students for the demanding requirements of the Diploma Programme. The MYP Principal is responsible for ensuring proper implementation of the IB curriculum, student performance, and recruiting, mentoring, and retaining talented faculty. The MYP Principal is a member of the executive leadership team. D IPLOMA Y EARS P RINCIPAL (DP) The Diploma Programme Principal is the instructional leader for the Diploma Programme (DP). The DP is a challenging two year curriculum for students in grades 11 and 12 that provides an inquiry based, college preparatory education. 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, student performance, and recruiting, mentoring, and retaining talented faculty. The DP Principal is a member of the executive leadership team. 40DRAFT ORGANIZATIONAL SECTION S TUDENT S ERVICES A DMINISTRATOR The Student Services Administrator manages the central office activities of the Academy and directs all administrative staff. Responsibilities include grant management, federal and state reporting, activities of the registrar’s office, support services for the Executive Principal, and research and analysis related to performance data and strategic planning. The Student Services Administrator is a member of the executive leadership team. D IRECTOR OF D EVELOPMENT 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. WESTLAKE ACADEMY’S DESIRED OUTCOMES Westlake Academy’s strategic planning structure is the product of many hours of analysis, review and discussion. Academy staff, under the direction of the Board of Trustees, continually gathers information and input from stakeholders, carefully tracks and analyzes student achievement, and considers economic and demographic trends to formulate long-range goals, plan for future challenges, and develop comprehensive guidelines that ensure student success. Five desired outcomes have been identified and linked to the Academy’s strategic planning efforts: 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. 41DRAFT ORGANIZATIONAL SECTION WESTLAKE ACADEMY MISSION, VISION & VALUES 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 charter school in the State of Texas. The 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. M ISSION “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.”  V ISION “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, Balanced, and Reflective~  V ALUES Maximizing Personal Development Academic Excellence Respect for Self and Others Personal Responsibility Compassion and Understanding  D ESIRED O UTCOMES The following desired outcomes summarize the goals and objectives established by the Board of Trustees and leadership staff at the Academy: High Student Achievement Strong Parent & Community Connections Financial Stewardship & Sustainability Student Engagement-Extracurricular Activities Effective Educators & Staff 42DRAFT ORGANIZATIONAL SECTION MISSION, VISION & VALUES Preparing students for life in a complex global society is the ultimate goal of Westlake Academy's International Baccalaureate World Education. More specifically, the goal is to create a rigorous college preparatory program that prepares students for acceptance at the world’s most prestigious universities. In addition, the companion goal is to prepare students to graduate from these universities within five years. As the United States continues to shift from a goods-based economy to a service-based economy, a college degree is imperative. It is incumbent upon the leadership of Westlake Academy to create and foster an environment that ensures the future readiness of all students. It is important to note that the Westlake Academy’s vision statement clearly states that we will inspire “college bound students to achieve their highest individual potential in a nurturing environment that fosters the traits found in the IB Learner Profile.” At the same time, the Westlake Academy’s mission statement maintains that our “mission is to provide students with an internationally minded education of the highest quality” while the Westlake Academy’s value statements underscore maximizing personal development and academic excellence. Within Westlake Academy’s vision, mission and values, a clear initiative of college readiness is drawn; coupled with the expectations that all students sit for the IB diploma creates a need to evaluate Westlake Academy’s current pathways to the IB diploma. In order to strengthen Westlake Academy’s college preparatory program, the Instructional Leadership Team (ILT) began analyzing the school’s course selections and evaluated the need to create a new pathway to the IB diploma. In our current course guide, system, there are three ways for students to obtain the IB diploma. These pathways are through the arts, sciences and economics. We believe that these three pathways do not adequately meet the needs of all Westlake Academy students. Every year, we have students who choose a group six course out of default. For example, we have students who take art not because they have a love for art, but because is simply a choice that they can live with. After several conversations, the consensus from the ILT was to propose a business management pathway to provide greater access to the IB diploma for Westlake Academy students. Our commitment to 100% of Westlake Academy’s student sitting for the IB diploma requires that we create another pathway and more alignment between MYP and DP. Given our physical placement in the metroplex with Fidelity and Deloitte, a business management pathway is an excellent way to create a unique sense of place. It is important to note that each of these conversations regarding a new pathway to the IB diploma was grounded in the new Westlake Academy strategic plan. 43DRAFT ORGANIZATIONAL SECTION BALANCED SCORECARD SYSTEM The Academy is in the process of designing a strategic planning and performance management framework based on the Balanced Scorecard system. The Balanced Scorecard is a strategic planning and management tool that is used extensively in business and industry, government, and nonprofit organizations worldwide to align operational activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The Balanced Scorecard provides a systematic way to answer the questions: 1. What are we trying to accomplish? 2. Are we doing the right things? 3. If we are doing the right things, are we doing them efficiently and effectively? Following are the key components of a Balanced Scorecard System: 1. Strategic Perspectives – A view of the organization through a particular ‘lens’. Perspectives are generally broken down into four different categories of operations: capacity building, operational processes, financial and customer satisfaction. We have customized these perspectives for our organziation as follows: • People, Facilities, and Technology (capacity) • Academic Operations (operational) • Financial Stewardship (financial) • Citizen, Student, and Stakeholder (customer) 2. Strategic Objectives – 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. Performance Measures – A quantifiable expression of the amount, cost, or result of activities indicating how well services are provided. There are at least three types of performance measures: • Effectiveness Measures – A type of performance measure used to assess the quality of outcomes. • Efficiency Measures – A type of performance measure used to assess the cost of providing services, i.e. the cost per unit of service. • Workload Measures – A type of performance measure used to assess the amount of work performed or services rendered. For example, the number of students served in a program per unit of time. 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. 44DRAFT ORGANIZATIONAL SECTION Shown below are Westlake Academy’s identified strategic objectives arranged by perspective and causally linked to form a strategic map: 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 Academy’s mission, vision and values are built on the premise that a teacher’s moral obligation is not just to help students reach their potential but to surpass it. As such, our greater aim is to build a school culture where educators use data continuously, collaboratively and effectively to improve teaching and learning. It is through data dialogues that the Academy disaggregates data, measures the impact of instructional decisions and adjusts learning experiences for the greater good of learning. It is through this process that the best teachers are recruited and retained, our IB continuum is strengthened and academic success is equitably achieved. In addition, it is through this process that Westlake Academy becomes the best place for teachers to teach and for students to learn. 45DRAFT ORGANIZATIONAL SECTION 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 D of the Education Code. T HE A NNUAL B UDGET A budget is required to be adopted annually for the General Fund (Westlake Academy does not maintain a Debt Service Fund or child nutrition program). The budget is adopted on a basis consistent with generally accepted accounting principles. All appropriations lapse at fiscal year-end. On or before August 31st of each year, the Superintendent submits for review by the Board of Trustees a proposed budget for the upcoming school year. 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. K EY R EVENUES Public charter schools in the State of Texas do not have taxing authority, nor do they receive facility funding. Consequently, the Academy receives approximately 80% of General Fund revenues via the State funded Foundation School Program (FSP), and is disproportionately affected by changes in FSP funding levels set by the Texas legislature. Over the last two legislative sessions funding for public education has increased slightly, but overall funding still falls short of FY 2009/10 levels. Note that the amount of state aid received through the Foundation School Program (approximately $7,241 per student in FY 16/17) is a function of the total number of students enrolled at the Academy as well as the additional funding from Career and Technical Education classes. K EY E XPENDITURES Compensation and benefits are the largest operating cost for Westlake Academy, comprising 75% of total operating expenditures. The current forecast assumes no further expansions of curriculum or other programme areas that would necessitate additional staff; a 1.5% increase in personnel is included in the forecast. Other costs including utilities, supplies, and professional services are held at 1% unless additional revenue sources are realized. F UND B ALANCE The Superintendent and Board of Trustees are devoted to safeguarding and improving the financial condition of Westlake Academy. The Academy shall strive to maintain an unassigned General Fund Balance of 45 days of operation, and Fund Balance monies will only be used with Board approval for specific needs. The current five-year forecast estimates the fund balance in the General Fund will slightly decrease in FY 16/17. Fund Balance in subsequent fiscal years is anticipated to stay within 52 to 60 operating days. Board policy stipulates 46DRAFT ORGANIZATIONAL SECTION that all future increases in expenditures must be offset by new or additional revenues. A full listing of Fund Balance policies can be found at the end of this section. FIDUCIARY FUND TYPES Westlake Academy has a single Fiduciary-type fund, called the Agency Fund, which accounts for resources held in a custodial capacity for the benefit of student organizations. The Agency fund is not a budgeted fund. GOVERNMENTAL FUND TYPES G ENERAL F UND 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 State 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. • 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. S PECIAL R EVENUE F UNDS Special Revenue Funds 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. These funds are not adopted by the governing body, and are shown here for informational purposes only. • 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. 47DRAFT ORGANIZATIONAL SECTION • 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 484 Local Grants (Locally funded) – These funds represent small grants from Westlake Academy Foundation and the House of Commons for specific purposes. • Fund 495 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. 48DRAFT ORGANIZATIONAL SECTION Westlake Academy Agency Fund General Fund General Athletic Activities Transportation/Parking Special Revenue Funds IDEA-B Formula Material Allotment Campus Activities Hudson Foundation Grants WAF Grants WAF Financial Assistance WAF Fund-an-Item International Mindedness Educator Symposium WESTLAKE ACADEMY FUND STRUCTURE 49DRAFT ORGANIZATIONAL SECTION OVERVIEW OF ACCOUNT CODES Financial transactions within funds are organized and classified through the account code system. 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 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. A C COUNT C ODE S TRUCTURE XXX X XX XXX XX XXX XXXX XX Fund Code Year Code Function Code Organization Code Program Intent Code Local Option Code Object Code Sub Object Code (1xxx- 8xxx) Account Groups (9xx) (0-9) (11-99) (001-999) (11-99) (xxx) 1X – Assets 2X – Liabilities 3X – Fund Equity 4X – Clearing Accts 5X – Revenues 6X – Expenditures 7X – Other Resources 8X – Other Uses (xx) 50DRAFT ORGANIZATIONAL SECTION F UNCTION C ODES – G ENERAL D ESCRIPTIONS 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 Co-curricular/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). • 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 51DRAFT ORGANIZATIONAL SECTION 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 meals, 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). 52DRAFT 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. O BJECT C ODE – G ENERAL D ESCRIPTIONS The object number is a 4-digit code that describes the type of revenue or expenditure incurred and is comprised of the fifteenth through eighteenth digits in the code structure. For example: 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 53DRAFT ORGANIZATIONAL SECTION THE BUDGET PROCESS 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 to the Board of Trustees which includes: • A budget message • A consolidated 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 proposed 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 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. 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. 54DRAFT ORGANIZATIONAL SECTION BASIS OF BUDGETING Legal requirements for charter school budgets are formulated by the state and the 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). However, the Academy does not maintain a debt service fund or a child nutrition program; therefore, only the General Fund is required to be adopted. Special Revenue Funds, described below, are not adopted by the governing body, and are shown for informational purposes only. 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 that is used in financial statements. The basis of budgeting refers to when revenues and expenditures are recognized in the corresponding accounts and reported in financial statements. Governmental fund types, including the general fund, are budgeted using the Current Financial Resources Measurement Focus and the Modified Accrual Basis of Accounting. Westlake Academy’s only Fiduciary Fund (the Agency Fund, described below) is not a budgeted fund. 2016/2017 Budget Planning Timeline Timeline Description of Activities October - December Strategic Plan review and development December Westlake Academy Instructional Leadership Team (ILT) begins planning upcoming budget January ILT meets with WA affiliates for joint planning January - March Review/develop CIP, Five Year Projection, and 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 current year if necessary August BOT consideration/adoption of Westlake Academy budget for upcoming school year December Annual financial audit 55DRAFT ORGANIZATIONAL SECTION BASIS OF ACCOUNTING – FUNDS 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. Academy funds are classified into two categories: governmental and fiduciary. Governmental funds 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. Fiduciary funds account for resources that are held in trust for individuals or other governments, in this case monies that are held in a custodial capacity for the benefit of student organizations. Governmental funds 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 met. 56DRAFT ORGANIZATIONAL SECTION 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. THE TOWN OF WESTLAKE BOND RATING Standard & Poor's Ratings Services recently raised The Town’s credit rating one notch to ‘AA+’ from ‘AA’ with a stable outlook. Below is an excerpt from Standards and Poor’s: The ratings reflects our opinion of the following factors for Westlake, specifically its: (a) Inclusion in the deep and diverse Dallas-Fort Worth metropolitan statistical area (MSA) economy; (b) Very strong budgetary flexibility with fiscal 2012 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 (d) Strong management conditions, supported by good financial policy implementation. 57DRAFT 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. 58DRAFT ORGANIZATIONAL SECTION CAPITAL PROJECTS & DEBT SERVICE The Town of Westlake owns the land on which the Academy is located and all facilities associated with the school. The Town has issued approximately $30M in debt to construct campus facilities and is responsible for debt service payments associated with Westlake Academy’s capital infrastructure. The Town’s Debt Service Fund is used to manage debt service payments, and Academy debt is accounted for in the annual municipal budget. Average annual debt service payments for Academy facilities and infrastructure total approximately $1.856M, and are funded primarily by municipal sales tax receipts. Academy related debt is over 90% of the Town's debt burden. However, the school is also considered the Town’s primary economic development tool. FY 16/17 debt service payments related to the construction of Westlake Academy facilities include: • $702,008 on Series 2007 General Obligation Refunding Bonds • $482,675 on Series 2011 General Obligation Refunding Bonds • $449,132 on Series 2013 Certificates of Obligation • $170,350 on Series 2013 General Obligation Refunding Bonds • $ 70,620 on Series 2014 General Obligation Refunding Bonds • $159,000 on Series 2017 Certificates of Obligation For more information, see Town of Westlake FY 15/16 Annual Municipal Budget, available online at www.westlake-tx.org. Academy related capital improvement projects are included in the Town Capital Improvement Plan and guided by the adopted Facility Master Plan, which can be viewed at www.westlake-tx.org, or at www.westlakeacademy.org. The following capital projects have been presented to the Board of Trustees but are currently unfunded (under discussion only). FY 17/18 FY 18/19 FY 19/20 FY 20/21 TOTAL 15 Classroom Secondary Addition - - 4,676,839 - 4,676,839 4 Classroom Kindergarten Addition - - 2,996,035 - 2,996,035 Art & Science Classrooms - - - 1,934,422 1,934,422 Performing Arts Center - - - 5,391,638 5,391,638 Sports Field Lighting 285,000 - - - 285,000 Total Facilities Improvements $ 285,000 $ - $ 7,672,874 $ 7,326,060 $ 15,283,934 59DRAFT ORGANIZATIONAL SECTION Any future additions to campus facilities will increase operational costs 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 Municipal Capital Improvement Plan, available to the public at www.westlake-tx.org. INDIRECT OPERATING COSTS The Academy operates under a shared service model with the Town of Westlake, whereby the Town provides HR, Financial, Facilities, and Administrative support services to the Academy. The shared services model was an integral part of the charter application process that helped bolster the Town’s case for having a community school. The shared service model conserves precious resources and avoids the duplication of effort across Town and Academy activities. The 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) The following table reflects the Academy’s total cost in FY 15/16, including transfers and indirect costs. General Fund Academic and Municipal Services Amended FY 2015/16 Proposed FY 2016/17 Increase Amount Increase Percent Municipal-Transfer to WA Operating Budget 315,000 315,000 - 0% Annual Debt Service (Municipal budget) 1,858,591 2,033,785 175,194 9% Major Maintenance and Replacement 247,920 338,805 90,884 37% In-direct Operating Costs 627,641 674,130 46,489 7% $ 11,553,000 $ 11,459,465 $ (93,536) -1% IMPACT ON OPERATING BUDGET FY 19-20 WA – Phase II Secondary Addition $ 53,760 WA – Phase II Arts & Science Classroom 24,226 WA - Phase III Kindergarten Addition 28,840 WA - Phase III Performing Arts Center 11,536 TOTAL UNFUNDED PROJECTS $ 118,362 60DRAFT ORGANIZATIONAL SECTION FUND BALANCE POLICIES The Superintendent and Board of Trustees are devoted to safeguarding and improving the financial condition of Westlake Academy. The Academy shall strive to maintain an unassigned General Fund Balance of 45 days of operation, and Fund Balance monies will only be used with Board approval for specific needs. 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. Fiscal Year Revenues Expenditures Unassigned Fund Balance % Daily Cost Min. $ Min % FY 03/04 Audited $1,094,608 $1,068,857 $12,391 1% $2,928 $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 Audited $7,805,552 $7,364,652 $1,482,156 20% $20,177 $907,971 12% FY 15/16 Amended $7,956,657 $8,803,848 $1,106,391 13% $24,120 $1,085,406 12% FY 16/17 Proposed $8,399,173 $8,397,745 $1,107,819 13% $23,008 $1,035,338 12% • Unassigned Fund Balance - column lists the accumulated ending fund balance (the chart does not show transfers in/out which influence the fund balance each year); • FB Ratio To Expenditure % - represents the ratio of fund balance to annual expenditures i.e. in FY 04/05, • Daily Cost - is calculated by dividing the annual expenditure amount by 365 days. • Min $ and Min % - 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. 61DRAFT ORGANIZATIONAL SECTION 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. 62DRAFT ORGANIZATIONAL SECTION 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. 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 63DRAFT ORGANIZATIONAL SECTION 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 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. 64DRAFT ORGANIZATIONAL SECTION 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. 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. 65DRAFT ORGANIZATIONAL SECTION 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 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. 66DRAFT ORGANIZATIONAL SECTION 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. 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. 67DRAFT ORGANIZATIONAL SECTION 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 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. 68DRAFT ORGANIZATIONAL SECTION 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. 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. 69DRAFT ORGANIZATIONAL SECTION 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: 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 70DRAFT ORGANIZATIONAL SECTION 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. 71DRAFT ORGANIZATIONAL SECTION 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) 72DRAFT ORGANIZATIONAL SECTION 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. 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. 73DRAFT ORGANIZATIONAL SECTION 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 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; 74DRAFT ORGANIZATIONAL SECTION •• 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 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. 75DRAFT ORGANIZATIONAL SECTION 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 76DRAFT ORGANIZATIONAL 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. 77DRAFT 78DRAFT 79DRAFT FINANCIAL SECTION MAJOR REVENUE SOURCES AND EXPENDITURES R EVENUES: 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 78% of revenues from all funds. Funding for public education has increased slightly over the last two legislative sessions, but overall funding still falls short of the FY 2009/10 school year. The Texas economy has been strong, but ongoing litigation regarding public education funding has created a hesitancy to adjust funding projections until the courts have ruled upon the constitutionality of the current funding methodology. Consequently, the Academy continues to utilize prior year funding levels when developing financial models and forecasts. Staff estimates that the average level of total state aid received through the Foundation School Program (FSP) in FY 2016/17 will be approximately $7,241 per student, a small increase from FY 2015/16 primarily due to the addition of Career and Technical Education classes. • Local funding consists of the following major sources, the Town of Westlake, Westlake Academy Foundation (WAF) and the Hudson Foundation. o The Town of Westlake provides administrative, HR, facilities, and financial services for the Academy and is also responsible for all debt service payments relating to Academy facilities and infrastructure. o The Westlake Academy Foundation is an independent non‐profit organization that raises funds through donations and various fund raising efforts; the FY 2016/17 forecast is $1,000,000. The WAF conducts several annual fundraising activities, including the Blacksmith Campaign, 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 directs fund raising efforts towards 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. o The Hudson Foundation is an independent, non‐profit organization that supports organizations who are innovative and who develop programs that create new ways on knowing. Westlake Academy has been the proud recipient of a Hudson Grant for the past seven years. These funds are used for teacher training, innovative learning space and student travel. • Federal funding is received through grants that support special education and accounts for approximately one percent (1%) of revenues for all funds. 80DRAFT FINANCIAL SECTION 61XX ‐ Payroll & Related Items 73% 62XX ‐ Contracted Services 12% 63XX ‐ Supplies & Materials 9% 64XX ‐ Other Operating 5% 65XX ‐ Debt Service 1% All Governmental Funds Expenditures by Object E XPENDITURES: Employee compensation and benefits are Westlake Academy’s largest operating expenditures. Board policy states a desire to maintain a salary scale within three percent (3%) of the districts surveyed for market comparison purposes. Staff has conducted an annual salary survey, and recommends a salary scale adjustment for FY 16/17, and this adjustment would result in an average salary increase of 4.55% from FY 15/16. The increase equals approximately $270,000 in payroll and related expenditures, and will bring the Academy to within 2.5% of the estimated average median of surrounding districts. These adjustments to compensation and benefits will allow the Academy to remain competitive, and serve as a valuable component in our recruiting and retention efforts Local Revenues 21% State Program Revenues 78% Federal Program Revenues 1% All Governmental Funds Revenues 81DRAFT FINANCIAL SECTION DEBT SERVICE & CAPITAL EXPENDITURES The Town of Westlake is responsible for debt service payments associated with Westlake Academy’s capital infrastructure. The Town’s Debt Service Fund is used to manage payments, and Academy debt is accounted for in the annual municipal budget. Approximately $30M in debt has been issued since 2002 to develop Academy facilities; this debt will be fully retired in 2043. The average annual debt service for Academy facilities paid by the Town of Westlake is approximately $1.856M. FY 16/17 debt service payments related to the construction of Westlake Academy facilities include: • $702,008 on Series 2007 General Obligation Refunding Bonds • $482,675 on Series 2011 General Obligation Refunding Bonds • $449,132 on Series 2013 Certificates of Obligation • $170,350 on Series 2013 General Obligation Refunding Bonds • $ 70,620 on Series 2014 General Obligation Refunding Bonds • $159,000 on Series 2017 Certificates of Obligation For more information, see Town of Westlake FY 15/16 Annual Municipal Budget, available online at www.westlake‐tx.org. 82DRAFT FINANCIAL SECTION SERVICE LEVEL ADJUSTMENTS This budget makes use of Service Level Adjustments (SLA) to track cost changes. There are four types of Service Level Adjustments: (1) increased operating costs to maintain current levels of service, (2) increased operating costs due to expanded levels of service, (3) increased costs due to the development of new services, and (4) cost savings. Cost savings may occur for any number of reasons, but primarily arise due to increased efficiency, service level reductions, or not expending budgeted resources. Note that totals in brackets ( ) denote a decrease in expenditures. For FY 2016‐2017 staff recommends the following adjustments: 61XX SALARY AND RELATED EXPENDITURES $273,521 Balanced Scorecard Perspective: People, Facilities, & Technology Outcome Objective: Attract, Recruit, Retain, & Develop the Highest Quality Workforce Increases in FY 16/17 salary related expenditures are primarily due to an average 4.5% pay increase as well as an unemployment insurance increase which is determined annually by the state. A new employer‐paid benefit, “Telehealth”, has been proposed. This benefit allows employees and their entire household to receive healthcare from a licensed physician over the phone for non‐complex situations. The proposed salary scale is within 2.5% of surrounding school districts and is more competitive than previous years. Personnel FTE’s were reduced by approximately 1 FTE. 62XX PROFESSIONAL AND CONTRACTED S ERVICES $ 13,970 Balanced Scorecard Perspective: Academic Operations Outcome Objective: Improve the Efficiencies of Operational Systems This category includes expenditures related to professional and contracted services rendered to the Academy by firms, individuals, and other organizations. This increase amount is mainly due to the purchase of new licensing over the summer to be ready for FY 17‐18. Current licensing will expire in May 2017. 63XX SUPPLIES AND MATERIALS $ (1,000) 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. 64XX OTHER OPERATING COSTS $(27,724) 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. Cost savings in this category are based on a determined effort to reduce costs. 65XX DEBT SERVICE COSTS $166,673 Balanced Scorecard Perspective: People, Facilities & Technology Outcome Objective: Improve Technology, Facilities % Equipment Debt service costs are associated with the 3‐year lease for iPads to support the one‐to‐one device initiative. 83DRAFT FINANCIAL SECTION FINANCIAL FORECAST F ORECAST A SSUMPTIONS Basic Assumptions: • 41 student increase in FY 16‐17 and 5 additional students in subsequent years • Average Daily Attendance rate of 97% Revenues: • 100% use of WAF Annual Program revenues (adopted $1 million) • Career and Technology (CTE) Funding has been implemented with 252 students for FY 2016‐17. Additional CTE students will increase by 120 students in FY 2017‐18 due to the addition of the DP Business Management course and by unblocking Algebra II or renaming/redesigning the second block of Algebra II (numbers will fluctuate slightly from year to year beyond 2017‐18 due to student course selections) Expenditures: • Personnel costs are estimated to increase approximately 4.5% for FY 16‐17 and 1.5% annually in subsequent years • Professional Services, supplies and other operating expenditures are increased by 1% in outer years but will only increase if revenues increase to offset additional expenditures Charter schools do not have taxing authority, making them reliant upon state and local funding sources. As an open enrollment charter school, all State funding is determined each legislative session and channeled to Westlake Academy through the Foundation School Program (FSP). Charter schools are funded based on their weighted average daily attendance (WADA). A school’s WADA is determined not only by the number of students attending, but their participation in special programs, such as special education and career and technology. The majority of WA General Fund revenue is derived from the Foundation School Program. Secondary sources include the Westlake Academy Foundation and the Blacksmith Campaign. Growth in local revenues has been significant and is a result of strong parent support of the Academy. Future revenue projections are based upon the State’s current funding formula and current local donation levels. Due to the uncertainty of state funding, the Academy adopted a new policy in FY 14/15 which only allows increases in expenditures if there is an offsetting increase in revenues. 84DRAFT Audited Adopted Amended Proposed Amount Percent Projected Projected Projected Projected FY 14/15 FY 15/16 FY 15/16 FY 16/17 Inc/(Dec)Inc/(Dec)FY 17/18 FY 18/19 FY 19/20 FY 20/21 1 Transportation 28,381$ 27,225$ 28,400$ 28,400$ -$ 0%28,684$ 28,971$ 29,261$ 29,553$ 2 Parking 25,036 14,000 25,050 25,050 - 0%25,301 25,554 25,809 26,067 3 Athletic Activities 90,925 81,150 81,150 90,724 9,574 12%91,631 92,548 93,473 94,408 4 Interest Earned 2,067 1,575 3,000 3,000 - 0%3,030 3,060 3,091 3,122 5 WAF Blacksmith Donation 1,046,212 1,100,000 1,025,000 1,000,000 (25,000) -2%1,000,000 1,000,000 1,000,000 1,000,000 6 WAF Salary Reimbursement 57,130 49,770 60,436 66,432 5,996 10%67,096 67,767 68,445 69,129 7 Town Contribution - Westlake Reserve 300,000 300,000 300,000 300,000 - 0%315,000 315,000 315,000 315,000 8 Town Contribution - 15,000 15,000 15,000 - 0%15,150 15,302 15,455 15,609 9 Other Local Revenue (BTS, Tech & Other)108,611 54,000 70,500 143,256 72,756 103%144,689 146,135 147,597 149,073 A 10 Food Services 6,000 6,000 6,000 6,000 - 0%6,060 6,121 6,182 6,244 11 1,664,363 1,648,720 1,614,536 1,677,862 63,326 4%1,696,641 1,700,457 1,704,312 1,708,205 12 21%21%20%20%14%71%20%20%20%20% - 13 TEA - Foundation School Funds 5,811,523 5,671,950 5,788,829 5,606,212 (182,617) -3%5,503,025 5,537,413 5,580,801 5,606,189 14 TEA - Available School Funds 222,779 138,891 308,298 169,407 122%308,298 308,298 308,298 308,298 15 CTE Funding (additional TEA-FSP Funds)- - - 356,475 356,475 100%540,371 540,371 540,371 540,371 16 TEA - IB Training 6,750 - - 0% 17 TRS On-behalf/Medicare Part B 329,666 391,427 414,401 450,326 35,925 9%461,584 473,124 484,952 497,076 18 6,141,189 6,292,906 6,342,121 6,721,311 379,190 6%6,813,278 6,859,206 6,914,422 6,951,934 19 79%79%80%80%86%108%80%80%80%80% 20 7,805,552$ 7,941,626$ 7,956,657$ 8,399,173$ 442,516$ 6%8,509,919$ 8,559,663$ 8,618,733$ 8,660,138$ 21 EXPENDITURES by FUNCTION 22 Function 11 - Instructional 4,343,503$ 4,579,900$ 5,361,249 4,788,354$ (572,895)$ -11% 23 Function 12 - Resources & Media 67,933 74,801 76,348 84,089 7,741 10% 24 Function 13 - Curriculum & Staff Developme 165,308 134,590 147,909 127,802 (20,107) -14% 25 Function 21 - Instructional Leadership 212,942 264,259 276,108 276,548 440 0% 26 Function 23 - School Leadership 620,382 778,866 816,705 851,510 34,805 4% 27 Function 31 - Guidance & Counseling 255,193 205,230 233,403 236,600 3,197 1% 28 Function 33 - Health Services 64,285 66,617 68,166 68,024 (142) 0% 29 Function 36 - Co/Extracurricular Activities 122,974 146,774 148,258 175,826 27,568 19% 30 Function 41 - Administrative 344,087 306,986 363,460 276,495 (86,965) -24% 31 Function 51 - Maintenance & Operations 865,719 915,068 933,345 940,838 7,493 1% 32 Function 52 - Security & Monitoring Services - 5,695 - - - 0% 33 Function 53 - Data Processing 100,757 169,679 172,888 192,401 19,513 11% 34 Function 61 - Community Services 111,620 112,639 115,445 122,020 6,575 6% 35 Function 71 - Debt Service 89,949 90,565 90,565 257,238 166,673 184% 36 7,364,652$ 7,851,666$ 8,803,848 8,397,745$ (406,103)$ -5% 37 Object Code 61XX - Salaries #5,409,211$ 5,912,800$ 6,166,842 6,290,364$ 123,521$ 2%6,384,719 6,480,490 6,577,697 6,676,363 38 Object Code 62XX - Contracted Services 1,056,326 940,445 1,100,582 1,024,552 (76,030) -7%1,034,798 1,045,145 1,055,597 1,066,153 39 Object Code 63XX - Supplies & Materials 392,279 483,115 966,926 374,383 (592,543) -61%378,127 381,908 385,727 389,584 40 Object Code 64XX - Other Operating Costs 416,884 424,741 478,933 451,208 (27,725) -6%455,720 460,278 464,880 469,529 41 Object Code 65XX - Debt Service 89,949 90,565 90,565 257,238 166,673 184%166,673 166,673 - - 42 7,364,649$ 7,851,666$ 8,803,848 8,397,745$ (406,103)$ -5%8,420,037$ 8,534,494$ 8,483,902$ 8,601,629$ 43 Other Resources - Local 61,740$ 45,000$ 482,425 -$ (482,425)$ -100% 44 Other Uses - Local (45,000) (45,000) - - - 0% 45 16,740 - 482,425 - (482,425) - - - - 46 457,642$ 89,960$ (364,766) 1,428$ 366,194$ -100%89,882$ 25,169$ 134,832$ 58,509$ 47 FUND BALANCE BEGINNING 1,024,515 1,482,157 1,482,157 1,117,391 (364,766) -25%1,118,819 1,208,701 1,233,870 1,368,702 48 FUND BALANCE ENDING 1,482,157 1,572,117 1,117,391 1,118,819 1,428 0%1,208,701 1,233,870 1,368,702 1,427,211 49 Assigned - Technology/FFE - 125,000 - - - 0%- - - - 50 Assigned - Uniform/Equip replacement - 5,000 11,000 11,000 - 0%15,000 15,000 15,000 15,000 51 1,482,157$ 1,442,117$ 1,106,391$ 1,107,819$ 1,428$ 0%1,193,701$ 1,218,870$ 1,353,702$ 1,412,211$ 52 Number of Operating Days (365)73 67 49 48 (1) -2%52 52 58 60 53 Dollars per Operating Day f 20,177$ 21,511$ 22,424$ 23,008$ 584 3%23,069$ 23,382$ 23,244$ 23,566$ 54 Total Students Enrolled l 812 832 825 866 41 5%870 875 880 885 55 TEA Funding per Student (Inc. CTE & SPED)7,026$ 7,085$ 7,185$ 7,241$ 56$ 1%7,301$ 7,298$ 7,306$ 7,294$ 56 Operating Cost per Student (Academic Only 9,070$ 9,437$ 10,087$ 9,697$ (389)$ -4%9,678$ 9,754$ 9,641$ 9,719$ 57 Teachers l 60.4 65.3 63.4 63.8 0.4 1%63.8 63.8 63.8 63.8 58 Student/Teacher Ratio f 13.5 12.7 13.0 13.6 0.6 4%13.6 13.7 13.8 13.9 FUND BALANCE ENDING (Unassigned) NET OTHER RESOURCES (USES) TOTAL EXPENDITURES BY FUNCTION Total State Revenues TOTAL REVENUES TOTAL EXPENDITURES BY OBJECT EXCESS REVENUES OVER(UNDER) EXP Percent of total revenues Five Year Financial Forecast FY 2016-17 thru FY 2020-21 Total Local Revenues Westlake Academy - General Fund Percent of total revenues FINANCIAL SECTION 85DRAFT FINANCIAL SECTION Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 15/16 FY 16/17 Proposed REVENUES Local Revenues 1,158,045$ 1,636,975$ 2,190,629$ 1,754,220$ 1,800,281$ 1,813,362$ 13,081$ State Program Revenues 4,696,540 5,269,641 6,181,480 6,435,693 6,445,856 6,721,311 275,455 Federal Program Revenues 81,958 80,103 162,270 90,000 98,563 102,394 3,831 5,936,543 6,986,719 8,534,379 8,279,913 8,344,700 8,637,067 292,367 EXPENDITURES (BY FUNCTION) 11 - Instructional 3,458,116 4,264,664 4,716,639 4,906,188 5,698,685 4,985,626 (713,059) 12 - Resources & Media 57,784 57,884 67,933 74,801 80,073 84,089 4,016 13 - Staff Development 130,442 148,356 222,521 197,590 182,409 133,802 (48,607) 21 - Instructional Leadership 93,964 165,116 248,087 264,259 276,108 276,548 440 23 - School Leadership 341,039 597,075 712,023 801,866 832,805 851,510 18,705 31 - Guidance & Counseling 244,900 282,334 255,286 205,230 233,403 236,600 3,197 33 - Health Services 58,208 61,890 64,285 66,617 68,166 68,024 (142) 35 - Food Services - - 36 - CoCurricular/ Extra. Activities 125,139 152,261 142,799 171,774 148,258 175,826 27,568 41 - Administrative 363,548 389,673 351,087 306,986 403,460 316,495 (86,965) 51 - Maintenance & Operations 614,042 733,367 865,719 915,068 933,345 940,838 7,493 52 - Security & Monitoring Services 100,757 5,695 - - - 53 - Data Processing 160,695 177,063 111,620 169,678 172,888 192,401 19,513 61 - Community Services 86,845 113,995 79,745 112,638 115,445 122,020 6,575 71 - Debt Service - 3,733 10,204 90,565 90,565 257,238 166,673 81 - Facility Acquisition/Construction 27,930 - - - - - Total Expenditures 5,762,652 7,147,411 7,948,705 8,288,953 9,235,609 8,641,017 (594,592) Excess (Deficiency) of Revenues Over (Under) Expenditures 173,891 (160,692) 585,674 (9,040) (890,909) (3,950) 886,959 OTHER FINANCING SOURCES (USES) 79 - Other Resources 40,959 239,009 16,740 45,000 482,425 - (482,425) 89 - Other Uses (40,959) - - (45,000) - - - 79 - Special Item - Resource - - - - - - - 89 - Extraordinary Item - Use - - - - - - - Total Other Financing Sources (Uses)- 239,009 16,740 - 482,425 - (482,425) NET CHANGES IN FUND BALANCE 173,891 78,317 602,414 (9,040) (408,484) (3,950) 404,534 FUND BALANCE, BEGINNING 819,090 992,981 1,071,298 1,673,712 1,673,712 1,265,228 (408,484) FUND BALANCE, ENDING 992,981 1,071,298 1,673,712 1,664,672 1,265,228 1,261,278 (3,950) Assigned - Tech/FF&E Replacemt - - - 125,000 - - - Assigned - Uniforms/Equip Rep.- - - 11,350 11,000 11,000 - Assigned - Facility Maintenance/FFE - - - - - - - FUND BALANCE, UNASSIGNED 992,981$ 1,071,298$ 1,673,712$ 1,528,322$ 1,254,228$ 1,250,278$ (3,950)$ WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ALL GOVERNMENTAL FUNDS For the Year Ending August 31, 2017 86DRAFT FINANCIAL SECTION Adopted Amended Adopted Variance Audited Audited Audited Budget Budget Budget Estimated to FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 15/16 FY 16/17 Proposed General Fund 5,640,930$ 6,560,141$ 7,805,552$ 7,941,626$ 7,956,657$ 8,399,173$ 442,516$ Special Revenue Funds 295,609 426,578 728,827 338,287 388,043 237,894 (150,149) Total Governmental Funds 5,936,539$ 6,986,719$ 8,534,379$ 8,279,913$ 8,344,700$ 8,637,067$ 292,367$ Adopted Amended Adopted Variance Audited Audited Audited Budget Budget Budget Estimated to FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 15/16 FY 16/17 Proposed General Fund 5,496,181$ 6,733,873$ 7,364,652$ 7,851,666$ 8,803,848$ 8,397,745$ (406,103)$ Special Revenue Funds 266,471 413,538 584,053 437,287 431,761 243,272 (188,489) Total Governmental Funds 5,762,652$ 7,147,411$ 7,948,705$ 8,288,954$ 9,235,609$ 8,641,017$ (594,592)$ Adopted Amended Adopted Variance Audited Audited Audited Budget Budget Budget Estimated to Expenditures by Object FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 15/16 FY 16/17 Proposed 61XX - Payroll & Related Items 4,339,743$ 5,198,873$ 5,710,696$ 6,047,107$ 6,299,405$ 6,457,758$ 158,352$ 62XX - Contracted Services 865,171 958,209 1,099,389 974,140 1,126,282 1,027,552 (98,730) 63XX - Supplies & Materials 267,105 672,965 547,594 748,402 1,131,349 403,211 (728,138) 64XX - Other Operating 290,633 313,631 499,877 428,741 588,008 495,258 (92,750) 65XX - Debt Service - 3,733 91,149 90,565 90,565 257,238 166,673 Total Expenditures 5,762,652$ 7,147,411$ 7,948,705$ 8,288,954$ 9,235,609$ 8,641,017$ (594,592)$ TOTAL REVENUES TOTAL EXPENDITURES EXPENDITURES BY OBJECT CODE WESTLAKE ACADEMY ALL GOVERNMENTAL FUNDS For the Year Ending August 31, 2017 61XX Payroll & Related Items 73% 62XX Contracted Services 12% 63XX Supplies & Materials 9% 64XX - Other Operating 5% 65XX Debt Service 1% All Governmental Funds Expenditures by Object 87DRAFT FINANCIAL SECTION Adopted Amended Proposed Audited Audited Audited Budget Budget Budget FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 15/16 FY 16/17 REVENUE SUMMARY Local Revenues 1,158,045$ 1,636,975$ 2,190,629$ 1,754,220$ 1,800,281$ 1,813,362$ State Program Revenues 4,696,540 5,269,641 6,181,480 6,435,693 6,445,856 6,721,311 Federal Program Revenues 81,958 80,103 162,270 90,000 98,563 102,394 Total Revenues 5,936,543$ 6,986,719$ 8,534,379$ 8,279,913$ 8,344,700$ 8,637,067$ Adopted Amended Proposed Audited Audited Audited Budget Budget Budget EXPENDITURES (BY FUNCTION)FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 15/16 FY 16/17 11 - Instructional 3,458,116$ 4,264,664$ 4,716,639$ 4,906,188$ 5,698,685$ 4,985,626$ 12 - Resources & Media 57,784 57,884 67,933 74,801 80,073 84,089 13 - Staff Development 130,442 148,356 222,521 197,590 182,409 133,802 21 - Instructional Leadership 93,964 165,116 248,087 264,259 276,108 276,548 23 - School Leadership 341,039 597,075 712,023 801,866 832,805 851,510 31 - Guidance & Counseling 244,900 282,334 255,286 205,230 233,403 236,600 33 - Health Services 58,208 61,890 64,285 66,617 68,166 68,024 35 - Food Services - - 36 - CoCurricular/ Extra. Activities 125,139 152,261 142,799 171,774 148,258 175,826 41 - Administrative 363,548 389,673 351,087 306,986 403,460 316,495 51 - Maintenance & Operations 614,042 733,367 865,719 915,068 933,345 940,838 52 - Security & Monitoring Services - 5,695 - - 53 - Data Processing 160,695 177,063 100,757 169,678 172,888 192,401 61 - Community Services 86,845 113,995 111,620 112,638 115,445 122,020 71 - Debt Service - 3,733 89,949 90,565 90,565 257,238 81 - Facility Acquisition/Construction 27,930 - - - - Total Expenditures 5,762,652$ 7,147,411$ 7,948,705$ 8,288,953$ 9,235,609$ 8,641,017$ For the Year Ending August 31, 2017 WESTLAKE ACADEMY ALL GOVERNMENTAL FUNDS Local Revenues 21% State Program Revenues 78% Federal Program Revenues 1% All Governmental Funds Revenues 88DRAFT FINANCIAL SECTION Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 15/16 FY 16/17 Proposed REVENUES Local Revenues 992,281$ 1,369,833$ 1,664,362$ 1,648,720$ 1,614,536$ 1,677,862$ 63,326 State Program Revenues 4,648,649 5,190,308 6,141,189$ 6,292,906 6,342,121 6,721,311 379,190 Total Revenues 5,640,930 6,560,141 7,805,552 7,941,626 7,956,657 8,399,173 442,516 EXPENDITURES (BY FUNCTION) 11 - Instructional 3,278,767 4,017,953 4,343,503 4,579,901 5,361,249 4,788,354 (572,895) 12 - Resources & Media 57,784 56,553 67,933 74,801 76,348 84,089 7,741 13 - Staff Development 89,084 75,494 165,308 134,590 147,909 127,802 (20,107) 21 - Instructional Leadership 93,965 165,115 212,942 264,259 276,108 276,548 440 23 - School Leadership 332,693 552,170 620,382 778,866 816,705 851,510 34,805 31 - Guidance & Counseling 241,791 282,334 255,193 205,230 233,403 236,600 3,197 33 - Health Services 58,208 61,889 64,285 66,617 68,166 68,024 (142) 35 - Food Services - - - - - 36 - CoCurricular/ Extra. Activities 96,063 121,838 122,975 146,774 148,258 175,826 27,568 41 - Administrative 358,311 379,867 344,087 306,986 363,460 276,495 (86,965) 51 - Maintenance & Operations 614,041 733,367 865,719 915,068 933,345 940,838 7,493 52 - Security and Monitoring Services - - 5,695 - - - 53 - Data Processing 160,695 177,063 100,757 169,678 172,888 192,401 19,513 61 - Community Services 86,844 106,497 111,620 112,638 115,445 122,020 6,575 71 - Debt Service - 3,733 89,950 90,565 90,565 257,238 166,673 81 - Facility Acquisition/Construction 27,930 - - - - - - Total Expenditures 5,496,177 6,733,873 7,364,652 7,851,666 8,803,848 8,397,745 (406,103) Excess (Deficiency) of Revenues Over 144,753 (173,732) 440,899 89,960 (847,191) 1,428 848,619 OTHER FINANCING SOURCES (USES) 79 - Capital Lease Proceeds 239,009 482,425 79 - Other Resources 40,959 - 61,740 45,000 - - - 89 - Other Uses (40,959) - (45,000) (45,000) - - - - 239,009 16,740 - 482,425 - - NET CHANGES IN FUND BALANCE 144,753 65,277 457,639 89,960 (364,766) 1,428 848,619 - FUND BALANCE, BEGINNING 814,487 959,240 1,024,517 1,482,156 1,482,156 1,117,391 (364,765) FUND BALANCE, ENDING 959,240 1,024,517 1,482,156 1,572,116 1,117,391 1,118,819 483,854 Assigned - Tech/FF&E Replacemt - 125,000 - - - Assigned - Uniforms/Equip Rep.- 5,000 11,000 11,000 - Assigned - Facility Maintenance/FFE - - - - - FUND BALANCE, UNASSIGNED 959,240$ 1,024,517$ 1,482,156$ 1,442,116$ 1,106,391$ 1,107,819$ 483,854$ g (Uses) WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND For the Year Ending August 31, 2017 (Under) Expenditures 89DRAFT FINANCIAL SECTION WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND For the Year Ending August 31, 2017 11 - Instructional 57% 23 - School Leadership 10% 51 - Maintenance & Operations 11% 11 - Instructional 12 - Resources & Media 13 - Staff Development 21 - Instructional Leadership 23 - School Leadership 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 $5.64 $6.56 $7.96 $8.40 $5.50 $6.73 $8.80 $8.40 - 1 2 3 4 5 6 7 8 9 10 FY 12/13 FY 13/14 FY 15/16 FY 16/17Millions Revenue & Expenditure Comparison Total Revenues Total Expenditures 90DRAFT FINANCIAL SECTION 197 198 199 Total Transportation/Athletic General General Parking Fund Activities Fund Fund FY 16/17 FY 16/17 FY 16/17 FY 16/17 REVENUES Local Revenues 53,450$ 90,724$ 1,533,688$ 1,677,862$ State Program Revenues - - 6,721,311 6,721,311 Total Revenues 53,450 90,724 8,254,999 8,399,173 EXPENDITURES (BY FUNCTION) 11 - Instructional 10,450 - 4,777,904 4,788,354 12 - Resources & Media - - 84,089 84,089 13 - Staff Development - - 127,802 127,802 21 - Instructional Leadership - - 276,548 276,548 23 - School Leadership - - 851,510 851,510 31 - Guidance & Counseling - - 236,600 236,600 33 - Health Services - - 68,024 68,024 35 - Food Services - - - - 36 - CoCurricular/Extracurricular Activities 22,582 63,536 89,708 175,826 41 - Administrative - - 276,495 276,495 51 - Maintenance & Operations - - 940,838 940,838 52 - Security and Monitoring Services - - 53 - Data Processing - - 192,401 192,401 61 - Community Services - - 122,020 122,020 71 - Debt Service - - 257,238 257,238 81 - Facility Acquisition/Construction - - - - Total Expenditures 33,032 63,536 8,301,177 8,397,745 20,418 27,188 (46,178) 1,428 OTHER FINANCING SOURCES (USES) 79 - Other Resources - - - - 89 - Other Uses - - - - Total Other Financing Sources (Uses)- - - - NET CHANGES IN FUND BALANCE 20,418 27,188 (46,178) 1,428 FUND BALANCE, BEGINNING 68,090 110,989 938,312 1,117,390 FUND BALANCE, ENDING 88,508 138,177 892,134 1,118,819 Assigned - Technology/FF&E Replacement - - - - Assigned - Uniform/Equipment Replacement - 11,000 - 11,000 Assigned - Facility Maintenance/FFE - - - - ENDING FUND BALANCE (UNASSIGNED)88,508$ 127,177$ 892,134$ 1,107,819$ Excess (Deficiency) of Revenues Over (Under) Expenditures For the Year Ending August 31, 2017 WESTLAKE ACADEMY COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND Proposed FY 16/17 91DRAFT FINANCIAL SECTION Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to EXPENDITURES FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 15/16 FY 16/17 Proposed 11 Instructional 6100 Payroll 3,040,837$ 3,398,381$ 3,915,927$ 4,172,381$ 4,406,953$ 4,411,715$ 4,762$ 6200 Contracted Services 80,430 97,088 107,213 51,220 64,085 59,085 (5,000) 6300 Supplies & Materials 120,569 477,541 254,692 303,650 773,731 214,637 (559,094) 6400 Other Operating 36,932 44,942 65,705 52,650 116,480 102,917 (13,563) Total Instructional 3,278,768 4,017,952 4,343,537 4,579,901 5,361,249 4,788,354 (572,895) - - 12 Resource & Media - - 6100 Payroll 52,051 50,006 56,186 62,051 63,598 71,339 7,741 6200 Contracted Services 1,575 1,325 2,650 2,650 2,650 2,650 - 6300 Supplies & Materials 3,234 5,221 7,057 8,300 8,120 8,120 - 6400 Other Operating 924 - 2,040 1,800 1,980 1,980 - Total Resource & Media 57,784 56,552 67,933 74,801 76,348 84,089 7,741 - 13 Staff Development - 6100 Payroll - - 2,522 - - - - 6200 Contracted Services 16,563 5,122 14,320 15,000 14,998 7,998 (7,000) 6300 Supplies & Materials - - 762 5,500 7,850 6,380 (1,470) 6400 Other Operating 72,521 70,371 147,704 114,090 125,061 113,424 (11,637) Total Staff Development 89,084 75,493 165,308 134,590 147,909 127,802 (20,107) - - 21 Instructional Leadership - - 6100 Payroll 91,108 159,279 202,096 257,359 263,774 270,623 6,849 6200 Contracted Services - - 3,200 - - - - 6300 Supplies & Materials 350 140 2,092 500 4,909 500 (4,409) 6400 Other Operating 2,507 5,697 5,554 6,400 7,425 5,425 (2,000) Total Instructional Leadership 93,965 165,116 212,942 264,259 276,108 276,548 440 - - 23 School Leadership - - 6100 Payroll 322,214 531,557 599,702 748,466 767,125 823,565 56,440 6200 Contracted Services - 413 150 400 100 100 - 6300 Supplies & Materials 700 5,546 4,330 2,500 18,673 1,038 (17,635) 6400 Other Operating 9,779 14,654 16,200 27,500 30,807 26,807 (4,000) Total School Leadership 332,693 552,170 620,382 778,866 816,705 851,510 34,805 - - 31 Guidance & Counseling - - 6100 Payroll 177,605 179,572 137,129 144,355 147,954 163,773 15,819 6200 Contracted Services 56,654 93,230 110,079 47,575 69,106 58,424 (10,682) 6300 Supplies & Materials 3,701 2,903 5,223 5,900 9,307 6,367 (2,940) 6400 Other Operating 3,831 6,629 2,727 7,400 7,036 8,036 1,000 Total Guidance & Counseling 241,791 282,334 255,158 205,230 233,403 236,600 3,197 WESTLAKE ACADEMY SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE GENERAL FUND For the Year Ending August 31, 2017 92DRAFT FINANCIAL SECTION Adopted Estimated Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to EXPENDITURES FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 15/16 FY 16/17 Proposed 33 Health Services 6100 Payroll 57,395$ 60,659$ 62,653$ 62,117$ 63,666$ 63,524$ (142)$ 6200 Contracted Services 145 145 520 1,500 1,500 1,500 - 6300 Supplies & Materials 667 1,086 1,112 3,000 3,000 3,000 - 6400 Other Operating - - - - - - Total Health Services 58,208 61,890 64,285 66,617 68,166 68,024 (142) 35 Food Services 6300 Supplies & Materials - - - - - - - Total Food Services - - - - - - - 36 CoCurricular Activities 6100 Payroll 32,690 54,755 54,381 59,533 61,017 90,690 29,673 6200 Contracted Services 22,352 21,611 19,370 29,600 32,419 32,419 - 6300 Supplies & Materials 28,319 23,592 28,743 34,315 28,549 26,444 (2,105) 6400 Other Operating 12,702 21,882 20,479 23,326 26,273 26,273 - Total CoCurricular Activities 96,063 121,840 122,973 146,774 148,258 175,826 27,568 - - 41 Administrative - - 6100 Payroll 128,828 145,799 93,706 38,336 39,292 40,267 975 6200 Contracted Services 158,769 159,232 168,012 177,200 239,382 154,382 (85,000) 6300 Supplies & Materials 9,963 16,338 19,412 11,750 14,790 11,850 (2,940) 6400 Other Operating 60,750 58,499 62,956 79,700 69,996 69,996 - Total Administrative 358,311 379,868 344,086 306,986 363,460 276,495 (86,965) - - 51 Maintenance & Operations - - 6100 Payroll 83,332 94,734 99,798 121,168 106,106 97,543 (8,563) 6200 Contracted Services 443,099 518,512 619,660 600,200 665,742 677,298 11,556 6300 Supplies & Materials 35,490 60,415 55,623 87,700 73,497 75,997 2,500 6400 Other Operating 52,121 59,706 90,638 106,000 88,000 90,000 2,000 Total Maintenance & Operations 614,041 733,367 865,719 915,068 933,345 940,838 7,493 - - 52 Security & Monitoring Services - - 6200 Contracted Services - - - 5,695 - - - Total Security & Monitoring Services - - - 5,695 - - - 53 Data Processing 6100 Payroll 143,159 151,803 73,492 128,703 131,913 135,305 3,392 6200 Contracted Services 3,768 13,359 11,153 15,100 10,600 30,696 20,096 6300 Supplies & Materials 12,455 11,074 14,926 20,000 24,500 20,000 (4,500) 6400 Other Operating 1,313 827 1,186 5,875 5,875 6,400 525 Total Data Processing 160,695 177,063 100,757 169,678 172,888 192,401 19,513 WESTLAKE ACADEMY SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE GENERAL FUND For the Year Ending August 31, 2017 93DRAFT FINANCIAL SECTION Adopted Estimated Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to EXPENDITURES FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 15/16 FY 16/17 Proposed 61 Community Services 6100 Payroll 86,844 101,834 111,620 112,638 115,445 122,020 6,575 6400 Other Operating - 4,661 - - - - - Total Community Service 86,844 106,495 111,620 112,638 115,445 122,020 6,575 71 Debt Service 6500 Debt Service - 3,733 89,949 90,565 90,565 257,238 166,673 Total Debt Service - 3,733 89,949 90,565 90,565 257,238 166,673 81 Facility Acquisition/Construction 6200 Contracted Services 27,930 - - - - - - Total Facility Acquisition/Construction 27,930 - - - - - - Total Expenditure 5,496,177$ 6,733,873$ 7,364,652$ 7,851,667$ 8,803,848$ 8,397,745$ (406,103)$ Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 15/16 FY 16/17 Proposed EXPENDITURES BY OBJECT CODE 61XX - Payroll & Related Items 4,216,063$ 4,928,379$ 5,409,215$ 5,907,107$ 6,166,842$ 6,290,364$ 123,521$ 62XX - Contracted Services 811,286 910,037 1,056,327 946,140 1,100,582 1,024,552 (76,030) 63XX - Supplies & Materials 215,448 603,856 393,972 483,115 966,926 374,333 (592,593) 64XX - Other Operating 253,380 287,868 415,189 424,741 478,933 451,258 (27,675) 65XX - Debt Service - 3,733 89,949 90,565 90,565 257,238 166,673 Total Expenditures 5,496,177$ 6,733,873$ 7,364,652$ 7,851,667$ 8,803,848$ 8,397,745$ (406,103)$ SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE GENERAL FUND For the Year Ending August 31, 2017 WESTLAKE ACADEMY 61XX - Payroll & Related Items 62XX - Contracted Services 63XX - Supplies & Materials 64XX - Other Operating 65XX - Debt Service EXPENDITURES BY OBJECT CODE 94DRAFT FINANCIAL SECTION 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%2,211,897 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%5,287,757 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 Audited 7,805,552 19%7,364,652 9%440,899 Fy 15/16 Estimated 7,956,657 21%8,803,848 31%(847,191) FY 16/17 Proposed 8,399,173 6%8,397,745 -5%1,428 WESTLAKE ACADEMY REVENUE AND EXPENDITURE COMPARISON Fiscal Year 03/04 through 15/16 GENERAL FUND $2.88 $3.17 $3.66 $4.28 $4.61 $5.24 $5.64 $6.56 $7.81 $7.96 $8.40 $2.62 $3.23 $3.71 $3.92 $4.52 $5.29 $5.50 $6.73 $7.36 $8.80 $8.40 $0 $1 $2 $3 $4 $5 $6 $7 $8 $9 $10 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Estimated FY 16/17 ProposedMillions Revenue & Expenditure Comparison Revenues Expenditures 95DRAFT FINANCIAL SECTION Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 15/16 FY 16/17 Proposed REVENUES Local Revenues 899,972$ 1,272,381$ 1,520,021$ 1,526,345$ 1,479,936$ 1,533,688$ 53,752$ State Program Revenues 4,648,649 5,190,308 6,141,189 6,294,943 6,342,121 6,721,311 379,190 Total Revenues 5,548,621 6,462,689 7,661,209 7,821,288 7,822,057 8,254,999 432,942 EXPENDITURES (BY FUNCTION) 11 - Instructional 3,262,506 4,003,013 4,315,487 4,561,011 5,337,163 4,777,904 (559,259) 12 - Resources & Media 57,784 56,553 67,933 74,801 76,348 84,089 7,741 13 - Staff Development 89,084 75,494 165,308 134,590 147,909 127,802 (20,107) 21 - Instructional Leadership 93,965 165,115 212,942 264,259 276,108 276,548 440 23 - School Leadership 332,693 552,170 620,382 778,866 816,705 851,510 34,805 31 - Guidance & Counseling 241,791 282,334 255,193 205,230 233,403 236,600 3,197 33 - Health Services 58,208 61,889 64,285 66,617 68,166 68,024 (142) 35 - Food Services - - - 36 - CoCurricular/Extracurricular Activities 3,157 7,362 8,076 12,251 148,258 89,708 (58,550) 41 - Administrative 358,311 379,867 344,087 306,986 274,198 276,495 2,297 51 - Maintenance & Operations 614,041 733,367 865,719 915,068 933,345 940,838 7,493 52 - Security & Monitoring Services - 5,695 - - - 53 - Data Processing 160,695 177,063 100,757 169,678 172,888 192,401 19,513 61 - Community Services 86,844 106,497 111,620 112,638 115,445 122,020 6,575 71 - Debt Service - 3,733 89,949 90,565 90,565 257,238 166,673 81 - Facility Acquisition/Construction 27,930 - - - - - - Total Expenditures 5,387,009 6,604,457 7,221,737 7,698,254 8,690,500 8,301,177 (389,323) 161,612 (141,768) 439,473 123,034 (868,443) (46,178) 822,265 OTHER FINANCING SOURCES (USES) 79 - Capital Lease Proceeds 239,009 16,740 482,425 (482,425) 79 - Transfers In - - - - - 89 - Transfer Out (Use)- (75,000) (45,000) (45,000) - - - Total Other Financing Sources (Uses)- 164,009 (28,260) (45,000) 482,425 - (482,425) OTHER FINANCING SOURCES (USES) 79 - Extraordinary Item 40,959 - - - - 89 - Extraordinary Item (40,959) - - - - Total Other Financing Sources (Uses)- - - - - NET CHANGES IN FUND BALANCE 161,612 22,241 411,213 78,034 (386,018) (46,178) 339,840 - FUND BALANCE, BEGINNING 729,264 890,876 913,117 1,324,330 1,324,330 938,312 (386,018) FUND BALANCE, ENDING 890,876 913,117 1,324,330 1,402,364 938,312 892,134 (46,178) Assigned - Technology/FF&E Replacement - - - 125,000 - - - Assigned - Uniform/Equipment Replacement - - - - - - - ENDING FUND BALANCE (UNASSIGNED)890,876$ 913,117$ 1,324,330$ 1,277,364$ 938,312$ 892,134$ (46,178)$ Excess (Deficiency) of Revenues Over (Under) Expenditures WESTLAKE ACADEMY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND - 199 For the Year Ending August 31, 2017 96DRAFT FINANCIAL SECTION Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 15/16 FY 16/17 Proposed REVENUES Local Revenues 56,298$ 60,563$ 90,925$ 81,150$ 81,150$ 90,724$ 9,574$ State Revenue - - - - - - - Total Revenues 56,298 60,563 90,925 81,150 81,150 90,724 9,574 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 85,309 100,383 100,023 110,902 65,641 63,536 (2,105) 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 86,773 100,383 100,023 110,902 65,641 63,536 (2,105) (30,475) (39,820) (9,098) (29,752) 15,509 27,188 11,679 OTHER FINANCING SOURCES (USES) 79 - Other Resources - 75,000 45,000 45,000 - - - 89 - Other Uses - - - - - - Total Other Financing Sources (Uses)- 75,000 45,000 45,000 - - - NET CHANGES IN FUND BALANCE (30,475) 35,180 35,902 15,248 15,509 27,188 11,679 FUND BALANCE, BEGINNING 54,873 24,398 59,578 95,480 95,480 110,989 15,509 FUND BALANCE, ENDING 24,398 59,578 95,480 110,728 110,989 138,177 27,188 Assigned - Technology/FF&E Replacement - - - - - - - Assigned - Uniform/Equipment Replacement - - - 5,000 11,000 11,000 - Assigned - Facility Maintenance/FFE - - - - - - - ENDING FUND BALANCE (UNASSIGNED)24,398$ 59,578$ 95,480$ 105,728$ 99,989$ 127,177$ 27,188$ ( y) (Under) Expenditures WESTLAKE ACADEMY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ATHLETIC ACTIVITIES FUND - 198 For the Year Ending August 31, 2017 97DRAFT FINANCIAL SECTION Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to Y FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 15/16 FY 16/17 Proposed REVENUES Local Revenues 36,010$ 36,890$ 53,417$ 41,225$ 53,450$ 53,450$ -$ State Revenues - - - - - - Total Revenues 36,010 36,890 53,417 41,225 53,450 53,450 - EXPENDITURES (BY FUNCTION) 11 - Instructional 14,798 14,940 28,016 18,890 24,086 10,450 (13,636) 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 7,597 14,093 14,876 23,621 23,621 22,582 (1,039) 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 22,395 29,033 42,892 42,511 47,707 33,032 (14,675) Excess (Deficiency) of Revenues Over (Under) Expenditures 13,615 7,857 10,525 (1,286) 5,743 20,418 14,675 OTHER FINANCING SOURCES (USES) 79 - Other Resources - - - - - - 89 - Other Uses - - - - - - Total Other Financing Sources (Uses)- - - - - - NET CHANGES IN FUND BALANCE 13,615 7,857 10,525 (1,286) 5,743 20,418 14,675 FUND BALANCE, BEGINNING 30,350 43,965 51,822 62,347 62,347 68,090 5,743 FUND BALANCE, ENDING 43,965 51,822 62,347 61,061 68,090 88,508 20,418 Assigned - Parking - - - - - - - Assigned - Transportation - - - - - - - ENDING FUND BALANCE (UNASSIGNED)43,965$ 51,822$ 62,347$ 61,061$ 68,090$ 88,508$ 20,418$ WESTLAKE ACADEMY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE TRANSPORTATION/PARKING FUND - 197 For the Year Ending August 31, 2017 98DRAFT FINANCIAL SECTION Variance Amended Proposed Estimated FY 15/16 FY 16/17 to Proposed Federal Grants through TEA Fund 224 - IDEA B 98,563$ 102,394$ 3,831$ Sub-total Federal Grants 98,563 102,394 3,831 State Grants through TEA Fund 410 - Material Allotment Disbursment 103,735 - (103,735) Sub-total State Grants 103,735 - (103,735) Local Activities Fund 461 - Local Campus Activity 50,625 60,000 9,375 Fund 484 - Local Grants (HOC & WAF)59,100 - (59,100) Fund 498 - International Mindedness Syposium 6,100 6,000 (100) Sub-total Local Activities 115,825 66,000 (49,825) Hudson Foundation Grants Fund 481 - Hudson Foundation Curriculum Development - - - Fund 485 - MYP Principal & Discretionary Funds - - - Fund 493 - Salary & Curriculum Support - - - Fund 496 - Hudson Foundation 101,000 22,378 (78,622) Sub-total Hudson Foundation Grants 101,000 22,378 (78,622) Westlake Academy Foundation (WAF) Grants Fund 494 - Science Department 9,138 - (9,138) Fund 495 - Fund an Item - 50,000 50,000 Fund 497 - Financial Assistance 3,500 2,500 (1,000) Sub-total Foundation Grants 12,638 52,500 39,862 Grant Total - All Special Revenue Funds Expenditures 431,761$ 243,272$ (188,489)$ WESTLAKE ACADEMY SCHEDULE OF EXPENDITURES ALL SPECIAL REVENUE FUNDS For the Year Ending August 31, 2017 99DRAFT FINANCIAL SECTION Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 15/16 FY 16/17 Proposed REVENUES Local Program Revenues 165,760$ 267,142$ 526,266$ 105,500$ 185,745$ 135,500$ (50,245)$ State Program Revenues 47,891 79,333 40,291 142,787 103,735 - (103,735) Federal Program Revenues 81,958 80,103 162,270 90,000 98,563 102,394 3,831 Total Revenues 295,609 426,578 728,827 338,287 388,043 237,894 (150,149) EXPENDITURES (BY FUNCTION) 11 - Instructional 179,349 246,713 373,136 326,287 337,436 197,272 (140,164) 12 - Resources & Media - 1,332 - 3,725 - (3,725) 13 - Staff Development 41,358 72,863 57,213 63,000 34,500 6,000 (28,500) 21 - Instructional Leadership - - 35,145 - - - - 23 - School Leadership 8,345 44,905 91,641 23,000 16,100 - (16,100) 31 - Guidance & Counseling 3,109 - 93 - - - - 33 - Health Services - - - - - - - 35 - Food Services - - - - - - - 36 - CoCurricular/Extracurricular Activities 29,073 30,421 19,825 25,000 40,000 40,000 - 41 - Administrative 5,237 9,805 7,000 - - - - 51 - Maintenance & Operations - - - - - - - 53 - Data Processing - - - - - - - 61 - Community Services - 7,500 - - - - - 71 - Debt Service - - - - - - - 81 - Facility Acquisition/Construction - - - - - - - Total Expenditures 266,471 413,538 584,053 437,287 431,761 243,272 (188,489) (Under) Expenditures 29,138 13,040 144,774 (99,000) (43,718) (5,378) 38,340 NET CHANGES IN FUND BALANCE 29,138 13,040 144,774 (99,000) (43,718) (5,378) 38,340 FUND BALANCE, BEGINNING 4,603 33,741 46,781 191,555 191,555 85,802 (105,753) FUND BALANCE, ENDING 33,741 46,781 191,555 92,555 147,837 80,424 (67,413) FUND BALANCE, ENDNG (Unassigned)33,741$ 46,781$ 191,555$ 92,555$ 147,837$ 80,424$ (67,413)$ Adopted Amended Proposed Variance Audited Audited Audited Budget Budget Budget Estimated to FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 15/16 FY 16/17 Proposed EXPENDITURES BY OBJECT CODE 61XX - Payroll & Related Items 122,713$ 270,494$ 301,481$ 140,000$ 132,563$ 167,394$ 34,831$ 62XX - Contracted Services 53,886 48,172 43,062 28,000 25,700 3,000 (22,700) 63XX - Supplies & Materials 52,619 69,109 154,820 265,287 164,423 28,878 (135,545) 64XX - Other Operating 37,253 25,763 84,689 4,000 109,075 44,000 (65,075) Total Expenditures 266,471$ 413,538$ 584,053$ 437,287$ 431,761$ 243,272$ (188,489)$ WESTLAKE ACADEMY COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ALL SPECIAL REVENUE FUNDS For the Year Ending August 31, 2017 Excess (Deficiency) of Revenues Over 100DRAFT FINANCIAL SECTION 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 -$ 15,000$ 60,000$ 50,000$ -$ 2,500$ 8,000$ 135,500$ State Program Revenues - - - - - - - - Federal Program Revenues 102,394 - - - - - 102,394 Total Revenues 102,394 15,000 60,000 50,000 - 2,500 8,000 237,894 EXPENDITURES (BY FUNCTION) 11 - Instructional 102,394 - 20,000 50,000 22,378 2,500 - 197,272 13 - Staff Development - - - - - 6,000 6,000 21 - Instructional Leadership - 23 - School Leadership - - - - - - - 36 - Co-Curricular Activities - 40,000 - - - - 40,000 Total Expenditures 102,394 - 60,000 50,000 22,378 2,500 6,000 243,272 Excess (Deficiency) of Revenues Over (Under) Expenditures - 15,000 - - (22,378) - 2,000 (5,378) NET CHANGES IN FUND BALANCE - 15,000 - - (22,378) - 2,000 (5,378) FUND BALANCE, BEGINNING - - 60,274 - 22,378 - 3,150 85,802 FUND BALANCE, ENDNG -$ 60,274$ -$ -$ -$ 5,150$ 80,424$ COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE ALL SPECIAL REVENUE FUNDS For the Year Ending August 31, 2017 WESTLAKE ACADEMY 101DRAFT 102DRAFT 103DRAFT 104DRAFT INFORMATIONAL SECTION ACADEMIC PROGRAMS Westlake Academy is authorized by the International Baccalaureate (IB) to offer:  The IB Primary Years Programme (PYP) – grades K-5  The IB Middle Years Programme (MYP) – grades 6-10  The IB Diploma Programme (DP) – grades 11-12 These three linked curricula form the IB Continuum and all three programmes are consistent in their pedagogical approach.  The PYP gives students an excellent foundation for the IB’s other programmes, providing the essential elements that young students need to equip themselves for successful lives, both now and in the future.  The MYP builds on the knowledge, skills, and attitudes developed by the Primary Years Programme and prepares students for the demanding requirements of the Diploma Programme.  All three programmes are philosophically aligned, each centered on developing attributes of the IB learner profile, described below. All IB programmes are flexible, enabling teachers to respond to local requirements. The Academy prepares students for all standardized testing required by the State of Texas, but endeavors to do so in a much more transdisciplinary manner and without “teaching to the test.” When schools implement the full continuum of IB programmes, students realize several benefits including:  Improved standardized test scores.  An understanding and appreciation of the world’s cultures and histories among their students.  A sense of community and shared goals among parents, students, teachers, and administrators.  Graduates complete college faster than their peers, feel more prepared for college-level coursework involving research, and are better able to cope with demanding workloads and time-management challenges 105DRAFT INFORMATIONAL SECTION IB LEARNER PROFILE The International Baccalaureate learner profile describes a broad range of human capacities and responsibilities that go beyond academic success. These traits imply a commitment to help all members of the school community learn to respect themselves, others and the world around them. 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. • 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. 106DRAFT INFORMATIONAL SECTION P RIMARY Y EARS P ROGRAMME The PYP is a curriculum framework for children aged 3-12 that prepares students for the intellectual challenges of further education and their future careers, focusing on the development of the whole child as an inquirer, both in the classroom and in the world outside. By emphasizing critical thinking and fostering the development of universal human values, the PYP is a powerful means of going beyond classroom learning, asking students to use their knowledge and skills to solve real-world problems. Students become responsible for their own learning and must work collaboratively with peers, building on each member's strength. The five essential elements of the PYP are: • Knowledge, which is both disciplinary, represented by traditional subject areas (language, math, science, social studies, arts, PSPE) and transdisciplinary • Concepts, which students explore through structured inquiry in order to develop coherent, in-depth understanding, and which have relevance both within and beyond subject areas • Skills, which are the broad capabilities students develop and apply during learning and in life beyond the classroom • Attitudes, which contribute to international-mindedness and the wellbeing of individuals and learning communities, and connect directly to the IB learner profile • Action, which is an expectation in the PYP that successful inquiry leads to responsible, thoughtful and appropriate action. 107DRAFT INFORMATIONAL SECTION M IDDLE Y EARS P ROGRAMME The MYP is a challenging framework that encourages students to make practical connections between their studies and the real world. The programme aims to develop active learners and internationally minded young people who can empathize with others and pursue lives of purpose and meaning. The programme empowers students to inquire into a wide range of issues and ideas of significance locally, nationally and globally. The result is young people who are creative, critical and reflective thinkers. The Years Programme (MYP) comprises eight subject groups:  Language acquisition  Language and literature  Individuals and societies  Sciences  Mathematics  Arts  Design  Physical and health education The MYP requires at least 50 hours of teaching time for each subject group in each year of the programme. In years 4 and 5, students have the option to take courses from six of the eight subject groups within certain limits, to provide greater flexibility in meeting local requirements and individual student learning needs. Each year, students in the MYP also engage in at least one collaboratively planned interdisciplinary unit that involves at least two subject groups. MYP students also complete a long-term project, where they decide what they want to learn about, identify what they already know, discovering what they will need to know to complete the project, and create a proposal or criteria for completing it. 108DRAFT INFORMATIONAL SECTION D IPLOMA P ROGRAMME The International Baccalaureate Diploma Programme (DP) is a challenging two-year curriculum for students aged 16 to 19. The Diploma Programme is recognized and highly regarded by the world’s leading universities, and evidence suggests that higher rates of DP students go on to university and higher education study than non- IB students. Through the DP, schools are able to develop students who: • Have excellent breadth and depth of knowledge • Flourish physically, intellectually, emotionally and ethically • Study at least two languages • Excel in traditional academic subjects • Explore the nature of knowledge through the programme’s unique Theory of Knowledge course. The DP curriculum is made up of six subject groups and the DP core, comprising Theory of Knowledge (TOK), Creativity, Activity, Service (CAS) and the Extended Essay. Through the DP core, students reflect on the nature of knowledge, complete independent research and undertake a project that often involves community service. 109DRAFT INFORMATIONAL SECTION D IPLOMA P ROGRAMME M ODEL DP students study six subject groups, including language acquisition, language and literature, individuals and societies, mathematics, the arts, and sciences. Normally three subjects are studied at a higher level (courses representing 240 teaching hours) and the remaining three subjects are studied at a standard level (courses representing 150 teaching hours). Made up of three required components, the DP core aims to broaden students’ educational experience and challenge them to apply their knowledge and skills. The three core elements include: • Extended Essay - The extended essay offers the student 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 TOK course is plays a special role in the Diploma Programme by providing an opportunity for students to reflect on the nature of knowledge, and on how we know what we claim to know. As a thoughtful and purposeful inquiry into different ways of knowing, and into different kinds of knowledge, TOK is composed almost entirely of questions. The most central of these is "How do we know?", while other questions include: o What counts as evidence for X? o How do we judge which is the best model of Y? o What does theory Z mean in the real world? Through discussions of these and other questions, students gain greater awareness of their personal and ideological assumptions, as well as developing an appreciation of the diversity and richness of 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, fostering student awareness and appreciation of life outside the academic arena. Students are assessed both internally by WA instructors and externally by IB examiners in ways that measure individual performance against stated objectives for each subject. • Internal assessment - In nearly all subjects at least some student assessment is carried out internally by WA 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 Academy teachers but marked externally by IB 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. 110DRAFT INFORMATIONAL SECTION FINANCIAL AWARDS These awards are the highest form of recognition and a significant achievement that reflects the commitment of the governing body and staff in meeting the highest principles of academic budgeting. Since 2009 Westlake Academy has been awarded the Distinguished Budget Presentation Award by the Government Finance Officers Association of the United States and Canada (GFOA) for the preparation and issuance of the 2015-2016 annual budget. In order to receive this award, the Academy 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. Since 2009 Westlake Academy has been awarded the Meritorious Budget Award by the Association of School Business Officials (ASBO) for the preparation and issuance of the 2015-2016 annual budget. The Meritorious Budget Award (MBA) recognizes school districts that demonstrate proficiency in creating clear, sound budgets while enhancing skills in developing, analyzing, and presenting a clear and effective budget. 111DRAFT INFORMATIONAL SECTION 59.0% 50.0% 41.0% 32.0% 18.0% 21.0% 24.0% 27.0% 11.0% 14.0% 17.0% 20.0% 12.0% 15.0% 18.0% 21.0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% FY 14/15 Actual FY 15/16 Adopted FY 15/16 Amended FY16/17 Proposed Students by ISD Other Northwest Carroll Keller 2,177 2,400 2,266 FY 14/15 FY 15/16 FY 16/17 Lottery Waiting List 812 832 825 866 FY 14/15 Actual FY 15/16 Adopted FY 15/16 Amended FY16/17 Proposed Student Enrollment $9,070 $9,437 $10,087 $9,697 FY 14/15 Actual FY 15/16 Adopted FY 15/16 Amended FY16/17 Proposed Operating Cost per Student (Academic Costs Only) STUDENT ENROLLMENT Westlake Academy has added 334 student s since FY 2009/10 as the result of increased demand and planned expansions. The Academy will be able to serve approximately 866 students in the 2016/17 school year. Future enrollment must be carefully managed to ensure adequate space for primary boundary residents. The Academy plans to maintain 18 students per class in grades K-5 and 25 students in grades 6-12. 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 is developed each year through a lottery process that allows the Academy to fill seats if student attrition occurs and maintains a stable student population and classroom size. 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 district’s boundaries. While any school-age child residing within these district boundaries is allowed to attend the Academy, demand for entrance exceeding capacity may necessitate that child being placed on the waiting list. 112DRAFT INFORMATIONAL SECTION 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 113DRAFT INFORMATIONAL SECTION PERFORMANCE DATA In FY 2014/15, Westlake Academy was ranked by the Washington Post as one of the best public high schools in America. This recognition marks 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 student aptitude in reading, writing, math, science, and social studies as required under Texas education standards. The STAAR exam has increased rigor over previous testing standards and complies with the requirements of the No Child Left Behind Act (NCLB). The following tables display student standardized test performance for the last two years. READING Grade Level Comparison Year Level II Satisfactory Phase-In 1 Level III Advanced Level II Satisfactory Phase- In 2 (Effective 2015-16) 3 2013-2014 93% 21% N/A 2014-2015 94% 47% 89.5% 2015-2016 NA 58% 97% 2013-2014 91% 36% N/A 4 2014-2015 98% 38% 98% 2015-2016 NA 41% 96% 2013-2014 98% 43% N/A 5 2014-2015 98% 38% 98% 2015-2016 NA 36% 100% 2013-2014 98% 38% N/A 6 2014-2015 100% 54% 96% 2015-2016 NA 50% 97% 2013-2014 97% 54% N/A 7 2014-2015 99% 58% 93% 2015-2016 NA 50% 97% 2013-2014 95% 61% N/A 8 2014-2015 100% 65% 100% 2015-2016 NA 45% 100% 114DRAFT INFORMATIONAL SECTION MATH Grade Level Comparison Year Level II Satisfactory Phase-In 1 Level III Advanced Level II Satisfactory Phase-In 2 2013-2014 70 3 2014-2015 89 2015-2016 97 2013-2014 79 4 2014-2015 94 2015-2016 89 2013-2014 100 5 2014-2015 96 2015-2016 100 2013-2014 98 6 2014-2015 97 2015-2016 97 2013-2014 91 7 2014-2015 94 2015-2016 97 WRITING Grade Level Comparison Year Level II Satisfactory Phase-In 1 Level III Advanced Level II Satisfactory Phase-In 2 (Effective 2015-16) 2013-2014 93% 11% N/A 4 2014-2015 93% 20% 83% 2015-2016 NA 37% 89% 2013-2014 94% 26% N/A 7 2014-2015 97% 39% 93% 2015-2016 NA 28% 99% ALGEBRA 1 - EOC Grade Level Comparison Year Level II Satisfactory Phase-In 1 Level III Advanced Level II Satisfactory Phase-In 2 (Effective 2015-16) 8 EOC 2013-2014 87% 17% N/A Algebra 2014-2015 100% 52% 97% 2015-2016 55% 99% 115DRAFT INFORMATIONAL SECTION ENGLISH – END OF COURSE Grade Level Comparison Year Level II Satisfactory Phase-In 1 Level III Advanced Level II Satisfactory Phase-In 2 (Effective 2015-16) 2013-2014 97% 35% N/A 9 – English I 2014-2015 100% 60% 100% 2015-2016 46% 99% 2013-2014 95% 9% N/A 10 – English II 2014-2015 99% 24% 99% 2015-2016 35% 100% HUMANITIES Grade Level Comparison Year Level II Satisfactory Phase-In 1 Level III Advanced Level II Satisfactory Phase- In 2 (Effective 2015-16) 2013-2014 80% 9% N/A 8 2014-2015 99% 31% 89.5% 2015-2016 55% 99% 11 EOC 2013-2014 98% 22% N/A U.S. History 2014-2015 100% 62% 100% 2015-2016 71% 100% SCIENCE Grade Level Comparison Year Level II Satisfactory Phase-In 1 Level III Advanced Level II Satisfactory Phase-In 2 (Effective 2015-16) 5 2013-2014 94% 13% N/A 2014-2015 87% 20% 83% 2015-2016 2% 88% 2013-2014 87% 26% N/A 8 2014-2015 97% 28% 88% 2015-2016 39% 99% 9 EOC 2013-2014 100% 34% N/A Biology 2014-2015 99% 38% 88% 2015-2016 46% 100% 116DRAFT INFORMATIONAL SECTION BENCHMARK DATA Westlake Academy was upgraded from a four and one half stars to a five star rating from the Texas State Comptroller’s FAST School District Rating System in 2016 for providing quality education at a reasonable per student cost. This was an upgrade from the prior score of four and one/half. Future enrollment increases will further improve efficiencies and reduce per student cost. Using both academic progress and spending levels at Texas' school districts and individual school campuses, each district and campus has been assigned a Smart Score of one to five stars, indicating its success in combining cost-effective spending with the achievement of measurable student academic progress compared with their fiscal peers. Five stars reflect the strongest relative progress combined with the lowest relative spending. The State’s school and district comparison calculations use three-year averages to get more stable and persistent measures with less year-to-year volatility. Thus, the 2016 TXSmartSchools results are based on data from the 2014-2015, 2013-2014, and 2012-2013 school years. Spending Index Very Low Spending Composite Academic Progress Quintile Very High Academic Progress TEA Accountability Rating Met Standard District Name Total Students Composite Academic Progress Percentile Adjusted Spending Per Student Charter School % LEP % Special Education % Student Mobility Chaparral Star Academy 358 0.14 $5,921.00 1 0.0 2.5 23.3 Treetops School International 363 0.074 $6,592.67 1 0.0 5.8 6.3 Dodd City ISD 385 0.076 $8,716.67 0 1.6 8.6 9.0 Mumford ISD 612 0.073 $6,772.67 0 15.0 8.2 6.2 Nova Academy (Southeast) 720 0.157 $6,506.33 1 35.4 5.7 10.8 Westlake Academy Charter School 815 0.174 $8,893.00 1 0.0 4.4 4.4 Burnham Wood Charter School 968 0.116 $7,973.00 1 22.9 4.0 11.1 Lone Oak ISD 997 0.092 $7,436.00 0 1.2 12.8 14.1 Ser-Ninos Charter School 1,031 0.115 $6,895.33 1 90.8 4.0 4.1 Meridian World School LLC 1,064 0.09 $6,614.67 1 2.8 4.4 10.3 Brock ISD 1,172 0.078 $7,513.00 0 2.1 5.7 10.6 117DRAFT INFORMATIONAL SECTION 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. Westlake’s student- teacher ratio compares favorably to surrounding student districts. Per-Pupil Expenditure Comparison Fiscal Year Westlake Academy Carroll ISD Northwest ISD Keller ISD 09/10 $ 8,457 $ 9,667 $ 10,102 $ 6,298 10/11 9,921 10,137 9,770 6,565 11/12 8,772 10,035 8,717 6,017 12/13 8,264 10,178 8,105 6,536 13/14 9,694 10,346 7,588 6,998 14/15 9,146 11,571 7,983 7,624 Student-Teacher Ratio Comparison Fiscal Year Westlake Academy Keller ISD Northwest ISD Carroll ISD State Average 11/12 14.3 17.16 16.0 15.0 15.4 12/13 14.0 17.1 15.9 15.1 15.5 13/14 13.8 16.6 16.0 14.9 15.5 14/15 13.5 15.6 15.4 14.8 15.2 15/16 13.1 Data N/A Data N/A Data N/A Data N/A 118DRAFT INFORMATIONAL SECTION PERSONNEL & STAFFING The following charts break down the number of employees by job function (primary school teachers, secondary school teachers, instructional administration, etc.). Employee growth has been driven by Academy expansions as the school matured into a full K-12 campus. Estimated FY 15/16 Proposed FY 16/17 Change Secondary - Art 2.32 2.16 (0.16) Secondary - Business Mgmt - 1.00 1.00 Secondary - Foreign Lang. 4.32 4.00 (0.32) Secondary - Humanities 3.92 4.33 0.41 Secondary - Science 4.00 3.84 (0.16) Secondary Staffing 32.06 32.83 0.77 Teaching Aides 8.50 7.00 (1.50) Support Staffing 15.50 14.00 (1.50) Dyslexia/ Literacy - 1.00 1.00 Special Education 3.25 3.00 (0.25) Speech 1.00 - (1.00) Specialist Staffing 6.25 6.00 (0.25) Facilities Day Porter 1.00 - (1.00) Facilities Technician 1.00 2.00 1.00 Facilities Staffing 2.00 2.00 - Total Positions Changes 95.31 94.33 (0.98) 2.50 3.00 4.00 4.50 4.50 4.50 2.50 3.50 3.50 3.50 4.50 4.50 17.90 17.90 19.90 23.25 27.00 27.00 25.35 24.50 24.91 28.85 32.06 32.83 12.65 13.27 13.97 18.10 15.50 14.00 2.33 3.50 3.50 5.00 6.25 6.00 1.50 1.50 1.50 1.50 1.50 1.50 1.60 1.60 1.60 2.00 2.00 2.00 1.80 1.80 1.80 1.10 2.00 2.00 0 25 50 75 100 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 Estimated FY 16/17 Proposed Defined Employee Groups by FTE IT Dept Facilities Foundation Specialist Support Secondary Primary Coordinators Principals Proposed FY16/17 Positions are projected to decreased by .98 119DRAFT INFORMATIONAL SECTION Estimated FY 15/16 Proposed FY 16/17 Change Executive Director 1.00 1.00 - Primary Principal 1.00 1.00 - Secondary Principal 1.00 1.00 - Asst. Secondary Principal 1.00 1.00 - DP Principal 0.50 0.50 - Principal Staffing 4.50 4.50 - DP Coordinator 0.50 0.50 - MYP Academic Dean 1.00 1.00 - MYP Coordinator 1.00 1.00 - PYP Coordinator 1.00 1.00 - Student Services Coordinator 1.00 1.00 - Coordinator Staffing 4.50 4.50 - Primary - Kindergarten 3.00 3.00 - Primary - Grade 1 3.00 3.00 - Primary - Grade 2 3.00 3.00 - Primary - Grade 3 3.00 3.00 - Primary - Grade 4 3.00 3.00 - Primary - Grade 5 3.00 3.00 - Primary - Art 1.00 1.00 - Primary - Counselor 1.00 1.00 Primary - Math 1.00 1.00 - Primary - Music 1.00 1.00 - Primary - PE 2.00 2.00 - Primary - Reading Spec. 1.00 1.00 - Primary - Spanish 2.00 2.00 - Primary Staffing 27.00 27.00 - Secondary - Art 2.32 2.16 (0.16) Secondary - Business Management - 1.00 1.00 Secondary - Counselor 1.00 1.00 - Secondary - Economics 1.00 1.00 - Secondary - English 3.50 3.50 - Secondary - Foreign Lang. 4.32 4.00 (0.32) Secondary - Grade 6 3.00 3.00 - Secondary - Humanities 3.92 4.33 0.41 Secondary - Math 5.50 5.50 - Secondary - PE 2.00 2.00 - Secondary - Performing A&D 1.00 1.00 - Secondary - Personal Project 0.50 0.50 - Secondary - Science 4.00 3.84 (0.16) Secondary Staffing 32.06 32.83 0.77 Teaching Aides 8.50 7.00 (1.50) Librarian/Aide 1.00 1.00 - Nurse 1.00 1.00 - Office Aide 4.00 4.00 - Registrar 1.00 1.00 - Support Staffing 15.50 14.00 (1.50) Dyslexia/ Literacy - 1.00 1.00 IT Integration 1.00 1.00 - Special Education 3.25 3.00 (0.25) Speech 1.00 - (1.00) Strings Staff 1.00 1.00 - Specialist Staffing 6.25 6.00 (0.25) WAF Director 1.00 1.00 - WAF Office Aide 0.50 0.50 - Foundation Staffing 1.50 1.50 - Facilities Day Porter 1.00 - (1.00) Facilities Technician 1.00 2.00 1.00 Facilities Staffing 2.00 2.00 - IT Coordinator 1.00 1.00 - IT Tech 1.00 1.00 - IT Dept Staffing 2.00 2.00 - Total Positions 95.31 94.33 (0.98) 120DRAFT INFORMATIONAL SECTION Very Satisfied or Satisfied 71% Dissatisfied 15% Neutral 14% Overall Satisfaction with Quality of Education Very Satisfied or Satisfied 72% Dissatisfied 8% Neutral 20% Overall Satisfaction with the IB Framework Very Satisfied or Satisfied 70% Dissatisfied 15% Neutral 15% Overall Satisfaction with Academic Progress of Child 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 most recent Westlake Academy Parent Survey was conducted in May of 2015 where we saw an overall decrease in the satisfaction rate of 10% with the quality of educational services that were provided. 71% of the parent’s surveyed were very satisfied or satisfied with the overall quality of education Westlake Academy delivers to its students. 72% of our respondents were very satisfied or satisfied with the IB Curriculum / Framework 70% of the parent’s surveyed were either very satisfied of satisfied with the academic progress of their child 121DRAFT INFORMATIONAL SECTION 2015/16 ACADEMIC ACHIEVEMENTS N ATIONAL R ECOGNITION • Westlake Academy was ranked #58 of all high schools and #17 of all Charter high schools in the United States in US News and World Report. In addition, US News and World Report ranked Westlake Academy #9 of all high schools in Texas. • Westlake Academy was ranked #32 of all high schools in the United States in the Washington Post Challenge Index and #14 best high school in Texas. • Westlake Academy was ranked #1 of all high schools in Tarrant County by the Children At Risk organization and ranked #3 of all middle schools in Tarrant County. S TAFF A CCOMPLISHMENTS: • 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). S TUDENT A CCOMPLISHMENTS • 38 Academy graduates received the prestigious IB Diploma. • The graduating class received over $4 million in scholarship and grant offers. • All students were accepted into at least one college/university, with many into top tier schools across the State and the U.S. • One graduate was named a National Merit Scholar. • Two Graduates were named a National Merit Hispanic Scholar. • Two graduates were named a National Merit Commended Scholar. • One graduate was named an AP Scholar. • Four graduates were named an AP Scholar with Honor. • One graduate was named an AP Scholar with Distinction. 122DRAFT INFORMATIONAL SECTION 2015/16 ATHLETIC ACHIEVEMENTS The 2015/2016 school year saw 36 High School athletes earn All-State Honors and 52% of the student body in grades 9-12 participate in at least one sport. 58% of students in grades 6-12 participated in at least one sport. Achievements include: Varsity Volleyball Junior Varsity Volleyball District & State Champions District & Regional Champions Varsity Soccer Junior High Soccer District Champions & State Runner Up District Champions Varsity Cross Country Junior High Cross Country Individual Women’s State Champion Individual Men’s Regional Champion Women’s Team State Champion Men’s Team Regional Runner Up Varsity Football Junior High Men’s & Women’s Basketball State Quarterfinalist District Champion – Women Regional Champs Varsity Men’s Basketball Junior Varsity Men’s Basketball District Champion, State Runner Up Regional Runner Up Varsity Women’s Basketball Varsity Softball District & State Champions State Runner Up Varsity Baseball Varsity Tennis District Champion Team Runner Up, Men’s Doubles State Champions Varsity Men’s Golf Varsity Women’s Golf District & State Champions District Champions, State Runner Up Varsity Track & Field Junior High Track & Field Individual State Champions Individual Regional Champions 123DRAFT INFORMATIONAL SECTION August 2016 1 September 2016 2 October 2016 3 Date Event S M T W Th F Sa S M T W Th F Sa S M T W Th F Sa AUG 8-10 New Teacher Orientation 1 2 3 4 5 6 1 2 3 1 11-17 All Teacher Orientation 7 8 9 10 11 12 13 4 5 6 7 8 9 10 2 3 4 5 6 7 8 18: First Day of School 14 15 16 17 18 19 20 11 12 13 14 15 16 17 9 10 11 12 13 14 15 SEP 5: Labor Day (No School) 21 22 23 24 25 26 27 18 19 20 21 22 23 24 16 17 18 19 20 21 22 OCT 6: All Day Parent/Teacher Conferences 28 29 30 31 25 26 27 28 29 30 23 24 25 26 27 28 29 7: Teacher Professional Day (No School) 10 21 30 31 18 10: Columbus Day (No School) 21: Secondary End of 1st Quarter (43 days) November 2016 4 December 2016 5 January 2017 6 NOV 18: Early Release S M T W Th F Sa S M T W Th F Sa S M T W Th F Sa 21 - 25: Thanksgiving Break (21-22 Flex Days for Staff) 1 2 3 4 5 1 2 3 1 2 3 4 5 6 7 DEC 19 - 30: Winter Break 6 7 8 9 10 11 12 4 5 6 7 8 9 10 8 9 10 11 12 13 14 JAN 2 : Winter Break 13 14 15 16 17 18 19 11 12 13 14 15 16 17 15 16 17 18 19 20 21 3: Teacher Professional Day (No school) 20 21 22 23 24 25 26 18 19 20 21 22 23 24 22 23 24 25 26 27 28 10: G7 -G12 Exams / PYP Assessment FULL DAY 27 28 29 30 25 26 27 28 29 30 31 29 30 31 11-13: G7-G12/PYP Assessment (Early Release) 16.5 12 17.5 13: Secondary End of 2nd Quarter (41 days) 16: Martin Luther King, Jr (No School) February 2017 7 March 2017 8 April 2017 9 FEB 17: Teachers' Professional Day - (No School) S M T W Th F Sa S M T W Th F Sa S M T W Th F Sa 20: Presidents' Day (No School) 1 2 3 4 1 2 3 4 1 MAR 13-17 Spring Break 5 6 7 8 9 10 11 5 6 7 8 9 10 11 2 3 4 5 6 7 8 28: Secondary End of 3rd Quarter (43 Days) 12 13 14 15 16 17 18 12 13 14 15 16 17 18 9 10 11 12 13 14 15 APR 7: All Day Parent/Teacher Conferences 19 20 21 22 23 24 25 19 20 21 22 23 24 25 16 17 18 19 20 21 22 10: Teacher Professional Day (No school) 26 27 28 26 27 28 29 30 31 23 24 25 26 27 28 29 14: Bad Weather Make-Up Day 18 17 30 18 MAY 26: Bad Weather Make-Up Day 29: Memorial Day (No School) May 2017 10 June 2017 11 July 2017 12 30: G7-G11 Exams/PYP Assessment FULL DAY S M T W Th F Sa S M T W Th F Sa S M T W Th F Sa 31: G7-G11 Exams/PYP Assessment (Early Release) 1 2 3 4 5 6 1 2 3 1 JUN 1-2: Secondary Semester Exams (Early Release) 7 8 9 10 11 12 13 4 5 6 7 8 9 10 2 3 4 5 6 7 8 2: Last Day of School 14 15 16 17 18 19 20 11 12 13 14 15 16 17 9 10 11 12 13 14 15 2: Secondary End of 4th Quarter (42.5 Days) 21 22 23 24 25 26 27 18 19 20 21 22 23 24 16 17 18 19 20 21 22 3: Senior Commencement 28 29 30 31 25 26 27 28 29 30 23 24 25 26 27 28 29 5: Teacher Work Day 20.5 1 30 31 First / Last Day of School Early Release Days Parent/Student Conferences - All Day No School Semester Exams / PYP Assessments - Early Release Professional Day - Student Holiday Senior Commencement Bad weather make up Academic Calendar 2016 - 2017 Westlake Academy Semester 1 = 84.0 days Semester 2 = 85.5 days Total Days = 169.5 124DRAFT INFORMATIONAL SECTION GLOSSARY Account: A descriptive heading under which are recorded financial transactions that are similar in terms of a given frame of reference, such as purpose, object or source. Accounting Period: A period of the end of which, and for which, financial statements are prepared; for example, September 1 through August 31. See also FISCAL PERIOD Accounting Procedure: The arrangement of all processes which discover, record, and summarize financial information used to produce financial statements and reports and to provide internal control. Accounting System: The total structure of records and procedures which discover record, classify and report information on the financial position and operations of a school district or any of its funds, balanced account groups, and organizational components. Accrual Basis of Accounting: The basis of accounting, under which revenues are recorded when earned, and expenditures are recorded as soon as they result in liabilities, regardless of when revenue is actually received or a payment is actually made. Accrue: To record revenues when earned or when levies are made and to record expenditures as soon as they result in liabilities, regardless of when the revenue is actually received or the payment is actually made. Sometimes, the term is used in a restricted sense to denote the recording of revenues earned but not yet due, such as accrued interest on investments and the recording of expenditures which result in liabilities that are payable in another accounting period, such as accrued interest on bonds. ADA: Average Daily Attendance is based on the number of days of instruction in the school year. The aggregate day’s attendance is divided by the number of days of instruction to compute average daily attendance. ADA is used in the formula to distribute funding to Texas public school districts. Administration: Those activities which have as their purpose the general regulation, direction, and control of the affairs of the local education agency that are system-wide and not confined to one school subject, or narrow phase of school activity. Appropriation: An authorization granted by a legislative body to make expenditures and to incur obligations for specific purposes. An appropriation is usually limited in amount and as to the time when it may be expended. Academic Excellence Indicators System (AEIS): A system of indicators established by the Legislature and adopted by the State Board of Education to help determine the quality of learning on a campus and in a school district. The indicators include passing rates on the state assessment tests, attendance, graduation rates, dropout rates, and scores on college entrance exams. The state will assess district and school performance compared with state-level standards. AEIS is the foundation for a school district's accountability rating. Accountability Ratings: The Accountability Ratings System ranks campuses and districts as exemplary, recognized, acceptable, and low performing based on the percentage of students who pass the state assessment instruments and the dropout rate. Assigned Fund Balance: reports amounts that are constrained by the government’s intent that they will be used for specific purposes. Decision making with regard to these amounts may be made by a committee or other governmental official. Compared to Committed Fund Balance, the resources represented by the Assigned Fund Balance can be more easily redeployed and the constraints are not as stringent. Except for the General Fund, fund balance amounts that are not labeled as non-spendable, restricted or committed would be reported in the Assigned Fund Balance category. Therefore, the Assigned Fund Balance becomes the residual amount for the Special Revenue Fund, Capital Project Fund and Debt Service Funds. Association of School Business Officials International (ASBO): The Association of School 125DRAFT INFORMATIONAL SECTION Business Official' International, founded in 1910, is a professional association which provides programs and services to promote the highest standards of school business management practices, professional growth, and the effective use of educational resources. Audit: A comprehensive review of the manner in which the government's resources were actually utilized. A certified public accountant issues an opinion over the presentation of financial statements, tests the controls over the safekeeping of assets and makes recommendations for improvements for where necessary. 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. Balance Sheet: A summarized statement, as of a given date, of the financial position of a local education agency per fund and/or all funds combined showing assets, liabilities, reserves, and fund balance. Budget: A plan of financial operation embodying an estimate of proposed expenditures for a given period or purpose and the proposed means of financing them. The budget usually consists of three parts. The first part contains a message from the budget-making authority together with a summary of the proposed expenditures and the means of financing them. The second part is composed of drafts of the appropriation, revenue, and borrowing measures necessary to put the budget into effect. The third part consists of schedules supporting the summary. These schedules show in detail the proposed expenditures and means of financing them together with information as to past years' actual revenues and expenditures and other data used in making the estimates. Budgetary Control: The control management of the business affairs of the school district in accordance with an approved budget with a responsibility to keep expenditures within the authorized amounts. Basic Allotment: The basic allotment is the initial or starting number that, after adjustment, is used to calculate foundation program costs and state aid to school districts and charters. Budgetary Basis of Accounting: The method used to determine when revenues and expenditures are recognized for budgetary purposes. Capital Expenditures: Capital expenditures are defined as charges for the acquisition at the delivered price including transportation, costs of equipment, land, buildings, or improvements of land or buildings, fixtures, and other permanent improvements with a value in excess of $5,000 and a useful life expectancy of greater than 1 year. Career and Technical Education (CTE): The costs incurred to evaluate, place and provide educational and/or other services to prepare students for gainful employment, advanced technical training or for homemaking. This may include apprenticeship and job training activities. Classification, Function: A function represents a general operational area in a school district and groups together related activities; for example, instruction, campus administration, maintenance and operations, etc. Classification, Object: An object has reference to an article or service received; for example payroll costs, professional and contracted services, supplies and materials, and other operating expenses. Co-curricular Activities: Direct and personal services for public school pupils such as interscholastic athletics, entertainments, publications, clubs, and strings, which are managed or operated by the student body under the guidance and direction of an adult, and are not part of the regular instructional program. Coding: A system of numbering, or otherwise designating, accounts, entries, invoices, vouchers, etc., in such a manner that the symbol used reveals quickly certain required information. Consultant: A resource person who provides assistance to the regular personnel through conference, demonstration, research, or other means. Contracted Services: Labor, material and other costs for services rendered by personnel who are not on the payroll of the Academy. 126DRAFT INFORMATIONAL SECTION Committed Fund Balance: represents amounts that have internally imposed restrictions mandated by formal action of the government’s highest level of decision-making authority. The committed amounts cannot be redeployed for other purposes unless the same type of formal action is taken by the highest level of decision-making authority to reserve or modify the previously imposed restriction. Comprehensive Annual Financial Report (CAFR): A financial report that encompasses all funds and component units of the government. The CAFR should contain (a) the basic financial statements and required supplementary information, (b) combining statements to support columns in the basic financial statements that aggregate information from more than one fund or component unit, and (c) individual fund statements as needed. The CAFR is the governmental unit's official annual report and also should contain introductory information, schedules necessary to demonstrate compliance with finance-related legal and contractual provisions, and statistical data. Cost of Education Index (CEI) or Adjustment: An index the state uses to adjust the basic allotment to account for geographic or other cost differences beyond local school district control. The current index has not been updated since 1990. Current Budget: The annual budget prepared for and effective during the present fiscal year. Current Expenditures per Pupil: Current expenditures for a given period of time divided by a pupil unit of measure (average daily attendance, etc.) Debt: An obligation resulting from the borrowing of money or from the purchase of goods and services. Debts of local education agencies include bonds, leases, etc. Diploma Programme (DP): A challenging two year curriculum for students in grades 11 and 12 that provides an inquiry-based, college preparatory education. By emphasizing knowledge, skills, critical thinking and the fostering and development of universal human values, students learn the valuable skills of construction and deconstruction knowledge. Education Service Center (ESC): Twenty intermediate education units located in regions throughout Texas that assist and provide services for local school districts. Estimated Revenue: This term designates the amount of revenue expected to be earned during a given period. Expenditures: This includes total charges incurred, whether paid or unpaid, for current expense, capital outlay, and debt service. (Transfers between funds, encumbrances, exchanges of cash for other current assets such as the purchase stores and investment of cash in U.S. Bonds, payments of cash in settlement of liabilities already accounted as expenditures, and the repayment of the principal of current loans are not considered as expenditures.) Fiduciary Funds: Fiduciary Funds account for assets held in a trustee or agent capacity for outside parties, including individuals, private organizations, and other governments. Fiscal Period: Any period at the end of which a local education agency determines its financial position and the results of its operations. The period may be a month, or a year, depending upon the scope of operations and requirements for managerial control and reporting. Fiscal Year: A twelve-month period of time to which the annual budget applies and at the end of which a local education agency determines its financial position and the results of its operations. The District's fiscal year is July 1 through June 30. Foundation School Program (FSP): A program for the support of a basic instructional program for all Texas school children. Money to support the program comes from the Permanent School Fund, Available School Fund, Foundation School Fund, state general revenue, and local property taxes. Currently, the FSP described in the Texas Education Code consists of three parts or tiers. The first tier provides funding for a basic program. The second tier provides a guaranteed-yield system so that school districts have substantially equal access to revenue sufficient to support an accredited program. The third tier equalizes debt service requirements for existing facilities debt. Fund: An independent fiscal and accounting entity with a self-balancing set of accounts recording cash 127DRAFT INFORMATIONAL SECTION and/or other resources, together with all related liabilities, obligations, reserves, and equities which are segregated for the purpose of carrying on in accordance with special regulations, restrictions, or limitations. Fund Balance: It is the resources remaining from prior years and which are available to be budgeted in the current year. Furniture: Those moveable items used for school operation that are not of a mechanical nature. Chairs, tables, desks, file cabinets, pictures, chalkboards, lamps, lockers and carpets, etc., are examples of furniture. General Fund: A fund group with budgetary control used to show transactions resulting from operations of ongoing organizations and activities from a variety of revenue sources for which fund balance is controlled by and retained for the use by the local education agency. The General Fund is used to finance the ordinary operations of a governmental unit except those activities required to be accounted for in another fund. Government Finance Officers Association (GFOA): A professional association of state/provincial and local finance officers in the United States and Canada, and has served the public finance profession since 1906. The association's nearly 15,000 members are dedicated to the sound management of government financial resources. Governmental Funds: Funds generally used to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital projects funds and permanent funds. Grant: A contribution by one governmental unit to another. The contribution is usually made to aid in the support of specified function (for example, job training), but it is sometimes also for general purposes. Independent Audit: An audit performed by an independent auditor. Individual Education Plan (IEP): A document required by federal law that details the special education requirements for each disabled student and explains how the school intends to address the student's needs. An IEP is intended to help ensure that disabled students have equal access to public education in the least restrictive environment. Individuals with Disabilities Education Act (IDEA): The 1997 IDEA strengthens academic expectations and accountability for the nation's 5.4 million children with disabilities. International Baccalaureate Program (IB): A non- profit foundation whose mission is to help students “develop the intellectual, personal, emotional, and social skills to live, learn and work in a rapidly globalizing world.” It was founded in 1968 and runs in over 3,000 schools in 141 countries. Its Diploma Program (DP) is designed for high school juniors and seniors, and offers classes in the same areas as traditional schools: math, science, English, foreign language, social studies, and the arts. Additionally, students have three extra requirements: a class about the theory of knowledge, a community service obligation, and an extended essay on a research topic of their choice. Along the way, students complete assessments that help them prepare for the final written exams, which are graded by external examiners. Upon graduation, students earn a diploma that is respected worldwide. Middle Years Programme (MYP): A curriculum framework for children in grades six through ten that encourages students to make practical connections between their studies and the real world. The MYP builds on the knowledge; skills and attitudes developed by the Primary Years Programme (PYP) and prepare the students for the demanding requirements of the Diploma Programme (DP). Modified Accrual Basis of Accounting: Basis of accounting according to which (a) revenues are recognized in the accounting period in which they become available and measurable and (b) expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for un-matured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. Non-spendable Fund Balance: includes amounts that cannot be spent and are, therefore, not included in 128DRAFT INFORMATIONAL SECTION the current year appropriation. Two components: 1) Not in spendable form – previously recorded disbursements and include items that are not expected to be converted into cash, i.e. inventories, pre-paid items, etc. and 2) Legally or contractually required to be maintained intact – refers to an amount that has been received that must be invested indefinitely, i.e. a donation received by the government from a citizen, the principal of which is to be invested in a permanent fund and the earnings used for general governmental purposes. Object Code: As applied to expenditures, this term has reference to an article or service received; for example, payroll costs, purchased and contracted services, materials and supplies. Open-Enrollment Charters: Open-enrollment charter schools may be established by private nonprofit organizations, colleges and universities, and other governmental entities that apply to the State Board of Education. The law authorizes the State Board to approve up to 215 open-enrollment charter schools. Law also provides for creation of college or university charter schools at "public senior colleges and universities." There is no limit on the number of these charter schools that may be granted. Other charter programs include home-rule school district charters and campus or campus program charters. Personnel, Full-Time: Academy employees who occupy positions with duties which require them to be on the job on school days throughout the school year, or at least the number of hours the school is in session. Personnel, Part-Time: Personnel who occupy positions with duties which require less than full-time service. Primary Years Programme (PYP): A curriculum framework for children aged 3-12 that prepared students for the intellectual challenges of future education and their future careers, focusing on the development of the whole child as an inquirer, both in the classroom and in the world outside. Proprietary Funds: Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds. Public Education Information Management System (PEIMS): A data management system that includes information on student demographics, performance, teacher salaries, etc. The information for PEIMS is transmitted from local school districts to the Texas Education Agency by the education service centers. Public Information Act (PIA): PIA defines public information as information collected, assembled, or maintained under a law or in connection with a governmental body's transaction of official business. PIA provides that public information must be made available to the public upon request during the normal business hours of the district, unless an exception applies that allows or requires that the information not be made public. Refined ADA: Refined Average Daily Attendance is based on the number of days of instruction in the school year. The aggregate eligible day’s attendance is divided by the number of days of instruction to compute the refined average daily attendance. See also ADA. Restricted Fund Balance: reports on resources that have spending constraints that are either: 1) externally imposed by creditors, grantors, contributors or laws and regulations of other governments, i.e. grants, etc. -or- 2) imposed by law through constitutional provision or enabling legislation. The amounts represented by this fund balance category have very stringent conditions imposed by external parties or by law. Therefore, the amounts are restricted to very specific purposes and cannot be redeployed for other purposes. The government can be compelled by an external party to undertake the spending requirements represented by the Restricted Fund Balance. School Board Authority: Statute gives local school boards the exclusive power and duty to govern and oversee the management of the public schools. Powers and duties not specifically delegated to the Texas Education Agency or the State Board of Education are reserved for local trustees. Special Revenue Funds: Funds that are used to account for funds awarded to the Academy for the 129DRAFT INFORMATIONAL SECTION purpose of accomplishing specific educational tasks as defined by grantors in contracts or other agreements. State Board for Educator Certification (SBEC): SBEC is a quasi-independent body that gives educators more authority to govern the standards of their profession. SBEC regulates and oversees all aspects of the certification, continuing education, and standards of conduct of public school educators. As a state agency, SBEC is responsible for certification testing, accountability programs for educator preparation programs, and certification of teachers and administrators. State Board of Education (SBOE): A 15-member body elected by general election (staggered, four-year terms) from various regions statewide to provide leadership and to adopt rules and policies for public education in the state. The board's primary responsibility is to manage the Permanent School Fund. Teacher Retirement System (TRS): TRS delivers retirement and related benefits authorized by law for members and their beneficiaries. Technology Allotment: This allotment is part of the state textbook fund and can be used to purchase electronic textbooks or technological equipment that contributes to student leaning or teacher training. The allotment is $30 per ADA. Texas Assessment of Academic Skills (TAAS): A state-developed test administered each year to students in grades 3 through 8 and 10 (exit-level) to determine student achievement levels on state- established leaning objectives. Replaced by the Texas Assessment of Knowledge and Skills (TAKS) effective for the 2002-03 school year. Texas Assessment of Knowledge and Skills (TAKS): TAKS replaces the Texas Assessment of Academic Skills (TAAS), a criterion-referenced test used in Texas schools for 12 years. TAKS began in spring 2003, with tests in reading in grades 3 through 9; language arts in grades 10 and 11; mathematics in grades 3 through 11. The 11th grade exit-level test will assess English Ill, algebra I, geometry, biology, integrated chemistry and physics, early American and U.S. history, world 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): T his 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 permitted only when specifically authorized by law. Civil and criminal penalties can result when a board violates provisions of this act. Unassigned Fund Balance: the residual fund balance for the General Fund. It represents the amount of fund balance remaining after allocation to the Non- spendable, restricted, committed and assigned fund balances. This amount reflects the resources that are available for further appropriation and expenditure for general governmental purposes. Weighted Students in Average Daily Attendance (WADA): In Texas, students with special educational needs are weighted for funding purposes to help recognize the additional costs of educating those students. Weighted programs include special education, career and technical, bilingual, gifted and talented, and compensatory education. A weighted student count is used to distribute guaranteed-yield funding and establish Chapter 41 thresholds. 130DRAFT FUTURE AGENDA ITEMS: Any Board member may request at a workshop and / or Board meeting, under “Future Agenda Item Requests”, an agenda item for a future Board meeting. The Board member making the request will contact the Superintendent with the requested item and the Superintendent will list it on the agenda. At the meeting, the requesting Board member will explain the item, the need for Board discussion of the item, the item’s relationship to the Board’s strategic priorities, and the amount of estimated staff time necessary to prepare for Board discussion. If the requesting Board member receives a second, the Superintendent will place the item on the Board agenda calendar allowing for adequate time for staff preparation on the agenda item. - None Board of Trustees Item # 6 – Future Agenda Items Board of Trustees Item # 7 – Adjournment Regular Session