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Vision Statement
Westlake Academy inspires students to achieve their highest individualpotential 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
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Mission Statement
Westlake Academy is an IB World School whose mission is to provide students with an
internationally fninded education of the highest quality so they are well-balanced and
respectful life-long learners.
•..- .
Workshop Session
1. CALL TO ORDER
2. PLEDGE OF ALLEGIANCE
3. REVIEW OF CONSENT AGENDA ITEMS FOR THE AUGUST 12, 2013, TRUSTEES
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. Enrollment update.
5. DISCUSSION ITEMS
a. Discussion of proposed amendments to the Discipline, Complaint and Technology Use
and Computer System Responsibilities policies. (2o min)
b. Discuss the 2012-2013 Academic performance including but not limited to IB diploma
results, AP results, and ISA and STAAR testing comparisons. (zo min)
c. Discussion of the proposed Academic Budget for Fiscal Year 2013-2014. (zo min)
d. Discussion of follow-up items from the May 17, 2013, planning retreat. (30 min)
e. Update and discussion regarding Westlake Academy Phase I expansion project and
enrollment projections. Standing Item
6. BOARD RECAP / STAFF DIRECTION
7. AD70URNMENT
Regular Session
1. CALL TO ORDER
2. CITIZENS' PRESENTATIONS AND RECOGNITIONS: This is an opportunity for
citizens to address the Board on any matter whether or not it is posted on the agenda.
The Board cannot by law take action nor have any discussion or deliberations on any
presentation made to the Board at this time concerning an item not listed on the agenda.
Any item presented may be noticed on a future agenda for deliberation or action.
3. CONSENT AGENDA: All items listed below are considered routine by the Board of
Trustees and will be enacted with one motion. There will be no separate discussion of
items unless a Board member or citizen so requests, in which event the item will be
removed from the general order of business and considered in its normal sequence.
Page 2 of 3
a. Consider approval of the minutes from the June 3, 2013, meeting.
b. Consider approval of Resolution 13-09, Amending Discipline, Complaint and
Technology Use and Computer System Responsibilities policies.
c. Consider approval of Resolution 13-10, Amending the Westlake Academy
Personnel Manual.
4. CONDUCT A PUBLIC HEARING AND CONSIDER RESOLUTION 13-11,
ADOPTING THE REVISED OPERATING BUDGET FOR FISCAL YEAR ENDING
AUGUST 31, 2013 AND THE PROPOSED BUDGET FOR FISCAL YEAR ENDING
AUGUST 31, 2014 INCLUDING INVESTMENT POLICY, FISCAL AND BUDGETARY
POLICIES, COMMI7TED AND ASSIGNED FUND BALANCES.
5. BOARD CALENDAR
6. FUTURE AGENDA ITEMS: Any Board member may request at a workshop and / or
Board meeting, under ��Future Agenda Item Requests", an agenda item for a future
Board meeting. The Board member making the request will contact the Superintendent
with the requested item and the Superintendent will list it on the agenda. At the
meeting, the requesting Board member will explain the item, the need for Board
discussion of the item, the item's relationship to the Board's strategic priorities, and the
amount of estimated staff time necessary to prepare for Board discussion. If the
requesting Board member receives a second, the Superintendent will place the item on
the Board agenda calendar allowing for adequate time for staff preparation on the
agenda item.
7. AD70URNMENT
ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE
SESSION AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER
SECTIONS 551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS
GOVERNMENT CODE.
CERTIFICATION
I certify that the above notice was posted at the Town Hall of the Town of Westlake, 3 Village Circle, on
August 7, 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.
Page 3 of 3
Westlake
Academ
Y
Item # 2 — Pledge of
Allegiance
Texas Pledge:
"Hono� the Texas
flag; I pledge
allegiance to thee,
Texas, one state unde�
God, one and
indivisible. "
Westlake
Academ
Y
Item # 3 —
Review of Consent
Agenda Items
REVIEW OF CONSENT AGENDA ITEMS
a. Consider approval of the minutes from the June 3, 2013, meeting.
b. Consider approval of Resolution 13-09, Amending Discipline, Complaint and
Technology Use and Computer System Responsibilities policies.
c. Consider approval of Resolution 13-10, Amending the Westlake Academy
Personnel Manual.
Westlake
Academ
Y
Item # 4—
Reports
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. Enrollment update.
WESTLAKE ACADEMY AGENDA ITEM
Curriculum: PYP / MYP/ DP Meeting Date: August 12, 2013
Staff Contact: Ben Nibarger Report
Administrative Coordinator/Assistant to the Town Manager
Subject: FY 2013/14 Enrollment Report
EXECUTNE SUMMARY
This report provides the Board information on the current enrollment, ratio of Primary and
Secondary Boundary students, the lottery and sibling waiting lists.
PLAN DESIRED OUTCOMES ACADEMY VALUES
� High Student Achievement � Maxin2izing Personal Development
� Strong Parent& Community � Academic Excellence
Connections � Respect for Self and Others
� Financial Stewardship & � Personal Responsibility
Sustainability � Compassion and Understanding
� Effective Educators & Staff
GOVERNANCE FRAMEWORK
Governance direction will provide the authority and directives of the Board to the Academy staff
as it relates to administering to the financial and education concerns of the Academy.
FISCAL IMPACT
❑ Funded ❑ Not Funded � N/A
RECOMMENDATION / ACTION REQUESTED/ OPTIONS
No action required.
ATTACHMENTS
1. FY 2013-14 Enrollment Report
Page ] of l
Westlake Academ
Y
FY 2013/14 Student Enrollment
Contents
Background.............................................................................................................................................1
TheLottery..............................................................................................................................................2
FY2013/14 Lottery..............................................................................................................................2
WaitingLists........................................................................................................................................2
StudentCensus........................................................................................................................................3
Figure 1- Ratio of Students in Primary&Secondary Boundary Students..................................................1
Figure2- Lottery Applicants....................................................................................................................2
Figure 3- FY 2011-12 Waiting List............................................................................................................3
Table 1-Student Census (May 2013).......................................................................................................4
Table 2- Prospective Westlake Resident Enrollment................................................................................S
2
Background
In March 2012,the Board of Trustees requested staff to continue analysis that was completed by School
District Strategies (SDS), and Petty and Associates (P&A) on Primary Boundary student enrollment. The
analysis was the result of the Academy's master planning process and significant increases in enrollment
from the Primary Boundary in FY 2012/13 school year. Staff prepared and presented a report in the April
2012 Board meeting that outlined possible scenarios that the Academy may face with the introduction
of new housing development in Westlake.
The primary reason classes were overpopulated was due to Primary Boundary students enrolling late in
the year. Due to the entitlement provided Primary Boundary students, they are enrolled upon
completion and verification of their application. In order to mitigate the number of classes with
students exceeding 18 to 20 students, the Board directed staff to alter the student enrollment process.
In addition, staff was directed to try and develop a longer-term projection on Primary Boundary student
enrollment.
Staff has been working with area realtors to learn when properties/homes have been sold. Staff has
developed a prospective Westlake resident list. This list was developed to track the progress of families
that have contacted the Academy detailing their relocation or building process in Westlake. They have
generally contracted with a realtor or are in the design review process and waiting on a building permit.
They have toured the Academy and have maintained contact regarding the enrollment of their children.
The chart below illustrates the composition of Primary and Secondary Boundary students.
Figure 1-Ratio of Students in Prim�r}e���cs�r�d�ry�s��and�ry SW�e�en�s
Ratio of Students in Primary&Secondary Boundary Students
100% � � �
90%
28% 32% 27% o
80% 43% 38/0
70% — 52%
60% —
50%
40%
72% 67% 73% o
30% 57% 62/o
20% 48%
` 10%
I p% _� _ , �_ _ , �
195 264 324 346 379 417 491 530 630 658 677
FY I FY FY FY FY FY FY FY FY FY 12/13 FY 13/14
03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 � 11/12 Estimated Proposed
■Secondary Boundary ■Westlake Residents
1
The Lottery
The lottery is generally held on the last Friday of February each year. In the past, each name was
written onto a ping pong ball and drawn from a container, much like a traditional lottery. In order to
increase the efficiency of the lottery process, staff began using www.random.or� to create random
numbers that mimics the lottery process, but reduces the actual time to approximately thirty minutes.
Students are not accepted into the Academy through the lottery. The lottery is used to create a waiting
list and determine the order of entrance into the Academy. As positions become available at the
Academy, they are filled first by the siblings of students who are already attending the Academy and
then through the waiting list.
F�` L013 f 1� Lmttery
Westlake Academy traditionally has many more applicants than openings which necessitates the use of
a lottery. Each year the Academy advertises potential openings and accepts applications from
December 1, thru the end of January. Historically the Academy receives between 700 and 2,000
applications each year. The chart below illustrates the number of student applications the Academy has
received each year. In the FY 2013/14 lottery,the Academy received almost 2,200 applications.
�ig�re Z-Lc�ttery Applic�nts
# of Applicants
2500
2000
1500
1000
500
0 ,
FY 04-OS I FY OS-06 FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 I FY 11-12 FY 12-13 FY 13-14
#of Applicants 746 845 1021 1241 1265 844 705 1027 2079 2194
The applications are collected via an online application. Following January 315Y each year,staff sends out
a verification email to each applicant. This email provides the pertinent information back to each
applicant, i.e. student name, current grade, next year grade,email, phone,address, etc.
LtTaitin� L�st�
Westlake Academy is chartered by the State of Texas to first serve their Primary Boundary residents,
then if openings are available and the Academy desires,they may fill from the Secondary Boundary. The
Academy maintains two waiting lists, both of which consist of students that reside in the Secondary
Boundary. The first list is renewed each year through the lottery process. This is by far the largest
waiting list with over 2,000 applicants from Kindergarten through Grade 11. The number of applications
is strongest in the PYP Programme and slowly declines as the grade levels increase into the Secondary
Programme.
2
The second waiting list consists of siblings of students who are currently enrolled at the Academy, but an
opening is not currently available. This list is rank ordered based upon the date of entry or "age" of the
family at the Academy. For example, if a child entered the Academy August 22, 2008, and they have
siblings that wish to attend the Academy, but no openings are available, then they would be placed in
rank order and be admitted before siblings who have an original entry date after August 22, 2008.
�i�ur�3-�Y 2�11-12 U�faii's�r�List
FY 2013/14 Waiting Lists
500
400 �
300 �
200 �
100
0 . ,.
KG G1 G2 G3 G4 G5 G6 G7 G8 � G9 G10 G11
■Siblings 10 1 3 3 14 8 13 0 11 0 1 0
■Lottery 445 261 233 201 222 190 193 134 120 99 49 47
Student Census
Each year, Academy staff develops and maintains a student census. The census allows the Board and
Administration to identify where our students reside by Independent School District (ISD). In addition,
the census breaks down the neighborhood location of students enrolled from the Primary Boundary.
Table 1 below was updated on May 13, 2013. The census is in the process of being updated and will be
sent out to the Board when completed.
Table 2 incorporates the most up to date information regarding the number of students that we
anticipate enrolling in the FY 2013/14 school year. When reviewing the numbers, it is important to
remember that the only grade levels that have two-sections are, Kindergarten, Grade 2 and 6.
3
1"abl�1-Stud�n�Cens�rs(lVl�y 2C�13�
PROJECTED WESTLAKE ACADEMY STUDENT CENSUS-FY 2013-2014
Primary Secondary Boundaries
Westlake Carroll Keller Northwest Other Siblings Due to School Due to Town Westlake Residents by nei hborhood
Residents ISD ISD ISD Districts on Wait List Employee Employee Stage- Estates Paige-
No. No. No. No. No. No. No. No.
Grade Total of %of of %of of %of of %of of %of of %of of %of of %of coach of Mahotea brook
Level Students Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Glenwyck Vaquero Hills Westlake Boone Farms Other
K 35 28 82% 11 32% 17 50% 2 6% 4 12% 10 29% 5 15% 1 3% 9 8 2 0 0 0 9
G1 50 32 64% 11 22% 27 54% 3 6% 9 18% 1 2% 3 6% 0 0% 6 9 3 2 0 0 12
G2 41 23 56% 8 20% 23 56% 6 15% 4 10% 3 7% 4 10% 0 0% 6 9 1 1 1 0 5
G3 45 17 38% 7 16% 28 62% 5 11% 5 11% 3 7% 3 7% 1 2% 4 8 0 3 0 0 2
G4 51 23 45% 11 22% 25 49% 8 16% 7 14% 14 27% 6 12% 1 2% 11 5 3 0 2 1 1
G5 54 20 37% 7 13% 33 61% 5 9% 9 17% 8 15% 7 13% 2 4% 3 11 0 2 0 0 4
G6 44 13 30% 7 16% 28 64% 5 11% 4 9% 12 27% 8 18% 1 2% 5 4 1 1 0 0 2
G7 63 22 35% 11 17% 36 57% 9 14% 7 11% 0 0% 6 10% 0 0% 8 7 0 1 2 1 3
G8 62 20 32% 9 15% 42 68% 7 11% 4 6% 11 18% 8 13% 1 2% 4 10 1 1 2 0 2
G9 58 18 31% 8 14% 37 64% 9 16% 4 7% 0 0% 1 2% 0 0% 4 8 1 1 3 0 1
G10 59 17 29% 10 17% 41 69% 4 7% 4 7% 2 3% 0 0% 1 2% 5 8 2 0 2 0 0
G11 59 11 19% 12 20% 41 69% 2 3% 4 7% 0 0% 3 5% 0 0% 6 2 0 0 0 0 3
G12 57 10 18% 7 12% 38 67% 8 14% 4 7% 0 0% 2 4% 0 0% 2 5 1 1 0 0 1
TOfals 677 254 38% 119 416 61% 73 69 10% 64 9% 56 8% 8 1% 73 94 15 13 12 2 45
4
Tabl�2-Prnspective Westlak�Resident Enra�llment
Grade totals 2013-14 KG G1 G2 G3 G4 G5 G6 G7 G8 G9 G10 G11 G12 Totals
Returning Students 44 38 44 46 52 43 56 60 58 58 58 56 613
Staff or Town Employees 6 1 2 4 3 1 4 1 1 23
Approved WL residents 22 2 3 2 2 1 0 3 1 1 1 0 0 38
Granchild 4
BP 1 1 1 1 1 1
Residents 18 1 3 2 2 2 1
Unapproved WL residents 7 4 5 1 1 0 4 0 2 1 0 0 0 25
Granchild 0
BP 4 2 2 1 1
Residents 3 2 3 4 2 1
Students being retained 0
Students withdrawing -3 -2 -1 -1 -2 -1 -5 -1 -2 -2 -20
Incoming Siblings � 7 2 � 9 � � 38
L�t��ry/ofh�� 0
TOTALS 35 54 44 54 54 55 46 64 64 64 64 65 54 717
Last update 8/6/2013
5
Westlake
Academ
Y
Item # 5—
Discussion Items
DISCUSSION ITEMS
a. Discussion of proposed amendments to the Discipline, Complaint and Technology
Use and Computer System Responsibilities policies. (zo min)
b. Discuss the 2012-2013 Academic performance including but not limited to IB
diploma results, AP results, and ISA and STAAR testing comparisons. (2o min)
c. Discussion of the proposed Academic Budget for Fiscal Year 2013-2014. (zo min)
d. Discussion of follow-up items from the May 17, 2013, planning retreat. (30 min)
e. Update and discussion regarding Westlake Academy Phase I expansion project and
enrollment projections. Standing Item
WESTLAKE ACADEMY AGENDA ITEM
Curriculum: PYP / MYP / DP Meeting Date: August 12, 2013
Staff Contact: Amanda DeGan Discussion/Consent
Assistant Town Manager
Subject: Consider amendments to the Board of Trustees policy manual relative to
our Complaint, Discipline, and Technology documents.
EXECUTIVE SUMMARY
As we continue to grow as a school community, our policy documents will require updates to
remain current with advances in technology, to address process improvements, and to clearly
define expectations as it relates to behavior. The technology policy addresses additional privacy
concerns, expands the definition of our computer network, prohibits the use of spam email, and
identifies the use of iPads, laptops, etc. as a part of the school-owned property.
The complaint policy applies to general concerns from parents/students and allocates different
`levels' of review for a grievance. The discipline policy adds another tool for staff to implement
as students perform a Restitution/Reflection Activity (RRA) based on the severity of the offense
and helps to model the IB Learner Profile traits in each reflection, which can be coupled with a
service restitution activity. The new method is a part of the progressive discipline currently in
use at the Academy. The policy also outlines suggested steps for the investigation process,
institutes `levels' of discipline and proposes the use of a `grid' system to identify discipline
related offenses according to offense.
PLAN DESIRED OUTCOMES ACADEMY VALUES
� High Student Achievement � Maximizing Personal Development
❑ Strong Parent& Community � Academic Excellence
Connections � Respect for Self and Others
❑ Financial Stewardship & � Personal Responsibility
Sustainability � Compassion and Understanding
� Effective Educators & Staff
GOVERNANCE FRAMEWORK
Why do we need governance guidance? School policy is a responsibility of the Board of
Trustees.
Which policy governs this? Previous policy and authority of the Board of Trustees.
What additional direction is necessary? Input and questions from the Board of Trustees.
FISCAL IMPACT
Page ] of 2
❑ Funded ❑ Not Funded � N/A
RECOMMENDATION /ACTION REQUESTED/ OPTIONS
Recommended approval of amended policies
ATTACHMENTS
• Resolution
• Technology Policy, 3.11 —with proposed amendments
• Complaint Policy, 3.05 —with proposed amendments
• Discipline Policy, 5.02 —with proposed amendments
Page 2 of 2
WESTLAKE ACADEMY AGENDA ITEM
Curriculum: PYP/MYP/DP Meeting Date: August 12, 2013
Staff Contact: Rod Harding/Dr. Clint Calzini Discussion
PYP Principal/Secondary Principal
Subject: Academic performance for 20]2-2013 SY
EXECUTNE SUMMARY
The agenda item provides the Board of Trustees with a summary of the academic achievements of
students on external standardized tests: State of Texas Assessments of Academic Readiness (STAAR),
International School's Assessment (ISA), International Baccalaureate (IB) Diploma and Advance
Placement Exams.
PLAN DESIRED OUTCOMES ACADEMY VALUES
� High Student Achievement ❑ Maximizing Personal Development
❑ Strong Parent& Community � Academic Excellence
Connections ❑ Respect for Self and Others
❑ Financial Stewardship & ❑ Personal Responsibility
Sustainability ❑ Compassion and UndeNstanding
� Effective Educators & Staff
GOVERNANCE FRAMEWORK
The report relates directly to Westlake Academy's Vision of inspiring"...students to achieve their
highest individual potential..." and the Mission of an "...internationally minded education of the
highest quality..."
The report also links to Westlake Academy Value of Academic Excellence.
Why do we need governance guidance on this agenda item?
The school board needs to hold the school accountable for its academic progress. This report
provides evidence of the schools academic achievement in external testing.
Which policy gover-ns this agenda item?
It is part of the school's mission and strategic plan desired outcomes.
What additional direction is necessary for this agenda item?
Discussion and feedback.
FISCAL IMPACT
❑ Funded ❑ Not Funded � N/A
RECOMMENDATION / ACTION REQUESTED/ OPTIONS
The repart is presented for Board discussion to emphasize the administration's ongoing improvement and
commitment to the Vision, Mission and Values of Westlake Academy.
Page ] of 2
ATTACHMENTS
Primary School Academic External Assessment Comparison Reports 2013
Secondary School Academic Exam Report 2013
Page 2 of 2
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PYP ACADEMIC ACHIEVEMENT RESULTS
STAAR Assessment Results
2013
Subject/Comparison Grade 3 Grade 4 Grade 5 Grade 6
Adv. % Unsat. % Adv. % Unsat. % Adv. % Unsat. % Adv. % Unsat. %
Reading WA 37 4 25 10
State 20 21 20 28 20 23 20 20
Mathematics WA 22 20 10 19
State 16 31 16 32 21 25 16 26
Writing WA 8 15
State 7 29
Science WA 2 19
State 11 2 7
International School's Assessment Comparison Results
2011-2013
Grade 5 !SA participation =5000 students
Comparison Mathematical Literacy Reading Expository Writing Narrative Writing
2011 2012 2013 2011 2012 2013 2011 2012 2013 2011 2012 2013
WA 430 449 460 427 448 426 461 481 500 463 484 475
World 421 417 424 375 381 357 472 465 467 456 455 451
% <> > 2.1 >7.6 >8.5 > 13.9 >17.6 >20.3 >2.4 >3.4 >7.0 >1.5 >6.4 >5.3
WA: Cohort group at Westlake Academy
Scale Score:Standardized raw scores for meaningful comparisons of results between different years,and between different grade levels even
though the assessments that are administered are not the same.
%<>:Decrease or increase between scale scores(Significance)
Primary Years Program Interpretations of Academic Performance
2013 was the first administration of STAAR in a problem solving/application style format. Multiple-choice questions were
also prevalent and answers did not ask for justifications. The results show WA PYP students are significantly higher at the
advanced level in Reading and Mathematics at grade 5 and 6. Grade 3 students were significantly higher in Reading. Areas for
improvement are in grade 3 and 4 Mathematics. ISA comparison results support a consistent year-by-year scale score
improvement at grade 5 and 6 advanced levels in STAAR. The percentage increase in the ISA scale score in Mathematics
quadrupled from 2011 compared to 2013. In 2011-2012 there was no articulated mathematical curriculum from K-6. PYP
staff undertook the development of an articulated written and taught curriculum in mathematics and purchase of resources to
increase academic achievement and confidence in approaches to mathematical learning. The overall results of this initiative
are supported in the external assessment results in the above tables.
Reading is significantly above the state (STAAR) and ISA (world) standards even though an articulated written and taught
curriculum is to be drafted in 2013 and implemented in 2014. A leveled reading program was introduced in January of 2013,
to provide consistent instruction and assessment from Kindergarten to grade 3. Resources will be introduced in 2013-2014 in
Grade 4 and 5 and the trend will produce increased Reading performance standards to that of state and world norms.
Expository writing was identified in 2011 and 12 in the ISA as an area for improvement and results show an increased
performance at the grade 5 and 6 levels. An articulated, written and taught curriculum was drafted in 2012 and will be
implemented in 2013. Resources and professional development have been targeted in 2013 and with further implementation
students writing performance in all genres will show further gains.
Student achievement in Science at the Grade 5 level will direct the PYP curriculum improvement cycle and a committee will be
formed to establish an articulated written, taught and learned curriculum in 2013-2014.
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5econdary School Academic Exam Report 2013
Diploma Program (DP)
The Diploma Program (DP) results from May 2013 show a mixed of both highs and lows:
• The enrolment in the DP had the largest number of candidates and the most courses ever at Westlake
Academy, but also was equal to the lowest percentage of seniors attempting to earn the Diploma.
• We had one of the highest (40) and one of the lowest (17) student scores achieved on the diploma.
• We had the second lowest pass rate (74.2%), yet the average score in four of the subject areas are the
highest we have ever had.
• This year the teacher's predicted the lowest pass rate of any graduating class, yet the average total
points earned is the highest we have had at Westlake Academy. In other words, not only did the
students outperform the teacher's predictions by a signi�cant margin and they did so by setting a new
average high score and by the largest margin over the world average.
Trends in the DP scores over the past four years show students consistently scoring over the world average and there are anecdotal indications
of steady progress in many of the subject areas. It must be noted that every graduating class has different strengths and weakness and this can affect
performance outcomes. The highest student averages across the past three years are in Visual Arts and English and the lowest averages are in SL
Mathematics and Environmental Systems and Societies.
Advanced Placement Exams (AP)
The number of students taking AP exams in 2012-2013 remained consistent with previous years. The number of exams being taken by each
of those students dropped from last year, yet it remains higher than the two previous years. Similarly, the pass rate for students dropped from last
year, but is remarkably consistent with the two previous years. Over the past four years English and Economics have the highest average score,
while Calculus and World History are the lowest. Lastly, when comparing the last three years of the most subscribed AP exams (biology, English,
economics, world history and US history) our students, on average, outperform their peers at the national level in all subjects and outperform their
Texas peers in all subjects, except US History.
State of Texas Assessments and Academic Readiness (STAAR) / End of Course Exams (EOC)
Similar to last year, the 2012-2013 results in the STAAR and EOC tests were eXcellent with Westlake Academy easily outperforming their
Texas peers. Two impressive highlights are the 100% pass rates in l Oth grade Algebra II and English. While there are only two comparison years of
tests in the STAAR, it is important to note that each year the standard for passing is raised. Next year the standard for passing will increase again. In
short, what a passing scores in the previous years may not be a passing grade in the final phase of the STAAR implementation in 2013-2014. In this
light, it is important to note that the lowest scores are in 7th and 8th grade math, despite being 14 percentage points, on average, higher than their
Texas peers.
International Schools Assessment
The International Schools Assessment (ISA) results this year were excellent in that both the 8th and l Oth grade cohort. Both grades eXceeded
the world average with statistical significance in all subject areas (reading, narrative writing and mathematics) except expository writing. When
compared to "other like schools" (a measurement based on English language fluency) our students maintain their competitiveness and exceed those
schools' scores with statistical signi�cance in all areas except 8th grade narrative writing and expository writing.
As this was the �rst year for the l Oth grade taking the exam it is too early to determine any trends. In the 8th grade cohort, however the trend
over the past three years has show our students to out performed the world average and "other like schools" (many with statistically significant
difference) in almost all subject areas. As noted above, expository writing is the only area that has not followed this trend.
2
� 1 1 � 1 �
Table 1.0 2010—2012 Diploma Statistics
Number of WA Number of WA Percentage of WA Number of Faculty Predicted WA World
Graduation Year Seniors Diploma Senior Diploma Diplomas Diploma Diploma Diploma
Candidates Students Awarded Pass Rate(%) Pass Rate(%) Pass Rate(%)
2010 24 2l 87.5 12 71.4 57.1 78.06
201] 32 29 90.6 25 82.8 86.2 77.99
2012 28 27 96.4 24 81.5 88.9 78.48
2013 40 35 87.5 28 74.2 80.0 78.54
Figure 1.0 2010—2012 Diploma Statistics
DP Pass Rate
90
80
70
60
Pass Rate / 50
� � 40 ❑Faculty Predicted
30 ■WA
20 ❑World
10
0 -
2010 2011 2012
Year
' This number excludes students that came to Westlake Academy in their seniar year.
3
Table 1.2 Diploma Program Subject Scores: Westlake Academy Mean and World Mean (2010-2013)
2010 Mean Grade 2011 Mean Grade 2012 Mean Grade 2013 Mean Grade
Group Subject WA World WA World WA World WA World
� HL English Al 4.30 4.72 5.00 4.74 4.8] 4.69 5.26 *
HL Spanish B n/a n/a n/a n/a n/a n/a 5.00
2 SL Spanish B 4.80 4.80 4.83 4.92 4.65 4.81 4.86 *
SL S anish ab initio 2.00 4.9] n/a n/a 6.00 5.8] 4.25
HL History 4.09 4.37 4.62 4.64 4.63 4.09 4.55
3 *
HL Economics n/a 5.08 4.00 5.11 5.27 5.16 4.25
HL Biology 4.05 4.19 4.92 4.38 4.57 4.39 4.33
SL Biology 3.00 4.30 n/a n/a n/a n/a n/a
4 SL Chemistry 2.90 3.92 5.33 4.08 n/a n/a 5.00 *
SL Environmental Systems n/a 4.14 4.85 4.15 4.35 4.12 3.76
SL Physics n/a n/a n/a n/a n/a n/a 4.00
5 SL Math Studies 3.56 4.75 4.56 4.66 4.71 4.65 4.76
*
SL Mathematics 3.69 4.48 4.95 4.44 4.10 4.46 4.33
HL Visual Arts 4.50 4.90 5.80 4.91 4.92 4.79 5.17
6 *
SL Visual Arts 4.70 4.44 n/a n/a n/a n/a 4.33
TOK B C C C C C C
N/A *
EE C C C C C C C
* Pass rates for each subject area will be available in the upcoming release of the 2012 IB Diploma Program Statistical Bulletin.
4
Table 1.3 Total Diploma Points: Westlake Academy Mean and World Mean (2010—2013)
Mean Diploma Points WA Diploma Points
Graduation Year
WA World Highest Lowest
2010 25.6 29.55 37 15
2011 30.0 29.61 42 19
2012 28.9 29.77 37 20
20l 3 31.0 29.81 40 l 7
Figure 1.2 Total Diploma Points Over Three Years
DP Mean Diploma Points
30
29
28
Diploma 2�
Points 26 �Wq
25 ❑World
24
23 '—
2010 2011 2012
Year
5
• � � �
Advanced Placement Statistics
Table 2.0 Advanced Placement Pass Rates: YVestlake Academy Mean, Texas Mean and World Mean 2010- 2013
Year Number of AP Number of AP Pass Rate(%)
Students Exams �,�,A TX USA
2009-2010 34 54 76.7 47.1 57.5
2010-2011 26 53 76.9 45.4 57.5
201] -2012 30 87 80.0 47.8 58.8
20]2 -2013 32 67 76.5 * *
* The mean score for these courses will be published in the upcoming Student Score Distributions for the May 2013 exams.
DP Mean Diploma Points
30 "
29 "
28
Diploma 2�
Points 26 ' �WA
25 ❑World
z4 I �i
23 ..
2010 2011 2012
Year
* Pass rates for each subject area will be available in the upcoming release of the 2012 IB Diploma P�ogram Statistical Bulletin.
6
Table 2.1 Mean Grades for Advanced Placement Courses 2010 - 2013
2010 2011 2012 2013
AP Subject Mean Grade Mean Grade Mean Grade Mean Grade
WA TX USA WA TX USA WA TX USA WA TX USA
Biology 2.74 2.30 265 3.22 2.18 2.70 3.00 2.30 2.73 3.00 * 2.88
Calculus AB 133 2.44 2.81 1.75 2.75 2.82 1.00 2.53 2.97 n�a * n/a
Chemistry n/a n/a n/a n/a n/a n/a 1.50 2.44 2.79 n/a * n/a
Computer Science A 4.0 2.9] 3.16 n/a n/a n/a n/a n/a n/a n/a * n/a
English Language&Composition 4.00 2.59 2.91 4.00 2.55 2.92 3.61 2.56 2.90 3.26 * 2.76
European History 4.00 3.05 2.86 4.00 3.07 2.81 n/a n/a n/a n/a n/a n/a
Macroeconomics 3.64 2.35 2.82 4.00 2.24 2.76 3.07 2.24 2.81 3.76 * *
Microeconomics n/a n/a n/a 4.00 234 3.01 3.35 2.54 3.09 3.18 * *
US History n/a n/a n/a 3.50 225 2.75 2.00 222 2.69 2.33 * *
World History 2.25 2.26 2.57 2.67 2.26 2.57 2.50 2.38 2.65 2.17 * 2.53
Ph sics B n/a n/a n/a n/a n/a n/a 1.00 2.40 2.93 n/a n/a n/a
Spanish Language n/a n/a n/a n/a n/a n/a 1.00 3.20 3.35 n/a n/a n/a
* The mean scare far these courses will be published in the upcoming Student Score Distributions for the May 2013 exams.
7
• � 1 1 1
Table 3.0 Texas End of Course Exam Pass Rates Per Course 2012—2013
2011 -2012 2012 -2013
Course WA Texas WA Texas
Sat. Adv. Sat. Adv. Sat. Adv. Sat. Adv.
Algebra 1 91 8 83 17 95 l0 78 16
Geometry 96 19 98 41 96 45 86 18
Algebra 2 97 51 65 24 100 63 97 70
Biology 100 5 87 9 96 l5 85 12
Chemistry - - - - 98 5 84 12
Physics - - - - - - - -
English 1 Reading 95 16 68 8 90 15 65 11
English 1 Writing 82 13 55 3 88 13 48 2
English 2 Reading - - - - 100 ]9 78 21
English 2 Writing - - - - 91 14 52 3
World Geography 98 22 8l 13 94 33 75 15
World History - - - - 98 17 70 9
U.S. History - - - - - - - -
8
Table 3.1 Texas STAAR Pass Rates Per Course 2011 - 2013
2011 -2012 2012 -2013
Course
Grade 7 Grade 8 Grade 7 Grade 8
WA Texas WA Texas WA Texas WA Texas
Passed Adv. Passed Adv. Passed Adv. Passed Adv. Passed Adv. Passed Adv. Passed Adv. Passed Adv.
Reading 93 37 76 18 98 85 80 19 95 38 77 l6 95 52 38 1
Writing 93 27 71 7 - - - - 92 10 70 5 - - - -
Mathematics 88 10 71 11 - - - - 85 17 71 9 - - - -
Science - - - - 9l ]7 70 l2 - - - - 92 27 75 14
Social Studies - - - - 84 7 59 12 - - - - 84 9 63 13
9
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Table 4.0 ISA Grade 8 Scale Score
Subject Area 2011 2012 2013
WA World WA World WA World
Mathematical Literacy 5]2 493 531 S l 3 546 521
Reading Sl2 493 533 484 540 488
Expository Writing 552 53] 546 544 56l 551
Narrative Writing 539 538 549 534 554 543
Table 4.1 ISA Grade 10 Scale Score
Subject Area 2011 2012 2013
WA World WA World WA World
Mathematical Literacy - - - - 570 559
Reading - - - - 582 536
Expository Writing - - - - 595 587
Narrative Writing - - - - 598 567
10
WESTLAKE ACADEMY AGENDA ITEM
Curriculum: PYP/MYP/DP Meeting Date: August 12, 2013
Staff Contact: Tom Brymer Discussion
Subject: Follow-up Discussion from Board's May 17, 2013 Planning Retreat
EXECUTNE SUMMARY
This item has been placed on the agenda to review and revisit the discussion and resultant
questions raised by the Board at its May 17th planning retreat. This retreat focused on reviewing
the school's vision statement, its components, and through small group discussion, identifying
defining statements for each of the 4 components of this vision statement. The purpose of this
exercise was to create Board discussion on what type of school, via our vision statement, do we
aspire to be?
This item was scheduled for discussion at the Board's June 3, 2013 meeting, but due to some
Board members being out of town for that meeting, the Board agreed to schedule this May 17th
planning retreat follow-up discussion until its August workshop.
APPLICABLE STRATEGIC PLAN DESIRED OUTCOME
� High Student Achievement
� Strong Parent& Community Connections
� Financial Stewardship & Sustainability
� Student Engagement—Extracurricular activities
� Effective Educators & Staff
WESTLAKE ACADEMY VALUES
� Mcrximizing Personal Development
� Academic Excellence
� Respect.for Self and Others
� Personal Responsibility
� Compassion and Understanding
FISCAL IMPACT
� Funded ❑ Not Funded ❑ N/A
RECOMMENDATION /ACTION REQUESTED/ OPTIONS
Recommend discussion of the defining statements and resultant questions that came out of the
Board/Staff discussion at the May 17th planning retreat with a focus on the type of school we
intend WA to be, i.e. college preparatory, college ready, etc.
ATTACHMENTS
1. Notes from the small group exercises which formulated defining statements for each of
the 4 components to the WA vision statement as well as key questions that came from
that discussion.
Page ] of l
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Vision = Our Destination as an Organization
"West/ake 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 = Our Organizational Beliefs (Daily Guide Posts/Our "GPS"�
Maximizing Personal Development
Academic Excellence
Respect for Self and Others
Personal Responsibility
Compassion and Understanding
Mission = How We Will Pursue our Vision on a Daily Basis
"Westlake Academy is an/B 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 7
GIVING CLARITY TO OUR VISION
Vision = Our Destination as an Organization
"West/ake Academy inspires students to achieve their highest individual potential in a nurturing
environment that "
As shown in the box above, our current WA Vision Statement has 4 basic
components. They are:
1. Inspiring students
2. Our students achieving their highest individual potential
3. Offering a nurturing environment for our students
4. Fostering in our students the IB learner profile traits
In order to create dialogue and a common understanding of these components of
our Vision Statement, we will create DEFINING PRINCIPLES to gain further clarity
of our Vision.
Webster's Dictionary defines the word principle as:
prin•ci•ple
noun\'prin(t)-s(a-)pal,-sa-bal\
i
a: a comprehensive and fundamental law, doctrine, or assumption
b (1): a rule or co�E of conduct (2): habitual devotion to right PRINCIPLES<a man of principle>
c:the laws or facts of nature underlying the working of an artificial device
Here, a Definina Principle will mean:
A fundamental assumption as to how each of the 4 components of our WA
Vision Statement will manifest itself as an outcome within our school; either in
the members of our school body individually or corporately.
So, let's begin to create Defining Principles for each of the 4 Vision Statement
components; first individually, then in small groups, then by reporting out and
discussing them with the entire team.
Page 2 of 7
Vision = Our Destination as an Organization
Creatinq a Defininq Priniciple for:
Vision Component: "Westlake Academy inspires students..."
Some questions to ask oneself and one's small group as you create a Defining Principle
for this Vision Component:
*What is "inspiration" to a typical WA student?
*Whose responsibility is it to inspire students?
*What does inspiration look like in a typical WA student, or in our student body as a
whole?
*What type of school environment creates inspiration?
*What type of personal interaction between students and teacher(s) creates an inspired
student?
REMEMBER: A DEFINING PRINCIPLE FOR THE VISION COMPONENT OF
"INSPIRES STUDENTS," IS A FUNDAMENTAL ASSUMPTION AS TO HOW
STUDENT INSPIRATION WILL MANIFEST ITSELF AS AN OUTCOME; EITHER IN
THE MEMBERS OF OUR SCHOOL BODY INDIVIDUALLY OR CORPORATELY.
Suggestion: Draft your Defining Principle for this Vision Statement Component as an
outcome, or result that brings further clarity to this component. As an example;
WA will have a culture that enables and encourages students to want to learn and view
learning as its own reward.
• Siena- "WA engages students to be life-long learners through motivation to set goals
and a destination for the future by providing individual attention and space to grow."
• Venezia- "WA's teachers, parents, and students will create a culture that encourages
open communication where there are no limits, challenging, guiding, and
encouraqinq discoverv, which iqnites a person's desire to continuously learn and
passionately engage in life."
• Florence- "Parents and teachers collaboratively engage students in authentic
learning to produce intrinsically motivated student who reflect and act."
• Roma- "Students of all academic levels and abilities are inspired to learn. How do
we know they are inspired? They come to class, they participate, they do their
homework, they go above and beyond what is expected."
Page 3 of 7
Vision = Our Destination as an Organization
Creatinq a Defininq Priniciple for:
Vision Component: "Westlake Academy inspires students to
achieve their highest individual potential...
Some questions to ask oneself and one's small group as you address a Defining
Principle for this Vision Component:
*What is the "highest individual potential" for a student?
*How do we define post-secondary education success for our students?
*How does a student come to recognize potential in himself/herself?
*Whose responsibility is it to foster the desire within an individual student to identify their
highest potential?
*What role(s) does faculty play, or not play, in the process of identifying a student's
potential?
REMEMBER: A DEFINING PRINCIPLE FOR THE VISION COMPONENT OF
"STUDENTS ACHIEVING THEIR HIGHEST INDIVIDUAL POTENTIAL" IS A
FUNDAMENTAL ASSUMPTION AS TO HOW THE HIGHEST STUDENT POTENTIAL
WILL MANIFEST ITSELF AS AN OUTCOME; EITHER IN THE MEMBERS OF OUR
SCHOOL BODY INDIVIDUALLY OR CORPORATELY.
Suggestion: Draft your Defining Principle for this Vision Statement Component as an
outcome, or result that brings further clarity to this component. As an example;
The entire WA school body, faculty, parents, and students will see it as their corporate
and individual responsibility to help students identify and realize their interests and
dreams.
Siena- "The stakeholders of WA provide the support students need to be confident and
gain maturity to realize their potential dreams and interests through the IB Learner
Profile."
Venezia- "WA, at a minimum, will prepare students for college success while focusing
on student growth and developing a hunger for more."
Florence- "Identify and address different learning styles while promoting an environment
that maximizes academic and real-life learning to produce a responsible, engaged
citizen."
Roma- "Students are inspired to set high standards for themselves and are supported
by faculty, staff, and parents, to achieve them."
Page 4 of 7
Vision = Our Destination as an Organization
Creatinq a Defininq Priniciple for:
Vision Component: "Westlake Academy inspires students... in a
nurturing environment..."
Some questions to ask oneself and one's small group as you address a Defining
Principle for this Vision Component:
*What is "nurturing" and what is a "nurturing environment," as it relates to a school?
*How would you describe it?
*How does one balance nurturing with the need to maintain order, discipline, and a safe
school environment?
*Whose responsibility is it to nurture students and how is it done effectively?
REMEMBER: A DEFINING PRINCIPLE FOR THE VISION COMPONENT OF
"NURTURING ENVIRONMENT" IS A FUNDAMENTAL ASSUMPTION AS TO HOW A
NURTURING ENVIROMENT WILL MANIFEST ITSELF AS AN OUTCOME; EITHER
IN THE MEMBERS OF OUR SCHOOL BODY INDIVIDUALLY OR CORPORATELY.
Suggestion: Draft your Defining Principle for this Vision Statement Component as an
outcome, or result that brings further clarity to this component. As an example;
WA students, faculty, and parents will strive in a deliberate fashion to nourish and grow
our students'self-awareness and world view, based on a positive ethos of personal se/f-
worth and integrity.
Siena- "WA creates a positive, supportive, safe environment where stakeholders
promote and develop self-awareness and integrity."
Venezia- "WA will allow students self-exploration, risk taking, and the ability to be
different while maintaining a set of guidelines/policies/a roadmap that is tied to #1 and
#2. To educate, raise, bring up, and establish global citizenship."
Florence- "A nurturing environment will manifest itself as a culture of acceptance and
tolerance for differences in ideas, opinions, and aptitudes. This will encourage
discovery, risk-taking, and problem-solving within a framework of well-defined
expectations and consequences."
Roma- "WA students feel safe and supported and are in an environment where they
belong and where their self-worth is continually (affirmed?)."
Page 5 of 7
Vision = Our Destination as an Organization
Creatinq a Defininq Priniciple for:
Vision Component: "Westlake Academy...
Some questions to ask oneself and one's small group as you address a Defining
Principle for this Vision Component:
*What is the IB learner profile, what are its attributes, and what do they mean?
*Does the school body as a whole embrace the IB learner profile? Why or why not?
*Is the IB learner profile inculcated into all aspects of WA's culture, educational
programs, and extra-curricular programs? Why or why not?
*Why is the IB learner profile important to us as a school?
REMEMBER: A DEFINING PRINCIPLE FOR THE VISION COMPONENT OF
"FOSTERS THE TRAITS FOUND IN THE IB LEARNER PROFILE" IS A
FUNDAMENTAL ASSUMPTION AS TO HOW THE IB LEARNER PROFILE TRAITS
WILL MANIFEST THEMSELVES AS AN OUTCOME; EITHER IN THE MEMBERS OF
OUR SCHOOL BODY INDIVIDUALLY OR CORPORATELY.
Suggestion: Draft your Defining Principle for this Vision Statement Component as an
outcome, or result that brings further clarity to this component. As an example;
We commit that the IB learner profile traits will be evident in all that we say, do, or offer
programmatically as a school, and will be clearly evident in the behavior of our students,
parents, and faculty on a daily basis.
Siena- "Just do it. Foster it."
Venezia- "Self-defining."
Florence- "The WA community makes explicit the actions and values that make one an
internationally-minded person who can change his or her environment for the better."
Roma- "-"
Page 6 of 7
May 17, 2013 Board of Trustees Workshop:
Board members seemed to agree that the current Vision Statement for Westlake
Academy is a good one that should continue to be adhered to. Teams determined
specific Defining Principles for each of the four points made within the Vision Statement,
as listed above. Teams were arranged as the following:
*Siena: Carol Langdon, Troy Meyer, Amanda DeGan, and John Zagurski
*Venezia: Michael Barrett, Ben Nibarger, Todd Wood, and Alora Wachholz
*Florence: Cliff Cox, Shelly Meyers, Debbie Piper, and Rod Harding
*Roma: Laura Wheat, Ginger Awtry, Clint Calzini, and Kelly Edwards
Some additional questions arose from the workshop exercise, which were in need of
further consideration before the Board, including:
Key Questions:
• Are we doing the things outlined in the Vision Statement?
• How do we know if/when we've reached our "destination?" (i.e.: vision)
• How do we define our students' post-secondary success?
• What is our value proposition?
• IB Learner Profile in MYP/DP?
• Educated parents- a need?
Highest Individual Potential:
What does it mean?
• Is it preparing our students to take on the "fork in the road" that they choose?
- college
- vocational school
- work
- military
- etc.
Page 7 of 7
Westlake
Academ
Y
Item # 5 — No
Supporting
documentation
Standing agenda item during the construction project
e. Update and discussion regarding Westlake Academy Phase I expansion project
and enrollment projections.
Westlake
Academ
Y
Item #6
Boa rd Reca p /
Staff Direction
BOARD RECAP / STAFF DIRECTION
Westlake
Academ
Y
Item # 7 —
Workshop
Adjournment
Back up material has not
been provided for this item.
Westlake
Academ
Y
Item # 2 — Citizens'
Presentations and
recognitions
CITIZENS' PRESENTATIONS AND RECOGNITIONS: This is an opportunity for citizens to
address the Board on any matter whether or not it is posted on the agenda. The Board cannot
by law take action nor have any discussion or deliberations on any presentation made to the
Board at this time concerning an item not listed on the agenda. Any item presented may be
noticed on a future agenda for deliberation or action.
Westlake
Academ
Y
Item # 3 - Consent
Agenda Items
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 3, 2013, meeting.
b. Consider approval of Resolution 13-09, Amending Discipline, Complaint and
Technology Use and Computer System Responsibilities policies.
c. Consider approval of Resolution 13-10, Amending the Westlake Academy
Personnel Manual.
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WESTLAKE ACADEMY
BOARD OF TRUSTEES MEETING
)une 3, 2013
PRESENT: Trustees: Clif Cox, Carol Langdon and Rick Rennhack.
ABSENT: President Laura Wheat, Trustees Michael Barrett and Wayne Stoltenberg
OTHERS PRESENT: Superintendent Tom Brymer, Assistant to the Superintendent
Amanda DeGan, Board Secretary Kelly Edwards, School Attorney
Janet Bubert, Primary Principal Rod Harding, Secondary Principal
Dr. Clint Calzini, and Administrative Coordinator Ben Nibarger,
Finance Director Debbie Piper, Facilities and Recreation Director
Troy Meyer, Communications & Community Affairs Director
Ginger Awtry, Director of Human Resources and Administrative
Services Todd Wood, )arrod Greenwood, Management Analysts
Alora Wachholz.
Workshop Session
1. CALL TO ORDER
Trustee Langdon called the workshop to order at 5:11 p.m.
2. PLEDGE OF ALLEGIANCE
Trustee Langdon led the pledge of allegiance to the United States and Texas flags.
3. REVIEW OF CONSENT AGENDA ITEMS FOR THE JUNE 3, 2013, TRUSTEES
REGULAR MEETING AGENDA.
Superintendent Brymer provided an overview of item d of the consent agenda.
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Page 1 of 5
4. DISCUSSION ITEMS
a. Presentation and report by Mrs. Amy Henderson, PYP Reading and Dyslexia Specialist
on her acceptance to the Scottish Rite Hospital's Dyslexia 2 year training program.
Mrs. Amy Henderson provided a presentation and overview of the Texas Dyslexia Law
and current program taught at the academy.
Discussion ensued regarding the grades, benefits, and process of teaching the new
curriculum.
b. Discussion of Retrospective Whole School Goals for 2012-2013, Whole School Goals
for 2013-2014.
Primary Principal Harding and Secondary Principal Calzini provided an overview of the
Whole School Goals as provided.
Discussion regarding the community service opportunities for students, improving the
MYP curriculum, testing, IB exam results, the Spanish
c. Discussion regarding amendments to the Proof of Residency policy and Admissions
policy.
Superintendent Brymer provided an overview of the proposed revisions to the
Admission policy regarding the categories of groups.
Attorney Janet Bubert provided an overview of the categories outline by law.
Discussion ensued regarding the formulation of the policy and the
administrative/operational procedures and the incorporation of those into the policy.
Superintendent Brymer provided an overview of the proposed changes regarding the
residency policy.
d. Discussion of follow-up items from the May 17, 2013, planning retreat.
Superintendent Brymer provided an overview synopsis from the planning retreat.
The Board would like to move item to the August meeting.
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e. Status Report on Revision of Board's Residential Trips Policy.
Superintendent Brymer and Secondary Principal Calzini provided an overview of the
criteria from the workshop regarding the locations, traveling for a service opportunity.
Discussion ensued regarding the location of future Senior trips, community service
component trips and the timing of the trip.
The Board would like to move this item to the August meeting.
f. Update and discussion regarding Westlake Academy Phase I expansion project and
enrollment projections.
Superintendent Brymer stated that this will be a standing item on the board agendas
moving forward with Phase I construction.
5. BOARD RECAP / STAFF DIRECTION
Place the trips policy and follow up regarding the May 17, 2013, meeting on the August
agenda.
Prepare a report regarding the reading and dyslexia as it relates to the Middle Years
Programme.
6. AD)OURNMENT
There being no further business before the Board, President Wheat adjourned the
workshop at 6:53 p.m.
Regular Session
1. CALL TO ORDER
Trustee Langdon called the meeting to order at 7:14 p.m.
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2. CITIZENS' PRESENTATIONS AND RECOGNITIONS
Michelle Underwood, 304 Parknew Drive, Trophy Club, read a statement regarding the
inability to enroll their son into Kindergarten and requested the Board consider the ability
for families with tenure to be considered for enrollment prior to residents' grandchildren
or the faculty's children.
Jessica Pope, 1544 Rolling Acres Drive, Argyle, spoke regarding the lack of space for her
children and would like the Board to reconsider the sibling requirements as outlined in the
policy.
3. CONSENT AGENDA
a. Consider approval of the minutes from the May 6, 2013, meeting.
b. Consider approval of the minutes from the May 17, 2013, meeting.
c. Consider approval of Resolution 13-06, Amending the Admissions Policy.
d. Consider approval of Resolution 13-07, Authorizing the Town Manager to pursue
faculty green card subject to available to grant funds to cover the expense for
same.
e. Consider approval of Resolution 13-08, Amending the Proof of Residency Policy.
MOTION: Trustee Rennhack made a motion to approve items a, b, d and
e the consent agenda. Trustee Cox seconded the motion. The
motion carried by a vote of 3-0.
School Attorney Bubert stated that TEA has questions regarding the sibling list and the
order or shufFling of that list for year to year and to clarify the exemptions of the lottery.
She will work with TEA and staff to address those questions.
MOTION: Trustee Cox made a motion to approve item c consent agenda.
Trustee Rennhack seconded the motion. The motion carried by a
vote of 3-0.
4. BOARD CALENDAR
5. FUTURE AGENDA ITEMS
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6. AD70URNMENT
MOTION: Trustee Rennhack made a motion to adjourn the meeting. Trustee Cox
seconded the motion. The motion carried by a vote of 3-0.
Trustee Langdon adjourned the meeting at 7:34 p.m.
APPROVED BY THE BOARD OF TRUSTEES ON AUGUST 12, 2013.
ATTEST:
Laura Wheat, Board President
Kelly Edwards, Board Secretary
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WESTLAKE ACADEMY
RESOLUTION NO. 13-09
A RESOLUTION OF THE BOARD OF TRUSTEES AMENDING THE TECHNOLOGY,
COMPLAINT, AND DISCIPLINE POLICY FOR WESTLAKE ACADEMY.
WHEREAS, the Board has considered the following policies and the proposed
amendments;
a.) Technology Use and Computer System Responsibilities Policy, 3.11
b.) Complaint Policy, 3.05
c.) Discipline, 5.02
WHEREAS, the Board finds these policies will facilitate effective and efficient
governance of Westlake Academy, and;
WHEREAS, the Board of Trustees finds that the passage of this Resolution is in the best
interest of 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 hereby adopts the following policy amendments attached as
Exhibit A to this resolution:
a.) Technology Use and Computer System Responsibilities Policy, 3.11
b.) Complaint Policy, 3.05
c.) Discipline, 5.02
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 13-09
Page 1 of 2
SECTION 4: That this resolution shall become effective from and after its date of passage.
PASSED AND APPROVED BY THE BOARD OF TRUSTEES OF WESTLAKE
ACADEMY, A CHARTER SCHOOL OF THE STATE OF TEXAS, ON THE 12r" DAY
OF AUGUST, 2013.
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
WA Resolution 13-09
Page 2 of 2
TOWN OF WESTLAKE
WESTLAKE ACADEMY
BOARD OF TRUSTEES POLICY
Policv No. 3.05:
Date Board Adopted: August 3, 2009
Date Board Amended: N/A
Effective Date: August 3, 2009
Policv Cateqorv: �,��°�r��, ���u�►�:�� ar��i ���:ui�� ��i�i��r�� ar�a ��c��r,i����r�s
Policv Name: �omplaint Policy
Policv Goal: Outline the policy and processes for resolving complaints or
addressing concerns by Academy stakeholders.
Policv Description:
Student or parent complaints shall be filed in accordance with this policy, except as
provided below:
1. Complaints alleging discrimination or harassment based on race, color, gender,
national origin, disability, or religion and complaints concerning retaliation related to
discrimination or harassment shall be submitted in accordance with Board Policy 5.03
and any applicable federal regulations.
2. Complaints concerning bullying or retaliation related to bullying shall be submitted in
accordance with Board Policy 3.03.
3. Complaints related to an expulsion order shall be submitted in accordance with
Board Policy 5.02 and the Student Code of Conduct.
4. Complaints concerning identification, evaluation, or educational placement of a
student with a disability within the scope of Section 504 shall be submitted in
accordance with Board Policy 6.13 and appropriate due process standards in
accordance with Section 504 of the Rehabilitation Act of 1973, 34 CFR 104.7(b).
5. Complaints concerning identification, evaluation, educational placement, or discipline
of a student with a disability within the scope of the Individuals with Disabilities
Education Act shall be submitted in accordance with Board Policy 6.13 and the
procedural safeguards provided to parents of all students referred to special education.
1
Informal Process
The Board encourages students and parents to discuss their concerns and complaints
through informal conferences with the appropriate teacher, principal, or other campus
administrator. Concerns should be expressed as soon as possible to allow early
resolution at the lowest possible administrative level.
Formal Complaint Process
Should the informal discussions fail to resolve the issue, the student/parent should
follow the formal complaint processes shown below by timely filing a written complaint.
Even after initiating the formal complaint process, students and parents are encouraged
to seek informal resolution of their concerns. A student or parent may withdraw a formal
complaint at any time if the concerns are resolved. The process described in this policy
does not create new or additional rights beyond those granted by law or Board policy.
General Provisions
• "Complaints" and "Grievances" have the same meaning.
• Complaints arising out of an event or a series of related events must be
addressed in one complaint. A student or parent may not bring separate or serial
complaints arising from any event or series of events that have been or could
have been addressed in a prior complaint.
• Complaints and appeal notices must be in writing and may be filed by hand-
delivery, fax, e-mail, or U.S. Mail. Hand-delivered filings shall be timely filed if
received by the appropriate administrator or designee by the close of business
on the deadline. Fax and e-mail filings shall be timely filed if they are received on
or before the deadline, as indicated by the date/time shown on the fax or e-mail
copy. Mail filings shall be timely filed if they are postmarked by U.S. Mail on or
before the deadline and received by the appropriate administrator or designated
representative no more than three days after the deadline.
• For the purpose of this policy, "days" shall mean school business days. In
calculating time lines under this policy, the day a document is filed is "day zero."
The following business day is "day one." In calculating time lines under this
policy, the day a document is filed is "day zero." The following business day is
"day one."
• "Response" shall mean a written communication to the student or parent from the
appropriate administrator. Responses may be hand-delivered or sent by U.S.
Mail to the student's or parent's mailing address of record. Mailed responses
shall be timely if they are postmarked by U.S. Mail on or before the deadline.
• A student may be represented by an adult at any level of the complaint. The
student or parent may designate a representative through written notice to the
Academy at any level of this process. If the student or parent designates a
representative with fewer than three days' notice to the Academy before a
scheduled conference or hearing, the Academy may reschedule the conference
2
or hearing to a later date, if desired, in order to include the Academy's counsel.
The Academy may be represented by counsel at any level of the process.
• All time limits shall be strictly followed unless modified by mutual written consent.
If a complaint or appeal notice is not timely filed, the complaint may be
dismissed, on written notice to the student or parent, at any point during the
complaint process. The student or parent may appeal the dismissal by seeking
review in writing within ten days from the date of the written dismissal notice,
starting at the level at which the complaint was dismissed. Such appeal shall be
limited to the issue of timeliness.
Level One
Formal complaints must be:
1. In writing, dated, and must describe the subject matter of the complaint,
the date of the occurrence(s), and identify any persons with knowledge of
the alleged complaint;
2. Filed within 10 days of the date the student or parent first knew, or with
reasonable diligence should have known, of the decision or action giving
rise to the complaint or grievance; and
3. Submitted to the lowest level administrator who has the authority to
remedy the alleged problem.
In most circumstances, students and parents shall file Level One complaints with the
campus principal. If the complaint is not filed with the appropriate administrator, the
receiving administrator must note the date and time the complaint was received and
should immediately forward the complaint to the appropriate administrator.
The appropriate administrator shall investigate as necessary and may hold a
conference with the student or parent within ten days after receipt of the written
complaint. The administrator may set reasonable time limits for the conference.
The administrator shall provide the student or parent a written response within ten days
of receiving the complaint or within ten days following the conference, whichever is
later. The written response shall set forth the basis of the decision. In reaching a
decision, the administrator may consider information provided at the Level One
conference and any other relevant documents or information the administrator believes
will help resolve the complaint.
Level Two
If the student or parent is not satisfied with the Level One response, or if the time for a
response has expired, the student or parent may request a conference with the
Superintendent or designee to appeal the Level One decision. The appeal notice must
be filed in writing, within five days of the date of the written Level One response or, if no
response was received, within five days of the Level One response deadline.
3
Upon notice of the appeal, the Superintendent or designee shall review the Level One
record including:
1. The original complaint and any attachments.
2. All other documents submitted by the student or parent at Level One.
3. The written response issued at Level One and any attachments.
4. All other documents relied upon by the Level One administrator in reaching the
Level One decision.
The Superintendent or designee shall hold a conference within ten days after the appeal
notice is filed. The conference shall be limited to the issues presented at Level One and
identified in the Level Two appeal notice. At the conference, the student or parent may
provide information concerning any documents or information included in the Level One
record. The Superintendent or designee may set reasonable time limits for the
conference.
The Superintendent or designee shall provide a written response within ten days
following the conference. The written response shall set forth the basis of the decision.
In reaching a decision, the Superintendent or designee may consider the Level One
record, information provided at the Level Two conference, and any other relevant
documents or information the Superintendent or designee believes will help resolve the
complaint.
Level Three
If the student or parent did not receive the relief requested at Level Two or if the time for
a response has expired, the student or parent may appeal the decision to the Board.
The appeal notice must be filed in writing within ten days of the date of the written Level
Two response or, if no response was received, within ten days of the Level Two
response deadline.
The Superintendent or designee shall inform the student or parent of the date, time, and
place of the Board meeting at which the complaint will be on the agenda for
presentation to the Board. The Superintendent or designee shall provide the Board the
record of the Level Two appeal. The student or parent may request a copy of the Level
Two record. The Level Two record shall include:
1. The Level One record.
2. The notice of appeal from Level One to Level Two.
3. The written response issued at Level Two and any attachments.
4. All other documents relied upon by the administration in reaching the Level
Two decision.
4
If at the Level Three hearing the administration intends to rely on evidence not included
in the Level Two record, the administration shall provide the student or parent notice of
the nature of the evidence at least three days before the hearing.
The presiding officer may set reasonable time limits and guidelines for the presentation,
including an opportunity for the student or parent and administration to each make a
presentation and provide rebuttal and an opportunity for questioning by the Board. The
Level Three presentation shall be recorded.
The Board shall then consider the complaint. It may give notice of its decision orally or
in writing at any time up to and including the next regularly scheduled Board meeting. If
the Board does not make a decision regarding the complaint by the end of the next
regularly scheduled meeting, the lack of a response by the Board upholds the
administrative decision at Level Two.
5
TOWN OF WESTLAKE
WESTLAKE ACADEMY
BOARD OF TRUSTEES POLICY
Policv No. 5.02:
Date Board Adopted: August 3, 2009
Date Board Amended: August 16, 2010 (Res 10-10)
Effective Date: August 16, 2010
Policv Cateqorv: ��;���rerr�ance
Policv Name: �i��ipli�►�
Policy Goal: Description of the processes and procedures associated with
the Academy discipline policy
Policv Description:
Our primary belief is that no student or member of the Westlake Academy community
has the right to impede the education of another student. Any behavior, which is
disruptive to the learning environment, will not be tolerated and appropriate disciplinary
action will be taken, as necessary, to ensure the integrity of the learning environment.
The Academy encourages parents to work with their children and school personnel to
establish clear expectations for student behavior.
Staff and students will use the IB learner profile attributes as a basis for the
development of a constructive behavior environment. Every effort will be made to
develop positive consequences, which can be applied to individual students as well as
classrooms. Consistency is important and will be a priority in decisions involving student
behavior and discipline in order to establish firm and consistent limits for students. The
IB program also establishes a positive educational environment for both the student and
teacher.
Parent/Student Handbook
Each year, Westlake Academy shall make available the Parent/Student Handbook,
which shall include a Code of Conduct that describes the acceptable standards of
student conduct and the disciplinary consequences applicable to violations of the
standards of conduct, school trip policies or other school or classroom rules. Through
their enrollment in the Academy, both parents and students acknowledge access to the
Parent/Student Handbook, which is available on the school's website or in hard copy
upon request.
1
Revisions to the Handbook that are made during the school year shall be made
available promptly to students, parents, teachers, administrators, and others.
Proqressive Discipline
Generally, consequences for disregarding acceptable standards of conduct or school
and classroom rules will include one or more of the following:
1. Warning from teacher or any member of school staff and reflection by student
2. Disciplinary action from classroom teacher, parent notification, and reflection by
the student
3. For more serious offenses, Principal directed disciplinary action, parent
notification, and reflection by the student
4. For repeated infractions or serious offenses, disciplinary action by the Principal
or Superintendent, parent notification and reflection by the student
Disciplinary consequences will be reviewed by school personnel according to a grid
system. The grid will identify types of offenses, which are categorized into four levels
based on severity. Each level will identify the disciplinary consequences that may apply
to offenses within that level. The grid will be updated and published in the
Parent/Student Handbook on an annual basis. Disciplinary consequences may include:
1. Detention / Restitution-Reflection Activity (RRA)
2. In-school Suspension
3. Saturday School
4. Out-of-school Suspension
5. Expulsion
6. Or other consequences determined by the Principal or Superintendent to be
appropriate in compliance with the procedures identified in the Parent/Student
Handbook
Guidelines for Discipline Procedure
Westlake Academy personnel shall adhere to the following general guidelines when
imposing discipline:
1. A student shall be disciplined when necessary to improve the student's behavior,
to maintain essential order, or to protect other students, school employees, or
property.
2. Students shall be treated fairly and equitably. Discipline shall be based on a
careful assessment of the circumstances of each case following any applicable
investigation. Factors that may be considered include:
2
a. Investigative documentation of alleged offense;
b. Seriousness of the offense;
c. Student's age;
d. Frequency of misconduct;
e. Student's attitude;
f. Potential effect of the misconduct on the school environment;
g. Provisions of the Parent/Student Handbook.
3. Investigative processes may include, but are not limited to:
a. Personal accounts of teachers/staff inembers
b. Interviews/written statements of the student facing disciplinary
action
c. Interviews/written statements of other students involved in or
witnesses to the alleged incident
4. When applicable, the following steps will be taken to ensure Westlake Academy
students receive appropriate due process:
• The student will be informed of the prohibited conduct or rule violation
that he/she is alleged to have committed.
• The student will be provided information related to the factual basis for
the allegations.
• The student will have an opportunity to respond to the allegations and
provide any additional information relevant to the allegations, including
any defenses or other mitigating factors.
Discipline Processes
As stated, conduct violations will be reviewed according to a discipline grid.
Level 1— discipline consequences shall be handled by the classroom/subject
matter teacher.
Level ll and lll — discipline consequences shall be handled by the
Principal/Assistant Principal as appropriate.
School personnel may request immediate intervention by the Principal or
Superintendent in any disciplinary matter. Parents will be notified promptly if a student's
behavior may result in a disciplinary consequence that includes detention for which the
parent may need to make alternative transportation plans for the student, in-school
suspension, out-of-school suspension, or proposed expulsion.
The consequences for a serious offense may result in disciplinary action up to and
including expulsion on the first offense.
3
Expellable Offenses
A student may be expelled if the student commits the following on or within 300 feet of
school property, as measured from any point on the school's real property boundary line
or while attending a school-sponsored or school-related activity on or off school
property:
1. Engages in conduct punishable as a felony;
2. Engages in conduct that contains the elements of assault, under Penal Code
22.01(a)(1);
3. Sells, gives, or delivers to another person, or possesses, uses, or is under the
influence of:
a. Marijuana or a controlled substance, as defined by the Texas Controlled
Substances Act, Health and Safety Code Chapter 481, or by 21 U.S.C.
801, et seq;
b. A dangerous drug as defined by the Texas Dangerous Drug Act, Health
and Safety Code, Chapter 483;
4. Sells, gives, or delivers to another person an alcoholic beverage, as defined by
the Alcoholic Beverage Code, 1.04, or commits a serious act or offense while
under the influence of alcohol, or possesses, uses, or is under the influence of an
alcoholic beverage;
5. Engages in conduct that contains the elements of an offense relating to an
abusable volatile chemical under Health and Safety Code, 485.031 through
485.034;
6. Engages in conduct that contains the elements of the offense of public lewdness
under Penal Code, 21.07;
7. Engages in conduct that contains the elements of the offense of indecent
exposure under Penal Code, 21.08;
8. Uses or possesses tobacco products;
9. Engages in conduct involving a public school that contains the elements of the
offense of false alarm or report under Texas Penal Code 42.06, or terroristic
threat under Texas Penal Code 22.07.
In addition to the above provisions, any conduct by a student that poses a risk to the
safety of the student, other students, school employees or school property may be
treated as a serious offense and may result in the studenYs removal from class and
other appropriate discipline, up to and including expulsion.
4
Gun-Free Schools Act
In accordance with the Gun-Free Schools Act, Westlake Academy shall expel any
student who is determined to have brought a firearm, as defined by federal law, to
school. 20 U.S.C. § 7151; Tex. Educ. Code §§ 12.104(b)(1), 37.007(e).
For purposes of this policy, "firearm" means:
1. Any weapon (including a starter gun) which will, or is designed to, or which
may readily be converted to expel a projectile by the action of an explosive;
2. The frame or receiver of any such weapon;
3. Any firearm muffler or firearm silencer; and
4. Any destructive device, which means any explosive, incendiary, or poison
gas bomb, grenade, rocket having a propellant charge of more than four (4)
ounces, missile having an explosive or incendiary charge of more than one-
quarter ounce, mine, or device similar to any of the preceding described devices.
It also means any type of weapon (other than a shotgun shell or a shotgun that is
generally recognized as particularly suitable for sporting purposes) by whatever
name known which will, or which may be readily converted to, expel a projectile
by the action of an explosive or other propellant, and which has any barrel with a
bore of more than one-half inch in diameter; and any combination of parts either
designed or intended for use in converting any device into a destructive device
as described in this item, and from which a destructive device may be readily
assembled. 18 U.S.C. § 921.
Expulsion Procedures
Before a student may be expelled, the student shall be provided a hearing at which the
student is afforded appropriate due process as required by the federal constitution. The
minimum procedural requirements necessary to satisfy due process depend upon the
circumstances and the interests of the parties involved. Federal due process requires
notice and some opportunity for a hearing. Upon recommendation for expulsion by a
principal, a hearing shall be scheduled before the Superintendent or designee.
1. Notice. The notice shall contain a statement of the specific charges and
grounds that, if proven, would justify expulsion. The student may be given the
names of the witnesses against him or her and/or an oral or written report on
the facts to which each witness testifies.
2. Hearing. The rights of the student may properly be determined upon the
hearsay evidence of school administrators who investigate disciplinary
infractions. The results and findings of the hearing should be presented in a
5
report open to the student's inspection. Dixon v. Alabama State Bd, of Educ.,
294 F.2d 150 (5th Cir. 1961), cert, denied, 368 U.S. 930 (1961),
3. Representative. At the hearing, the student is entitled to be represented by
the student's parent, guardian, or another adult who can provide guidance to
the student and who is not an employee of the Academy. If the Academy
makes a good-faith effort to inform the student and the student's parent or
guardian of the time and place of the hearing, the Academy may hold the
hearing regardless of whether the student, the student's parent or guardian,
or another adult representing the student attends.
4. Expulsion Order. The Board or its designee shall deliver a copy of the order
expelling the student to the student and the student's parent or guardian.
Notice of the expulsion order shall also be forwarded to the student's home
school district in compliance with state law.
5. Effect of Withdrawal. If a student withdraws from the Academy before an
order for expulsion is entered, the principal or Board, as appropriate, may
complete the proceedings, enter an order, and notify the student's home
school district.
Disciplinary Appeals
Disciplinary consequences that do not result in removal from the regular classroom may
be reviewed at the campus level, but may not be appealed beyond the campus level.
Out-of-School Suspension: A student assigned out-of-school suspension by a principal
may appeal the decision to the Superintendent. The Superintendent or his/her
designee will review the campus-level investigation and may conduct interviews or
additional investigation if deemed appropriate. Within ten school days of receiving the
appeal request, the Superintendent or designee will provide notice of his/her decision
to: 1. Uphold the suspension; 2. Overturn the suspension; or 3. Assign an alternative
consequence. The Superintendent or designee's decision is final and may not be
appealed.
Expulsion: An order by the Superintendent or designee to expel a student may be
appealed to the Board.
6
TOWN OF WESTLAKE
WESTLAKE ACADEMY
BOARD OF TRUSTEES POLICY
Policv No. 3.11:
Date Board Adopted: August 16, 2010
Date Board Amended: N/A
Effective Date: August 16, 2010
Policv Cateqorv: � u�rT�;s�t, `��s��'+�u�� �o�� d=������ ��������o�� �ds��l �:�������u�ds��
Policv Name: T�chnol�gy l��e and �ornp�at�r �ystern R�s�onsibiliti��
Policv Goal: To establish accountability standards and parameters for the use of
technology resources at Westlake Academy congruent with the Academy's academic
honor and employee/student conduct codes and expectations.
Policv Description:
In an effort to promote appropriate and responsible use of technology in the classroom
� and aw#�ir�throughout the broader learning environment, the Board of Trustees
approves the following policies and procedures for Westlake Academy.
Access to Westlake Academv Technoloqv Resources
Access to the Academy's electronic communications system and/or technology
resources is a privilege, not a right. All users shall be required to acknowledge receipt
and understanding of all Board policies and administrative regulations governing use of
technology. 1Jser�All users of Westlake Academy technology resources shall agree i�
��i4ir�n 4n �Iln�ni mnr�i4nrir�n nf 4ho i�co �f /�n�rlom�i rooni�rnoo �r�r� t� comply with all
policies, regulations, and guidelines.
All Academy technology resources are business assets, and should not be considered
private. The Academy may access and review any use of technoloqy resource,
includinq, but not limited to: internet utilization, email content, and data created,
transmitted, or stored on devices utilizing the Academy's technoloqy resources.
Noncompliance may result in suspension of access or termination of privileges and
other disciplinary action consistent with Academy policies, any applicable employee
policies or procedures, and the Parent/Student Handbook. Violations of law may result
in disciplinary action by the Academy, in addition to any action taken by law
enforcement.
Access to the Academy's electronic communications system and/or technology
resources will be governed as follows:
'�. C4i��uao�-��J ir� I.linrlorn�r4or�—(�_'r�r-�o '1 7 �niill he_ _p j��iT�norl ir�rJi�iirli��I c4i�rlor�4
� i
0
a�pr-s�ria#-� All users (or the parent/legal guardian of student users) will be
required to sign a user agreement annually each Auqust prior to issuance or
renewal of any account utilizing the Academy's technoloqy resources.
2.
cern��e�ie�—e#---�el�v�t—t�a+�+r�g;Academy employees will be granted the
appropriate level of access to the Academy's technology resources, as
necessary to successfullv perform their assigned job duties.
3.
,�t�.�� ho rocr�nncihlo f„r ,,,��T���c�,�. Appropriate use of personal
email accounts are the sole responsibility of the end user. Users shall comply
with the same policies, procedures, and standards when using or transmitting
personal email usinq Westlake Academy technoloqy resources.
4. Users agree to change passwords when requested to do so by a supervisor or
� technology administrator.—. All passwords must remain confidential and may not
be shared.
5. Any system/resources user identified as a security risk or as having violated
Academy and/or campus technology use guidelines may be denied access to
Westlake Academy's technology resources.
6.
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User Responsibilities for Technoloqv Resources
The following standards will apply to all users of the Academy's technology resources:
� 1 . . . . . . . .
�;,m,� f^r ;+� ^r^^or „�o. Users are responsible at all times for the proper use of
technology resources accessed through the user's ID/login. Users should take
all reasonable precautions to prevent others from gaining access to their
account(s).
2. The technology resources system may not be used for illegal purposes, in
support of illegal activities, or for any other activity prohibited by Academy policy
or guidelines.
3. Users may not disable, or attempt to disable, any content/media filtering devices
on the Westlake Academy network.
4. Encryption methods other than those used and approved by the administrator
may not be utilized.
5. System users may not use another person's user ID/login without written
permission from the c-am,,,paj ��+m;^;�+r�+„r „r o�,�o�,�;;;,��,,,,r,�;��+„r ��
,
Superintendent or designee.
6. Students may not distribute personal information about themselves or others
through the use of any Westlake Academy technology resources; including, but
not limited to, personal addresses and telephone numbers.
7. Students should never make appointments to meet people whom they meet
online and should report to a teacher or administrator if they receive any request
for such a meeting.
8. System users must purge and/or make hard copies of electronic mail and files in
accordance with established retention guidelines.
9. System users may not redistribute copyrighted programs or data except with the
written permission of the copyright holder or designee. Such permission must be
specified in the document or must be obtained directly from the copyright holder
or designee in accordance with applicable copyright law, Academy policy, and
administrative regulations.
10. System users should avoid actions that are likely to increase the risk of
introducing viruses to the system, such as opening e-mail messages from
unknown senders and loading data from unprotected computers.
11. System users may not install public domain programs to thc�e��8I8QjT
r��o��c�s c���yj«m any device owned or maintained by Westlake Academy.
Users may not download public domain programs for their own use, nor �e�-
�nmmorni�ll�i redistribute a public domain program. Users are responsible for
determining whether a program is in the public domain.
� 12. System users may not use the Academy's technology resources to access, sendl
or post messages that are abusive, obscene, pornographic, sexually oriented,
threatening, harassing, damaging to another's reputation, or illegal.
13. '
, ,
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t�ir�+o,,;,,n h�r�ooinrr ,��rr,�n;,,n +�—��t� ' +a#+��^�; T The
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Westlake Academy network and related technoloqies are the property of the
school and subject to inspection by administration at any time, including non-
school owned electronic devices. Users should not have any expectation of
privacy when utilizing the Westlake Academy's network, includinq all electronic
communications devices or web-based systems.
14. System users should be mindful that use of school-related electronic mail
addresses might cause recipients or other readers to assume they represent the
school, whether or not that was the user's intention. Users have no authority to
represent the Academy beyond that expressly given by the Academ�
15. Users may not �^�oa��te--Ac-a� �� «�#�eleg�� ry- ��rees�a����� c��st��
engage in the wasteful use of the Academy's technology resources. This
includes, but is not limited to, "spamming," use of internet bandwidth for non-
educational purposes, or excessive printinq.
16. .
System users may not gain unauthorized access to resources or information, or
attempt to disrupt the performance of any of the Academy's technology
resources by any means.
17. System users understand and agree that all documents and communications are
the property of the Academy. As such, a system user may not copy, download,
disseminate, e-mail, or disclose Academy property to third parties not directly
related to Academy business without the express written authority of the
Superintendent.
18. Vandalism of any kind will require restitution for costs associated with hardware,
software, and system restoration and may result in the revocation of access to
the Academy's network or other technologv resources.
19. This policy applies to any portable school-owned property (laptops, iPads, etc.)
that may be issued to staff or other authorized parties. Users are required to
follow all provisions of this policv when usinq these devices, even when thev are
removed from the premises.
Information from Third Parties
System users and parents of students with access to the Academy's technology
resources should be aware that, despite the Academy's use of technology protection
measures as required by law, use of the system may provide access to other electronic
communications systems in the global electronic network that may contain inaccurate
and/or objectionable material.
Any user and/or student who gains access, or knows of others accessing such material
is expected to discontinue the access as quickly as possible and to report the incident to
the supervising teacher/administrator(s).
A student knowingly bringing prohibited materials or media into the school's electronic
environment will be subject to suspension of access and/or revocation of privileges on
the Academy's system and will be subject to disciplinary action in accordance with the
Student Code of Conduct.
An employee knowingly bringing prohibited materials or media into the school's
electronic environment will be subject to disciplinary action in accordance with Academy
policies.
Disclaimers
Opinions, advice, services, and all other information expressed by system users,
information providers, service providers, or other third-party individuals in the system
are those of the providers and not necessarily the Academy.
The Academy will cooperate fully with local, state, or federal officials in any investigation
concerning or relating to misuse of the Academy's technology resources system.
Westlake Academy makes no expressed or implied quarantees that the activities or
services provided by Westlake Academy technology resources will be error-free or
without defect. Westlake Academy will not be responsible for any damages to users
including, but not limited to loss of data, interruptions of service, personal or
psychological damaqes, or financial losses. Westlake Academy is not responsible for
the accuracy or quality of content obtained throuqh our network or stored on our
systems. Finallv, Westlake Academy will not be responsible for unauthorized financial
obliqations incurred from use of any electronic communications device.
WESTLAKE ACADEMY AGENDA ITEM
Curriculum: PYP / MYP / DP Meeting Date: August 12, 2013
Staff Contact: Todd Wood Consent
Dir. of HR& Administrative Services
Subject: Consider a resolution amending the 2013-2014 Westlake Academy
Personnel Manual.
EXECUTIVE SUMMARY
The Westlake Academy Personnel Manual is a written compilation of the Academy's
employee policies, procedures, and benefits. It is a comprehensive document which must be
updated annual in response to changing laws, employment trends, as well as internal changes.
PLAN DESIRED OUTCOMES ACADEMY VALUES
� High Student Achievement � Maximizing Personal Development
� Strong Parent& Community � Academic Excellence
Connections � Respect for Self and Others
� Financial Stewardship & � Personal Responsibility
Sustainability � Compassion and UndeNstanding
� Effective Educators & Staff
GOVERNANCE FRAMEWORK
Why do we need governance guidance? School policy is a responsibility of the Board of
Trustees.
Which policy governs this? Previous policy and authority of the Board of Trustees.
What additional direction is necessary? Input and questions from the Board of Trustees.
FISCAL IMPACT
❑ Funded ❑ Not Funded � N/A
RECOMMENDATION / ACTION REQUESTED/ OPTIONS
Staff recommends approval of the proposed policy amendments (contained in exhibit "A"), and
their inclusion in the Westlake Academy Personnel Manual.
ATTACHMENTS
• Resolution
• Exhibit "A" with proposed policy additions, deletions, and changes shown in blue
Page ] of l
WESTLAKE ACADEMY AGENDA ITEM
Curriculum: PYP / MYP / DP Meeting Date: August 12, 2013
Staff Contact: Todd Wood Consent
Dir. of HR& Administrative Services
Subject: Consider a resolution amending the 2013-2014 Westlake Academy
Personnel Manual.
EXECUTIVE SUMMARY
The Westlake Academy Personnel Manual is a written compilation of the Academy's
employee policies, procedures, and benefits. It is a comprehensive document which must be
updated annual in response to changing laws, employment trends, as well as internal changes.
PLAN DESIRED OUTCOMES ACADEMY VALUES
� High Student Achievement � Maximizing Personal Development
� Strong Parent& Community � Academic Excellence
Connections � Respect for Self and Others
� Financial Stewardship & � Personal Responsibility
Sustainability � Compassion and UndeNstanding
� Effective Educators & Staff
GOVERNANCE FRAMEWORK
Why do we need governance guidance? School policy is a responsibility of the Board of
Trustees.
Which policy governs this? Previous policy and authority of the Board of Trustees.
What additional direction is necessary? Input and questions from the Board of Trustees.
FISCAL IMPACT
❑ Funded ❑ Not Funded � N/A
RECOMMENDATION / ACTION REQUESTED/ OPTIONS
Staff recommends approval of the proposed policy amendments (contained in exhibit "A"), and
their inclusion in the Westlake Academy Personnel Manual.
ATTACHMENTS
• Resolution
• Exhibit "A" with proposed policy additions, deletions, and changes shown in blue
Page ] of l
WESTLAKE ACADEMY
RESOLUTION NO. 13-10
A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES
AMENDING CURRENT MANUAL AND ADOPTING 2013-2014 THE 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 2013-2014 Westlake Academy Personnel Manual with the aforementioned
additions.
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
Resol�rtion 13-10
Page 1 of 2
SECTION 4: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 12TH DAY OF AUGUST 2013.
ATTEST: Laura Wheat, President
Kelly Edwards, Town Secretary Tom Brymer, Superintendent
APPROVED AS TO FORM:
L. Stanton Lowry, Town Attorney
2
Exhibit ��A�� Style Definition:Footer:Right
Style Definition:Bulleted: No bullets or
numbering,Tab stops:Not at 0.31"+ 0.38"
Westlake Academv Personnel Manual Formatted:Font:14 pt
� 2013-2014 Proposed Updates . Formatted:Font:14 pt
Formatted:Centered
Formatted:Font:14 pt
Leaves and absences
Westlake Academy offers employees paid and unpaid leaves of absence in times of personal need. This
handbook describes the basic types of leave available and restrictions on leaves of absence.
Employees who have personal needs that will require long leaves of absence(5 days or more)are
required to notify the Human Resources Office as well as their campus administrator ar supervisor.
When the need for a long leave is fareseeable,employees must provide a 30-day advance notice.
Employees who take an unpaid leave of absence inay continue their insurance benefits at their
own expense. Health care benefits for employees on authorized leave under the Famil.�and
Medical Leave Act will be paid by the Academy, to the same extent as when the emplo.e�
working.Otherwise,the Acadeiny does not inake benefit contributions for employees who are on
un�aid leave.
Sicic and personal leave is earned on an annual basis. Regular full-time and part-time employees
(as opposed to temporary, substitute or seasonal) earn sick and personal leave, and is available
far the employee's use at the beginning of the schooUcontract year. If an einployee leaves the
Academy befare the end of the wark year, the cost of any unearned leave days already taken
shall be deducted from the employee's final paycheck.
Sick and personal leave may be used in full-day or half-day increments. However, if an
employee is taking family and medical leave, leave shall be recorded in one-hour increments.
Earned comp time must be used before any available paid sick or local leave.
Employees must follow the Academy procedures to report or request any leave of absence and complete
the appropriYate form or certification.
Medical Certification.Any employee who is absent more than 5 days because of a personal or
family illness must submit a medical certification from a qualified health care provider
confirming the specific dates of the illness,the reason for the illness,and—in the case of
personal illness—the employee's fitness to return to wark.
Thc Gcnctic Information Nondiscriinination Act of 2008 (GINA)prohibits covcrcd
cmploycrs fronl rcqucstin o�qiiirin,�cnctic infarmation of an individ�ial or family mcmbcr
of the individual,except as specifically allowed by this law.To comply with this law,we ask that
employees and health care providers do notprovide any�enetic information in any medical
certification. `Genetic information,' as defined by GINA,inchides an individual's fainily medical
history,the results of an individual's or family member's genetic tests,the fact that an individual
or an individual's family member sought or received genetic services,and genetic inforn�ation of
a fetus carried by an individual or an individual's family member or an embryo lawfully held by
an individual or family member receivin�assistive reproductive services.
Formatted:Left
I Pnge 1�
Continuation of Health Insurance.Employees on an approved leave of absence other than
family and medical leave may continue their insurance benefits at their own expense.Health
insurance benefits for employees on paid leave and leave designated under the Family and
Medical Leave Act will be paid by the Academy as they were prior to the leave.Otherwise,the
Academy does not pay any portion of insurance premiums for employees who are on unpaid
leave. Under TRS-Active Care rules,an employee is no longer eligible for insurance through the
Academy after six months of unpaid leave other than FML. If an employee's unpaid leave
extends for mare than six months,the Academy will provide the employee with notice of
COBRA rights.
Family Medical Leave (FMLA)
The following text is from the federal notice,Erreployee Rights and Responsibilities Under the Formatted:Font:iz pt
Family and Medical Leave Act. Specific information that the Academy has adopted to implement
the FMLA follows this general notice.
Basic Leave Entitlement.FMLA requires covered employers to provide up to 12 weeks of
unpaid,job-protected leave to eligible employees for the following reasons:
• For incapacity due to pregnancy,prenatal medical care or child birth;
• To care for the employee's child after birth,ar placement for adoption or foster care;
• To care far the employee's spouse,child,or parent,who has a serious health condition;or
• For a serious health condition that makes the employee unable to perform the employee's
job.
Military Family Leave Entitlements. �''��:,�,°�� �,�"��.�. ;*'� � a�"�,,*��
�*�*'��^��"**� •�a�'�-����� ���•*��� � �'����rt� � � .An eligible employee whose spouse,son,
daughter,or parent is on covered active duty or called to covered active duty status may use his
on c�r 12-wcck Icavc cntitlemcnt to address ccrtain qualifyin�exi �g,ncics.Qualifying exigcncies
may include attending eertain military events,arranging for alternative childcare,addressing
certain financial and legal arrangements,attending certain counseling sessions,and attending
post-deployment reintegration briefings.
FMLA also includes a special leave entitlement that permits eligible employees to take up to 26
weeks of leave to care for a covered servicemember during a single 12-month period.n����a
A covered servicemember is(1)a current member of tl�e Armed Forces,includin�a member of
the National Guard or Reserves,who is uilder�oin�medical treatment,recnperation,or therapy,
is otherwise in out��atient status,or is otherise on the tem��orary disability tetired list, Cor a
Formatted:Left
I Pnge Z.
serious inL�y or illness*;or(2)a veteran who was discharged or released iuider conditions other
than dishonorable at any time during the five-.�ar period prior to the first date the eli ig�ble
employee takes FMLA leave to care for the covered veteran,and who is undergoing medical
ri�eatment,recuperation,or therapy far a serious injury or illness*.
Formatted:Font:12 pt,English(U.S.)
*The FMLA definitions of"serious injury or illness"for current servicemembers and Formatted:Font:iz pt
veterans are distinct from the FMLA definition of"serious health conditiod'.
Benefits and Protections.During FML,the employer must maintain the employee's health
coverage under any"group health plan"on the same terms as if the employee had continued to
wark Upon return from FML,most employees must be restored to their original or equivalent
positions with equivalent pay,benefits,and other employment terms.
Use of FML cannot result in the loss of any employment benefit that accrued prior to the start of
an employee's leave.
Eligibility Requirements.Employees are eligible ifthey have worked 1,250 hours or more�over Formatted:Font:12 pt
the previous 12 months, Formatted:English(U.S.)
. Formatted:Font:12 pt
Definition of Serious Health Condition.A serious health condition is an illness,injury,
impairment,or physical or mental condirion that involves either an overnight stay in a medical
care facility,or continuing treahnent by a health care provider for a condition that either prevents
the employee from performing the functions of the employee's job,or prevents the qualified
family member from participating in school or other daily activities.
Subject to certain conditions,the continuing treatment requirement may be met by a period of
incapacity of more than 3 consecutive calendar days coinbined with at least
two visits to a health care provider or one visit and a regimen of continuing treatment,or
incapacity due to pregnancy,or incapacity due to a chronic condition. Other conditions may meet
the definition of continuing treatment.
Substitution of Paid Leave for Unpaid Leave.Employees are required to use accrued paid
leave while taking FML. In order to use paid leave for FML,employees must comply with the
Academy's normal paid leave policies.
Employee Responsibilities.Employees must provide 30 days advance notice of the need to take
FMLwhen the need is foreseeable.When 30 days notice is not possible,the employee must
provide notice as soon as practicable and generally must comply with an employer's normal call-
in procedures.
Employees must provide sufficient information for the employer to determine if the leave may
qualify for FMLA protection and the anticipated timing and duration of the leave. Sufficient
information may include that the employee is unable to perform job functions,the family
member is unable to perform daily activiries,the need for hospitalizarion or conrinuing treatment
by a health care provider,or circumstances supporting the need for military family leave.
Employees also must inform the employer if the requested leave is for a reason for which FML
was previously taken or certified.Employees are required to provide a certification and periodic
recertification supporting the need for leave.
Formatted:Left
I Pnge 3�
Employer Responsibilities.Covered employers must inform employees requesting leave
whether they are eligible under the FMLA.If they are eligible,the notice must specify any
additional information required as well as the employees' rights and responsibilities.If they are
not eligible,the employer must provide a reason far the ineligibility.
Covered employers must inform employees if leave will be designated FML,and the amount of
leave counted against the employee's leave entitlement. If the employer determines that the leave
is not FML,the employer must norify the employee.
Unlawful Acts by Employers.The FMLA makes it unlawful for any employer to: interfere
with,restrain,or deny the exercise of any right protected under the FMLA;discharge or
discriminate against any person for opposing any practice inade unlawful by the FMLA or for
involve�nent in any proceeding under or relating to the FMLA.
Enforcement.An employee may file a complaint with the U.S.Department of Labor or may
bring a private lawsuit against an employer.
The FMLA does not affect any Federal ar State law prohibiting discrimination or supersede any
state or local law or collective bargaining agreement which provides greater family or medical
leave rights.
FMLA sectaoi2 109(29 U.S.C.�2619)reguires FMLA covered employers to post the text of this notice.Regulations
29 C.F.R.§825.300(a)may require additional disclosures.
For additional information:
1-866-4US-WAGE(]-866-487-9243)TTY: 1-877-889-5627
www.wagehour.dol.gov Formatted:Font:New York,14 pt
Formatted:Font:New York,14 pt
Formatted:Font:New York,14 pt
Texas Educators' Code of Ethics (applicable to all employees) ' Formatted:Font:New York,14 pt
. Formatted:Left
.Statement of Purpose � Formatted:Font:New York,14 pt
� � Formatted:Font:New York,14 pt
The Texas educator shall comply with standard practices and ethical conduct toward students, �
Formatted:Font:12 pt
professional colleagues,school officials,parents,and members of Yhe community and sball
safe uard academic freedom.The Texas educator, in maintainin the di nit of the rofession, Formatted:Indent:Left: 0��,rab stops: o��,
g g g Y P Left+Not at 0.43"
shall respect and obey the law,demonstrate personal integrity,and exemplify honesty and good Formatted:Font:iz pt,underiine
moral character.The Texas educator,in exemplifying ethical relations with colleagues,shall Formatted:Font:l2 pt
extend just and equitable treatment to all meinbers of the profession.The Texas educator,in
Formatted:Tab stops: 0",Left+Not at
accepting a position of public trust,shall measure success by the progress of each shident toward o.43��
realization of his or her potential as an effective citizen.The Texas educator,in fulfilling Formatted:Indent:Left: 0��,Right: 0°,Tab
responsibilities in the community,shall cooperate with parents and others to improve the public stoPs: o",Left+Not at 0.43"
schools of the community. (19 TAC 247.1(b)) Formatted:Font:�z pt,underline
Formatted:Justified,Indent:Left: 0",Tab
Professional Standards . stops: o��,Left+Not at 0.43��
Formatted:Font:12 pt
�1.Professional Ethical Conduct,Practices,and Performance , Formatted:Indent:Left: 0��,rab stops: o",
Left+Not at 0.69"
Standard 11 The educator shall not intentionally,knowingly,or recklessly
engage in deceptive practices regarding official policies of the AcademyQ educational Formatted:Font:i2 pt
Formatted:Left
I Pnge 4�
institution,educator preparation program,the Texas Education Agency,or the State
Board for Editcator Certification(SBEC)and its certification process.
Standard 1.2 The educator shall not lrnowingly misappropriate,divert,or use � Formatted:Indent:Left: 0.43��,Tab stops:
monies,personnel,properry,or equipment committed to his or her charge for rvor at o.6s^
personal gain or advantage.
Standard 1.3 The educator shall not submit fraudulent requests for
reimbursement,expenses,or pay.
Standard 1.4 The educatar shall not use institutional or professional privileges
for personal ar partisan advantage.
Standard 1.5 The educator shall neither accept nor offer gratuities,gifts,or
favors that impair professional judgment or to obtain special advantage.This
standard shall not restrict the acceptance of gifts or tokens offered and accepted
openly from students,parents of students,or other persons or organizations in
recognition or appreciation of service.
Standard 1.6 The educator shall not falsify records,or direct or coerce others to
do so.
Standard 1J The educator shall comply with state regulations,written local
school board policies,and other state and federal laws.
Standard 1.8 The educatar shall apply far,accept,offer,or assign a position ar
a responsibility on the basis of professional qualifications.
Standard 1.9 The educator sball not make threats of violence against school
Academ�employees,school board members,students,Ot pal'211tS Of StUdelltS. Formatted:Font:12 pt
Standard 110 The educator shall be of�ood moral cl�aracter and be worthy to
instruct or supervise the youth of this state.
Standard 1.11 The educator shall not intentionally or knowingly inisrepresent his
or her employment history,criminal history,and/or disciplinary record when
a�plying for subsequent emplo. nent.
Standard 1.12 The educator shall refrain from the ille�al use or distribution of
controlled substances and/or abuse ofprescription drugs and toxic inhalants.
Standard 1.13 The educator shall not consume alcoholic bcvcrages on school
property or during school activities when students are present.
Formatted:Indent:Left: 0",Tab stops: 0",
2.Ethical Condact Yoward Professional Colleagues ' �ert+rvoe at o.ba"
Standard 21 The educator shall not reveal confidential health or personnel � Formatted:Indent:Left: 0.43��,Tab stops:
information concerning colleagues unless disclosure serves lawful professional rvot at o.6s"
purposes or is required by law.
Standard 2Z The educator shall not harm others by knowingly malcing false
statements about a colleague or the school system.
Standard 2.3 The cducator shall adhere to written local school board policies
and state and federal laws regarding the hiring,evaluation,and dismissal of
personnel.
Standard 2.4 The educator shall not interfere with a colleague's exercise of
political,professional,or citizenship rights and responsibilities.
Standard 2.5 The educator shall not discriminate against or coerce a colleague
on the basis of race,color,religion,national origin,age,gender,disability,family
status,or sexual orientation.
Standard 2.6 The educator shall not use coercive means or promise of special
treatment in order to influence professional decisions or colleagues.
Formatted:Left
I Pnge 5.
Standard 2.7 The educator shall not retaliate against any individual who has
filed a complaint with the SBEC or provides information for a disciplinary
investigation or proceeding under this chapter.
Formatted:Indent:Left: 0",Tab stops: 0",
3.Ethical Conduct toward Students � Left+Not at 0.68��
Standard 3.1 The educatar shall not reveal confidential information concerning � Formatted:Indent:Left: 0.43��,Tab stops:
students unless disclosure serves lawful professional purposes ar is required by law. rvot at o.6s"
Standard 3.2 The educatar shall not intentionally,knowingly,or recklessly treat
a student or minor in a manner that adversely affects ar endangers the learning,
physical health,mental health,or safety of the student or minor.
Standard 33 The educator shall not intentionally,knowingly,or recklessly
misrepresent facts regarding a student.
Standard 3.4 The educator shall not exclude a student from participation in a
program,deny benefits to a student,or grant an advantage to a student on the basis of
race,color,gender,disability,national origin,religion,family status,ar sexual
orientation.
Standard 3.5 The educator shall not intentionally,knowingly,or recldessly
engage in physical mistreatment,neglect,or abuse of a student or minor.
Standard 3.6 The educator shall not solicit or engage in sexual conduct or a
romantic relationship with a student or minor.
Standard 3.7 The educatar shall not furnish alcohol or illegal/unauthorized
drugs to any person under 21 years of age unless the educator is a parent or guardian
of that child or knowingly allow any person under 21 years of age unless the
educator is a parent or guardian of that child to consume alcohol or
illegal/unauthorized drugs in the presence of the educator.
Standard 3.8 4The educator shall maintain appropriate professional educator- Formatted:Font:iz pt
shtdent relationships and boundaries based on a reasonably�rudent editcator
standard.
Standard 39 �The educator shall refrain froin inappropriate cominunication with a Formatted:Font:12 pt
student or minar,including,but not limited to,clectronic cominunication such as ccll
phonc,text messaging,email,instant messa �i�n�,blogging,or other social network
communication. Factors that may be considered in assessin�whether the
communication is inappropriate include,but are not limited to:
(i) �the nature,purpose,riming,and amount of the cormnunication; � Formatted:indenr:�ert: o,b9��,Tae stops:
(ii) the subject matter of the co�mmunication; r',�efr+Not at o.4s"
(iii) whether the communication was made openly or the educator attempted to Formatted:For,t:iz pt
concea]the com�nunication;
(iv) whether the coimnunication could be reasonably interpreted as soliciting
sexual contact or a romantic relationship;
(v) whether the commmiication was sexuall_y explicit;and
(vi) whether the communication involved discussion(s)of the physical or sexual
attractiveness or the scxual history,activitics,preferenccs,or fantasics of
cithcr thc cducator or the studcnt.
. Formatted:Subhead,Line spacing: single,
Adjust space between Latin and Asian te�,
Adjust space between Asian text and numbers,
Tab stops:Not at 0.25"+ 0.46"
Formatted:Left
� Page 6
Reporting Suspected Child Abuse
All professional employees who are licensed or certified by the State are required by state law to repart
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 fliat led to the suspicion. Non-licensed or non-certified em�loyees should also
report respected abuse as soon as possible to the appropriate agency and the Cai��pus Director. If the
suspected ab�iser is the child's parent or le�al g�iardian,reports must be submitted to Child Protective
Services. Abuse is defined by SBEC and includes the following acts or omissions:, Formatted:English(U.S.)
• Mental or emotional injury to a student or ininor that reslilts in an observable and
material impairment in the student's or minor's development,learning,or�sychological
functionin�;
• Causing or permitting a student or minor to be in a situation in which the student or
minor sustains a inental or emotional injury that results in an observable and material
impairment in the student's or minor's development,learning,or�sycholo ig cal
f�mcrionin�;
• Physical injury that results in substantial harm to a student or minor,or the genuine threat
of substantial harm from physica]injury to the student or minor,including an injur.��
is at variance with the history or explanation eiven and excluding an accident or
reasonable discipline;or
• Sexual conduct harmful to a student's or minor's mental,emotional,ar physical welfare., Formatted:(none)
� Formatted:Indent:Left: 0.5", No bullets or
�inplo_yees are also required to make a report if they have cause to believe that an adult was a numberinq
vicrinl of abuse or neglect as a child and they determine in good faith that the disclosure of the
infonnation is necessar.�protect the health and safety of another child or disabled person.
� Formatted:English(U.S.)
Reports to Child Protcctive Services can be made toa local field office or to the Texas Abuse Hotline
(800-252-5400).State law specifies that an employee may not delegate to or rely on another person or
administrator to make the report.
Under state law,any person reporting or assisting in the investi�ation of reported child abuse or neglect is
immune from liability unless the report is made in bad faith or with malicious intent.In addition,the
Academy is prohibited from retaliating against an cmployee who,in good faith,reports child abuse or
neglect or who participates in an investigation regarding an allegation of child abuse or nEglect.
An employee's failure to make the required report may result in prosecution as a Class A misdemeanor.
In addition,a certified employee's failure to report may result in disciplinary procedures by SBEC for a
violation of the Code of Ethics and Standard Practices far Texas Educators.
Employees who suspect that a student has been or may be abused or neglected should also report their
concerns to the campus principaL This includes students with disabilities who are no lon�er minors.
Employees are not required to report their concern to the principal before making a report to the
appropriate agency.In addition,employees must cooperate with investigators of child abuse and neglect.
Reporting the concern to the principal does not relieve the employee of the requirement to report it to the
appropriate state agency.Interference with a child abuse investigation by denying an interviewer's request
to interview a student at school or requiring the presence of a parent or school administrator against the
desires of the duly authorized investigator is prohibited.
Formatted:Left
I Pnge 7.
Personal Use of Electronic Media
Electronic media includes all fortns of social media,such as text messagin�,instant incssaging,
electronic inail(e-inail),Web logs(blogs),electronic forums(chat rooms),video-sharing Web
sites(e.g.,YouTube),editorial coinments posted on the Internet,and social networlc sites(e.g.,
Facebook,MySpace,Twitter, Linkedln).Electronic n7edia also includes all forms of
telecommunication such as landlines,cell phones,and Web-based a�plications.
As role models for the Academy's students,employees are responsible for their public conduct
even when they are not actin�as Academy employees.Employees will be held to the same
professional standards in their public use of electronic media as they are for an. o�public
conduct.If an employee's use of electronic media interferes with the employee's ability to
effectivelyperfonn his or her job duties,the employee is s�ibject to disciplinary action,up to and
including termination of employment. If an employee wishes to use a social network site or
similar media for personal purposes,the employee is responsible for the content on the
emplo e���age,incluclin�content added by the employee,the employee's friends,or nleinbers
of the public who can access the employee's page,and for Web links on the employee's page.
The em�loyee is also responsible far maintaining privac sy ettings appropriate to the content.
An employee who uses electronic media for personal purposes shall observe the followin�
• The employee may not set up or update the employee's personal social network page(s)
using the Academy's coinputers,netwark,or equipment.
• The employee shall not use the Academ '��go or other cop�righted inaterial of the
Acadeiny without express,written consent.
• The employee continues to be subject to a�plicable state and federal laws,local policies,
administrative regulations,and the Code of Ethics and Standard Practices for Texas
Educators,even when communicating re ag rdingpersonal and private matters,re arg dless
of whether the einployee is using�rivate or public equipment,on or off campus.These
restrictions inclUde:
i. Confidentiality of student records.
ii. Confidentiality of health ar personnel information concernin cg olleagues,unless
disclosure serves lawful professional purposes or is required b_�
Confidentiality of Acadeiny records,including educator evaluations and private e-
mail addresses.
iii. Cop�n•ight law
iv. Prohibition against harming others by knowin�making false statements about a
colleague ar the school system.
Scc U.se of L'lectronic Media with Studenzs,below,for regulations on employec communicarion
with students throu�h electronic media.
Use of Electronic Media with Students
A certified or licensed employee,or any other einployee desi�nated in writin b� y the
superintendent or a cam��us}�rii�cipal,ma�communicate through electronic media with st�udents
Formatted:Left
I Pnge 8.
who are currently enrolled in the Academy.The employee imust com�ly with the provisions
outlined below.All other employees are prohibited fi-om comimunicatin�with students who are
enrolled in the Academy throueh electronic media.
An employee is not subject to these provisions for personal,non-school related communications
that occur due to an cmployce's social or family relationship with a studcnt.For cxamplc,an
emplovee may have a relationship with a niece or nephew,a student who is the child of an adult
friend,a student who is a friend of the employee's child,ar a member or participant in the same
civic,social,recreational,or reli iog us organizarion.
The followin�definitions a�plv for the use of electronic media with students:
• Electronic media includes all fornls of social inedia,such as text messaging,instant
messaging,electronic mail(c-mail),Web lo s(�blO�s),electronic faruins(chat rooins),
video-sharing Web sites(e.g.,YouTube),editorial comments posted on the Internet,and
social netwark sites(e.g.,Facebook,MySpace,Twitter,LinkedIn).Electronic�nedia also
includes all forms of telecommunication such as landlines,cell phones,and Web-based
applications.
• Communicate means to convey information and includes a one-way communicarion as
well as a dialogue between two or more people.A public communication Uy an einployee
tl�at is not targeted at students(e.g„a posting on the employee's personal social network
page or a blog)is not a communication: however,the employee may be subject to
Academy regulations on persona] electronic communications. See Personal Use of
Electronic Media,above.Unsolicited contact from a student throu�h electronic means is
not a comrnunication.
• Certif'ied or[icensed emplo,yee means a person einployed in a posirion requirin Sg BEC
certification or a professional license,and whose job duties may require the employee to
communicate electronically with shidents.The term includes classroom teachers,
counselors,principals,librarians,paraprofessionals,nurses,educational diagnosticians,
lieensed therapists,and athletic trainers.
�1n employee who uses electronic media to communicate with students shall observe the
following:
• The employee may use any form of electronic media except text messaging.Only a
teacher,trainer,or other employee who has an extracurricular duty may use text
messagin�,and then only to cominunicate with students who participate in the
extracurricular activity over which the employee has responsibilit�
• The employee shall limit communications to matters within the scope of the emplo.��
urofessional responsibilities(e.g.,for classroom teachers,matters relating to class work,
homework,and tests;for an employee with an extracurricular duty,matters relatin tg o the
extracurricular activity.
• The emplo ey e is prohibited from knowingl communicatin�with students through a
personal social networl<page;the eimployee must create a separate social network pa�e
("professional page") for the p�irpose of communicatin�with students.The employee
inust enable administration andparents to access the emplo.��professional page•
• The employee shall not communicate directly with any student between the hours of 5
p.m.and 7 a.m.An emplo, e�y,however,make public posts to a social network site,
blog,or similar application at any time.
Formatted:Left
I Pnge 9�
• The employee does not have a ri ht�to privacy with respect to communications with
students and parents.
• The employee continues to be subject to a�plicable state and federal laws,local policies,
administrative regulations,and the Code of Ethics and Standard Practices for Texas
Educators,includin�:
i. Compliance with the Public Information Act and the Family Educational Rights
and Privacy Act FERPA),including retention and confidentiality of student
records.
ii. Copyri�ht law
• Prohibitions against solicitin�or engaging in sexual conduct or a romantic relationshi�
with a studcnt.
• Upon request from administration,an employee will provide the phone number(s),social
network site(s�,oi-other inforination re.�arding the method�s)of electronic media the
employee uses to communicate with any one or more currently-enrolled students.
• Upon written request from a parent or student,the employee shall discontinue
cominunicatin�with the student through e-mail,text messa�ing,instant messa ing �,or
any other form of one-to-one communication.
An employee may request an exception from one or more of the limitations above by submitting
a written request to his or her immediate supervisor.
Formatted:English(U.S.)
Tobacco use
e�,�'r;���.-.,�;.,�-*�"��������'„�*�;� Smokin�and tl�e use of tobacco products,electronic ci�arettes and
other smokeless products are prohibited on all Town of Westlake/Westlake Academy-owned property and
at school-related or school-sanetioned activities,on or off campus.This includes all buildings,playground
areas,parking facilities,and facilities used for athletics and other activities.Notices stating that smoldng
is prohibited by law and punishable by a fine are displayed in prominent places in all school buildings.
Criminal History Background Checks Formatted:Font:New York
Einployees may be subject to a review of tl�eir criminal history recard information at any rime
during employment.Narional criminal history checks based on an individual's fingerprints,
photo,and other identification will be conducted on certain employees and entered into the
Texas Department of Public Safet�DPS)Clearin�house.This database provides the district and
SBEC with access to an employee's current national crimina]history and updates to the
einplovee's subsequent criininal histor�
Employee Arrests and Convictions Formatted:Font:New York
An employee must notify his or her principal or immediate supervisor within three calendar days
of any arrest,indictment,conviction,no contest or guilty plea,or other adjudication of any
felony,and any of the other offenses listed below:
Formatted:Left
I Pnge 1IN
• Crimes involving school property or funds
• Crimes involving attempt by fraudulent or unauthorized means to obtain or alter any
certificate or permit that would entitle any person to hold or obtain a position as an
educator
• Crimes that occur wholly or in part on school property or at a school-sponsored activity
• Crimes involving moral turpitude
Moral turpitude includes the following:
• Dishonesty
• Fraud
• Deceit
• Theft
• Misrepresentation
• Deliberate violence
• Base,vile,or depraved acts that are intended to arouse or gratify the sexual desire of the
actar
• Crimes involving any felonypossession or conspiracy to possess,or any misdeineanor or
felony transfer, sale,disnibution,or conspuacy to nansfcr,scll,or distribute any
controlled suUstance
• Felonies involving driving while intoxicated(DWI)or driving under the influence(DUI)
of dru�s or alcohol
• Acts constitutin�abuse or neglect under the SBEC rules
If an educator is arrested or criminall.�ged,the superintendent is also required to report the
educators' cri�ninal history to the Division of Investi�ations at TEA.
Formatted:Left
I Pnge 11�
WESTLAKE ACADEMY AGENDA ITEM
Curriculum: PYP / MYP/ DP Meeting Date: August 12, 2013
Staff Contact: Tom Brymer Regular Meeting
Town Manager/ Superintendent
Subject: Conduct a Public Hearing and Consider a Resolution Approving the Estimated
Year-End Budget for Westlake Academy for the Fiscal Year Ending August 31,
2013 and Adopting the Proposed Budget for the Fiscal Year Ending August 31,
2014.
EXECUTIVE SUMMARY
The Board of Trustees reviewed the proposed budget for FY 2013-14 at our previous workshop
held on May 17, 2013. At that time, Staff presented the projected year end eXpenditures, an
analysis of the coming year revenues and expenditures related to the academic services of
Westlake Academy and a five-year �nancial forecast. Based on discussions at our workshop, we
have updated the budget to reflect the Board's direction. This budget presentation is the final
opportunity for Board follow-up and review of the proposed information for the coming fiscal
and school year.
In accordance with State law, the staff has prepared and presents the FY 2013-14 operating
budget for the Academy outlining the anticipated revenues and expenditures of all funds for the
Board's review and consideration, including the estimated year-end budget for FY 2012-13.
PLAN DESIRED OUTCOMES ACADEMY VALUES
� High Student Achievement � Maximizing Personal Developnzent
� Strong Parent& Community � Academic Excellence
Connections � Respect for Self and Others
� Financial Stewardship & � Personal Responsibiliry
Sustainability � Compassion and Understanding
� Effective Educators & Staff
GOVERNANCE FRAMEWORK
Governance direction will provide the authority and directives of the Board to the Academy staff
as it relates to administering to the financial concerns of the Academy.
FISCAL IMPACT
� Funded ❑ Not Funded ❑ N/A
RECOMMENDATION / ACTION REQUESTED/ OPTIONS
Following presentation of the final proposed FY 2013-14 operating budget and holding of the
required public hearing, staff recommends approval of this resolution.
ATTACHMENTS
l. Resolution
2. Proposed FY 2013-14 Budget, including estimated year-end budget for FY 2012-13
Page ] of l
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Westlake Academy
FY 2013/14 Annual Operating Budget
INTRODUCTORY SECTION
ExecutiveSummarY.........................................................................................................................1.
BudgetPresentation........................................................................................................................z.
Westlake Academy Mission, Vision & Values________________________________________________________________________________3.
Budget Framework - "Governing and Managing for Outcomes".................................................5.
AcademyApproach-------------------------------------------------------------------------------------------------------------------------6
Explanation & Summary of Major Budget Components______________________________________________________________7
Other Considerations 8
.........................................................................................................................
FinancialSummary--------------------------------------------------------------------------------------------------------------------------9
BudgetTrends..................................................................................................................................1.1
Service Level Adjustments______________________________________________________________________________________________________________15
IndividualFund Summary---------------------------------------------------------------------------------------------------------------14
InformationalSummary------------------------------------------------------------------------------------------------------------------17
PerformanceResults-----------------------------------------------------------------------------------------------------------------------20
ORGANIZATIONAL SECTION
Board Members and Administration 25
�-�------------------------------------------------------------------------------------------------
Mission, Vision & Values.................................................................................................................26
Howdid we get here?---------------------------------------------------------------------------------------------------------------------27
Whereare we going?______________________________________________________________________________________________________________________29
Achieving our Vision and Mission.----�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-�-��30
Westlake Academy's Desired Outcomes---------------------------------------------------------------------------------------32
Projectsfor 2011-2012____________________________________________________________________________________________________________________34
Westlake Academy Organizational Structure________________________________________________________________________________37
Financial Structure 40
�--------�----------------------------------------------------------------------------------------------------------------------
Westlake Academy Cost Sharing Analysis.....................................................................................42
Financial Structure Summary----------------------------------------------------------------------------------------------------------45
LegalStatus......................................................................................................................................46
Westlake Academy Boundaries......................................................................................................47
Demographic and Miscellaneous Statistics___________________________________________________________________________________48
Budgets and Budgetary Information______________________________________________________________________________________________49
2011-12 Budget PlanningTimeline------------------------------------------------------------------------------------------------50
Westlake Academy Budget Guide--------------------------------------------------------------------------------------------------59
FINANCIAL SECTION
Combined Statement of Revenues, Expenditures and changes in Fund Balance
—All Governmental Funds 70
....................................................................................................................
All Governmental Funds -Total Revenues & Expenditures.........................................................71
All Funds - Revenue and Expenditures Graph_______________________________________________________________________________73
Combined Statement of Revenues, Expenditures and changes in Fund Balance
—General Fund 74
-------------------------------------------------------------------------------------------------------------------------------------
Combining Statement of Revenues, Expenditures and changes in Fund Balance
—General Fund 75
-------------------------------------------------------------------------------------------------------------------------------------
Statement of Revenues, Expenditures and Changes in Fund Balance
—Transportation/Parking Fund 197..............................................................................................76
Statement of Revenues, Expenditures and Changes in Fund Balance
—Athletics Activities Fund 198 77
------------------------------------------------------------------------------------------------------------
Statement of Revenues, Expenditures and Changes in Fund Balance
—General Fund 199 78
------------------------------------------------------------------------------------------------------------------------------
Schedule of Expenditures by Function and Object Code - General Fund___________________________________79
General Fund - Revenues and Expenditures Graph......................................................................81
General Fund - Expenditures by Function Graph__________________________________________________________________________82
General Fund - Revenues and Expenditure Comparison..............................................................83
Combined Statement of Revenues, Expenditures and Changes in Fund Balance
—All Special Revenue Funds-----------------------------------------------------------------------------------------------------------84
Combining Statement of Revenues, Expenditures and Changes in Fund Balance
—All Special Revenue Funds...........................................................................................................85
INFORMATIONAL SECTION
FiscalStewardship---------------------------------------------------------------------------------------------------------------------------89
Five Year Financial Forecast 91
.................................................................................................................
Enrollment & Employee Information---------------------------------------------------------------------------------------------93
Other Information 99
--------------------------------------------------------------------------------------------------------------------------------
ParentSurvey Results-----------------------------------------------------------------------------------------------------------------------110
CommunityProfile............................................................................................................................112
Westlake Academy School Calendar-----------------------------------------------------------------------------------------------115
InvestmentPolicY.............................................................................................................................116
GlossarY.............................................................................................................................................121
GOVERNM�NT FINANCE QFFICERS ASS�QC9ATlUN
�' �St2Y� �1� 2S�'l �G�
B u dge� P r�ese�z �c� tior�
Aw �ard
P1�S�N'�ED T�
Westl�ke Academy
Texas
For the Fiscal Year �e�inning
Septe�nber 1, 2412
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President Ezecutive Director
The Government Finance Officers Association of the United States and Canada (GFOA) presented a
Distinguished Budget Presentation Award to Westlake Academy,Texas for its annual budget for the fiscal
year beginning September 1,2012. 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 communications 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.
As�o�iati�n of Schvol �usin��ss +�fficials I���rnatianal
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Executive Summary
August 12, 2013
Honorable President and Board Trustees
Westlake Academy
2600 J.T. Ottinger Road
Westlake,TX 76262
RE: Transmittal of FY 2013/14 Westlake Academy Budget:
"Growing Together;One School, One Community"
As Superintendent of Westlake Academy, I am submitting for your consideration the Budget for FY
2013/14. This Budget for Westlake Academy encompasses all teaching and extra-curricular operating
expenditures as well as State public school funding and private donations used to support the daily
school operations of Westlake Academy in the 2013/14 school year.
This FY 2013/14 All Funds Budget totals$6,390,294 representing a 9% increase from the prior year
primarily due to increasing the number of classes in the PYP Programme Grade one and three, and
staffing changes in the MYP Programme. The adopted FY 2013/14 budget increases the fund balance by
$71,368 for a total of$829,033. With the continued support of the Westlake Academy Foundation, in
addition to increased state funding, the Academy will be able to balance the budget beyond the five-
year forecast. In the legislative session ending in 2013, public education funding increased slightly.
Westlake Academy anticipates this to increase per student funding by$6,828.
�igur�?--All�unds f3erdget Sumrrsary
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Beginning Fund Balance $ 819,090 $ 762,269 $ (56,822) -7%
Revenues 5,833,347 6,461,662 628,315 11%
Expenditures 5,890,169 6,390,294 500,125 8%
Net Revenues over (under) Expenditures (56,822) 71,368 128,190
Other Resources 110,096 45,000 (65,096) -59%
Other Uses (69,137) (45,000) 24,137 -35%
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Assigned - - -
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#Days Operating(Based on 365) 50 48 (2) -4%
Daily operating expense $ 16,137 $ 17,508 $ 1,370 8%
1
Budget Presentation
I welcome the opportunity to present and discuss operational plans and related financial impact with all
interested parties. Interaction among interested groups consistently leads to operational and
educational improvements which become available to the students and parents of Westlake Academy.
The development, review, and consideration of the 2013/14 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 budget document and the year-end annual audit are the primary vehicles to present the financial
plan and the results of operations at the Academy. The budget document is organized into the following
sections:
• Introductory Section— Introduces the reader to the document as a whole. It highlights
important information contained in the budget. Users rely on this section to get an overview—a
snapshot of what they can expect to find in the rest of the document.
• Organizational Section—Provides the context and framework within which the budget is
developed and managed. The context for the budget is substantially predicated on the type and
level of service to be provided the students of the Academy. The framework also includes the
Academy's organizational and financial structure as well as the controls that direct and regulate
the development and administration of the budget.
• Financial Section—Presents the heart of the Academy's budget document. The budget financial
schedules present the adopted budget for the Academy compared with the results of past
budget plans and with future projections.
• Informational Section—Contains information on past and future budgets and factors
influencing the adopted budget. It puts the adopted budget into context and it explains past
budget decisions.
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Westlake Academy Mission, Vision & Values
Westlake Academy is a public charter school offering the International Baccalaureate (IB) curriculum.
Founded in 2003,with a mission to achieve academic excellence and develop life-long learners who
become well-balanced, responsible global citizens, Westlake Academy is the first and only municipally-
owned school in the state to receive a charter designation. Westlake Academy is the fifth school of only
ten in the United States, and the only public school, to offer the full IB curriculum for grades K-12.
During this year's budget retreat great care and consideration were given to the mission and vision of
the Academy and the impact that these have on both the long-term goals of the Academy and its day-
to-day operation. The vision and mission statements represent the outcome of this discussion and
evidence the Board's continued dedication to academic excellence and personal achievement. The
values statements are currently being reviewed by the Board and are listed here for reference only.
MISSION:
"Westlake Academy is an IB World School whose mission is to provide students with an internationally
minded education of the highest quality, so they are well-balanced and respectful life-long learners."
VISION:
"Westlake Academy inspires 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
The following desired outcomes summarize the goals and objectives established by the Board of Trustees
and leadership staff at the Academy.
Desired Outcomes
High Student Achievement
Strong Parent & Community Connections
Financial Stewardship& Sustainability
Student Engagement-Extracurricular Activities
Effective Educators&Staff
3
Board Members and Administration
The Westlake Academy Board of Trustees consists of five trustees and the Board President. Each
member of the Board serves a two year term with two members and the president being elected on
alternate years.
Several members of the Westlake Academy Leadership Team operate under a shared service agreement
with the Town of Westlake and serve dual roles.
Board o� Trustees
� '���` � _
�,_
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# _
. � �� �
;� �� � �; .,F
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Laura Cliffon Michael Rick Carol Wayne
Wheat Cox Barrett Rennhack Langdon Stoltenberg
Board Pre�dent -----------------------------------------Board of Trustees----------------------------------------
Westlake Academy Leadership Team
*Thomas E. Brymer, Superintendent of Schools
Clint Calzini, Secondary Principal
Rod Harding, Primary Principal/Campus Director
Andra Barton, Director of Curriculum and Instruction
Benjamin Nibarger, Administrative Coordinator
Alan Burt, Director of Athletics
Shelly Myers, Exec. Director of the WAF/Director of Development
Kirsty Wilkinson, MYP Coordinator
Alison Schneider, PYP Coordinator
Christian McCarthy, DP Coordinator
*Ginger Awtry, Director of Communications& Community Affairs
*Amanda DeGan, Assistant Town Manager
*Troy Meyer, Director of Facilities
*Debbie Piper, Director of Finance
*Todd Wood, Director of Human Resources&Administrative Services
*Asterisk denotes shared services personnel between Westlake Academy and the Town of Westlake
4
Budget Framework - "Governing and Managing for Outcomes"
The budget document is but one part of a system designed to link together critical governance and
management decision making tools. This system is called "Governing and Managing for Outcomes" and
is designed to integrate:
• Strategic planning • Aligning resources to prioritized outcomes
• Five (5)year financial forecasting, • Long term approach to ensure financial
budgeting, and performance measurement sustainability
linked to priorities, objectives, and • Working within Board adopted financial
outcomes policies for the Academy
• Reporting to monitor progress in outcome • Maintaining core services
achievement and accountability for results
Budget Process
The process of projecting the budgeting needs of the Academy is a continual process that responds to the
changing needs of the Academy students and staff as well as changes in the fiscal environment such as
the reduced State funding from FY 2009/10. The process of developing the Academy budget for fiscal
year 2013/14 began with the Westlake Board of Trustees meeting that was held in February of 2013.
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 holds 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, 2013 will be submitted at the August,
2013 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.
5
Fi�ure 2 Budget Process
Timeline Description of Activities
October- December Strategic Plan preparation process occurs
December Westlake Academy Leadership Team (WALT) begins planning FY 13/14 Budget
January WALT meets with WA affiliates for joint planning for FY 2013/14
January- March Develop CIP, Five Year Projection & Personnel Cost Estimates
February Broad overview of 2013/14 Budget with BOT
April Develop improvement plans for each grade level/dept.
May 17 Strategic Plan preparation process occurs, preliminary budgets developed
June 7th BOT Budget Retreat
June-July * Current Budget Review i
August 13th BOT consideration/adoption of Westlake Academy FY 2013/14 Budget
September-August Budget Amendments for FY 2013/14 �
Fall 2013 Begin strategic plan update/review process for FY 2014/15
January 2014 Annual Financial Report for FY 2012/13
AcademyApproach
The Academy approach to coping with the combination of fast student growth in a restricted funding
environment along with increasing academic standards requires that the budget process is 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 objectives.
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6
Explanation & Summary of Major Budget Components
REVENUES
The revenues received by Westlake Academy are classified into one of three broad categories: Federal,
State or Local. State funding is the Academy's largest revenue source making up over 74%of revenues
from all funds. Staff estimates that the average level of total state aid paid through the Foundation
School Program (FSP) in FY 2013/14 will be approximately$6,828 per student; approximately a four
percent (4%) increase from the FY 2012/13 levels. As an open-enrollment charter school, Westlake
Academy has the ability to establish specific class sizes and set limitations on secondary boundary
enrollment. Enrollment for FY 2013/14 is projected at 675 students in accordance with the current plan
to attempt to maintain 20 students per class.
Federal funding is received through grants that support special education and accounts for approximately
one percent (1%) of revenues for all funds.
Local funding consists of two major sources,the Town and the Westlake Academy Foundation. As a
municipally-owned charter school Westlake Academy does not have taxing authority; the Town of
Westlake is responsible for debt service and capital improvements,these costs are estimated at
$1,882,143 for FY 2013/14. The Westlake Academy Foundation is an independent non-profit
organization that raises funds through donations and fund raising;the FY 2013/14 forecast is $1,594 per
student, or approximately$1.1 million.
EXPENDITURES
Compensation and benefits are the largest operating cost for Westlake Academy. The current teacher
pay scale is based on the Board policy of being within 3%of the median of the nine (9) surrounding public
school districts. Per Board direction,the salary scale had a 1% pay increase for all faculty and staff
members in the FY 2012/13, and staff is recommending a 1.5% pay increase for all faculty and staff
members in the FY 2013/14 school year. The increase for all applicable staff equals $86,404
(approximately 2%, including step-increases).
The shared services model that the Academy operates under with the Town of Westlake provides
administrative services. These costs were previously booked to the Westlake Academy operating budget,
but were removed from the Academy operating budget in the FY 2012/13 school year.The following
table illustrates the indirect operating costs of running the Academy which are booked to the Town of
Westlake's General Fund and Debt Service Fund.
Fi�aar�3-C�v�rall T€�t�i�ds�S�m��i�r�r—f'����s�o�s ro��rv;�r���� �-Qa��S����1�����d:i��� C��kst S�re�i�€ ��rrya�a�s
Estimated Proposed
Overall Cost Summary FY 12/13 FY 13/14
Westlake Academy Budget $5,881,484 $6,390,294
Estimated Town Funded Indirect Operational Costs (Support Services) 306,900 325,000
Subtotal All Operating Costs 6,188,384 6,715,294
Annual Debt Service Payment (Paid through Town) 1,498,528 1,935,529
Grand Total All Costs $7,686,912 $8,650,823
7
Other Considerations
MULTI-YEAR FINANCIAL FORECAST
Due to increased student enrollment, slight increases in State of Texas public education funding,
additional support from the Westlake Academy Foundation and the Town of Westlake,the Academy
anticipates that its Fund Balance will remain above the TEA's recommended 45 days.
Gi�a��e 4—V��veniAes,expendit�sres<3�Fund FSalance—General Fund Summary�
WA Program Growth
�, $g -
�
o $, .
� $6
$5
$q �
$3
$2
$1 , —
$ � FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/ll
Actual Actual Actual Estimated Proposed Estimated Estimated Estimated
�Revenues $4,280,723 $4,608,573 $5,244,170 $5,575,442 $6,212,057 $7,395,175 $7,522,490 $7,610,877
=Expenditures $3,917,886 $4,518,107 $5,287,757 $5,632,264 $6,140,689 $7,027,343 $7,219,293 $7,416,992
Fund Balance $767,491 $914,660 $814,487 $757,666 $829,033 $1,182,027 $1,485,224 $1,679,110
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 eoard policy.
PROGRAMS&FACILITIES
Over the last three fiscal years, the Academy has increased course offerings in a number of areas,
including, foreign languages, theater arts, technology, and science. This expansion of programs and
facilities was primarily funded through the student expansion in the secondary programme. The
increased offerings necessitated additional facilities in the form of three portable classroom buildings.
During this same timeframe, the Academy has completed and the Board of Trustees adopted a Facility
Master Plan. This plan provides a clear understanding of future growth needs at the Academy.The
Facility Master Plan can be viewed on the Academy's or the Town of Westlake's website.
Currently,the Academy is beginning Phase 1 of the Academy's expansion plan. This includes three
additional buildings, a secondary classroom building, a multi-purpose hall, and field house. 9
These additional facilities will allow I �
the Academy to accommodate — —��n � �
:���-��
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approximately 850 students if new '� -_ � � " x � �`' �, j" ,ti {w��
� � � `� , �
student enrollment occurs. � �-� h.� �, � ,�� � '
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Financial Summary
The budget is developed within the guidelines predicated by the Texas Education Agency and is organized
into a series of accounts called funds. The total revenue for all funds for the Academy is estimated to be
$6,461,662 and total expenditure appropriations amount to $6,390,294.
The following schedules present a comparison of revenues and expenditures for all Governmental Funds
in the Academy's Budget. Budgets for the General Fund,the Food Service Fund (a Special revenue Fund)
and the Debt Service Fund must be included in the official district budget (legal or fiscal year basis). The
Academy does not maintain a Food Service Fund or a Debt Service Fund;therefore; the only fund legally
adopted will be the General Fund. For informational purposes only, budgets for Special Revenue Funds
are included throughout the presentation.
Figure 5—TabEe:R�eaenue Surram�r+�—All Goverr�rnental Fur�ds
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget Estimated to
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Adopted
REVENUES
Federal Program Revenues $ 199,436 $ 157,445 $ 152,351 $ 69,239 $ 82,367 $ 67,722 $ (14,645)
State Program Revenues 3,687,706 3,945,658 4,362,921 4,488,261 4,583,926 4,855,506 271,580
Local Revenues 656,508 874,206 1,237,004 1,281,934 1,167,054 1,538,434 371,381
$4,543,649 $4,977,309 $5,752,276 $5,839,434 $5,833,347 $6,461,662 $628,315
�i�ur�Ei—Graph:Rev�nu�Surnrr�ary—,�II Ge�verr�mer�t�l Fu�cJs
Revenues
.:,�. �
State Program
��,
Revenues � LocalRevenues
75% 24%
Federal Program
Revenues
1%
The largest revenue source for Westlake Academy is State Foundation School Program funding which makes up 75%of All
Governmental fund revenues.
9
Fi�ure 7 Table;Expenditure Seamrraaiy-All�;overnmental Funds
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget Estimated to
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Adopted
EXPENDITURES(BY FUNCTION)
11 -Instructional 2,428,184 2,764,022 3,170,372 3,377,707 3,515,750 3,633,683 117,933
12 -Resources&Media 87,511 73,398 89,129 140,756 67,543 60,785 (6,758)
13 -Staff Development 95,387 111,933 74,656 126,952 126,871 144,154 17,283
21 -Instructional Leadership 97,623 125,265 135,962 127,812 94,652 185,339 90,687
23 -School Leadership 286,307 294,931 347,515 353,683 385,289 456,515 71,226
31 -Guidance&Counseling 159,850 165,245 232,419 234,011 239,065 238,786 (279)
33 -Health Services 56,963 53,513 60,917 58,324 58,999 58,620 (379)
35 -Food Services 8,135 - 11,517 9,544 13,554 15,116 1,562
36 -CoCurricular/Extra.Activities 116,808 7,275 131,972 186,036 154,344 221,087 66,743
41 -Administrative 318,624 105,472 675,763 314,263 333,902 362,289 28,387
51 -Maintenance&Operations 265,969 301,672 596,913 607,211 614,585 674,112 59,526
53 -Data Processing 157,923 525,273 173,587 166,686 166,687 247,719 81,032
61 -Community Services 59,592 154,962 76,880 91,890 94,989 92,091 (2,898)
71 -Debt Service 41,495 69,739 - - - - -
81 -Facility Acquisition/Construction - 132,286 15,960 23,940 23,940 - (23,940)
Total Expenditures 4,180,369 4,884,985 5,793,560 5,818,815 5,890,169 6,390,294 500,125
Excess(Deficiency)of Revenues Over(Under)
Expenditures 363,280 92,325 (41,285) 20,619 (56,822) 71,368 128,190
Figure�-ExpEnditeare Summary-All Ga+�errrmental Funds
Expenditures by Object
61XX-Payroll &
Related Items
76%
62XX-Contracted
��, Services
:„� 14%
63XX-Supplies&
64XX-Other Materials
Operating 6o�o
4%
The largest expenditure category is Payroll&Related items which makes up approximately 76%of all Governmental fund
expenditures.
10
Budget Trends
GENERAL FUND -STATE FUNDING
Despite a 4% historical average annual growth rate, the State of Texas continues to lag behind the
national average for per pupil funding, providing$1,000 to$1,500 less per pupil than the national
average. Due to its Charter status, Westlake Academy receives less State funding per student than other
non-charter public schools because public charter schools in the State of Texas do not receive facility
funding. The Academy's State funding per pupil peaked in FY 09-10 with cuts in the following two years
due to state budget short-falls. In FY 2013/14,the Academy anticipates that state funding will increase
approximately four percent (4%) based upon initial information from the TEA.
Westlake Academy receives minimal federal funding(IDEA B—Special Education Funds) depending
primarily upon state education funds and private donations to cover operating costs.The 2013 legislative
session increased per student funding, but less than half the cut seen in the 2011 legislative session. As
the single largest expenditure in the state's budget, it is likely that any possible future reductions in
spending may negatively impact public education funding. Due to prior state funding reductions,the
Academy has become more dependent upon the 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 levels of service.
Figure 9-Avera�;e��vndan�p�r Stud�nt
Average Funding / Student
iz,000
so,000
s,000
6,000
4,000
2,000
03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13
Estimated Adopted
WA Mean Texas Mean National Mean
�
The difference between the amount of Texas State funding and Westlake Academy is the amount dedicated to facilities
funding. Public charter schools in Texas do not receive facility funding.
11
The largest funding sources for Westlake Academy continue to be State funding and the Blacksmith
Apprentice Program. State funding was 86%of General Fund revenues in FY 09/10 and are currently
approximately 77%, while Blacksmith contributions have climbed from less than 10%to approximately
17% of the Academy's total General Fund Revenues in FY 2013/14.
F9gure 10-General Fl�nd Y�evenues by 5ource
FY 2013/14 Revenues by Source
y $6 , Transportation& Parking
c �° � Athletic Activities Income
= $5 .
� I$4 �_-_ _ _ Local Revenue
� �WAF Salary Reimbursement
$3 — — — — — — —
■Lunchroom Revenues
$2 — — —. — —
Investment Earnings
$1 — — — — — —
■Gifts& Donations
$� ■Blacksmith Apprentice Program
FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14
Audited Auditetl Autlitetl Audited Adopted Estimated Proposed (WAF)
Total State Revenues
GENERAL FUND -LOCAL FUNDING
The Blacksmith annual program contributions have increased each year. Despite the decline seen in FY
06/07,the average contribution per student has increased sharply in response to the public education
funding decreases. Blacksmith contributions should reach approximately$1.1 million in FY 2013/14.
i-i�ure 1:�-�I�cksmi�h C�ntribaaTions
Blacksmith Program Contributions
� S1,2oo,000 - Sz,000
0
� S1,000,000 � � S1,soo
�� $soo,000 � S1,600
�
_
U $600,000 > $1,400
� - $1,200
� $400,000 $1,000
H
$200,000 $800
$- _ — $600
Est. Proposed
FY 04/OS FY OS/06 FY 06/07 FY 07/OS FY OS/09 FY 09/10 FV 10/11 FY 11/12 FY 12/13 FY 13/14
' - Blacksmith � $239,446 �� $335,727 � $385,377 � $407,012 � $394,129 $431,409 $524,038 � $674,604 � $720,078 � $1,079,000�
� Avg.$/Student. $907 $1,036 $1,122 $1,074 $945 $879 $989 $1,106 $1,108 $1,594 �
The FY 2013/14 Blacksmith contributions of$1,079,000 are based on an estimated per-student average donation of
$1,594.
12
Service Level Adjustments
This budget makes use of Service Level Adjustments (SLA's)to track any cost changes. These cost
changes will fall into one of four categories: first, increased operating costs to maintain current levels of
service; second, increased operating costs due to expanded levels of service; third, increased costs due to
the development of new services, and fourth, cost savings. Cost savings may occur for any number of
reasons, but primarily arise due to increased efficiency, service level reductions, or not expending the
budgeted resources.
Generally speaking, Service Level Adjustments (SLA's) in this budget fall into the category of increased
operating costs for existing programs. Some SLA's are due to existing program expansion, such as
increasing the number of international teachers at Westlake Academy.
SLA's involving new expenditure areas to target for recommendation to the Board for FY 2013/14, staff
recommended several areas for adjustments:
Salary Related Expenditures Total:$318,665
Desired Outcome: High StudentAchievement
In FY 2013/14 we will have 76.18 full-time equivalent employees (FTE's), an increase of 3.11 FTE's. The
increase in expenditures is the result of a combination of adding new positions,the years of experience
our new teachers, an increase in unemployment insurance and other employer contributions, as well as
the increased cost associated with teacher classifications and international teacher stipends.
• Asst.to Secondary Principal (.50) • Secondary Science (.16)
• PYP Grade 3 (1.0) • Secondary Foreign Language (1.0)
• PYP Grade 1 (1.0) • SPED Instructional Aide (.20)
• PYP Grade 6 (-1.0) • Salary Adjustments($86,400)
• Secondary Humanities (.25)
Professional &Contracted Services Total: $60,470
Desired Outcome:High Student Achievement
Professional and contracted services rendered to the Academy by firms, individuals, and other
organizations. These represent the approximate services that are rendered for the Academy.
• Facility Maintenance ($3,000) • ISA& DP Exams ($9,000)
• TxEIS and ESC 11 ($18,000) • Athletics ($18,000)
• Data and Phone ($3,000) • Legal Fees ($10,000)
• Water($4,500) • Miscellaneous ($-5,030)
13
Supplies& Materials Total:$95,904
Desired Outcomes: Effective Educators&Staff—High Student Achievement
Supplies and materials costs are associated with consumables that are used in the classroom,
maintenance of the campus, books,testing materials,furniture, and classroom supplies.
• Furniture ($15,000) • Facilities Maintenance ($5,800)
• Classroom supplies, SPED Supplies, • Textbooks (-$4,500)
Shipping (IB Exams), etc. ($67,000) • Reading Materials ($2,200)
• Exams (ISA& IB) ($9,362) • Miscellaneous (1,042)
Other Operating Costs Total: $33,387
Desired Outcome:Effective Educators&Staff—High Student Achievement
Other operating costs are associated with insurance, professional development,travel, membership fees
and dues, graduations expenses, and miscellaneous costs.
• Professional Development(-$7,000) • Fees& Dues ($8,153)
• Travel (-$500) • Miscellaneous ($12,984)
• Insurance ($19,750)
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14
Individual Fund Summary
GENERAL FUND
The General Fund is a governmental fund with budgetary control which is used to show transactions
resulting from operations of on-going organizations and activities from a variety of revenue sources.
FY 2013/14 Adopted: Revenues = $6,212,057 Expenditures =$6,140,689
Revenue & Expenditure Comparison
,� $�
_
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� $6
$5 - —
$4
$3 . n m
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pp fyj M
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FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10111 FY 11/12 FY 12/13 FY 12/13 FY 13/14
Adopted Estimated Proposed
■Revenues ■Expenditures
Figure 12-Revenue&Expenditure Comparison—General Fund
Expenditures have exceeded revenues over the last two fiscal years. This is due to the State's reduction in public
education funding, approximately an eight percent(8%J decline.
15
SPECIAL REVENUE FUNDS
The Special Revenue Funds are the funds that account for local, state and federally financed programs or
expenditures legally restricted for specified purposes or where unused balances are returned to the
grantor at the close of a specified project period.
Fi�ure 13- Sp�cial Rev�n���unds
Variance
Estimated Proposed Estimated
FY 12/13 FY 13/14 to Adopted
SPECIAL REVENUE FUNDS
Federal Grants through TEA
Fund 224-IDEA B $ 81,958 $ 67,722 $ (14,236)
Fund 225-IDEA B Preschool 409 - (409)
Sub-total Federal Grants 82,367 67,722 (14,645)
State Grantsthrough TEA
Fund 410-Material Allotment Disbursement 47,891 52,899 5,008
Sub-total State Grants 47,891 52,899 5,008
Local Activities
Fund 461-Local Campus Activity 60,435 60,000 (435)
Sub-total Local Activities 60,435 60,000 (435)
Hudson Foundation Grants
Fund 498-Director of Curriculum& Instruction - 68,984 68,984
Sub-total Hudson Foundation Grants - 68,984 68,984
Westlake Academy Foundation Grants
Fund 482- Fund100 1,469 - (1,469)
Fund 490- Whole School Professional Development 23,523 - (23,523)
Fund 491-Students Shoulder to Shoulder 8,400 - (8,400)
Fund 493-IB Learns Grant 27,820 - (27,820)
Fund 497-Financial Assistance 2,000 - (2,000)
Sub-total Foundation Grants 63,211 - (63,211)
Westlake Academv House of Commons Grant
Fund 496-iStation Grant 4,000 - (4,000)
Sub-total House of Commons Grants 4,000 - (4,000)
Grant Total-All Special Revenue Funds $ 257,905 $ 249,605 $ (8,300)
16
Informational Summary
CHANGES IN DEBT
Debt service for the Academy's capital infrastructure is included in the Town of Westlake's municipal
budget. The amount of debt outstanding including interest is approximately$40,512,143;this debt will
be retired in 2021. The average annual debt service for Academy facilities paid by the Town of Westlake
is approximately$1,935,529.
FACILITIES
The Academy was designed and built to service approximately 675 students, with the addition of almost
50 students; the facilities at the Academy are projected to reach full capacity at the beginning of the FY
2013/14 school year. However, curriculum and course schedules play an equally important role in
determining facility use; the IB curriculum places a unique demand on staff and resources. The recently
completed Facility Master Plan has three new portable classroom buildings placed in service in the FY
2013/14 school year and three additional purpose built facilities scheduled to be placed in service in the
FY 2014/15 school year. These buildings will house a new secondary school building, a multi-purpose
hall, and field house.The additional facilities will allow space for additional student enrollment.
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PERSONNEL TRENDS
The Academy has added personnel each year since its opening to support new grade levels and classes
as well as curriculum expansion. In FY 2013/14 an additional 3.11 FTE positions for a total of 76.18 FTE
employees.
17
Fi�u�e 9.4-UVestlalde Ar.aderray F�"C Si�fr
Employee Growth (FTE)
80 fi953—
73.07 76.18
70 60.44
55.6�
60 48.10
50 43.00 - <_� _�
36.40 __ � - - - -
- _ . _
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30
20
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
Actual Actual Actual Actual Actual Actual Actual Proposed
■Primary Programme ■Secondary Programme Business Admin
■Special Education ■Instructional Administration Librarian/Aide
■Counseling ■Information Tech Nurse
■Facilities Instructional Aides Intern
Staff levels have increased steadily since the Academy opened in FY 03/04 as the program offerings and each grade level
is fully filled. The Academy added 3.11 instructional FTE positions.
SUDENT ENROLLMENT TRENDS
Westlake Academy's student enrollment is established by two sets of boundaries. The primary
boundary encompasses the Town of Westlake and allows Westlake residents automatic entry into
Westlake Academy. The secondary boundaries are comprised of 31 of the surrounding school districts.
While any school-age child from these districts is allowed to attend the Academy, demand for entrance
has exceeded the Academy's capacity necessitating an annual lottery system that is carried out
according to the standards and practices dictated by Federal law.
Student enrollment has grown since the Academy's opening in FY 03/04 with the addition of one new
grade level each year. The Academy opened with Grades 1 through 6 and completed adding grade
levels in FY 09-10. The Academy's enrollment continued to expand in FY 10/11 with an increase in
target class sizes of 20 pupils per class and the addition of a third section in the secondary programme.
In FY 13/14 the campus facilities at the Academy are expected to reach full capacity. Due to growth in
the primary boundary,the Academy will be placing three additional portable buildings in service in FY
2013/14 and three purpose built facilities in FY 2014/15.This additional facility space will allow the
Academy to service approximately 850 students, as growth in the primary boundary necessitates new
enrollment.
As an open enrollment charter school, Westlake Academy has the ability to set and maintain enrollment
numbers at levels determined by the Board of Trustees. The Academy currently has over 2,000 students
on a waiting list spanning Kindergarten through grade eleven. The waiting list which is developed each
18
year through a lottery process, allows the Academy to fill seats if student attrition occurs, maintaining a
stable student population number and classroom size.
Figure?5-1A/estlal<e dAc�demy Student Enrollment
WA Student Enrollment
800 677
630 658
600 491 �3�- -
400 264 3�4 346
379 417
195
200 .0 _
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 FY 13/14
Proposed
Total enrollment has increased steadily since FY 03/04 in harmony with the expansion of grade levels. The increase from
530 in FY 10/11 to 610 in FY 11/12 is due to the Board's decision to expand class sizes in an effort to increase program
offerings. Future enrollment increases or decreases are at the sole discretion of the Board.
WORKING LEAN
Given the new paradigm of decreasing State aid and increasing demand, Westlake Academy and the
Town of Westlake is committed to providing for the long-term viability of its program by maintaining
municipal financial support where needed if future budgets stop short, utilizing and bolstering donations
made by the Blacksmith Campaign and the Westlake Academy Foundation, and continuing a focus on
financial stewardship in the school's operations and expenditures.These initiatives combined with a
thoughtfully crafted financial forecast will help to foresee future negative indicators of decreased
funding and ensure that a quality, IB curriculum will continue to be offered to the students of the
Academy for years to come.
Performance Results
In FY 2012/13, Westlake Academy was recognized by the U.S. News and World Report, Newsweek and
the Daily Beast, and the Washington Post as one of the best public high schools in the country. This is
the third year in which the Academy has been recognized by these three organizations due to rigorous
and extraordinary academic performance.
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The State of Texas is currently phasing out the use of the Texas Assessment of Knowledge and Skills
(TAKS)test to assess students' attainment of reading,writing, math, science, and social studies skills
required under Texas education standards; Its replacement,the State of Texas Assessments of Academic
19
Readiness (STAAR) exam has increased rigor over the TAKS and complies with the requirements of the
No Child Left Behind Act (NCLB). The charts below utilize TEA data to compare Westlake Academy's
performance historically, as well as against the state performance.
FY FY FY FY FY FY FY FY FY *FY
Description 04/O5 OS/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14
Reading/ELA 98% 98% 99% 98% 99% 100% 98% 99% 99% 99%
Writing 97% 97% 99% 91% 93% 100% 96% 99% 95% -
Social5tudies N/A N/A 99% 95% 98% 100% 99% 99% 99% 99%
Mathematics 97% 91% 95% 91% 93% 98% 94% 96% 91% 96%
Science 93% 85% 78% 88% 96% 99% 99% 99% 99% 97%
Texas Accountability Exem la Reco nized Reco nized Reco nized Exem la Exem la Exem lar Exem lar Exem lar -
Rating p ry g g g P ry p ry p Y P Y P Y
*TAKS are only administered in Grade 10&11
%Commended 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Reading/ELA - 62% 57% 60% 61% 61% 51% 56% 56% 48%
Writing - 60% 54% 58% 51% 34% 55% 43% 40% -
Social Studies - - - 67% 44% 53% 58% 65% 44% 72%
Mathematics - 48% 45% 48% 43% 44% 40% 46% 37% 47%
SCienCe - 32% 30% 34% 31% 45% 45% 43% 65% 40%
The table above shows the Academy's performance on the state's standardized test from inception. The TEA rolled out a
new state assessment the STAAR(State of Texas Assessments of Academic ReadinessJ. TAKS will be phased out over the
next two years.
Grade Level Grade 3 Grade 4 Grade 5 Grade 6 Grade 7 Grade 8
2012-Standard Phase-In Phase-In Phase-In Phase-In Phase-In Phase-In
1 Final 1 Final 1 Final 1 Final 1 Final 1 Final
Reading 82% 44% 88% 69% 95% 76% 93% 73% 93% 73% 98% 85%
Writing - - 95% 60% - - - - 93% 63% - -
Mathematics 67% 22% 79% 21% 100% 71% 92% 63% 88% 50% - -
Science - - - - 90% 45% - - - - 91% 67%
Social Studies - - - - - - - - - - 84% 34%
2013-Standard Phase-In Phase-In Phase-In Phase-In Phase-In Phase-In
2 Final 2 Final 2 Final 2 Final 2 Final 2 Final
Reading 78% 59% 73% 54% 88% 72% 95% 85% 87% 68% 93% 83%
Writing 75% SO% - - - - 75% 49% - -
Mathematics 59% 50% 58% 23% 86% 74% 84% 73% 67% 54% - -
Science - - - - 74% 43% - - - - 78% 51%
Social Studies - - - - - - - - - - 60% 31%
The table above provides the Academy's performance data on the first two-years of the STAAR assessment. The State has
increased the rigor of the state assessment and has developed a phased grading system. The minimum performance
level will be increased each year, until FV 2013/14. The table shows the relative overall performance with the phased-in
and final measures.
20
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WESiSABINEISU SABfhPE G55 ACADEMIfALLYA[CEPSpBLE � �19 4 61 AVERqGE 9,574
WFSiBRdORISD MITCHEEL 220 RECOGNI2EQ Q 36 27 50 FfIGH 17,U95
WESiNUFFISD �EWITT 41 El{FMPEpRY �� Q 70 74 57 VERYkI,GH 76,225
WESiLAREACAUEMYtNARTEN SCHOOL(C) iAARANT 4�8 E%EMPIARY *�s 7k=: _': 82 35 92 AVEAAGE 6,035
W€SiPRALIA150 FALLS 7S4 €IEFMPLARY :�*7f 9�+ 84 93 67 VERYHdGH 6,474
WESiW90DISD ANDEASON 1,759 RECOGNREU � -�'Ic'�! `'��76 &G bi VEAYLOW 7.788
WHARTON ISU WHAAI6N 2,2�2 A[AUEMICALLYACLEPTpBLE �;� -��`�'; �4 7 6 L6W 70,255
WHFELERISD WHEELER 4U7 A[AUEMIfALLYpCCEPTABLE � . - Q 23 29 23 LbW ID,146
"*Insuffidentdaia CompozRePmgressPerzentile�, `�A 8tr99 '��5fr75 �40-59 �2��5 �LfS3THANID
T�;a C=u�aiEn_ru�lrrtil['ul'��ic A mu�u��
Westlake Academy has achieved a four-star rating from the Texas State Comptroller's FAST School District Rating System
for providing quality education at a reasonable cost per student. Future enrollment increases will further improve
efficiencies and reduced the per student cost. eenchmarking against the surrounding local ISDs, Westlake Academy's
expenditures are near the median when comparing expenditures per student excluding debt service and capital
expenditures.
PARENT SURVEYRESULTS
Westlake Academy is focused on delivering high quality educational services and depends upon the
constant input from stakeholders. Each year Westlake Academy conducts an Annual Parent Survey to
help identify any future needs and to prioritize resource allocation. The FY 2012/13 Westlake Academy
Parent Survey was conducted in June 2013 and saw a slight decrease in satisfaction (3%). Primary
concerns were with the Middle Years Programme Curriculum and Faculty. The results will be utilized to
help craft improvement plans for the upcoming two-years. Westlake anticipates completing a parent
satisfaction survey every other year to continue to track overall performance and satisfaction.
� Overall Satisfaction with �
Quality of Education
Very Satisfied or
Satisfied �Dissatisfied
81% 3%
Neutral
� 16%
81%of the parent's surveyed were very satisfied or satisfied with the overall quality of education Westlake Academy
delivers to its students.
21
AWARDS
The Association of School Business Officials International (ASBO) presented a Meritorious Budget Award
to Westlake Academy for its Annual Operating Budget for the fiscal year beginning September 1, 2010.
This is the third year the Academy has been honored with this award. 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.
SUMMARY
Westlake Academy has faced a number of hurdles over the last several years, decreased state funding,
increased rigor in state assessments, recruitment and retention of legacy teachers,facility issues, and
unprecedented growth, but through all of this,the students, staff, and faculty have shown an enormous
amount of determination to continually hold to our vision and rise to any challenge. It is with this in
mind that we present the FY 2013/14 budget theme, "Growing Together; One School, One
Community."
Over the last year, many hours have been spent to further develop our vision of the future; determining
the best opportunities that lay before us to help us accomplish our mission and truly become a "shining
school on the hill." While we have many successes to celebrate,we are constantly striving to improve
the Academy through multiple avenues, including: getting the right people on the bus, making sure that
we are consistently taking measure of our course, and making adjustments as we move towards our
goal; it is through our talented faculty, staff, students, and their supportive families,that we are able to
unfailingly rise to the challenges, and hold to our vision.
On behalf of our entire learning community, I would like to thank the Board for their leadership,
dedication to excellence, and their support in making Westlake Academy and the Town of Westlake,
truly a shining example of what can be accomplished when people come together with a common
purpose: great things can happen!
As with all good teams, it becomes necessary to draw attention to performers who go above and
beyond to make sure we accomplish our goals. I would like to recognize the hard work of the
Westlake Academy and Municipal Leadership Team, and specifically Debbie Piper and Ben Nibarger
for their efforts in completing this award winning document. I know with the team we have in place,
we will continue "Growing Together; One School, One Community."
//G�
Thomas E. Brymer
Town Manager/Superintendent Westlake Academy
22
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Board Members and Administration
The Westlake Academy Board of Trustees consists of five trustees and the Board President. Each
member of the Board serves a two year term with two members and the president being elected on
alternate years.
Several members of the Westlake Academy Leadership Team operate under a shared service agreement
with the Town of Westlake and serve dual roles.
Board of Trustees
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Laura Clifton Michael Rick Carol Wayne
Wheat Cox Barrett Rennhack Langdon Stoltenberg
Board Pre�dent -----------------------------------------Board of Trustees----------------------------------------
Westlake Academy Leadership Team
*Thomas E. Brymer, Superintendent of Schools
Clint Calzini, Secondary Principal
Rod Harding, Primary Principal/Campus Director
Andra Barton, Director of Curriculum & Instruction
Benjamin Nibarger, Administrative Coordinator
Alan Burt, Director of Athletics
Shelly Myers, Exec. Director of the WAF/Director of Development
Kirsty Wilkinson, MYP Coordinator
Alison Schneider, PYP Coordinator
Christian McCarthy, DP Coordinator
*Ginger Awtry, Director of Communications& Community Affairs
*Amanda DeGan,Assistant Town Manager
*Troy Meyer, Director of Facilities
*Debbie Piper, Director of Finance
*Todd Wood, Director of Human Resources&Administrative Services
*Asterisk denoies shared services personnel between Westlake Academy and the Town of Westlake
25
Mission, Vision & Values
MISSION:
"Westlake Academy is an IB World School whose mission is to provide students with an internationally
minded education of the highest quality, so they are well-balanced and respectful life-long learners."
VISION:
"Westlake Academy inspires 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
�
The Academy's vision and mission determine where resources are allocated and provide the basic road
map to where we are going. The Board of Trustees' provides this direction and the necessary resources
to ensure that the Academy's mission and vision are supported financially.
The administration supports the teachers in their never ending process of discovery in the classrooms.
Using the framework of the International Baccalaureate programme, the administration and teachers
are able to develop the systems and tools necessary to accomplish our mission and reach our vision.
Our teachers are the frontline in this process, working with each student at their own level of
understanding, helping each of them to reach their potential.
26
How did we get here?
In September of 2003 the vision of many was made a reality when the Academy doors opened to the
first class of Westlake Academy students. Many obstacles had to be traversed just to reach this point,
but as the students and teachers entered the Academy for the first time, their expectations high, we
realized that this decision will change the lives of hundreds of students and their lives will make an
impact felt around the world.
Westlake Academy opened its doors in September 2003 when the Town of Westlake officials took
advantage of the State of Texas' acceptance of chartered schools and thus, became the first and only
municipality in the state to receive a chartered school designation.
Job Title Description of Duties
Executing the Board of Trustees adopted policies and hiring and
Town Manager/Superintendent
managing all employees and department directors
Assistant Town Manager/ Supporting the Town Manager/Superintendent in his assigned
Superintendent duties, working on special projects as assigned
Financial oversight, preparing the annual budget and audit for both
Financial Director
the Town and Academy
Human Resource Director Managing personnel needs of both Town staff and school faculty
Supporting the Town Manager/Superintendent in his assigned
Assistant to the Town Manager/
duties, managing the administrative staff at the Academy,
Superintendent&Administrative
completing state and federal filings, budget development, and
Coordinator
business office management
Responsible for the educational outcomes in the PYP programme
Primary Principal/
and coordinating the activities that include the whole campus
Campus Coordinator
(primary and secondary).
Responsible for the educational outcomes in the MYP and DP
Secondary Principal
programmes.
Director of Curriculum & Responsible for development, alignment, and articulation of the
Instruction Academy's curriculum.
As a chartered school, Westlake Academy is an open enrollment pubic school. In 2008 the Texas
Education Agency (TEA) renewed the Academy's charter until 2016.The officials who pioneered the
school also decided to follow another brave path in offering the globally recognized International
Baccalaureate (IB) curriculum which is now being provided in over 900 schools nationwide and over
2,300 in 128 countries worldwide.
Westlake Academy became an IB World School in 2006 after it was authorized for the Primary Years
Programme (PYP); further accreditation followed in 2007 with the Middle Years Programme (MYP), and
2008 with the Diploma Programme (DP), making it the first school in Texas and fifth school in the United
States to offer all three IB programmes.
z7
The school graduated its first class in 2010 and became fully functional from Kindergarten through 12th
grade. In 2008,this class became the first in Texas to graduate from the MYP programme. As well as
this international accreditation, Westlake Academy also meets all applicable state standards for
chartered schools. In FY 11/12,the Academy received an 'Exemplary' rating from the TEA for the Texas
Assessment of Knowledge and Skills (TAKS)tests for the fifth consecutive year.
Westlake Academy is situated on a beautiful 23 acre site, in a 60,000 sq.ft. campus carefully designed to
foster a love of learning. In 2009 this was further expanded with the opening of the new Sam and
Margaret Lee Arts &Science Center.
The Academy is currently constructing three new purpose built facilities, a multi-purpose hall, secondary
classroom building, and field house. These will add an additional 39,000 sq.ft. upon completion in the
FY 2014/15 school year.
An environment rich with heritage,the Westlake Academy mission is to provide students with an
internationally minded education of the highest quality. The primary geographic service area for
Westlake Academy is the Town limits of Westlake. As required by State and Federal standards, students
from other locations may be considered if seats are available.
28
Where are we going?
At Westlake Academy we spend our days with future leaders and provide a framework that allows each
child to reach their potential. We help them to develop their natural curiosity and build skills that allow
them to continue to learn as they grow. This natural inquiry leads to knowledge, a foundation on which
they will be able to build thoughtful, reasoned and ethical decisions.
As they grow,we help them to better understand and express their ideas in writing, verbally, in multiple
languages, and through their ability to work collaboratively with others. Their understanding and
appreciation of the 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
of their strengths and limitations, and using them to their advantage as life-long learners.
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29
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.
Fig�are 16-5ir�tegic B�lan�ed Scorecard System L��ic
Board
'�.
..................................
strategic '�. Ad m i n istrative
Altitude F���nt� `,
.............................................
30,OOa k. 5tak�1�fl6d�r N eeds;,
� Missi�n Whot is oe�r�urpos€�WhQt do wc�dr�?
VisinrE LVhar is our pitiure of rhe future�
Serategie Ferspe�tive5 ���'at perjqrm�rnce J�nses sh�u�d we use
r�evnlu�te r�s��ts?
�S,(IUt1 ft.
What are aur m[�in faeus areQs("Plllars of
Desired Outcomes Exe:el7ence°]?Wh�t resures rla we need ia achreue?
Oajectives �'�ai caniirivaus irnprsvement actlui`Ties are
needed to g�t results?
Nnw da we create and corr�mur�r'co[e aur
5tr�cegy M�p ua�ue to custamers?
iS,U0L1 ft. No�+mviil we knew if we are achievr'ng ihe
PerFaemanc�Mpasures&Targets results we wr�n['
Strate�ic InitiatEve;
i�Nhat strQteg+c,�rajerts wrfl"drive,.
desi�ed resul[s?
Programs&Ser�i�es Whof�rogrq�ns,s�,vrees,a�d activrtiPs
sr+oul�'we p�rsue?
Budget&[3peretirrn�l Plans b'Vf�at buv'get leve�s are apprap�inte?
Graund Nnw should we eammunreate nur plans?
The Balanced Scorecard forces us to ask these questions: What are we trying to accomplish? Are we
doing the right things? If we are doing the right things, are we doing them right? There are many
advantages to creating an integrated system that aligns the financial and human resources of the
Academy with its mission and vision.
By aligning the daily activities of the Academy to the available resources within a framework that
provides feedback at every level of the organization, it is possible for all the faculty and staff inembers at
the Academy to understand their impact on accomplishing the mission of the Academy, and reaching
our vision for the future.
What we hope to accomplish with the implementation of the Balanced Scorecard at Westlake Academy
is an alignment between the day-to-day operations and our mission and vision. As this is another
system that utilizes continuous improvement,the process is never complete, but a loop that constantly
reviews what we are doing, and whether or not we are doing it well.
30
�rganozati�nai ��cisa�n f�Jloc�el
�' ��� ����' �. $�hx,�x :. ,� " 3 y 1�. k , �, �� 4 .r� Y .#" .:p�;
- .�. , f�y, d t .- )_ ,a' l
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Desired
Outcomes
Strategie Pfan I IB Standards&
Practices
StakeholcPer Involu�ment
Balanced �Fio�ar�cial Stewardsh+g�
Scarecard €ducational &�ldmunistratuve Methods
�Leadership, Growth & �earning
Dashboard
SMART Goals
5pecific
Improvement �easurable
Plans Attair�able
�Realistic
�umeBy
Logic Model
Resoaarces/Inputs
Bud�;�tJ Activities
Resou rce Outpa��s
Alioc«tic�n Outconnes
arnpact
31
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 year-long process where we gathered
information, discussed our long-range goals and developed comprehensive guidelines to ensure student
success.
The Board met, during a retreat in June of 2010,to develop Westlake Academy's mission/vision
statement and identify the values that were important to the success of the Academy. The plan was
then expanded to include five desired outcomes:
1. High Student Achievement- Develop inquiring, knowledgeable, caring and disciplined young
people who use their unique talents to create a better and more peaceful world through
intercultural understanding and respect.
2. Strong Parent&Community Connections-To involve all stakeholders in building a better
Westlake Academy community.
3. Financial Stewardship&Sustainability-To ensure sufficient,well-managed resources to
support and advance the mission of Westlake Academy.
4. Student Engagement& Extracurricular Activities-To ensure that all athletics, community
service and extracurricular activities are held to the same standard of excellence as the curricula
programs to promote well-balanced students.
5. Effective Educators&Staff- Recruit, develop and retrain a core faculty and staff with the
personal qualities, skills and expertise to work effectively with the IB inquiry-based, student-
centered curricula
The 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 and placed in an actionable
format that allows for better implementation, tracking, and monitoring of the strategic plan.
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�;, $F`�. , �'• � �:�,..�; r ��i �
`�r�� ;'tt�� ���s ���� `F`� t
F�-�; '�� � ��,�` -
32
Projects for 2013-2014
Starting in FY 11/12,the development of a Strategic Management System (SMS) utilizing the framework
of the Balanced Scorecard system has been underway. In the June 2012 budget retreat the Board
reviewed and approved the new SMS. The beta version of the system will be rolled out in September
2014,followed by the full reporting system in conjunction with the quarterly financial reports.
Unit Goals & Objectives
Significant work has already begun to align the Academy's programs, processes and strategic initiatives
with the Vision and Mission established by the Board of Trustees. During the budget development
process the Administration reviewed all revenues and expenditures and utilized a balanced scorecard
approach to align the allocation of resources, both personnel and financial,with the accomplishment of
the following goals and objectives.The following tables have been developed as companions to the
Strategic Plan and are organized using the components of the balanced score card; although incomplete,
they are indicative of the overall direction of the Strategic Plan and are representative of the types of
unit-level goals and activities that we hope to implement.
Balanced Scorecard Guide:
Objectives-An ends toward which we are directing our efforts, with measurable objectives for
specific actions; an interim step in achieving our mission.
Measures-A quantifiable expression of the amount,cost, or result of activities indicating how
well services are provided.
o Effectiveness Measures—A type of performance measure used to assess how well we
have achieved our purpose or desired outcomes—Did we accomplish what we wanted?
o Efficiency Measures—A type of performance measure used to assess the cost of
providing services—What is the cost per unit of service?
o Workload Measures—A type of performance measure used to assess the amount of
work performed or services rendered—The number of students served in a program.
Targets-A specific measure of where the Academy would like to see their service level.
initiatives-A detailed action step to help accomplish an objective.
Date Due-The time that we would like to accomplish a specific initiative by.
SPIB 5&P-Alignment of our strategic plan with specific International Baccalaureate Standards
and Practices.
33
STAKEHOLDER ENGAGEMENT&FINANCIAL STEWARDSHIP
. �
• � � � �
� Teachers and staff are dedicated and satisfied Satisfaction in the Workplace Survey 95% Nov. A1, B2
� Staff turnover <20% June B2.2
� Median salary ±3% -1.78% Aug B2.2
� Students are engaged in learning and personifying the IB program A1, B2, C1,
� and philosophy C2, C3
w . . .
y A1.5
a�
� A1.7
� Parents and community members are actively involved Parent/Community Surveys 95% 81% June A1, B2, C4
Y #of volunteer hours 20,000 13,250 June A1, B2, C4
c�a Donors are satisfied and committed Average Donation per Student $2,000 $1,108 Aug. B1.6
N % of Blacksmith participation 100% 78% B1.6
�
• � o � �
Q Sound financial management Presents
� � Annual Audit Fairly � Dec. 61, B2.1
.� N .
� Expenditure per student($) $12,500 $12,367 Dec.
� �
� � Student attendance-ADA(%) 97% 96.7% June
ii �; .
� Expenditures within budget(%) 100% 99.99% Aug.
34
LEADERSHIP, GROWTH&LEARNING
�
• � � � � .
� Teachers and staff are well trained and highly qualified %of staff with IB training 100% 100°/o B2.3
�
�
3 "r
o �
a�
C� E
� �
� � %of teachers attendin PD annuall 100% 100%
� a� . g y .-.
� � Board provides effective governance A1, 61.2;
� 0 B2.1
JAdministrative staff members are highly competent A1.2; B1.3;
B22; C4
35
EDUCATIONAL&ADMINISTRATIVE METHODS
� � . .
• � � � � .
Curriculum is sound Self-Assessment >_3 nla B1,B2, C1-
4
IB Evaluation Recom endations � nla
Instruction is effective Self-Assessment >_3 nla B1.7,C4.1
PYP Student Semester Reports >_3 nla Quarter C4.4;6-7
MYP Student Quarterly Reports >—85% � nla C4.4;6-7
� DP Student Quarterly Reports >—85% � nla C4.4;6-7
� High School Ranking (Washington Post) Top 20 36 nla
� Newsweek Ranking Top 20 52 nla
� US News&World Report Ranking Top 20 37 nla
> % of students entering college 100% 100% Sept.
:�
ca
L
�F+
�
.�
.�
�
Q
�
�
�
0
�i
�
V
� 80/o Jul A1.9, B2.12,
W % of students graduating with IB Diploma '—80% ° y C4.9
Focus on creating an environment that tlevelops A1.7
character and life-long learners B2.5
Facilities are safe and well maintained #of lottery applications received 2,500 2,194 Feb A1.6
Communication &marketing plan is developed and well ParentlCommunity Survey A1.3
executed #of strategic partners 62.11
36
Westlake Academv Orqanizational Structure
The organizational structure for Westlake Academy is established by its charter which is granted through an
authorizer on behalf of the State,the Texas Education Agency (TEA). Westlake Academy is governed by a six
member Board of Trustees that also serves as the Town Council for the Town of Westlake,the entity that owns
and operates the Academy. The Board of Trustees appoints a Superintendent to oversee the Academy's
management and operations. The Superintendent also serves as Westlake's Town Manager. The Academy's
organizational structure is based on research into management of municipally owned charter schools. The current
structure was adopted by the Board in Resolution 09-23 on December 7, 2009.
The Superintendent is responsible for
the implementation of the Board's
policy agenda for Westlake Academy,
facilitating the Board's strategic plan,
, � �'� �• � formulating policy recommendations
� �''� ��.� � ,,
. , for Board consideration, as well as
�- ; �h � � ' �, managerial oversight of the
_ � � Academy's budget administration,
i y _ I� �,�I finances, and budget preparation.
I * �
Superintendent responsibilities also
� include selection of the principals for
� both the Primary and Secondary Years
r Programmes. The Academy's
� ��' Superintendent oversees the
'`' Westlake Academy Executive
Leadership Team which is charged
with the responsibility of managing
the school's on-going academic and extra-curricular operations. Each principal is responsible, with advisement
from the Superintendent, for selection and evaluation of the faculty and staff involved in providing their
Programme's academic services.
The following organizational chart is a visual depiction of the way work is distributed within Westlake Academy. It
is also meant to be a tool to help enhance our working relationship with the parents and students of Westlake
Academy, and to create clear channels of communication in order to better accomplish our goals and objectives.
37
Board of
Trustees
Exec. Dir.af WAF/Dir.
of Development
� �
� Town Manager/ � Shared Services
Superintendent
�, _ Ad m i n.5taff
Director of Curriculum
&Instruction
;��.; ....��. ,... . ...,���:
Primary , _•.�.. ssis an o e own
Principal/Campus Secondary _ Manager/Superintendent
Director Principal &Ad inistrative
C�rdinator
PYP . ..:� : . ,,. ::
MYP/DP Administrative
Coordinator Coordinator Staff
- . School
Primary Secondary Nurse
Counselor Counselor
�,� ,..
Dining y
Primary Secondary Hall
Teachers Teachers
Librarian Athletic�
Director
Academv Departments
PRIMARY PRINCIPAL/CAMPUS D/RECTOR
The Primary Principal is the instructional leader for the Primary Years Programme (PYP). The Primary Years
Program, a curriculum framework for children in kindergarten through grade six, focuses on inquiry-based
learning. By emphasizing knowledge, skills, critical thinking and the fostering and development of universal human
values,the PYP is a powerful means of going beyond subject domains, asking students to use their knowledge and
skills to solve real life problems.
The PYP Principal is responsible for ensuring proper implementation of the IB curriculum, recruiting, mentoring,
and retaining talented faculty, and strong student performance. The PYP Principal is also tasked with maintaining
consistency throughout the campus as the Campus Director. This primarily relates to facility usage, approval of co-
curricular and extra-curricular activities.The Primary Principal is a member of the executive leadership team which
focuses on whole school issues.
SECONDARY PRINCIPAL
The Secondary Principal is the instructional leader for the Middle Years and Diploma Programmes (MYP & DP). The
Secondary Programme is one that offers a truly global and holistic approach in its delivery. The Secondary
Principal ensures that there is a highly dedicated, cohesive and qualified teaching staff. The MYP Programme
includes grades seven through ten and is tasked with preparing students for the International Baccalaureate (IB)
DP Programme.The IB Diploma Programme is a challenging two-year college prep curriculum, aimed at students in
11`h and 12th grade.The DP Programme prepares students for university and encourages them to become life-long
learners.The Secondary Principal is a member of the executive leadership team which focuses on whole school
issues.
ADMINSTRAT/VE COORDINATOR
The Administrative Coordinator manages the central office activities of the Academy. This includes finance,
budgeting, grants,federal and state reporting,the registrar's office, supports the superintendent in his duties,
researches and analyzes performance data, strategic planning, and works with the Board of Trustees. In addition,
the Coordinator directs all administrative staff at the Academy and works with the Principals in their roles as
Principals. The Administrative Coordinator is a member of the executive leadership team which focuses on whole
school issues.
DIRECTOR OF CURR/CULUM&WSTRUCTION
The Director of Curriculum supports the Principals in their roles as the instructional leaders, helping teachers to
develop articulate curriculum through the entire continuum on the Academy's K—Grade 12 campus. The Director
of Curriculum is also responsible for helping to manage the planning process to encourage academic excellence.
The Director of Curriculum is a member of the executive leadership team which focuses on whole school issues.
DIRECTOR OF DEVELOPMENT
The Director of Development and Westlake Academy Foundation Executive Director is primarily responsible for the
fundraising activities of the Academy. The Director creates, implements, and manages donor activities; including
the annual Westlake Academy Blacksmith Drive, Baja, Gallery Night, grant applications, and other Academy or
Foundation related solicitations. The Director of Development is a member of the executive leadership team
which focuses on whole school issues.
39
Financial5tructure
Westlake Academy operates as a blended component unit of the Town of Westlake and is a Texas non-profit
Corporation under Chapter 12, Subchapter p of the Education Code to provide education.
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.
BASIS OF BUDGETING: Legal requirements for charter budgets are formulated by the state and TEA. A Board
typically adopts an "Appropriated budget" on a basis consistent with GAAP for the general fund, debt service fund
and child nutrition program (which is included in special revenue funds). The Academy does not maintain a debt
service nor child nutrition program;therefore, on/y the General Fund is required to be adopted. At a minimum,the
Academy is required to present the original and the final amended budgets for revenues and expenditures
compared to actual revenues and expenditures for the General Fund.
Budgets are prepared on the same basis of accounting as that used in the financial statements. The basis of
budgeting refers to when revenues and expenditures are recognized in the accounts and reported in the financial
statements. Governmental fund types,the general fund and the special revenue funds, are budgeted using the
current financial resources measurement focus and the modified accrual basis of accounting. The proprietary
fund, our fiduciary fund, the agency fund, is not a budgeted fund.
40
BASlS OFACCOU/VTING: The accounts of the Academy are organized and operated on a basis of funds.A fund
is an independent fiscal and accounting entity with a self-balancing set of accounts. Fund accounting segregates
funds according to their intended purpose and is used to aid management in demonstrating compliance with
finance related legal and contractual provisions.The minimum number of funds is maintained consistent with legal
and managerial requirements.
The funds of the Academy are classified into two categories: fiduciary and governmental.
Fiduciary funds consist of agency funds that are maintained in a custodial capacity for the benefit of student
organizations.
Governmental fund types 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.
Governmental fund types include the following:
The General Fund is the Academy's primary operating fund. It accounts for all financial resources of the
Academy, except those required to be accounted for in another fund.
Special Revenue Funds account for the revenue sources that are legally restricted to expenditures for
specific purposes.The Academy's special revenue funds are listed in the Organizational Section of this
document.
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.
41
Westlake Academv Cost Sharin�q Analvsis
Campus Facilities
The land and buildings that comprise the Westlake Academy campus are owned by the Town of Westlake, a
municipality incorporated under State law as a Type A general law city. Westlake Academy opened in 2003 with
Grades 1 through 6 and has added a grade each subsequent year. With the commencement of the 2009-2010
school year, the final component was added with the 12th grade inaugural graduating class.The campus is located
on twenty three (23) acres adjacent to J.T. Ottinger Road, which is near the intersection of State Highways 114 and
170.The original campus included three (3) stand-alone academic buildings with a total of twenty nine (29)
classrooms, administrative offices, restrooms, a library, breakout area, a performance hall, dining and kitchen area,
locker rooms, and a gym. These buildings total 52,600 square feet. The Academy interior design includes wood,
vinyl covering, carpet and tile flooring.The hallways are lined with wooden lockers and carpet flooring. The Sam
and Margaret Lee Arts&Sciences Center opened in August of 2009 and added another 8,400 square feet of
building space to the campus. This facility includes one art room,two science labs,five offices, a workroom,
conference room, restrooms and breakout space.
Following Board authorization, in FY10/11 the Academy signed a three (3)year lease agreement for three (3)
portable buildings. These facilities were placed into service in FY 11/12 and have a minimal impact on the on-going
operational budget in the form of utilities and regular maintenance.These buildings are utilized as classroom space
for the DP students and the Music and Art program for the PYP students. Despite the addition of these buildings,
campus facilities will be at operational capacity as of the start of FY 13/14, when the senior class will fill to the full
three sections; any significant enrollment growth or curricular expansions will require the lease or purchase of
additional space.
The Academy is currently completing Phase One of the Facility Master Plan. Phase One includes the addition of
three new portable classroom buildings to be placed in service in FY 2013/14. These classrooms will provide
needed flexibility with the existing students. In addition, Phase One construction will provides three new purpose
built facilities, approximately
38,000 square feet, including: a - -
12 classroom building for the r � �__z- - y'-4_` `
�._, _.�
�.
secondary school with =_ -_
additional administrative office '��� �,4
space, a multi-purpose hall ,�
which will serve as both a � � -_ ___
cafeteria and gymnasium for '',� r� .
� �
the primary school, and a field ,�._�_.-_�--��� ��� ��
house, which will include a ' — - - - --=-- s' �`"'" �
classroom,weight room, locker ' �__ �
rooms and showers, and � � - � -
� - --
storage space for the PE and _ -
athletic programs. -
.-- -
42
Capital Costs/Debt Service
The Town of Westlake owns the land and facilities where the Academy is located. They have issued and owe
approximately$40.5 million in debt on these facilities. In addition,the Town and Academy have a shared service
arrangement where the Town provides HR, Financial, Facilities, and Administrative support services. This is over
90% of the Town's debt burden however;the school is also the primary economic development tool for the Town.
The Town has issued certificates of obligation and general obligation bonds to fund the construction of the
campus. As of FY 2013/14 there is$40,512,143 (principal and interest) of outstanding bonded indebtedness to
retire these bonds. Included in this total, is the 2008 issuance of$2.5 million in G.O. bond debt to fund a portion
of the new$5.1 million Sam and Margaret Lee Arts &Sciences Building, and $8.5 million for the 2013 C.O. bond
debt to fund the Phase One of the Facility Master Plan.
Annual debt service payments are expensed to the Town's municipal budget and the revenue stream presently
utilized to make the annual debt service payment is comprised of municipal sales tax. As the owner of the land
and buildings where Westlake Academy is located,the Town of Westlake also assumes responsibility for all capital-
related expenditures.
Phase I Expansion is currently being constructed and will be placed into service in FY 2014/15. The table below
reflects the impact on the Academy's operating budget:
Figure 18—Funded Capital Project's Impact on Operatirig Budget
� • � � •
FUNDED PROJECTS
WA-Phase I Expansion $33,000 $55,980 $ 58,739 $ 61,627 $ 65,325 $ 274,671
TOTAL FUNDED PROJECT'S IMPACT $33,000 $55,980 $ 58,739 $ 61,627 $ 65,325 $ 274,671
The following capital projects have been presented to the Board of Trustees and are currently unfunded:
Figure 15—Unfunded Capital�'rojects
� • i � � �
UNFUNDED PROJECTS
WA-Phase II Secondary Addition $ - $ - $ 56,343 $2,513,100 $ - $ 2,569,443
WA-Phase II -Arts&Science Classroom - - - - 1,878,080 1,878,080
WA-Sports Field Complex - - - 83,750 2,856,000 2,939,750
WA-Phase III Kindergarten Addition - - - 1,023,620 - 1,073,620
WA-Phase III Performing Arts Center - - - - 4,809,600 4,809,600
TOTAL UNFUNDED PROJECTS $ - $ - $56,343 $3,620,470 $9,543,680 $13,220,493
Any future additions to campus facilities will increase the operational costs of the Academy in conjunction with
increases in casualty insurance, faculty and maintenance personnel. These projects include estimates of their
related impacts to the operating budget in the Capital Improvement Plan which is available to the public on the
Town's website.
43
Figure 2Q—t1NFU�fL�ED PR�JE�'iS fMPf>CT�(V (.�Pf_RA�f�� �E�D�E'i
� • i � � .
IMPACT ON OPERATING BUDGET
WA-Phase II Secondary Addition $ - $ - $ - $ 10,000 $ 52,200 $ 62,200
WA-Phase II Arts&Science Classroom - - - - 23,520 23,520
WA-Sports Field Complex - - - - 54,001 54,001
WA-Phase II Kindergarten Addition - - - - 28,000 28,000
WA-Phase III Performing Arts Center - - - - 11,200 11,200
TOTAL UNFUNDED PROJECTS $ - $ - $ - $ 10,000 $ 168,921 $ 178,921
Indirect Operating Costs
Board direction in the June 2011 budget retreat directed the transfer of$306,900 from the General Fund of
Academy to the General Fund of the Town as payment for central office services that are carried out by the
municipal staff, including various administrative support services for the Academy and to avoid duplication of
costs. This fact was used as part of the charter application process with the TEA to help bolster the Town's case for
having a community school without duplicating cost structures and required resources. These support services for
the Academy that generate indirect costs paid by the Town of Westlake are:
• Human resources
• Information technology
• Risk management
• Finance and accounting services
• Facility maintenance services
• General managerial oversight (Superintendent)
• Board support services including policy advisement and strategic planning (Superintendent)
• Official Board records maintenance and election administration (Town Secretary)
As the Academy's enrollment and staffing levels have increased,the level of demand for support services that the
Town provides the Academy has also grown. Per Board direction at its June 2011 budget retreat, beginning in FY
11/12,the indirect costs of approximately$306,900 were expensed to the Academy's operating budget.
In the June 2012 Board budget retreat, staff recommended suspending the transfer of funds from the Academy's
General Fund due to the change in the States public education funding formula. This change resulted in an 8%
decrease in funding. This reduction in State funding has accelerated the use of the Academy's fund balance. The
adopted budget for FY 12/13 has suspended the transfer of$306,900, to help maintain the TEA's recommended 45
day fund balance. All other available fund balance will be assigned to indirect operating costs. The indirect
operating costs are going to continue to be booked to the Town of Westlake's General Fund in FY 2013/14.
The Town of Westlake Bond Rating
Standard & Poor's Ratings Services raised its rating on Westlake,Texas one notch to 'AA'from 'AA-`. The outlook is
stable. Below is an excerpt from communication from Standards and Poors:
The ratings reflects S&P's opinion of the Town's:(aJ Inclusion in the deep and diverse Dallas-Fort Worth metropolitan statistical
area(MSAJ economy, including its location between the region's international airport and Alliance Gateway Airport (b)
extremely strong wealth and income, evidenced by market value per capital and median household effective buying income,
and(cJ very strong financial performance, augmented by the implementation of formal financial management policies in
several key areas.
44
Financial Structure Summary
The following table reflects these transfers with the indirect costs included in the FY 2013/14 proposed budget.
F��ur���-Ov���w61 To�al f�a�sL S�ana�n�g�y��
Estimated Proposed
Overall Cost Summary FY 12/13 FY 13/14
Westlake Academy Budget $5,881,484 $6,390,294
Estimated Town Funded Indirect Operational Costs(Support Services) 306,900 325,000
Subtotal All Operating Costs 6,188,384 6,715,294
Annual Debt Service Payment (Paid through Town) 1,498,528 1,935,529
Grand Total All Costs $7,686,912 $8,650,823
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45
Leaal Status
In 2002,the Town of Westlake successfully petitioned the Texas Education Agency(TEA) to establish a municipally
operated open-enrollment charter school under Subchapter D, Chapter 12 of the Texas Education Code (TEC).
Subsequently, Westlake Academy became the only municipally operated charter school in the State of Texas. The
Academy received its ten year charter renewal in 2006.
Charter schools are public schools that are operated under a contract called a charter. This contract is issued by
the authorizing agent(s) in each state which are determined by the States Legislature. In Texas,the Texas
Education Agency acts as the authorizing body.
As an open-enrollment charter school, Westlake Academy can only impose as a condition of enrollment, the
location of the student's permanent residence. This requirement is established per a TEA approved Board of
Trustees policy and is a condition of the Academy's charter.
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46
Westlake Academv Boundaries
.
Westlake Academy's student enrollment is established by two sets of boundaries. The primary boundary
encompasses the Town of Westlake and allows Westlake residents automatic entry into Westlake Academy. The
secondary boundaries are comprised of 31 of the surrounding school districts. While any school-age child from
these districts is allowed to attend the Academy, demand for entrance has exceeded the Academy's capacity
necessitating an annual lottery system that is carried out according to the standards and practices dictated by
Federal law.
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
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47
Demodaraphic and Miscellaneous Statistics
32 deg. 58'S7"N 97 deg.12'20"W
Location: Approximately 25 miles West of Dallas
and 20 miles South of Denton
Date of Charter: February 15, 2002
Population Served: Over 2 million**
Area Served: Over 1,000 Square miles **
Student Population: 677
Teaching Staff(FTE) 76.18
Average Class Size: 18 (kindergarten thru grade six)
20 (all other grades)
Faculty holding master's z�
degree or higher:
**The secondary boundaries for Westlake Academy consist of the boundaries of 31 metro-area school districts.
These school districts serve six counties: Collin, Dallas, Denton, Parker,Tarrant, and Wise.
48
Budqets and Budqetary Information
Annual budgets are adopted for all governmental fund types; the budgets are all adopted on a basis consistent
with generally accepted accounting principles.All appropriations lapse at fiscal year-end.
On or before August 315Y of each year,the Superintendent is to submit for review by the Board of Trustees a
proposed budget for the school year commencing on that date. After reviewing the proposed budget and holding
public meetings as necessary,the final budget is prepared and adopted.
The appropriated budget is prepared by fund and function. The Board may make transfers between functions
within a fund, and may amend the total budget following the same procedures required to adopt the original
budget. The legal level of budgetary control is at the fund level.
Fiscal and Budgetary Policies
I. STATEMEIVT 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:
-::..� ;�..�- :,:. -� �5sr�:�^�s_-�'.x.�.r,"i`�.. .1....:"sr� rF.g-z - ��m:r, �y:'-. —ia-.�-, <�
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49
• Present fairly and with full disclosure the financial position and results of the financial operations of the
Academy in conformity with generally accepted accounting principles (GAAP), and
• Determine and demonstrate compliance with finance related legal and contractual issues in accordance
with provisions of the Texas Local Government Code and other pertinent legal documents and mandates.
The Academy Board of Trustees will annually review and approve the Fiscal and Budgetary Policy Statements as
part of the budget process.
II. SUMMARY OF POLICY INTENDED OUTCOMES
This policy framework mandates pursuit of the following fiscal objectives:
Operating Budget: Prepare conservatively, estimate revenues, present and adopt the Academy's annual operating
plan.
Revenues Management: Design, maintain and administer a revenue system that will assure a reliable, equitable,
diversified and sufficient revenue stream to support desired Academy services.
Expenditure Control: Identify priority services, establish appropriate service levels and administer the
expenditure of available resources necessary to assure fiscal stability and the effective and efficient delivery of
services.
Fund Balance: Maintain the fund balance of the various operating funds at levels sufficient to protect the
Academy's creditworthiness as well as its financial position from emergencies.
Intergovernmental Relationships: Coordinate efforts with other agencies to achieve common policy objectives,
share the cost of providing governmental services on an equitable basis and support favorable legislation at the
State and Federal level.
Grants: Seek, apply for and effectively administer Federal, State, and foundation grants-in-aid which address the
Academy's current priorities and policy objectives.
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.
50
III. OPERATING BUDGET
Preparation—Budgeting is an essential element of the financial planning, control, and evaluation process. The
"operating budget" is the Academy's annual financial operating plan related to educational service instructional
costs.
The Academy operating budget is legally required to include the Academy's General, Debt Service, and Food
Service Funds. Currently, Westlake Academy only has one fund, the General Fund, which must be legally adopted
annually. The Academy budgets the Special Revenue Funds for informational purposes only.
Information to be prepared includes documentation related to Service Level Adjustments (SLAs)for increases to
existing service levels or additional services, position control schedules, general and administrative cost
implications, etc. will be submitted and reviewed during the budget process.
SLA's related to new position requests will include an assessment of their impact on additional internal services
necessary to support these positions as it relates to General &Administrative (G&A) charges in the Academy
budget ( subject to funding availability) to fund these costs.
A budget preparation calendar and timetable will be established and followed in accordance with State law.
Revenue Estimates for Budgeting-In order to maintain a stable level of services,the Academy shall use a conservative,
objective,and analytical approach when preparing revenue estimates.The process shall include analysis of probable
economic changes and their impacts on revenues, number of students,and trends in revenues. It will also include an
assessment of the State legislative environment related to public charter school funding levels. This approach should
reduce the likelihood of actual revenues falling short of budget estimates during the year and should avoid mid-year
service reductions.
Balanced Budget—A balanced budget is a budget with total expenditures not exceeding total revenues and
monies available in the fund balance within an individual fund.
Proposed Budget Content and Process—A proposed budget shall be prepared by the Superintendent or his
designate with the participation of the Academy's Leadership Team, Finance Director and Academy staff, and then
submitted to the Superintendent for review. Following the Superintendent's 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.
51
A copy of the proposed budget shall be filed with the Town Secretary when it is submitted to the Board of Trustees
as well as placed on the Academy's website.
Budget Adoption - Upon the determination and presentation of the final iteration of the proposed budget
document as established by the Board of Trustees, a public hearing will be set and publicized. The Board will
subsequently consider a resolution which, if adopted, such budget becomes the Academy's Annual Budget. The
adopted budget will be effective for the fiscal year beginning September 1.
Budget Amendments—The Superintendent or his designate and Finance Department will monitor all financial
operations. A school district must amend the official budget before exceeding a functional expenditure category,
i.e., instruction, administration, etc. in the total budget.The budget team will decide whether to proceed with the
budget amendment and, if so, will then present the request to the Board of Trustees. If the Board decides a
budget amendment is necessary,the amendment is adopted in resolution format and the necessary budgetary
changes are then made.
Planning—The budget process will be coordinated so as to identify major policy issues for the Board of Trustees by
integrating it into the Board's overall strategic planning process for the Academy.
Reporting- Monthly financial reports will be prepared by the Finance Department and distributed to the
Superintendent or his designate. Information obtained from financial reports and other operating reports is to be
used by personnel to monitor and control the budget. Summary financial reports will be presented to the Board
quarterly.
IV. REVENUES MANAGEMENT
A. REVENUE DESIGN PARAMETERS. The Academy will strive for the following optimum characteristics in its
revenue system:
• Simplicity-The Academy,where possible and without sacrificing accuracy, will strive to keep the revenue
system simple in order to reduce costs, achieve transparency, and increase parent and citizen
understanding of Academy revenue sources.
• Certainty-A thorough knowledge and understanding of revenue sources increases the reliability of the
revenue system.
• 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
52
� General Donations—The Academy recognizes that private donations comprise a significant part of the
Westlake Academy budget. All funds received will become part of the budget and be subject to
appropriation for Academy general operations.
o Westlake Academy Foundation
o House of Commons
o Westlake Academy Athletic Club
o Local Merchants
• Specific Purpose Donations—Funds donated for a specific purpose
C. REVENUE MONITORING. Revenues as they are received will be regularly compared to budgeted revenues
and variances will be investigated. This process will be summarized in the appropriate budget report.
V. EXPENDITURE CONTROL
• Appropriations—The point of budgetary control is at the function level in the General Fund and Special
Revenue Funds. When budget adjustments among functions are necessary,they must be approved by the
Board of Trustees.
• Current Funding Basis-The Academy shall operate on a current funding basis. Expenditures shall be budgeted
and controlled so as not to exceed current revenues plus the planned use of fund balance accumulated
through prior year savings. (The use of fund balance shall be guided by the Fund Balance/Retained Earnings
Policy Statements.)
• Avoidance of Operating Deficits-The Academy shall take immediate corrective actions if at any time during
the fiscal year expenditure and revenue re-estimates are such that an operating deficit (i.e., projected
expenditures in excess of projected revenues) is projected at year-end. Corrective actions can 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.
• 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.
53
• 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 strive to 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,
Unassigned
VIL WTERGOVERNMENTAL RELATIONSHIPS
• Inter-local Cooperation in Delivering Services- In order to promote the effective and efficient delivery of
services,the Academy shall actively seek to work with other local entities in joint purchasing consortium,
sharing facilities, sharing equitably the costs of service delivery, and developing joint programs to improve
service to its students.
• Legislative Program -The Academy shall cooperate with other entities to actively oppose any state or federal
regulation or proposal that mandates additional Academy programs or services and does not provide the
funding to implement them. Conversely, as appropriate, the Academy shall support legislative initiatives that
provide additional funding.
VIII. GRANTS
• Grant Guidelines-The Academy shall apply, and facilitate the application by others,for only those grants that
are consistent with the objectives and high priority needs previously identified by Academy Board of Trustees.
54
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.
XI.ACCOUNTING,AUDITING,AND FINANCIAL REPORTWG
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
55
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. IIVTERNAL CONTROLS
• Written Procedures-Whenever possible, written procedures will be established and maintained by the
Finance Director and utilized by all Academy personnel for all functions involving purchasing, cash handling
and/or accounting throughout the Academy. These procedures will embrace the general concepts of fiscal
responsibility set forth in this policy statement.
• Academy Staff Responsibilities-The Superintendent or his designate, in consultation with the Finance
Director,will be responsible for ensuring that appropriate internal controls are followed throughout the
Academy, that all directives or internal controls are implemented, and that all independent auditor internal
control recommendations are addressed. Staff will develop and periodically update written internal control
procedures.
XIII.ASSET MANAGEMENT
• Investments—The Finance Director shall promptly invest all Academy funds with the depository bank in
accordance with the provisions of the current Bank Depository Agreement or in any negotiable instrument
authorized by the Academy Board of Trustees. The Academy Board of Trustees has formally approved a
separate Investment Policy for the Academy of Westlake that meets the requirements of the Public Funds
Investment Act (PFIA), Section 2256 of the Texas Local Government Code. The Academy's investment
practices will be conducted in accordance with this policy.The Finance Director will issue quarterly reports on
investment activity to the Academy Board of Trustees.
• Cash Management-Academy's cash flow will be managed to maximize the cash available to invest. Such cash
management will entail the centralization of cash collections,where feasible, including field trips, and other
collection offices as appropriate. Periodic review of cash flow position will be performed to determine
performance of cash management and conformance to investment policies. The underlying theme will be that
idle cash will be invested with the intent to (1) safeguard assets, (2) maintain liquidity, and (3) maximize
return.
56
• Fixed Assets and Inventory-Such assets will be reasonably safeguarded and properly accounted for and
prudently insured. The fixed asset 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
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.
57
THE BUDGET PROCESS
The Superintendent submits the budget to the Board of Trustees. The Academy's fiscal year begins each year on
October 1st and ends on September 30th of the following calendar year.
Prior to the beginning of the fiscal year,the Superintendent must submit a proposed budget,which includes:
• A budget message
• A consolidation statement of anticipated revenues and proposed expenditures for all funds
• General fund resources in detail
• Special fund resources in detail
• A summary of proposed expenditures by department and activity
• Detailed estimates of expenditures shown separately to support the proposed expenditure
• A description of all bond issues outstanding
• A schedule of the principal and interest payments of each bond issue
The proposed revenues and expenditures must be compared to prior year revenues and expenditures. The budget
preparation process begins early in the calendar year with the establishment of overall town goals, objectives, and
analysis of current year operations compared to expenditures. Budget policies and procedures are reviewed at the
same time to reduce errors and omissions. In May,the Finance Department prepares such items as budget forms
and instructions for estimating revenues and expenditures. Department heads submit proposed baseline
expenditures for current service levels and any additional one-time or on-going request they may have for their
department. A round-table meeting is subsequently held with the Superintendent, the finance staff and each
department head for review. After all funding levels are established and agreed upon; the proposed budget is
presented by the Superintendent to the Board of Trustees. A public hearing on the budget is conducted in
accordance with state and local law. This meeting is held after the Council 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 Town Council 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.
58
2013�14 Budaet Plannin�q Timeline
Figure 20—FY 2013/14 Budget Calendar
. . � , . I I
� i
� BUDGET CALENDAR �
February Preliminary discussion of WA's 2013/14 Budget
March Five Year Projection Scenarios distributed
HR prepare actual costs associated with personnel requests
April Develop improvement plans for each grade level/department
May Orientation and overview of FY 2013/14 budget process
Staff resource requests
Strategic Planning Retreat
Presentation of 5-year forecast
Prepare first draft of function level budgets
IT prepare actual costs associated with technology requests
Year-end estimate spreadsheet distributed
Budget Retreat
June First Draft to Town Manager for review
Superintendent and Finance begin detail reviews with administration
Review Current-Year Estimated year-end budget with Council
]uly Power point presentation work
Superintendent review of final budget
August Publish Notice of Public Hearing on Budget
Public Hearing on Budget
Present Proposed FY 2013/14 Westlake Academy Budget for Board approval
September Fiscal Year 2013/14 begins
59
Westlake Academv Budaet Guide
GOVERNMENTAL FUND TYPES
GENERAL FUND
The General Fund is comprised of three subordinate funds: General,Athletic Activities, and Transportation. This
fund accounts for the majority of the operational activities required to maintain the Academy's facilities and pay
its employees. The fund is supported by State and local revenues.
Fund 199 — General Fund
This classification must be used for funds in which the local governing board designates. The local governing
board has wide discretion in their use as provide by law. This fund usually includes transactions as a result of
revenues from local sources and Foundation School Program Sources. Any locally defined code that is used at
the local option is to be converted to Fund 199 for PEIMS reporting.
Fund 198 —Athletic Activities
This locally defined fund code is used to account for expenditures for athletics that normally involve
competition between schools (and frequently involve offsetting gate receipts or fees such as football,
baseball,volleyball, track,tennis and golf). This fund is converted to Fund 199 for PEIMS reporting.
Fund 197—Transportation/Parking
This locally defined fund code is used to account for revenues and expenditures related to transportation for
students as well as to collect parking fees and remit them to the Town of Westlake as a reimbursement for
the expense of the new parking lot built in the summer of 2010 (funded by the Town).This fund is converted
to Fund 199 for PEIMS reporting.
SPECIAL REVENUE FUNDS
The Special Revenue Funds are the funds that account for local, state and federally financed programs or
expenditures legally restricted for specified purposes or where unused balances are returned to the grantor at the
close of a specified project period; approximately 27%of these funds are federally funded, 73%are locally funded.
Fund 224 IDEA-B Formula (Federally Funded�
Fund is used, on a project basis,for funds granted to operate educational programs for children with
disabilities.
Fund 225 IDEA-B Preschool (Federally Funded�
Fund is used, on a project basis,for funds granted to operate educational programs for preschool children
with disabilities.
Fund 461 Campus Activities (Locally Fundedl
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.
60
Fund 482 Fund 100 (Locally Funded�
This locally defined fund is used to account for grants awarded to the Academy by the Westlake Academy
Foundation to be used to develop, retain, and recruit "legacy teachers"; educators who make a positive and
lasting difference in the lives of students they teach.
Fund 496 Westlake House of Commons -iStation (Locally Fundedl
This grant from the Westlake Academy House of Commons provides access to an online learning tool for
reading called iStation.
Fund 497 Westlake Academy Foundation - Financial Assistance (Locally Funded�
This grant from the Westlake Academy Foundation provides financial assistance for student activities.
Fund 498 Hudson Foundation- Director of Curriculum &Instruction (Locally Funded�
This grant from the Hudson Foundation provides funding for the hire of a Director of Curriculum and
Instruction.
The Academy reports the following proprietary fund:
FIDUCIARY FUND
The agency fund accounts for resources held in a custodial capacity by the Academy, and consist of funds that are
the property of students or others. These are not budgeted funds. The Academy's budget process integrates with
its strategic planning process and covers the financial cycle starting with budget planning and ending with the
audited financial report.
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61
OVERVIEW OFACCOUNT CODES
Section 44.007 of the Texas Education Code (Code or TEC) requires that a standard school district fiscal accounting
system be adopted by each school district.The system must meet at least the minimum requirements prescribed
by the State Board of Education and also be subject to review and comment by the state auditor. Additionally, the
accounting system must conform to Generally Accepted Accounting Principles (GAAP).This section further requires
that a report be provided at the time that the school district budget is filed, showing financial information
sufficient to enable the state board of education to monitor the funding process and to determine educational
system costs by school district, campus and program.
The Texas Education Code, Section 44.008, requires each school district to have an annual independent audit
conducted that meets the minimum requirements of the state board of education, subject to review and comment
by the state auditor.The annual audit must include the performance of certain audit procedures for the purpose of
reviewing the accuracy of the fiscal information provided by the district through the Public Education Information
Management System (PEIMS).The audit procedures are to be adequate to detect material errors in the school
district's fiscal data to be reported through the PEIMS system for the fiscal period under audit.
A major purpose of the following accounting code structure is to establish the standard school district fiscal
accounting system required by law. Although certain codes within the overview may be used at local option,the
sequence of the codes within the structure, and the funds and chart of accounts, are to be uniformly used by all
school districts in accordance with generally accepted accounting principles.
ACCOUNT CODE STRUCTURE
XXX - X - XX - XXX - XX - XXX XXXX - XX
Fund Year Function Organization Program Local Object Code Sub-Object Code
Code Code Code Code Intent Option
Code Code
(]xx-8xx) (0-9) (11-99) (001-999) (11-99) (xxx) Assets(lxxx) (xx)
LiabiGties(2xxx)
ACCount Fund Equity(3xxx)
Groups Clearing Accounts(4xxx)
Revenues/Income(Sxxx)
(9xx� Expenditures(6xxx)
Other Resources/Non
Operating
Revenues/Residual Equity
Transfers ln(7xxx)
Other Uses/Non Operating
Expenses/Residual Equity
Transfers Out(8xxx)
FUNCTIONS
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.
OBJECTS
The object number is a 4-digit code that describes the type of expenditure incurred and is comprised of the
fifteenth through eighteenth digits in the code structure.
62
F��ure 21—d�cc�unt C+�cQing Matrix
� • • •
Function Code Function Code Description
11 Instruction & Related
12 Instructional Resources & Media Sources (Library)
13 Curriculum Development & Inst. Staff Development
21 Instructional Leadership
23 School Leadership (Principal)
31 Guidance, Counseling & Evaluation Services
32 Social Work Services
33 Health Services
34 Student (Pupil)Transportation
35 Food Services
36 Cocurricular/extracurricular activities
41 General Administration (Superintendent/Board)
51 Plant Maintenance and Operations
52 Security and Monitoring Services
53 Data Processing Services
61 Community Services
71 Debt Service
81 Facilities Acquisition and Construction
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
63
FUNCTION CODES- GENERAL DESCRIPTIONS
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 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.
64
Function 33 -Health Services
This function embraces the area of responsibility providing health services which are not a part of direct
instruction. It includes medical,dental,and nursing services.
Function 34-Student Transportation
This function includes the cost of providing management and operational services for transporting students
to and from school. Function 34 includes transportation supervisors and bus drivers, but does not include
field trips (function 11) or student organization trips (function 36).
Function 35-Food Services
This function includes the management of the food service program at the schools and the serving of ineals,
lunches, or snacks in connection with school activities. Function 35 includes cooks and food purchases, but
does not include concession stands (function 36).
Function 36- Co-curricular/ExtracurricularActivities
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).
40 Su�port 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 Sup�ort 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.
65
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 Capital0utlay
Function 81 —Capital Acquisition & Construction
This function includes expenditures that are acquisitions, construction, or major renovation of Academy
facilities.
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Explanation & Summary ofMaior Budaet Components
REVENUES: The revenues received by Westlake Academy are classified into one of three broad categories:
Federal, State or Local. State funding is the Academy's largest revenue source making up over 74%of revenues
from all funds. Staff estimates that the average level of total state aid paid through the Foundation School
Program (FSP) in FY 2013/14 will be approximately$6,828 per student; approximately a four percent (4%) increase
from the FY 2012/13 levels. As an open-enrollment charter school, Westlake Academy has the ability to establish
specific class sizes and set limitations on secondary boundary enrollment. Enrollment for FY 12/13 is projected at
650 students in accordance with the current plan to attempt to maintain 20 students per class.
Federal funding is received through grants that support special education and accounts for approximately one
percent (1%) of revenues for all funds.
Local funding consists of two major sources,the Town and the Westlake Academy Foundation. As a municipally-
owned charter school Westlake Academy does not have taxing authority; the Town of Westlake is responsible for
debt service and capital improvements,these costs are estimated at$1,935,529 for FY 2013/14. The Westlake
Academy Foundation is an independent non-profit organization that raises funds through donations and fund
raising; the FY 2013/14 forecast is$1,594 per student, or approximately$1,079,000. Westlake Academy is
supported by a non-profit organization called the Westlake Academy Foundation (WAF). The WAF conducts
several annual fundraising activities: first,the Blacksmith Campaign is an annual fund drive that focuses specifically
on the parents of students at the Academy and tries to leverage these donations with the employers who have
matching programs for individuals who contribute time or money to non-profits. The Blacksmith Campaign is held
each year in the month of October and each family is asked to contribute $2,500 per student to help cover the gap
between the state public education funding and what the Academy actually spends on each student.
EXPENDITURES: Compensation and benefits are the largest operating cost for Westlake Academy. The current
teacher pay scale is based on the Board policy of being within 3%of the median of the nine (9) surrounding public
school districts. Per Board direction,the salary scale had a 1% pay increase for all faculty and staff inembers in the
FY 2012/13, and staff is recommending a 1.5% pay increase for all faculty and staff inembers in the FY 2013/14
school year. The increase for all applicable staff equals $86,404 (approximately 2%, including step-increases).
The indirect operating costs were paid by the Academy in FY 2011/12, but due to the reduction of state funding in
the last biennium and the uncertainty of future funding scenarios, the indirect operating cost transfer has been
removed from the Academy's operating budget beginning FY 2012/13.
Financial Summary
The budget is developed within the guidelines predicated by the Texas Education Agency and is organized into a
series of accounts called funds. The total revenue for all funds for the Academy is estimated to be $6,461,662 and
total expenditure appropriations amount to be $6,390,294. The following schedules present a comparison of
revenues and expenditures for all Governmental Funds in the budget. Budgets for the General Fund, the Food
Service Fund (a Special revenue Fund) and the Debt Service Fund must be included in the official district budget
(legal or fiscal year basis). The Academy does not maintain a Food Service Fund or a Debt Service Fund;therefore;
the only fund legally adopted will be the General Fund.
69
WESTLAKE ACADEMY
COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
ALL GOVERNMENTAL FUNDS
For the Year Ending August 31, 2014
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget Estimated to
FY 09/10 FY 10/11 FY il/12 FY 12/13 FY 12/13 FY 13/14 Adopted
REVENUES
Federal Program Revenues $ 199,436 $ 157,445 $ 152,351 $ 69,239 $ 82,367 $ 67,722 $ (14,645)
State Program Revenues 3,687,706 3,945,658 4,362,921 4,488,261 4,583,926 4,855,506 271,580
Local Revenues 656,508 874,206 1,237,004 1,281,934 1,167,054 1,538,434 371,381
4,543,649 4,977,309 5,752,276 5,839,434 5,833,347 6,461,662 628,315
EXPENDITURES(BY FUNCTION)
11 -Instructional 2,428,184 2,764,022 3,170,372 3,377,707 3,515,750 3,633,683 117,933
12 -Resources& Media 87,511 73,398 89,129 140,756 67,543 60,785 (6,758)
13 -Staff Development 95,387 111,933 74,656 126,952 126,871 144,154 17,283
21 -Instructional Leadership 97,623 125,265 135,962 127,812 94,652 185,339 90,687
23 -School Leadership 286,307 294,931 347,515 353,683 385,289 456,515 71,226
31 -Guidance&Counseling 159,850 165,245 232,419 234,011 239,065 238,786 (279)
33 -Health Services 56,963 53,513 60,917 58,324 58,999 58,6Z0 (379)
35 -Food Services 8,135 - 11,517 9,544 13,554 15,116 1,562
36 -CoCurricular/Extra.Activities 116,808 7,275 131,972 186,036 154,344 221,087 66,743
41 -Administrative 318,624 105,472 675,763 314,263 333,902 362,289 28,387
51 -Maintenance&Operations 265,969 301,672 596,913 607,211 614,585 674,112 59,526
53 -Data Processing 157,923 525,273 173,587 166,686 166,687 247,719 81,032
61 -Community Services 59,592 154,962 76,880 91,890 94,989 92,091 (2,898)
71 -Debt Service 41,495 69,739 - - - - -
81 -Facility Acquisition/Construction - 132,286 15,960 23,940 23,940 - (23,940)
Total Expenditures 4,180,369 4,884,985 5,793,560 5,818,815 5,890,169 6,390,294 500,125
Excess(Deficiency)of Revenues Over(Under)
Expenditures 363,280 92,325 (41,285) 20,619 (56,822) 71,368 128,190
OTHER FINANCING SOURCES(USES)
79-Other Resources - 659,704 26,124 44,823 28,178 45,000 16,822
89-Other Uses 100,000 (603,000) (26,124) (57,663) (28,178) (45,000) (16,822)
79-Special Item-Resource 67,760 40,959 - 40,959
89-Extraordinary Item -Use (124,346) (40,959) - (40,959)
Total Other Financing Sources(Uses) (100,000) 56,704 (56,586) (12,840) - - -
NET CHANGES IN FUND BALANCE 263,280 149,029 (97,871) 7,779 (56,822) 71,368 128,190
FUND BALANCE,BEGINNING 504,654 767,934 916,962 819,090 819,090 762,267 (56,822)
FUND BALANCE,ENDING 767,934 916,962 819,090 826,869 762,267 833,635 71,368
Assigned-Tech/FF&E Replacemt - 100,000 - - - - -
Assigned-Special Revenue Funds - - - - - - -
Assigned-Uniforms/Equip Rep. 13,718 4,499 - - - - -
Assigned-Facility Maintenance/FFE - - - - - - -
FUND BAIANCE,UNASSIGNED $ 754,215 $ 812,464 $ 819,090 $ 826,869 $ 762,267 $ 833,635 $ 71,368
70
All Governmental Funds-Total Revenues
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget to
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Adopted
General Fund $4,280,723 $4,608,574 $5,244,170 $5,668,555 $5,575,442 $6,212,057 $ 636,615
Special Revenue Funds 262,926 368,736 508,106 170,879 257,904 249,605 (8,299)
Total Governmental Funds $4,543,649 $4,977,310 $5,752,276 $5,839,434 $5,833,347 $6,461,662 $ 628,315
All Governmental Funds-Total Expenditures
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget to
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Adopted
General Fund $3,917,886 $4,518,107 $5,287,757 $5,627,225 $5,632,264 $6,140,689 $ 508,425
Special Revenue Funds 262,483 366,878 505,804 191,591 257,905 249,605 (8,300)
Total Governmental Funds $4,180,369 $4,884,985 $5,793,561 $5,818,816 $5,890,169 $6,390,294 $ 500,125
All Governmental Funds- Expenditures by Object Code
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget to
Expenditures by Object FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Adopted
61XX-Payroll &Related Items $3,146,497 $3,450,208 $4,089,284 $4,492,764 $4,459,051 $4,832,464 373,413
62XX-Contracted Services 488,230 849,942 1,075,052 749,490 847,006 882,229 35,223
63XX-Supplies &Materials 258,991 338,308 345,997 286,576 286,339 385,613 99,274
64XX-Other Operati ng 245,156 246,527 283,228 289,986 297,773 289,989 (7,785)
65XX-Debt Servi ce 41,495 - - - - - -
Total Expenditures $4,180,369 $4,884,985 $5,793,561 $5,818,816 $5,890,169 $6,390,294 $ 500,125
71
WESTLAKE ACADEMY
REVENUE SUMMARY-ALL GOVERNMENTAL FUNDS
For the Year Ending August 31, 2014
Adopted Estimated Proposed
Audited Audited Audited Budget Budget Budget
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14
REVENUES
Federal Program Revenues $ 199,436 $ 157,445 $ 152,351 $ 69,239 $ 82,367 $ 67,722
State Program Revenues 3,687,706 3,945,658 4,362,921 4,488,261 4,583,926 4,855,506
Local Revenues 656,508 874,207 1,237,004 1,281,934 1,167,054 1,538,434
Total Revenues 4,543,649 4,977,310 5,752,276 5,839,434 5,833,347 6,461,662
WESTLAKE ACADEMY
EXPENDITURE SUMMARY-ALL GOVERNMENTAL FUNDS
For the Year Ending August 31, 2014
Adopted Estimated Proposed
Audited Audited Audited Budget Budget Budget
EXPENDITURES(BY FUNCTION) FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 11/12 FY 13/14
11 -Instructional $ 2,428,184 $ 2,764,022 $ 3,170,372 $ 3,377,707 $3,515,750 $3,633,683
12 -Resources& Media 87,511 73,398 89,129 140,756 67,543 60,785
13 -Staff Development 95,387 111,933 74,656 126,952 126,871 144,154
21 -Instructional Leadership 97,623 125,265 135,962 127,812 94,652 185,339
23 -School Leadership 286,307 294,931 347,515 353,683 385,289 456,515
31 -Guidance&Counseling 159,850 165,245 232,419 234,011 239,065 238,786
33 -Health Services 56,963 53,513 60,917 58,324 58,999 58,620
35 -Food Services 8,135 - 11,517 9,544 13,554 15,116
36 -CoCurricular/Extra.Activities 116,808 7,275 131,972 186,036 154,344 221,087
41 -Administrative 318,624 105,472 675,763 314,263 333,902 362,289
51 -Maintenance&Operations 265,969 301,672 596,913 607,211 614,585 674,112
53 -Data Processing 157,923 525,273 173,587 166,686 166,687 247,719
61 -Community Services 59,592 154,962 76,880 91,890 94,989 92,091
71 -Debt Service 41,495 69,739 - - - -
81 -Facility Acquisition/Construction - 132,286 15,960 23,940 23,940 -
Total Expenditures $ 4,180,369 $ 4,884,985 $ 5,793,561 $ 5,818,815 $5,890,169 $6,390,294
72
Westlake Academy
All Funds Revenues and Expenditures
Fiscal Year 13/14
Revenues
State Program
Revenues LocalRevenues
75% 24%
Federal Program
Revenues
1%
Expenditures by Object
61XX-Payroll&
Related Items
76%a
62XX-Contracted
�` � , Services
`'�:� 14%
63XX-Supplies&
64XX-Other Materials
Operating 6%
4%
73
WESTLAKE ACADEMY
COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
ALL GOVERNMENTAL FUNDS
For the Year Ending August 31, 2014
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget Estimated to
FY 09/30 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Adopted
REVENUES
Federal Program Revenues $ 199,436 $ 157,445 $ 152,351 $ 69,239 $ 82,367 $ 67,722 $ (14,645)
State Program Revenues 3,687,706 3,945,658 4,362,921 4,488,261 4,583,926 4,855,506 271,580
Local Revenues 656,508 874,206 1,237,004 1,281,934 1,167,054 1,538,434 371,381
4,543,649 4,977,309 5,752,276 5,839,434 5,833,347 6,461,662 628,315
EXPENDITURES(BY FUNCTION)
11 -Instructional 2,428,184 2,764,022 3,170,372 3,377,707 3,515,750 3,633,683 117,933
12 -Resources& Media 87,511 73,398 89,129 140,756 67,543 60,785 (6,758)
13 -Staff Development 95,387 111,933 74,656 126,952 126,871 144,154 17,283
21 -Instructional Leadership 97,623 125,265 135,962 127,812 94,652 185,339 90,687
23 -School Leadership 286,307 294,931 347,515 353,683 385,289 456,515 71,226
31 -Guidance&Counseling 159,850 165,245 232,419 234,011 239,065 238,786 (279)
33 -Health Services 56,963 53,513 60,917 58,324 58,999 58,620 (379)
35 -Food Services 8,135 - 11,517 9,544 13,554 15,116 1,562
36 -CoCurricular/Extra.Activities 116,808 7,275 131,972 186,036 154,344 221,087 66,743
41 -Administrative 318,624 105,472 675,763 314,263 333,902 362,289 28,387
51 -Maintenance&Operations 265,969 301,672 596,913 607,211 614,585 674,112 59,526
53 -Data Processing 157,923 525,273 173,587 166,686 166,687 247,719 81,032
61 -CommunityServices 59,592 154,962 76,880 91,890 94,989 92,091 (2,898)
71 -Debt Service 41,495 69,739 - - - - -
81 -Facility Acquisition/Construction - 132,286 15,960 23,940 23,940 - (23,940)
Total Expenditures 4,180,369 4,884,985 5,793,560 5,818,815 5,890,169 6,390,294 500,125
Excess(Deficiency)of Revenues Over(Under)
Expenditures 363,280 92,325 (41,285) 20,619 (56,822) 71,368 (128,190)
OTHER FINANCING SOURCES(USES)
79-Other Resources - 659,704 26,124 44,823 28,178 45,000 16,822
89-Other Uses 100,000 (603,000) (26,124) (57,663) (28,178) (45,000) (16,822)
79-Special Item-Resource 67,760 40,959 - 40,959
89-Extraordinary Item-Use (124,346) (40,959) - (40,959)
Total Other Financing Sources(Uses) (100,000) 56,704 (56,586) (12,840) - - -
NET CHANGES IN FUND BALANCE 263,280 149,029 (97,871) 7,779 (56,822) 71,368 128,190
FUND BALANCE,BEGINNING 504,654 767,934 916,962 819,090 819,090 762,267 (56,822)
FUND BALANCE,ENDING 767,934 916,962 819,090 826,869 762,267 833,635 71,368
Assigned-Tech/FF&E Replacemt - 100,000 - - - - -
Assigned-Special Revenue Funds - - - - - - -
Assigned-Uniforms/Equip Rep. 13,718 4,499 - - - - -
Assigned-Facility Maintenance/FFE - - - - - - -
FUND BALANCE,UNASSIGNED $ 754,215 $ 812,464 $ 819,090 $ 826,869 $ 762,267 $ 833,635 $ 71,368
74
WESTLAKE ACADEMY
COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
GENERAL FUND
For the Year Ending August 31, 2014
Proposed FY 13/14
197 198 199 Total
Transportation/ Athletic General General
Parking Fund Activities Fund Fund
FY 13/14 FY 13/14 FY 13/14 FY 13/14
REVENUES
State Program Revenues $ - $ - $ 4,638,701 $ 4,638,701
Local Revenues 50,000 67,350 1,456,006 1,573,356
Total Revenues 50,000 67,350 6,094,707 6,212,057
EXPENDITURES(BY FUNCTION)
11 -Instructional 21,530 - 3,491,532 3,513,062
12 -Resources& Media - - 60,785 60,785
13 -Staff Development - - 75,170 75,170
21 -Instructional Leadership - - 185,339 185,339
23 -School Leadership - - 456,515 456,515
31 -Guidance&Counseling - - 238,786 238,786
33 -Health Services - - 58,620 58,620
35 -Food Services - - 15,116 15,116
36 -CoCurricular/Extracurricular Activities 20,310 138,026 2,751 161,087
41 -Administrative - - 362,289 362,289
51 -Maintenance& Operations - - 674,112 674,112
53 -Data Processing - - 247,719 247,719
61 -Community Services - - 92,091 92,091
71 -Debt Service - - - -
81 -Facility Acquisition/Construction - - - -
Total Expenditures 41,840 138,026 5,960,823 6,140,689
Excess (Deficiency)of Revenues Over(Under) Expenditures 8,160 (70,676) 133,884 71,368
OTHER FINANCING SOURCES (USES)
79 -Other Resources - 45,000 - 45,000
89 -Other Uses - - (45,000) (45,000)
Total Other Financing Sources (Uses) - 45,000 (45,000) -
NET CHANGES IN FUND BALANCE 8,160 (25,676) 88,884 71,368
FUND BALANCE, BEGINNING 37,895 54,873 664,897 757,665
FUND BALANCE, ENDING 46,055 29,196 753,781 829,033
Assigned -Technology/FF&E Replacement - - - -
Assigned -Uniform/Equipment Replacement - - - -
Assigned -Facility Maintenance/FFE - - - -
ENDING FUND BALANCE (UNASSIGNED) $ 46,055 $ 29,196 $ 753,781 $ 829,033
75
WESTLAKE ACADEMY
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
TRANSPORTATION/PARKING FUND - 197
For the Year Ending August 31, 2014
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget Estimated to
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Adopted
REVENUES
State Program Revenues $ - $ - $ - $ - $ - $ - $ -
Local Revenues - 8,137 49,855 35,000 28,588 50,000 21,412
Total Revenues - 8,137 49,855 35,000 28,588 50,000 21,412
EXPENDITURES(BY FUNCTION)
11 -Instructional - - 862 - 13,265 21,530 8,265
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 - 9,800 16,979 21,800 7,778 20,310 12,532
41 -Administrative - - - - - - -
51 -Maintenance&Operations - - - - - - -
53 -Data Processing - - - - - - -
61 -Community5ervices - - - - - - -
71 -Debt Service - - - - - - -
81 -Facility Acquisition/Construction - - - - - - -
Total Expenditures - 9,800 17,841 21,800 21,043 41,840 20,797
Excess(Deficiency)of Revenues Over
(Under)Expenditures - (1,664) 32,014 13,200 7,545 8,160 615
OTHER FINANCING SOURCES(USES)
79-Other Resources - - - - - - -
89-Other Uses - - - 12,840 - - (12,840)
Total Other Financing Sources(Uses) - - - (12,840) - - 12,840
NET CHANGES IN FUND BALANCE - (1,664) 32,014 360 7,545 8,160 615
FUND BALANCE,BEGINNING - - (1,664) 30,350 30,350 37,895 7,545
FUND BALANCE,ENDING - (1,664) 30,350 30,710 37,895 46,055 8,160
Assigned-Parking - - - -
Assigned-Transportation - - - -
ENDING FUND BALANCE(UNASSIGNED) $ - $ (1,664) $30,350 $30,710 $ 37,895 $ 46,055 $ 8,160
76
WESTLAKE ACADEMY
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
ATHLETIC ACTIVITIES FUND- 198
For the Year Ending August 31, 2014
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget Estimated to
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Estimated
REVENUES
State Program Revenues $ - $ - $ - $ - $ - $ - $ -
Local Revenues 67,200 49,198 49,821 33,500 56,780 67,350 10,570
Total Revenues 67,200 49,198 49,821 33,500 56,780 67,350 10,570
EXPENDITURES(BY FUNCTION)
11 -Instructional - - - - 1,351 - (1,351)
12 -Resources&Media - - - - - - -
13 -Staff Development - - - - - - -
21 -Instructional Leadership - - - - - - -
23 -School Leadership - - - - - - -
31 -Guidance&Counseling - - - - - - -
33 -Health Services - - - - - - -
35 -Food Services - - - - - - -
36 -CoCurricular/ExtracurricularActivities 54,708 61,051 58,553 78,323 83,607 138,026 54,420
41 -Administrative - - - - - - -
51 -Maintenance&Operations - - - - - - -
53 -Data Processing - - - - - - -
61 -Community Services - - - - - - -
71 -Debt Service - - - - - - -
81 -Facility Acquisition/Construction - - - - - - -
Total Expenditures 54,708 61,051 58,553 78,323 84,958 138,026 53,069
Excess(Deficiency)of Revenues Over 12,492 (11,852) (8,732) (44,823) (28,178) (70,676) (32,971)
OTHER FINANCING SOURCES(USES)
79-Other Resources - 34,509 26,124 44,823 28,178 45,000 16,822
89-Other Uses - - - - - - -
TotalOtherFinancingSources(Uses) - 34,509 26,124 44,823 28,178 45,000 16,822
NET CHANGES IN FUND BALANCE 12,492 22,656 17,392 - - (25,676) (25,676)
FUND BALANCE,BEGINNING 2,332 14,825 37,481 54,873 54,873 54,873 -
FUND BALANCE, ENDING 14,825 37,481 54,873 54,873 54,873 29,196 (25,676)
Assigned-Technology/FF&E Replacement - - - - - - -
Assigned-Uniform/Equipment Replacement 13,718 - - - - - -
Assigned-Facility Maintenance/FFE - - - - - - -
ENDING FUND BALANCE(UNASSIGNED) $ 1,107 $ 37,481 $ 54,873 $ 54,873 $ 54,873 $ 29,196 $ (25,676)
77
WESTLAKE ACADEMY
STATEMENT OF REVENUES,EXPENDITURES AND CHANGES IN FUND BALANCE
GENERAL FUND-199
For the Year Ending August 31,2014
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget Estimated to
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Estimated
REVENUES
State Program Revenues $3,669,363 $3,925,918 $4,362,921 $4,488,261 $4,583,926 $4,638,701 $ 54,775
Local Revenues 544,160 625,321 781,573 1,111,794 906,148 1,456,006 549,858
Total Revenues 4,213,523 4,551,239 5,144,494 5,600,055 5,490,074 6,094,707 604,633
EXPENDITURES(BY FUNCTION)
11 -Instructional 2,219,605 2,493,253 2,824,665 3,262,468 3,368,875 3,491,532 122,657
12 -Resources&Media 87,511 73,398 74,628 140,756 67,543 60,785 (6,758)
13 -Staff Oevelopment 48,757 49,351 9,732 80,600 85,513 75,170 (10,343)
21 -Instructional Leadership 97,623 121,795 134,839 127,813 94,652 185,339 90,687
23 -School Leadership 286,307 294,326 341,469 353,683 364,544 456,515 91,971
31 -Guidance&Counseling 159,850 165,245 229,067 234,011 235,956 238,786 2,829
33 -Health Services 56,963 53,513 60,917 58,324 58,999 58,620 (379)
35 -Food Services 8,135 - 11,517 9,544 13,554 15,116 1,562
36 -CoCurricular/ExtracurricularActivities 54,825 7,275 27,598 55,913 2,525 2,751 226
41 -Administrative 318,624 23,861 655,149 314,263 333,902 362,289 28,387
51 -Maintenance&Operations 265,969 283,179 584,891 607,211 614,585 674,112 59,526
53 -Data Processing 157,923 525,273 164,049 166,686 166,687 247,719 81,032
61 -Community Services 59,592 154,962 76,880 91,890 94,989 92,091 (2,898)
71 -DebtService 41,495 69,739 - - - - -
81 -FacilityAcquisition/Construction - 132,086 15,960 23,940 23,940 - (23,940)
Total Expenditures 3,863,178 4,447,255 5,211,363 5,527,102 5,526,263 5,960,823 434,559
Excess(Deficiency)of Revenues Over 350,345 103,984 (66,869) 72,953 (36,189) 133,884 170,073
OTHER FINANCING SOURCES(USES)
79-Transfersln - 34,509 67,760 - - - -
89-Transfer0ut(Use) - (34,509) (26,124) (44,823) (28,178) (45,000) (16,822)
TotalOtherFinancingSources(Uses) - - 41,636 (44,823) (28,178) (45,000) 41,636
OTHER FINANCING SOURCES(USES)
79-Specialltem(RosevearinsuranceRefund) - - - - - - -
89-Specialltem - - - - - - -
79-Extraordinary Item - 590,686 - - 40,959 - (40,959)
89-Extraordinary Item 100,000 (568,491) (124,346) - (40,959) - 40,959
Total Other FinancingSources(Uses) (100,000) 22,195 (124,346) - - - -
NETCHANGESINFUNDBALANCE 250,345 126,179 (149,579) 28,130 (64,367) 88,884 153,251
FUND BALANCE,BEGINNING 502,322 752,664 878,843 729,264 729,264 664,897 (64,367)
FUND BALANCE,ENDING 752,664 878,843 729,264 757,394 664,897 753,781 88,884
Assigned-Technology/FF&E Replacement - 100,000 - - -
Assigned-Uniform/Equipment Replacement 13,718 4,499 - - - -
Assigned-Facility Maintenance/FFE - - - - -
ENDING FUND BALANCE(UNASSIGNED) $ 738,946 $ 774,344 $ 729,264 $ 757,394 $ 664,897 $ 753,781 $ (45,080)
78
WESTLAKE ACADEMY
SCHEDULE OF EXPENDITURES BY FUNCTION &OBJECT CODE
GENERAL FUND
For the Year Ending August 31, 2014
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget Estimated to
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Adopted
EXPENDITU RES
11 Instrudional
6100 Payrol I $1,989,008 $2,260,355 $2,651,306 $3,050,997 $3,166,767 $3,272,941 $ 106,174
6200 Contracted Services 44,103 53,085 44,836 47,750 83,111 88,150 $ 5,039
6300 Supplies&Materials 151,089 135,772 91,799 112,121 104,912 116,071 $ 11,159
6400 Other Operati ng 35,406 44,042 37,585 51,600 28,702 35,900 $ 7,198
Totallnstructional 2,219,605 2,493,253 2,825,527 3,262,468 3,383,491 3,513,062 129,570
12 Resource&Media
6100 Payroll 74,569 63,904 71,348 131,206 58,568 51,035 (7,533)
6200 Contracted Services 4,131 1,640 3,025 1,250 1,575 1,450 (125)
6300 Supplies&Materials 8,811 7,840 255 6,000 6,450 6,000 (450)
6400 Other Operati ng - 15 - 2,300 950 2,300 1,350
Total Resource&Media 87,511 73,398 74,628 140,756 67,543 60,785 (6,758)
13 Staff Development
6100 Payroll - - - - - - -
6200 Contracted Services 540 3,200 - - 500 - (500)
6300 Supplies&Materials 733 708 - - - - -
6400 Other Operating 47,484 45,444 9,732 80,600 85,013 75,170 (9,843)
Total Staff Development 48,757 49,351 9,732 80,600 85,513 75,170 (10,343)
21 Instrudional Leadership
6100 Payroll 97,515 120,319 134,714 122,412 91,952 179,939 87,987
6200 Contracted Services - - - - - - -
6300 Supplies &Materials - - 125 - - - -
6400 Other Operating 108 1,476 - 5,400 2,700 5,400 2,700
Total Instructional Leadership 97,623 121,795 134,839 127,812 94,652 185,339 90,687
23 School Leadership
6100 Payroll 249,086 267,996 315,215 316,683 354,214 451,515 97,301
6200 Contracted Services 29,286 23,560 24,821 28,000 - - -
6300 Supplies &Materials 1,057 437 1,261 1,000 600 1,000 400
6400 Other Operati ng 6,879 2,333 171 8,000 9,730 4,000 (5,730)
Total School Leadership 286,307 294,326 341,469 353,683 364,544 456,515 91,971
31 Guidance&Counseling
6100 Payroll 122,925 128,157 176,889 181,111 181,482 180,526 (956)
6200 Contracted Services 36,170 32,461 47,955 46,000 47,304 53,400 6,097
6300 Supplies&Materials 584 4,276 3,193 6,400 3,731 4,360 629
6400 Other Operati ng 172 351 1,030 500 3,440 S00 (2,940)
Total Guidance&Counseling 159,850 165,245 229,067 234,011 235,956 238,786 2,829
33 Health Services
6100 Payroll $ 55,236 $ 51,340 $ 59,643 $ 56,824 $ 58,179 $ 57,120 $ (1,059)
6200 Contracted Services 65 - - - 145 - (145)
6300 Supplies&Materials 1,662 1,595 1,110 1,500 675 1,500 825
6400 Other Operati ng - 578 165 - - - -
Total Health Services 56,963 53,513 60,917 58,324 58,999 58,620 (379)
35 Food Services
6100 Payroll 8,067 6,650 11,517 9,044 13,554 14,616 1,062
6300 Supplies&Materials 68 624 - 500 - - -
6400 Other Operating - - - - - 500 500
Total Food Services 8,135 7,275 11,517 9,544 13,554 15,116 1,562
79
WESTLAKE ACADEMY
SCHEDULE OF EXPENDITURES BY FUNCTION &OBJECT CODE
GENERAL FUND
For the Year Ending August 31, 2014
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget Estimated to
FY 09/30 FY 10/il FY 11/12 FY 12/13 FY 12/13 FY 13/14 Adopted
36 CoCurricular Activities
6100 Payroll 42,664 55,288 56,789 106,069 27,948 47,910 19,962
6200 Contracted Services 15,053 19,031 22,156 15,050 23,356 50,750 27,394
6300 Supplies&Materials 38,654 11,268 16,838 17,932 29,659 32,800 3,141
6400 Other Operati ng 13,162 9,125 7,348 16,985 12,946 29,627 16,681
Total CoCurricular Activities 109,533 94,713 103,131 156,036 93,909 161,087 67,178
41 Administrative
6100 Payroll 119,774 114,622 125,468 120,254 121,198 132,018 10,820
6200 Contracted Services 138,582 99,103 447,817 114,900 140,408 149,779 9,371
6300 Supplies &Materials 14,272 7,060 7,869 11,750 13,100 11,750 (1,350)
6400 Other Operati ng 45,996 62,394 73,995 67,359 59,196 68,741 9,545
Total Administrative 318,624 283,179 655,149 314,263 333,902 362,289 28,387
51 Maintenance&Operations
6100 Payroll 11,871 21,662 55,757 55,148 62,355 66,429 4,074
6200 Contracted Services 192,692 420,930 417,338 434,100 432,761 470,200 37,439
6300 Supplies&Materials 12,499 37,469 57,131 73,233 67,364 73,233 5,869
6400 Other Operati ng 48,906 45,213 54,665 44,730 52,105 64,250 12,145
Total Maintenance&Operations 265,969 525,273 584,891 607,211 614,585 674,112 59,526
53 Data Processing
6100 Payroll 121,658 132,906 144,800 145,886 145,887 149,619 3,732
6200 Contracted Services 20,335 6,812 4,243 8,500 8,660 8,500 (160)
6300 Supplies&Materials 15,516 14,824 14,746 10,500 10,820 85,500 74,680
6400 Other Operati ng 414 420 260 1,800 1,320 4,100 2,780
Total Data Processing 157,923 154,962 164,049 166,686 166,687 247,719 81,032
61 Community Services
6100 Payroll 59,592 69,739 76,880 91,890 94,989 92,091 (2,898)
Total Community Service 59,592 69,739 76,880 91,890 94,989 92,091 (2,898)
71 Debt Service
6500 DebtService 41,495 - - - - - -
Total Debt Service 41,495 - - - - - -
81 Facility Acquisition/Construction
6200 Contracted Services - 132,086 15,960 23,940 23,940 - (23,940)
Total FacilityAcquisition/Construction - 132,086 15,960 23,940 23,940 - (23,940)
Total Expenditure $3,917,886 $4,518,107 $5,287,757 $5,627,225 $5,632,264 $6,140,689 $ 508,425
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget Estimated to
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Adopted
EXPENDITURES BY OBJECT CODE
61XX-Payrol I &Related Items $2,951,964 $3,292,938 $3,880,327 $4,387,525 $4,377,093 $4,695,758 $ 318,665
r
62XX-Contracted Services $ 480,955 $ 791,907 $1,028,151 $ 719,490 $ 761,759 $ 822,229 $ 60,470
.
63XX-Supplies &Materials $ 244,945 $ 221,871 $ 194,327 $ 240,936 $ 237,310 $ 332,214 $ 94,904
r
64XX-Other Operati ng $ 198,527 $ 211,391 $ 184,952 $ 279,274 $ 256,102 $ 290,489 $ 34,387
65XX-Debt Servi ce $ 41,495 $ - $ - $ - $ - $ - $ -
Total Expenditures $3,917,886 $4,518,107 $5,287,757 $5,627,225 $5,632,264 $6,140,689 $ 508,425
80
Westlake Academy
General Fund Revenues and Expenditures
Fiscal Year 2013/14
Revenues
Local Revenues
. 24%
State Program
Revenues
76%
61XX- Payroll &
Related Items
77%
�
�' 62XX- Contracted
Services
65XX- Debt� 13%
Service 64XX- Other 63XX-Supplies &
p�/ Operating Materials
5% 5%
81
Westlake Academy
General Fund Expenditures by Function
Fiscal Year 2013/14
�`'==�----_�
_ � , -- --- - --__����
_. ..,� -
I
,,; �
;, �
011 - Instructional 012 - Resources & Media
�13 -Staff Development P 21 - Instructional Leadership
w 23 -School Leadership �31 -Guidance &Counseling
I�33 - Health Services o 35 - Food Services
v 36 -CoCurricular/ Extra. Activities W 41 -Administrative
r�51 - Maintenance &Operations u 53 - Data Processing
�t 61 -Community Services �71 - Debt Service
82
Westlake Academy
General Fund - Revenue and Expenditure Comparison
Fiscal Year 03/04 through 13/14
o ,
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 Adopted $5,685,493 2% $5,627,225 0% $58,268
FY 12/13 Estimated $5,575,442 6% $5,632,264 7% -$56,822
FY 13/14 Proposed $6,212,057 11% $6,140,689 9% $71,368
Revenue & Expenditure Comparison
N ��
C
O
� $6
$5 rn
N
Lf1
�
$4 - o0
N
�
�
$3
$2
$1
$0 , -
FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09110 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14
Adopted Estimated Proposed
■Revenues ■Expenditures
83
WESTLAKE ACADEMY
COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
ALL SPECIAL REVENUE FUNDS
For the Year Ending August 31, 2014
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget Estimated to
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Proposed
REVENUES
Federal Program Revenues $ 199,436 $157,445 $ 147,131 $ 69,239 $ 82,367 $ 67,722 $ (14,645)
State Program Revenues 18,343 19,600 11,934 - 47,891 52,899 5,008
Local Program Revenues 45,148 191,691 349,041 101,640 127,646 128,984 1,338
Total Revenues 262,926 368,736 508,106 170,879 257,904 249,605 (8,299)
EXPENDITURES(BY FUNCTION)
11 -Instructional 208,579 270,769 344,845 115,239 132,258 120,621 (11,637)
12 -Resources &Media - - - - - - -
13 -StaffDevelopment 46,630 62,581 79,425 46,352 41,358 68,984 27,626
21-Instructional Leadership - 3,470 1,122 - - - -
23-School Leadership - 605 6,046 - 20,745 - (20,745)
31 -Guidance&Counseling - - 3,352 - 3,109 - (3,109)
33 -Health Services - - - - - - -
35 -Food Services - - - - - - -
36 -Extracurricular Activities 7,275 10,759 28,841 30,000 60,435 60,000 (435)
41-Administrative - 18,493 20,614 - - - -
51 -Maintenance&Operations - - 12,022 - - - -
53 -Data Processing - - 9,537 - - - -
61 -Community Services - - - - - - -
71 -Debt Servi ce - - - - - - -
81-FacilityAcquisition/Construction - 200 - - - - -
Total Expenditures 262,483 366,878 505,804 191,591 257,905 249,605 (8,300)
Excess (Deficiency)of Revenues Over
(Under) Expenditures 443 1,858 2,302 (20,712) - - -
NET CHANGES IN FUND BALANCE 443 1,858 2,302 (20,712) - - -
FUND BALANCE,BEGINNING - 443 2,301 4,603 4,603 4,603 -
FUND BALANCE,ENDING 443 2,301 4,603 (16,109) 4,603 4,603 -
FUND BALANCE,ENDNG (Unassigned) $ 443 $ 2,301 $ 4,603 $ (16,109) $ 4,603 $ 4,603 $ -
Adopted Estimated Proposed Variance
Audited Audited Audited Budget Budget Budget Adopted to
FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 12/13 FY 13/14 Adopted
EXPENDITURES BY OBIECTCODE
61XX-Payroll &Related Items $ 194,533 $157,270 $ 208,957 $105,239 $ 81,958 $ 136,706 $ 54,748
62XX-Contracted Services 7,275 80,535 $ 46,901 30,000 85,247 60,000 $ (25,247)
63XX-Supplies &Materials 14,046 93,937 $ 151,670 45,640 49,028 52,899 $ 3,871
64XX-Other Operating 46,630 35,137 $ 98,276 10,712 41,671 - $ (41,671)
Total Expenditures $ 262,483 $366,878 $ 505,804 $191,591 $ 257,905 $249,605 $ (8,300)
84
WESTLAKE ACADEMY
COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
ALL SPECIAL REVENUE FUNDS
For the Year Ending August 31, 2014
Instructional Hudson Total
IDEA-B Materials Campus Dir.Of Special
Formula Allotment Activity Curr&Ed Revenue
224 410 461 498 Funds
REVENUES
Federal Program Revenues $ 67,722 $ - $ - $ - $ 67,722
State Program Revenues - 52,899 - - $ 52,899
Local Program Revenues - 60,000 68,984 $ 128,984
Total Revenues 67,722 52,899 60,000 68,984 249,605
EXPENDITURES(BY FUNCTION)
11 - Instructional 67,722 52,899 - - 120,621
13 -StaffDevelopment - - - 68,984 68,984
36 -Co-Curricular Activities - - 60,000 - 60,000
Total Expenditures 67,722 52,899 60,000 68,984 249,605
Excess (Deficiency)of Revenues Over
(Under) Expenditures - - - - -
NETCHANGES IN FUND BALANCE - - - - -
FUND BALANCE, BEGINNING - - 4,603 - 4,603
FUND BALANCE, ENDNG $ - $ - $ 4,603 $ - $ 4,603
85
`�Yoivi�� ��et�ieY• One Sc�ioo�One Cv�n�nuna�"
86
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CJ
Fiscal Stewardshin
The Superintendent and Board of Trustees is devoted to developing safeguards to keep the school system from
having financial problems and is committed to improving the financial condition of the Westlake Academy.To
achieve these results, a General Fund-Fund Balance of at least 45 days of daily operating costs or 12%of
annual expenditures is needed.
There are four primary reasons to maintain an adequate fund balance:
• Cash Flow-It is essential for the Board of Trustees to have enough cash on hand for payroll and other
obligations to be made timely because most state and federal grants require the Academy to make
payment first before the grant will make reimbursement.
• Unforeseen Events-Reserves often act as a contingency to meet unbudgeted and unexpected needs,
thus allowing time to make permanent changes to the budget and preventing fiscal problems from
needlessly worsening.
• Financial Security-A fund reserve demonstrates a sign of financial strength and security to banking
and financial institutions allowing the Town to borrow funds and sell bonds when additional facilities
need to be built or renovated at more favorable rates,thus saving the taxpayers money.
• Interest Earning-Having a fund balance allows the Academy to earn additional revenues without
having to tax citizens.
Figure 22-Fund Balance Analysis-General Fund
- �
� - • � � . •
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 Adopted $5,668,555 $5,627,225 $814,487 14% $15,417 $693,767 12%
FY 12/13 Estimated $5,575,442 $5,632,264 $757,666 13% $15,431 $694,389 12%
FY 13/14 Proposed $6,212,057 $6,140,689 $829,033 14% $16,824 $757,071 12%
The table above lists the revenues and expenditures for each year since the Academy began operating. The
Fund Balance column lists the accumulated ending fund balance (the chart does not show transfers in/out
which influence the fund balance each year);the percentage that follows this column represents the ratio of
fund balance to annual expenditures i.e. in FY 04/05, 14%correlates to the $232,091 fund balance that was
equal to approximately 12%of annual expenditures of$1,612,198 for the same fiscal year. Daily cost is
calculated by dividing the annual expenditure amount by 365 days. The minimum dollar and minimum
89
percentage amounts are calculated based on the Board's financial policy of maintaining a minimum of 45 days
of operating costs in fund balance i.e. daily cost multiplied by 45.
Future Board Direction and Financial Forecast
The Board, at its June 2012 planning retreat, directed staff to include the following in FY 12/13:
• Suspend indirect operating cost transfer from the Academy to the Town and prepare a new policy
regarding indirect operating costs.
• Budget Blacksmith at an amount that reflects the recent levels of giving
The following financial forecast was created to reflect these directives and supply the Board with a
conservative estimate of how these decisions will affect future revenues. The key assumptions used to
calculate future revenues are listed below.
This five year forecast indicates that once conservative estimates for expenditures and revenues have been
calculated;there will be a budget surplus through FY 2016/17.
FORECAST ASSUMPTIONS
Basic Assumptions:
• 18 students per class in Kindergarten
• 18 students per class in G1-G6
• 21 students per section in G7-G10
• Average Daily Attendance rate of 97%
Revenues:
• 100% use of Blacksmith ($1,594/student)
• 4% increase in FSP funding in FY 2013/14 and held flat
Expenditure:
• Personnel costs & Professional Services increase by 2%annually
• Supplies increase by 1 %z%annually
• Other operating costs increase by 1%annually
90
Westlake Academy-General Fund
Five Year Financial Forecast- FY 2012-13 thru FY 2016-17
PY Estimated
vs Proposed
Audited Adopted Estimated Proposed FY 13/14 Projected Projected Projected Projected
FY 11/12 FY 12/13 FY 12/13 FY 13/14 Variance FY 14/15 FY 15/16 FY 16/17 FY 17/18
1 GENERAL FUND BEG.BALANCE $ 914,660 $ 814,487 $ 814,487 $ 757,666 $ (56,822) $ 829,033 $ 1,196,865 $ 1,500,062 $ 1,693,948
2 REVENUES
3 Local Revenues
a WAF Salary Reimbursement 40,251 54,594 50,000 47,600 (2,400) 48,790 � 48,790 50,010 50,010
5 Other Local Revenue 60,301 28,000 31,420 2Q000 (11,420) 20,600 21,218 21,555 22,510
6 WAF Blacksmith 674,604 720,000 720,078 1,079,000 358,922 1,265,755 1,288,073 1,302,420 1,302,420
7 WAF Contribution 303,700 100,000 - (100,000) - - - -
8 WAF Fund-an-Item - - - 50,000 50,000 50,000 50,000 50,000 50,000
9 Interest Earned 2,417 2,500 1,500 2,500 1,000 1,515 1,658 2,394 3,000
10 Food Services 4,000 3,000 3,150 3,000 (150) 3,090 3,183 3,278 3,377
11 Town Contribution - - - 90,000 90,000 - - - -
12 Town Contribution-Westlake Reserve - - - - 300,000 300,000 300,000 300,000
13 Athletic Activities 49,821 33,500 56,780 6J,350 10,570 67,350 69,034 70,760 72,529
14 Transportation/Parking 49,855 35,000 28,588 50,000 21,412 51,000 52,020 53,060 54,122
15 Total Local Revenues 881,249 1,180,294 991,516 1,409,450 417,934 1,808,100 1,833,975 1,853,776 1,857,967
16 State Revenue
17 TEA-FSP Funds 4,129,084 4,260,809 4,351,065 4,542,811 191,746 5,258,789 5,351,513 5,411,122 5,411,122
18 TRS On-behalf/Medicare Part B 233,836 244,390 232,861 259,796 26,935 328,286 337,002 345,979 359,696
19 Total State Revenues 4,362,921 4,505,199 4,583,926 4,802,607 218,681 5,587,075 5,688,515 5,757,101 5,770,817
20 TOTAL REVENUES 5,244,170 5,685,493 5,575,442 6,212,057 636,615 7,395,175 7,522,490 7,610,877 7,628,784
21 EXPENDITURES by FUNCTION
22 Function 11-Instructional 2,825,527 3,262,468 3,383,491 3,513,062 129,570
23 Function 12-Resources&Media 74,628 140,756 67,543 60,785 (6,758)
24 Function 13-Curriculum&Staff Development 9,732 80,600 85,513 75,170 (10,343)
25 Function 21-Instru�tional Leadership 134,839 127,812 94,652 185,339 90,687
25 Function 23-School Leadership 341,469 353,683 364,544 456,515 91,971
27 Function 31-Guidance&Counseling 229,067 234,011 235,956 238,786 2,829
z8 Function 33-Health Services 60,917 58,324 58,999 58,620 (379)
29 Function 35-Food Services 11,517 9,544 13,554 15,116 1,562
30 Function 36-Co/Extracurricular Activities 103,131 156,036 93,909 161,087 67,178
31 Function 41-Administrative 655,149 314,263 333,902 362,289 28,387
32 Function 51-Maintenance&Operations 584,891 607,211 614,585 674,112 59,526
33 Function 53-Data Processing 164,049 166,686 166,687 247,719 81,032
34 Function 61-Community Services 76,880 91,890 94,989 92,091 (2,898)
35 Function 71-Debt Service - - - -
36 Function 81-Facility Acquisition/Construction 15,960 23,940 23,940 - (23,940)
37 TOTAL EXPENDITURES 5,287,757 5,627,225 5,632,264 6,140,689 508,425 - - - -
38 EXPENDITURES by OBIECT
39 Object Code 61XX-Salaries 3,880,327 4,387,525 4,377,093 4,695,758 318,665 5,471,426 5,616,699 5,766,320 5,994,927
4o Object Code 62XX-Prof.Contracted Services 1,028,151 719,490 761,759 522,229 60,470 1,013,501 1,043,906 1,075,224 1,107,482
41 Object Code 63XX-Supplies&Materials 194,327 240,936 237,310 332,214 94,904 251,887 259,443 267,226 275,242
42 Object Code 64XX-Other Operating Costs 184,952 279,274 256,102 29Q489 34,387 290,529 299,245 308,222 317,468
43 Object Code 65XX-Debt Service - - - - - - - - -
as TOTAL EXPENDITURES 5,287,757 5,627,225 5,632,264 6,140,692 508,425 7,027,343 7,219,293 7,416,992 7,695,119
46 OTHER RESOURCES(USES)
47 Other Resources-Local 26,124 44,823 69,137 45,000 (24,137) 45,000 45,000 45,000 45,000
48 Other Resources-Lawsuit 67,760 - - - - - - -
49 Other Uses-Local (26,124) (57,663) (28,178) (45,000) (16,822) (45,000) (45,000) (45,000) (45,000)
so Other Uses-Water Damage (56,704) - (40,959) 40,959 - - - -
51 Otheruses-Insurance (67,642) - - - - - - -
52 Net-Other Resources(Uses) (56,587) (12,840) - (40,959) - - - -
53 Excess Revenues Over(Under)Expenditures (100,174) 45,428 (56,822) 71,368 87,231 367,832 303,197 193,885 (66,335)
5a GENERAL FUND ENDING BALANCE 814,487 859,915 757,666 829,033 71,368 1,196,865 1,500,062 1,693,948 1,627,613
55 Assigned-Technology/FFE - - - - - - -
56 Assigned-Uniform/Equipment Replacement - - - - 14,838 14,838 14,838 14,838
59 ENDING FUND BALANCE(Unassigned) 814,487 859,915 757,666 829,033 71,368 1,182,027 1,485,224 1,679,130 1,612,775
60 �of Operating Days(365) 56 56 49 49 61 75 83 76
61 Students Enrolled
62 Primary 300 320 309 332 324 324 324 324
63 Secondary 330 330 349 345 470 484 493 493
64 Total Students Enrolled 630 650 658 677 794 808 817 817
91
Economic Outlook
Currently,there is an enormous amount of economic uncertainty both at the federal and state levels which has
caused many to question what the future will hold in terms of federal and state funding for public schools like
Westlake Academy. While each economic recession is unique, the effects they have on the market prices of
goods and services are substantially similar; the staff has utilized regression analysis to estimate revenues and
expenditures which helps mitigate uncertainty by taking into account past trends.
Revenues
Unlike most other public school districts,Westlake Academy itself does not have taxing authority. As State
funding makes up over 75% of General Fund revenues, the Academy is greatly affected by the State's decisions
regarding public charter school funding. The five year forecast has been prepared based on the expectation
that the 2013 legislative funding increases, of approximately four percent(4%), are permanent; it will take at
least two years for the State to authorize any additional increases due to the biennium budget cycle. It is also
important to note that many of the Academy's major revenues are a function of the total number of students
enrolled at the Academy. Thus, as enrollment has increased, revenues have also increased; this trend is
expected to continue as enrollment increases through FY 2015/16 when the Academy reaches full enrollment
capacity in the new facilities.
Expenditures
Similar to the Academy's revenues, its expenditures have also increased relative to increases in student
enrollment. To some extent, student population is indicative of the demand for teachers and support
personnel; the largest expenditure category is salaries and benefits for the Academy's faculty and staff. The
current forecast assumes no further expansions of curriculum or other programme areas that would
necessitate additional staff; no increases in personnel are included in the forecast. Other costs including
utilities, supplies, professional services and payroll and related expenses are escalated at a maximum of 2%
annually. This inflationary estimate is based on the Fed's current policy of maintaining low interest rates in
order to prevent high rates of inflation.
Fund Balance
The purpose of a financial forecast is to project current funding decisions into the future so that fiscal and
budgetary consequences can be recognized and addressed;they are an 'early warning system'for elected
leaders and staff. The current five-year forecast estimates the fund balance in the General Fund will increase
through FY 16/17. The decline is the result of increases expenditures at the rate of inflation, while maintaining
flat revenues from the state. The Westlake Academy Board of Trustees and staff are currently working on
Phase One of the Facility Master Plan which will allow for additional students in the future. The increase in
students in the primary and secondary school in FY 2014/15 will improve the Academy's financial outlook.
92
Enrollment & Emplo ev e Information
Enrollment History and Methodology
In past years, student enrollment at Westlake Academy has increased in concert with the expansion of grade
level offerings. In the 2009/10 fiscal year the Academy completed its grade-level expansion such that the
Academy now offers all grades, K-12. In FY 2010/11, student enrollment increased to an average of 20
students per class (Kindergarten, Grade 11, and Grade 12 excepted). In FY 2011/12, a third section in Grade 6
was added as well as a third section in grades seven through eleven (G7—G11).An increase in enrollment is
planned in FY 2014/15. This is the result of increased demand for services in the primary boundary. The
Academy will be able to service approximately 850 students in the FY 2014/15 school year,following the
completion of Phase One of the Facility Master Plan.
As an open enrollment charter school, Westlake Academy has the ability to set and maintain enrollment
numbers at levels determined by the Board of Trustees. The Academy currently has over 2,000 students on a
waiting list spanning Kindergarten through grade eleven. The waiting list which is developed each year
through a lottery process, allows the Academy to fill seats if student attrition occurs, maintaining a stable
student population number and classroom size.
Figure 2A-'�iF�stlaE<�Ac�c��my Stutlent Enrc�llsr��r�t
WA Student Enrollment
soo
700 � y�8 658 677
600 � 491 ��'0
500 379 �
400 3-?�— 346
300 264
195
200 II�
100
0
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 FY 13/14
Proposed
93
Figure 25�FY 12/13 lalfestlake Academy Census D�ta
PROJECTED WESTLAKE ACADEMY STUDENT CENSUS - FY 2013-2014
Primary Secondary Boundaries
Westlake Keller Other Siblings Due to School Due to Town Westlake Residents by neighborhood
Residents ISD ISD ISD Districts on Wait List Employee Employee 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 coach of Mahotea brook
Level StUd2rltS Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Stud. Glenwyck Vaquero Hills Westlake Boone Farms Other
K 34 28 82% 11 32% 17 50% 2 6% 4 12% 10 29% 5 15% 1 3% 9 8 2 0 0 0 9
G1 50 32 64% 11 22% 27 54°/a 3 6% 9 18% 1 2% 3 6% 0 0% 6 9 3 2 0 0 12
G2 41 23 56% 8 20% 23 56% 6 15% 4 10% 3 7% 4 10% 0 0% 6 9 1 1 1 0 5
G3 45 17 38% 7 16% 28 62% 5 11% 5 11% 3 7% 3 7% 1 2% 4 8 0 3 0 0 2
G4 51 23 45% 11 22% 25 49% 8 16% 7 14% 14 27% 6 12% 1 2% 11 5 3 0 2 1 1
G5 54 20 37% 7 13% 33 61% 5 9% 9 17% 8 15% 7 13% 2 4% 3 11 0 2 0 0 4
G6 44 13 30% 7 16% 28 64% 5 11% 4 9% 12 27% 8 18% 1 2% 5 4 1 1 0 0 2
G7 63 22 35% 11 17% 36 57% 9 14% 7 11% 0 0% 6 10% 0 0% 8 7 0 1 2 1 3
G8 62 20 32% 9 15% 42 68% 7 11% 4 6% 11 18% 8 13% 1 2% 4 10 1 1 2 0 2
G9 58 18 31% 8 14% 37 64% 9 16% 4 7% 0 0% 1 2% 0 0% 4 8 1 1 3 0 1
G10 59 17 29% 10 17% 41 69% 4 7% 4 7% 2 3% 0 0% 1 2% 5 8 2 0 2 0 0
G11 59 11 19% 12 20% 41 69% 2 3% 4 7% 0 0% 3 5% 0 0% 6 2 0 0 0 0 3
G12 57 10 18% 7 12% 38 67% 8 14% 4 7% 0 0% 2 4% 0 0% 2 5 1 1 0 0 1
Totals 677 254 38% 119 416 61% 73 69 10% 64 9% 56 8°/a 8 1% 73 94 15 13 12 2 45
This table provides a detailed snapshot of the student makeup from secondary boundary districts, as well as a breakdown of the residency of students from the primary boundary.
We have 675 students anticipated returning.
94
Figure 26-Primary&Second�ry Popufatioi��r����r ison
�
% of Students Residing in Westlake
Zoo�io = - - — _
31% 32% 30% 27% 30�/ o
80% — — — — 38/ —
60% — — — — — —
0
� 69% 68% 70% 73% 70% 62%
20°/a — — —
0% � � � _ �
FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14
Estimated Proposed
■Secondary Boundary ■Westlake Residents
As a percentage of population, Westlake residents peaked in FY 07/08 when 191 students were enrolled in the
Academy. Westlake residents enrolled in the Academy have been in decline, but in FY 12/13, Westlake
residents enrolling in the Academy reached 204 students and 30%of the total population. FY 2013/14
appears that we will see additional growth from Westlake residents, reaching 38% of the total population.
Figure 27-FY 12/13 Student Waiting List
� 1
Lottery Waiting List
2500
2128 2194
2000
1500
1241 1265
1021 1027
1000 —�&45 4
746 705
500 —
0 — — _
FY 04-05 FY 05-06 FY 06-07 FY 07-OS FY 08-09 FY 09-10 FY 10-11 fY 11-12 FY 12-13 FY 13-14
Record breaking participation in the FY 12/13 lottery resulted in the largest waiting list that the Academy has
ever held until FY 2013/14. There are a number of factors that may have played into the large increase. First,
recent discussions on expanding the number of students and sections at Academy, and second,the Academy
has been ranked by the Washington Post, Newsweek, and U.S. News and World Report as one of the top 50
high schools in the country. We anticipate even stronger participation in the FY 2014/15 school year due to
the new facilities and potential for more open slots.
95
Number of Full Time Employees
Figure 2$-Westlal<e Academy Total Staff Count
Total Staff
80.00 - ,��.��
73.07
69.53
70.00 -
60.44
60.00 .- 55�2
48.10
50.00 43:00
40.00 - 36,40 _
30.00 -
20.00 -
10.00 - —
FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14
Actual Actual Actual Actual Actual Actual Actual Proposed
The employee growth is directly correlated with the growth in student population. The school offered G1—G6
in 2003 and has grown by one grade each year. In FY 11/12 the Academy added a third section of 20 students
in grades seven through grade eleven (G7—G11) and the facility should be at capacity when the FY 13/14
senior class starts its third section.
There will be an increase in the staffing beginning in FY 2014/15 to provide additional classroom services to the
primary school. This will include an additional Kindergarten and grade two teacher, several specialist, and
additional support staff.
96
Position Summary
FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14
Fiscal Year Actual Actual Actual Actual Actual Actual Actual Proposed Increase
Classes Served K-9 K-10 K-11 K-12 K-12 K-12 K-12
Head of School 1.00 1.00 1.00 - - - - - -
Primary Principal - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -
Secondary Principal - - 0.50 1.00 1.00 1.00 I.00 1.00 -
Asst.Secondary Principal - - - - - - 0.50 1.00 0.50
Admin Coordinator - - 1.00 1.00 1.00 I.00 1.00 1.00 -
PYP Coordinator 0.50 ].00 0.50 0.60 0.60 0.60 1.00 1.00 -
MYP Coordinator 0.40 0.40 0.50 0.50 1.00 0.50 1.00 1.00 -
DP Coordinator - - 0.50 0.50 0.40 0.40 0.50 0.50 -
Athletic Director - - - 0.75 - - - - -
P r i m a ry-K 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 -
P r i ma ry 1 2.00 2.00 2.00 1.70 2.00 2.00 2.00 2.00 -
Primary 2 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 -
P r i ma ry 3 2.00 2.60 2.00 2.00 2.00 3.00 2.00 3.00 1.00
Primary4 2.00 2.00 2.00 2.00 2.00 2.00 3.00 3.00 -
Pri ma ry 5 2.00 2.00 2.00 2.00 3.00 2.00 2.00 3.00 1.00
Pri ma ry 6 2.00 2.00 2.00 1.80 2.00 3.00 3.00 2.00 (1.00)
Pri ma ry-PE 1.00 1.00 1.00 1.00 1.50 1.50 2.00 2.00 -
Pri ma ry -Readi ng Spec. - - - 0.40 1.00 0.40 1.00 1.00 -
Pri ma ry-Art 0.80 0.80 0.80 0.90 1.00 1.00 1.00 1.00 -
Primary-Music 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -
Primary-Spanish 1.00 1.00 1.00 1.20 1.00 1.60 2.00 2.00 -
Primary-IT - - - - 0.40 0.40 - - -
Special Education 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 -
Secondary Theater Arts - - - - - 1.00 1.00 1.00 -
Secondary-Art 0.60 1.00 0.80 1.00 0.85 0.90 0.90 0.90 -
Secondary English 2.00 2.00 2.00 3.00 3.00 3.50 3.00 3.00 -
Secondary-Humanities 0.60 L60 2.00 3.10 3.00 4.00 4.00 4.25 0.25
Secondary-IT 030 030 0.30 030 0.20 1.00 - - -
Secondary-Math 1.50 2.00 1.75 2.00 2.00 3.00 3.00 3.00 -
Secondary-Science 1.50 2.00 2.50 3.25 3.60 3.60 3.50 3.66 016
Secondary-Foreign I.ang. 1.00 1.00 1.50 2.00 2.60 3.00 3.34 4.34 1.00
Secondary-PE 1.00 1.00 1.25 0.72 1.50 1.50 1.50 1.50 -
Secondary -Reading Spec - - - - - 0.25 0.66 0.66 -
Secondary-CAS - 0.60 - 0.25 - - - - -
Teaching Intern - - - - - 0.75 - - -
Study HalVTutor - - - - - - 1.00 1.00 -
Speech - - - - - - 0.17 0.17 -
Strings Staff - - - 0.25 033 033 033 033 -
Librarian/Aide 1.00 1.00 1.00 I.00 1.00 2.00 1.00 1.00 -
IT Integration - - - - - - 1.00 L00 -
Counselors 1.00 1.50 2.00 2.00 3.00 3.00 3.00 3.00 -
TeachingAides - - 2.50 3.70 3.66 4.50 5.87 6.07 0.20
Nurse 0.50 0.50 1.00 1.00 1.00 1.00 1.00 1.00 -
Facilities Technician - - - - - 1.00 1.00 1.00 -
I T Tec h 0.70 0.70 0.70 1.70 1.80 1.80 1.80 1.80 -
Asst.to Head of School 1.00 1.00 - - - - - - -
Registrar I.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -
OfficeAide 0.60 1.60 2.60 3.00 3.00 3.00 3.00 3.00 -
Lunchroom Personnel 0.40 0.40 0.40 0.40 0.40 0.40 0.40 0.40 -
Day Porter - - - 0.60 0.60 0.60 0.60 0.60 -
. '. . � � I I I I � � I �' 1 �
*The table above lists each position in terms of the number of FTE(full time equivalent)staff currently employed.
97
Selective Staff to Pupil Ratios
Employee Growth (FTE)
76.18
80 69.53 7-3.07
70 —biT.-44
60 � 55.62
48.10 r.�
50 - 43:00 � _ -
40 36.40 ��_.� __
-,.__
- __.
�=_._ — -
30
20
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
Actual Actual Actual Actual Actual Actual Actual Proposed
■Primary Programme ■Secondary Programme Business Admin
■Special Education �Instructional Administration Librarian/Aide I
■Counseling ■Information Tech Nurse
■Facilities Instructional Aides Intern
The chart breaks down the number of employees by job function, primary school teachers, secondary school
teachers, instructional administration, etc. Growth in the number of employees has been primarily the result
of the school expanding the number of students as it matured into a full K through Grade 12 campus.
98
Otherinformation
Performance Data - Selected School Report Card Data
In FY 2012/13, Westlake Academy was recognized by the U.S. News and World Report, Newsweek and the
Daily Beast, and the Washington Post as one of the best public high schools in the country. This is the third
year in which the Academy has been recognized by these three organizations due to rigorous and
extraordinary academic performance.
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The State of Texas is currently phasing out the use of the Texas Assessment of Knowledge and Skills (TAKS)test
to assess students' attainment of reading, writing, math, science, and social studies skills required under Texas
education standards; Its replacement,the State of Texas Assessments of Academic Readiness (STAAR) exam
has increased rigor over the TAKS and complies with the requirements of the No Child Left Behind Act (NCLB).
The charts below utilize TEA data to compare Westlake Academy's performance historically, as well as against
the state performance.
FY FY FY FY FY FY FY FY FY *FY
Description 04/OS OS/06 06/07 07/O8 08/09 09/10 30/11 11/12 12/13 13/14
Reading/ELA 98% 98% 99% 98% 99% 100% 98% 99% 99% 99%
Writing 97% 97% 99% 91% 93% 100% 96% 99% 95% -
Social Studies N/A N/A 99% 95% 98% 100% 99% 99% 99% 99%
Mathematics 97% 91% 95% 91% 93% 98% 94% 96% 91% 96%
Science 93% 85% 78% 88% 96% 99% 99% 99% 99% 97%
Texas Accountability Exem la Reco nized Reco nized Reco nized Exem la Exem la Exem la Exem la Exem la -
Rating P ry 9 9 9 P �/ P �Y P rY P ry P ry
*TAKS are only administered in Grade 10&11
%Commended 2003 2004 2005 2006 2007 2008 2009 2030 2011 2012
Reading/ELA - 62% 57% 60% 61% 61% 51% 56% 56% 48%
Writing - 60% 54% 58% 51% 34% 55% 43% 40% -
SoCial Studies - - - 67% 44% 53% 58% 65% 44% 72%
Mathematics - 48% 45% 48% 43% 44% 40% 46% 37% 47%
Science - 32% 30% 34% 31% 45% 45% 43% 65% 40%
The table above shows the Academy's performance on the state's TAKS standardized test from inception. The TEA rolled out a
new state assessment the STAAR(State of Texas Assessments of Academic ReadinessJ. TAKS will be phased out over the next
two years.
99
Grade Level Grade 3 Grade 4 Grade 5 Grade 6 Grade 7 Grade 8
2012-Standard Phase-In Phase-In Phase-In Phase-In Phase-In Phase-In
1 Final 1 Final 1 Final 1 Final 1 Final 1 Final
Reading 82% 44% 88% 69% 95% 76% 93% 73% 93% 73% 98% 85%
Writing - - 95% 60% - - - - 93% 63% - -
Mathematics 67% 22% 79% 21% 100% 71% 92% 63% 88% 50% - -
Science - - - - 90% 45% - - - - 91% 67%
Social Studies - - - - - - - - - - 84% 34%
2013-Standard Phase-In Phase-In Phase-In Phase-In Phase-In Phase-In
2 Final 2 Final 2 Final 2 Final 2 Final 2 Final
Reading 78% 59% 73% 54% 88% 72% 95% 85% 87% 68% 93% 83%
Writing 75% 50% - - - - 75% 49% - -
Mathematics 59% 50% 58% 23% 86% 74% 84% 73% 67% 54% - -
Science - - - - 74% 43% - - - - 78% 51%
Social Studies - - - - - - - - - - 60% 31%
The table above provides the Academy's performance data on the first two-years of the STAAR assessment. The State has
increased the rigor of the state assessment and has developed a phased grading system. The minimum performance level will be
increased each year, until FY 2013/14. The table shows the relative performance with the phased-in and final measures.
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WESTSA@IN€ISU SRBINE 65i ACIIUEMI(11lLYACC€PiABLE �19 4 61 AVEAAGE 9.i79
WESTBd146NI5U MITCHELL 220 AE[OGNRE9 � Q 36 27 5o HIGH P,�95
WEiTkOFFISU QEWIiT 41 ENEMPLARY Q 3o a9 51 VEAYHI6H ➢6,225
WESTLANEACAUEMYCHAATEA SLH60L{C) TAAHANI 4�8 ENEMPLARY . ��-: ,"t'a- y;,�`,�ei 55 92 AVEAAGE B,U35
WESTPXALIAISU FALLS 354 ENEMPIARY .k7t '� 84 91 67 VEAYMGH 8,974
WESTWOOUISD AN�ERSON 1.75R RECOGNIZE� �-� x 7�'k - "�76 ao 61 VERYLOW 7,76R
WNAflTONIiU WNAAi�N 2,202 AtAUEMIULLYAtCEPiABLE . �. � �4 7 G LOW i�,255
WHEELEAISU WREELEA 407 ACADEMI(ALLYACfEPiABLE � �� Q 23 �9 23 LDW 16,1A6
"*Insufficientdata CompositePmgrexsPercentile: i`i 8�-99 —'-dU-79 Q 40-59 Q 20-39 �LESSTHAN2�
Te�citi C.ino�p�r���ll�r:�(I'ul,�ic l�cu:�nis
Westlake Academy has achieved a four-star rating from the Texas State Comptroller's FAST School District Rating System for
providing quality education at a reasonable cost per student. Future enrollment increases will further improve efficiencies and
reduced the per student cost. eenchmarking against the surrounding local ISDs, Westlake Academy's expenditures are near
the median when comparing expenditures per student excluding debt service and capital expenditures.
In addition to state-mandated testing, as a member of the International Baccalaureate Organization, Westlake
Academy's students have the option of taking IB tests to earn an IB diploma. In FY 12/13 the Academy had an
80% pass rate is which is better than was predicted and higher than the world average.
100
Academic&Athletic Programs
Westlake Academy is authorized by the International Baccalaureate (IB)to offer:
• The IB Primary Years Programme(grades K-6)
• The IB Middle Years Programme(grades 7-10)
• The IB Diploma Programme(grades 11-12J
These three curricula combine synergistically to form the IB Continuum which is the cornerstone of the
educational efforts pursued by Westlake Academy to produce IB diploma graduates.The IB programmes
encourage students to be active learners, well-rounded individuals and engaged community members.
Universities and colleges actively recruit IB graduates, often offering them credit or advanced standing for their
IB work. Leading public and private universities and government officials recognize IB as excellent preparation
for success in post-secondary education and in life. Students who earn an IB diploma are equipped with the
knowledge, skills, and abilities to compete with students around the world.The IB continuum is not only a
pathway for students to an academically-rigorous, internationally recognized education. It prepares students
for success in college or university by:
• Focusing on the transference of learning with understanding to worthy tasks;
• Fostering critical thinking, intellectual, and emotional maturity;and
• Learning intellectual coherence through the alignment of what is taught and what is tested.
When schools implement the full continuum of IB programmes,they realize several benefits:
• An increased number of students prepared for and applying to the Diploma Programme as well as IB
Diploma graduates;
• Improved standardized test scores;
• An understanding and appreciation of the world's cultures and histories among their students;and
• A sense of community and shared goals among parents, students, teachers, and administrators.
COST FOR MAINTAWING THE IB PROGRAMMES
The IB programme related costs contained in this budget total $25,830 and are comprised of the annual fees
described in the table below.
Cost for Maintaining the IB Programmes PYP MYP DP Total
Annual Fees $6,840 $7,830 $10,400 $25,070
Evaluation Costs $3,500 $3,500 $3,500 $10,500
Scheduled Evaluation Visits FY 13/14 FY 17/18 FY 14/15
The IB curriculum continues to be the top reason parents seek out Westlake Academy for their
child's education as evidenced in this response from the 2010 parents' survey:
*Evaluation visits occur every five (5)years after the initial visit.
The IB programme continues to be the top reason parents seek out Westlake Academy for their child's
education as evidenced in the 2013 Parent's survey:
101
Q1 . �verall Satisfaction ''V"�Jith VIlestlake Academy
Servic�s and Pr�grams
by perceniage af parents who raf�cf the item as a 1 ta 5 on a 5-point scafe
{exc1uding dcan't knows and ��ot applicak�lel
PYP teaehers�'faculty 45°/ �+h°�d �8°3
__ -----... . . ___ -------
IB c��rriculum 4��� 4�°�� 94�4
Nlaintenatace af the Academy 50°ip 34�0 9�o
Suitability af the campus far I�arning 49".�a 39°� G::��
[3P�urricufum 3�+°r� �8�,� � o,:; �
�P teachers'faculry 35°,'� � 52 . _ � _ i2°r�
Opportunit4es for parental invnlvemenF 4�°ro �1"�: f i C�°o �
Aecess[o online grades 52��, � 3�==� 4:�:. $�
Aeaderny website ?6�i. �8=:. ': 1�°; s�
, ,-.. .,___, _. ----- ,--.,
Social,'emQtio�al progress Qf yaur c�il�! 36 i �8 � ' 1 1•=0 �
- -- _
PYP Currieulum 34�'4 1 48 � ._ 11°i� 7�
— — -,_... _ . --.
_ _.,_ —
Securiiy Check-In System at the hllain EnYranc� 3t3°i � 4� � i 290 ��
Jveraf9 satisfaciion with q��lity of eciucation 31°;a SCy�,�� 1�°;� �
Mpthods afcamrrounicatian fram WA 3{J^-.� SL�=��. 14�0 ��a
Ef�ectiveness of W estlake Academy Foundatian 4F;°ao 34-c 17�•0 ��=
_ _.. . _____._.
Academic progress oiy6ur eh91c1 24°J 5�4•:� 11�;� ����
—._._.. . , ,_:- __„ ___...,
5econdary Report Card 3�",� 46° �� �4�.- ���
Qraality of camon�9nication from WA 26°/ 5�t� 14-� s�
0�'� �0�:� �D�,t� hDc;', �3C���., 117fJ°�
oVery 5atisfied �5J �S�tisiied ��3i �Neutral�3y ��issatislied (1i2i i
�Cf�ei�-cr�: ET[l�i.stitutefJul��_'•013-1i'e.stl[rke.;ce�deiir� l3r��la[1c�Ta'uster�sFe�iN�rrSui-�e�•,i
Q1 . �C��JTINUEa} �rrerall Satisfac�i�n With �Jestlake
�cademy 5er�rices and Prngrams
by percenkage of parents who rated the item as a 1 to 5 on a 5-point scale
�excluding dan't knaws and not ap�li�able:�
Efifectiveness c�f House of Commons 3�°�0 �5�0 1'9�'o I7%
Secondary Counseling department 32% f �1�G 21°�� 6%
MYPCurriculu�n 2a�s� 48��v 1�-�. 13.°��
Callege�reparation process 33'?� 38-•� 2(1��� ���o
Effectiveness of W estlake Academy Athletic C1u� 3i 6a 40°i 24a� 6�1
Communicatiar�atAaut child"s issue5 23°•� �7�-� 19°�0 11°0
i-he school uniform venr�c,r 24°�� �5-r:; 22e�c 9���
Pr�mary R�port Carcl 31°�� 3b�:,1 i�'.r. 1 fi"r,.
Ex�racurricufar sparts pragrams 27^r;� �6�%:: 23��. 1�".<�
Primary Caunseling departmPnt 31�1 33^� 23°0 32°�0
___--..__..__....... -----':. _
Foe�r House system for students �5°� 4G°�. � 26°r�. I 1�°�
—...__...---.._.------------- —
Other extracurricular progr�ns 26°� 32c�:_. 31°�0 �f�<<•
C7pportunities for parent input 19g� 361�� 28°r� S7�o
The school luneh prograin �4% �� 30'�•c 21°to �5%
_._._.. --� - ......._. ---
MYP te�chers;faeialty 20°� 33°�c, 30?� i7'°!
Adapt�dfiveyea�strategicplan �[l°/. -----314a`===-__ -29°� 2�°J
n-�. �oa� �r��� sa���. sap� �na�c
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�5+,���rr=: F_"F�l��.rrrrutf•fJul�•?#)13-t4'�•.rticrkN,3cs��l�:�r���13r�rarc!r?J Ti�usrf�r.r F"aarFi�r Sur�,n;+
102
IB LEARNER PROFILE
Westlake Academy will follow the tenants of the International Baccalaureate Organization.
IB idealistically fosters the development of universal human values and includes them in the curriculum.These
are outlined in the IB Learner Profile,which helps teachers and students to establish goals, plan units of
inquiry, and assess performance.
IB learners strive to be:
• Inquirers-They develop their natural curiosity.They acquire the skills necessary to conduct inquiry and
research and show independence in learning.They actively enjoy learning and this love of learning will be
sustained throughout their lives.
• Knowledgeable-They explore concepts, ideas and issues that have local and global significance. In so
doing, they acquire in-depth knowledge and develop understanding across a broad and balanced range of
disciplines.
• Thinkers-They exercise initiative in applying thinking skills critically and creatively to recognize and
approach complex problems, and make reasoned, ethical decisions.
• Communicators-They understand and express ideas and information confidently and creatively in more
than one language and in a variety of modes of communication.They work effectively and willingly in
collaboration with others.
• 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.
103
PRIMARY YEARS PROGRAMME
Westlake Academy has been successfully implementing the Primary Years Programme (PYP) since 2003 and
achieved IB authorization in July 2006.
The Primary Years Programme, a curriculum framework for children aged 3 - 12,focuses on inquiry-based
learning. By emphasizing knowledge, skills, critical thinking and the fostering and development of universal
human values, the PYP is a powerful means of going beyond subject domains, asking students to use their
knowledge and skills to solve real life problems. Thus students become responsible for their own learning and
must work collaboratively with peers and build on each member's strength.
All of the IB programmes are flexible enough to enable teachers to respond to local requirements;thus the
Academy addresses all the TEKS but endeavors to do so within a much more transdisciplinary manner and
without 'teaching to the test.
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104
MIDDLE YEARS PROGRAMME
Westlake Academy first began implementing the International Baccalaureate Middle Years Programme (MYP)
in August 2004, and gained authorization to offer the IB Middle Years Programme in July 2007.
The MYP programme is one that offers a truly global and holistic approach in its delivery with a highly
dedicated, cohesive and qualified teaching staff. Westlake Academy's goal is to add an additional grade for
each year of the programme (Grades 7, 8, 9 & 10) and to have the students prepared for the International
Baccalaureate Diploma programme (Grades 11 & 12).
The International Baccalaureate is an organization that has grown in stature since its introduction over five
decades ago.The IB Diploma is the most prestigious high school diploma in the world. It is the only diploma
recognized internationally. More than 400 colleges and universities in the United States provide admission,
scholarships and advanced placement opportunities for IB students.Although there are certain similarities
with the AP programme,the IB Diploma offers a more rounded programme of studies.
The Middle Years staff at Westlake Academy has great confidence in the students,the facilities, the
programme and the support from parents and the administration, in order to implement the IB Middle Years
Programme successfully over the course of the next four years.
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105
DIPLOMA PROGRAMME
The International Baccalaureate (IB) Diploma Programme (DP) is a challenging two-year curriculum, primarily
aimed at students aged 16 to 19. It leads to a qualification that is widely recognized by the world's leading
universities.
Students learn more than a collection of facts.The Diploma Programme prepares students for university and
encourages them to:
• Ask challenging questions
• Learn how to learn
• Develop a strong sense of their own identity and culture
• Develop the ability to communicate with and understand people from other countries and
cultures.
The curriculum contains six subject groups together with a core made up of three separate parts.This is
illustrated by a hexagon with the three parts of the core at its centre.
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106
DIPLOMA PROGRAMME MODEL
Students study six subjects selected from the subject groups. Normally three subjects are studied at higher
level (courses representing 240 teaching hours), and the remaining three subjects are studied at standard level
(courses representing 150 teaching hours). All three parts of the core requirements, "extended essay, theory
of knowledge and creativity, action, service" are compulsory and are central to the philosophy of the Diploma
Programme.
Sublect Groups:
*Extended essay
The extended essay has a prescribed limit of 4,000 words. It offers the opportunity to investigate a topic of
individual interest, and acquaints students with the independent research and writing skills expected at
u n iversity.
*Theory of knowledge (TOK)
The interdisciplinary TOK course is designed to provide coherence by exploring the nature of knowledge across
disciplines, encouraging an appreciation of other cultural perspectives.
*Creativity, action,service(CAS)
Participation in the school's CAS programme encourages students to be involved in artistic pursuits, sports and
community service work, thus fostering students' awareness and appreciation of life outside the academic
arena.
How are students assessed?
At the end of the two-year programme, students are assessed both internally and externally in ways that
measure individual performance against stated objectives for each subject.
Internal assessment
In nearly all subjects at least some of the assessment is carried out internally by teachers,who mark individual
pieces of work produced as part of a course of study. Examples include oral exercises in language subjects,
projects, student portfolios, class presentations, practical laboratory work, mathematical investigations and
artistic performances.
External assessment
Some assessment tasks are conducted and overseen by teachers without the restrictions of examination
conditions, but are then marked externally by examiners. Examples include world literature assignments for
language A1,written tasks for language A2, essays for theory of knowledge and extended essays.
Because of the greater degree of objectivity and reliability provided by the standard examination environment,
externally marked examinations form the greatest share of the assessment for each subject.
The grading system is criterion based (results are determined by performance against set standards, not by
each student's position in the overall rank order); validity, reliability and fairness are the watchwords of the
Diploma Programme's assessment strategy.
107
FY 2012/13 ACADEMIC ACHIEVEMENTS
➢ Westlake Academy was ranked #36 in the United States in the Washington Post Challenge Index
➢ Westlake Academy was ranked #52 in the United States by Newsweek
➢ Westlake Academy was ranked #5 in the State of Texas, #6 against all Charter Schools in the United
States, and#37 out of approximately 22,000 public high schools in the United States by U.S. News
&World Report
➢ In 2012, WA students achieved the IB Diploma well above the world rate with 80% of the students
earning the diploma.
➢ 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).
Staff Accomplishments:
➢ Several faculty members continue to represent the International Baccalaureate as Workshop
Leaders, Site Visitors and Consultants.
➢ One faculty member has been honored as the Volunteer of the Year by the GRACE organization.
She has been a volunteer with this organization for 17 years.
➢ A faculty member was accepted into the Scottish Rite program for Dyslexia
Student Accomplishments:
➢ 28 Academy graduates from the Class of 2013 received the prestigious IB Diploma.
➢ The Academy had eight AP Scholars,two AP Scholars with Honor, and one AP Scholar with
Distinction.
➢ The graduating class or 2013 received $2.51 million in scholarship and grant offers. All students
were accepted into respected colleges/universities across the State and the U.S.
108
WESTLAKE ACADEMYATHLETICS
�� � , �;t� - cademic programs, we must also take a moment and focus on our athletics for the
� � ��
� s'� '� i" `� ' ' chool year. Athletics at the Academy are intended to round out our students'
, on and compliment their class room work. One of the Academy's athletic program's
� al features is that it offers all our students an opportunity to actually play at least one
rt of their choosing (many play several). Another special attribute of Westlake
� cademy athletics is the tremendous core of talented parents who volunteer as
_ .-� oaches and assistant coaches, as well as serve in the Westlake Academy Athletic Club
_ , -
(WAAC).
FY 201 Z/13 ATHLETIC ACHIEVEMENTS
Varsity Volleyball Junior Varsity Men's Basketball
District Champion District Champions
State Runner up
Junior Varsity Women's Basketball
Junior Varsity Volleyball District Champions
District Champion
Junior High Volleyball Junior High Men's&Women's Basketball
District Champion District Champions
Varsity Soccer Varsity Baseball
District Champion District Champions
State Champion (2"d Year in a Row) State Runner-Up
Junior High Soccer Varsity Softball
District& Regional Champion State Runner-Up
Varsity Football Men's Varsity Tennis
State Semi-Finalist District Team Champion
Nick McCune—TCAF State Offensive State Team Runner Up
Player of the Year
Women's Varsity Tennis
Men's Varsity Basketball District Team Champion
District Champion State Team Runner Up
State Runner-Up
Varsity Golf
Women's Varsity Basketball State Qualifier
District Champion Sarah Pinto—3rd Place Women's Individual
State Runner-Up
109
Parent Survev Results
The Board of Trustees and Staff of Westlake Academy are dedicated to the success of Westlake Academy. The
Board recognizes the critical role Westlake Academy's parents play in this endeavor and to that end, has
instituted an annual parent survey.
This survey allows parents an opportunity to provide valuable feedback about their perspectives on everything
from communication to curriculum. In June of 2013,the Academy conducted the Westlake Academy Board of
Trustees Parent Survey for the fourth consecutive year. These surveys have each helped to build a basis of
comparison as well as performance metrics that help the faculty and Board gauge our progress in achieving the
vision and mission of Westlake Academy. The results from these surveys provide insight into parent's
concerns and help make Westlake Academy a better place for its students by helping us recognize our
weaknesses and continually improve.
Overall,the feedback we received in our last parent survey was positive. The survey did convey dissatisfaction
with the MYP Programme, but only eight (8) out of the 36 measures showed a decrease in satisfaction. Below
are a few of the areas where the Academy made great improvements, as well as areas for improvement:
� Satisfaction with the PYP teacher/ Faculty increased from 77%to 91%
• Satisfaction with IB Curriculum increased from 86%to 90%
• Satisfaction with DP Curriculum increased from 82%to 88%
• Satisfaction with Opportunities for parent involvement increased from 79%to 85%
• Satisfaction with Lunch program increased from 37%to 54%
• Satisfaction with Secondary Counseling increased from 56%to 73%
• Satisfaction with School Uniform Vendors increased from 57%to 69%
• Satisfaction with Quality of Communication increased from 58%to 78%
• Satisfaction with the Academy Website increased from 62%to 84%
110
Q1 . Clverall Satisfact'ron With Westlake AGademy
�erv�ces and Programs {2013, 2011 & �0� 0)
by percentage o!par�nts who were"very satisfied"or"satisfied"with the i#em(excluding don't knows and not appllcable)
PYR teachers+'faculty 91 w'
�a�:�
IB curriculum . ..9�
6uita6iliry of the campus for lear�ing ���
�n��
QP Curriculum �._ �
Maintenance of the Academy � �'
flP feachers�tacuhy ��
�pportunities#or parental involvement lOe 6S�`
Access to online grades � �5�
�v:,�
Sacial and emataonal progress of your child �4�°
$^�;
Academy website i ��`
PYP Curr"rcudum ygi�<°
Overall satisfaction wdth qualiry of edwcation °�°-
The Securiry Gheck-In System at the Main Entrance . B1°
EHectiveness ot Westlake Aeacfemy Faundation �_
Methods oi communication fram VVk o @0�'
Atademic progress oi yaur child ��°
,�5.y�
Secondary Report Card �-- �ew°
.v.�,�,:.,;���;;:.,���: I I I � I
L1uzliry of communication from WA �eg°
_ _4��
�2Q13 02011 02010 I 0% 24% 40% 60% 8fl°�o 140°/4
Souree: ETC I�rstltute(Ju!}�?UI�-Weszlake Acadesiit I3oard U(Trua�tec:s Parent 5urt�e�•j �'R�ND �ATA
Q1 . �CC�NT.} Uverall Satisfaction With Westla�e
Academy Services and Prog�ams 42a13, 2�11 & 2010}
by percentage of parents who were"very satisfied"or"satisfied"with the item{excluding don't knows and not applicable)
Effectivgness o#tY�e Hause ai C9mmons �-_ ��f I
. 3"�
73Wa �
Th2 Seeondary Counseling�.depattment - - �-= i
MYP Curriculum 7i� i
Effeetiveness af W estlake Rcademy Athletic Club g�i� �I
CaNege preparation process � o.... ��� �
5[`: I
Communication ahout child's issues e 7�° �
ss^� i
The schaol uniform vendor • i
y3�:o
�r� �
Primary Report Card 7z� i
�� �
Ex#racurricu�ar sports programs �>a°.� i
The fou�House system for students �� �
°?e"s,� i
The Primary Counseling depanmenz �° s9..� �
� 8�6 I
dtherextracuFriculargrograms �� i
Dpportunitt`es tor parem input � 6�°,= i
�--,
54%I I
The school lunch program i i
MYW teachers%facWty Ss°-� I
ss�,� I
The adapted tive year strategic ptan __ 51��o I ei''= i
i2013 �2011 CJ2010 �°° 2f]% 4fl% E�°10 80% 1 fla%
Saurce: ETC Iitstir�rrc f.1ul}•201�- W'esticrkc�Acadenr�Bc�crrrl a}�Trirstees Pm�e•r�t Sux�i�et•) TREND DATA
111
Communitv Profile
History of Westlake
The Town of Westlake has a short but fascinating history.The geographic region, known as the place where
the cross timbers met the prairie, holds tales of settlers from the Peters Colony, Indian treaties signed by Sam
Houston,tremendous archeological treasures, and some of the oldest settlements in north Texas. The region
has always been known for its natural bounty, its trade value, and its wonderful people.The Town of Westlake
and northeast Tarrant County has maintained that distinction over the years, becoming one of the most
desirable and sought after places to live in America.
The Town has seen much change since its original incorporation. During the early years, our Mayor and Board
members met to discuss Town business in the comfort of each other's living rooms—an interesting contrast to
•�- - ;�• � -+HI;. �� ..�.:� ;�:.. ....;,. .rx.-: .��6 � ��z::
how our Town operates today.
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1�` ' � _nnYvalP
/
< � ,s, .-, ,w oziias
e; °° so a° �� 9 °P a°F�,nP Glenn Turner purchased about
� Fort Wernn G���� -v
`�- � A lington P _ .. �� � - �a,�
F� � �a� sso "' r��� 2,000 acres along State Highway
,,. ok res .. , aoa� � ra:n
����* _ ` �e3e���e 114.The area came to be known as
_�,� -- o�R�-a�v��=
^ ��' � ��� ��_�� �.sn�� � �„�,�em� -�m �"°" � ` Circle T Ranch. Soon after, ranches
�
V�P�'"` '"` Merslielo arHill ck
ei"e5" ^� " '�^° ,� ��BReY and homeowners in the
za> >.��.- ��oa�
surrounding community
incorporated,taking the name
est a e. e area inc u e w a is nown to ay as est a e, p us e area north,to the northern shore of
Denton Creek.This northern land was later disannexed from Westlake and formed Trophy Club. By 1952,
Denton Creek was dammed and Lake Grapevine was formed.
In the early 1970s, Houston developers Johnson and Loggins and professional golfer Ben Hogan approached
Westlake about building a golf course, country club, and a housing development. Residents' interests differed.
In 1973, Westlake disannexed that area, clearing the way for the upscale housing development.
In the mid-1970s,the Circle T Ranch was purchased by oil millionaire Nelson Bunker Hunt. The ranch became
known for its glamorous parties attended by celebrities from all over the world. By 1989, Hunt had declared
bankruptcy and the ranch was up for sale. It was purchased by Ross Perot Jr. in 1993.
112
Location
Minutes from downtown Fort Worth and DFW International Airport,the Town of Westlake is home to several
upscale residential communities and Fortune 500 companies, all of which share a unique character and charm,
along with a commitment to excellence.The Town is located in northeast Tarrant County and may be
conveniently accessed by several major thoroughfares, including SH 114 and US 377.
While nearby cities are easily accessible, staying in Town for dining and entertainment is just as easy. Local
restaurants serve up Italian and Tex-Mex specialties, and choices even include a delicatessen.
Basic Demog�aphics
• 992 residents according to 2010 Census
• 53% male,47%female
• Average appraised home value: $1,061,221
• 100% living in single-family households
Commercial Development
In the mid-1980s, IBM built Solana, the multi-use office complex. IBM maintained a large presence until the
mid-1990s. At that time, several of the office buildings became available for use by other corporations.
Eventually, IBM sold its partnership interest.
The turn of the century has seen the addition of several major corporations to the Westlake landscape. These
���� �� §� K� �-��,,,:��,�,, �,-�,� -�w�-,�����;���,�;���a.�� , , - , Fidelity Investments, Daimler-Chrysler, and
merican Title. In 2008, pre-development
eetings were conducted for the Deloitte LLP
Learning and Leadership Development
r ,�.� Center and for Westlake Corners at South-SH
�`'t •�- r -� , - . 114& US 377. The Deloitte facility project
�` !�� � �� � " which is currently the largest privately-
- � � r �:
' - ` � �Y � ' � � � ' .`' "� funded construction project in Texas began
- � .
���:�, �� �
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�. � •.g. - -- � f� ' � ���� operations in the Fall of 2011. Throughout
� 1 j � - a
` ' A � �t� �,?� �'������' the years, Westlake has proven to be an ideal
���. � � � �� _
' and innovative business location.
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113
Westlake Academy
�
The Westlake Academy is an Open �,
�
Enrollment Charter School that -
opened September 1, 2003. . �
Westlake Academy distinguishes , f�r
itself among neighboring , "
_ , _ - . -
educational offerings with a -
particular focus on international-
style academics. �
�
;
The programs of the International , ` • '
Baccalaureate Organization � «��
(PrimaryYears Program, Middle l `��'�'i
Years Program, and Diploma '��
.l
Program) have been selected as � . -- _
the educational model. � ^ �
,
Educational technology will be .
pervasive and will infuse the
classroom curriculum.
An environment rich with heritage,the Westlake Academy mission is to provide educational opportunities to
each child in keeping with his or her individual needs.
The primary geographic service area for Westlake Academy is the town limits of Westlake; students from other
locations may be considered if seats are available.
Westlake Academy serves as a full K-12 charter school and graduated their first class of seniors in the 2009-
2010 school year.
Westlake Academy is a premier learning establishment that is ranked in the top three (3%) percent of all public
schools in the State of Texas and prides itself on providing a learning environment where students have the
resources and facilities to excel.
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Investment Policv
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.
Safetv of Principal
Safety of principal is the foremost objective of the Academy. Investments shall be undertaken in a
manner that seeks to insure the preservation of capital in the overall portfolio.The suitability of each
investment decision will be made on the basis of safety.
Liquidity
The Academy's investment portfolio will remain sufficiently liquid to enable it to meet all operating
requirements which might be reasonably anticipated. Investment decisions will be based on cash flow
analysis of anticipated expenditures.
Diversification
Diversification is required in the portfolio's composition. Diversification will include diversification by
maturity and market sector and will include the use of a number of broker/dealers or banks for
diversification and market coverage. Competitive bidding will be used on each sale or purchase.
Yield
The Academy's investment portfolio shall be designed with the objective of attaining a reasonable
market yield,taking into account the Academy's risk constraints and cash flow needs. A reasonable
market yield for the portfolio will be defined as the six month (180 day) U.S.Treasury Bill which
compares to the portfolio's maximum weighted average maturity of six months.
The authorized investment purchased will be of the highest credit quality and marketability supporting
the objectives of safety and liquidity. Securities, when not matched to a specific liability, will be short
term to provide adequate liquidity. The portfolio shall be diversified to protect against market and
credit risk in any one sector.
116
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.
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."
117
Limitation of Personal Liabilitv
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.
A. Obligations of the United States Government, its agencies and instrumentalities, not to exceed two
(2)years to stated maturity and excluding mortgage backed securities;
B. 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;
C. 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;
D. 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.
118
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 (attached as
Exhibit C) 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.
XI. SAFEKEEPING AND COLLATERALIZATION
The laws of the State and prudent treasury management require that all purchased securities be
bought on a delivery versus pavment (DVP) basis and be held in safekeeping by either an approved,
independent third party financial institution or the Academy's designated depository.
Securities Owned bv 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
119
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
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.
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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.
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Accrual Basis of Accounting: A method of accounting that recognizes the financial effect of transactions,
events, and interfund activities when they occur, regardless of the timing of related cash flows.
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 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.
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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.
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.
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.
123
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
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: The excess of assets of a fund over its liabilities and reserves. During the fiscal year prior to
closing, it represents the excess of the fund's assets and estimated revenues for the period over its liabilities,
reserves and appropriations. These assets are added to any other assets and/or resources remaining from
prior years and are available to be budgeted.
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.
124
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.
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 ineasurable, 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 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.
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.
125
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 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.
126
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 III, 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): This code applies to all educational institutions supported in whole or in part by
state tax funds.
Texas Essential Knowledge and Skills (TEKS): Subject-specific state leaning objectives adopted by the State
Board of Education.The State's academic tests. [see Texas Assessment of Knowledge and Skills (TAKS)] are
aligned with the TEKS.
Texas Open Meetings Act (TOMA): TOMA makes school board meetings to discuss and decide public
business accessible.The TOMA Decision requires governmental entities to provide prior public notice of what
is to be discussed and where and when discussion will take place. Closed meetings are 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 technology, bilingual, gifted and talented, and
compensatory education. A weighted student count is used to distribute guaranteed-yield funding and
establish Chapter 41 thresholds.
127
WESTLAKE ACADEMY
RESOLUTION NO. 13-11
A RESOLUTION OF THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY TO
ADOPT THE REVISED OPERATING BUDGET FOR FISCAL YEAR ENDING
AUGUST 31, 2013 AND THE PROPOSED BUDGET FOR FISCAL YEAR ENDING
AUGUST 31, 2014 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 31 St
according to Texas Education Agency's Financial Accountability System Resource Guide, Section
2.6.2 —TEA Legal Requirements; and
WHEREAS, the Board of Trustees held a Public Hearing on August 12th, 2013; 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, 2013 and the proposed Westlake
Academy Annual Operating Budget for the fiscal year ending August 31, 2014 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 as
presented in Exhibit `A ".
SECTION 4: That a copy of the official adopted 2013-2014 Budget shall be kept on file
in the office of the Town Secretary.
WA Resolution 13-11
Page 1 of 2
SECTION 5: If any portion of this resolution shall, for any reason, be declared invalid by
any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof
and the Council hereby determines that it would have adopted this Resolution without the invalid
provision.
SECTION 6: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 12t" DAY OF AUGUST, 2013.
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
WA Resolution 13-11
Page 2 of 2
Westlake
Academ
Y
Item #5
Board Calendar
BOARD CALENDAR
✓ WA Registration for all students
August 6 (Tues) 4:00-7:30 pm
August 7 (Wed) 9:00 am-3:00 pm
August 8 (Thurs) 4:00-7:30 pm
Main Commons; Uniform providers also on-site
✓ Town Budget Workshop
August 9, 2013; 3:00 — 6:00 pm
✓ Board of Trustees Workshop & Meeting
August 12, 2013; 5:00 pm & 6:00 pm
✓ WA-Primary Back to School Night
August 19, 2013; 6 — 7:30 pm; Begins in gym
✓ Preventing Coyote Conflicts; Seminar presented by Lynsey White Dasher,
Urban Wildlife Specialist with the Humane Society of the United States (HSUS)
August 20, 2013; 7:00 pm;
Town Council Chambers/Courtroom
✓ WA-Secondary Back to School Night
August 21, 2013; 6-7:30 pm; Begins in gym
✓ WA-First Day of School
August 22, 2013
✓ Town Council Workshop & Meeting
August 26, 2013; 5:00 pm & 6:30 pm
Westlake
Academ
Y
Item # 6 —
Future Agenda
Items
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 CEO with the
requested item and the CEO 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 CEO will place the item on the Board agenda calendar allowing
for adequate time for staff preparation on the agenda item.
- None
Westlake
Academ
Y
Item # 7 —
Adjournment
Back up material has not
been provided for this item.