HomeMy WebLinkAbout05-17-13 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 2
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 WORKSHOP
AGENDA
May 17, 2013
WESTLAKE TOWN HALL
3 VILLAGE CIRCLE – 2ND FLOOR
WESTLAKE, TX 76262
COUNCIL CHAMBERS/MUNICIPAL COURT ROOM
Workshop Session 12:00 p.m.
Page 2 of 2
Workshop Session
1. CALL TO ORDER
2. PRESENTATION AND DISCUSSION OF THE PROPOSED ACADEMY BUDGET
FOR FISCAL YEAR 2013-2014 AND STRATEGIC PLANNING.
3. ADJOURNMENT
ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE
SESSION AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER
SECTIONS 551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS
GOVERNMENT CODE.
CERTIFICATION
I certify that the above notice was posted at the Town Hall of the Town of Westlake, 3 Village Circle, on
May 13, 2013, 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.
Friday, May 17th, 2013
i
MEMORANDUM
Date: May 17, 2013
TO: Honorable President and Board of Trustees Members
FROM: Tom Brymer, Town Manager/Superintendent
SUBJECT: Transmittal of Westlake Academy FY 2013-14 Proposed Budget Work Copy
In an effort to provide the Board and Staff with the necessary time to submit and review the
proposed expenditures and financial forecast for the coming school year, we will conduct our
first budget retreat for the academic services department of the Town of Westlake on Friday,
May 17, 2013. The purpose of the retreat is to provide the opportunity for the governing body to
give Staff direction prior to the adoption of the proposed budget at our August board meeting.
The fiscal year for the Academy begins on September 1st. We have prepared the statistical data
and charts, contained in this notebook, in order to offer a view of the financial expenditures and
the associated revenue for the school.
In keeping with our tradition of utilizing an associated theme to assist us in focusing on
the coming challenges or direction for the school year, the proposed theme for FY
2013/14 is Growing Together; One School, One Community. As many of you know, we are
finishing the second year of reduced funding levels from the State. The past two years has
resulted in an approximate 8% loss to our operating revenue. During these trying times, we
have used the following themes:
Continued Excellence in the Face of Change (FY 11/12)
Holding to the Vision, Rising to the Challenge (FY 12/13)
Growing Together; One School, One Community (Proposed FY 13/14)
We are anticipating a slight increase in the funding levels for the coming year, and this coupled
with an increased demand for services from Westlake residents, and the campus expansion
projects - lends itself to this year’s proposed theme. Staff is aware that hard decisions still await
public schools in Texas and we believe we are poised to offer a top-notch educational
experience to our students and can meet the challenges ahead.
ii
This notebook is organized into the following sections:
Tab 1 - Our Vision, Values, and Mission statements
Tab 2 - Strategic Plan
Tab 3 - Performance Measures Rubrics
Tab 4 - Budget Data / Graphs
Tab 5 - FY 2013/2014 Financial Budget Information
o Operational Days and Service Level Analysis (SLA)
o Service Level Summary Sheet
o Five-Year Financial Forecast
We hope the information provided in the workshop allows you to view the proposed budget
allocations for the coming school year and we look forward to discussing the matter at the
retreat.
GROWING TOGETHER;
ONE SCHOOL
ONE COMMUNITY
Vision
Westlake Academy inspires students to achieve their highest individual
potential in a nurturing environment that fosters the traits found in the
IB learner profile.”
Inquirers,Knowledgeable,Thinkers,Communicators,Principled,
Open minded,Caring,Risk takers,Balanced,and Reflective
Values
Maximizing Personal Development
Academic Excellence
Respect for Self and Others
Personal Responsibility
Compassion and Understanding
Mission
Westlake Academy is an IB World School whose mission is to provide
students with an internationally minded education of the highest
quality,so they are well balanced
and respectful life long learners.”
1
Vision
Westlake Academy inspires students to achieve their highest individual
potential in a nurturing environment that fosters the traits found in the
IB learner profile.”
Inquirers, Knowledgeable, Thinkers, Communicators, Principled,
Open-minded, Caring, Risk-takers, Balanced, and Reflective ~
Comments:
2
Values
Maximizing Personal Development
Academic Excellence
Respect for Self and Others
Personal Responsibility
Compassion and Understanding
Comments:
3
Mission
Westlake Academy is an IB World School whose mission is to provide
students with an internationally minded education of the highest
quality, so they are well-balanced
and respectful life-long learners.”VVM
Comments:
4
GROWING TOGETHER;
ONE SCHOOL
ONE COMMUNITY
WESTLAKE ACADEMY STRATEGIC PLAN]May 31,2012
Westlake Academy Table of Contents 1
2012 2013
Westlake Academy
Strategic Plan
May 31,2012 WESTLAKE ACADEMY STRATEGIC PLAN]
2 Table of Figures Westlake Academy
This page left intentionally blank.
WESTLAKE ACADEMY STRATEGIC PLAN]May 31,2012
Westlake Academy Table of Contents 3
Table of Contents
Westlake Academy Vision,Values,and Mission Statement 4
Vision 4
Values 4
Mission 4
How did we get here?5
The Village Blacksmith 5
Where are we going?6
Vision and Mission guide resources 6
Achieving our Vision and Mission 7
Creating a Balanced Scorecard System 8
Westlake Academy’s Desired Outcomes 9
Table of Figures
Figure 1 Strategic Balanced Scorecard System Logic 7
Figure 2 Westlake Academy Strategy Map 10
May 31,2012 WESTLAKE ACADEMY STRATEGIC PLAN]
4 Westlake Academy Vision,Values,and Mission Statement Westlake Academy
Westlake Academy Vision,Values,and Mission Statement
Vision
Westlake Academy inspires students to achieve their highest individual potential in a nurturing
environment that fosters the traits found in the IB learner profile.”
Inquirers,Knowledgeable,Thinkers,Communicators,Principled,
Open minded,Caring,Risk takers,Balanced,and Reflective
Values
Maximizing Personal Development
Academic Excellence
Respect for Self and Others
Personal Responsibility
Compassion and Understanding
Mission
Westlake Academy is an IB World School whose mission is to provide students with an
internationally minded education of the highest quality,so they are well balanced
and respectful life long learners.”
WESTLAKE ACADEMY STRATEGIC PLAN]May 31,2012
Westlake Academy Table of Contents 5
How did we get here?
On September 2,2003 the vision of many was made a reality when the Academy doors opened to
the first class of Westlake Academy students.Many obstacles had to be traversed just to reach this
point,but as the students and teachers entered the Academy for the first time,their expectations
high,we realized that this decision will change the lives of hundreds of students and their lives will
make an impact felt around the world.
The Village Blacksmith
Under a spreading chestnut tree
The village smithy stands;
The smith,a mighty man is he,
With large and sinewy hands;
And the muscles of his brawny arms
Are strong as iron bands.
His hair is crisp,and black,and long,
His face is like the tan;
His brow is wet with honest sweat,
He earns whate'er he can,
And looks the whole world in the face,
For he owes not any man.
Week in,week out,from morn till night,
You can hear his bellows blow;
You can hear him swing his heavy sledge,
With measured beat and slow,
Like a sexton ringing the village bell,
When the evening sun is low.
And children coming home from school
Look in at the open door;
They love to see the flaming forge,
And hear the bellows roar,
And catch the burning sparks that fly
Like chaff from a threshing floor.
He goes on Sunday to the church,
And sits among his boys
He hears the parson pray and preach,
He hears his daughter's voice,
Singing in the village choir,
And it makes his heart rejoice.
It sounds to him like her mother's voice,
Singing in Paradise!
He needs must think of her once more,
How in the grave she lies;
And with his hard,rough hand he wipe
A tear out of his eyes.
Toiling,rejoicing,sorrowing,
Onward through life he goes;
Each morning sees some task begin,
Each evening sees it close;
Something attempted,something done,
Has earned a night's repose.
Thanks,thanks to thee,my worthy friend,
For the lesson thou hast taught!
Thus at the flaming forge of life
Our fortunes must be wrought;
Thus on its sounding anvil shaped
Each burning deed and thought!
Henry Wadsworth Longfellow
May 31,2012 WESTLAKE ACADEMY STRATEGIC PLAN]
6 Where are we going?Westlake Academy
Where are we going?
At Westlake Academy we spend our days with the future leaders of the world and provide a
framework that allows each child to reach their potential.We help them to develop their natural
curiosity and build skills that allow them to continue to learn as
they grow.This natural inquiry leads to knowledge,a foundation
on which they will be able to build thoughtful,reasoned and
ethical decisions.
As they grow we help them to better understand and express
their ideas writing,verbally,in multiple languages,and in their
ability to work collaboratively with others.Their understanding
and appreciation of the world helps them to become open
minded and caring,while having the courage to take risks,
exploring new ideas and making a positive impact in the lives of
others.
Most important our future leaders must be well balanced and reflective,understanding the
importance their strengths and limitations,and using them to their advantage as a life long learner.
Vision and Mission guide resources
The Academy’s vision and mission determine where resources are allocated and provide the basic
road map to where we are going.If the vision and mission are not clear,then we may end up
somewhere we never intended going.The Board of Trustees’provides a direction of where we are
going.The Board provides the necessary resources to the Academy to ensure that the mission and
vision are financially supported.
Our administration supports the
teachers in their never ending
process of discovery in the
classrooms.By providing adequate
support to the teachers,they are
able to focus on the students and
their learning,and in the end what
will ultimately accomplish our vision
and mission.
Using the framework of the
International Baccalaureate
programme,the administration and
teachers are able to develop the
If the vision and
mission are not clear,
then we may end up
somewhere we never
intended going.
WESTLAKE ACADEMY STRATEGIC PLAN]May 31,2012
Westlake Academy Table of Contents 7
systems and tools necessary to accomplish our mission and reach our vision.Our teachers are the
frontline in this process,working with each student at their own level of understanding,helping
each of them to reach their potential.
Achieving our Vision and Mission
In order to better achieve our mission and reach our vision of the future we are moving into a
Balanced Scorecard system as a strategic and performance management tool.The Balanced
Scorecard system provides a framework that aligns the work we do with our mission,vision,and
strategy.It will help to communicate to internal and external stakeholders of the organization our
strategic intent.
Figure 1 Strategic Balanced Scorecard System Logic Balanced Scorecard Institute)
The Balanced Scorecard forces us to ask these questions:What are we trying to accomplish?Are
we doing the right things,and if so,are we doing things right?There are many advantages to
creating an integrated system that aligns daily activities and financial and human resources with the
mission and vision of the Academy.
May 31,2012 WESTLAKE ACADEMY STRATEGIC PLAN]
8 Creating a Balanced Scorecard System Westlake Academy
Creating a Balanced Scorecard System
There are two phases that contain nine steps to fully implement a Balanced Scorecard system.
Phase one consists of six steps:
1. Organizational assessment to determine the pains,enablers,and values.
2. Strategy,customer and stakeholder value propositions are defined and used to create the
organization’s strategy.
3. Strategic objectives are developed.
4. Strategy Maps are created to show causal relationships.
5. Performance measures and targets are used to create strategic measures and track
execution.
6. Identification of new Strategic Initiatives to close performance gaps.
Phase two consists of three steps:
7. Automation of performance data Dashboard Reporting)
8. Cascading the Balanced Scorecard throughout the organization
9. Evaluation Plan,Do,Study,Act)
The final product of this process creates a strategy based Balanced Scorecard system that translates
customer needs,mission,vision,and values into organization goals,strategy,objectives,
performance measures,and new initiatives.
WESTLAKE ACADEMY STRATEGIC PLAN]May 31,2012
Westlake Academy Table of Contents 9
Westlake Academy’s Desired Outcomes
Westlake Academy’s strategic plan is the result of many hours of review and discussion with the
Board of Trustees,and Westlake Academy staff,which spanned a multi year process where we
gathered information,discussed our long range goals and developed comprehensive guidelines to
ensure student success.
The Board met,during a retreat,to develop the mission vision statement and identify the values
that were important to the Academy.The plan was then expanded to include five desired outcomes
or strategic themes:
1. High Student Achievement Develop inquiring,knowledgeable,caring and disciplined
young people who use their unique talents to create a better and more peaceful world
through intercultural understanding and respect.
2. Strong Parent Community Connections To involve all stakeholders in building a better
Westlake Academy community.
3. Financial Stewardship Sustainability To ensure sufficient,well managed resources to
support and advance the mission of Westlake Academy.
4. Student Engagement Extracurricular Activities To ensure that all athletics,community
service and extracurricular activities are held to the same standard of excellence as the
curricula programs to promote well balanced students.
5. Effective Educators Staff Recruit,develop and retrain a core faculty and staff with the
personal qualities,skills and expertise to work effectively with the IB inquiry based,student
centered curricula
The Westlake Academy Leadership Team has taken the groundwork which has been developed over
the years by the Board of Trustees and Westlake Academy’s faculty and staff.It has been placed in
an actionable document that allows for better implementation,tracking,and monitoring of the
strategic plan.
Ma
y
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Thewrittencurriculumis
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therequirementsofthe
programmes.
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Thewrittencurriculumisavailabletothe
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Thewrittencurriculumbuildson
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knowledge,concepts,skillsandattitudes
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Thewrittencurriculumallows
formeaningfulstudentaction
inresponsetostudents’own
needsandtheneedsofothers.
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GROWING TOGETHER;
ONE SCHOOL
ONE COMMUNITY
Table of Contents
Total Cost Summary ...................................................................................................................................... 1
Average State Funding per Student .............................................................................................................. 1
Blacksmith Annual Program Contributions ................................................................................................... 2
Revenues by Dollar ....................................................................................................................................... 2
Revenues by Percentage ............................................................................................................................... 3
WA Program Growth ..................................................................................................................................... 3
WA Student Enrollment ................................................................................................................................ 4
Student Body Population by Boundary ......................................................................................................... 4
2013-14 WA Student Census ........................................................................................................................ 5
Student Population by ISD ............................................................................................................................ 6
Lottery Waiting List ....................................................................................................................................... 6
Position Summary ......................................................................................................................................... 7
WA FY 13/14 Median & Average Salary Comparison ................................................................................... 9
Expenditures per Student ........................................................................................................................... 10
1
Total Cost Summary
Overall Cost Summary
Estimated
FY 2012/13
Proposed
FY 2013/14
Proposed Operating Expenditures $ 5,633,210 $ 5,879,730
Town-Transfer to WA Operating Budget - 90,000
Sub-Total 5,633,210 5,969,730
Annual Debt Service Payment (paid from Municipal budget) 1,498,528 1,428,369
Phase 1 Expansion Debt-Service - 453,774
Sub-Total 1,498,528 1,882,143
In-direct Operating Costs - 325,000
Sub-Total - 325,000
Grand Total All Costs $ 7,131,738 $ 8,176,873
Average State Funding per Student
In Figure 1, the historical data regarding the average funding received by the Academy through the
Foundation School Program (FSP). When comparing the inflation adjusted numbers the Academy has
realized an approximate $1,800 per student decrease in funding from the FY 09/10 school year. Based
upon legislation that is currently in conference committee, some educational funding will be restored,
but it will be far less than the decrease seen in the previous biennium (approximately 10%).
Figure 1 - Average State Funding per Student
5
6
2
4
6
5
3
0
6
6
2
3
7
0
5
7
7
2
7
9
7
0
7
3
6
7
3
6
6
2
2
8
6
6
7
5
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1
8
7,
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9
0
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0
7
4
7,
5
6
1
6,
9
1
1
2,000
4,000
6,000
8,000
10,000
FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13
Estimated
FY 13/14
Proposed
Average State Funding per Student
Average State Funding / Student Adjusted for Inflation (MCI)
2
Blacksmith Annual Program Contributions
The Annual Blacksmith fundraiser has become increasingly more important as the percentage of
operating dollars received from the state has declined. In the draft 2013/14 annual budget, Blacksmith
revenues will represent approximately 18% of the Academy’s total revenue. These dollars are spent on
faculty and staff salaries and benefits, which represent 76.6% of the total operating budget.
Figure 2 - Blacksmith Annual Program Contributions
Revenues by Dollar
Funding sources for the Academy are generated by two primary sources which represent approximately
96% of total operating revenues. The FSP represents 76.4% of total operating dollars and 19.5% are
generated through the Westlake Academy Foundation (WAF). The WAF provides general operating
dollars through the Blacksmith program, as well as reimbursement of expenditures through grants.
Figure 3 - Revenues by Dollar
336 $388 $407 $394 $431 $
524
680
800
1,079
200
400
600
800
1,000
1,200
FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13
Estimated
FY 13/14
Proposed
Th
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a
n
d
s
Blacksmith Annual Program Contributions
1
2
3
4
5
6
7
FY 09/10 FY 10/11 FY 11/12 FY 12/13
Estimated
FY 13/14
Proposed
Mi
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Revenues by Dollar WAF Contribution
Interest Earned
Food Services
Transportation/Parking
Other Local Revenue
WAF Fund-an-Item
WAF Salary
Reimbursement
3
Revenues by Percentage
Revenues generated through the FSP have declined from over 85% in FY 09/10 to 76% in FY 13/14. The
decline represents a significant decrease in state education funding, as well as a significant increase in
the total amount of dollars raised through WAF fundraising activities. In short, the funding decreases
have been markedly blunted due to offsetting increases in the Blacksmith and other fundraising
activities.
Figure 4 - Revenues by Percentage
WA Program Growth
As can be seen in Figure 6, expenditures have exceeded revenues in FY 11/12 and FY 12/13. The FY
13/14 draft budget shows a slight increase in fund balance due to additional revenue support from the
Town of Westlake and as well as an increase in the Blacksmith Annual fundraiser. If the Blacksmith
Annual fundraiser does not meet the proposed amount, the Academy’s expenditures may exceed
revenues in the FY 13/14 school year.
Figure 5 - WA Program Growth
0%
20%
40%
60%
80%
100%
FY 09/10 FY 10/11 FY 11/12 FY 12/13
Estimated
FY 13/14
Proposed
WAF Contribution
Interest Earned
Food Services
Transportation/Parking
Other Local Revenue
WAF Fund-an-Item
FY 09/10
Actual
FY 10/11
Actual
FY 11/12
Actual
FY 12/13
Estimated
FY 13/14
Proposed
FY 14/15
Estimated
FY 15/16
Estimated
FY 16/17
Estimated
Revenues $4,280,723 $4,608,573 $5,244,109 $5,503,670 $6,068,076 $7,333,347 $7,459,853 $7,548,146
Expenditures $3,917,886 $4,518,107 $5,287,696 $5,633,210 $5,969,730 $6,952,343 $7,144,293 $7,341,992
Fund Balance $767,491 $914,660 $814,487 $672,107 $770,453 $1,136,620 $1,452,180 $1,658,334
1 $
2 $
3 $
4 $
5 $
6 $
7 $
8
Mi
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s
WA Program Growth
4
WA Student Enrollment
Westlake Academy student enrollment is anticipated to remain relatively flat in the FY 13/14 school
year. Any increases will be related to Westlake residents enrolling their children and new Westlake
residents currently purchasing or building in the Town.
Figure 6 - WA Student Enrollment
Student Body Population by Boundary
Strong enrollment in the last two-years in the Kindergarten class, as well as increasing enrollment in
other PYP grades, has increased the overall percentage of Westlake residents to approximately 38% of
the students projected to attend the Academy next year.
Figure 7 - Projected % of Students Residing in Westlake
195
264
324 346 379 417
491 530
610
658 658
0
100
200
300
400
500
600
700
FY 03/04 FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13
Estimated
FY 13/14
Proposed
WA Student Enrollment
69% 68% 70% 73% 70% 62%
31% 32% 30% 27% 30% 38%
0%
20%
40%
60%
80%
100%
FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13
Estimated
FY 13/14
Proposed
Projected % of Students Residing in Westlake
Secondary Boundary Westlake Residents
5
2013-14 WA Student Census
Stage-Estates Paige-
Grade Total No. of % of No. of % of No. of % of No. of % of No. of % of No. of % of No. of % of No. of % of No. of % of coach of Mahoteabrook
Level Students Stud.Stud.Stud.Stud.Stud.Stud.Stud.Stud.Stud.Stud.Stud.Stud.Stud.Stud.Stud.Stud.Stud.Stud.Glenwyck Vaquero Hills Westlake Boone Farms Other
K 342882%1132%1750%2 6%4 12%1029%5 15%1 3%0 9820009
G1 503264%1122%2754%3 6%9 18%1 2%3 6%0 0%0 693200 12
G2 412356%8 20%2356%6 15%4 10%3 7%4 10%0 0%0 6911105
G3 451738%7 16%2862%5 11%5 11%3 7%3 7%1 2%4 4803002
G4 512345%1122%2549%8 16%7 14%1427%6 12%1 2%0 11 530211
G5 542037%7 13%3361%5 9%9 17%8 15%7 13%2 4%2 3 11 02004
G6 441330%7 16%2864%5 11%4 9%1227%8 18%1 2%1 5411002
G7 632235%1117%3657%9 14%7 11%0 0%6 10%0 0%1 8701213
G8 622032%9 15%4268%7 11%4 6%1118%8 13%1 2%2 4 10 11202
G9 581831%8 14%3764%9 16%4 7%0 0%1 2%0 0%1 4811301
G10591729%1017%4169%4 7%4 7%2 3%0 0%1 2%0 5820200
G11591119%1220%4169%2 3%4 7%0 0%3 5%0 0%0 6200003
G12571018%7 12%3867%8 14%4 7%0 0%2 4%0 0%1 2511001
Totals 67725438%11918%41661%7311%6910%649%568%8 1%12 7394151312 2 45
Residents ISD ISD ISD
PROJECTED WESTLAKE ACADEMY STUDENT CENSUS - FY 2013-2014
Primary Secondary Boundaries
Westlake Carroll Keller Northwest Other Siblings Due to School Westlake Residents by neighborhood
Districts Employee Sec. Boundary
Due to Town WR moved to
on Wait List Employee
6
Student Population by ISD
The Westlake Academy student population by ISD has remained fairly consistent over the years. Keller
which includes students living in Vaquero) continues to deliver over 60% of the students attending
Westlake Academy. Carroll (which includes Glenwyck Farms) has will climb slightly to a projected 18% in
the FY 13/14 school year.
Figure 8 - Projected FY 13/14 WA Students by ISD
Lottery Waiting List
Demand for services from the secondary boundary remains strong as we have over 2,000 students on
the lottery waiting list. The recent rankings and continued academic performance has increased the
number of families participating for admissions to the Academy.
Figure 9 - Lottery Waiting List
61%
18%
11%
10%
0%
20%
40%
60%
80%
100%
Projected FY 13/14 WA Students by ISD
Keller Carroll Northwest Other
746 845
1021
1241 1265
844
705
1027
2128 2194
0
500
1000
1500
2000
2500
FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14
Lottery Waiting List
7
Position Summary
Table will be distributed during meeting.
8
Table 1 - Median Salary Comparison
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045,494 47,000 -3.2%47,940 -5.1%45,722 -4.63%227 46,177 -3.68%682 46,404 -3.20%910
145,945 46,800 -1.8%47,736 -3.8%46,404 -2.79%459 46,634 -2.31%689 46,863 -1.83%919
246,630 47,069 -0.9%48,010 -2.9%47,097 -1.90%466 47,330 -1.42%699 47,563 -0.93%933
346,946 47,735 -1.7%48,690 -3.6%47,416 -2.62%469 47,650 -2.13%704 47,885 -1.65%939
447,558 47,975 -0.9%48,935 -2.8%48,033 -1.84%476 48,271 -1.36%713 48,509 -0.87%951
547,756 48,841 -2.2%49,818 -4.1%48,233 -3.18%478 48,472 -2.70%716 48,711 -2.22%955
648,554 48,890 -0.7%49,868 -2.6%49,039 -1.66%486 49,282 -1.17%728 49,525 -0.69%971
748,967 49,347 -0.8%50,334 -2.7%49,457 -1.74%490 49,702 -1.26%735 49,947 -0.77%979
849,330 49,883 -1.1%50,881 -3.0%49,823 -2.08%493 50,070 -1.59%740 50,316 -1.11%987
949,635 50,217 -1.2%51,221 -3.1%50,131 -2.13%496 50,379 -1.64%745 50,627 -1.16%993
1049,799 50,543 -1.5%51,554 -3.4%50,297 -2.44%498 50,546 -1.96%747 50,795 -1.47%996
1150,179 50,869 -1.4%51,886 -3.3%50,681 -2.32%502 50,931 -1.84%753 51,182 -1.36%1,004
1250,594 51,193 -1.2%52,217 -3.1%51,100 -2.14%506 51,353 -1.65%759 51,606 -1.17%1,012
1350,853 51,519 -1.3%52,549 -3.2%51,362 -2.26%509 51,616 -1.78%763 51,870 -1.29%1,017
1451,038 52,015 -1.9%53,055 -3.8%51,548 -2.84%510 51,804 -2.36%766 52,059 -1.88%1,021
1551,270 53,133 -3.5%54,196 -5.4%51,782 -4.45%513 52,039 -3.98%769 52,295 -3.51%1,025
1651,990 53,058 -2.0%54,119 -3.9%52,510 -2.97%520 52,770 -2.49%780 53,030 -2.01%1,040
1752,158 53,577 -2.6%54,649 -4.6%52,680 -3.60%522 52,940 -3.13%782 53,201 -2.65%1,043
1852,440 54,099 -3.1%55,181 -5.0%52,964 -4.02%524 53,226 -3.54%787 53,489 -3.07%1,049
1953,418 54,845 -2.6%55,942 -4.5%53,952 -3.56%534 54,219 -3.08%801 54,486 -2.60%1,068
2054,418 55,480 -1.9%56,590 -3.8%54,963 -2.88%544 55,235 -2.39%816 55,507 -1.91%1,088
2155,641 56,240 -1.1%57,365 -3.0%56,198 -2.03%556 56,476 -1.55%835 56,754 -1.06%1,113
2256,560 57,115 -1.0%58,257 -2.9%57,126 -1.94%566 57,408 -1.46%848 57,691 -0.97%1,131
23 57,251 57,897 -1.1%59,055 -3.1%57,824 -2.08%573 58,110 -1.60%859 58,396 -1.12%1,145
2457,686 58,413 -1.2%59,581 -3.2%58,263 -2.21%577 58,551 -1.73%865 58,840 -1.24%1,154
2558,190 59,191 -1.7%60,375 -3.6%58,772 -2.65%582 59,063 -2.17%873 59,354 -1.69%1,164
2659,985 60,090 -0.2%61,291 -2.1%60,585 -1.15%600 60,885 -0.66%900 61,184 -0.17%1,200
2760,881 60,852 0.0%62,069 -1.9%61,490 -0.93%609 61,794 -0.44%913 62,098 0.05%1,218
2861,515 61,440 0.1%62,669 -1.8%62,130 -0.86%615 62,438 -0.37%923 62,746 0.12%1,230
2962,165 62,090 0.1%63,331 -1.8%62,787 -0.86%622 63,097 -0.37%932 63,408 0.12%1,243
3062,268 63,820 -2.4%65,096 -4.3%62,891 -3.39%623 63,202 -2.91%934 63,514 -2.43%1,245
52,810 53,588 -1.48%54,660 -3.41%53,331 -2.46%521 53,602 -1.96%792 53,866 -1.48%1,056
51,270 53,058 -1.29%54,119 -3.23%51,782 -2.26%513 52,039 -1.78%769 52,295 -1.29%1,025
Average
Median
Recommended
9
WA FY 13/14 Median & Average Salary Comparison
Board Policy states a desire to maintain the median salary within three percent (3%) of the districts surveyed for
market comparison purposes. In FY 12/13 the Academy was a little over three percent (-3.23%) below the
market mid-point. Based upon the desire to stay within this range, the proposed budget reflects a one and one-
half percent (1.5%) scale adjustment.
Figure 10 - WA FY 13/14 Median Salary Comparison
Figure 11 shows the average salary of the surveyed districts in comparison with the average salary at Westlake
Academy. Due to the fact that we have a number of teachers that are paid higher on the teacher scale (based
upon years of experience) the average salary is closer to the surrounding districts than the mid-point.
Figure 11 - WA FY 13/14 Average Salary Comparison
51.270
53.058
52.039
54.119
49
50
51
52
53
54
55
WA ISDs WA ISDs
FY 12/13 FY 13/14
Th
o
u
s
a
n
d
s
WA FY 13/14 Median Salary Comparison
52.810
53.588 $53.602
54.660
52
52
53
53
54
54
55
55
WA ISDs WA ISDs
FY 12/13 FY 13/14
Th
o
u
s
a
n
d
s
WA FY 13/14 Average Salary Comparison
10
Expenditures per Student
Expenditures per student have seen a continued decline starting the FY 09/10 school year. This was primarily
driven by increasing numbers of students in each classroom (averaging approximately 20 students per class), as
well as increased efficiency in the teaching load in the secondary program. The sharp increase in the proposed
FY 13/14 school year is primarily due to the debt service payment for the Phase 1 expansion of campus facilities.
The ratio will decline as the school completes the facilities and adds students in the PYP, MYP, and DP
programmes.
Figure 12 - Expenditures per Student
1
1
9
3
0
1
2
0
1
4
1
2
3
0
5
1
3
0
1
2
1
3
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12
14
16
18
FY 04/05 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13
Estimated
FY 13/14
Proposed
Th
o
u
s
a
n
d
s
Expenditures per Student
including debt service & in-direct operating costs)
Expenditures per Student Adjusted for Inflation (MCI)
GROWING TOGETHER;
ONE SCHOOL
ONE COMMUNITY
Revenues4WAFSalaryReimbursement 35,377 54,594 54,594 55,959 1,365
5 Other Local Revenue 44,971 28,000 28,000 45,000 17,000
6 WAF Blacksmith (Includes $800K Blacksmith & $279K WAF Contribution) 674,604 720,000 804,000 1,079,000 275,000
7 WAF Contribution 303,700 217,700 - (217,700)
8 WAF Fund-an-Item (Technology)- - - 50,000 50,000
9 Interest Earned 2,417 2,500 2,500 2,500 -
10 Food Services 4,000 3,000 3,000 3,000 -
11 Town Contribution (Technology $50K/Building $40K)4,743 - - 90,000 90,000
12 Athletic Activities 49,821 33,500 33,500 67,350 33,850
13 Transportation/Parking 49,855 35,000 35,000 40,000 5,000
14 Total Local Revenues 881,188 1,180,294 1,178,294 1,432,809 254,515
15 State Revenue
16 TEA - FSP Funds 4,129,084 4,260,809 4,097,924 4,392,409 294,485
17 TRS On-behalf/Medicare Part B 233,836 227,452 227,452 242,858 15,406
18 Total State Revenues 4,362,921 4,488,261 4,325,376 4,635,267 309,891
19 TOTAL REVENUES 5,244,109 5,668,555 5,503,670 6,068,076 564,406
20 EXPENDITURES by FUNCTION
21 Function 11 - Instructional 2,825,466 3,262,468 3,262,468 3,261,919 (549)
22 Function 12 - Resources & Media 74,628 140,756 140,756 140,756 -
23 Function 13 - Curriculum & Staff Development 9,732 80,600 80,600 75,170 (5,430)
24 Function 21 - Instructional Leadership 134,839 127,812 127,812 127,812 -
25 Function 23 - School Leadership 341,469 353,683 353,683 353,683 -
26 Function 31 - Guidance & Counseling 229,067 234,011 234,011 229,011 (5,000)
27 Function 33 - Health Services 60,917 58,324 58,324 58,324 -
28 Function 35 - Food Services 11,517 9,544 9,544 9,544 -
29 Function 36 - Co/Extracurricular Activities 103,130 156,036 156,036 156,036 -
30 Function 41 - Administrative 655,150 314,263 314,263 314,263 -
31 Function 51 - Maintenance & Operations 584,892 607,211 607,211 607,211 -
32 Function 53 - Data Processing 164,049 166,686 166,686 166,686 -
33 Function 61 - Community Services 76,880 91,890 91,890 91,890 -
34 Function 71 - Debt Service - - - - -
35 Function 81 - Facility Acquisition/Construction 15,960 23,940 29,925 - (29,925)
36 TOTAL EXPENDITURES (BASE BUDGET)5,287,696 5,627,225 5,633,210 5,592,305 (40,904)
37 OTHER RESOURCES (USES)
38 Other Resources - Local 26,124 44,823 44,823 45,944 1,121
40 Other Resources - Lawsuit 67,760 - - -
41 Other Uses - Local (26,124) (57,663) (57,663) (45,944) 11,719
42 Other Uses - Water Damage (56,704) - - -
43 Other uses - Insurance (67,642) - - -
44 Net -Other Resources (Uses)(56,587) (12,840) (12,840) - 12,840
45 Excess Revenues Over (Under) Expenditures (100,173) 28,490 (142,380) 475,771 618,150
38 GENERAL FUND ENDING BALANCE 814,487 842,977 672,107 1,147,878 475,771
39 Assigned - Technology/FFE - - - -
40 Assigned - Uniform/Equipment Replacement 5,665 - - -
41 Assigned - Insurance 56,704 - - -
42 Assigned - Prepaid 31,596 - - -
43 ENDING FUND BALANCE (Unassigned) (BASE BUDGET)808,822 842,977 672,107 1,147,878 475,771
44 # of Operating Days (365)56 55 44 75
45
46 MANDATES 37,402 Daily Rate
39 Total Expenditures w/ Base Expenditures/Mandates 5,629,707
40 Fund Balance - Including Base/Mandates 1,110,476
41 # of Operating Days - Including Base/Mandates 72 15,424$
42
43 FACILITIES & FF&E 113,100
44 Total Expenditures - including Base/Mandates/Facilities & FF&E 5,742,807
45 Fund Balance - Including Base/Mandates/Facilities & FF&E 997,376
46 # of Operating Days - Including Base/Mandates/Facilities & FF&E 63 15,734$
47
40 WHOLE SCHOOL GOALS (WSG)226,923
41 Total Expenditures - including Base/Mandates/Facilities & FF&E/WSG 5,969,730
42 Fund Balance - including Base/Mandates/Facilities & FF&E/WSG 770,453
43 # of Operating Days - Including Base/Mandates/Facilities & FF&E/WSG 47 16,355$
44
45 STRATEGIC INITIATIVES (SI)103,954
46 Total Expenditure - including Base/Mandates/Facilities & FF&E/WSG/SI 6,073,684
47 Fund Balance - including Base/Mandates/Facilities & FF&E/WSG/SI 666,499
48 # of Operating Days - Including Base/Mandates/Facilities & FF&E/WSG/SI 40 16,640$
41
42 Students Enrolled
43 Primary 300 320 309 309
44 Secondary 330 330 349 349
45 Total Students Enrolled 630 650 658 658
46 TEA Funding/Student 6,555$ 6,228$ 6,675$
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Audited EstimatedProposed
PY Estimated
vs Proposed FY
13/14 ProjectedProjectedProjectedProjected
FY 11/12 FY 12/13FY 13/14VarianceFY 14/15FY 15/16FY 16/17FY 17/18
1 GENERAL FUND BEG.BALANCE 914,660 814,487$814,487$672,107 142,380)770,453 1,151,458 1,467,018 1,673,172
2 REVENUES
3 Local Revenues
4 WAF Salary Reimbursement 35,377 54,594 54,594 55,959 1,365 57,358 57,358 58,792 58,792
5 Other Local Revenue 44,971 28,000 28,000 45,000 17,000 46,350 47,741 49,173 50,648
6 WAF Blacksmith 674,604 720,000 804,000 1,079,000 275,000 1,302,015 1,324,973 1,339,731 1,339,731
7 WAF Contribution 303,700 217,700 217,700)
8 WAF Fund an Item 50,000 50,000 50,000 50,000 50,000 50,000
9 Interest Earned 2,417 2,500 2,500 2,500 1,344 1,541 2,303 2,934
10 Food Services 4,000 3,000 3,000 3,000 3,090 3,183 3,278 3,377
11 Town Contribution 4,743 90,000 90,000
12 Town Contribution Westlake Reserve 300,000 300,000 300,000 300,000
13 Athletic Activities 49,821 33,500 33,500 67,350 33,850 67,350 69,034 70,760 72,529
14 Transportation/Parking 49,855 35,000 35,000 40,000 5,000 40,800 41,616 42,448 43,297
15 Total Local Revenues 881,188 1,180,294 1,178,294 1,432,809 254,515 1,868,307 1,895,444 1,916,484 1,921,307
16 State Revenue
17 TEA FSP Funds 4,129,084 4,260,809 4,097,924 4,392,409 294,485 5,141,255 5,231,907 5,290,183 5,290,183
18 TRS On behalf/Medicare Part B 233,836 227,452 227,452 242,858 15,406 323,786 332,502 341,479 350,699
19 Total State Revenues 4,362,921 4,488,261 4,325,376 4,635,267 309,891 5,465,040 5,564,408 5,631,662 5,640,882
20 TOTAL REVENUES 5,244,109 5,668,555 5,503,670 6,068,076 564,406 7,333,347 7,459,853 7,548,146 7,562,189
21 EXPENDITURES by FUNCTION
22 Function 11 Instructional 2,825,466 3,262,468 3,262,468 3,489,971 227,502
23 Function 12 Resources Media 74,628 140,756 140,756 143,519 2,763
24 Function 13 Curriculum Staff Development 9,732 80,600 80,600 75,170 5,430)
25 Function 21 Instructional Leadership 134,839 127,812 127,812 130,164 2,352
26 Function 23 School Leadership 341,469 353,683 353,683 303,683 50,000)
27 Function 31 Guidance Counseling 229,067 234,011 234,011 242,952 8,941
28 Function 33 Health Services 60,917 58,324 58,324 59,395 1,071
29 Function 35 Food Services 11,517 9,544 9,544 9,697 153
30 Function 36 Co/Extracurricular Activities 103,130 156,036 156,036 219,558 63,522
31 Function 41 Administrative 655,150 314,263 314,263 318,549 4,286
32 Function 51 Maintenance Operations 584,892 607,211 607,211 639,593 32,382
33 Function 53 Data Processing 164,049 166,686 166,686 243,723 77,037
34 Function 61 Community Services 76,880 91,890 91,890 93,755 1,865
35 Function 71 Debt Service
36 Function 81 Facility Acquisition/Construction 15,960 23,940 29,925 29,925)
37 TOTAL EXPENDITURES 5,287,696 5,627,225 5,633,210 5,969,730 336,520
38 EXPENDITURES by OBJECT
39 Object Code 61XX Salaries 3,875,390 4,387,525 4,387,525 4,576,368 188,843 5,396,426 5,541,699 5,691,320 5,844,981
40 Object Code 62XX Prof.Contracted Services 1,033,028 719,490 725,475 770,840 45,365 1,013,501 1,043,906 1,075,224 1,107,482
41 Object Code 63XX Supplies Materials 194,327 240,936 240,936 355,088 114,152 251,887 259,443 267,226 275,242
42 Object Code 64XX Other Operating Costs 184,952 279,274 279,274 267,434 11,840)290,529 299,245 308,222 317,468
43 Object Code 65XX Debt Service
45 TOTAL EXPENDITURES 5,287,696 5,627,225 5,633,210 5,969,730 336,520 6,952,343 7,144,293 7,341,992 7,545,173
46 OTHER RESOURCES USES)
47 Other Resources Local 26,124 44,823 44,823 45,944 1,121 45,944 45,944 45,944 45,944
48 Other Resources Lawsuit 67,760
49 Other Uses Local (26,124)57,663)57,663)45,944)11,719 45,944)45,944)45,944)45,944)
50 Other Uses Water Damage (56,704)
51 Other uses Insurance (67,642)
52 Net Other Resources Uses)(56,587)12,840)12,840)12,840
53 Excess Revenues Over Under)Expenditures (100,173)28,490 142,380)98,346 240,726 381,004 315,560 206,154 17,016
54 GENERAL FUND ENDING BALANCE 814,487 842,977 672,107 770,453 98,346 1,151,458 1,467,018 1,673,172 1,690,188
55 Assigned Technology/FFE
56 Assigned Uniform/Equipment Replacement 5,665 14,838 14,838 14,838 14,838
59 ENDING FUND BALANCE Unassigned)808,822 842,977 672,107 770,453 98,346 1,136,620 1,452,180 1,658,334 1,675,350
60 #of Operating Days 365)56 55 44 47 60 74 82 81
61 Students Enrolled
62 Primary 300 320 309 309 324 324 324 324
63 Secondary 330 330 349 349 470 484 493 493
64 Total Students Enrolled 630 650 658 658 794 808 817 817
65 TEA Funding/Student 6,555$6,228$6,675$6,675$6,675$6,675$6,675$
Westlake Academy General Fund
Five Year Financial Forecast FY 2012 13 thru FY 2016 17
Adopted
FY 12/13
3