HomeMy WebLinkAbout08-15-18 BOT Agenda PacketThe Regular Meeting of the Board of Trustees will begin immediately following the conclusion of the
Board of Trustees Workshop but not prior to the posted start time.
Mission Statement
Westlake Academy is an IB World School whose mission is to provide students with an
internationally minded education of the highest quality so they are well-balanced and
respectful life-long learners.
Page 1 of 3
WESTLAKE ACADEMY
Vision Statement
Westlake Academy inspires college bound students to achieve their highest individual potential
in a nurturing environment that fosters the traits found in the IB Learner Profile:
Inquirers, Knowledgeable, Thinkers, Communicators, Principled,
Open-Minded, Caring, Risk-takers, Balanced and Reflective
BOARD OF TRUSTEES SPECIAL MEETING
AGENDA
August 15, 2018
1500 Solana Boulevard
Building 7, Suite 7100
1st FLOOR, COUNCIL CHAMBER
WESTLAKE, TX 76262
Regular Session 12:00 p.m.
Page 2 of 3
Regular Session
1. CALL TO ORDER
2. PLEDGE OF ALLEGIANCE
3. CITIZEN COMMENTS: This is an opportunity for citizens to address the Board on any
matter whether or not it is posted on the agenda. The Board cannot by law take action
nor have any discussion or deliberations on any presentation made to the Board at this
time concerning an item not listed on the agenda. Any item presented may be noticed on
a future agenda for deliberation or action.
4. CONSENT AGENDA: All items listed below are considered routine by the Board of
Trustees and will be enacted with one motion. There will be no separate discussion of
items unless a Board member or citizen so requests, in which event the item will be
removed from the general order of business and considered in its normal sequence.
a. Consider approval of the minutes from the June 4, 2018, meeting.
b. Consider approval of Resolution 18-05, Amending the Westlake Academy
Personnel Manual for the 2018-2019 school year.
c. Consider approval of Resolution 18-06, Awarding the bid for property/casualty
insurance products and services to Box Insurance Agency for FY 2018-2019.
d. Consider approval of Resolution 18-07, Authorizing the Superintendent to
terminate an agreement with Pruitt Building Services, Inc. for janitorial services at
Westlake Academy Campus.
e. Consider approval of Resolution 18-08, Authorizing the Superintendent to enter
into an agreement with North Central Texas Janitorial for janitorial services.
f. Consider approval of Resolution 18-09, Authorizing the Superintendent to enter
into a contract with the Education Service Center Region 11.
g. Consider approval of Resolution 18-10, Amending and adopting a child abuse
and neglect policy, student safety policy, immunization policy, food allergy policy
and school attendance policy.
5. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF RESOLUTION 18-11,
APPROVING THE AMENDED YEAR-END BUDGET FOR WESTLAKE ACADEMY
FOR THE FISCAL YEAR ENDING AUGUST 31, 2018 AND ADOPTING THE
PROPOSED BUDGET FOR THE FISCAL YEAR ENDING AUGUST 31, 2019.
Page 3 of 3
6. ADJOURNMENT
ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE SESSION
AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER SECTIONS
551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS GOVERNMENT
CODE.
CERTIFICATION
I certify that the above notice was posted at the Town Hall of the Town of Westlake, 1500 Solana Blvd.,
Building 7, Suite 7100, Westlake, TX 76262, on August 10, 2018, by 5:00 p.m. under the Open Meetings
Act, Chapter 551 of the Texas Government Code.
_____________________________________
Kelly Edwards, Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs, please advise
the Town Secretary 48 hours in advance at 817-490-5710 and reasonable accommodations will be made
to assist you.
Board of
Trustees
Item # 2 – Pledge of
Allegiance
Texas Pledge:
“Honor the Texas flag;
I pledge allegiance to
the, Texas, on state
under God, on and
indivisible.”
CITIZEN COMMENTS: This is an opportunity for citizens to address the Board on any matter
whether or not it is posted on the agenda. The Board cannot by law take action nor have any
discussion or deliberations on any presentation made to the Board at this time concerning an
item not listed on the agenda. Any item presented may be noticed on a future agenda for
deliberation or action.
Board of
Trustees
Item # 3 – Citizen
Comments
CONSENT AGENDA: All items listed below are considered routine by the Board of
Trustees and will be enacted with one motion. There will be no separate discussion of
items unless a Board member or citizen so requests, in which event the item will be
removed from the general order of business and considered in its normal sequence.
a. Consider approval of the minutes from the June 4, 2018, meeting.
b. Consider approval of Resolution 18-05, Amending the Westlake Academy
Personnel Manual for the 2018-2019 school year.
c. Consider approval of Resolution 18-06, Awarding the bid for
property/casualty insurance products and services to Box Insurance Agency
for FY 2018-2019.
d. Consider approval of Resolution 18-07, Authorizing the Town Manager to
terminate an agreement with Pruitt Building Services, Inc. for janitorial
services at Westlake Academy Campus.
e. Consider approval of Resolution 18-08, Entering into to a contract with
North Central Texas Janitorial for Janitorial Services.
f. Consider approval of Resolution 18-09, Authorizing the Superintendent to
enter into a contract with the Education Service Center Region 11
g. Consider approval of Resolution 18-10, Amending and adopting a child
abuse and neglect policy, student safety policy, immunization policy, food
allergy policy and school attendance policy.
Board of
Trustees
Item # 4 – Consent
Agenda
BOT Minutes 06/04/18
Page 1 of 4
WESTLAKE ACADEMY
BOARD OF TRUSTEES MEETING
June 4, 2018
PRESENT: Trustees: Alesa Belvedere, Carol Langdon, Rick Rennhack, and Wayne
Stoltenberg.
ABSENT: President Wheat, and Trustee Michael Barrett. Alesa Belvedere
OTHERS PRESENT: Superintendent Tom Brymer, Board Secretary Kelly Edwards, Dr.
Mechelle Bryson, PYP Principal Rod Harding, PYP Assistant
Principal Beckie Paquin, Secondary Principal Stacy Stoyanoff,
Coach Alan Burt, Director of Human Resources and
Administrative Services Todd Wood, Director of Information
Technology Jason Power, and Management Intern Kirk McDaniel.
Work Session
1. CALL TO ORDER
Trustee Langdon called the work session to order at 5:01 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 LISTED ON THE REGULAR MEETING
AGENDA.
No additional discussion
BOT Minutes 06/04/18
Page 2 of 4
4. REPORTS
a. Report regarding Enrollment projections for School Year 2018-2019.
5. DISCUSSION ITEMS
a. Presentation and discussion regarding an annual update from the House of
Commons, (HOC).
Mrs. Kimberly Gardner, Vice Speaker, provided a presentation and overview of the
events hosted for the 2017-2018 school year.
b. Presentation and discussion regarding an annual update from the Westlake Academy
Athletic Club (WAAC).
Mrs. Laura Luckett, President, provided a handout and overview of the athletic club’s
year in review for the 2017-2018 school year.
Discussion ensued regarding supporting the student athletes, surrounding districts
participation, and multi-sport students.
c. Presentation and discussion regarding the status of Science curriculum in both the
primary and secondary programs.
Mr. Stoyanoff, Mr. Harding and Dr. Bryson provided a presentation and overview of
the item.
Discussion ensued regarding equipment for primary students, STEAM Coordinator,
entering the BEST Robotics competition, art and music classes including a graphic
design component, and new course offerings.
d. Presentation and discussion regarding Grammar, Reading and Writing K-12.
Mr. Stoyanoff, Mr. Harding and Dr. Bryson provided a presentation and overview of
the item.
Discussion ensued regarding evaluating and diagnosing Dyslexia, reviewing grammar
with MYP students, spelling, phonics and cursive writing.
6. BOARD RECAP / STAFF DIRECTION
No additional direction.
BOT Minutes 06/04/18
Page 3 of 4
7. ADJOURNMENT
Trustee Langdon adjourned the work session at 6:01 p.m.
Regular Session
1. CALL TO ORDER
Trustee Langdon call the regular session to order at 6:02 p.m.
2. ITEMS OF COMMUNITY INTEREST
No additional discussion.
3. CITIZEN COMMENTS
No one addressed the Board.
4. CONSENT AGENDA
a. Consider approval of the minutes from the April 9, 2018, meeting.
b. Consider approval of the minutes from the May 7, 2018, meeting.
c. Consider approval of Resolution 18-03, Authorizing the Superintendent to
participate in the TIPS Purchasing Cooperative.
d. Consider approval of Resolution 18-04, Renewing participation with the
Education Service Center (ESC) Region 11 Benefits Cooperative for the 2018-2019
school year.
MOTION: Trustee Rennhack made a motion to approve the consent
agenda. Trustee Belvedere seconded the motion. The motion
carried by a vote of 4-0.
5. FUTURE AGENDA ITEMS
President Wheat - Discussion of the school zone possible safety improvements.
Trustee Rennhack made a motion to consider this item on a future agenda. Trustee
Stoltenberg seconded the motion.
BOT Minutes 06/04/18
Page 4 of 4
6. ADJOURNMENT
There being no further business before the Board, Trustee Langdon asked for a motion
to adjourn the meeting.
MOTION: Trustee Stoltenberg made a motion to adjourn the regular
session. Trustee Belvedere seconded the motion. The motion
carried by a vote of 4-0.
Trustee Langdon adjourned the regular session at 6:04 p.m.
APPROVED BY THE BOARD OF TRUSTEES ON AUGUST 15, 2018.
ATTEST:
____________________________
Carol Langdon, Trustee
_____________________________
Kelly Edwards, Board Secretary
estlake Academy Board of Trustees
TYPE OF ACTION
Regular Meeting - Consent
Westlake Board Meeting
Wednesday, August 15, 2018
TOPIC: Consider a resolution amending the Westlake Academy Personnel Manual
for the 2018-2019 school year.
STAFF CONTACT: Todd Wood, Dir. of HR & Administrative Services
Strategic Alignment
Vision, Value, Mission Perspective Curriculum Outcome
Objective
Personal Responsibility People, Facilities, &
Technology PYP / MYP / DP
Attract, Recruit &
Retain the Highest
Quality Workforce
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: August 7, 2018 Completion Date: August 06, 2019
Funding Amount: N/A Status - N/A Source - N/A
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
The Westlake Academy Personnel Manual is a written compilation of the Academy’s employee
policies, procedures, and benefits. It is a comprehensive document which must be updated
annually in response to changing laws, employment trends, as well as internal changes to policies
and procedures.
RECOMMENDATION
Staff recommends approval.
ATTACHMENTS
Proposed policy additions, deletions, and changes summary.
Resolution
Resolution WA 18-05
Page 1 of 4
WESTLAKE ACADEMY
RESOLUTION NO. 18-05
A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES
AMENDING PERSONNEL POLICIES AND ADOPTING THE 2018-2019 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 2018-2019 Westlake Academy Personnel Manual with the aforementioned
additions and/or amendments.
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution WA 18-05
Page 2 of 4
SECTION 4: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 15TH DAY OF AUGUST 2018.
___________________________________
ATTEST: Laura Wheat, President
___________________________ __________________________________
Kelly Edwards, Town Secretary Tom Brymer, Superintendent
APPROVED AS TO FORM:
_____________________________
Janet S. Bubert or L. Stanton Lowry,
School Attorney
Resolution WA 18-05
Page 3 of 4
Exhibit “A”
Summary of Policy Additions and Deletions
(additions shown in blue, deletions shown in red)
Reports to the Texas Education Agency
The dismissal of a certified employee must be reported to the Division of Investigations at TEA
whenever the termination is based on evidence that the employee was involved in any of the
following:
• A reported criminal history
• Any form of sexual/physical abuse of a minor or any other illegal conduct with a student
or a minor
• Soliciting or engaging in sexual conduct or a romantic relationship with a student or
minor
• The possession, transfer, sale, or distribution of a controlled substance
• The illegal transfer, appropriation, or expenditure of school property or funds
• An attempt by fraudulent or unauthorized means to obtain or alter any certificate or
permit for the purpose of promotion or additional compensation
• Committing a criminal offense or any part of a criminal offense on school property or at a
school-sponsored event
• Violating assessment instrument security procedures
The superintendent is also required to notify TEA when a certified employee resigns and there is
evidence that the educator engaged in the conduct listed above.
The reporting requirements above are in addition to the Superintendent’s ongoing duty to notify
TEA when a certified employee or an applicant for certification has a reported criminal history.
“Reported criminal history” means any formal criminal justice system charges and dispositions
including arrests, detentions, indictments, criminal information, convictions, deferred
adjudications, and probations in any state or federal jurisdiction.
Assault leave
Assault leave provides extended job income and benefits protection to an employee who is
injured as the result of a physical assault suffered during the performance of his or her job. An
incident involving an assault is a work-related injury, and should be immediately reported to the
Executive Director and the Human Resources Office. An injury is treated as an assault if the
person causing the injury could be prosecuted for assault or could not be prosecuted only
because that person’s age or mental capacity renders the person non-responsible for purposes of
criminal liability.
An employee who is physically assaulted at work may take all the leave time medically
necessary (up to two years) to recover from the physical injuries he or she sustained. At the
request of an employee, the Academy will immediately assign the employee to assault leave.
Days of leave granted under the assault leave provision will not be deducted from accrued
Resolution WA 18-05
Page 4 of 4
personal leave and must be coordinated with workers’ compensation benefits. Upon
investigation the Academy may change the assault leave status and charge leave used against the
employee’s accrued paid leave. The employee’s pay will be deducted if accrued paid leave is
not available.
Military leave
Paid leave for military service. Any employee who is a member of the Texas National Guard,
Texas State Guard, or reserve component of the United States Armed Forces, or a member of a
state or federally authorized Urban Search and Rescue Team will be granted a paid leave of
absence without loss of any accumulated leave for authorized training or duty orders. Paid
military leave will not exceed 15 days each federal fiscal year (September 1–August 31). In
addition, an employee is entitled to use available state and local personal or sick leave during a
time of active military service.
Reemployment after military leave. Employees who leave the Academy to enter into the
United States uniformed services or who are ordered to active state military duty (Texas National
Guard or Texas State Guard) may return to employment if they are honorably discharged.
Employees who wish to return to the Academy will be reemployed in the position they would
have held if employment had not been interrupted or reassigned to an equivalent or similar
position provided they can be qualified to perform the required duties. To be eligible for
reemployment, employees must provide notice of their obligation or intent to perform military
service, provide evidence of honorable discharge or release, and submit an application for
reemployment to the Superintendent or the Human Resources Office. In most cases, the length of
federal military service cannot exceed five years.
Continuation of health insurance. Employees who perform service in the uniformed services
may elect to continue their health plan coverage at their own cost for a period not to exceed 24
months. Employees should contact the Human Resources Office for details on eligibility,
requirements, and limitations.
Possession of firearms and weapons
Employees, visitors, and students, including those with a license to carry a handgun, are
prohibited from bringing firearms, knives, clubs or other prohibited weapons onto school
premises (i.e., building or portion of a building) or any grounds or building where a school-
sponsored activity takes place. A person, including an employee, who holds a license to carry a
handgun may transport or store a handgun or other firearm or ammunition in a locked vehicle in
a parking lot, garage, or other district provided parking area, provided the handgun or firearm or
ammunition is properly stored, and not in plain view. To ensure the safety of all persons,
employees who observe or suspect a violation of the Academy’s weapons policy should report it
to the school office immediately.
estlake Academy Board of Trustees
TYPE OF ACTION
Regular Meeting - Consent
Westlake Board Meeting
Wednesday, August 15, 2018
TOPIC: Consider a Resolution awarding the bid for property/casualty insurance
products and services to Box Insurance Agency for FY 2018-2019.
STAFF CONTACT: Todd Wood, Dir. of HR & Administrative Services
Strategic Alignment
Vision, Value, Mission Perspective Curriculum Outcome
Objective
Planned / Responsible
Development Fiscal Stewardship PYP / MYP / DP Improve Financial
Stewardship
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: September 1, 2018 Completion Date: August 31, 2019
Funding Amount: $146,386 Status - Funded Source - General Fund
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
Bids have been obtained for Westlake Academy’s annual insurance renewal from three brokers,
representing multiple insurance carriers. These insurance policies include property, general
liability, umbrella, workers’ compensation, auto, international travel, and a student accident
policy. Bids were received from several companies in each category to ensure we continue to
receive quality coverage from “A” rated carriers at competitive prices.
It should be noted that liability quotes are quoted as all inclusive, or as sub-policies to the GL
policy. These include coverage for Directors & Officers, Employers Legal Liability,
Employment Practices Liability, Employee Benefits Liability, and Educator’s Legal Liability.
Box Insurance Agency was the only submission that was received, and the bid package reflected
a modest increase over 2017-2018. These premium increases are due to the addition of our 77
passenger bus, higher payroll for workers compensation, and increased property limits. Property
coverage in Texas continues to increase industry-wide, largely from wind and hail damage
claims.
RECOMMENDATION
Staff recommends awarding the bid for Westlake Academy’s property/casualty insurance
products and services to Box Insurance Agency for FY 2018-2019. The total cost for this
recommendation is $146,386.00.
ATTACHMENTS
Resolution, with recommended bid attached as Exhibit “A.”
Resolution WA 18-06
Page 1 of 3
WESTLAKE ACADEMY
RESOLUTION NO. 18-06
A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES
AWARDING THE BID FOR PROPERTY/CASUALTY INSURANCE PRODUCTS AND
SERVICES TO BOX INSURANCE AGENCY FOR FY 2018-2019.
WHEREAS, Westlake Academy desires to maintain a comprehensive risk management
program for the protection of its property, students, employees, elected officials, and stakeholders;
and,
WHEREAS, the leaders of Westlake Academy desire to exercise exceptional levels of
stewardship with all financial resources; and,
WHEREAS, the Board of Trustees finds that the passage of this Resolution is in the best
interest of the citizens of Westlake as well as the students, their parents, and faculty of Westlake
Academy.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
WESTLAKE ACADEMY:
SECTION 1: that the Board of Trustees of Westlake Academy does hereby award the
recommended bid for property/casualty insurance products and services to Box Insurance Agency
for FY 18-19, attached hereto as Exhibit “A”; and further authorize the Superintendent or designee
to execute this agreement.
SECTION 2: that, all matters stated in the Recitals hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirety.
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution WA 18-06
Page 2 of 3
SECTION 4: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 15TH DAY OF AUGUST 2017.
___________________________________
ATTEST: Laura Wheat, President
___________________________ __________________________________
Kelly Edwards, Town Secretary Thomas E. Brymer, Superintendent
APPROVED AS TO FORM:
_____________________________
Janet S. Bubert or L. Stanton Lowry,
School Attorney
Resolution WA 18-06
Page 3 of 3
Exhibit “A”
Recommended Bid – Box Insurance
Coverage Expiring Premium Renewal Premium
Commercial Property- Travelers * $ 79,545 $ 83,071
(Total Value @45,240,040) (Total value @47,803,178)
General Liability – Utica ** $ 13,737 $ 14,147
Business Auto - Utica $ 2,498 $ 3,966
Crime - Utica $ 2,670 $ 2,727
Umbrella ($5,000,000) – Utica *** $ 6,856 $ 6,925
Workers Compensation - Travelers $ 23,679 $ 27,954
Student Accident Policy - QBE $ 4,480 $ 5,596
International Travel – Ace **** $ 2,000.00 $ 2,000.00
__________________________________________________________________________________
Total $135,465.00 $146,386.00
estlake Academy Board of Trustees
TYPE OF ACTION
Regular Meeting - Consent
Westlake Board Meeting
Wednesday, August 15, 2018
TOPIC: Consider a Resolution authorizing the Superintendent to terminate an agreement
with Pruitt Building Services, Inc. for janitorial services at Westlake Academy
Campus.
.
STAFF CONTACT: Troy Meyer, Dir. of Facilities & Recreation
Strategic Alignment
Vision, Value, Mission Perspective Curriculum Outcome
Objective
Planned / Responsible
Development
People, Facilities, &
Technology PYP / MYP / DP
Improve Technology,
Facilities &
Equipment
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: August 6, 2018 Completion Date:
Funding Amount: N/A Status - Funded Source - General Fund
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
Staff is recommending the Board of Trustees to approve the termination of the contract with Pruitt
Building Services Janitorial for janitorial service on the Westlake Academy Campus and further
authorizes the Superintendent to execute said termination in the 2015 agreement, by sending a
thirty (30) day notice of termination immediately upon approval by the Board of Trustee.
Staff is recommending beginning services with North Central Texas Janitorial, which will provide
the “Best Value” in janitorial services for the Westlake Academy campus. North Central Texas
Janitorial annual cost is $159,432.00, monthly rate $13,286.00 which includes the Day Porter
position.
RECOMMENDATION
Approve a Resolution authorizing the Superintendent to terminate an agreement with Pruitt
Building Services, Inc. for janitorial services for cleaning services at the Westlake Academy
Campus
ATTACHMENTS
Resolution
Resolution WA 18-07
Page 1 of 2
WESTLAKE ACADEMY
RESOLUTION NO. 18-07
A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES
AUTHORIZING THE SUPERINTENDENT TO TERMINATE AN AGREEMENT WITH
PRUITT BUILDING SERVICES, INC. FOR JANITORIAL SERVICES FOR
CLEANING SERVICES AT THE WESTLAKE ACADEMY CAMPUS.
WHEREAS, the staff has discussed and documented the quality of service performed over
the past six (6) months with Pruitt Building Services; and
WHEREAS, the Board of Trustees now elects to exercise the right to terminate the
contract with Pruitt Building Services as stated on the executed agreement, by sending a thirty
(30) day notice of termination letter, and
WHEREAS, the janitorial services costs have been included in the adopted 2017-2018
Westlake Academy budget 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: The above findings are hereby found to be true and correct and are
incorporated herein in its entirety.
SECTION 2: That the Board of Trustees of Westlake Academy hereby approves to
terminate the contract with Pruitt Building Services for janitorial service at the Westlake Academy
Campus and further authorizes the Superintendent to execute said agreement, by sending a thirty
(30) day notice of termination immediately upon approval by the Board of Trustee.
SECTION 3: If any portion of this resolution shall, for any reason, be declared invalid by
any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof
and the Board of Trustee hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution WA 18-07
Page 2 of 2
SECTION 4: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED BY THE BOARD OF TRUSTEES OF WESTLAKE
ACADEMY, A CHARTER SCHOOL OF THE STATE OF TEXAS, ON THE 15th DAY OF
AUGUST 2018.
_____________________________
ATTEST: Laura Wheat, President
_____________________________ ______________________________
Kelly Edwards, Board Secretary Thomas E. Brymer, Superintendent
APPROVED AS TO FORM:
____________________________
Janet S. Bubert or L. Stanton Lowry,
School Attorney
estlake Academy Board of Trustees
TYPE OF ACTION
Regular Meeting - Consent
Westlake Board Meeting
Wednesday, August 15, 2018
TOPIC: Consider a Resolution authorizing the Superintendent to enter into an
agreement with North Central Texas Janitorial for janitorial services at the
Westlake Academy Campus.
STAFF CONTACT: Troy Meyer, Dir. of Facilities & Recreation
Strategic Alignment
Vision, Value, Mission Perspective Curriculum Outcome
Objective
Planned / Responsible
Development
People, Facilities, &
Technology PYP / MYP / DP
Improve Technology,
Facilities &
Equipment
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: September 6, 2018 Completion Date:
Funding Amount: $159,432 Status - Funded Source - General Fund
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
The competitive bid process was followed as outlined in the Texas Local Government Code. All
specifications for the work were available to the public and bid procedures properly advertised. A
pre-bid conference was held on June 27, 2018 with an extended sealed bid opening on July 16,
2018. The bid proposal had two options to provide janitorial service to the Westlake Academy.
Option one, was to use sub-contractors and option two, in-house contractor labor. Staff received
four bids to provide janitorial service to the Westlake Academy.
Sub-Contractor Cost In -House Cost
EFI- Efficient Facilities International No Bid $179,683.28
North Central Texas Janitorial $159,432.00 No Bid
Global Building Maintenance, Inc. No Bid $99,447.60
City Wide Building Maintenance Solutions $84,185.07 $133,072.57
Global Building Maintenance, Inc. submitted the low bid for in-house contractor services at
$99,447.60 annually. The bid they submitted had an error on the pricing for the day porter position.
City Wide Building Maintenance Solutions was the low bid for the sub-contractor services at
$84,185.01.
Staff is recommending selecting North Central Texas Janitorial, which gives us the “Best Value”
for providing janitorial services for the Westlake Academy campus. Their annual cost is
$159,432.00, with a monthly rate of $13,286.00, which includes the Day Porter position.
RECOMMENDATION
Approve a Resolution authorizing the Superintendent to enter into an agreement with North
Central Texas Janitorial to provide janitorial services at the Westlake Academy Campus.
ATTACHMENTS
Resolution
Resolution WA 18-08
Page 1 of 2
WESTLAKE ACADEMY
RESOLUTION NO. 18-08
A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES
AUTHORIZING THE SUPERINTENDENT TO ENTER INTO AN AGREEMENT WITH
NORTH CENTRAL TEXAS JANATORIAL FOR JANITORIAL SERVICES AT
WESTLAKE ACADEMY.
WHEREAS, the Board of Trustees finds the janitorial service will benefit the public: and
WHEREAS, the Board of Trustees finds that the contract from North Central Texas
Janitorial as “BEST Value” for janitorial services which will provide all necessary labor and
supplies for the cleaning of Westlake Academy: and
WHEREAS, the janitorial services cost has been included in the adopted 2018-2019
Westlake Academy budget and reject all other bids for janitorial service: 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: The above findings are hereby found to be true and correct and are
incorporated herein in its entirety.
SECTION 2: That the Board of Trustees of Westlake Academy hereby authorizes the
Superintendent to enter into an agreement with North Central Texas Janitorial to provide janitorial
service at Westlake Academy.
SECTION 3: If any portion of this resolution shall, for any reason, be declared invalid by
any court of competent jurisdiction, such invalidity shall not affect the remaining provisions hereof
and the Council hereby determines that it would have adopted this Resolution without the invalid
provision.
Resolution WA 18-08
Page 2 of 2
SECTION 4: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED BY THE BOARD OF TRUSTEES OF WESTLAKE
ACADEMY, A CHARTER SCHOOL OF THE STATE OF TEXAS, ON THE 15th DAY OF
AUGUST 2018.
_____________________________
ATTEST: Laura Wheat, President
_____________________________ ______________________________
Kelly Edwards, Board Secretary Thomas E. Brymer, Superintendent
APPROVED AS TO FORM:
____________________________
Janet S. Bubert or L. Stanton Lowry,
School Attorney
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
Res WA 18-08
estlake Academy Board of Trustees
TYPE OF ACTION
Regular Meeting - Consent
Westlake Board Meeting
Monday, August 06, 2018
TOPIC: Approval of a Resolution Authorizing the Superintendent to Execute a
Contract with the Education Service Center Region 11 for various
Business and Student Support Services for the operation of Westlake
Academy.
STAFF CONTACT: Debbie Piper, Finance Director
Strategic Alignment
Vision, Value, Mission Perspective Curriculum Outcome
Objective
Vision: Westlake Academy
inspires college bound
students to achieve their
highest individual
potential in a nuturing
environment that fosters
the traits found in the IB
Learner Profile.
Fiscal Stewardship PYP / MYP / DP Improve Financial
Stewardship
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: September 1, 2018 Completion Date: August 31, 2019
Funding Amount: $45,783 Status - Funded Source - General Fund
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
The Education Service Center Region 11 currently provides support to Westlake Academy for
business and student services. This includes training sessions for faculty and staff at discounted
rates, compliance training for public education rules and regulations, access to the Technology
Resources Education Consortium, as well as software applications and support. These software
applications include: payroll, student attendance and registration, special education, grade book,
health services, PEIMS, and off-site hosting of the Academy’s information systems. Approval of
this resolution authorizes use of those services by Westlake Academy over the next twelve (12)
month, fiscal year period beginning September 1, 2018 and ending August 31, 2019.
RECOMMENDATION
Staff Recommends approval of the resolution authorizing the Superintendent to Execute a
Contract with the Education Service Center Region 11 for various Business and Student Support
Services for the operation of Westlake Academy.
ATTACHMENTS
Resolution
Contract Summary Report
Contract Summary for:
• Business Services
• Comprehensive Services Basic Contract
• Internet Access
• Management Information Systems Software & Support Service (TxEIS Student and
Business)
• Technology Resources Education Consortium (TREC)
• TSDS (PEIMS, student GPS, Dashboard, TIMS, UID, ECDS)
• TxEIS Service Fees (Co-op Fee, Hosting Fee, Extracts)
Resolution WA 18-09
Page 1 of 2
WESTLAKE ACADEMY
RESOLUTION NO. 18-09
A RESOLUTION OF THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY
AUTHORIZING THE SUPERINTENDENT TO ENTER INTO A CONTRACT WITH
THE EDUCATION SERVICE CENTER REGION 11 FOR VARIOUS BUSINESS AND
STUDENT SUPPORT SERVICES FOR THE OPERATION OF WESTLAKE
ACADEMY.
WHEREAS, the Westlake Academy has utilized the business and student services of
the Education Service Center Region 11, which is responsible for providing training for faculty
and staff, providing compliance training for public education rules and regulations, performing
the payroll functions in full compliance with the Texas Education Agency (TEA) Financial
Accountability System Resource Guide, as well as offering software and information technology
training and hosting services to Westlake Academy; and,
WHEREAS, additional personnel costs for the Academy would have a greater impact to
the Academy’s operating budget than utilizing these contracted services offered by the Education
Service Center Region 11, and the quality of these services has been exceptional; and
WHEREAS, the Board of Trustees finds that the passage of this Resolution is in the best
interest of the citizens of Westlake as well as the students, their parents, and faculty of Westlake
Academy.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE
WESTLAKE ACADEMY, TEXAS:
SECTION 1: The above findings are hereby found to be true and correct and are
incorporated herein in its entirety.
SECTION 2: The Board of Trustees of the Westlake Academy hereby approves the
contract with the Education Service Center Region 11 functions at Westlake Academy attached
hereto as Exhibit “A”; and further authorizes the Superintendent to execute this agreement.
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Board hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution WA 18-09
Page 2 of 2
SECTION 4: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED BY THE BOARD OF TRUSTEES OF WESTLAKE
ACADEMY, A CHARTER SCHOOL OF THE STATE OF TEXAS, ON THE 15th DAY
OF AUGUST 2018.
___________________________________
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
WESTLAKE ACADEMY CHARTER SCHOOL Contract Summary
Report
Last Year Enrollment: 853
TotalContractLock Date Enroll Start Enroll End
$20,394.0007/18/2018Business Services 09/01/2018 08/31/2019
$650.0007/18/2018Comprehensive Services Basic Contract 09/01/2018 08/31/2019
$14,839.0007/18/2018Management Information Systems
Software & Support Service (TxEIS
Student and Business)
09/01/2018 08/31/2019
$2,300.0007/18/2018Technology Resources Education
Consortium (TREC)
09/01/2018 08/31/2019
$3,500.0007/18/2018TSDS (PEIMS, studentGPS,
Dashboard,TIMS, UID,ECDS)
09/01/2018 08/31/2019
$4,100.0007/18/2018TxEIS Service Fees (Co-op Fee, Hosting
Fee, SQL Anywhere 17, Extracts)
09/01/2018 08/31/2019
Print Date: 7/18/2018
Resolution WA 18-09
WESTLAKE ACADEMY CHARTER SCHOOL Contract Summary for
Business Services v30
Enrollment Period: 09/01/2018 - 08/31/2019
Last Year Enrollment: 853
Answer Price
Payroll Support
Services Only
If you wish to sign up for Business Services, please indicate the service for
which you wish to contract in the box on the right.
$20,394.00Fee (see Business Service Contract Price List in the "Business Center
Handbook")
Do you wish to sign up for the Requisition Module? If yes, please enter the
amount of users in the box on the right.
* A Requisition Module fee of $580 + $20 per user will be applied.
Bank Reconciliation: Enter the number of bank accounts that will be
reconciled by ESC Region 11's Business Center in the box on the right.
$200 per month for the first bank account, $50 per month for each
additional account.
Contract Adjustment
Business Manager Service Fees (Call for quote Brandilyn DePalma
(817)740-7610)
þBy clicking the box on the right, I, as an authorized representative of the
above mentioned LEA/Charter, agree to the terms of the attached "Business
Center Handbook" stating LEA/Charter Responsibility and ESC Region 11
Business Center Responsibility and Business Center Price List.
Total:$20,394.00
Contract Contact: Marlene Rutledge mrutledge@westlake-tx.org (817) 490-5737
Todd Wood (HR Director) twood@westlake-tx.org (817) 490-5711
36 CID#: 14328 Print Date: 7/18/2018 Page 1 of 2
Resolution WA 18-09
Additional fees will be charged for public schools having more than five campuses or more than one payroll frequency.
______________________________________________________________
Superintendent or Approved Designee
______________________________________________________________
Date
______________________________________________________________
Executive Director
Education Service Center Region 11
______________________________________________________________
Date
Note:
1.Use the Printer Icon located to the right of the contract name on the Contract Home page to print a copy of this
contract.
Click on Review/Submit Contracts on the contract home page.
ESC Region 11:
Return a signed and dated copy to the district.
36 CID#: 14328 Print Date: 7/18/2018 Page 2 of 2
Resolution WA 18-09
This Master Interlocal Agreement (“Agreement”) is made by and between Education Service Center Region 11 (“ESC Region
11”) and (“Local Government”), (collectively referred to as the “Parties” or individually as the “Party”) acting herein by and
through their respectively authorized officers or employees.
PREMISES
WHEREAS, Chapter 791 of the Texas Government Code authorizes local governments to contract with each other
to provide governmental functions and services; and
WHEREAS, The Parties wish to enter into this Agreement to provide local governments with greater efficiency and
economy in purchasing products and services; and
WHEREAS, the governing bodies of the Parties, individually and together , do hereby adopt and find the foregoing
promises as findings of said governing bodies; and
NOW THEREFORE, premises considered, and in consideration of and conditioned upon the mutual covenants
and agreements, herein, the Parties hereto mutually agree as follows:
AGREEMENT
1. Term: This Agreement is effective from the date of the last signature and shall automatically renew annually unless
either party gives sixty (60) days prior written notice of non-renewal.
2. Purpose: This Agreement shall: (1) Allow the Local Government to purchase products or services by purchase order,
contract, agreement, or other appropriate legal method from ESC Region 11; and (2) Allow the Local Government to
join ESC Region 11-sponsored purchasing cooperatives in order to purchase products or services from vendors which
have been properly awarded contracts through statutorily authorized methods.
3. Relationship: The relationship between the Parties is that of Independent Contractor. Neither Party has the authority to
bind the other in any manner.. The Local Government may be required to enter into subsequent contractual arrangements
with ESC Region 11 for specific products or services.
4. Agreement and Interpretation: The Parties covenant and agree that any litigation relating to this agreement, the terms,
and conditions of the agreement will be interpreted according to the laws of the State of Texas and venue shall be
exclusively in Tarrant County, Texas.
5.Each party paying for the performance of governmental functions or services must make those payments from current
revenues available to the paying party.
Master Interlocal
Agreement (MIA)
ESC Region 11
1451 S. Cherry Lane
White Settlement, Texas 76108
Attn: Athena Nance-Young
ESC Region 11 Authorized Representative Signature Date
ESC Region 11 Authorized Representative Title
Local Government
Name of Local Government
Address of Local Government
Contact Name and Telephone Number
Board President Signature Date
Board Approval Date County/District #
(if applicable)
Westlake Academy Charter School
2600 JT Ottinger Rd, Westlake TX 76262
billing address: 1500 Solana Blvd Bldg 7 Ste 7200 Westlake TX 76262
Marlene Rutledge (817) 490-5737
220-810
Resolution WA 18-09
Resolution WA 18-09
Resolution WA 18-09
Resolution WA 18-09
Resolution WA 18-09
Resolution WA 18-09
Resolution WA 18-09
Page 1 of 2
estlake Academy Board of Trustees
TYPE OF ACTION
Regular Meeting - Consent
Westlake Board Meeting
Wednesday, August 15, 2018
TOPIC: Consider Approval of Resolution Adopting a Child Abuse and Neglect
Policy, Student Safety Policy, Immunization Policy, Food Allergy Policy
and School Attendance Policy.
STAFF CONTACT: Dr. Mechelle Bryson, Executive Director
Strategic Alignment
Vision, Value, Mission Perspective Curriculum Outcome
Objective
Mission: Westlake
Academy is an IB World
School whose mission is to
provide students with an
internationally minded
education of the highest
quality, so they are well-
balanced life-long
learners.
Academic
Operations PYP / MYP / DP
Improve the
Efficiences of
Operational Systems
Strategic Initiative
Time Line - Start Date: August 6, 2018 Completion Date: August 15, 2018
Funding Amount: $0 Status - N/A Source - N/A
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
The Instructional Leadership Team (ILT) is in the process of reviewing all Westlake Academy
board policies in order to ensure that adopted policies meet State and Federal mandates. In addition
to reviewing existing policies, the ILT will also identify any new policy needs. This process will
take place throughout the school year. As such, board policy updates will be presented to the
Board of Trustees as these policies are reviewed and amended.
Page 2 of 2
For the month of August, the ILT has reviewed and updated the following policies for your
approval:
• Child Abuse and Neglect Policy – Exhibit A
• Student Safety Policy – Exhibit B
• Immunization Policy – Exhibit C
• Food Allergy Policy – Exhibit D
• School Attendance Policy – Exhibit E
Please note that these policies have been reviewed by Westlake Academy’s Attorney, Janet Bubert.
RECOMMENDATION
Staff recommends approval of the resolution.
ATTACHMENTS
Resolution with policies
Resolution WA 18-10
Page 1 of 14
WESTLAKE ACADEMY
RESOLUTION 18-10
A RESOLUTION OF THE WESTLAKE ACADEMY BOARD AMENDING AND
ADOPTING A CHILD ABUSE AND NEGLECT POLICY, STUDENT SAFETY POLICY,
IMMUNIZATION POLICY, FOOD ALLERGY POLICY AND SCHOOL
ATTENDANCE POLICY.
WHEREAS, the State of Texas requires schools to comply with certain federal and state
laws; and,
WHEREAS, Westlake Academy is required to adhere to state policies and regulations
regarding federal and state laws; and,
WHEREAS, Westlake Academy views student welfare, safety and school attendance as
essential to academic excellence; 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, as well as the citizens of
Westlake.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
WESTLAKE ACADEMY:
SECTION 1: That, all matters stated in the recitals hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirety.
SECTION 2: That the Board of Trustees of Westlake Academy hereby amends and
adopts the following policies:
• Child Abuse and Neglect Policy – Exhibit A
• Student Safety Policy – Exhibit B
• Immunization Policy – Exhibit C
• Food Allergy Policy – Exhibit D
• School Attendance Policy – Exhibit E
SECTION 3: If any portion of this resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution WA 18-10
Page 2 of 14
SECTION 4: That this resolution shall become effective from and after its date of passage.
PASSED AND APPROVED ON THIS 15th DAY OF AUGUST 2018.
___________________________________
Laura Wheat, President
ATTEST:
________________________________ ___________________________________
Kelly Edwards, Board Secretary Thomas E. Brymer, Superintendent
APPROVED AS TO FORM:
________________________________
Janet S. Bubert or L. Stanton Lowry,
School Attorney
Resolution WA 18-10
Page 3 of 14
Exhibit A
TOWN OF WESTLAKE
WESTLAKE ACADEMY
BOARD OF TRUSTEES POLICY
Policy No.:
Date Board Adopted: August 6, 2018
Effective Date: August 6, 2018
Policy Category: Student Services
Policy Name: Child Abuse and Neglect
Policy Goal: To provide opportunities for students to acquire anti-victimization
skills and establish procedures for reporting suspected child abuse or neglect.
Policy Description:
Westlake Academy shall provide child abuse anti-victimization programs for all primary and
secondary students. Education Code 38.004.
The Academy shall also adopt and train staff on procedures for reporting instances of child abuse
and neglect as required by the Texas Family Code. Any person who has cause to believe a
child’s physical or mental health or welfare has been adversely affected by abuse or neglect by
any person shall immediately make a report as required by Family Code 261.101.
If a professional has cause to believe that a child has been or may be abused or neglected,
including a belief that a child is a victim of an offense under Texas Penal Code Section 21.11
(Indecency with a Child), the professional shall make a report within 48 hours after the
professional first suspects abuse or neglect. A professional may not delegate to or rely on
another person to make the report.
A “professional” is an individual who is licensed or certified by the state or who is an employee
of a facility licensed, certified, or operated by the state and who, in the normal course of official
duties or duties for which a license or certification is required, has direct contact with children.
The term includes teachers, nurses, doctors, day-care employees, and juvenile detention or
correctional officers. Family Code 261.101(b)
A notice of employee responsibilities and procedures for reporting suspected child abuse and
neglect is outlined in the Westlake Academy Parent Student Handbook.
Resolution WA 18-10
Page 4 of 14
Exhibit B
TOWN OF WESTLAKE
WESTLAKE ACADEMY
BOARD OF TRUSTEES POLICY
Policy No.:
Date Board Adopted: August 6, 2018
Effective Date: August 6, 2018
Policy Category: Student Services
Policy Name: Student Safety
Policy Goal: To provide a safe environment and communication with families in the event
of educator misconduct.
Policy Description:
Westlake Academy shall provide notice to the parent or guardian of a student with whom an
educator is alleged to have engaged in misconduct as defined by this Policy and Education Code
21.006(b)(2).
Misconduct is defined as:
1. Abuse of a student or minor, or unlawful act with a student or minor;
2. Involved in a romantic relationship with, or solicited or engaged in sexual contact with
a student or minor.
Westlake Academy shall inform the parent or guardian:
1. As soon as feasible that the alleged misconduct may have occurred;
2. Whether the educator was terminated following an investigation of the alleged
misconduct or resigned before the completion of the investigation; and
3. Whether a report was submitted to the State Board for Educator Certification (SBEC)
concerning the alleged misconduct.
Education Code 21.0061
Resolution WA 18-10
Page 5 of 14
Exhibit C
TOWN OF WESTLAKE
WESTLAKE ACADEMY
BOARD OF TRUSTEES POLICY
Policy No. :
Date Board Adopted: August 6, 2018
Date Board Amended: N/A
Effective Date: August 6, 2018
Policy Category: Student Services
Policy Name: Immunization
Policy Goal: To promote student health and wellness through required immunizations for
school admission.
Policy Description: The immunization policy ensures compliance with immunization
requirements identified by the Texas Department of State Health Services (TDSHS), provides an
awareness program for stakeholders, and incorporates procedures for provisional admission,
completion of vaccinations and a review of vaccination status.
Each student shall be fully immunized against diphtheria, rubeola (measles), rubella, mumps,
tetanus, and poliomyelitis. TDSHS may modify or delete any of these immunizations or may
require immunizations against additional diseases as a requirement for admission to any
elementary or secondary school. Education Code 38.001(a), (b)
Students in kindergarten through twelfth grade shall have the following additional vaccines,
according to the immunization schedules set forth in TDSHS regulations: pertussis, hepatitis B,
hepatitis A (as applicable to the grade levels specified in state rule), and varicella (chickenpox).
TDSHS requires students enrolling in seventh through twelfth grades to have one dose of
meningococcal vaccine on or after the student’s 11th birthday. 25 Tex. Admin. Code 97.63
Westlake Academy shall post the following on its website:
1. A list, in English and Spanish, of:
a. The immunizations required by TDSHS for admission to public school;
b. Any immunizations or vaccines recommended for public school students by TDSHS.
The list must include the influenza vaccine, unless TDSHS requires the influenza
vaccine for admission to a public school; and
c. Health clinics in the community that offer the influenza vaccine, to the extent those
clinics are known to the district; and
Resolution WA 18-10
Page 6 of 14
2. A link to the TDSHS Internet website where a person may obtain information relating to the
procedures for claiming an exemption from the immunization requirements.
Westlake Academy shall comply with the provisions of Education Code Chapter 38 and Title 25
of the Texas Administrative Code Chapter 97 regarding immunization requirements, exceptions,
and documentation, including provisional admission, completion of vaccinations and a review of
vaccination status.
Further information on immunization requirements, including the procedures for claiming an
exception to the immunization policy, provisional admission, completion of vaccinations and a
review of vaccination status, may be found on the Westlake Academy Website in the section
‘Student Life/Services-Health on Campus’ and in the Parent/Student Handbook.
Resolution WA 18-10
Page 7 of 14
Exhibit D
TOWN OF WESTLAKE
WESTLAKE ACADEMY
BOARD OF TRUSTEES POLICY
Policy No. :
Date Board Adopted: August 6, 2018
Date Board Amended: N/A
Effective Date: August 6, 2018
Policy Category: Student Services
Policy Name: Food Allergies
Policy Goal: The purpose of the food allergy policy is to provide appropriate and clear
guidelines to protect students from severe reactions or fatalities associated with anaphylaxis by
providing an opportunity for effective and quick-response use of epinephrine.
Policy Description: Westlake Academy will adopt guidelines/procedures on student food allergy
management plans to limit the risk posed to students with food allergies.
In accordance with Texas Education Code Section 38.0151, this policy provides guidelines for
the care of students with diagnosed food allergies at risk for anaphylaxis based on the guidance
developed by state authorities.
The following components will be used in developing and administering plans to care for
students diagnosed with food allergies:
3. Identification of students with food allergies at risk for anaphylaxis;
4. Development, implementation, communication and monitoring of emergency care plans,
504 plans and/or individual health care plans for students with food allergies at risk for
anaphylaxis;
5. Reducing the risk of exposure within the school setting;
6. Training programs for school staff on anaphylaxis and emergency response to anaphylactic
reactions;
7. Methods for requesting specific food allergy information from a parent of a student with a
diagnosed food allergy;
8. Annual review of the school’s food allergy management plan.
Resolution WA 18-10
Page 8 of 14
Westlake Academy will ensure guidelines for the care of students with food allergies at risk for
anaphylaxis includes the roles and responsibilities of the parents, administration, nurses,
teachers, dining hall manager, students and contract cleaning/custodial personnel.
Further information on food allergies, and the roles and responsibilities of certain individuals
may be found on the Westlake Academy Website in the section ‘Student Life/Services-Health on
Campus.’ The reference guide ‘Guidelines for the Care of Students with Food Allergies At-Risk
for Anaphylaxis’ will also be posted and used as a reference guide.
Additional guidelines on food allergies shall be published in the Parent/Student Handbook on an
annual basis.
Resolution WA 18-10
Page 9 of 14
Exhibit E
TOWN OF WESTLAKE
WESTLAKE ACADEMY
BOARD OF TRUSTEES POLICY
Policy No. 3.02:
Date Board Adopted: August 3, 2009
Date Board Amended: October 5, 2015
Effective Date: October 5, 2015
Policy Category: Parent, Student and Faculty Relations and Expectations
Policy Name: Attendance
Policy Goal: To encourage attendance and outline expectations and requirements for students
and parents.
Policy Description: Regular and consistent attendance is required to achieve academic success
at Westlake Academy. Poor attendance is a major contributing factor toward receiving
unsatisfactory grades and results in an additional commitment of after school hours to complete
make-up assignments and review of class lecture notes.
Compulsory Attendance
Students who are at least six years of age, or who have been previously enrolled in first grade,
and who have not yet reached their 19th birthday shall attend school for the entire period the
program is offered, unless exempted as indicated below. On enrollment in prekindergarten or
kindergarten, a student shall attend school. Education Code 25.085(a)–(c)
Westlake Academy requires cooperation from parents in the matter of school attendance and
punctuality. Parents should:
• Ensure your child arrives and is picked up on time each day. Families who do not pick up
their students by the time specified in the Parent/Student Handbook may be subject to a
late pick up fee after the second offense.
• Schedule routine medical and dental appointments after school hours when possible.
• Schedule family vacations during the school’s vacation days and notify the school prior
to any planned absence.
• Parents should inform the office before 10:00 am of any absences.
A stu dent is exempt from compulsory attendance requirements if:
Resolution WA 18-10
Page 10 of 14
1. The student is eligible to participate in a district’s special education program under
Education Code 29.003 and cannot be appropriately served by the resident district.
2. The student has a temporary and remediable physical or mental condition that makes
attendance infeasible and the student has a certificate from a qualified physician
specifying the temporary condition, indicating the prescribed treatment, and covering
the anticipated period of absence for the purpose of receiving and recuperating from
remedial treatment.
Education Code 25.086
Voluntary Enrollment of Students 19 and Over
A person who voluntarily enrolls in school or voluntarily attends school after the person’s 19th
birthday shall attend school each school day for the entire period the program of instruction is
offered. A board may adopt a policy requiring the student who is under 21 years of age to attend
school until the end of the school year.
After the third unexcused absence of a person who voluntarily enrolls, a district shall issue a
warning letter to the person that states the person’s enrollment may be revoked for the remainder
of the school year if the person has more than five unexcused absences in a semester.
A district may revoke for the remainder of the school year the enrollment of a person who has
more than five unexcused absences in a semester, except a school district may not revoke the
enrollment of a person under this provision on a day on which the person is physically present at
school.
A person whose enrollment is revoked for exceeding this limit may be considered an
unauthorized person on school grounds for the purposes of Education Code 37.107 regarding
trespassing.
As an alternative to revoking a person’s enrollment, a school district may impose a behavior
improvement plan described by Education Code 25.0915(a-1)(1).
Education Code 25.085(e)–(h)
Excused Absences
A district shall excuse a student from attending school for the following purposes:
1. Observing religious holy days, including one day of travel to and from the site where the
student will observe the holy days, if necessary.
2. Attending a required court appearance, including one day of travel to and from the site where
the court is located, if necessary.
3. Appearing at a governmental office to complete paperwork required in connection with the
student’s application for United States citizenship, including one day of travel to and from the
site of the governmental office, if necessary.
Resolution WA 18-10
Page 11 of 14
4. Taking part in a United States naturalization oath ceremony, including one day of travel to and
from the site of the ceremony, if necessary.
5. Serving as an election clerk, including one day of travel to and from the site where the student
will serve as an election clerk, if necessary.
6. A student in the conservatorship of the Department of Family and Protective Services (DFPS)
shall be excused in order to participate, as determined and documented by DFPS, in an activity:
A) Ordered by a court under Family Code Chapter 262 or 263, provided that it is not
practicable to schedule the participation outside of school hours, or
B) Required under a service plan under Family Code Chapter 263, Subchapter B.
Education Code 25.087(b)(1); 19 TAC 129.21(j)(3)
7. A temporary absence resulting from an appointment with a health-care professional for the
student or the student’s child if the student commences classes or returns to school on the same
day of the appointment. The student or parent must provide documentation of the appointment
from the health-care professional. “Temporary absence” also includes an absence of a student
diagnosed with autism spectrum disorder on the day of the student’s appointment with a health-
care practitioner to receive a generally recognized service for persons with autism spectrum
disorder, including applied behavioral analysis, speech therapy, and occupational therapy.
Education Code 25.08(b)(2), (b-3); 19 TAC 129.21(j)(3)
8. For students in the Diploma Program (11th or 12th grade), an absence to visit an institution of
higher education accredited by a generally recognized accrediting organization for the purpose of
determining the student’s interest in attending the institution of higher education. Excused
absences under this provision may not exceed two days and must be supported by documentation
to verify the student’s visit at the institution of higher education. Education Code 25.087(b-2);
19 TAC 129.21(j)(3)
9. A student whose parent, stepparent, or legal guardian is an active duty member of the
uniformed services and has been called to duty for, is on leave from, or immediately returned
from continuous deployment of at least four months outside the locality where the parent,
stepparent, or guardian regularly resides, shall be excused from school to visit with the student’s
parent, stepparent, or guardian. An absence under this provision may not exceed five days in a
school year. An excused absence under this provision must be taken not earlier than the 60th day
before the date of deployment or not later than the 30th day after the date of return from
deployment. Education Code 25.087(b-4)
10. A student who is 17 years of age or older may be excused from attending school to pursue
enlistment in a branch of the armed services of the United States or the Texas National Guard,
provided that: the absence is not for more than four days of school during the period the student
is enrolled in high school; and the Academy verifies the student’s activities related to pursuing
enlistment in a branch of the armed services or the Texas National Guard. Education Code
25.087(b-5), (b -6)
Resolution WA 18-10
Page 12 of 14
11. A student in grades 6 through 12 may be excused for the purpose of sounding “Taps” at a
military honors funeral held in this state for a deceased veteran. Education Code 25.087(c)
Documenting Attendance & Make-Up Work
A student whose absence is excused for a reason described above shall not be penalized for that
absence and shall be counted as if the student attended school for purposes of calculating the
average daily attendance of students. The student shall be allowed a reasonable time to make up
school work missed on the days. If the student satisfactorily completes the work, the days of
absence shall be counted as days of compulsory attendance. Education Code 25.087(d)
Notice to Parents
The Academy shall notify a student’s parent in writing at the beginning of the school year that, if
the student is absent from school on ten or more days or parts of days within a six-month period
in the same school year, the student’s parent is subject to prosecution under Education Code
Section 25.093, and the student is subject to referral to a truancy court for truant conduct under
Family Code Section 65.003(a).
Notice of Absences
The Academy shall notify a student’s parent if the student has been absent from school, without
excuse under Education Code Section 25.087, on three days or parts of days within a four-week
period. The notice must:
9. Inform the parent that:
a. It is the parent’s duty to monitor the student’s school attendance and require the
student to attend school; and
b. The student is subject to truancy prevention measures under Education Code Section
25.0915; and
10. Request a conference between school officials and the parent to discuss the absences.
The fact that a parent did not receive the notices described above is not a defense for the parent’s
failure to require a child to attend school nor for the student’s failure to attend school. Education
Code 25.095
Parent Contributing to Non-Attendance
A parent or person standing in parental relation commits an offense if:
1. A warning notice is issued;
2. The parent with criminal negligence fails to require the child to attend school as required by
law; and
3. The child has absences for the amount of time specified under Family Code Section
65.003(a).
Resolution WA 18-10
Page 13 of 14
The attendance officer or other appropriate school official shall file a complaint against the
parent in an appropriate court, as permitted under Education Code Section 25.093.
Affirmative Defense - Parent
It is an affirmative defense to prosecution that one or more of the absences required to be proven
was excused by a school official or should be excused by the court. A decision by the court to
excuse an absence for this purpose does not affect the ability of the Academy to determine
whether to excuse the absence for another purpose. Education Code 25.093
Student Liability
A child engages in truant conduct if the child is required to attend school under the compulsory
attendance laws and fails to attend school on ten or more days or parts of days within a six-
month period in the same school year. Truant conduct may be prosecuted only as a civil case in a
truancy court. Family Code 65.003(a), (b)
“Child” means a person who is 12 years of age or older and younger than 19 years of age. Family
Code 65.002(1)
Affirmative Defense - Student
It is an affirmative defense to an allegation of truant conduct that one or more of the absences
required to be proven was excused by a school official or by the court or that one or more of the
absences were involuntary, but only if there is an insufficient number of unexcused or voluntary
absences remaining to constitute truant conduct. The burden is on the child to show by a
preponderance of the evidence that the absence was or should be excused or that the absence was
involuntary. A decision by the court to excuse an absence does not affect the ability of the district
to determine whether to excuse the absence for another purpose. Family Code 65.003(c)
Truancy Prevention Measures
If a student fails to attend school without excuse on three or more days or parts of days within a
four-week period, but does not fail to attend school for the time described below, the district shall
initiate truancy prevention measures on the student. Education Code 25.0915(a-4)
Referral to Truancy Court
If a student fails to attend school without excuse on ten or more days or parts of days within a
six-month period in the same school year, the Academy shall within ten school days of the
student’s tenth absence refer the student to a truancy court for truant conduct under Family Code
65.003(a). Education Code 25.0951
Resolution WA 18-10
Page 14 of 14
Withdrawal of Student
In order to continue enrollment from year to year at the Academy, the student or parent must
complete the Academy's annual registration process. A student who is not registered by the
deadline identified by the Academy and remains unregistered after documented attempts to
contact the student/parent will be considered withdrawn from the Academy. Additionally, a
student who is absent for five consecutive school days without notice and efforts by
administrators to contact the student or parent are unsuccessful will be considered withdrawn
from the Academy.
Additional procedural information as it relates to attendance shall be recorded and
published in the Parent/Student Handbook on an annual basis.
estlake Academy Board of Trustees
TYPE OF ACTION
Regular Meeting - Action Item
Westlake Board Meeting
Wednesday, August 15, 2018
TOPIC: Conduct a Public Hearing and Consider a Resolution Approving the
Amended Year-End Budget for Westlake Academy for the Fiscal Year
Ending August 31, 2018 and Adopting the Proposed Budget for the Fiscal
Year Ending August 31, 2019.
STAFF CONTACT: Amanda DeGan, Assistant Town Manager
Dr. Mechelle Bryson, Executive Director
Debbie Piper, Finance Director
Strategic Alignment
Vision, Value, Mission Perspective Curriculum Outcome
Objective
Vision: Westlake Academy
inspires college bound
students to achieve their
highest individual
potential in a nuturing
environment that fosters
the traits found in the IB
Learner Profile.
Fiscal Stewardship PYP / MYP / DP Improve Financial
Stewardship
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: September 1, 2018 Completion Date: August 31, 2019
Funding Amount: GF - $8,710,132 Status - Funded Source - General Fund
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
This budget reflects Westlake Academy’s commitment to its strategic plan and the initiatives that
support the mission, vision and values. At the core of the Academy is college readiness.
Throughout each Programme in the IB continuum, the objective is to prepare students for post-
secondary success and beyond. As such alignment to that mission is paramount. The following
is reflective of the proposed budget, which:
• shows a steady increase in student enrollment that is indicative of the growth of the Town
and the success the Academy has had in preparing students for post-secondary
achievements.
• contains an increase in Career and Technology Education (CTE) funding due to a new
pathway in Technology.
• includes a facilities allotment for Charter Schools passed by the 84th Texas Legislative
Session.
• contains a 3% increase (on average) in staff salaries to move the salary scale to within
0.5% of the median of surrounding school districts according to Board policy (assuming
surrounding school districts implement market adjustments).
This new year will be unique in that we will be celebrating 15 years of educational success at
Westlake Academy! In addition, the IB was founded 50 years ago, paving the way for
groundbreaking development in international education. Therefore, keeping with our tradition of
utilizing an associated theme focusing on the coming school year, the proposed theme for FY
2018/2019 is: Celebrate 15WA/50IB: A Legacy of Leading and Learning
The Board of Trustees reviewed the proposed budget for FY 2018-2019 at the Governance
Retreat held on May 31, 2018 and will again discuss the projections on August 15, 2018. During
these discussions, staff presented the projected year end expenditures, an analysis of the coming
year revenues and expenditures related to the academic services of Westlake Academy and a
five-year financial forecast. We will also present any updates to the numbers and projections
between the June and August timeframe. The final proposed FY 18-19 expenditures of
$8,710,132 for the General Fund represents a decrease from the FY 17-18 expenditures by
$254,460 with most of the increase being the salary increase for personnel. This budget
presentation is the final opportunity for Board follow-up and review of the proposed information
for the coming fiscal and school year.
Legal requirements for charter school budgets are formulated by the state and the TEA. A Board
typically adopts an appropriated budget on a basis consistent with GAAP for the general fund,
debt service fund and child nutrition program (which is included in special revenue funds).
However, the Academy does not maintain a debt service fund nor a child nutrition
program; therefore, only the General Fund is required to be adopted. Special Revenue
Funds are not adopted by the governing body, and are shown for informational purposes
only.
In accordance with State law, the staff has prepared and presents the FY 2017-2018 operating
budget for the Academy outlining the anticipated revenues and expenditures of all funds for the
Board’s review and consideration, including the amended year-end budget for FY 2016-17.
RECOMMENDATION
Following presentation of the final proposed FY 2018-2019 operating budget and holding of the
required public hearing, staff recommends approval of this resolution.
ATTACHMENTS
Resolution
Proposed FY 2018-2019 Budget, including amended year-end budget for FY 2017-2018.
WA Resolution 18-11
Page 1 of 2
WESTLAKE ACADEMY
RESOLUTION NO. 18-11
A RESOLUTION OF THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY TO
ADOPT THE REVISED OPERATING BUDGET FOR FISCAL YEAR ENDING
AUGUST 31, 2018 AND THE PROPOSED BUDGET FOR FISCAL YEAR ENDING
AUGUST 31, 2019 INCLUDING INVESTMENT POLICY, FISCAL AND BUDGETARY
POLICIES, COMMITTED AND ASSIGNED FUND BALANCES.
BE IT RESOLVED BY THE BOARD OF DIRECTORS OF WESTLAKE ACADEMY:
WHEREAS, Section 44.002 of the Education Code of the Texas Education Agency
Texas School Law Bulletin states the budget must be prepared according to generally accepted
accounting principles, and
WHEREAS, the budget must be approved by the Board of Trustees prior to August 31st
according to Texas Education Agency’s Financial Accountability System Resource Guide,
Section 2.6.2 – TEA Legal Requirements; and
WHEREAS, the Board of Trustees held a Public Hearing on August 15th, 2018; 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 amended Westlake Academy
Operating Budget for the fiscal year ending August 31, 2018 and the proposed Westlake
Academy Annual Operating Budget for the fiscal year ending August 31, 2019 and appropriates
the funds contained therein attached to this resolution as Exhibit “A”.
SECTION 3: That the Board of Trustees hereby adopts the Fiscal and Budgetary
Policies, Investment Policies, and the Committed and Assigned Fund Balance designations that
are also included in Exhibit A.
SECTION 4: That a copy of the official adopted 2018-2019 Budget shall be kept on file
in the office of the Town Secretary.
WA Resolution 18-11
Page 2 of 2
SECTION 5: If any portion of this resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
SECTION 6: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 15th DAY OF AUGUST, 2018.
___________________________________
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
Westlake Academy * 2600 Ottinger Road * Westlake, Texas 76262
www.westlakeacademy.org
A NNIVERSARY
15TH
W ESTLAKEACADEMY
A NNIVERSARY
50TH
INTERNATIONAL
BACCALAUREATE
1
This page is
intentionally blank
2
BUDGET GUIDE AND TABLE OF CONTENTS
Westlake Academy, IBO Charter School* 2600 Ottinger Road * Tarrant County, Westlake Texas 76262
i
1. INTRODUCTORY SECTION
• 07 Mission, Vision, & Values
• 08 ASBO Award for FY 17/18
• 10 GFOA Best Practices 09/01/2018
• 13 Academic Community Profile
2. EXECUTIVE SECTION
• 17 Executive Summary Letter
• 23 Service Level Adjustments
• 24 Debt Service and Bond Rating
3. BUDGET STRUCTURE
• 27 Budget Overview and Process
o Long Term Forecast Chart
o Budget Calendar
• 33 Balanced Scorecard System
• 38 Budget Document Structure
• 39 Financial Budget Structure
• 40 Fund Balance Components
• 41 Fund Types and Structure
• 44 Account Coding Structure
• 45 Revenue Classifications
• 46 Expenditure Class by Function
• 49 Expenditure Class by Object
• 50 Fund & Function Relationship
4. FINANCIAL ANALYSIS SECTION
• 53 Financial Forecast Assumptions
• 54 Five-Year Financial Forecast
• 55 Governmental Fund Summary
• 59 Governmental Fund Statements
• 62 General Fund Summary
• 64 General Fund Statements
• 74 Special Revenue Fund Summary
5. PERSONNEL SECTION
• 79 Personnel & Staffing
• 81 Personnel Position Summary
• 84 Organizational Chart
• 85 Board of Trustees
• 86 Leadership Team
• 87 Structure - Municipal
• 88 Structure – Academic
6. STUDENT DATA SECTION
• 93 IBO Overview
• 94 IB Learner Profile
• 96 Enrollment Boundaries
• 97 Student Enrollment
• 98 PYP Programme & Performance
• 101 MYP Programme & Performance
• 105 DYP Programme & Performance
• 107 Benchmark Data
• 111 TEA Accountability Summary
• 112 Achievements Academic
• 115 Achievements Athletic
• 116 Parent Survey Results
7. POLICY SECTION
• 119 Investment Policies
• 124 Fiscal and Budgetary Policies
• 134 Future Policies
8. APPENDIX SECTION
• 139 Glossary
• 147 Acronyms
• 148 School Calendar
This page is
intentionally blank
4
15TH
A NNIVERSARY
W ESTLAKE
A CADEMY
A NNIVERSARY
50TH
INTERNATIONALBACCALAUREATE
5
This page is
intentionally blank
6
MISSION, VISION & VALUES
Founded in 2003 with a vision to achieve academic excellence and develop life-long learners who
become well-balanced, responsible global citizens, Westlake Academy is the first and only municipally-
owned charter school in the State of Texas. The Academy was the fifth school in the United States, and
the only public school, to offer the full IB curriculum for grades K-12.
During each year’s budget retreat, great care and consideration is given to review the mission, vision
and values of the Academy and the impact these have on both the long-term goals and its day-to-day
operation. The vision, mission and value statements represent the outcome of these discussions and
confirm the Board’s continued dedication to academic excellence and personal achievement.
M ISSION
“Westlake Academy is an IB World School whose mission is to provide students
with an internationally minded education of the highest quality,
so they are well-balanced and respectful life-long learners.”
V ISION
“Westlake Academy inspires college bound students to achieve
their highest individual potential in a nurturing environment
that fosters the traits found in the IB learner profile.”
~ Inquirers, Knowledgeable, Thinkers, Communicators, Principled,
Open-minded, Caring, Risk-takers, Balanced, and Reflective~
V ALUES
Maximizing Personal Development
Academic Excellence
Respect for Self and Others
Personal Responsibility
Compassion and Understanding
D ESIRED O UTCOMES
The following desired outcomes summarize the goals and objectives
established by the Board of Trustees and leadership staff at the Academy:
High Student Achievement
Strong Parent & Community Connections
Financial Stewardship & Sustainability
Student Engagement-Extracurricular Activities
Effective Educators & Staff
7
This Meritorious Budget Award is presented to
WESTLAKE ACADEMY
INTERNATIONAL BACCALAUREATE WORLD SCHOOL
for excellence in the preparation and issuance of its budget
for the Fiscal Year 2017-2018.
The budget adheres to the principles and standards
of ASBO International’s Meritorious Budget Award criteria.
Anthony N. Dragona, Ed.D., RSBA John D. Musso, CAE, RSBA
President Executive Director
8
MERITORIOUS BUDGET AWARD
Westlake Academy has been awarded the Meritorious Budget Award by the Association of
School Business Officials (ASBO) for the preparation and issuance of the 2017-2018 annual
budget. The award has been received annually since September 1, 2010.
This award is the highest form of recognition and a significant
achievement that reflects the commitment of the governing
body and staff in meeting the highest principles of academic
budgeting.
The Meritorious Budget Award (MBA) recognizes school
districts that demonstrate proficiency in creating clear, sound
budgets while enhancing skills in developing, analyzing, and presenting a clear and effective
budget.
To receive this award, Westlake Academy must publish a budget document that meets
program criteria such as
• Understanding the importance of presenting an accurate and transparent budget year
after year.
• Discovering best practices in budgeting that will
improve the budget's accuracy and transparency
• Developing a reader-friendly document that presents
clear budget guidelines.
• Promoting communication between departments and
the community.
• Encouraging short- and long-range budget goals.
• Supporting effective use of educational resources.
Congratulations to Debbie Piper, Finance Director; Marlene Rutledge, Accounting Technician II;
Dr. Mechelle Bryson, Executive Director, and the Instructional Leadership Team for preparing
this award-winning budget for Westlake Academy.
9
The above school district has applied for the Award for Best Practices in School
Budgeting; however, GFOA has not yet completed the review of its application and has
provided this certificate to acknowledge Westlake Academy has made efforts to
implement the new budget process guidelines.
Budget processes are evaluated based on several criteria focusing on alignment of
resources towards student achievement on collaboration, communication and
rigorous development, evaluation, and prioritization of strategies to achieve a districts
goals and objectives. In addition, the criteria includes recommendations for conveying
the results of the budget process through the calendar presentation and utilizing
continuous improvement approaches to monitor the outcomes.
10
AWARD FOR BEST PRACTICES IN SCHOOL BUDGETING
Westlake Academy received the Distinguished Budget Presentation Award annually since September 1, 2009. The
Government Finance Officers Association (GFOA) enhanced the existing award program in 2017 and developed the
Award for Best Practices in School Budgeting. While the new budget process guidelines were implemented with the
2017/2018 budget, GFOA has not yet completed the final review.
The budgeting process presented in these Best Practices is focused on optimizing student achievement within
available resources. It encompasses a complete cycle for long-term financial planning and budgeting, aligning with
instructional priorities. GFOA recommends the following steps as part of the planning and budgeting process:
P LAN AND PREPARE
The planning and budgeting process begins with mobilizing key stakeholders, gathering information on
academic performance and cost structure, and establishing principles and policies to guide the budget
process.
• Establish a partnership between the finance and instructional leaders. A collaborative process
increases the likelihood that the decisions made will be supported after the budget process is over.
• Develop principles and policies to guide the budget process. Budget principles and policies formalize
standards and fundamental values that should govern the budgeting process.
• Analyze current levels of student learning. The current state of academic performance must be
assessed to determine what course of action to take.
• Identify communications strategy. The budget process should include a plan to inform participants,
stakeholders, and the general public about how the budget process works, why each decision was
made and how to provide input in the process.
SET INSTRUCTIONAL PRIORITIES
The budget needs to be rooted in the priorities of the district. Intentionally created instructional priorities
provide a strong basis for developing a district’s budget and strategic financial plan, as well as presenting a
budget document.
• Develop goals. Goals should be thoughtfully developed and structured to be specific, measurable, and
reasonable to provide a strong foundation for the budget process.
• Identify root cause of gap between goal and current state. By finding root causes of problems, a
district can identify the most effective solutions to achieving its goals.
• Research & develop potential instructional priorities. The district’s instructional priorities should be
informed by practices proven by research and be limited in number to focus on items critical to
optimizing performance.
• Evaluate choices amongst instructional priorities. A district needs to weigh its different options for
achieving its goals against one another to focus on those with the greatest potential for student
achievement impact.
P AY FOR PRIORITIES
Current resources and expenditures must be thoroughly analyzed to find capacity to pay for top instructional
priorities.
• Apply cost analysis to the budget process. A cost analysis and staffing analysis are essential to
identifying how the district might allocate its limited resources.
• Evaluate & prioritize use of resources to enact the instructional priorities. Instructional priorities need
to be thoroughly quantified as a first step to determining how much money is needed to implement
11
the priorities and where that money will come from. Trade-offs need to be weighted to examine
whether the costs, financial or otherwise, of implementing an instructional priority are viable.
IMPLEMENT PLAN
The “strategic financial plan” is the long-term road map for implementing the district’s instructional priorities.
A “plan of action” describes how the strategic financial plan will be translated into coherent actionable steps.
• Develop a strategic financial plan. A strategic financial plan provides a three to five-year perspective
on how the district will pursue its instructional priorities and how successes will be determined.
• Develop a plan of action. Roles and responsibilities for implementing the strategic financial plan
should be made clear for greater accountability.
• Allocate resources to individual school sites. Resources have the most direct impact at school sites
(programmes) and should be allocated transparently and consistent with the district’s overall strategy.
• Develop a budget presentation. A budget document needs to be well organized and clearly lay out the
challenges the district is facing and how the district’s strategies and financial plan will address these
challenges.
ENSURE SUSTAINABILITY
The planning and budgeting process should be one that can be replicated in the future to ensure the district
remains focused and plans accordingly for reaching its student achievement goals.
• Put the strategies into practice and evaluate results. To ensure timeliness and accountability, the
district should establish a system to implement the plan and monitor its progress while making
necessary adjustments to stay on track.
Source: www.gfoa.org/best-practices-school-district-budgeting
Approved by GFOA’s Executive Board: January 2015
12
WESTLAKE ACADEMY
Westlake Academy is an Open Enrollment
Charter School that opened September 1, 2003,
offering the full IB curriculum for grades K-12.
Westlake Academy distinguishes itself among
neighboring educational offerings with a
particular focus on producing students who are
globally minded.
The programs of the International Baccalaureate
Organization (Primary Years Programme, Middle Years Programme, Diploma
Programme) have been selected as the educational model utilized at the
Academy. Educational technology is pervasive and continually infused in the
classroom curriculum.
Westlake Academy is a premier learning establishment and
prides itself on providing a learning environment where
students have the resources and facilities to excel.
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 continues to have excellent academic and extra-curricular
results and is ranked among the best high schools in America.
STUDENT UNIFORMS
The Westlake Academy Dress Code specifically outlines school-approved uniform
options for students:
• formal uniforms
• casual uniforms
• acceptable spirit wear
The student uniform standards encourage a productive learning environment in
which students can focus on learning, appreciate an awareness of others without
distractions, develop character and good citizenship skills, instill respect and self-
discipline.
OUR VISION
Westlake Academy
inspires college bound
students to achieve their
highest individual
potential in a nurturing
environment that fosters
the traits found in the IB
Learner Profile:
•Inquirers
•Knowledgeable
•Thinkers
•Communicator
•Principled
•Open-Minded
•Balanced
•Risk-Takers
•Caring
•Reflective
OUR 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.
VALUES
•Maximizing Personal
Development
•Academic
Excellence
•Respect for Self and
Others
•Personal
Responsibility
•Compassion and
Understanding
13
HOUSE SYSTEM
Westlake Academy has chosen to implement a house system with each student and faculty member assigned
to one of four houses named after people who represent qualities important to and inherent in the Westlake
Academy mission statement.
While school and team spirit are promoted, the house system also encourages integration, responsibility and
a sense of community. Membership in a house is life-long. Each student should be responsible for the well
being of fellow members and be proud to work for the betterment of the house. Houses work together and
compete in academic, sporting, and service project events. All siblings are assigned to the same house.
The House System organization and leadership team consists of a House Coordinator and its own leadership
team consisting of a House Captain, Service Captain, PYP Captain, and Faculty Liaison. Dawnelle Butler is the
2018-19 House Coordinator, along with Student Council (STUCO) members as the designated leadership
team.
Keller House
In 1882, at the age of two, Helen Keller became deaf and blind. Nevertheless, she learned
to read, write and speak. She attended the most prestigious women’s university in the
United States and became a spokeswoman for all people with disabilities. She represents
determination, perseverance and passion.
Thoreau House
Henry David Thoreau was a writer, thinker and naturalist. He was one of the country’s first
environmentalists. He represents a love of nature, independent thinking and standing up
for one’s convictions.
Wheatley House
Sold into slavery at the age of seven, Phillis Wheatley nonetheless learned to read and
write in English, Greek and Latin and published her first poem at the age of thirteen. She
was the United States’ first African-American poet. She represents our search for
spirituality and cultural diversity.
Whitman House
Father of free, non rhyming verse in poetic literature, Walt Whitman was truly an
innovator who began his career in the years before the civil war. He used his poetry to
express the distinctive virtues of the American nation. He exalts the democratic spirit and
a love of a country.
14
15TH
A NNIVERSARY
W ESTLAKE
A CADEMY
A NNIVERSARY
50TH
INTERNATIONALBACCALAUREATE
15
This page is
intentionally blank
16
August 15, 2018
Honorable Board of Trustees,
As Superintendent of Westlake Academy, and in tandem with the administrative teams for both municipal and
academic services, I am pleased to submit for your consideration, the Academic Budget for FY 2018/19.
On behalf of our entire learning community, I would like to thank the Board for their leadership, dedication to
excellence, and support in making Westlake Academy and the Town of Westlake a truly shining example of what
can be accomplished when people come together with a common purpose: great educational success can
happen!
I. INTRODUCTION
First, this budget reflects Westlake Academy’s commitment to its strategic plan and the initiatives that support the
Academy’s mission, vision, and values. At the core of the Academy is college readiness. Throughout each
Programme in the IB continuum, the objective is to prepare students for post-secondary success and beyond. There
is no doubt that today’s graduates must compete on a global stage and will need specific 21st century skills to be
able to successfully navigate an ever-changing internationally minded marketplace. As such, alignment to that
mission is paramount. The following is reflective of the proposed budget, which:
shows a steady increase in student enrollment that is indicative of the growth of the Town of Westlake, and
the success the Academy has had in preparing students for post-secondary achievements.
contains an increase in Career and Technology Education (CTE) funding due to an increase in student
enrollment in CTE courses.
includes a facilities allotment for Charter Schools passed by the 84th Texas Legislative Session.
contains a 3% increase in staff salaries on average to move the salary scale within 0.5% of the median of
surrounding school districts (assuming surrounding school districts implement market adjustments).
Second, as with our previous budget submittals, this financial information has been prepared according to
conservative revenue projections, i.e., State funding and Westlake Academy Foundation (WAF) donation levels.
This document contains a high-level summary showing proposed WA revenues and expenditures for FY 2018/2019.
Statistical data, summaries, and charts are intended to provide a comprehensive review of the proposed budget,
which will provide both staff and administration with a guidance tool for this year and a forecast for the future.
This new year will be unique in that we will be celebrating 15 years of educational success at Westlake Academy! In
addition, the IB was founded 50 years ago, paving the way for groundbreaking developments in international
education. Therefore, with keeping our tradition of utilizing an associated theme focusing on the coming school
year, the proposed theme for FY 2018/2019 is:
Celebrate 15WA/50IB: A Legacy of Leading and Learning
17
G ENERAL F UND B UDGET S UMMARY
A public school operating budget is legally required to include the Academy’s General Operating, Debt Service, and
Food Service Funds. Because the Academy does not maintain the latter two, the General Fund is the only legally
adopted fund. For informational purposes only, budgets for Special Revenue Funds are included throughout the
presentation.
Amended Proposed $ Increase % Increase
FY 2017/18 FY 2018/19 (Decrease) (Decrease)
Total Revenues $ 8,477,645 $ 8,847,829 $ 370,184 4%
Total Expenditures 8,455,072 8,710,132 255,060 3.02%
Other Resources 85,000 76,000 (9,000) -11%
Other Uses (85,000) (76,000) 9,000 0%
Excess Revenues Over(Under) Expenditures 22,573 137,697 115,124 510%
FUND BALANCE BEGINNING 939,271 961,844 22,573 2%
FUND BALANCE ENDING 961,844 1,099,541 137,697 14%
Assigned 39,090 34,000 (5,090) -13%
FUND BALANCE ENDING (Unassigned) $ 922,754 $ 1,065,541 $ 142,787 15%
# Days Operating (Based on 365) 40 45 5 12%
Students Enrolled 856 876 20 2%
TEA Funding per Student $ 7,600 $ 7,762 $ 162 2%
Operating Cost per Student $ 9,877 $ 9,943 $ 66 1%
Teachers 66.26 66.08 (0.18) 0%
Student/Teacher Ratio 12.92 13.26 0.34 3%
II. THE CHALLENGES
The Town of Westlake, and therefore Westlake Academy, finds itself in one of DFW’s most desirable executive
housing corridors - located along State Highway 114. Growth associated with the area necessitates that we not only
understand and deal with the associated changes, but also understand the impact the future growth presents. As
our state charter is held by the municipality, any challenge or opportunity experienced by the community as a
whole also affects the Academy. The most pressing challenges include:
Westlake’s Permanent Population Growth: This is the portion of our population considered to be our permanent
residents. The growth from the 1990 population of 185 to 2017’s population of 1,380 represents an increase of
645% equal to 1,195 additional residents. We continually monitor and plan for increases in these numbers
considering our Comprehensive Plan’s (Forging Westlake) forecast of approximately 7.21% annual population
growth between now and 2040. This would bring us to around 7,000 residents.
The number of Westlake residents who are selecting Westlake Academy as the educational choice for their students
has doubled in the past five years. Resident surveys continually indicate that the Academy is a strong motivator for
our residents to locate in Westlake, and one of the top three (3) reasons why they plan to remain in our community.
For example, the 2017 municipal services survey results indicate 75% of the new residents say enrollment at
18
Westlake Academy was extremely important/important to their decision to live in the community. With the
majority of those residents then listing this as the number one (1) reason they will remain in Westlake over the next
five (5) years.
Planning for Academy growth in the face of residential development continues to be a challenge. Wherever
possible, the Town has entered economic development agreements with residential developers to provide funding
for Westlake Academy facilities to lessen the impact of their residential development on the Academy’s enrollment.
Westlake Academy has experienced steady enrollment growth from 491 students in FY 09/10 to a projected 876 in
FY 18/19. The current increase of student population is a result of the Phase I expansion efforts on the Academy
campus and our development. Our growth requires that we carefully manage our student enrollment processes to
provide adequate space for children of Westlake residents.
Approximately 39,000 sq. ft. of new facilities space was opened on campus in FY 14/15. It was comprised of a
secondary classroom building, field house, and a primary years’ multi-use hall. These buildings increased our
capacity and allowed for decompression of our current school facilities. The lottery waiting list for student
admissions from our secondary boundaries continues to grow from 705 in 2011 to approximately 1,988 students for
this coming school year.
Public Education Funding Shortfall: State funding of public education was decreased by the State Legislature in
2011. While it has increased somewhat since then, the allocation has not kept pace with basic cost increases. And,
in the Legislature’s most recent 2017 session, the per student funding for public education was not increased for
the next biennium. This negatively impacts Westlake since, as a charter school, we receive approximately 82% of
our operational funding from the State. The municipal government continues to allocate significant resources to
the school to deal with State funding limitations, maintain high quality educational services, provide for the
Academy’s facilities and support services, as well as preserve space for the children of Westlake residents.
Additionally, the Westlake Academy Foundation (WAF) raises significant operating funds for the Academy, without
which the school could not operate.
Staffing Levels, Insurance Costs, and Retention: Our investment in the school must be facilitated in tandem with
staffing considerations to maintain our dynamic teaching teams and be competitive with our surrounding school
districts. This includes keeping our compensation/benefit package competitive to attract and retain excellent
employees. For the 18/19 budget year, in accordance with the Board’s financial policies regarding Academy
employee compensation, Staff recommends an average 3% salary increase for the Academy faculty and staff. This
is in addition to maximizing efficiencies and processes that will control large expenditure drivers such as employee
health insurance.
Continued Emphasis on Long-Range Financial Planning: This budget contains an updated Long-Range Financial
Forecast which identifies key revenue and expenditure drivers while assessing historical financial trends and their
potential impact upon the town’s financial stability. The forecast must be monitored and updated during the budget
formulation process, as well as reviewed with the Board of Trustees as the budget is prepared. Staff will also
continue to produce quarterly financial reports for the Board that monitors and analyzes trends. The report serves
19
as a valuable tool to assist in developing a proactive, rather than reactive, approach to our changing financial
trends.
OUR REGIONAL CHALLENGES:
DFW Metro Area Employment and Population Growth: Since 1970, the Dallas Fort Worth Metroplex has grown by
more than 150% - a faster pace than the state and nation. At 9,500 square miles, it is larger in total area than 5 of
our states. With a population of nearly 7.2 million, it is the fourth largest metropolitan area in the country.
Forecasts from the North Central Texas Council of Governments (NCTCOG) predict employment to grow, in this 12-
county standard metropolitan statistical (SMSA) area, by almost 70% over the next 30 years. Population growth
over this same 30-year period is also forecasted to be 69%. This regional growth will impact Westlake and the
demand for enrollment opportunities at the school.
III. SHARED SERVICE MODEL
The Academy operates under a shared services model whereby the municipal operations team provides human
resources, financial, facilities, and administrative support services to the school. General maintenance and
replacement of infrastructure and equipment for the school is also expensed to the municipal budget.
The shared services model was an integral part of the state charter application process that helped bolster the
Town’s case for having a community school. This model conserves resources and avoids the duplication of efforts
across the municipal and academic functions.
DEBT SERVICE - As part of the Academy’s unique financial structure the Town of Westlake is responsible for debt
service payments associated with the Academy’s capital infrastructure. The Municipal Debt Service Fund is used to
manage debt service payments, and Academy debt is accounted for in the annual municipal budget.
CAPITAL PROJECTS - Note that there are no major capital projects budgeted or planned through FY 18/19, and
there are no future Academy capital projects discussed in the Town of Westlake’s Capital Improvement Plan.
However, retaining professional expertise to update the Academy’s master facility plan will be discussed with the
Council in the near future.
MUNICIPAL ALLOCATIONS
Amended Proposed $ Increase % Increase
FY 2017/18 FY 2018/19 (Decrease) (Decrease)
Municipal-Transfer to WA Operating Budget $ 315,000 $ 315,000 $ - 0.00%
Annual Debt Service (Municipal budget) 1,666,337 1,828,791 162,454 9.75%
Major Maintenance and Replacement 289,667 355,595 65,928 22.76%
In-direct Operating Costs 768,469 854,511 86,042 11.20%
Total Municipal Costs $ 3,039,473 $ 3,353,897 $ 314,424 10.34%
20
IV. FY18 /19 GENERAL FUND BUDGET
This budget encompasses all teaching and extra-/co-curricular operating expenditures as well as State public school
funding and private donations used to support the daily operation of Westlake Academy. The FY 18/19 General
Fund budget totals $8,710,132, which represents a 3.02% increase from the prior year.
It is important to note that $34,000 is earmarked in the Academy’s fund balance for Athletic uniform and
equipment replacement and bus maintenance. The FY 18/19 projections will increase fund balance by $142,787 for
an ending unassigned fund balance of $1,065,541 (45 operating days).
As mentioned previously, Westlake Academy’s enrollment increase has been driven by the growth of residential
developments and housing opportunities within the Town of Westlake. This trend will continue with the addition of
other housing developments and new homes that are currently under construction. With the estimated increase of
20 students, total enrollment will rise to a projected 876 this school year. This will be the Academy’s largest
student enrollment census to date, exceeding the projections in the school’s Facility Master Plan adopted in
November of 2012.
With this trend of growth in the Academy’s resident (primary boundary) student population, a corresponding trend
will likely be that overall lottery enrollment opportunities for secondary boundary students will decline. Growth will
be monitored and managed until financial resources become available and the Board of Trustees reviews and
approves any update to the Facility Master Plan.
COMBINED: GENERAL FUND ACADEMIC AND MUNICIPAL SERVICES
Amended Proposed $ Increase % Increase
FY 2017/18 FY 2018/19 (Decrease) (Decrease)
Operating Expenditures $ 8,140,072 $ 8,395,132 $ 255,060 3.13%
Municipal-Transfer to WA Operating Budget 315,000 315,000 - 0.00%
Total Academic Costs (General Fund Only) 8,455,072 8,710,132 255,060 3.02%
Annual Debt Service (Municipal budget) 1,666,337 1,828,791 162,454 9.75%
Major Maintenance and Replacement 289,667 355,595 65,928 22.76%
In-direct Operating Costs 768,469 854,511 86,042 11.20%
Total Municipal Costs 2,724,473 3,038,897 314,424 11.54%
TOTAL EXPENDITURE COSTS $ 11,179,545 $ 11,749,029 $ 569,484 5.09%
Number of Students 856 876 20 2.34%
Total Expenditure Cost per Student $ 13,060 $ 13,412 $ 353 2.70%
Over the last year, many hours have been spent to further develop our vision of the future, determining the best
opportunities that lay before us to help accomplish our mission and truly become the “shining school on the hill.”
While we have many successes to celebrate, we are constantly striving to improve the Academy through multiple
avenues, including “getting the right people on the bus”, ensuring that we are consistently taking measure of our
course, and adjusting as we move towards our goal.
21
It is through our talented faculty, staff, students, and their supportive families, that we can unfailingly rise to
challenges and hold to our vision. The daily operation of the Academy is made possible through our partnerships
with the Town of Westlake, the Westlake Academy Foundation, and our affiliate groups.
As with all good teams, it becomes necessary to draw attention to individual performers and teams who go
above and beyond to help us accomplish our goals. I would like to recognize the hard work of the Academic and
Municipal Leadership Teams, and specifically the Finance Department and Dr. Mechelle Bryson for their efforts in
completing this award-winning document. I know with the teams we have in place, we will continue to “build a
collective legacy of excellence.”
Thomas E. Brymer
Town Manager/Superintendent Westlake Academy
“Westlake Academy is an IB World School whose mission is to provide students with an internationally minded
education of the highest quality, so they are well-balanced and respectful life-long learners.”
22
SERVICE LEVEL ADJUSTMENTS
This budget makes use of Service Level Adjustments (SLA) to track cost changes. There are four types of Service
Level Adjustments: (1) increased operating costs to maintain current levels of service, (2) increased operating
costs due to expanded levels of service, (3) increased costs due to the development of new services, and (4) cost
savings. Cost savings may occur for any number of reasons, but primarily arise due to increased efficiency,
service level reductions, or not expending budgeted resources. Note that totals in brackets ( ) represent a
decrease in expenditures. These SLA’s are based on “Base Budget” which reflects the reduction of one-time
expenditures in the prior year. For FY 18/19 academic staff recommends the following adjustments:
61XX SALARY AND RELATED EXPENDITURES $ 2 36,056
Balanced Scorecard Perspective: People, Facilities, & Technology
Outcome Objective: Attract, Recruit, Retain, & Develop the Highest Quality Workforce
Board Policy states a desire to maintain the median salary within three percent (3%) of the
districts surveyed for market comparison purposes. Salary surveys are conducted annually, and
staff is required to estimate market movement using historical trends.
• For FY 18/19, staff recommends adjusting the salary scale to within 0.5% of the
estimated median, resulting in an average pay increase of 3% for faculty and staff.
62XX PROFESSIONAL AND CONTRACTED SERVICES $ 9 ,723
Balanced Scorecard Perspective: Academic Operations
Outcome Objective: Improve the Efficiencies of Operational Systems
This category includes expenditures related to professional and contracted services rendered to
the Academy by firms, individuals, and other organizations. This amount reflects an increase in:
• audiology services in the MYP and PYP programmes
• janitorial services due to the change in service providers
• soccer/tennis field rentals for TCAF-required district and semi-final tournaments
63XX SUPPLIES AND MATERIALS $ 9 4,206
Balanced Scorecard Perspective: Academic Operations
Outcome Objective: Optimize Student Potential
Supplies and material costs are associated with consumables that are used in the classroom and
in the general maintenance of the campus. This amount reflects an increase in:
• funding for security measures overseen by the Emergency Operations Team
• enhanced antivirus software for student and staff computers
• replacement and increase in athletic equipment and supplies
64XX OTHER OPERATING COSTS $ (6 ,2 19)
Balanced Scorecard Perspective: People, Facilities, & Technology
Outcome Objective: Increase the Capacity of Teachers & Staff
Other operating costs are associated with insurance, professional development, travel,
membership fees and dues, graduation expenses, and miscellaneous costs. Cost savings in this
category are based on a determined effort to reduce costs and increase process efficiencies.
65XX DEBT SERVICE COSTS $ 0
Balanced Scorecard Perspective: People, Facilities & Technology
Outcome Objective: Improve Technology, Facilities % Equipment
Debt service costs are associated with a 3-year lease for iPads to support the one-to-one device
initiative. The FY 16/17 amount of $257,238 included the payoff for the original iPad lease,
creating a decreased expenditure for FY 17/18 of $167,068, which will continue in to FY 18/19.
23
DEBT SERVICE
The Town of Westlake owns the land on which the Academy is located, and including all facilities associated
with the school. The Town has issued approximately $30M in debt to construct campus facilities and is
responsible for debt service payments associated with Westlake Academy’s capital infrastructure.
The Town’s Debt Service Fund is used to manage debt service payments, and Academy debt is accounted for
in the annual municipal budget. Average annual debt service payments for Academy facilities and
infrastructure total approximately $1.828M, and are funded primarily by municipal sales tax receipts.
Academy related debt is over 75% of the Town's debt burden. However, the school is also considered the
Town’s primary economic development tool.
FY 18/19 debt service payments related to the construction of Westlake Academy facilities include:
Amount Series Debt Service Type Bond Type
$ 257,025 Series 2007 General Obligation Refunding Bonds Refunding of 2007
886,425 Series 2011 General Obligation Refunding Bonds Refunding of 2002/2003
446,018 Series 2013 Certificates of Obligation Westlake Academy Expansion
169,463 Series 2013 General Obligation Refunding Bonds Refunding of 2008
69,860 Series 2014 General Obligation Refunding Bonds Refunding of 2003
$ 1,828,791 TOTAL DEBT
For more information, see the Town of Westlake Municipal Budget, available online at www.westlake-tx.org.
THE TOWN OF WESTLAKE BOND RATING
Standard & Poor's Ratings Services, a division of the
McGraw-Hill Inc., increased the Town’s rating from
AA+ to AAA/stable during FY 2016/17, which has
continued through 2017/18.
Below is an excerpt from Standards and Poor’s rating letter:
• Very strong economy, with access to a broad and diverse metropolitan statistical area (MSA) but a concentrated local
tax base;
• Strong management, with good financial policies and practices under our Financial Management Assessment
methodology;
• Strong budgetary performance, with operating surpluses in the general fund and at the total governmental fund level
in fiscal 2015;
• Very strong budgetary flexibility with a high available fund balance in fiscal 2015 of 100% of operating expenditures;
• Very strong liquidity, with total government available cash at 81.7% of total governmental fund expenditures and
7.4x governmental debt service, and access to external liquidity that we consider strong;
• Weak debt and contingent liability position, with debt service carrying charges at 11% of expenditures and net direct
debt that is 99% of total governmental fund revenue; and
• Strong institutional framework score.
24
15TH
A NNIVERSARY
W ESTLAKE
A CADEMY
A NNIVERSARY
50TH
INTERNATIONALBACCALAUREATE
25
This page is
intentionally blank
26
BUDGET OVERVIEW AND PROCESS
Projecting the budget allocations of the Academy is a continual process that responds to the changing needs of the
Academy students and staff as well as variations in the fiscal environment such as State funding. The development
of the Academy budget for fiscal year 2018/19 began with the Westlake Board of Trustees meeting that was held
in June of 2018.
The Academy approach to balancing the combination of fast student growth in a restricted funding environment
along with increasing academic standards requires that the budget process be instructionally driven and guided by
the Academy’s Strategic Plan. During the budget development process the staff reviewed all revenues and
expenditures and focused on aligning the allocation of resources, both personnel and financial, with the
accomplishment of established goals and outcome objectives contained in our Strategy Map.
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.
Following is a summary of the nine main steps taken in preparation of the adopted budget:
1. Budget Preparation
2. Fund Types and Structure
3. Basis of Accounting and Budgeting
4. The Budget Process
5. Balanced Budget
6. Budget Amendments
7. Budget Adoption
8. Long Term Forecasting
9. Budget Calendar
BUDGET PREPARATION
As in previous years, efforts have been made to control expenditures while continuing to deliver an excellent level
of service to our citizens. Concentrated efforts have been made to produce a document that clearly illustrates the
uses of Academy resources in a format that may be utilized as a resource tool by the Board of Trustees, Academy
staff, and the citizens of Westlake. Our budget preparation process continues to be refined on an annual basis,
operating within clearly defined budget preparation guidelines.
Budgeting is an essential element of the financial planning, control and evaluation process of municipal
government. The “operating budget” is the Academy’s annual financial operating plan. The budget includes all the
operating departments of the Academy, the debt service fund, all capital projects funds, and the internal service
funds of the Academy. The proposed budget will be prepared with the cooperation of all Academy departments,
and is submitted to the Superintendent who makes any necessary changes and transmits the document to the
Board of Trustees. A budget preparation calendar and timetable will be established and followed in accordance
with State law.
A “bottom-up” approach is used to solicit input from the staff Leadership Team as to their operations’ needs
with an emphasis on:
• Identifying costs to provide the current level of services.
27
• Identifies additional cost increases needed to maintain the current level of service.
• Additional resources necessary to provide new or increased levels of service.
• Delineating changes in fund balance levels for each fund.
The following procedures, which are guided by generally accepted budgeting practices, have been established:
• The annual operating budget presents appropriations of expenditures and estimates of revenues for all
government funds. These revenues include federal, state, and local revenues.
• The annual operating budget illustrates expenditures, anticipated revenues, and the estimated impact on
reserves.
• Budgets for each function are broken down into specific object codes, including payroll and payroll related,
professional and contracted services, supplies and materials, other operating costs, and debt service.
• Revenue projections are prepared for each revenue source based on an analysis of historical revenue
trends and current fiscal conditions.
• Goals and objectives have been developed and are incorporated into the evaluation of employees and
performance of the organization.
• A budget message summarizing local financial conditions and principal budget issues is presented to the
governing board along with the annual budget.
FUND TYPES AND STRUCTURE
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 per their intended
purpose and is used to aid management in demonstrating compliance with finance related legal and contractual
provisions. The minimum number of funds is maintained consistent with legal and managerial requirements.
Academy funds are classified into two categories: governmental and fiduciary.
• FIDUCIARY FUNDS
The funds account for resources that are held in trust for individuals or other governments, in this case
monies that are held in a custodial capacity for the benefit of student organizations.
• GOVERNMENTAL FUNDS
The funds are used to account for the Academy’s general government activities, including the collection
and disbursement of specific or legally restricted monies. Governmental funds use the flow of current
financial resources measurement focus and the modified accrual basis of accounting.
Under the modified accrual basis of accounting, revenue is recognized when it becomes susceptible to accrual, i.e.,
when it becomes measurable and available. Measurable means the amount of the transaction can be determined
and available means collectible within the current period or soon enough thereafter to pay liabilities of the current
period. The Academy considers revenues available if they are collected within 60 days after year-end. Expenditures
are recognized when the related fund liability is incurred.
• Foundation State Program (FSP) funds are susceptible to accrual.
• Miscellaneous revenue items, which are not susceptible to accrual, are recognized as revenue only as they
are received in cash.
28
• 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 funds include the following:
• The General Fund is the Academy's primary operating fund. It accounts for all financial resources of the
Academy, except those required to be accounted for in another fund.
• Special Revenue Funds account for the revenue sources that are legally restricted to expenditures for
specific purposes.
BASIS OF BUDGETING AND ACCOUNTING
The term basis of budgeting is used to describe when events or transactions are recorded and recognized.
In the Modified Accrual Basis -
• revenues are recognized in the period when they became available and measurable
• expenditures are recognized when the liability is incurred
In the Accrual Basis -
• revenues are recorded when earned
• expenses when the liability is incurred
The basis of budgeting and accounting is shown in the chart below:
Annual
Operating Budget
Audited
Financial Statements
GOVERNMENTAL FUNDS
• General Fund Modified Accrual Modified Accrual
• Special Revenue Funds Modified Accrual Modified Accrual
29
Budgets are prepared on the same basis of accounting that is used in
financial statements. The basis of budgeting refers to when revenues
and expenditures are recognized in the corresponding accounts and
reported in financial statements.
Governmental fund types, including the general fund, are budgeted
using the Current Financial Resources Measurement Focus and the
Modified Accrual Basis of Accounting. Westlake Academy’s only
Fiduciary Fund (the Agency Fund, described below) is not a budgeted
fund.
THE BUDGET PROCESS
The Academy’s fiscal year begins each year on September 1st and
ends on August 31st of the following calendar year. Prior to the beginning of the fiscal year, the Superintendent
must submit a proposed budget to the Board of Trustees which includes:
• A budget message
• A consolidated statement of anticipated revenues and proposed expenditures for all funds
• General fund resources in detail
• Special fund resources in detail
• A summary of proposed expenditures by function and object code
• Detailed estimates of expenditures shown separately to support proposed expenditures
The budget preparation process begins early in the calendar year with the establishment of overall Academy goals,
objectives, and analysis of current year operations compared to expenditures.
• Budget policies and procedures are reviewed at the same time to reduce errors and omissions.
• In May, the Finance Department prepares budget forms and instructions for estimating revenues and
expenditures.
• Leadership Team members 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 to the Board of
Trustees.
• A public hearing on the budget is conducted in accordance with state and local law.
• This meeting is held after the Board has reviewed the budget during a workshop.
• The Board of Trustees approves a level of expenditure (or appropriation) for each fund to go into effect on
September 1st, prior to the expenditure of any Academy funds for that budget year.
BALANCED BUDGET
As per State Law, current operating revenues will be sufficient to support current operating expenditures.
Annually recurring revenue will not be less than annually recurring operating budget expenditures (operating
budget minus capital outlay). Debt or bond financing will not be used to finance current expenditures.
30
BUDGET AMENDMENT PROCESS
The Superintendent may request that the current year budget be amended at the function level. In this process, the
Superintendent will review the documentation and draft an ordinance to formally amend the current budget. This
ordinance is presented to the Board of Trustees for consideration. Following the consideration of the proposed
amendment, the Board will vote on the amendment ordinance. If the amendment is approved, the necessary
budget changes are then made. All budget amendments will be approved by the Board of Trustees prior to the
expenditure of funds more than the previously authorized budgeted amounts within each fund.
The Final Amended Budget for the Year Ending August 31, 2018 will be submitted at the August 2018 Board meeting.
It will reflect all amendments previously approved by the Board of Trustees plus any final amendments. Often,
these amendments influence the shaping of the current budget as actual trends in revenues and expenditures are
realized and accounted for at that time. Program principals and coordinators are responsible for monitoring their
respective programme budgets.
The Finance Department will monitor all financial operations.
The budget team will decide whether to proceed with a
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.
BUDGET ADOPTION
Legal requirements for charter school budgets are formulated by the state and the TEA. A Board typically adopts
an appropriated budget on a basis consistent with GAAP for the general fund, debt service fund and child nutrition
program (which is included in special revenue funds). However, the Academy does not maintain a debt service
fund or a child nutrition program; therefore, only the General Fund is required to be adopted. Special Revenue
Funds are not adopted by the governing body and are shown for informational purposes only. At a minimum,
the Academy is required to present the original and the final amended budgets for revenues and expenditures
compared to actual revenues and expenditures for the General Fund. The Board of Trustees conducts the required
public meeting and adopts the budget in August prior to beginning the fiscal year which runs from September 1st
to August 31st.
LONG TERM FORECASTING
Most annual operating budget documents focus on a single 12-month period where spending and revenue
decisions made today will have effects that extend beyond that fiscal year. Because of that, the Academy requires
that long-term forecasting be made part of the Annual Operating Budget document.
The purpose of the policy is to:
• Ensure on-going financial sustainability beyond a single fiscal year or budget cycle
• Achieve the Academy’s mission and vision
• Systematically link the annual budget to a multi-year master financial plan.
1.
•Budget Amendment is requested
•Forwarded to Finance department
2.
•Finance Director reviews
•If approved -forward to Superintendent
3.
•Superintendent reviews
•If approved -forward to Board of Trustees
4.•Board of Trustees review for approval
5.•Finance enters budget amendment
31
Should long term forecasts and analysis show that the school system does not have a “positive operating balance”
over the multi-year period, the Academy shall bring this to the attention of the Superintendent.
A “positive operating balance” means that the ending fund balance meets or exceeds the minimum levels
prescribed in the Academy’s reserve policies.
We anticipate the General Fund will maintain its minimum reserve for each of the four fiscal years beyond the
current proposed budget year.
BUDGET CALENDAR
The Budget Process covers the financial cycle starting with budget planning and ending with the audited annual
financial report.
FY 17/18 YES 922,754$ 23,165$ 40
FY 18/19 YES 1,065,541$ 23,863$ 45
FY 19/20 YES 1,150,014$ 24,278$ 47
FY 20/21 YES 1,242,243$ 24,516$ 51
FY 21/22 YES 1,321,415$ 24,765$ 53
Dollars Per
Operating Day
Operating
DaysFiscal Year
Positive
Operating
Balance
Fund Balance
(unassigned)
Timeline Description of Activities
October - Dec Strategic Plan review and development occurs
December Westlake Academy Instructional Leadership Team (ILT) begins planning upcoming
budget
January ILT meets with Westlake Academy affiliates for joint planning
Jan - March Review and develop Capital Improvement Plan, Five-Year Projection, and Personnel
Cost Estimates
April Develop improvement plans for each grade level and department
May Strategic Plan preparation process occurs; preliminary budgets developed
May Board of Trustees (BOT) Budget Retreat
June Current budget review; budget amendments for current year if necessary
August BOT consideration and adoption of Westlake Academy Budget for Upcoming School
Year
October Annual financial audit
32
BALANCED SCORECARD SYSTEM
The Academy has designed a strategic planning and performance management system framework based on the
Balanced Scorecard System. The Balanced Scorecard is a strategic planning and management tool that is used
extensively in business and industry, government, and nonprofit organizations worldwide to align operational
activities to the vision and strategy of the organization, improve internal and external communications, and
monitor organization performance against strategic goals.
The Board of Trustees and staff utilize this methodology to implement and review our existing strategic
framework, along with the vision, mission, and values statement of the Academy. The balanced scorecard
system is designed to communicate our strategy throughout the organization/community with our stakeholders,
align our daily work activities to the overall vision, serve as the framework for prioritizing services, and utilize
performance measures to evaluate our successes and opportunities.
In short, it is a tool that businesses use to ensure that their work meets their goals in a measurable way by
connecting organizational strategy to the work people do on a day-to-day basis, i.e. “You said…we did…”
The graphic below illustrates the Balanced Scorecard approach and the following pages of this section
demonstrate how Westlake has aligned with this framework.
Components include the
o Vision, Mission, Values,
o Perspectives,
o Strategy Map, Performance Measures
o Strategic Initiatives
Each element is critical to the success
of the Academy and helps us evaluate
and communicate our performance.
Upon review of the existing strategic
initiatives and performance measures,
the Board provided feedback to the
staff and requested an updated
version for review. Staff reviewed the
updated framework to include all the
related performance measures and
identified the strategic initiatives that
will be goals for the entire
organization this coming school year.
33
WESTLAKE ACADEMY – TIER TWO STRATEGY MAP
A Tier Two Strategy Map is cascaded from the Tier One map that is developed by the elected officials. The
Board of Trustees worked with staff teams to identify the strategic objectives that are
important to our overall success and service provision levels for the stakeholders
of the Academy. The Tier One map is drafted at the municipal level of the
organization and then cascaded to the educational department of the school.
This ensures alignment with our values and vision throughout the Town.
STRATEGIC PERSPECTIVES
A Perspective is a view of the Academy operations from a specific vantage
point. Four basic perspectives are traditionally used to encompass a Balanced
Scorecard organization’s activities – people & facilities, operational efficiency,
34
financial stewardship, and customer service. The Academy’s business model, which encompasses vision,
mission, and strategy, utilizes the four Perspectives as a framework.
The four perspectives of the plan, which were customized by the Board, are as follows:
STRATEGIC PERSPECTIVES
Citizens, Students,
and Stakeholders:
Financial
Stewardship:
Academic Operations:
People, Facilities,
& Technologies:
viewed through the eyes
of our customers and
stakeholders
Financial oversight;
effective use of
resources
focuses on processes
that create value for the
customers and
stakeholders
involves, work culture,
innovation, leadership,
governance, tools and
technology necessary to
provide services
STRATEGIC THEMES
The Academy won’t have their own ‘strategic themes’ as they are considered a department of the Town.
Therefore, under the strategic themes for the Town is a goal for “Exemplary Education” that will encompass the
direction for the Academy.
The Town Council (Board of Trustees) grouped this information along with the major components of our
previous strategic plan and ranked the importance of the concepts per each area of concern. The final activity
involved the formation of our “strategic themes” for the municipal services.
Staff then created strategy maps for
each theme, identified a strategic
result, populated the maps with
strategic objectives and created an
objective commentary document.
These were then evaluated against
the direction of the community and
sets the framework for a
comprehensive Tier One map for the
municipal program of services.
The Town Council has worked closely
with staff to adopt a management system based on the Balanced Scorecard framework. This was developed to
help the Academy direct its own destiny rather than allow future events to do so. Through sound business
principles the Academy can more effectively provide services to the citizens of Westlake, increasing both
efficiency and customer satisfaction.
Ultimately, it guides the way the Academy does business and helps us determine how we should invest our time
and resources. In the budget process, this allows for increased transparency, clarity, and accountability,
providing the Academy a framework for demonstrating results. The continued quality and success of this
community does not happen without the diligent effort of a committed team of residents, businesses,
community leaders, and staff. Years of consistent planning and strategic thinking has brought Westlake where it
is today.
STRATEGIC THEMES
Natural
Oasis
Exemplary
Service
& Governance
High Quality
Planning, Design,
& Development
Exemplary
Education
Preserve and
maintain a
perfect blend
of the
community’s
natural
beauty.
We set the
standard by
delivering
unparalleled
municipal and
educational
services at the
lowest cost.
We are a
desirable, well
planned, high-
quality
community that is
distinguished by
exemplary design
standards.
Westlake is an
international
educational
leader where
each
individual’s
potential
is maximized.
35
OBJECTIVES AND PERFORMANCE MEASURES
Performance measures hold government departments accountable to their stakeholders, while allowing them to
recognize their successes and adjust programs of service that are under performing. Performance measures are
determined according to the strategic objectives found on the Strategy Map and helps to align the goals for the
department.
These performance measures also help
determine the quantity and quality of our
work, as identified in our plans. We
consistently evaluate our work and review our
performance quarterly because we firmly
believe that what gets measured gets done.
In addition to monitoring these performance
measures, the Academy also values the opinion
of its parents. Every two years Westlake
undertakes a broad stakeholder survey
designed to measure academic performance
and to gauge the current and future needs of
the students.
This survey is an incredibly useful tool within
the strategic management system, and it allows
Academy services to be tailored based upon
parent feedback. Westlake’s performance
measures are dynamic and undergo on-going
review.
As we improve our ability to gather and mine
data about our work, we will be able to expand
our performance measures to the
departmental business plans as a gauge of
success. The departmental efficiency and
effectiveness measures along with the
outcome based measures will be grouped with
the appropriate strategic objective to give an
overall picture of the Academy’s performance.
As the Academy continues to develop these scorecards and measurement units, data sources, and targets will
be refined. Through quarterly performance reviews trends are also tracked over time through budget
documents.
PERSPECTIVES OBJECTIVES
Citizens,
Students,
And
Stakeholders
• Increase the Future
Readiness of All Students
• Increase Stakeholder
Satisfaction
• Enhance Westlake Academy’s
Unique Sense of Place
Financial
Stewardship
• Increase External
Revenues Sources
• Improve Financial
Stewardship
Academic
Operations
• Optimize Student
Potential
• Improve the Efficiencies
of Operational Systems
• Strengthen our Westlake
Academy Culture
• Strengthen IB Philosophy
and Implementation
People,
Facilities,
and
Technologies
• Attract, Recruit, Retain
& Develop the Highest
Quality Workforce
• Increase the Capacity of
Teachers and Staff
• Improve Technology,
Facilities & Equipment
36
WESTLAKE ACADEMY’S DESIRED OUTCOMES
Westlake Academy’s strategic planning structure is the product of many hours of analysis, review and
discussion. Academy staff, under the direction of the Board of Trustees, continually gathers information and
input from stakeholders, carefully tracks and analyzes student achievement, and considers economic and
demographic trends to formulate long-range goals, plan for future challenges, and develop comprehensive
guidelines that ensure student success.
Five desired outcomes have been identified and linked to the Academy’s strategic planning efforts:
1. High Student
Achievement
Develop inquiring, knowledgeable, caring and disciplined
young people who use their unique talents to create a
better and more peaceful world through intercultural
understanding and respect.
2. Strong Parent and
Community
Connections
To involve all stakeholders in building a better Westlake
Academy community.
3. Financial Stewardship
and Sustainability
To ensure sufficient, well-managed resources to support
and advance the mission of Westlake Academy.
4. Student Engagement
and 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
and Staff
Recruit, develop and retain a core faculty and staff with the
personal qualities, skills and expertise to work effectively
with the IB inquiry-based, student-centered curricula.
37
BUDGET DOCUMENT STRUCTURE
The goal of the budget document is to provide timely, transparent information concerning the past, current, and
projected financial status of the Academy. The budget is a holistic planning document used in concert with our
strategic plan to facilitate decisions that support the educational goals and strategic objectives of the Academy.
The budget is developed within the guidelines established by the Texas Education Agency and is organized into a
series of accounts called funds and is organized into the following sections:
The budget document is but one part of a system designed to link together critical governance and management
decision making tools. This system is designed to integrate:
• Strategic planning
• Five-year financial forecasting, budgeting, and performance measurement linked to priorities,
objectives, and outcomes
• Reporting to monitor progress in outcome achievement and accountability for results
• Aligning human and financial resources to prioritized outcomes and objectives
• Long term approach to ensure financial sustainability
• Working within Board adopted financial policies for the Academy
• Maintaining core services
Discussion and review of the information contained in both the strategic plan and the budget document
consistently leads to operational and educational improvements that impact the students and parents of
Westlake Academy.
The development, review, and consideration of the Governmental Fund budgets (the General Fund and Special
Revenue Funds) were completed with a detailed and exhaustive review of every revenue and expenditure item
within the context of the Academy’s Vision, Mission and Values statements, strategic planning efforts, and
Board policy.
The Board of Trustees provides governance and policy direction, while the Superintendent, finance department
and campus and administrative staff develop the budget document for the Board’s review. Staff reviews each
existing expenditure request and the proposed allocations for the coming school year and asks “is this the best
use of public funds?”
38
FINANCIAL BUDGET STRUCTURE
Westlake Academy operates as a blended component unit of the Town of Westlake and is a Texas non-profit
corporation under Chapter 12, Subchapter D of the Education Code.
Annual Budget A budget is required to be adopted annually for the General Fund (Westlake Academy
does not maintain a Debt Service Fund or child nutrition program). The budget is adopted
on a basis consistent with generally accepted accounting principles. All appropriations
lapse at fiscal year-end.
On or before August 31st of each year, the Superintendent submits for review by the
Board of Trustees a proposed budget for the upcoming school year. After reviewing the
proposed budget and holding public meetings as necessary, the final budget is prepared
and adopted.
The appropriated budget is prepared by fund and function. The Board may make
transfers between functions within a fund, and may amend the total budget following the
same procedures required to adopt the original budget. The legal level of budgetary
control is at the fund level.
Key Revenues Public charter schools in the State of Texas do not have taxing authority, nor do they
receive facility funding. Consequently, the Academy receives most General Fund
revenues via the State Funded Foundation School Program (FSP), and is
disproportionately affected by changes in FSP funding levels set by the Texas legislature.
State funding of public education was decreased by the State Legislature in 2001. While it
has increased somewhat since then, the allocation has not kept pace with basic cost
increases. And, in the Legislature’s most recent 2017 session, the per student funding for
public education was not increased for the next biennium. Note that the amount of state
aid received through the Foundation School Program is a function of the total number of
students enrolled at the Academy as well as the additional funding from Career and
Technical Education classes and Facilities Allotment.
Key
Expenditures
Compensation and benefits are the largest operating cost for Westlake Academy. The
current forecast assumes no further expansions of curriculum or other programme areas
that would necessitate additional staff. Other costs including utilities, supplies, and
professional services are held at 1% unless additional revenue sources are realized.
Fund
Balance
The Superintendent and Board of Trustees are devoted to safeguarding and improving the
financial condition of Westlake Academy. The Academy shall strive to maintain an
unassigned General Fund Balance of 45 days of operation, and Fund Balance monies will
only be used with Board approval for specific needs. Board policy stipulates that all
future increases in expenditures must be offset by new or additional revenues. A full
listing of Fund Balance policies can be found at the end of this section.
39
NONSPENDABLE FUND
BALANCE
•Portion of net
resources that cannot
be spent because of
their form and
because they must be
maintained intact.
RESTRICTED FUND
BALANCE
•This term will is used
to describe net fund
resources subject to
externally enforceable
legal restrictions.
ASSIGNED FUND
BALANCE
•This term is used to
describe the portion of
fund balance that
reflects a
government’s
intended use of
resources.
UNASSIGNED FUND
BALANCE
•The residual net
resources in excess of
what is properly
categorized in one of
the other four
categories.
COMMITTED FUND
BALANCE
•The portion of fund
balance constrained
by limitations imposed
by government at its
highest level and
remains binding unless
removed in the same
manner.
FUND BALANCE COMPONENTS
In February 2009, the Governmental Accounting Standards Board (GASB) issued GASB Statement No. 54, Fund
Balance Reporting and Governmental Fund Type Definitions. This Statement established five components of
fund balance and because circumstances differ among governments, not everyone will report all components.
GASB 54 shifts the focus of fund balance reporting from the availability of fund resources for budgeting to “the
extent to which the government is bound to honor constraints on the specific purposes for which amounts in
the fund can be spent.”
• Fund Balance Reporting - The Academy shall report governmental fund balances per GASB 54
definitions in the balance sheet as follows: Non-spendable, Restricted, Committed, Assigned,
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
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.
• Approval of Commitments - The Board of Trustees shall approve all commitments by formal
action.
o 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 after fiscal year-end.
o A commitment can only be modified or removed by the same formal action.
o The Board of Trustees delegates the responsibility to assign funds to the Superintendent or
his/her designee.
o The Board of Trustees shall have the authority to assign any number of funds.
o Assignments may occur after fiscal year-end.
o The Board of Trustees will utilize funds in the following spending order: Restricted,
Committed, Assigned, and Unassigned.
The following items are Assigned in the Westlake Academy Budget; Technology, Furniture, Fixtures &
Equipment Replacement, and Uniforms & Equipment Replacement
40
GOVERNMENTAL
FUNDS TYPES
General Fund
199 General Fund
198 Athletic Fund
197 Transportation Fund
ALL FUND TYPES
Governmental
Funds
General Fund
3 Funds
Special Revenue Funds
6 Funds
Debt Service Fund
N/A
Capital Project Funds
N/A
Permanent Funds
N/A
Proprietrary
Funds
Internal Service Funds
N/A
Enterprise Funds
N/A
Fiduciary
Funds
Pension Trust Funds
N/A
Investment Trust Funds
N/A
Private Trust Funds
N/A
Agency Funds
1 fund
FUND TYPES AND STRUCTURE
Westlake Academy, along with other School Districts throughout the State of Texas, record and report all
financial transactions using standard set by the Governmental Accounting Standards Board (GASB) and
General Accepted Accounting Principles (GAAP). Accordingly, these standards require all School Districts to
use individual funds that must be categorized into one of 11 Funds Types.
G E NERAL F UND
The General Fund is comprised of three subordinate funds: General, Athletic Activities, and Transportation.
This fund accounts for most the operational activities required to maintain the Academy’s facilities and pay its
employees and 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 because of revenues from local
sources and State Foundation School Program Sources. Any locally
defined code that is used at the local option is to be converted to
Fund 199 for PEIMS reporting.
• Fund 198 Athletic Activities - This locally defined fund code is used
to account for expenditures for athletics that normally involve
competition between schools (and frequently involve offsetting
41
GOVERNMENTAL
FUNDS TYPES
Special Revenue Funds
Fund 410
Material Allotment
Fund 224
IDEA-B Formula
Fund 484
Local Grants
Fund 461
Campus Activities
Fund 498
International Mindedness
Fund 497
WAF Student Travel
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. This fund is converted to Fund 199 for PEIMS
reporting.
S PECIAL R EVENUE F UNDS
Special Revenue Funds account for local, state
and federally financed programs or
expenditures legally restricted for specified
purposes or where unused balances are
returned to the grantor at the close of a
specified project period. These funds are not
adopted by the governing body and shown here
for informational purposes only.
• Fund 224 IDEA-B Formula (Federally
funded) - Fund is used, on a project
basis, for funds granted to operate
educational programs for children with
disabilities.
• Fund 410 Material Allotment (State
funded) - Funds to purchase the
instructional materials that will be used to support the Texas Essential Knowledge and Skills (TEKS)
• Fund 461 Campus Activities (Locally funded) - Fund is to be used to account for transactions related to
a principal’s activity fund if the monies generated are not subject to recall by the school district’s
Board of Trustees into the general fund. These funds provide after-school activities and
local/international travel at Westlake Academy.
• Fund 484 Local Grants (Locally funded) – These funds represent grants from Westlake Academy
Foundation and the House of Commons for specific purposes.
• Fund 497 Westlake Academy Foundation Financial Assistance (Locally funded) - This grant from the
Westlake Academy Foundation provides financial assistance for student activities.
• Fund 498 International Mindedness Educator Symposium (Locally funded) – Fund will be used for the
annual symposium hosted by Westlake Academy focusing on global collaboration.
42
FIDUCIARY FUND TYPES
Westlake Academy has a single Fiduciary-type fund, called the Agency Fund, which accounts for resources held
in a custodial capacity for the benefit of student organizations. The Agency Fund is not a budgeted fund.
Westlake Academy Class of 2018
43
ACCOUNT CODING STRUCTURE
Financial transactions within funds are organized and classified through the account code system. Section
44.007 of the Texas Education Code (Code or TEC) requires that a standard school district fiscal accounting
system be adopted by each school district. The system must meet at least the minimum requirements
prescribed by the State Board of Education and 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
reviewing the accuracy of the fiscal information provided by the district through the Public Education
Information Management System (PEIMS).
The audit procedures are to be adequate to detect material errors in the school district’s fiscal data reported
through the PEIMS system for the fiscal period under audit. A major purpose of the following accounting code
structure is to establish the standard school district fiscal accounting system required by law.
Although certain codes within the overview may be used at local option, the sequence of the codes within the
structure, and the funds and chart of accounts, are to be uniformly used by all school districts in accordance
with Generally Accepted Accounting Principles (GAAP).
A CCOUNT C ODE S TRUCTURE
Fund
Code
XXX
Function
Code
XX
Object Code
XXXX
Sub
Object
Code
XX
Organization
Code
XXX
Year
Code
X
Program
Intent
Code
XX
Local
Option
Code
XXX
(1xxx-
8xxx)
Account
Groups
(9xx)
(11-99) 1X – Assets
2X – Liabilities
3X – Fund Equity
4X – Clearing Accts
5X – Revenues
6X – Expenditures
7X – Other Resources
8X – Other Uses
(xx) (001-999) (0-9) (11-99) (xxx)
44
Foundation
School Funds
84%
Available
School Funds
5%
Career &
Technology
8%
Facilities
Allotment
3%
REVENUE CL ASSIFICATIONS
LOCAL FUNDING REVENUES
Local funding consists of the following major sources from the Town of
Westlake and the Westlake Academy Foundation (WAF).
• The Town of Westlake provides administrative, human resources,
facilities, and financial services for the Academy and is responsible for
all debt service payments relating to Academy facilities and
infrastructure.
• The Westlake Academy Foundation is an independent, non‐profit
organization that raises funds through donations and various
fundraising efforts. The WAF conducts several annual fundraising
activities, including the Blacksmith Campaign, an annual fund drive
that was started to bridge the funding gap between what charter
schools receive in state allocations in comparison to local ISDs. It mainly directs fund raising efforts
towards the parents of Academy students and tries to leverage these donations with the employers who
have matching programs for individuals that contribute time or money to non‐profits. The Blacksmith
Campaign is held each year in the month of October and each family is asked to contribute $2,500 per
student to help cover the gap between the state public education funding and what the Academy spends
on each student.
STATE FUNDING
State funding, through the Foundation
School Program (FSP), is the
Academy’s largest revenue source.
Funding for public education has
increased slightly since 2010 and
based on the current legislative
session, will not increase for the next
biennium. The Texas economy has
been strong, but ongoing litigation
regarding public education funding has
created a hesitancy to adjust funding
projections until the courts have ruled
upon the constitutionality of the
current funding methodology. Consequently, the Academy continues to utilize prior year funding levels when
developing financial models and forecasts.
FEDERAL FUNDING
Federal funding is received through grants that support special education.
45
EXPENDITURE CLASSICATIONS
BY FUNCTION CODES
F UNCTION C ODES – G ENERAL D ESCRIPTIONS
A function code represents a general operational area at the Academy and groups together related activities.
The assignment and use of function numbers is based on the financial accountability standards established by
the Texas Education Agency in accordance with the Texas Administrative Code. The function code is a 2-digit
number that follows the 3-digit fund code in the accounting number scheme.
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, services, 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).
FUNCTION
CODE
FUNCTION CODE DECRIPTION
11 Instruction
12 Instructional Resources & Media Sources
13 Curriculum Development & Instruction / Staff
Development
21 Instructional Leadership
23 School Leadership (Principal)
31 Guidance, Counseling & Evaluation Services
32 Social Work Services
33 Health Services
34 Student (Pupil) Transportation
35 Food Services
36 Co-curricular/Extracurricular Activities
41 General Administration (Superintendent/Board)
51 Plant Maintenance and Operations
52 Security and Monitoring Services
53 Data Processing Services
61 Community Services
71 Debt Service
81 Facilities Acquisition and Construction
46
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 student abilities, aptitudes, and interests with respect to career and educational goals and
opportunities. It includes psychological services, testing, and counseling.
• Function 32 - Social Work Services - This function includes expenditures which directly and exclusively
promote and improve school attendance. Examples include social workers, non-instructional home visitors,
home visitor aides, and truant officers.
• Function 33 - Health Services - This function embraces the area of responsibility providing health services
which are not a part of direct instruction. It includes medical, dental, and nursing services.
• Function 34 - Student Transportation - This function includes the cost of providing management and
operational services for transporting students to and from school. Function 34 includes transportation
supervisors and bus drivers, but does not include field trips (function 11) or student organization trips
(function 36).
• Function 35 - Food Services - This function includes the management of the food service program at the
schools and the serving of meals, lunches, or snacks in connection with school activities. Function 35
includes cooks and food purchases, but does not include concession stands (function 36).
• Function 36 - Co-curricular/Extracurricular Activities - This function incorporates those activities which
are student and curricular related, but which are not necessary to the regular instructional services.
Examples of co-curricular activities are scholastic competition, speech, debate, and band. Examples of
extracurricular activities are football, baseball, etc. and the related activities (drill team, cheerleading)
that exist because of athletics. Function 36 includes athletic salary supplements paid exclusively for
coaching, directing, or sponsoring extracurricular athletics, but does not include salaries for teaching
physical education (function 11).
40 Support Services - Administrative
• Function 41 - General Administration - This function includes expenses incurred for the overall
administrative responsibilities of the District. It includes expenses for the school board,
superintendent's office, personnel services, and financial services.
47
50 Support Services - Non Student Based
• Function 51 - Plant Maintenance - This function deals with expenditures made to keep buildings,
grounds, and equipment safe for use and in efficient working condition. This function also includes
expenditures associated with warehousing services. Examples include janitors, facility insurance
premiums, utilities, and warehouse personnel.
• Function 52 - Security and Monitoring Services - This function is used for expenditures that are for
activities to keep student and staff surroundings safe, whether in transit to or from school, on a
campus, or participating in school-sponsored events at another location.
• Function 53 - Data Processing Services - This function is for non-instructional data processing services
which include computer facility management, computer processing, systems development, analysis,
and design. Personal computers that are stand alone are to be charged to the appropriate function.
Peripherals including terminals and printers are also to be charged to the appropriate function.
60 Ancillary Services
• Function 61 - Community Services - This function encompasses all other activities of the school district,
which are designed to provide a service or benefit to the community as a whole or a portion of the
community. Examples would include recreation programs, natatorium, and parenting programs.
70 Debt Service
• Function 71 - Debt Service - This function includes expenditures for bond and lease purchase principal,
and all types of interest paid.
80 Capital Outlay
• Function 81 - Capital Acquisition & Construction -
This function includes expenditures that are
acquisitions, construction, or major renovation of
Academy facilities.
48
EXPENDITURE CLASSIFICATIONS
BY OBJECT CODE & SHARED SERVICES
OBJECT CODE GENERAL DESCRIPTIONS
The object number is a 4-digit code that describes the type of revenue or expenditure incurred and is
comprised of the fifteenth through eighteenth digits in the code structure. For example:
• 61XX Payroll and Payroll Related
• 62XX Professional & Contracted Services
• 63XX Supplies and Materials
• 64XX Other Operating Costs
• 65XX Debt Service
• 66XX Capital
EXPENDITURES BY SHARED SERVICES MODEL
The Academy operates under a shared service model with the Town of Westlake, whereby the Town
provides Human Resources, Financial, Facilities, and Administrative support services to the Academy. These
service costs were previously booked to the Westlake Academy operating budget, but were removed from
the operating budget in the FY 12/13 school year.
The following operating costs are booked to the Town of Westlake’s General Fund and Debt Service Fund.
• Municipal-Transfer to WA Operating
Budget
• Annual Debt Service Payments
• General Major Maintenance and
Replacement
• In-direct Operating Costs (Payroll and
Related)
The shared services model was an integral part of the charter application process that helped bolster the
Town’s case for having a community school. The shared service model conserves precious resources and
avoids the duplication of effort across Town and Academy activities. The support services for the Academy
that generate indirect costs paid by the Town of Westlake are:
• Human Resources
• Information Technology
• Facility Maintenance
Services
• Finance and Accounting
Services
• General Managerial
Oversight (Superintendent)
• Town Secretary records
maintenance and election
administration
• Board Support Services
including policy advisement
and strategic planning
49
RELATIONSHIP BETWEEN FUNDS AND FUNCTIONS
Instruction Instructional /Media Resources Curriculum Development Instructional Leadership School Leadership Guidance & Counseling Health Services Student Transportation Co-curricular / Extra Curricular Activities General Administration Plant Maintenance and Operations Security & Monitoring Data Processing Services Community Services Debt Service FUND NAME 11 12 13 21 23 31 33 34 36 41 51 52 53 61 71
GENERAL FUND
Fund 199
General Fund -
Fund 198
Athletics
Fund 197
Transportation
SPECIAL REVENUE
FUNDS
Fund 224
IDEA-B Formula
Fund 410
Material Allotment
Fund 461
Campus Activities
Fund 484
Local Grants
Fund 497
Student Travel
Award
Fund 498
I.M.E.S.
50
15TH
A NNIVERSARY
W ESTLAKE
A CADEMY
A NNIVERSARY
50TH
INTERNATIONALBACCALAUREATE
51
This page is
intentionally blank
52
FINANCIAL FORECAST ASSUMPTIONS
Student Enrollment Assumptions:
• Increase of 20 students in FY 2018/19 and 10
additional students in subsequent years.
• Average Daily Attendance rate of 97%.
Revenues:
• 100% use of Westlake Academy Foundation (WAF)
Annual Program revenues (adopted $1 million).
• Career and Technology (CTE) Funding has increased
to 257 students for FY 2018/19 due to a new CTE
pathway in Technology. Numbers will fluctuate
slightly from year to year beyond 2018/19 due to
student course selections.
• Facility Funding Allotment funding from the State
begins in FY 2018/19. The Texas Education Agency currently estimates that eligible charter schools will
receive approximately $200 per student in average daily attendance (ADA). Assumption for current
and future years are based on this assumption.
• Future revenue projections are based upon the State’s current funding formula and current local
donation levels. Charter schools do not have taxing authority, making them reliant upon state and
local funding sources. As an open enrollment charter school, all State funding is determined each
legislative session and channeled to Westlake Academy through the Foundation School Program (FSP).
Due to the uncertainty of state funding, the Academy adopted a new policy in FY 14/15 which only allows
increases in expenditures if there is an offsetting increase in revenues.
Charter schools are funded based on their weighted average daily attendance (WADA). A school’s WADA is
determined not only by the number of students attending, but by their participation in special programs, such as
special education and career and technology
• Most Academy General Fund revenue is derived from the Foundation School Program.
• Secondary sources include the Westlake Academy Foundation and the Blacksmith Campaign.
• Growth in local revenues has been significant and is a result of strong parent and community support of the
Academy.
Expenditures:
• Personnel costs are estimated to increase approximately 2.0% for FY 2018/19 and 1.0% annually in
subsequent years.
• Professional services, supplies and other operating expenditures are increased by 1% in outer years
but will only increase if revenues increase to offset additional expenditures.
53
Audited Adopted Amended Proposed Amount Percent Projected Projected Projected Projected
FY 16/17 FY 17/18 FY 17/18 FY 18/19 Inc/(Dec) Inc/(Dec) FY 19/20 FY 20/21 FY 21/22 FY 22/23
Transportation 8,075$ 10,000$ 10,000$ 10,500$ 500$ 5.00% 10,500$ 10,500$ 10,500$ 10,500$
Parking 9,022 15,000 15,000 15,000 ‐ 0.00% 15,000 15,000 15,000 15,000
Athletic Activities 78,867 90,700 90,700 94,200 3,500 3.86% 96,084 96,084 96,084 96,084
Interest Earned 5,371 3,000 9,000 9,000 ‐ 0.00% 9,000 9,000 9,000 9,000
WAF Blacksmith Donation 1,053,170 1,000,000 1,000,000 1,000,000 ‐ 0.00% 1,000,000 1,000,000 1,000,000 1,000,000
WAF Salary Reimbursement 65,159 67,800 67,800 69,834 2,034 3.00% 71,929 74,087 76,309 78,599
Town Contribution ‐ Westlake Reserve 300,000 300,000 300,000 300,000 ‐ 0.00% 300,000 300,000 300,000 300,000
Town Contribution 15,000 15,000 15,000 15,000 ‐ 0.00% 15,000 15,000 15,000 15,000
Other Local Revenue (BTS, Tech & Other)84,737 58,800 58,800 47,300 (11,500) ‐19.56% 47,300 47,300 47,300 47,300
Fund raiser (Back to School)‐ 16,000 ‐ ‐ ‐ 0.00%‐ ‐ ‐ ‐
Food Services 7,000 6,100 7,000 7,000 ‐ 0.00% 7,000 7,000 7,000 7,000
Total Local Revenues 1,626,401 1,582,400 1,573,300 1,567,834 (5,466) ‐0.35% 1,571,813 1,573,971 1,576,193 1,578,483
Percent of total revenues 20% 18% 19% 18%‐1%‐7.96% 18% 17% 17% 17%
TEA ‐ Foundation School Funds 5,593,191 5,781,200 5,913,676 5,741,074 (172,602) ‐2.92% 5,826,349 5,901,968 5,977,587 6,053,205
CTE Funding (additional TEA‐FSP Funds)299,605 572,200 424,933 508,316 83,383 19.62% 508,316 508,316 508,316 508,316
TEA ‐ Available School Funds 303,634 191,300 167,161 365,166 198,005 118.45% 365,166 365,166 365,166 365,166
TEA ‐ Facilities Allotment $200 per ADA ‐ ‐ ‐ 184,856 184,856 0.00% 177,200 179,200 181,200 183,200
IB Training Reimbursement (TEA)6,300 6,300 6,300 3,000 (3,300) ‐52.38% 3,000 3,000 3,000 3,000
TRS & TRS‐Care On‐behalf/Medicare Part B 389,286 450,700 392,275 477,583 85,308 21.75% 487,135 496,877 506,815 516,951
Total State Revenues 6,592,016 7,001,700 6,904,345 7,279,995 375,650 5.44% 7,367,166 7,454,527 7,542,083 7,629,839
Percent of total revenues 80% 82% 81% 82% 101% 1.03% 82% 83% 83% 83%
TOTAL REVENUES 8,218,417$ 8,584,100$ 8,477,645$ 8,847,829$ 370,184$ 4.37% 8,938,979$ 9,028,498$ 9,118,277$ 9,208,321$
Variance Variance
EXPENDITURES by FUNCTION 223,583 223,583
Function 11 ‐ Instructional 4,749,555$ 4,975,270$ 4,839,602$ 5,008,974 169,372 3.50%
Function 12 ‐ Resources & Media 81,227 82,639 87,379 90,935 3,556 4.07%
Function 13 ‐ Curriculum & Staff Dev 86,871 84,545 86,200 84,545 (1,655) ‐1.92%
Function 21 ‐ Instructional Leadership 266,090 206,623 161,919 170,216 8,297 5.12%
Function 23 ‐ School Leadership 875,439 757,692 896,747 924,198 27,451 3.06%
Function 31 ‐ Guidance & Counseling 267,033 223,973 307,664 321,467 13,803 4.49%
Function 33 ‐ Health Services 67,489 66,024 71,146 72,919 1,773 2.49%
Function 36 ‐ Co/Extracurricular Activities 242,560 218,358 237,474 219,169 (18,305) ‐7.71%
Function 41 ‐ Administrative 307,304 260,167 319,088 308,772 (10,316) ‐3.23%
Function 51 ‐ Maintenance & Operations 886,943 960,743 947,615 947,445 (170) ‐0.02%
Function 52 ‐ Security & Monitoring ‐ ‐ ‐ 40,000 40,000 0.00%
Function 53 ‐ Data Processing 173,352 195,505 199,407 216,103 16,696 8.37%13,862 11,708
Function 61 ‐ Community Services 126,614 124,460 133,763 138,322 4,559 3.41%868 (89,727)
Function 71 ‐ Debt Service 256,795 166,200 167,068 167,068 ‐ 0.00%
TOTAL EXPENDITURES BY FUNCTION 8,387,272$ 8,322,199$ 8,455,072$ 8,710,132$ 255,060$ 3.02%14,730 (78,019)
Object Code 61XX ‐ Salaries 6,344,256$ 6,279,299$ 6,378,398$ 6,585,303$ 206,905 3.24% 6,717,009$ 6,784,179$ 6,852,021$ 6,920,541$
Object Code 62XX ‐ Contracted Services 1,002,039 1,003,205 1,069,705 1,056,667 (13,038) ‐1.22% 1,067,234 1,077,906 1,088,685 1,099,572
Object Code 63XX ‐ Supplies & Materials 289,384 395,828 322,333 425,124 102,791 31.89% 429,375 433,669 438,006 442,386
Object Code 64XX ‐ Other Operating Costs 494,799 477,667 517,568 475,970 (41,598) ‐8.04% 480,730 485,537 490,392 495,296
Object Code 65XX ‐ Debt Service 256,794 166,200 167,068 167,068 ‐ 0.00% 167,068 167,068 170,000 170,000
TOTAL EXPENDITURES BY OBJECT 8,387,272$ 8,322,199$ 8,455,072$ 8,710,132$ 255,060$ 3.02% 8,861,416$ 8,948,359$ 9,039,104$ 9,127,795$
Other Resources ‐ Local 37,090$ 60,000$ 85,000$ 76,000$ (9,000)$ ‐10.59% 100,000 100,000 100,000 100,000
Other Uses ‐ Local (60,000) (85,000) (76,000) 9,000 ‐10.59% (100,000) (100,000) (100,000) (100,000)
NET OTHER RESOURCES (USES)37,090 ‐ ‐ ‐ ‐ 0.00%‐ ‐ ‐ ‐
EXCESS REVENUES OVER(UNDER) EXP (131,765)$ 261,901$ 22,573$ 137,697$ 115,124$ 510.01% 77,563$ 80,139$ 79,173$ 80,526$
FUND BALANCE BEGINNING 1,071,036$ 939,271$ 939,271$ 961,844$ 22,573$ 2.40% 1,099,541$ 1,177,104$ 1,257,243$ 1,336,415$
FUND BALANCE ENDING 939,271 1,201,172 961,844 1,099,541 137,697 11.46% 1,177,104 1,257,243 1,336,415 1,416,942
Assigned ‐ Bus Maintenance 24,090 24,090 19,000 (5,090) ‐21.13% 12,090
Assigned ‐ Uniform/Equip replacement 5,000 15,000 15,000 15,000 ‐ 0.00% 15,000 15,000 15,000 15,000
FUND BALANCE ENDING (Unassigned)934,271$ 1,162,082$ 922,754$ 1,065,541$ 142,787$ 15.47% 1,150,014$ 1,242,243$ 1,321,415$ 1,401,942$
Number of Operating Days (365)41 51 40 45 5.82 14.60%47 51 53 56
Dollars per Operating Day 22,979$ 22,801$ 23,165$ 23,863$ 699$ 3.06% 24,278$ 24,516$ 24,765$ 25,008$
Total Students Enrolled 830 856 856 876 20 2.34% 886 896 906 916
TEA Funding per Student 7,466$ 7,646$ 7,600$ 7,762$ 162$ 2.13% 7,762$ 7,762$ 7,762$ 7,762$
Operating Cost per Student (Academic Only) 10,105$ 9,722$ 9,877$ 9,943$ 66$ 0.66% 10,002$ 9,987$ 9,977$ 9,965$
Teachers 65.55 66.26 66.26 66.08 (0.18) ‐0.27% 66.08 66.08 66.08 66.08
Student/Teacher Ratio 12.66 12.92 12.92 13.26 0.34 2.62% 13.41 13.56 13.71 13.86
Westlake Academy General Fund
Fiscal Years 2018/2019 through 2022/2023
Five Year Financial Forecast
54
GOVERNMENTAL FUNDS
FINANCIAL SUMMARY
The following schedules present a comparison of revenues and expenditures for all Governmental Funds in
the Academy’s Budget. As a reminder, Governmental Funds include the General Fund and Special Revenue
Funds.
BUDGET SUMMARY
Amended Proposed $ Increase % Increase
FY 17/18 FY 18/19 (Decrease) (Decrease)
Total Revenues $ 8,950,495 $ 9,201,357 $ 250,862 2.80%
Total Expenditures 8,927,922 9,063,660 135,738 1.52%
Net Other Sources/Uses - - - 0.00%
Excess Revenues Over(under) Expenditures 22,573 137,697 115,124 510.01%
Fund Balance Beginning 965,248 987,821 22,573 2.34%
Fund Balance Ending $ 987,821 $ 1,125,518 $ 137,697 13.94%
A public school operating budget is legally required to include the Academy’s General, Debt Service, and Food Service
Funds. However, the Academy does not maintain a Food Service Fund or a Debt Service Fund, so the General Fund is
the only legally adopted fund. Budgets for Special Revenue Funds are included throughout the presentation for
informational purposes only.
Historically, revenues and expenditures have increased at relatively the same rate which has dictated the need for a
higher fund balance. The Academy strives for a 45-day minimum requirement established by Board policy. It is
anticipated that this trend will continue over the next five years, with a relatively slow but steady growth in fund
balance. The Academy anticipates that the General Fund balance will remain above the TEA’s recommended 40 days
(School FIRST Rating), barring any unforeseen circumstances.
PROJECTED ENDING FUND BALANCES
Projected Total Total Projected
Beginning Revenues and Expenditures Ending Percent Change Change
Fund Type Fund Balance Other Sources and Other Uses Fund Balance of total Amount Percent
General Fund $961,844 $8,923,829 $8,786,132 $1,099,541 98% $137,697 14%
Special Revenue Funds 25,977 353,528 353,528 25,977 2% 0 0%
TOTAL $987,821 $9,277,357 $9,139,660 $1,125,518 100% $137,697 14%
55
GOVERNMENTAL FUNDS
FINANCIAL SUMMARY
Revenues received by Westlake Academy are classified into three broad categories:
Amended Proposed $ Increase % Increase Revenue
FY 17/18 FY 18/19 (Decrease) (Decrease) Percent
Local Revenues $ 1,804,986 $ 1,786,334 $ (18,652) -1.03% 19.41%
State Program Revenues 7,030,713 7,311,023 280,310 3.99% 79.46%
Federal Program Revenues 114,796 104,000 (10,796) -9.40% 1.13%
Total Revenues $ 8,950,495 $ 9,201,357 $ 250,862 2.80% 100.00%
The Academy’s primary revenue sources continue to be
the State Foundation School Program and the Westlake
Academy Foundation.
LOCAL R EVE N UES
Local funding consists of the following major sources:
the Town of Westlake, Westlake Academy Foundation
(WAF) and the House of Commons.
o The Westlake Academy Foundation (WAF) is an independent, non-profit organization that raises
funds through donations and various fundraising efforts. The WAF conducts several annual
fundraising activities, including the Blacksmith Campaign, an annual fund drive which started as a
way to close the funding gap between what charter schools receive in state allocations in
comparison to local ISDs. It mainly directs fundraising efforts towards the parents of Academy
students and tries to leverage these donations with the employers who have matching programs
for individuals that contribute time or money to non-profits. The Blacksmith Campaign is held each
year in October, and each family is asked to contribute $2,500 per student to help cover the gap
between the state public education and what the Academy actually spends on each student.
o The Westlake Academy House of Commons (HOC) is the 501(c)3 parent/teacher organization of Westlake
Academy. Members of the HOC assist with fundraising projects, participate in educational and
social programs, or volunteer time to help show the teachers and staff at Westlake Academy that
they are appreciated. Through fundraising efforts, the HOC provides needed support to the school.
o Other local revenues include athletic activities, transportation and parking fees, interest earned,
food services, TEA/ESC Region 11 substitute reimbursement, and municipal contributions.
Local
Revenues
19.4%
State
Program
Revenues
79.5%
Federal
Program
Revenues
1.1%
56
GOVERNMENTAL FUNDS
FINANCIAL SUMMARY
STATE P ROG R A M R EVE N UES
State funding is the Academy’s largest revenue source, making up approximately 82% of all General Fund
revenues. Funding for public education has increased slightly over the last two legislative sessions, but overall funding
still falls short of the FY 2009/10 school
year.
The Texas economy has been strong, but
ongoing litigation regarding public
education funding has created a
hesitancy to adjust funding projections
until the courts have ruled upon the
constitutionality of the current funding
methodology. Consequently, the
Academy continues to utilize prior year
funding levels when developing financial
models and forecasts.
Staff estimates that the average level of total state aid received through the Foundation School Program (FSP)
in FY 2018/19 will be approximately $7,762 per student.
FEDERAL P ROG R A M R EVE N UES
Federal funding is received through grants that support special education and accounts for approximately one
(1%) of revenues for all funds.
GOVERNMENTAL EXPENDITURES & THE SHARED SERVICES MODEL
Administrative, financial, human resources and facilities services are provided by the Town of Westlake under a
shared services model. These service costs were previously booked to the Westlake Academy operating budget but
were removed in the FY 12/13 school year. The following table illustrates indirect operating costs which are booked to
the Town of Westlake’s General Fund and Debt Service Fund.
Amended Proposed $ Increase % Increase
FY 2017/18 FY 2018/19 (Decrease) (Decrease)
Operating Expenditures $ 8,927,922 $ 9,063,660 $ 135,738 1.52%
Municipal-Transfer to WA Operating Budget 315,000 315,000 - 0.00%
Total Academic Costs 9,242,922 9,378,660 135,738 1.47%
Annual Debt Service (Municipal budget) 1,666,337 1,828,791 162,454 9.75%
Major Maintenance and Replacement 289,667 355,595 65,928 22.76%
In-direct Operating Costs 768,469 854,511 86,042 11.20%
Total Municipal Costs 2,724,473 3,038,897 314,424 11.54%
TOTAL EXPENDITURE COSTS $ 11,967,395 $ 12,417,557 $ 450,162 3.76%
Number of Students 856 876 20 2.34%
Total Expenditure Cost per Student $ 13,981 $ 14,175 $ 196 1.40%
FY 13/14
Actual
FY 14/15
Actual
FY 15/16
Actual
FY16/17
Actual
FY17/18
Adopted
FY 17/18
Amended
FY 18/19
Proposed
$6,980 $7,157 $7,285 $7,466 $7,646 $7,600 $7,762
STATE FUNDING per Student
57
GOVERNMENTAL FUNDS
FINANCIAL SUMMARY
Employee compensation and benefits are Westlake Academy’s largest operating expenditures. Board policy states
a desire to maintain a salary scale within three percent (3%) of the districts surveyed for market comparison
purposes.
EXPENDITURES (BY OBJECT CODE)
Amended Proposed
Budget Budget $ Increase % Increase Revenue
FY 17/18 FY 18/19 (Decrease) (Decrease) Percent
61XX - Payroll & Related Items $ 6,496,558 $ 6,689,303 $ 192,745 2.97% 73.80%
62XX - Contracted Services 1,089,705 1,056,667 (33,038) -3.03% 11.66%
63XX - Supplies & Materials 634,523 668,652 34,129 5.38% 7.38%
64XX - Other Operating 540,068 481,970 (58,098) -10.76% 5.32%
65XX - Debt Service 167,068 167,068 - 0.00% 1.84%
Total Expenditures $ 8,927,922 $ 9,063,660 $ 135,738 1.52% 100.00%
For FY 2018/19, Staff recommends a
salary increase of approximately 3.0%.
The increase equals approximately
$223,583 in payroll and related
expenditures and will bring the Academy
to within 0.5% of the estimated average
median of surrounding districts. These
adjustments to compensation and
benefits will allow the Academy to
remain competitive and serve as a
valuable component in our recruiting
and retention efforts.
Amended Proposed
Budget Budget $ Increase % Increase Expenditure
FY 17/18 FY 18/19 (Decrease) (Decrease) Percent
11 - Instructional $ 5,087,804 $ 5,246,502 $ 158,698 3.12% 57.89%
12 - Resources & Media 87,379 90,935 3,556 4.07% 1.00%
13 - Staff Development 86,200 109,545 23,345 27.08% 1.21%
21 - Instructional Leadership 161,919 170,216 8,297 5.12% 1.88%
23 - School Leadership 896,747 927,198 30,451 3.40% 10.23%
31 - Guidance & Counseling 307,664 321,467 13,803 4.49% 3.55%
33 - Health Services 71,146 72,919 1,773 2.49% 0.80%
36 - Extra-/Co-Curricular Activities 462,122 307,169 (154,953) -33.53% 3.39%
41 - General Administration 319,088 308,772 (10,316) -3.23% 3.41%
51 - Maintenance & Operations 947,615 947,445 (170) -0.02% 10.45%
52 - Security & Monitoring Services - 40,000 40,000 0.00% 0.44%
53 - Data Processing 199,407 216,103 16,696 8.37% 2.38%
61 - Community Services 133,763 138,322 4,559 3.41% 1.53%
71 - Debt Service 167,068 167,068 - 0.00% 1.84%
Total Expenditures $ 8,927,922 $ 9,063,660 $ 135,738 1.52% 100.00%
61XX
Payroll &
Related Items
74%
62XX
Contracted
Services
12%63XX
Supplies &
Materials
7%
64XX -
Other
Operating
5%
65XX
Debt Service
2%
58
Adopted Amended Proposed Variance
Audited Audited Audited Budget Budget Budget Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 17/18 FY 18/19 Proposed
REVENUES
Local Revenues 2,190,629$ 1,614,880$ 1,896,101$ 1,652,900$ 1,804,986$ 1,786,334$ (18,652)$
State Program Revenues 6,181,480 6,548,362 6,603,358 7,159,096 7,030,713 7,311,023 280,310
Federal Program Revenues 162,270 98,564 140,152 104,000 114,796 104,000 (10,796)
8,534,379 8,261,806 8,639,611 8,915,996 8,950,495 9,201,357 250,862
EXPENDITURES (BY FUNCTION)
11 ‐ Instructional 4,716,639 5,760,357 5,034,101 5,245,166 5,087,804 5,246,502 158,698
12 ‐ Resources & Media 67,933 77,692 81,227 82,639 87,379 90,935 3,556
13 ‐ Staff Development 222,521 184,198 128,717 84,545 86,200 109,545 23,345
21 ‐ Instructional Leadership 248,087 210,591 266,090 206,623 161,919 170,216 8,297
23 ‐ School Leadership 712,023 885,787 898,643 757,692 896,747 927,198 30,451
31 ‐ Guidance & Counseling 255,286 248,153 267,033 223,973 307,664 321,467 13,803
33 ‐ Health Services 64,285 62,328 67,489 66,024 71,146 72,919 1,773
36 ‐ Extra‐/Co‐Curricular Activities 142,799 179,779 338,817 278,358 462,122 307,169 (154,953)
41 ‐ General Administration 351,087 372,986 307,304 260,167 319,088 308,772 (10,316)
51 ‐ Maintenance & Operations 865,719 895,334 886,943 960,743 947,615 947,445 (170)
52 ‐ Security & Monitoring Services ‐ ‐ ‐ ‐ ‐ 40,000 40,000
53 ‐ Data Processing 100,757 164,330 173,352 195,505 199,407 216,103 16,696
61 ‐ Community Services 111,620 118,429 126,614 124,460 133,763 138,322 4,559
71 ‐ Debt Service 89,949 91,092 256,795 166,200 167,068 167,068 ‐
Total Expenditures 7,948,705 9,251,056 8,833,125 8,652,095 8,927,922 9,063,660 135,738
Excess (Deficiency) of Revenues Over
(Under) Expenditures 585,674 (989,250) (193,514) 263,901 22,573 137,697 115,124
OTHER FINANCING SOURCES (USES)
79 ‐ Other Resources 16,740 474,300 37,090 60,000 60,000 76,000 16,000
89 ‐ Other Uses ‐ ‐ (37,090) (60,000) (60,000) (76,000) (16,000)
Total Other Financing Sources (Uses)16,740 474,300 ‐ ‐ ‐ ‐ ‐
NET CHANGES IN FUND BALANCE 602,414 (514,950) (193,514) 263,901 22,573 137,697 115,124
FUND BALANCE, BEGINNING 1,071,298 1,673,712 1,158,762 965,248 965,248 987,821 22,573
FUND BALANCE, ENDING 1,673,712 1,158,762 965,248 1,229,149 987,821 1,125,518 137,697
Assigned ‐ Tech/FF&E Replacemt ‐ 125,000 ‐ ‐ ‐ ‐ ‐
Assigned ‐ Bus Maintenance ‐ ‐ ‐ 24,090 24,090 19,000 (5,090)
Assigned ‐ Uniforms/Equip Rep ‐ 5,000 5,000 15,000 15,000 15,000 ‐
FUND BALANCE, UNASSIGNED 1,673,712$ 1,028,762$ 960,248$ 1,190,059$ 948,731$ 1,091,518$ 132,607$
WESTLAKE ACADEMY
COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
ALL GOVERNMENTAL FUNDS
For the Year Ending August 31, 2019
59
Adopted Amended Proposed Variance
Audited Audited Audited Budget Budget Budget Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 17/18 FY 18/19 Proposed
General Fund 7,805,552$ 7,868,978$ 8,218,417$ 8,584,100$ 8,477,645$ 8,847,829$ 370,184$
Special Revenue Funds 728,827 392,828 421,194 331,896 472,850 353,528 (119,322)
Total Governmental Funds 8,534,379$ 8,261,806$ 8,639,611$ 8,915,996$ 8,950,495$ 9,201,357$ 250,862$
Adopted Amended Proposed Variance
Audited Audited Audited Budget Budget Budget Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 17/18 FY 18/19 Proposed
General Fund 7,364,652$ 8,754,399$ 8,387,272$ 8,322,199$ 8,455,072$ 8,710,132$ 255,060$
Special Revenue Funds 584,053 496,657 445,853 329,896 472,850 353,528 (119,322)
Total Governmental Funds 7,948,705$ 9,251,056$ 8,833,125$ 8,652,095$ 8,927,922$ 9,063,660$ 135,738$
Adopted Amended Proposed Variance
Audited Audited Audited Budget Budget Budget Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 17/18 FY 18/19 Proposed
61XX ‐ Payroll & Related Items 5,710,695$ 6,335,240$ 6,532,612$ 6,383,299$ 6,496,558$ 6,689,303$ 192,745$
62XX ‐ Contracted Services 1,099,389 1,147,192 1,035,580 1,003,205 1,089,705 1,056,667 (33,038)
63XX ‐ Supplies & Materials 547,099 1,105,163 356,496 616,224 634,523 668,652 34,129
64XX ‐ Other Operating 501,573 572,369 651,643 483,167 540,068 481,970 (58,098)
65XX ‐ Debt Service 89,949 91,092 256,794 166,200 167,068 167,068 ‐
Total Expenditures 7,948,705$ 9,251,056$ 8,833,125$ 8,652,095$ 8,927,922$ 9,063,660$ 135,738$
TOTAL REVENUES
TOTAL EXPENDITURES
EXPENDITURES BY OBJECT CODE
WESTLAKE ACADEMY
ALL GOVERNMENTAL FUNDS
For the Year Ending August 31, 2019
61XX
Payroll & Related Items
74%
62XX
Contracted Services
12%
63XX
Supplies & Materials
7%
64XX ‐
Other Operating
5%
65XX
Debt Service
2%
PROPOSED EXPENDITURES
BY OBJECT
60
Adopted Amended Proposed
Audited Audited Audited Budget Budget Budget
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 17/18 FY 18/19
REVENUE SUMMARY
Local Revenues 2,190,629$ 1,614,880$ 1,896,101$ 1,652,900$ 1,804,986$ 1,786,334$
State Program Revenues 6,181,480 6,548,362 6,603,358 7,159,096 7,030,713 7,311,023
Federal Program Revenues 162,270 98,564 140,152 104,000 114,796 104,000
Total Revenues 8,534,379$ 8,261,806$ 8,639,611$ 8,915,996$ 8,950,495$ 9,201,357$
Adopted Amended Proposed
Audited Audited Audited Budget Budget Budget
EXPENDITURES (BY FUNCTION)FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 17/18 FY 18/19
11 ‐ Instructional 4,716,639$ 5,760,357$ 5,034,101$ 5,245,166$ 5,087,804$ 5,246,502$
12 ‐ Resources & Media 67,933 77,692 81,227 82,639 87,379 90,935
13 ‐ Staff Development 222,521 184,198 128,717 84,545 86,200 109,545
21 ‐ Instructional Leadership 248,087 210,591 266,090 206,623 161,919 170,216
23 ‐ School Leadership 712,023 885,787 898,643 757,692 896,747 927,198
31 ‐ Guidance & Counseling 255,286 248,153 267,033 223,973 307,664 321,467
33 ‐ Health Services 64,285 62,328 67,489 66,024 71,146 72,919
36 ‐ Extra‐/Co‐Curricular Activities 142,799 179,779 338,817 278,358 462,122 307,169
41 ‐ General Administration 351,087 372,986 307,304 260,167 319,088 308,772
51 ‐ Maintenance & Operations 865,719 895,334 886,943 960,743 947,615 947,445
52 ‐ Security & Monitoring Services ‐ ‐ ‐ ‐ ‐ 40,000
53 ‐ Data Processing 100,757 164,330 173,352 195,505 199,407 216,103
61 ‐ Community Services 111,620 118,429 126,614 124,460 133,763 138,322
71 ‐ Debt Service 89,949 91,092 256,795 166,200 167,068 167,068
Total Expenditures 7,948,705$ 9,251,056$ 8,833,125$ 8,652,095$ 8,927,922$ 9,063,660$
For the Year Ending August 31, 2019
WESTLAKE ACADEMY
ALL GOVERNMENTAL FUNDS
Local
Revenues
19.4%State
Program
Revenues
79.5%
Federal
Program
Revenues
1.1%
61
GENERAL FUND
FINANCIAL S UMMARY
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.
BUDGET SUMMARY
Amended Proposed $ Increase % Increase
FY 2017/18 FY 2018/19 (Decrease) (Decrease)
Total Revenues $ 8,477,645 $ 8,847,829 $ 370,184 4%
Total Expenditures 8,455,072 8,710,132 255,060 3.02%
Other Resources 85,000 76,000 (9,000) -11%
Other Uses (85,000) (76,000) 9,000 0%
Excess Revenues Over(Under) Expenditures 22,573 137,697 115,124 510%
FUND BALANCE BEGINNING 939,271 961,844 22,573 2%
FUND BALANCE ENDING 961,844 1,099,541 137,697 14%
Assigned 39,090 34,000 (5,090) -13%
FUND BALANCE ENDING (Unassigned) $ 922,754 $ 1,065,541 $ 142,787 15%
# Days Operating (Based on 365) 40 45 5 12%
GENERAL FUND REVENUES
Amended Proposed $ Increase % Increase Revenue
FY 2017/18 FY 2018/19 (Decrease) (Decrease) Percent
Local Revenues $ 1,573,300 $ 1,567,834 $ (5,466) -0.3% 18%
State Program Revenues 6,904,345 7,279,995 375,650 5.4% 82%
TOTAL REVENUES $ 8,477,645 $ 8,847,829 $ 370,184 4.4% 100%
Total Local
Revenues
18%
Total State
Revenues
82%
General Fund Revenue
62
GENERAL FUND
FINANCIAL S UMMARY
STATE FUNDING REVENUES
Westlake Academy receives even less State funding per student than the Texas average because public
charter schools in the State of Texas do not receive facility funding. The Academy’s State funding per
pupil peaked in FY 2009/10 but was cut the following two years due to State budget shortfalls. In FY
2018/19, the Academy anticipates that state funding will increase by $162 per student due to the
additional students enrolling and the Career and Technology classes being offered.
Westlake Academy receives minimal federal funding, (IDEA B – Special Education Funds). Due to prior
state funding reductions, the Academy has become more dependent upon private donations for
operating costs and further financial support from the Town of Westlake. Funding ongoing operating
costs with one-time dollars raised through private donations places the Academy in a potentially tenuous
situation. If private donations do not meet the levels necessary to offset public education reductions,
then the Town of Westlake must increase financial support or consider reducing the associated service
levels.
G E N E RAL F UND E X P E N DITU R E S
EXPENDITURES Amended Proposed $ Increase % Increase Expenditure
(by Object Code) FY 2017/18 FY 2018/19 (Decrease) (Decrease) Percent
61XX - Salaries $ 6,378,398 $ 6,585,303 $ 206,905 3% 76%
62XX - Contracted Services 1,069,705 1,056,667 (13,038) -1% 12%
63XX - Supplies & Materials 322,333 425,124 102,791 32% 5%
64XX - Other Operating Costs 517,568 475,970 (41,598) -8% 5%
65XX - Debt Service 167,068 167,068 - 0% 2%
TOTAL EXPENDITURES $ 8,455,072 $ 8,710,132 $ 255,060 3% 100%
61XX
Payroll & Related
Items
76%
62XX
Contracted Services
12%
63XX
Supplies & Materials
5%
64XX -
Other Operating
5%65XX
Debt Service
2%
Proposed Expenditures
by Object
63
Adopted Amended Proposed Variance
Audited Audited Budget Budget Budget Amended to
FY 15/16 FY 16/17 FY 17/18 FY 17/18 FY 18/19 Proposed
REVENUES
Local Revenues 1,459,838$ 1,626,401$ 1,582,400$ 1,573,300$ 1,567,834$ (5,466)$
State Program Revenues 6,409,140 6,592,016 7,001,700 6,904,345 7,279,995 375,650
Total Revenues 7,868,978 8,218,417 8,584,100 8,477,645 8,847,829 370,184
EXPENDITURES (BY FUNCTION)
11 ‐ Instructional 5,369,348 4,749,555 4,975,270 4,839,602 5,008,974 169,372
12 ‐ Resources & Media 73,983 81,227 82,639 87,379 90,935 3,556
13 ‐ Staff Development 147,559 86,871 84,545 86,200 84,545 (1,655)
21 ‐ Instructional Leadership 210,591 266,090 206,623 161,919 170,216 8,297
23 ‐ School Leadership 860,150 875,439 757,692 896,747 924,198 27,451
31 ‐ Guidance & Counseling 248,153 267,033 223,973 307,664 321,467 13,803
33 ‐ Health Services 62,328 67,489 66,024 71,146 72,919 1,773
36 ‐ Extra‐/Co‐Curricular Activities 140,141 242,560 218,358 237,474 219,169 (18,305)
41 ‐ General Administration 372,961 307,304 260,167 319,088 308,772 (10,316)
51 ‐ Maintenance & Operations 895,334 886,943 960,743 947,615 947,445 (170)
52 ‐ Security and Monitoring Services ‐ ‐ ‐ ‐ 40,000 40,000
53 ‐ Data Processing 164,330 173,352 195,505 199,407 216,103 16,696
61 ‐ Community Services 118,429 126,614 124,460 133,763 138,322 4,559
71 ‐ Debt Service 91,092 256,795 166,200 167,068 167,068 ‐
Total Expenditures 8,754,399 8,387,272 8,322,199 8,455,072 8,710,132 255,060
Excess (Deficiency) of Revenues Over
(885,421) (168,855) 261,901 22,573 137,697 115,124
OTHER FINANCING SOURCES (USES)
79 ‐ Capital Lease Proceeds 474,300 ‐ ‐ ‐ ‐ ‐
79 ‐ Other Resources (CAF)45,000 37,090 60,000 85,000 76,000 (9,000)
89 ‐ Other Uses (45,000) ‐ (60,000) (85,000) (76,000) 9,000
474,300 37,090 ‐ ‐ ‐ ‐
NET CHANGES IN FUND BALANCE (411,121) (131,765) 261,901 22,573 137,697 115,124
‐
FUND BALANCE, BEGINNING 1,482,157 1,071,036 939,271 939,271 961,844 22,573
FUND BALANCE, ENDING 1,071,036 939,271 1,201,172 961,844 1,099,541 137,697
Assigned ‐ Bus Maintenance ‐ ‐ 24,090 24,090 19,000 (5,090)
Assigned ‐ Tech/FF&E Rplcmnt 125,000 ‐ ‐ ‐ ‐ ‐
Assigned ‐ Uniforms/Equip Rplcmnt 5,000 5,000 15,000 15,000 15,000 ‐
Assigned ‐ Facility Maintenance/FFE ‐ ‐ ‐ ‐ ‐ ‐
FUND BALANCE, UNASSIGNED 941,036$ 934,271$ 1,162,082$ 922,754$ 1,065,541$ 142,787$
Total Other Financing Sources (Uses)
WESTLAKE ACADEMY
COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
GENERAL FUND
For the Year Ending August 31, 2019
(Under) Expenditures
64
WESTLAKE ACADEMY
COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
GENERAL FUND
For the Year Ending August 31, 2019
11 ‐Instructional
57%
23 ‐School Leadership
11%
51 ‐Maintenance &
Operations
11%
PROPOSED EXPENDITURES (BY FUNCTION)
11 ‐ Instructional
12 ‐ Resources & Media
13 ‐ Staff Development
21 ‐ Instructional Leadership
23 ‐ School Leadership
31 ‐ Guidance & Counseling
33 ‐ Health Services
36 ‐ Extra‐/Co‐Curricular Activities
41 ‐ General Administration
51 ‐ Maintenance & Operations
52 ‐ Security and Monitoring Services
53 ‐ Data Processing
61 ‐ Community Services
71 ‐ Debt Service
$7.87
$8.22
$8.58
$8.48
$8.85
$8.75
$8.39 $8.32
$8.46
$8.71
FY 15/16 FY 16/17 FY 17/18 FY 17/18 FY 18/19
Audited Audited Budget Budget Budget
Adopted Amended Proposed
Revenue & Expenditure Comparison (in millions)
Total Revenues
Total Expenditures
65
197 198 199 Total
Transportation/ Athletic General General
Parking Fund Activities Fund Fund
FY 18/19 FY 18/19 FY 18/19 FY 18/19
REVENUES
Local Revenues 25,500$ 94,200$ 1,448,134$ 1,567,834$
State Program Revenues ‐ ‐ 7,279,995 7,279,995
Total Revenues 25,500 94,200 8,728,129 8,847,829
EXPENDITURES (BY FUNCTION)
11 ‐ Instructional 1,748 ‐ 5,007,226 5,008,974
12 ‐ Resources & Media ‐ ‐ 90,935 90,935
13 ‐ Staff Development ‐ ‐ 84,545 84,545
21 ‐ Instructional Leadership ‐ ‐ 170,216 170,216
23 ‐ School Leadership ‐ ‐ 924,198 924,198
31 ‐ Guidance & Counseling ‐ ‐ 321,467 321,467
33 ‐ Health Services ‐ ‐ 72,919 72,919
36 ‐ Extra‐/Co‐Curricular Activities 78,813 132,856 7,500 219,169
41 ‐ General Administration ‐ ‐ 308,772 308,772
51 ‐ Maintenance & Operations ‐ ‐ 947,445 947,445
52 ‐ Security and Monitoring Services ‐ ‐ 40,000 40,000
53 ‐ Data Processing ‐ ‐ 216,103 216,103
61 ‐ Community Services ‐ ‐ 138,322 138,322
71 ‐ Debt Service ‐ ‐ 167,068 167,068
Total Expenditures 80,561 132,856 8,496,715 8,710,132
(55,061) (38,656) 231,414 137,697
OTHER FINANCING SOURCES (USES)
79 ‐ Other Resources 16,000 60,000 ‐ 76,000
89 ‐ Other Uses ‐ ‐ (76,000) (76,000)
Total Other Financing Sources (Uses)16,000 60,000 (76,000) ‐
NET CHANGES IN FUND BALANCE (39,061) 21,344 155,414 137,697
FUND BALANCE, BEGINNING 25,693 3,469 932,682 961,844
FUND BALANCE, ENDING (13,368) 24,813 1,088,096 1,099,541
Assigned ‐ Bus Maintenance 19,000 ‐ ‐ 19,000
Assigned ‐ Technology/FF&E Replacement ‐ ‐ ‐ ‐
Assigned ‐ Uniform/Equipment Replacement ‐ 15,000 ‐ 15,000
ENDING FUND BALANCE (UNASSIGNED)(32,368)$ 9,813$ 1,088,096$ 1,065,541$
Excess (Deficiency) of Revenues Over (Under) Expenditures
For the Year Ending August 31, 2019
WESTLAKE ACADEMY
COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
GENERAL FUND
Proposed FY 2018 / 2019
66
Adopted Amended Proposed Variance
Audited Audited Audited Budget Budget Budget Amended to
EXPENDITURES FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 17/18 FY 18/19 Proposed
11 Instructional
6100 Payroll 3,915,926$ 4,445,106$ 4,410,145$ 4,564,442$ 4,473,672$ 4,623,033$ 149,361$
6200 Contracted Services 107,213 69,223 65,785 69,320 92,722 66,820 (25,902)
6300 Supplies & Materials 252,965 745,919 132,636 202,928 127,304 193,628 66,324
6400 Other Operating 67,399 109,100 140,989 138,580 145,904 125,493 (20,411)
Total Instructional 4,343,503 5,369,348 4,749,555 4,975,270 4,839,602 5,008,974 169,372
12 Resource & Media
6100 Payroll 56,186 68,030 73,302 71,339 75,079 77,635 2,556
6200 Contracted Services 2,650 ‐ ‐ 1,100 100 1,100 1,000
6300 Supplies & Materials 7,057 5,774 6,241 8,100 10,100 10,100 ‐
6400 Other Operating 2,040 179 1,684 2,100 2,100 2,100 ‐
Total Resource & Media 67,933 73,983 81,227 82,639 87,379 90,935 3,556
13 Staff Development
6100 Payroll 2,522 ‐ ‐ ‐ ‐ ‐ ‐
6200 Contracted Services 14,320 21,998 ‐ ‐ ‐ ‐ ‐
6300 Supplies & Materials 762 7,224 339 400 230 400 170
6400 Other Operating 147,704 118,337 86,532 84,145 85,970 84,145 (1,825)
Total Staff Development 165,308 147,559 86,871 84,545 86,200 84,545 (1,655)
21 Instructional Leadership
6100 Payroll 202,096 199,183 259,259 200,623 155,144 160,316 5,172
6200 Contracted Services 3,200 ‐ ‐ ‐ ‐ ‐ ‐
6300 Supplies & Materials 2,092 4,606 46 500 ‐ ‐ ‐
6400 Other Operating 5,554 6,802 6,785 5,500 6,775 9,900 3,125
Total Instructional Leadership 212,942 210,591 266,090 206,623 161,919 170,216 8,297
23 School Leadership
6100 Payroll 599,702 810,668 845,228 723,565 861,650 890,971 29,321
6200 Contracted Services 150 ‐ ‐ ‐ ‐ ‐ ‐
6300 Supplies & Materials 4,330 18,689 597 1,000 1,450 700 (750)
6400 Other Operating 16,200 30,793 29,614 33,127 33,647 32,527 (1,120)
Total School Leadership 620,382 860,150 875,439 757,692 896,747 924,198 27,451
31 Guidance & Counseling
6100 Payroll 137,129 160,308 202,138 163,773 252,096 260,567 8,471
6200 Contracted Services 110,079 73,358 53,741 43,200 41,324 43,750 2,426
6300 Supplies & Materials 5,258 9,076 4,113 7,800 4,560 6,000 1,440
6400 Other Operating 2,727 5,411 7,041 9,200 9,684 11,150 1,466
Total Guidance & Counseling 255,193 248,153 267,033 223,973 307,664 321,467 13,803
WESTLAKE ACADEMY
SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE
GENERAL FUND
For the Year Ending August 31, 2019
67
Adopted Amended Proposed Variance
Audited Audited Audited Budget Budget Budget Amended to
EXPENDITURES FY 13/14 FY 14/15 FY 15/16 FY 17/18 FY 17/18 FY 18/19 Proposed
33 Health Services
6100 Payroll 62,653 59,536 64,487 63,524 68,646 70,419 1,773
6200 Contracted Services 520 520 145 1,000 500 1,000 500
6300 Supplies & Materials 1,112 2,272 2,857 1,500 2,000 1,500 (500)
6400 Other Operating ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Health Services 64,285 62,328 67,489 66,024 71,146 72,919 1,773
36 Co‐/Extra Curricular Activities
6100 Payroll 54,382 64,626 82,245 94,458 83,574 84,386 812
6200 Contracted Services 19,370 26,428 28,379 39,000 36,195 41,610 5,415
6300 Supplies & Materials 28,743 21,743 44,474 37,500 33,943 40,483 6,540
6400 Other Operating 20,479 27,344 87,462 47,400 83,762 52,690 (31,072)
Total CoCurricular Activities 122,974 140,141 242,560 218,358 237,474 219,169 (18,305)
41 Administrative
6100 Payroll 93,706 38,554 39,924 40,267 41,132 42,574 1,442
6200 Contracted Services 168,012 247,576 190,208 141,085 205,735 191,183 (14,552)
6300 Supplies & Materials 19,413 16,150 21,970 21,200 21,400 17,200 (4,200)
6400 Other Operating 62,956 70,681 55,202 57,615 50,821 57,815 6,994
Total Administrative 344,087 372,961 307,304 260,167 319,088 308,772 (10,316)
51 Maintenance & Operations
6100 Payroll 99,798 100,192 109,985 97,543 95,935 94,678 (1,257)
6200 Contracted Services 619,660 664,518 655,474 694,800 679,429 677,504 (1,925)
6300 Supplies & Materials 55,623 50,201 43,331 78,500 83,446 85,213 1,767
6400 Other Operating 90,638 80,423 78,153 89,900 88,805 90,050 1,245
Total Maintenance & Operations 865,719 895,334 886,943 960,743 947,615 947,445 (170)
52 Security & Monitoring Services
6200 Contracted Services ‐ ‐ ‐ ‐ ‐ 20,000 20,000
6300 Supplies & Materials ‐ ‐ ‐ ‐ ‐ 20,000 20,000
Total Security & Monitoring Services ‐ ‐ ‐ ‐ ‐ 40,000 40,000
WESTLAKE ACADEMY
SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE
GENERAL FUND
For the Year Ending August 31, 2019
68
Adopted Amended Proposed Variance
Audited Audited Audited Budget Budget Budget Amended to
EXPENDITURES FY 13/14 FY 14/15 FY 15/16 FY 17/18 FY 17/18 FY 18/19 Proposed
53 Data Processing
6100 Payroll 73,492 124,899 130,931 135,305 137,707 142,403 4,696
6200 Contracted Services 11,153 8,639 8,306 13,700 13,700 13,700 ‐
6300 Supplies & Materials 14,926 24,994 32,778 36,400 37,900 49,900 12,000
6400 Other Operating 1,186 5,798 1,337 10,100 10,100 10,100 ‐
Total Data Processing 100,757 164,330 173,352 195,505 199,407 216,103 16,696
61 Community Services
6100 Payroll 111,620 118,429 126,614 124,460 133,763 138,322 4,559
Total Community Service 111,620 118,429 126,614 124,460 133,763 138,322 4,559
71 Debt Service
6500 Debt Service 89,949 91,092 256,795 166,200 167,068 167,068 ‐
Total Debt Service 89,949 91,092 256,795 166,200 167,068 167,068 ‐
Total Expenditure 7,364,652$ 8,754,399$ 8,387,272$ 8,322,199$ 8,455,072$ 8,710,132$ 255,060$
Adopted Amended Proposed Variance
Audited Audited Audited Budget Budget Budget Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 17/18 FY 18/19 Proposed
EXPENDITURES BY OBJECT CODE
61XX ‐ Payroll & Related Items 5,409,212$ 6,189,531$ 6,344,258$ 6,279,299$ 6,378,398$ 6,585,303$ 206,905$
62XX ‐ Contracted Services 1,056,327 1,112,260 1,002,038 1,003,205 1,069,705 1,056,667 (13,038)
63XX ‐ Supplies & Materials 392,281 906,648 289,382 395,828 322,333 425,124 102,791
64XX ‐ Other Operating 416,883 454,868 494,799 477,667 517,568 475,970 (41,598)
65XX ‐ Debt Service 89,949 91,092 256,795 166,200 167,068 167,068 ‐
Total Expenditures 7,364,652$ 8,754,399$ 8,387,272$ 8,322,199$ 8,455,072$ 8,710,132$ 255,060$
SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE
GENERAL FUND
For the Year Ending August 31, 2019
WESTLAKE ACADEMY
61XX ‐Payroll & Related Items
76%
62XX ‐Contracted Services
12%
63XX ‐Supplies & Materials
5%
64XX ‐Other Operating
5%
65XX ‐Debt Service
2%
EXPENDITURES BY
OBJECT CODE
69
Fiscal Year Revenues incr % Expenditures incr %Net Change
FY 03/04 Audited 1,094,608$ 1,068,857$ 25,751$
FY 04/05 Audited 1,831,898 67.4%1,612,198 50.8% 219,700
FY 05/06 Audited 2,407,526 31.4%2,211,897 37.2% 195,629
FY 06/07 Audited 2,879,531 19.6%2,615,511 18.2% 264,020
FY 07/08 Audited 3,168,968 10.1%3,226,254 23.4% (57,286)
FY 08/09 Audited 3,661,645 15.5%3,709,086 15.0% (47,441)
FY 09/10 Audited 4,280,723 16.9%3,917,886 5.6% 362,837
FY 10/11 Audited 4,608,573 7.7%4,518,107 15.3% 90,466
FY 11/12 Audited 5,244,170 13.8%5,287,757 17.0% (43,587)
FY 12/13 Audited 5,640,934 7.6%5,496,181 3.9%144,753
FY 13/14 Audited 6,560,141 16.3%6,733,873 22.5%(173,732)
FY 14/15 Audited 7,805,552 19.0%7,364,652 9.4%440,900
FY 15/16 Audited 7,868,978 0.8%8,754,399 18.9%(885,421)
FY 16/17 Audited 8,218,417 4.4%8,387,272 ‐4.2%(168,855)
FY 17/18 Amended 8,477,645 3.2%8,455,072 0.8%22,573
FY 18/19 Proposed 8,847,829 4.4%8,710,132 3.0%137,697
WESTLAKE ACADEMY
REVENUE AND EXPENDITURE COMPARISON
Fiscal Years 03/04 through 18/19
GENERAL FUND
$3.66$4.28$4.61$5.24$5.64$6.56$7.81$7.87$8.22$8.48$8.85$3.71$3.92$4.52$5.29$5.50$6.73$7.36$8.75$8.39$8.46$8.71FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18
AMENDED
FY 18/19
PROPOSED
Revenue & Expenditure
Comparison
(in millions)
Revenues Expenditures
70
Adopted Amended Proposed Variance
Audited Audited Audited Budget Budget Budget Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 17/18 FY 18/19 Proposed
REVENUES
Local Revenues 1,521,693$ 1,339,130$ 1,530,437$ 1,466,700$ 1,457,600$ 1,448,134$ (9,466)$
State Program Revenues 6,139,829 6,407,744 6,590,485 7,001,700 6,904,345 7,279,995 375,650
Total Revenues 7,661,522 7,746,874 8,120,922 8,468,400 8,361,945 8,728,129 366,184
EXPENDITURES (BY FUNCTION)
11 ‐ Instructional 4,315,487 5,355,712 4,748,066 4,973,484 4,837,854 5,007,226 169,372
12 ‐ Resources & Media 67,933 73,983 81,227 82,639 87,379 90,935 3,556
13 ‐ Staff Development 165,308 147,559 86,871 84,545 86,200 84,545 (1,655)
21 ‐ Instructional Leadership 212,942 210,591 266,090 206,623 161,919 170,216 8,297
23 ‐ School Leadership 620,382 860,150 875,439 757,692 896,747 924,198 27,451
31 ‐ Guidance & Counseling 255,193 248,153 267,033 223,973 307,664 321,467 13,803
33 ‐ Health Services 64,285 62,328 67,489 66,024 71,146 72,919 1,773
36 ‐ Co‐/Extra Curricular Activities 8,075 27,665 19,007 31,889 4,634 7,500 2,866
41 ‐ Administrative 344,087 372,961 307,304 260,167 319,088 308,772 (10,316)
51 ‐ Maintenance & Operations 865,719 895,334 886,943 960,743 947,615 947,445 (170)
52 ‐ Security & Monitoring Services ‐ ‐ ‐ ‐ ‐ 40,000 40,000
53 ‐ Data Processing 100,757 164,330 173,352 195,505 199,407 216,103 16,696
61 ‐ Community Services 111,620 118,429 126,614 124,460 133,763 138,322 4,559
71 ‐ Debt Service 89,949 91,092 256,795 166,200 167,068 167,068 ‐
Total Expenditures 7,221,737 8,628,287 8,162,230 8,133,944 8,220,484 8,496,715 276,231
439,785 (881,413) (41,308) 334,456 141,461 231,414 89,953
OTHER FINANCING SOURCES (USES)
79 ‐ Capital Lease Proceeds 16,740 474,300 ‐ ‐ ‐ ‐ ‐
79 ‐ Transfers In ‐ ‐ ‐ ‐ ‐ ‐ ‐
89 ‐ Transfer Out (Use)(45,000) ‐ ‐ (60,000) (85,000) (76,000) 9,000
Total Other Financing Sources (Uses) (28,260) 474,300 ‐ (60,000) (85,000) (76,000) 9,000
NET CHANGES IN FUND BALANCE 411,525 (407,113) (41,308) 274,456 56,461 155,414 98,953
‐
FUND BALANCE, BEGINNING 913,117 1,324,642 917,529 876,221 876,221 932,682 56,461
FUND BALANCE, ENDING 1,324,642 917,529 876,221 1,150,677 932,682 1,088,096 155,414
Assigned ‐ Technology/FF&E ‐ 125,000 ‐ ‐ ‐ ‐ ‐
ENDING FUND BALANCE (UNASSIGNED)1,324,642$ 792,529$ 876,221$ 1,150,677$ 932,682$ 1,088,096$ 155,414$
Excess (Deficiency) of Revenues Over
(Under) Expenditures
WESTLAKE ACADEMY
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
GENERAL FUND ‐ 199
For the Year Ending August 31, 2019
71
Adopted Amended Proposed Variance
Audited Audited Audited Budget Budget Budget Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 17/18 FY 18/19 Proposed
REVENUES
Local Revenues 89,253$ 97,940$ 78,867$ 90,700$ 90,700$ 94,200$ 3,500$
State Revenue 1,360 1,396 1,531 ‐ ‐ ‐ ‐
Total Revenues 90,613 99,336 80,398 90,700 90,700 94,200 3,500
EXPENDITURES (BY FUNCTION)
11 ‐ Instructional ‐ 39 ‐ ‐ ‐ ‐ ‐
36 ‐ Co‐/Extra Curricular Activities 100,023 99,421 204,997 154,519 154,766 132,856 (21,910)
Total Expenditures 100,023 99,460 204,997 154,519 154,766 132,856 (21,910)
(9,410) (124) (124,599) (63,819) (64,066) (38,656) 25,410
OTHER FINANCING SOURCES (USES)
79 ‐ Other Resources 45,000 ‐ 37,090 60,000 60,000 60,000 ‐
89 ‐ Other Uses ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Other Financing Sources (Uses) 45,000 ‐ 37,090 60,000 60,000 60,000 ‐
NET CHANGES IN FUND BALANCE 35,590 (124) (87,509) (3,819) (4,066) 21,344 25,410
FUND BALANCE, BEGINNING 59,578 95,168 95,044 7,535 7,535 3,469 (4,066)
FUND BALANCE, ENDING 95,168 95,044 7,535 3,716 3,469 24,813 21,344
Assigned ‐ Uniform/Equip Replacement ‐ 5,000 11,000 15,000 15,000 15,000 ‐
ENDING FUND BALANCE (UNASSIGNED)95,168$ 90,044$ (3,465)$ (11,284)$ (11,531)$ 9,813$ 21,344$
Excess (Deficiency) of Revenues Over
(Under) Expenditures
WESTLAKE ACADEMY
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
ATHLETIC ACTIVITIES FUND ‐ 198
For the Year Ending August 31, 2019
72
Adopted Amended Proposed Variance
Audited Audited Audited Budget Budget Budget Amended to
Y FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 17/18 FY 18/19 Proposed
REVENUES
Local Revenues 53,417$ 22,768$ 17,097$ 25,000$ 25,000$ 25,500$ 500$
State Revenues ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Revenues 53,417 22,768 17,097 25,000 25,000 25,500 500
EXPENDITURES (BY FUNCTION)
11 ‐ Instructional 28,016 13,597 1,489 1,786 1,748 1,748 ‐
36 ‐ Co‐/Extra Curricular Activities 14,876 13,055 18,556 31,950 78,074 78,813 739
Total Expenditures 42,892 26,652 20,045 33,736 79,822 80,561 739
Excess (Deficiency) of Revenues Over
(Under) Expenditures 10,525 (3,884) (2,948) (8,736) (54,822) (55,061) (239)
OTHER FINANCING SOURCES (USES)
79 ‐ Other Resources ‐ ‐ ‐ ‐ 25,000 16,000 (9,000)
89 ‐ Other Uses ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Other Financing Sources (Uses)‐ ‐ ‐ ‐ 25,000 16,000 (9,000)
NET CHANGES IN FUND BALANCE 10,525 (3,884) (2,948) (8,736) (29,822) (39,061) (9,239)
FUND BALANCE, BEGINNING 51,822 62,347 58,463 55,515 55,515 25,693 (29,822)
FUND BALANCE, ENDING 62,347 58,463 55,515 46,779 25,693 (13,368) (39,061)
Assigned ‐ Bus Maintenance ‐ ‐ ‐ 24,090 24,090 19,000 (5,090)
Assigned ‐ Parking ‐ ‐ ‐ ‐ ‐ ‐ ‐
ENDING FUND BALANCE (UNASSIGNED)62,347$ 58,463$ 55,515$ 22,689$ 1,603$ (32,368)$ (33,971)$
WESTLAKE ACADEMY
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
TRANSPORTATION/PARKING FUND ‐ 197
For the Year Ending August 31, 2019
73
Variance
Amended Proposed Amended to
FY 17/18 FY 18/19 Proposed
Federal Grants through TEA
Fund 224 ‐ IDEA B 114,796$ 104,000$ (10,796)$
Sub‐total Federal Grants 114,796 104,000 (10,796)
State Grants through TEA
Fund 410 ‐ Material Allotment Disbursment 126,368 31,028 (95,340)
Sub‐total State Grants 126,368 31,028 (95,340)
Local Activities
Fund 461 ‐ Local Campus Activity 63,364 60,000 (3,364)
Fund 484 ‐ Local Grants (HOC & WAF)158,784 150,000 (8,784)
Fund 498 ‐ International Mindedness Syposium 7,038 6,000 (1,038)
Sub‐total Local Activities 229,186 216,000 (13,186)
Westlake Academy Foundation (WAF) Grants
Fund 497 ‐ Student Travel Awards 2,500 2,500 ‐
Sub‐total Foundation Grants 2,500 2,500 ‐
Grant Total ‐ All Special Revenue Fund Revenues & Expenditures 472,850$ 353,528$ (119,322)$
NOTE: Special Revenue Funds account for local, state and federally financed programs or expenditures legally restricted for specified
purposes or where unused balances are returned to the grantor at the close of a specified project period.
WESTLAKE ACADEMY
SCHEDULE OF EXPENDITURES
ALL SPECIAL REVENUE FUNDS
For the Year Ending August 31, 2019
74
Adopted Amended Proposed Variance
Audited Audited Audited Budget Budget Budget Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 17/18 FY 18/19 Proposed
REVENUES
Local Program Revenues 526,266$ 155,042$ 269,700$ 70,500$ 231,686$ 218,500$ (13,186)$
State Program Revenues 40,291 139,222 11,342 157,396 126,368 31,028 (95,340)
Federal Program Revenues 162,270 98,564 140,152 104,000 114,796 104,000 (10,796)
Total Revenues 728,827 392,828 421,194 331,896 472,850 353,528 (119,322)
EXPENDITURES (BY FUNCTION)
11 ‐ Instructional 373,136 391,009 284,546 269,896 248,202 237,528 (10,674)
12 ‐ Resources & Media ‐ 3,709 ‐ ‐ ‐ ‐ ‐
13 ‐ Staff Development 57,213 36,639 41,846 ‐ ‐ 25,000 25,000
21 ‐ Instructional Leadership 35,145 ‐ ‐ ‐ ‐ ‐ ‐
23 ‐ School Leadership 91,641 25,637 23,204 ‐ ‐ 3,000 3,000
31 ‐ Guidance & Counseling 93 ‐ ‐ ‐ ‐ ‐ ‐
36 ‐ CoCurricular/Extracurricular Activities 19,825 39,638 96,257 60,000 224,648 88,000 (136,648)
41 ‐ Administrative 7,000 25 ‐ ‐ ‐ ‐ ‐
Total Expenditures 584,053 496,657 445,853 329,896 472,850 353,528 (119,322)
(Under) Expenditures 144,774 (103,829) (24,659) 2,000 ‐ ‐ ‐
OTHER FINANCING SOURCES (USES)
79 ‐ Other Resources ‐ ‐ ‐ ‐ ‐ ‐ ‐
89 ‐ Other Uses ‐ ‐ (37,090) ‐ ‐ ‐ ‐
Total Other Financing Sources (Uses)‐ ‐ (37,090) ‐ ‐ ‐ ‐
NET CHANGES IN FUND BALANCE 144,774 (103,829) (61,749) 2,000 ‐ ‐ ‐
FUND BALANCE, BEGINNING 46,781 191,555 87,726 25,977 25,977 25,977 ‐
FUND BALANCE, ENDING 191,555 87,726 25,977 27,977 25,977 25,977 ‐
FUND BALANCE, ENDNG (Unassigned)191,555$ 87,726$ 25,977$ 27,977$ 25,977$ 25,977$ ‐$
Adopted Amended Proposed Variance
Audited Audited Audited Budget Budget Budget Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 17/18 FY 18/19 Proposed
EXPENDITURES BY OBJECT CODE
61XX ‐ Payroll & Related Items 301,481$ 145,708$ 188,356$ 104,000$ 118,160$ 104,000$ (14,160)$
62XX ‐ Contracted Services 43,063 34,933 33,541 ‐ 20,000 ‐ (20,000)
63XX ‐ Supplies & Materials 154,820 198,514 67,112 220,396 312,190 243,528 (68,662)
64XX ‐ Other Operating 84,689 117,502 156,844 5,500 22,500 6,000 (16,500)
Total Expenditures 584,053$ 496,657$ 445,853$ 329,896$ 472,850$ 353,528$ (119,322)$
Excess (Deficiency) of Revenues Over
WESTLAKE ACADEMY
COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
ALL SPECIAL REVENUE FUNDS
For the Year Ending August 31, 2019
75
WAF WAF International Total
IDEA‐B Materials Campus Local Student Mindedness Special
Formula Allotment Activity Grants Travel Awards Symposium Revenue
224 410 461 484 497 498 Funds
REVENUES
Local Program Revenues ‐$ ‐$ 60,000$ 150,000$ 2,500$ 6,000$ 218,500$
State Program Revenues ‐ 31,028 ‐ ‐ ‐ ‐ 31,028
Federal Program Revenues 104,000 ‐ ‐ ‐ ‐ ‐ 104,000
Total Revenues 104,000 31,028 60,000 150,000 2,500 6,000 353,528
EXPENDITURES (BY FUNCTION)
11 ‐ Instructional 104,000 31,028 ‐ 100,000 2,500 ‐ 237,528
13 ‐ Staff Development ‐ ‐ ‐ 22,000 ‐ 3,000 25,000
21 ‐ Instructional Leadership ‐ ‐ ‐ ‐ ‐ ‐ ‐
23 ‐ School Leadership ‐ ‐ ‐ ‐ ‐ 3,000 3,000
36 ‐ Co‐Curricular Activities ‐ ‐ 60,000 28,000 ‐ ‐ 88,000
Total Expenditures 104,000 31,028 60,000 150,000 2,500 6,000 353,528
Excess (Deficiency) of Revenues
Over (Under) Expenditures ‐ ‐ ‐ ‐ ‐ ‐ ‐
NET CHANGES IN FUND BALANCE ‐ ‐ ‐ ‐ ‐ ‐ ‐
FUND BALANCE, BEGINNING ‐ ‐ ‐ ‐ ‐ ‐ ‐
FUND BALANCE, ENDING ‐$ ‐$ ‐$ ‐$ ‐$ ‐$ ‐$
WESTLAKE ACADEMY
COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
ALL SPECIAL REVENUE FUNDS
For the Year Ending August 31, 2019
76
15TH
A NNIVERSARY
W ESTLAKE
A CADEMY
A NNIVERSARY
50TH
INTERNATIONALBACCALAUREATE
77
This page is
intentionally blank
78
PERSONNEL & STAFFING
Given the funding constraints we are facing, accurate expenditure projections are more important than ever.
Since salaries make up the greatest portion of the expenditure budget, it is logical to apply forecasting
techniques that can provide a true picture of where payroll dollars are headed.
Personnel staffing levels for Westlake Academy are presented in full-time equivalents (FTE) positions. For
example, a position staffed for 40 hours per week for 52 weeks per year (2,080 hours) equals one full-time
equivalent position. An FTE position of .50 refers to a position that is funded for 1,040 hours per year (2,080 x
.50). The personnel count includes vacant positions.
PAYROLL & RELATED COSTS (ALL FUNDS)
FY 17/18 FY 18/19 Change Change
Amended Proposed Amount Percent
PR Wages $ 5,456,724 $ 5,669,248 $ 212,524 3.9%
Social Security/Medicare 84,575 85,419 844 1.0%
Health Insurance 274,410 273,979 (431) -0.2%
Workers’ Compensation 28,946 29,185 239 0.8%
TRS On-Behalf 392,275 389,161 (3,114) -0.8%
Unemployment Taxes 22,768 20,471 (2,297) -10.1%
Retirement (TRS) 118,700 117,840 (860) -0.7%
GRAND TOTAL $ 6,378,398 $ 6,585,303 $ 206,905 3.2%
EMPLOYEE POSITIONS BY TYPE
Employee Type
FY 13/14
Actual
FY 14/15
Actual
FY 15/16
Actual
FY 16/17
Actual
FY 17/18
Amended
FY 18/19
Proposed Change
Principals 4.00 4.50 4.50 4.50 4.50 4.75 0.25
Coordinators 3.50 3.50 4.50 4.50 3.50 4.25 0.75
Primary 19.90 23.59 27.00 27.00 27.00 26.50 (0.50)
Secondary 24.91 30.92 32.06 32.55 34.26 34.83 0.57
Support 13.97 18.10 15.50 15.00 14.00 13.00 (1.00)
Instr Specialist 3.50 5.00 6.25 6.00 5.00 4.75 (0.25)
WA Foundation 1.50 1.50 1.50 1.50 1.50 1.50 -
Facilities 1.60 2.00 2.00 2.00 2.00 2.00 -
Technology 1.80 1.10 2.00 2.00 2.00 2.00 -
Total Staff 74.68 90.21 95.31 95.05 93.76 93.58 (0.18)
Total Teachers 48.31 59.51 65.31 65.55 66.26 66.08 (0.18)
79
The following charts break down the number of employees by job function (primary and secondary school
teachers, instructional administration, etc.). Employee growth has been driven by Academy expansions as the
school matured into a full K-12 campus.
4.00 4.50 4.50 4.50 4.50 4.75 3.50 3.50 4.50 4.50 3.50 4.25
19.90 23.59 27.00 27.00 27.00 26.50
24.91
30.92
32.06 32.55 34.26 34.83
13.97
18.10
15.50 15.00 14.00 13.00
3.50
5.00 6.25 6.00 5.00 4.75
0
25
50
75
100
FY 13/14
Actual
FY 14/15
Actual
FY 15/16
Actual
FY 16/17
Actual
FY 17/18
Amended
FY 18/19
Proposed
Defined Employee Groups by FTE
Technology
Facilities
WA Foundation
Instr Specialist
Support
Secondary
Primary
Coordinators
Principals
Principals
5%Coordinators
5%
Primary
28%
Secondary
37%
Support
14%
Specialist
5%
Employee Positions by Type
80
PERSONNEL POSITION SUMMARY
Positions
FY 13/14
Actual
FY 14/15
Actual
FY 15/16
Actual
FY 16/17
Actual
FY 17/18
Amended
FY 18/19
Proposed Change
Classes Served K-12 K-12 K-12 K-12 K-12 K-12
Executive Director 0.50 1.00 1.00 1.00 1.00 1.00 -
Primary Principal 1.00 1.00 1.00 1.00 1.00 1.00 -
Asst PrimaryP Principal - - - - 1.00 1.00 -
MYP Principal 1.00 1.00 1.00 1.00 - - -
Asst MYP Principal 1.00 1.00 1.00 1.00 - - -
Secondary (DP) Principal 0.50 0.50 0.50 0.50 1.00 1.00 -
Asst Secondary Principal - - - - 0.50 0.75 0.25
4.00 4.50 4.50 4.50 4.50 4.75 0.25
DP Coordinator 0.50 0.50 0.50 0.50 0.50 0.50 -
MYP Academic Dean - - 1.00 1.00 - - -
MYP Coordinator 1.00 1.00 1.00 1.00 0.50 0.50 -
PYP Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 -
CTE Coordinator - - - - 0.50 0.50 -
Student Services Coordinator - - 1.00 1.00 - - -
Admin Coordinator 1.00 1.00 - - - - -
Compliance Coordinator - - - - 0.50 0.25 (0.25)
Athletic Director - - - - 0.50 0.50 -
Alumni/Communications Specialist - - - - - 1.00 1.00
3.50 3.50 4.50 4.50 3.50 4.25 0.75
Primary - Kindergarten 2.00 3.00 3.00 3.00 3.00 3.00 -
Primary - Grade 1 2.00 3.00 3.00 3.00 3.00 3.00 -
Primary - Grade 2 2.00 3.00 3.00 3.00 3.00 3.00 -
Primary - Grade 3 3.00 3.00 3.00 3.00 3.00 3.00 -
Primary - Grade 4 3.00 3.00 3.00 3.00 3.00 3.00 -
Primary - Grade 5 3.00 3.00 3.00 3.00 3.00 3.00 -
Primary - Art 1.00 1.50 1.00 1.00 1.00 1.00 -
Primary - Counselor 1.50 1.35 1.00 1.00 1.00 1.00 -
Primary - Math - - 1.00 1.00 1.00 1.00 -
Primary - Music 0.40 0.40 1.00 1.00 1.00 1.00 -
Primary - PE 1.00 1.00 2.00 2.00 2.00 2.00 -
Primary - Reading Specialist - 0.34 1.00 1.00 1.00 1.00 -
Primary - Spanish 1.00 1.00 2.00 2.00 2.00 1.50 (0.50)
Primary - IT - - - - - - -
19.90 23.59 27.00 27.00 27.00 26.50 (0.50)
Secondary - Art - 1.32 2.32 2.16 1.67 1.50 (0.17)
Secondary - Business Management - - - 0.50 1.00 1.00 -
Secondary - Counselor 1.50 1.35 1.00 1.30 2.00 2.00 -
Secondary - Economics - 1.00 1.00 1.00 1.00 1.00 -
Secondary - English 3.00 4.00 3.50 3.50 3.50 3.50 -
Secondary - Foreign Language 4.34 4.34 4.32 4.00 4.17 5.00 0.83
Secondary - Grade 6 2.00 3.00 3.00 3.00 3.00 3.00 -
Secondary - Humanities 4.25 3.75 3.92 4.25 3.92 4.00 0.08
Secondary - Math 3.00 5.00 5.50 5.50 5.67 5.67 -
Secondary - PE 1.50 2.00 2.00 2.00 2.00 2.00 -
Secondary - Performing A&D - - 1.00 1.00 1.00 1.00 -
Coordinator Staffing
Principal Staffing
Primary Staffing
81
Positions
FY 13/14
Actual
FY 14/15
Actual
FY 15/16
Actual
FY 16/17
Actual
FY 17/18
Amended
FY 18/19
Proposed Change
Classes Served K-12 K-12 K-12 K-12 K-12 K-12
Secondary - Personal Project - - 0.50 0.50 0.50 0.50 -
Secondary - Science 3.66 3.50 4.00 3.84 4.33 4.33 -
Secondary - CTE/STEM - - - - 0.50 0.33 (0.17)
Secondary - Reading Specialist 0.66 0.66 - - - - -
Secondary - Theater Arts 1.00 1.00 - - - - -
24.91 30.92 32.06 32.55 34.26 34.83 0.57
Teaching Aides 6.07 8.00 8.50 8.00 7.00 6.00 (1.00)
Librarian/Aide 1.00 1.00 1.00 1.00 1.00 1.00 -
Nurse 1.00 1.00 1.00 1.00 1.00 1.00 -
Office Aide 3.00 4.10 4.00 4.00 4.00 4.00 -
Registrar 1.00 1.00 1.00 1.00 1.00 1.00 -
Dir of Student Life - 1.00 - - - - -
Dir of Curriculum 0.50 1.00 - - - - -
Lunchroom Personnel 0.40 - - - - - -
Study Hall/Tutor 1.00 1.00 - - - - -
13.97 18.10 15.50 15.00 14.00 13.00 (1.00)
Diagnostician/ Literacy - - - 1.00 1.00 1.00 -
Occupational Therapist - - - - - 0.25 0.25
IT Integration 1.00 1.00 1.00 1.00 1.00 0.50 (0.50)
Special Education 2.00 3.00 3.25 3.00 3.00 3.00 -
Speech 0.17 - 1.00 - - - -
Strings Staff 0.33 1.00 1.00 1.00 - - -
3.50 5.00 6.25 6.00 5.00 4.75 (0.25)
WAF Director 1.00 1.00 1.00 1.00 1.00 1.00 -
WAF Office Aide 0.50 0.50 0.50 0.50 0.50 0.50 -
1.50 1.50 1.50 1.50 1.50 1.50 -
Facilities Day Porter 0.60 1.00 1.00 - - - -
Facilities Technician 1.00 1.00 1.00 2.00 2.00 2.00 -
1.60 2.00 2.00 2.00 2.00 2.00 -
IT Coordinator - - 1.00 1.00 1.00 1.00 -
IT Tech 1.80 1.10 1.00 1.00 1.00 1.00 -
1.80 1.10 2.00 2.00 2.00 2.00 -
Total Positions 74.68 90.21 95.31 95.05 93.76 93.58 (0.18)
IT Dept Staffing
Facilities Staffing
Foundation Staffing
Specialist Staffing
Support Staffing
Secondary Staffing
82
Fair Labor Standards Act (FLSA)
The Fair Labor Standards Act established minimum wage, overtime, recordkeeping, and child labor standards and
applies to all full-time and part-time employees. As amended in 1985, the FLSA provides the option for
compensatory time in lieu of overtime compensation for non-exempt employees. Executive, administrative, and
professional employees meeting Department of Labor exemption guidelines are exempt from FLSA overtime
requirements. The Town will comply with the FLSA for all employees.
Non-Exempt Positions
All non-exempt (hourly) positions are eligible for overtime compensation. Bi-weekly wages are based on a 40-
hour work week (2,080 hours per year), equaling one full-time equivalent (FTE) position. There are 26 pay periods
per year.
Exempt Positions
Exempt (salaried) positions are not eligible for overtime compensation. Salary amounts are not calculated or
based on the number of hours worked. Exempt positions include managers and directors, and classifications are
determined by Department of Labor guidelines.
Vacancy Adjustments
Not all positions will be filled 52 weeks per year, and so these expected vacancies are addressed in the salary
budgeting process.
1. Start Dates - Expected start dates for open positions may vary. Keeping track of those assumptions is
important because a large dollar variance may result when an actual start date differs from the budgeted
date.
2. Attrition (Planned Retirements) - Budget consideration should be given for those positions where
employees have indicated specific retirement dates. Payouts need to be budgeted.
3. Impact of Inflation - Inflation can have a significant impact on payroll forecasting. Cost-of-living
adjustments often are used when forecasting personnel costs. The Consumer Price Index (CPI), a broad
measure of consumer inflation, is the cost-of-living index used most often for determining salary
increases. The U.S. Bureau of Labor Statistics’ Employment Cost Index might be a better index for this
purpose, as it measures the change in the cost of labor, free from the influence of employment shifts
among occupations and industries.
4. Seasonal and Temporary Positions - Some divisions or jurisdictions use part-time or seasonal employees.
5. Other Considerations - Some governments make more use of overtime as an option instead of hiring
fulltime workers. The use of retired employees for contractual services is another alternative to adding
headcount.
83
Executive Director
W.A. Foundation WA SUPERINTENDENT
This organizational
chart is a visual
depiction of the way
work is distributed
within Westlake
Academy.
BOARD OF TRUSTEES
Heads of
Department
Grade Level
Team Leads
SPED CoordinatorPrimary Principal
Primary Assistant
Principal
Primary Curriculum
Coordinator
Primary Counselor
Primary Faculty
and Staff
WESTLAKE ACADEMY
EXECUTIVE DIRECTOR
Librarian
Technology
Coordinator
Secondary
Principal
Secondary Counselor
College Counselor
MYP/DP Faculty
and Staff
Registrar
Administrative
Staff
Secondary Assistant
Principal
Athletic Dir.
Student Life Coordinator
MYP/DP Curriculum
Coordinators
WESTLAKE ACADEMY
ORGANIZATIONAL CHART
Assistant
This chart is meant to be a
tool to help enhance our
working relationship with
our customers, students and
stake-holders, and to clear
channels of communications
to better accomplish our
goals and objectives.
SPED Faculty and
Staff
84
BOARD OF TRUSTEES
Westlake Academy is governed by a President and a five-member Board of Trustees. Each of the members is
elected for a two-year term, and members currently serve on the Town Council for the Town of Westlake. The
Board of Trustees establishes school policy, approves the Academy's annual operating budget, and serves as
the legislative body of the Academy.
The Board holds regular meetings on one Monday of each month. These meetings typically begin with a work
shop at 5 p.m. and the regular meeting follows at 6 p.m.
All meetings are held at Westlake Town Hall, 1500 Solana Blvd, Bldg 7 in the Council Chambers/Municipal
Courtroom.
Front Left to Right
• Alesa Belvedere Term expires May 2020
• Laura Wheat, President Term expires May 2020
• Carol Langdon Term expires May 2019
Back Left to Right
• Rick Rennhack Term expires May 2019
• Michael Barrett Term expires May 2020
• Wayne Stoltenberg Term expires May 2019
85
WESTLAKE ACADEMY LEADERSHIP TEAM
*THOMAS E. BRYMER
SUPERINTENDENT OF SCHOOLS DR. MECHELLE BRYSON
EXECUTIVE DIRECTOR
*Amanda DeGan
Assistant
Town Manager
Alan Burt
Director of Athletics
Student Life Coordinator
*Debbie Piper
Director of Finance Rod Harding
Primary (PYP) Principal
*Troy Meyer
Director of Facilities Beckie Paquin
Primary (PYP) Assistant Principal
*Jason Power
Director of
Information Technology
Alison Schneider
PYP Coordinator
Primary Curriculum Coordinator
*Ginger Awtry
Director of Communications
& Community Affairs
Stacy Stoyanoff
Secondary (MYP/DP) Principal
*Todd Wood
Director of Human Resources &
Administrative Services
Jennifer Furnish
Secondary Assistant Principal
TEA/Charter Compliance Coordinator
Dr. Shelly Myers
Executive Director of the WAF
& Director of Development
Terri Watson
MYP Coordinator
Secondary Curriculum Coordinator
Dr. James Owen
DP Coordinator
Secondary Curriculum Coordinator
*Asterisk denotes shared services
personnel between the academic
and municipal service teams of
the Town of Westlake.
86
ORGANIZATIONAL STRUCTURE
MUNICIPAL OVERSIGHT
Westlake Academy is a municipally owned, open enrollment K-12 charter school that is accredited by the
Texas Education Agency.
• The Academy is governed by a six-member Board of Trustees that also serves as the Town Council for
the Town of Westlake.
• The Board of Trustees appoints a Superintendent to oversee the Academy’s management and
operations. The Superintendent also serves as Westlake’s Town Manager.
• The Academy’s organizational structure is based on research into management of municipally owned
charter schools.
• The current structure was adopted by the Board in Resolution 09-23 on December 7, 2009.
The Superintendent is responsible for the implementation of the Board’s policy agenda for Westlake Academy,
facilitating the Board’s strategic plan, formulating policy recommendations for Board consideration, and
providing managerial oversight of the Academy’s budget administration, finances, and budget preparation.
The Academy’s Superintendent oversees the Westlake Academy Executive Leadership Team which is charged
with the responsibility of managing the school’s on-going academic and extracurricular operations. Each
principal is responsible, with advisement from the Superintendent, for selection and evaluation of the faculty
and staff involved in providing their Programme’s academic services.
Town Manager /
Superintendent
Executing the Board of Trustees adopted policies and hiring and
managing all employees and department directors
Assistant Town
Manager /
Superintendent
Supporting the Town Manager / Superintendent in his assigned
duties, overseeing departmental directors and working on special
projects as assigned
Finance
Department
Financial oversight of accounts payable, accounts receivable, payroll,
general ledger, journal entries, capital projects, fixed assets,
depreciation; revenues, expenditures, assets, liabilities, and
coordinating the annual budget and audit processes for both
Municipal and Academic.
Human Resource
Department
Managing personnel needs for both the Municipal and Academic
staff
87
ORGANIZATIONAL STRUCTURE
ACADEMIC MANAGEMENT
E XECUTIVE D IRECTOR
• The Executive Director is the instructional leader for the whole school as well as administrative head.
• This position is responsible for implementing board policies and direction from the Superintendent, and
heads the instructional leadership team (ILT) which focuses on whole school issues.
P RIMARY Y EARS P RINCIPAL (PYP)
• The Primary Years Principal is the instructional leader for the Primary Years Programme (PYP).
• The PYP is a curriculum framework for children aged 3-12 that prepares students for the intellectual
challenges and focuses on the development of the whole child as an inquirer, in and beyond the
classroom walls.
• The PYP Principal is responsible for ensuring proper implementation of the IB curriculum, student
achievement as well as recruiting, mentoring, and retaining talented faculty.
• The Primary Years Principal is a member of the ILT.
P RIMARY A SSISTANT P RINCIPAL
• The PYP Assistant Principal is also an instructional leader for the PYP.
• The PYP Assistant Principal supports the efforts of the Primary Principal in carrying out the duties of the
programme.
• The PYP Assistant Principal also supports the proper implementation of the IB curriculum, student
achievement as well as supports the positive culture and climate of the programme.
• The PYP Assistant Principal is a member of the ILT.
P RIMARY Y EARS C URRICULUM C OORDINATOR
• The PYP Curriculum Coordinator is primarily responsible for the vertical and horizontal articulation of
curriculum.
• The position supports the efforts of the Primary Principal in ensuring the proper implementation of the
PYP IB curriculum.
• The main responsibility is to work with staff to develop, maintain and review curriculum, while
developing and delivering effective staff development to support the IB mission.
• The PYP Curriculum Coordinator is a member of the ILT.
S ECONDARY P RINCIPAL (MYP & DP P RINCIPAL)
• The Secondary Principal is the instructional leader for the Middle Years Programme (MYP) and the
Diploma Programme (DP).
88
• The MYP is a curriculum framework for children in grades six through ten that prepares students to
make connections between their studies and the real world. It is designed to prepare students for the
Diploma Programme.
• The DP is a challenging two-year curriculum for students in grades 11 and 12 that provides an inquiry
based, college preparatory education.
• This position is responsible for ensuring proper implementation of the IB curriculum, student
achievement as well as recruiting, mentoring, and retaining talented faculty.
• The Secondary Principal is a member of the ILT.
S ECONDARY A SSISTANT P RINCIPAL
• The Secondary Assistant Principal is also an instructional leader for the MYP and the DP.
• The Secondary Assistant Principal supports the efforts of the Secondary Principal in carrying out the
duties of the programme.
• The Secondary Assistant Principal also supports the proper implementation of the IB curriculum, student
achievement as well as supports the positive culture and climate of the programme.
• The Secondary Assistant Principal is a member of the ILT.
S ECONDARY (MYP/DP) C URRICULUM C OORDINATORS
• The Secondary Curriculum Coordinators are primarily responsible for the vertical and horizontal
articulation of curriculum.
• The positions support the efforts of the Secondary Principal in ensuring the proper implementation of
the MYP and DP IB curriculum.
• The main responsibility is to work with staff to develop, maintain and review curriculum, while
developing and delivering effective staff development to support the IB mission.
• The Secondary Curriculum Coordinators are members of the ILT.
A THLETIC D IRECTOR AND S TUDENT L IFE C OORDINATOR
• The Athletic Director/Student Life Coordinator is primarily responsible for the development of the co-
curricular and extra-curricular activities of the Academy.
• The Athletic Director/Student Life Coordinator designs, implements and supports activities that build the
student’s leadership capacity and enriches their social and emotional growth.
• The position interfaces with principals in scheduling events that enrich the learning environment.
• The Athletic Director/Student Life Coordinator is a member of the ILT.
D IRECTOR OF D EVELOPMENT
• The Director of Development and Westlake Academy Foundation Executive Director is primarily
responsible for the fundraising activities of the Academy.
• The Director creates, implements, and manages donor activities, including the annual Westlake
Academy Blacksmith Drive, Baja, Gallery Night, grant applications, and other Academy or Foundation
related solicitations.
• The Executive Director of the Education Foundation is a member of the ILT.
89
This page is
intentionally blank
90
15TH
A NNIVERSARY
W ESTLAKE
A CADEMY
A NNIVERSARY
50TH
INTERNATIONALBACCALAUREATE
91
This page is
intentionally blank
92
IBO PROGRAMME OVERVIEW
Westlake Academy is authorized by the International Baccalaureate (IB) to
offer:
• Primary Years Programme (PYP) – grades K-5
• Middle Years Programme (MYP) – grades 6-10
• Diploma Programme (DP) – grades 11-12
These three linked curricula form the IB Continuum and all three
programmes are consistent in their pedagogical approach.
• The PYP gives students an excellent foundation for the IB’s other
programmes, providing the essential elements that young students
need to equip themselves for successful lives, both now and in the
future.
• The MYP builds on the knowledge, skills, and attitudes developed
by the Primary Years Programme and prepares students for the
demanding requirements of the Diploma Programme.
• All three programmes are philosophically aligned, each centered
on developing attributes of the IB learner profile, described below.
When schools implement the full continuum of IB programmes, students
realize several benefits including:
• Improved standardized test scores.
• An understanding and appreciation of the world’s cultures and
histories among their students.
• A sense of community and shared goals among parents, students,
teachers, and administrators.
• Graduates complete college faster than their peers, feel more
prepared for college-level coursework involving research, and
are better able to cope with demanding workloads and
time-management challenges
International
Baccalaureate® (IB)
programmes aim to do
more than other curricula
by developing inquiring,
knowledgeable and caring
young people who are
motivated to succeed.
We strive to develop
students who will build a
better world through
intercultural understanding
and respect.
IB programme frameworks
can operate effectively
with national curricula at
all ages; more than 50% of
IB World Schools are state-
funded.
The International
Baccalaureate (IB) offers a
continuum of international
education. The
programmes encourage
both personal and
academic achievement,
challenging students to
excel in their studies and in
their personal
development.
All IB programmes are
flexible, enabling teachers
to respond to local
requirements.
The Academy prepares
students for all
standardized testing
required by the State of
Texas, but endeavors to do
so in a much more
transdisciplinary manner
and without “teaching to
the test.”
93
IB LEARNER PROFILE AND ATTITUDES
The aim of all IB programmes is to develop internationally minded people, who recognizing their
common humanity and shared guardianship of the planet, help to create a better and more peaceful
world.
1. Inquirers – We nurture our curiosity, developing skills for inquiry and research. We know how
to learn independently and with others. We learn with enthusiasm and sustain our love of
learning throughout life.
2. Knowledgeable – We develop and use conceptual understanding, exploring knowledge across a
range of disciplines. We engage with issues and ideas that have local and global significance.
3. Thinkers – We use critical and creative thinking skills to analyze and take responsible action on
complex problems. We exercise initiative in making reasoned, ethical decisions.
4. Communicators – We express ourselves confidently and creatively in more than one language
and in many ways. We collaborate effectively, listening carefully to the perspectives of other
individuals and groups.
5. Principled – We act with integrity and honesty, with a strong sense of fairness and justice, and
with respect for the dignity and rights of people everywhere. We take responsibility for our
actions and their consequences.
6. Open-minded – We critically appreciate our own cultures and personal histories, as well as the
values and traditions of others. We seek and evaluate a range of points of view, and we are
willing to grow from the experience.
7. Caring – We show empathy, compassion and respect. We have a commitment to service, and
we act to make a positive difference in the lives of others and in the world around us.
8. Risk-takers – We approach uncertainty with forethought and determination, and we work
independently and cooperatively to explore new ideas and innovative strategies. We are
resourceful and resilient in the face of challenges and change.
9. Balanced – We understand the importance of balancing different aspects of our lives –
intellectual, physical, and emotional – to achieve well-being for ourselves and others. We
recognize our interdependence with other people and with the world in which we live.
10. Reflective – We thoughtfully consider the world and our own ideas and experience. We work to
understand our strengths and weaknesses to support our learning and personal development.
The IB learner profile represents 10 attributes valued by IB World Schools.
We believe these attributes, and others like them can help individuals and groups become
responsible members of local, national and global communities.
94
95
59.0%41.0%32.0%
59.0%59.0%
18.0%
24.0%27.0%
15.0%15.0%
11.0%17.0%20.0%
15.0%15.0%
12.0%18.0%21.0%11.0%11.0%
0%
20%
40%
60%
80%
100%
FY 14/15
Actual
FY 15/16
Actual
FY16/17
Actual
FY 17/18
Amended
FY 18/19
Proposed
Students by ISD
Other
Northwest
Carroll
Keller
ENROLLMENT 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 30 of the surrounding school district’s boundaries.
While any school-age child residing
within these district boundaries can
attend the Academy, demand for
entrance exceeding capacity may
necessitate that child being placed on
the waiting list.
Westlake Academy’s secondary
boundaries are comprised of the following Independent School District boundaries:
Argyle ISD Duncanville ISD Krum ISD
Arlington ISD Eagle Mountain-Saginaw ISD Lake Dallas ISD
Azle ISD Fort Worth ISD Lewisville ISD
Birdville ISD Frisco ISD, Garland ISD Little Elm ISD
Boyd ISD Grand Prairie ISD McKinney ISD
Carroll ISD Grapevine-Colleyville ISD Northwest ISD
Coppell ISD Highland Park ISD Paradise ISD
Carrollton-Farmers Branch ISD Hurst-Euless-Bedford ISD Ponder ISD
Decatur ISD Irving ISD Springtown ISD
Denton ISD Keller ISD Weatherford ISD
96
As an open enrollment charter school,
Westlake Academy can set and maintain
enrollment numbers at levels determined
by the Board of Trustees.
Westlake Academy has added 365
students since FY 09/10 as the result of
increased demand and planned
expansions.
The Academy will be able to serve
approximately 876 students in the
2018/19 school year.
Future enrollment must be carefully
managed to ensure adequate space for
primary boundary residents.
An average class size is maintained:
•19 students per class in grades K-5
•25 students per class in grades 6-12.
The Academy currently has under 2,000
students on a waiting list spanning
kindergarten through grade eleven.
The waiting list is developed each year
through a lottery process that allows the
Academy to fill seats if student attrition
occurs and maintains a stable student
population and classroom size.
While any school-age child residing within
district boundaries can attend the
Academy, demand for entrance exceeding
capacity may necessitate that child being
placed on the waiting list.
Enrollment forecasting is based on
several items;
•Lottery Waiting list
•Residents choosing the Academy
•Residential growth
•Facility Master Plan
All the above circumstances are reviewed
continually to assess to appropriate
enrollment for each school year.
STUDENT ENROLLMENT
697 812 825 830 856 876
FY 13/14
Actual
FY 14/15
Actual
FY 15/16
Actual
FY16/17
Actual
FY 17/18
Amended
FY 18/19
Proposed
Student Enrollment History
856
876 886 896 906 916
FY 17/18
Amended
FY 18/19
Proposed
FY 19/20
Projected
FY 20/21
Projected
FY 21/22
Projected
FY 22/23
Projected
Student Enrollment Forecast
2,400 2,314 2,411
1,988
FY 15/16
Actual
FY16/17
Actual
FY 17/18
Actual
FY 18/19
To-Date
Lottery Waiting List
$10,105
$9,722
$9,877 $9,943 $10,002 $9,987
FY16/17
Actual
FY17/18
Adopted
FY 17/18
Amended
FY 18/19
Proposed
FY 19/20
Projected
FY 20/21
Projected
Expenditures per Student -
Academic only
97
PRIMARY YEARS PROGRAMME – GOALS AND OBJECTIVES
IB Primary Years Programme (PYP) – grades K-5
Department Contact Information
Rod Harding
Primary Principal
rharding@westlakeacademy.org
Program Service Description
The PYP is a curriculum framework for children aged 3-12 that prepares students for the intellectual
challenges of further education and their future careers, focusing on the development of the whole child
as an inquirer, both in the classroom and in the outside world.
By emphasizing critical thinking and fostering the development of universal human values, the PYP is a
powerful means of going beyond classroom
learning, asking students to use their knowledge
and skills to solve real-world problems. Students
become responsible for their own learning and
must work collaboratively with peers, building on
each member's strength.
• Knowledge, which is both disciplinary,
represented by traditional subject areas
(language, math, science, social studies,
arts, PSPE) and transdisciplinary
• Concepts, which students explore through
structured inquiry to develop coherent, in-
depth understanding, and which have
relevance both within and beyond subject
areas
• Skills, which are the broad capabilities
students develop and apply during learning and in life beyond the classroom
• Attitudes, which contribute to international-mindedness and the wellbeing of individuals and learning
communities, and connect directly to the IB learner profile
• Action, which is an expectation in the PYP that successful inquiry leads to responsible, thoughtful
and appropriate action.
98
Westlake Academy administers the State of Texas Academic Achievement and Readiness (STAAR) test to
assess student aptitude in reading, writing, math, science, and social studies as required under Texas
education code.
The STAAR exam has increased rigor over previous testing standards
and complies with the requirements of Every Student Succeeds Act
(ESSA).
The following tables display student standardized test performance for the last three years, including
mastery at the advanced level. Data for the 2018/19 school year are projections based upon Westlake’s
goal to have a Level III rate of at least 50% in all subjects tested.
PRIMARY YEARS PROGRAMME ** EOC & STAAR RESULTS
READING
Grade Level Comparison Year Passed Mastered at Advanced Level
Grade 3
2015-2016 97% 58%
2016-2017 96% 62%
2017-2018 90% 45%
2018-2019 100% 70%
Grade 4
2015-2016 96% 41%
2016-2017 97% 47%
2017-2018 98% 53%
2018-2019 100% 65%
Grade 5
2015-2016 100% 36%
2016-2017 98% 55%
2017-2018 100% 56%
2018-2019 100% 70%
WRITING
Grade Level Comparison Year Passed Mastered at Advanced Level
Grade 4
2015-2016 89% 37%
2016-2017 81% 16%
2017-2018 95% 29%
2018-2019 93% 50%
99
SCIENCE
Grade Level Comparison Year Passed Mastered at Advanced Level
Grade 5
2015-2016 88% 2%
2016-2017 98% 33%
2017-2018 98% 35%
2018-2019 100% 50%
MATH
Grade Level Comparison Year Passed Mastered at Advanced Level
Grade 3
2015-2016 97% 24%
2016-2017 100% 55%
2017-2018 93% 55%
2018-2019 100% 70%
Grade 4
2015-2016 89% 30%
2016-2017 97% 44%
2017-2018 93% 61%
2018-2019 100% 70%
Grade 5
2015-2016 100% 38%
2016-2017 100% 57%
2017-2018 100% 85%
2018-2019 100% 70%
Senior Kindergarten Buddies 2018
100
MIDDLE YEARS PROGRAMME – GOALS AND OBJECTIVES
IB Middle Years Programme (MYP) – grades 6-10
Department Contact Information
Stacy Stoyanoff
Secondary Principal
sstoyanoff@westlakeacademy.org
Program Service Description
MYP is a challenging framework that
encourages students to make practical
connections between their studies and the real
world. The programme aims to develop active
learners and internationally minded young
people who can empathize with others and
pursue lives of purpose and meaning. The
programme empowers students to inquire into
a wide range of issues and ideas of significance
locally, nationally, and globally. The result is
young people who are creative, critical, and
reflective thinkers.
The Years Programme (MYP) comprises eight
subject groups:
Language acquisition
Science
Language and literature
Individuals and societies
Arts
Design
Physical and health education
Mathematics
The MYP requires at least 50 hours of teaching time for each subject group in each year of the
programme. In years 4 and 5, students have the option to take courses from six of the eight subject
groups within certain limits, to provide greater flexibility in meeting local requirements and individual
student learning needs. Each year, students in the MYP also engage in at least one collaboratively
planned interdisciplinary unit that involves at least two subject groups. MYP students also complete a
long-term project, where they decide what they want to learn about, identify what they already know,
discovering what they will need to know to complete the project, and create a proposal or criteria for
completing it.
101
Westlake Academy administers the State of Texas Academic Achievement and Readiness (STAAR) test to
assess student aptitude in reading, writing, math, science, and social studies as required under Texas
education code.
The STAAR exam has increased rigor over previous testing standards and complies with the requirements
of Every Student Succeeds Act (ESSA). The following tables display student standardized test performance
for the last three years, including mastery at the advanced level. Data for the 2018/19 school year are
projections based upon Westlake’s goals.
MIDDLE YEARS PROGRAMME ** EOC & STAAR RESULTS
READING
Grade Level Comparison Year Passed Mastered at Advanced Level
Grade 6
2015-2016 97% 50%
2016-2017 93% 44%
2017-2018 93% 55%
2018-2019 100% 65%
Grade 7
2015-2016 97% 50%
2016-2017 100% 57%
2017-2018 93% 55%
2018-2019 100% 57%
Grade 8
2015-2016 100% 45%
2016-2017 96% 58%
2017-2018 99% 62%
2018-2019 100% 65%
WRITING
Grade Level Comparison Year Passed Mastered at Advanced Level
Grade 7 2015-2016 99% 63%
2016-2017 93% 31%
2017-2018 95% 63%
2018-2019 100% 50%
102
SCIENCE
Grade Level Comparison Year Passed Mastered at Advanced Level
Grade 8
2015-2016 99% 39%
2016-2017 93% 19%
2017-2018 91% 51%
2018-2019 100% 50%
Biology EOC
Grade 9
2015-2016 100% 46%
2016-2017 100% 53%
2017-2018 99% 49%
2018-2019 100% 65%
MATH
Grade Level Comparison Year Passed Mastered at Advanced Level
Grade 6
2015-2016 97% 35%
2016-2017 99% 44%
2017-2018 99% 49%
2018-2019 100% 60%
Grade 7
2015-2016 97% 38%
2016-2017 94% 62%
2017-2018 96% 51%
2018-2019 100% 70%
Algebra I
2015-2016 99% 55%
2016-2017 99% 44%
2017-2018 100% 73%
2018-2019 100% 60%
ENGLISH
Grade Level Comparison Year Passed Mastered at Advanced Level
9 English I
2015-2016 99% 46%
2016-2017 99% 32%
2017-2018 96% 35%
2018-2019 100% 50%
10 English II
2015-2016 100% 35%
2016-2017 96% 22%
2017-2018 99% 43%
2018-2019 100% 50%
103
HUMANITIES
Grade Level Comparison Year Passed Mastered at Advanced Level
Grade 8
2015-2016 99% 55%
2016-2017 91% 53%
2017-2018 91% 39%
2018-2019 100% 65%
Math & Science Outdoor Learning Center
104
DIPLOMA YEARS PROGRAMME – GOALS AND OBJECTIVES
IB Diploma Programme (DP) – grades 11-12
Department Contact Information
Stacy Stoyanoff
Secondary Principal
sstoyanoff@westlakeacademy.org
Program Service Description
DP students study six subject groups, including language acquisition, language and literature, individuals
and societies, mathematics, the arts, and sciences. Normally three subjects are studied at a higher level
(courses representing 240 teaching hours) and the remaining three subjects are studied at a standard
level (courses representing 150 teaching hours).
DP Performance Data
Made up of three required components, the
DP core aims to broaden students’ educational
experience and challenge them to apply their
knowledge and skills. The three core elements
include:
• Extended Essay - The extended essay
offers the student the opportunity to
investigate a topic of individual
interest, and acquaints students with
the independent research and writing
skills expected at university.
• Theory of Knowledge (TOK) - The TOK
course plays a special role in the
Diploma Programme by providing an
opportunity for students to reflect on
the nature of knowledge, and on how we know what we claim to know. As a thoughtful and
purposeful inquiry into different ways of knowing, and into different kinds of knowledge, TOK is
composed almost entirely of questions. The most central of these is "How do we know?", while
other questions include:
o What counts as evidence for X?
o How do we judge which is the best model of Y?
o What does theory Z mean in the real world?
Through discussions of these and other questions, students gain greater awareness of their
personal and ideological assumptions, as well as developing an appreciation of the diversity and
richness of cultural perspectives.
105
• Creativity, Action, Service (CAS) - Participation in the school’s CAS programme encourages
students to be involved in artistic pursuits, sports and community service work, fostering student
awareness and appreciation of life outside the academic arena.
Students are assessed both internally by WA instructors and externally by IB examiners in ways that
measure individual performance against stated objectives for each subject.
• Internal assessment - In nearly all subjects at least some student assessment is carried out
internally by WA teachers, who mark individual pieces of work produced as part of a course of
study. Examples include oral exercises in language subjects, projects, student portfolios, class
presentations, practical laboratory work, mathematical investigations and artistic performances.
• External assessment- Some assessment tasks are conducted and overseen by Academy teachers
but marked externally by IB examiners. Examples include world literature assignments for
language A1, written tasks for language A2, essays for theory of knowledge and extended essays.
Because of the greater degree of objectivity and reliability provided by the standard examination
environment, externally marked examinations form the greatest share of the assessment for each
subject.
Westlake Academy administers the State of Texas Academic Achievement and Readiness (STAAR) test to
assess student aptitude in reading, writing, math, science, and social studies as required under Texas
education code.
The STAAR exam has increased rigor over previous testing standards and complies with the requirements
of Every Student Succeeds Act (ESSA).
The following table displays student standardized test performance for the last three years, including
mastery at the advanced level. Data for the 2018/19 school year are projections based upon Westlake’s
goals.
HUMANITIES
Grade Level Comparison Year Passed Mastered at Advanced Level
U.S. History EOC
Grade 11
2015-2016 100% 71%
2016-2017 100% 70%
2017-2018 100% 91%
2018-2019 100% 75%
106
BENCHMARK DATA
Using both academic progress and spending levels at Texas' school districts and individual school campuses,
each district and campus has been assigned a Smart Score of one to five stars, indicating its success in combining
cost-effective spending with the achievement of measurable student academic progress compared with
their fiscal peers. Five stars reflect the strongest relative progress combined with the lowest relative
spending.
For 2018, Westlake Academy was awarded (4.5) star rating from Texas State Comptroller’s FAST
School District Rating System for providing quality education at a reasonable per student cost. As Westlake’s
enrollment increases, efficiencies will further improve and, subsequently will reduce per student cost.
The State’s school and district comparison calculations use three-year averages to get more stable and
persistent measures with less year-to-year volatility. Thus, the 2018 TXSmartSchools results are based on data
from the 2014-2015, 2015-2016 and 2016-2017 school years.
Spending Index Very Low Spending
Composite Academic Progress Quintile Very High Academic Progress
TEA Accountability Rating Met Standard
Benchmarking against surrounding Tarrant County charter schools, Westlake Academy’s expenditures are near
the median when comparing expenditures per student, excluding debt service and capital expenditures.
Westlake’s student-teacher ratio compares favorably to surrounding student districts.
District Name
Total
Students
Composite
Academic
Progress
Percentile
Adjusted
Spending
Per Student
Smart
Score
%
LEP
% Special
Education
% Student
Mobility
Texas School of the Arts 342 0.012 $6,933 3.5 5.0 3.5 8.7
Treetops School International 415 0.055 $6,829 4.5 0.0 6.0 5.8
Chapel Hill Academy 518 0.032 $8,559 3.5 6.6 6.6 6.3
East Fort Worth Montessori
Academy 520 -0.057 $7,625 3.0 34.8 3.3 13.9
Fort Worth Academy of Fine Arts 569 0.094 $8,193 5.0 1.6 3.0 6.4
Westlake Academy 843 0.207 $9,573 4.5 .2 4.2 4.6
Arlington Classics Academy 1486 0.084 $6,390 5.0 4.4 3.3 5.5
Newman International Academy 2208 -0.053 $7,943 3.0 10.1 4.8 20.3
107
PER-PUPIL EXPENDITURE COMPARISON
Fiscal Year Westlake
Academy
Carroll
ISD
Northwest
ISD
Keller
ISD
10/11 9,921 10,137 9,770 6,565
11/12 8,772 10,035 8,717 6,017
12/13 8,264 10,178 8,105 6,536
13/14 9,694 10,346 7,588 6,998
14/15 9,146 11,571 7,983 7,624
15/16 10,611* Data N/A 8,417 8,446
16/17 10,105 Data N/A 8,667 8,772
17/18 9,851 Data N/A 8,678 7,252
18/19 Proposed 9,929 Data N/A Data N/A 8,493
* Increase due to additional expenditures related to the use of designated fund balance for technology
needs in FY 15/16
STUDENT-TEACHER RATIO COMPARISON
Fiscal Year Westlake
Academy
Keller
ISD
Northwest
ISD
Carroll
ISD
State
Average
11/12 14.3 17.16 16.0 15.0 15.4
12/13 13.6 17.1 15.9 15.1 15.5
13/14 11.7 16.6 16.0 14.9 15.4
14/15 12.4 15.6 15.4 14.8 15.2
15/16 12.6 15.4 Data N/A Data N/A 15.2
16/17 12.6 15.1 Data N/A Data N/A Data N/A
17/18 12.9 14.9 Data N/A Data N/A Data N/A
18/19 Proposed 13.3 16.0 Data N/A Data N/A Data N/A
108
WESTLAKE ACADEMY INTERNATIONAL BACCALAUREATE DIPLOMA RECIPIENT RATE
Historically, Westlake Academy has graduated college-ready students who have successfully earned the IB
Diploma. In the early years, sitting for the IB Exam was optional for students, and as such the Diploma recipient
rate exceeded the world average. In 2015, all seniors were required to sit for the IB Exam, which caused the
overall recipient rate to decrease.
WESTLAKE ACADEMY SCHOOL STATISTICS
The chart below reflects Westlake Academy’s average student score on the IB Diploma Exam. To receive the
prestigious IB Diploma, students must receive a minimum of 24 points. As a result of successful achievement at
an advanced level, Westlake Academy scores well above the passing rate.
Graduation
Year
IB Diplomas
Earned
Diploma
Recipient
Rate
World
Average
Pass Rate
2010 12 out of 21 57.1% 78.1%
2011 25 out of 29 86.2% 77.9%
2012 24 out of 27 88.9% 78.5%
2013 29 out of 35 82.9% 79.0%
2014 38 out of 48 79.2% 79.3%
2015 34 out of 51 66.7% 80.8%
2016 39 out of 61 64.0% 79.3%
2017 45 out of 64 70.3% 78.4%
2018 50 out of 62 80.6% NA
Year Diploma
Candidates
Average Points
Earned
Average IB
Score Earned
Highest Point
Total
2010 21 31 4.89 37
2011 29 31 5.02 42
2012 27 30 4.78 37
2013 35 30 4.9 40
2014 48 29 4.76 36
2015 51 29 4.49 35
2016 61 29 4.64 39
2017 64 31 4.96 44
2018 62 29 4.71 37
109
ACCELERATED PROGRAM PARTICIPATION
Over the course of Westlake Academy’s history, student participation in the Accelerated
Program (AP) has increased, especially over the last three years. With the increased
participation in AP courses and subsequent testing, the Academy strives to produce
scores above the global exam passing rate. If the trend continues, 2019 AP scores will
continue to be above the global passing rate.
ACCELERATED PROGRAM PASS RATE
Year
Total AP
Students
Total AP
Exams
2011 26 53
2012 30 87
2013 34 71
2014 49 131
2015 114 209
2016 111 197
2017 161 295
2018 179 331
Year
% Exams
Scoring 3+
Global
Exams
Scoring 3+
2011 78 56.2
2012 64 56.8
2013 77 57.4
2014 53 59.5
2015 46 57.9
2016 60 57.9
2017 65 57.9
2018 68 61.3
64
77
53
46
60 65 68
56.8 57.4 59.5 57.9 57.9 57.9 61.3
0
10
20
30
40
50
60
70
80
90
2012 2013 2014 2015 2016 2017 2018
% Exams Scoring 3+
% Global Exams Scoring 3+
110
96
45
72
96
Student
Achievement
(Target Score = 60)
Student Progress
(Target Score = 17)
Closing
Performance Gaps
(Target Score = 30)
Post Secondary
Readiness (Target
Score = 60)
PERFORMANCE INDEX REPORT
TEXAS EDUCATION AGENCY
2017 ACCOUNTABILITY SUMMARY
(2018 Data will be available Aug 2018)
ACCOUNTABILITY RATING
Met Standards On Did Not Meet Standard on
Student Achievement -NONE-
Student Progress
Closing Performance Gaps
Post-Secondary Readiness
In 2017 to receive a “Meet Standard” or “Met Alternative Standard” rating, districts and
campuses must meet targets on three indexes: Index 1 or Index 2 and Index 3 and Index 4
DISTINCTION DESIGNATION
Academic Achievement in ELA/Reading
DISTINCTION EARNED
Academic Achievement in Mathematics
DISTINCTION EARNED
Academic Achievement in Science
DISTINCTION EARNED
Academic Achievement in Social Studies
DISTINCTION EARNED
Top 25 Percent Student Progress
DISTINCTION EARNED
Top 25 Percent Closing Performance Gaps
DISTINCTION EARNED
Post-Secondary Readiness
DISTINCTION EARNED
CAMPUS DEMOGRAPHICS
Campus Type Elementary/Secondary
Campus Size 843 students
Grade Span KG - 12
% Economically Disadvantaged 0.0
% English Language Learner 0.2
Mobility Rate 4.6
PERFORMANCE INDEX SUMMARY
Met Standards On
Points
Earned
Maximum
Points
Index
Score
Student Achievement 1,336 1,393 96
Student Progress 624 1,400 45
Closing Performance Gaps 715 1,000 72
Post-Secondary Readiness
• STAAR Score 20.6 - -
• Graduation Rate Sore 25.0 - -
• Graduation Plan Score 25.0 - -
• Post-Secondary Component Score 25.0 - 96
SYSTEM SAFEGUARDS
Number and Percentage of Indicators Met
Performance Rates 15 out of 15 = 100%
Participation Rates 8 out of 8 = 100%
Graduation Rates 2 out of 2 = 100%
Met Federal Limits on
Alternative Assessments
1 out of 1 = 100%
Total 26 out of 26 = 100%
111
ACADEMIC ACHIEVEMENTS
N ATIONAL R ECOGNITION
Westlake Academy was ranked #79 of all high schools and #27 of all charter
high schools in the United States in US News and World Report. In addition,
US News and World Report ranked Westlake Academy #13 of all high schools
in Texas.
Westlake Academy was ranked #3 of all high schools in Tarrant County by
the Children at Risk organization. Additionly, Westlake Academy was ranked #4
of all middle schools and #10 in all elementary schools in Tarrant County.
Westlake Academy was named to the prestigious Texas Honor School Roll by
the Educational Results Partnership and the Institute for Productivity in
Education.
Niche rankings revealed Westlake Academy as the 4th best charter high school in Texas,
and 3rd best charter in both elementary and middle schools in Texas.
S TAFF A CCOMPLISHMENTS
Several faculty members continue to represent the International Baccalaureate
as Workshop Leaders, Site Visitors, Examiners and Consultants.
Westlake Academy received the Distinguished Budget Presentation Award from the
Government Finance Officers Association (GFOA).
The Academy received the Meritorious Budget Award from the Association of School Business
Officials International (ASBO).
S TUDENT A CCOMPLISHMENTS
12 of the 65 graduates attended Westlake Academy from Kindergarten through 12th grade
Celebrated our 1st Golden Tassel Ceremony, honoring the top 10% students
50 Academy graduates received the prestigious IB Diploma.
The graduating class received over $4.7 million in scholarship and grant offers.
All students were accepted into at least one college/university, with
many into top tier schools across the State and the United States
One graduate will be attending the US Military Academy.
Four graduates were named a National Merit Commended Scholar.
One graduate was named a National Merit Hispanic Scholar.
Eleven graduates were named an AP Scholar.
Eleven graduates were named an AP Scholar with Honor.
Eleven graduates were named an AP Scholar with Distinction.
One graduate was named a National AP Scholar.
59% of the Class of 2018 applied to a college/university through an Early Admissions
Program.
112
N OTABLE S CHOOLS (WITH LESS THAN 20% ACCEPTANCE RATE PER US N EWS &
W ORLD R EPORT) WA S TUDENTS A CCEPTED
California Institute of Technology
Colorado College
Cornell University
Dartmouth College
Duke University
Georgetown University
Johns Hopkins University
Northwestern University
Pomona College
Rice University
Stanford University
United States Air Force Academy
United States Military Academy
University of California, Berkeley
University of California, Los Angeles
University of Notre Dame
University of Pennsylvania
University of Southern California
Vanderbilt University
Yale University
113
2018 Graduating Class,
June 2018
N OTABLE S CHOLARSHIPS S TUDENTS W ERE A WARDED
Davidson College – Bryan Scholar
Provost Scholarship – Southern Methodist University
Provost Scholarship – Colorado State University
Foundation in Excellence – University of Alabama
Dean’s Excellence Scholarship – St. Edward’s University
Prominence Scholarship – Ohio State University
Founders Scholarship – Texas Christian University
Murchison Scholarship – Trinity University
Presidential Scholarship – Ouachita Baptist University
President’s Scholarship – Rhodes College
Trustee Scholarship – St. John’s College
Dean’s Scholarship – Baylor University
114
ATHLETIC ACHIEVEMENTS
The 2017/2018 school year saw 33 High School Athletes earn All-
State Honors, 56% of the student body in grades 9-12 participate in at
least one sport, and 58% of students in grades 6-12 participate in at least
one sport. THE 2017/2018 ACHIEVEMENTS INCLUDE:
Varsity Volleyball Junior Varsity Volleyball
4th Consecutive District & State Champions District & Regional Champions
Varsity Soccer Junior High Soccer
State Champions District & Regional Champions
Varsity Cross Country Varsity Tennis
Individual Men’s & Women’s State Champions
Men’s & Women’s Team State Champions
District Runner up
Women’s Doubles State Runner Up
Varsity Football Junior High Men’s & Women’s Basketball
State Semifinalist Women’s District & Regional Champions
Varsity Men’s Basketball Junior Varsity Men’s Basketball
District Champions & State 3rd Place Regional Runner Up
Varsity Women’s Basketball Varsity Softball
District & State Champions State Runner Up
Varsity Men’s Golf Varsity Women’s Golf
Individual State Champions
Team District & State Champions
Individual State Champions
Team District & State Champions
Varsity Track & Field Junior High Track & Field
Individual State Champions
Men’s State Runner up
Individual Regional Champions
Women’s Regional Champions
Varsity Baseball Junior High Cross Country
District & State Champion Men’s Team Regional Runner Up
115
Very
Satisfied or
Satisfied
83%
Dissatisfied
8%
Neutral
9%
Overall Satisfaction with
Quality of Education
Very
Satisfied or
Satisfied
75%
Dissatisfied
10%
Neutral
15%
Overall Satisfaction with
Academic Progress of Child
Very
Satisfied or
Satisfied
82%
Dissatisfied
4%
Neutral
14%
Overall Satisfaction with
the IB Framework
PARENT SURVEY RESULTS
Westlake Academy is focused on delivering high quality educational services and depends upon input from our
stakeholders. Westlake Academy routinely conducts an Annual Parent Survey to help identify any future needs
and to prioritize resource allocation. The most recent Westlake Academy Parent Survey was presented to the
Board of Trustees in February 2017, where we saw an overall increase in the satisfaction rate of 12% with the
quality of educational services that were provided.
83% of the parents surveyed were very satisfied
or satisfied with the overall quality of education
Westlake Academy delivers to its students.
82% of our parents were very satisfied or
satisfied with the IB Curriculum / Framework
75% of the parents surveyed were either very satisfied or
satisfied with the academic progress of their child
116
15TH
A NNIVERSARY
W ESTLAKE
A CADEMY
A NNIVERSARY
50TH
INTERNATIONALBACCALAUREATE
117
This page is
intentionally blank
118
INVESTMENT POLICY
I. POLICY STATEMENT
It is the policy of Westlake Academy (the “Academy") that the administration of its funds and the
investment of those funds shall be handled as its highest public trust.
Investments shall be made in a manner which will provide the maximum security of principal
invested through limitations and diversification while meeting the daily cash flow needs of the
Academy and conforming to all applicable state and Academy statutes governing the investment
of public funds.
The receipt of a market rate of return will be secondary to the requirements for safety and
liquidity. It is the intent of the Academy to be in complete compliance with local law and the
Texas Public Funds Investment Act (the "Act", Texas Government Code 2256).
The earnings from investments will be used in a manner that best serves the public trust and
interests of the Academy.
II. SCOPE
This Investment Policy applies to all the financial assets and funds held of the Academy.
Any new funds created by the Academy will be managed under the provisions of this Policy unless
specifically exempted by the Academy Board of Trustees and this Policy.
III. OBJECTIVES AND STRATEGY
It is the policy of the Academy that all funds shall be managed and invested with four primary
objectives, listed in order of their priority: safety, liquidity, diversification and yield. These
objectives encompass the following.
• Safety of Principal - Safety of principal is the foremost objective of the Academy.
Investments shall be undertaken in a manner that seeks to insure the preservation of
capital in the overall portfolio. The suitability of each investment decision will be made on
the basis of safety.
• Liquidity - The Academy's investment portfolio will remain sufficiently liquid to enable it
to meet all operating requirements which might be reasonably anticipated. Investment
decisions will be based on cash flow analysis of anticipated expenditures.
• Diversification - Diversification is required in the portfolio's composition. Diversification
will include diversification by maturity and market sector and will include the use of a
number of broker/dealers or banks for diversification and market coverage. Competitive
bidding will be used on each sale or purchase.
• Yield - The Academy's investment portfolio shall be designed with the objective of
attaining a reasonable market yield, taking into account the Academy's risk constraints
and cash flow needs. A reasonable market yield for the portfolio will be defined as the six
month (180 day) U.S. Treasury Bill which compares to the portfolio's maximum weighted
average maturity of six months.
119
The authorized investment purchased will be of the highest credit quality and marketability
supporting the objectives of safety and liquidity. Securities, when not matched to a specific
liability, will be short term to provide adequate liquidity. The portfolio shall be diversified to
protect against market and credit risk in any one sector.
The maximum weighted average maturity of the portfolio will be no more than 180 days and the
maximum stated maturity of any security will not exceed two years. The funds are combined for
investment purposes but the unique needs of all the funds in the portfolio are recognized and
represented.
Effective cash management is recognized as essential to good fiscal management. Cash
management is defined as the process of managing monies in order to ensure maximum cash
availability. The Academy shall maintain a cash management program which includes timely
collection of accounts receivable, prudent investment, disbursement of payments within invoice
terms and the management of banking services.
IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY
Specific investment parameters for the investment of public funds in Texas are stipulated in the
Public Funds Investment Act, Chapter 2256, Texas Government Code, (the "Act"). The Act is
attached as Exhibit A.
The Public Funds Collateral Act, Chapter 2257, Texas Government Code, specifies collateral
requirements for all public funds deposits. The Collateral Act is attached as Exhibit B.
The Interlocal Cooperation Act, Chapter 791, Texas Government Code, authorizes local
governments in Texas to participate in a Texas investment pool established thereunder.
V. DELEGATION OF INVESTMENT AUTHORITY
The Finance Director of the Town of Westlake, acting on behalf of the Board of Trustees, is
designated as the Investment Officer of the Academy and is responsible for all investment
management decisions and activities.
The Board of Trustees is responsible for considering the quality and capability of staff, investment
advisors, and consultants involved in investment management and procedures. All participants in
the investment process shall seek to act responsibly as custodians of the public trust.
The Investment Officer shall develop and maintain written administrative procedures for the
operation of the investment program which are consistent with this Investment Policy.
Procedures will include safekeeping, wire transfers, banking services contracts, and other
investment related activities.
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.
120
No officer or designee may engage in an investment transaction except as provided under the
terms of this Policy and the procedures established by the Investment Officer and approved by the
Superintendent.
VI. PRUDENCE
The standard of prudence to be used in the investment function shall be the "prudent person"
standard and shall be applied in the context of managing the overall portfolio. This standard
states:
"Investments shall be made with judgment and care, under circumstances then prevailing, which
persons of prudence, discretion, and intelligence exercise in the management of their own affairs,
not for speculation, but for investment, considering the probable safety of their capital as well as
the expected income to be derived."
• Limitation of Personal Liability - The Investment Officer and those delegated investment
authority, when acting in accordance with the written procedures and this Policy and in
accord with the Prudent Person Rule, shall be relieved of personal liability in the
management of the portfolio provided that deviations from expectations for a specific
security's credit risk or market price change are reported in a timely manner and that
appropriate action is taken to control adverse market effects.
VII. INTERNAL CONTROLS
The Investment Officer shall establish a system of written internal controls which will be reviewed
annually with the independent auditor of the Academy. The controls shall be designed to prevent
loss of public funds due to fraud, employee error, and misrepresentation by third parties, or
imprudent actions by employees of the Academy.
VIII. AUTHORIZED INVESTMENTS
Acceptable investments under this policy shall be limited to the instruments listed below. The
choice of high-grade government investments and high-grade, money market instruments are
designed to assure the marketability of those investments should liquidity needs arise.
•• Obligations of the United States Government, its agencies and instrumentalities, not to
exceed two (2) years to stated maturity and excluding mortgage backed securities;
•• Fully insured or collateralized certificates of deposit from a bank doing business in the
State of Texas and under the terms of a written depository agreement with that bank, not
to exceed one year to stated maturity;
•• No-load, SEC registered money market mutual funds. No more than 80% of the entity's
monthly average balance may be invested in money market funds and;
•• Constant dollar, AAA-rated Texas Local Government Investment Pools as defined by the
Public Funds Investment Act.
121
If additional types of securities are approved for investment by public funds by state statute, they
will not be eligible for investment until this Policy has been amended and the amended version
adopted by the Board of Aldermen.
• Delivery versus Payment - All investment security transactions shall be conducted on a
delivery versus payment (DVP) basis to assure that the Academy has control of its assets
and/or funds at all times.
IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS
Securities broker/dealers may be primary or regional broker/dealers and will meet other criteria
as determined by the Investment Officer including state registration and completion of an
Academy Broker/Dealer questionnaire (attached as Exhibit D). The following criteria must be met
by authorized firms.
•• annual provision of an audited financial statement,
•• proof of certification by the National Association of Securities Dealers (NASD)
•• proof of current registration with the Texas State Securities Commission, and
•• completion of the Academy's broker/dealer questionnaire.
Every bank and broker/dealer with whom the Academy transacts business will be provided a copy
of this Investment Policy to assure that they are familiar with the goals and objectives of the
investment program. The firm will be required to return a signed copy of the Certification Form
certifying that the Policy has been received and reviewed and only those securities approved by
the Policy will be sold to the Academy.
X. DIVERSIFICATION AND MATURITY LIMITATIONS
It is the policy of the Academy to diversify its investment portfolio. Invested funds shall be
diversified to minimize risk or loss resulting from over-concentration of assets in a specific
maturity, specific issuer, or specific class of securities. Diversification strategies shall be
established and periodically reviewed.
XI. SAFEKEEPING AND COLLATERALIZATION
The laws of the State and prudent treasury management require that all purchased securities be
bought on a delivery versus payment (DVP) basis and be held in safekeeping by either an
approved, independent third party financial institution or the Academy's designated depository.
Securities Owned by the Academy - All safekeeping arrangements shall be approved by the
Investment Officer and an agreement of the terms executed in writing. The safekeeping bank may
not be within the same holding company as the bank from which the securities are purchased. The
custodian shall be required to issue original safekeeping receipts to the Academy listing each
specific security, rate, description, maturity, cusip number, and other pertinent information.
Collateral - Collateralization shall be required on all bank time and demand deposits for principal
and accrued interest amounts over the FDIC insurance coverage of $100,000 (by tax identification
number). In order to anticipate market changes and provide a level of additional security for all
funds, collateral with a market value equal to 102% of the total deposits are required. The
pledging bank will be made contractually liable for monitoring and maintaining the collateral
122
levels at all times. All collateral will be held by an independent third party bank outside the
holding company of the bank, pledged to the Academy.
Authorized collateral will include only:
• Obligations of the US Government, its agencies and instrumentalities to include
mortgage backed securities which pass the bank test,
• Municipal obligations rated at least A by two nationally recognized rating agencies.
The custodian shall be required to provide original safekeeping receipts clearly marked that the
security is pledged to the Academy.
XII. REPORTING
The Investment Officer shall submit quarterly reports to the Board of Trustees containing
sufficient information to permit an informed outside reader to evaluate the performance of the
investment program and in full compliance with the Act. At a minimum the report shall contain:
• Beginning and ending market value of the portfolio by market sector and total portfolio
• Beginning and ending book value of the portfolio by market sector and total portfolio
• Change in market value during the period
• Detail on each asset (book, market, description, par ad maturity date)
• Earnings for the period
• Overall weighted average maturity of the portfolio
The report will be prepared jointly by all involved in the investment activity and be signed by the
Investment Officer. It will contain all elements as required by the Act and be signed by the
Investment 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.
123
FISCAL AND BUDGETARY POLICIES
I. STATEMENT OF PURPOSE
The broader intent of the following Fiscal and Budgetary Policy Statements is to enable the Academy to
achieve a long-term stable and positive financial condition. The watchwords of the Academy’s financial
management include integrity, prudent, stewardship, planning, accountability, and full disclosure.
The more specific purpose is to provide guidelines to the Finance Director in planning and directing the
Academy’s day-to-day financial affairs and in developing recommendations to the Academy Superintendent
or his designate and Academy Board of Trustees.
The scope of these policies generally span, among other issues, accounting, purchasing, auditing, financial
reporting, internal controls, operating budgeting, revenue management, cash and investment management,
expenditure control, asset management, debt management, and planning concepts, to:
• Present fairly and with full disclosure the financial position and results of the financial operations of
the Academy in conformity with generally accepted accounting principles (GAAP), and
• Determine and demonstrate compliance with finance related legal and contractual issues in
accordance with provisions of the Texas Local Government Code and other pertinent legal
documents and mandates.
The Academy Board of Trustees will annually review and approve the Fiscal and Budgetary Policy
Statements as part of the budget process.
II. SUMMARY OF POLICY INTENDED OUTCOMES
This policy framework mandates pursuit of the following fiscal objectives:
1. Operating Budget: Prepare conservatively, estimate revenues, present and adopt the Academy’s
annual operating plan.
2. 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.
3. 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.
4. 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.
5. 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.
124
6. Grants: Seek, apply for and effectively administer Federal, State, and foundation grants-in-aid
which address the Academy’s current priorities and policy objectives.
7. Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and forecast the
Academy’s financial performance and economic condition.
8. 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.
9. 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).
10. Internal Controls: To establish and maintain an internal control structure designed to provide
reasonable assurances that the Academy’s assets are safeguarded and that the possibilities for
material errors in the Academy’s financial records are minimized.
III. OPERATING BUDGET
1. 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.
2. Revenue Estimates for Budgeting - 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.
125
3. 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.
4. 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:
• personnel costs,
• base budget for operations and maintenance costs,
• service level adjustments for increases of existing service levels or additional services,
• revenues, and
• General Administrative (G&A) costs.
The proposed budget review process shall include Board of Trustees review of each of the five
segments of the proposed budget and a public hearing to allow for citizen participation in the
budget preparation process. Concurrent with the Academy budget preparation, Town staff will
identify and provide to the Board all direct Academy expenses contained in the Town’s municipal
budget. The proposed budget process shall allow sufficient time to provide review as well as
address policy and fiscal issues by the Board of Trustees. A copy of the proposed budget shall be
filed with the Town Secretary when it is submitted to the Board of Trustees as well as placed on the
Academy’s website.
5. 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.
6. 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.
7. Planning – The budget process will be coordinated to identify major policy issues for the Board of
Trustees by integrating it into the Board’s overall strategic planning process for the Academy.
8. 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
126
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. REVENUE MANAGEMENT
A. REVENUE DESIGN PARAMETERS. The Academy will strive for the following optimum characteristics
in its revenue system:
1. Simplicity - The Academy, where possible and without sacrificing accuracy, will strive to keep
the revenue system simple to reduce costs, achieve transparency, and increase parent and
citizen understanding of Academy revenue sources.
2. Certainty - A thorough knowledge and understanding of revenue sources increases the
reliability of the revenue system.
3. 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.
4. 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.
5. 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:
1. State Education Funding
2. State and Federal Grants
3. 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.
• Westlake Academy Foundation
• House of Commons
• Westlake Academy Athletic Club
• 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.
127
V. EXPENDITURE CONTROL
1. 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.
2. 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.)
3. 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 more than projected revenues) is projected at year-end. Corrective
actions can include a hiring freeze, expenditure reductions, or use of fund balance within the Fund.
Use of fund balance must be recommended by the Superintendent and approved by the Board of
Trustees.
• Expenditure deferrals into the following fiscal year, short-term loans, or use of one-time
revenue sources shall be avoided to balance the budget.
• All service level adjustments that result in increases to the operating budget must be aligned
with offsetting increases in operating revenues (FSP, Local Sources, etc.).
4. 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.
5. 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 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.
128
6. 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.
7. Prompt Payment - All invoices will be paid within 30 days of receipt in accordance with the prompt
payment requirements of State law.
8. 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
1. 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.
2. General Fund Unassigned Fund Balance (General Fund Reserve) - The Academy shall strive to
maintain the General Fund unassigned fund balance at 45 days of operation.
3. 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.
4. 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 after 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 number of funds. Assignments may occur after
fiscal year-end.
5. The Board of Trustees will utilize funds in the following spending order: Restricted, Committed,
Assigned, and Unassigned.
VII. INTERGOVERNMENTAL RELATIONSHIPS
1. Inter-local Cooperation in Delivering Services - 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.
129
2. 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
1. Grant Guidelines - The Academy shall apply, and facilitate the application by others, for only those
grants that are consistent with the objectives and high priority needs previously identified by
Academy Board of Trustees. The potential for incurring ongoing costs, to include the assumption of
support for grant funded positions from local revenues, will be considered prior to applying for a
grant.
2. 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.
3. 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
1. 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.
2. 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.
130
XI. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING
1. 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.
2. Accounting - Currently, the Education Service Center (Region 11) books all revenues and
expenditures, and prepares bank reconciliations. Academy staff is responsible for all coding and
approval of expenditures and revenues. Documentation and coding of deposits are forwarded to
the Town’s Finance Department for review and preparation of deposit slips.
Town’s Finance Director and staff are responsible for review and transfer of invoices and other
documentation to the Service Center for processing as well as the physical deposit of funds. It is
the responsibility of the Superintendent or his designate and Academy staff to review the monthly
reports for any discrepancies and report to the Town’s Finance Director for analysis and re-class of
questioned bookings, if appropriate.
3. 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.
4. 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.
5. Internal Financial Reporting - The Finance Department will prepare internal financial reports
sufficient for management to plan, monitor, and control Academy’s financial affairs.
131
XII. INTERNAL CONTROLS
1. 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.
2. 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
1. 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 Westlake Academy 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.
2. 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.
3. Capital Assets and Inventory - Such assets will be reasonably safeguarded, properly accounted for
and prudently insured. The capital assets inventory will be updated regularly.
4. 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.
5. Capitalization Criteria – For purposes of budgeting and accounting classification, the following
criteria must be capitalized:
The asset is owned by Westlake Academy
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
The original cost of the asset must be at least $5,000
The asset must be tangible
On-going repairs and general maintenance are not capitalized
132
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
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 expensed unless
they are a significant nature and meet all the capitalization criteria.
6. 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.
133
FUTURE POLICIES TO BE DISCUSSED & IMPLEMENTED
Westlake Academy has several relevant financial policies to preserve and enhance the fiscal health of the
Academy. We also identify acceptable and unacceptable courses of action, and provide a standard to
evaluate the school’s fiscal performance.
GFOA is recommending that all school districts include the following policies that guide the development of
their budget and that are central to a strategic long-term approach to financial management.
Westlake Academy is in the process of reviewing and implementing the required policies.
1. Operating Budget Policy
This section of the Fiscal and Budgetary Policies should include the following policies that guide the
development of the budget and are central to a strategic approach to our financial management.
These components will need to be reviewed, updated if necessary, and/or added and approved by
the Board of Trustees in subsequent years.
1. Basis of Budgeting
2. Budget Adoption
3. Budget Classification and Format
4. Organization of the Budget
5. Budget Message Requirement
6. Funds Budgeted
7. Length of the Budget Year
8. Presentation of Proposed Budget
9. Revenue Forecasting Requirements
10. Expenditure Forecasting Requirements
11. Performance Measurements
12. Line-Item Transfer Authority
13. Retention of Budget Records
2. Budget Crisis Procedures
This policy is intended to provide Westlake Academy with options when responding to unexpected
fiscal issues that can and do arise. Should budget problems materialize, these procedures will
support comprehensive risk analysis and contingency plans.
3. Long Term Forecasting
The annual operating budget focuses on a single 12-month period. However, spending and revenue
decisions made today have effects that extend beyond a 12-month period. The purpose of this
policy is to
o Ensure on-going financial sustainability beyond a single fiscal year or budget cycle
o Achieve the Academy’s mission and vision
o Systematically link the annual budget to a multi-year master financial plan.
134
4. Reserve Policy in Other Funds
While the General Fund Reserve is the most important for the Westlake Academy, reserves in other
funds are just as important. For that reason, the funds listed in this policy shall have reserves that
are restricted or committed for specific purposes.
5. General Fund Budget Reserves
The General Fund is the primary fund used by the Westlake Academy to account for revenues and
expenditures. Accordingly, the General Fund Reserve Policy is intended to provide the Academy
with options when responding to unexpected issues and to afford a buffer against shocks and other
forms of risk.
One of two things must happen in the future if we cannot spend equal to or less than the revenues
received:
(1) increase future revenues
(2) make future expenditure reductions.
6. Capital Asset Management (already incorporated into the Fiscal and Budgetary Policies)
Westlake Academy operates an extensive amount of buildings, equipment, furniture and vehicles.
The purpose of this policy is to:
o provide a management framework to ensure that all capital assets are repaired,
maintained and replaced and,
o identify the responsible parties who shall protect, oversee and report needed repairs.
135
This page is
intentionally blank
136
15TH
A NNIVERSARY
W ESTLAKE
A CADEMY
A NNIVERSARY
50TH
INTERNATIONALBACCALAUREATE
137
This page is
intentionally blank
138
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 received, or a payment is 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 received, or the payment is made.
Sometimes, the term is used in a restricted sense to
denote the recording of revenues earned but not yet
due, such as accrued interest on investments and
the recording of expenditures which result in
liabilities that are payable in another accounting
period, such as accrued interest on bonds.
• ADA: Average Daily Attendance is based on the
number of days of instruction in the school year. The
aggregate day’s attendance is divided by the
number of days of instruction to compute average
daily attendance. ADA is used in the formula to
distribute funding to Texas public school districts.
• Administration: Those activities which have as their
purpose the general regulation, direction, and
control of the affairs of the local education agency
that are system-wide and not confined to one school
subject, or narrow phase of school activity.
• Appropriation: An authorization granted by a
legislative body to make expenditures and to incur
obligations for specific purposes. An appropriation is
usually limited in amount and as to the time when it
may be expended.
• Academic Excellence Indicators System (AEIS): A
system of indicators established by the Legislature
and adopted by the State Board of Education to help
determine the quality of learning on a campus and
in a school district. The indicators include passing
rates on the state assessment tests, attendance,
graduation rates, dropout rates, and scores on
college entrance exams. The state will assess district
and school performance compared with state-level
standards. AEIS is the foundation for a school
district's accountability rating.
• Accountability Ratings: The Accountability Ratings
System ranks campuses and districts as exemplary,
recognized, acceptable, and low performing based
on the percentage of students who pass the state
assessment instruments and the dropout rate.
• Assigned Fund Balance: Reports amount that are
constrained by the government’s intent that they
will be used for specific purposes. Decision making
about 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
139
GLOSSARY
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 way the
government's resources were 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 more than $5,000 and a
useful life expectancy of greater than 1 year.
• Career and Technical Education (CTE): The costs
incurred to evaluate, place and provide educational
and/or other services to prepare students for gainful
employment, advanced technical training or for
homemaking. This may include apprenticeship and
job training activities.
• Classification, Function: A function represents a
general operational area in a school district and
groups together related activities; for example,
instruction, campus administration, maintenance
and operations, etc.
140
GLOSSARY
• 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 aids 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
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 divided by a pupil
unit of measure (average daily attendance, etc.)
• Debt: An obligation resulting from the borrowing of
money or from the purchase of goods and services.
Debts of local education agencies include bonds,
leases, etc.
• Diploma Programme (DP): A challenging two-year
curriculum for students in grades 11 and 12 that
provides an inquiry-based, college preparatory
education. By emphasizing knowledge, skills, critical
thinking and the fostering and development of
universal human values, students learn the valuable
skills of construction and deconstruction knowledge.
• Education Service Center (ESC): Twenty
intermediate education units located in regions
throughout Texas that assist and provide services
for local school districts.
• Estimated Revenue: This term designates the
amount of revenue expected to be earned during a
given period.
141
GLOSSARY
• 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.)
• Facilities Allotment: House Bill (HB) 21 (85th
Legislature, 1st Called Session) created a new
allotment per SDA under (TEC) 12.106(d) for open-
enrollment charter schools based on the state
average interest and sinking (I&S) tax rate imposed
by school districts. Once eligibility has been
determined, funding for eligible charter schools will
be distributed in accordance with the standard
foundation school fund payment schedule. A
charter holder is entitled to receive funding for
facilities of the most recent overall performance
rating assigned reflects at least acceptable
performance. The TEZ currently estimates that
eligible charter schools will receive approximately
$200 per student in ADA.
• 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 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 carrying on in accordance with
special regulations, restrictions, or limitations.
• Fund Balance: It is the resources remaining from
prior years and which are available to be budgeted
in the current year.
• Furniture: Those moveable items used for school
operation that are not of a mechanical nature.
Chairs, tables, desks, file cabinets, pictures,
chalkboards, lamps, lockers and carpets, etc., are
examples of furniture.
• General Fund: A fund group with budgetary
control used to show transactions resulting from
operations of ongoing organizations and activities
from a variety of revenue sources for which fund
balance is controlled by and retained for the use by
the local education agency. The General Fund is
used to finance the ordinary operations of a
governmental unit except those activities required
to be accounted for in another fund.
142
GLOSSARY
• Government Finance Officers Association (GFOA):
A professional association of state/provincial and
local finance officers in the United States and
Canada and has served the public finance
profession since 1906. The association's nearly
15,000 members are dedicated to the sound
management of government financial resources.
• Governmental Funds: Funds generally used to
account for tax-supported activities. There are five
different types of governmental funds: the general
fund, special revenue funds, debt service funds,
capital projects funds and permanent funds.
• Grant: A contribution by one governmental unit to
another. The contribution is usually made to aid in
the support of specified function (for example, job
training), but it is sometimes also for general
purposes.
• Independent Audit: An audit performed by an
independent auditor.
• Individual Education Plan (IEP): A document
required by federal law that details the special
education requirements for each disabled student
and explains how the school intends to address the
student's needs. An IEP is intended to help ensure
that disabled students have equal access to public
education in the least restrictive environment.
• Individuals with Disabilities Education Act (IDEA):
The 1997 IDEA strengthens academic expectations
and accountability for the nation's 5.4 million
children with disabilities.
• International Baccalaureate Program (IB): A non-
profit foundation whose mission is to help
students “develop the intellectual, personal,
emotional, and social skills to live, learn and work
in a rapidly globalizing world.” It was founded in
1968 and runs in over 3,000 schools in 141
countries. Its Diploma Program (DP) is designed for
high school juniors and seniors and offers classes in
the same areas as traditional schools: math, science,
English, foreign language, social studies, and the
arts. Additionally, students have three extra
requirements: a class about the theory of
knowledge, a community service obligation, and an
extended essay on a research topic of their choice.
Along the way, students’ complete assessments that
help them prepare for the final written exams,
which are graded by external examiners. Upon
graduation, students earn a diploma that is
respected worldwide.
• Middle Years Programme (MYP): A curriculum
framework for children in grades six through ten
that encourages students to make practical
connections between their studies and the real
world. The MYP builds on the knowledge; skills
and attitudes developed by the Primary Years
Programme (PYP) and prepare the students for
the demanding requirements of the Diploma
Programme (DP).
• Modified Accrual Basis of Accounting: Basis of
accounting per which (a) revenues are recognized in
the accounting period in which they become
available and measurable and (b) expenditures are
recognized in the accounting period in which the
fund liability is incurred, if measurable, except for
un-matured interest on general long-term debt and
certain similar accrued obligations, which should be
recognized when due.
• Non-spendable Fund Balance: Includes amounts
that cannot be spent and are, therefore, not
included in 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
143
GLOSSARY
principal of which is to be invested in a permanent
fund and the earnings used for general
governmental purposes.
• Object Code: As applied to expenditures, this term
has reference to an article or service received; for
example, payroll costs, purchased and contracted
services, materials and supplies.
• Open-Enrollment Charters: Open-enrollment
charter schools may be established by private
nonprofit organizations, colleges and universities,
and other governmental entities that apply to the
State Board of Education. The law authorizes the
State Board to approve up to 215 open-enrollment
charter schools. Law also provides for creation of
college or university charter schools at "public
senior colleges and universities." There is no limit on
the number of these charter schools that may be
granted. Other charter programs include home-rule
school district charters and campus or campus
program charters.
• Personnel, Full-Time: Academy employees who
occupy positions with duties which require them to
be on the job on school days throughout the school
year, or at least the number of hours the school is in
session.
• Personnel, Part-Time: Personnel who occupy
positions with duties which require less than full-
time service.
• Primary Years Programme (PYP): A curriculum
framework for children aged 3-12 that prepared
students for the intellectual challenges of future
education and their future careers, focusing on the
development of the whole child as an inquirer, both
in the classroom and in the world outside.
• Proprietary Funds: Funds that focus on the
determination of operating income, changes in net
assets (or cost recovery), financial position, and cash
flows. There are two different types of proprietary
funds: enterprise funds and internal service funds.
• Public Education Information Management System
(PEIMS): A data management system that includes
information on student demographics, performance,
teacher salaries, etc. The information for PEIMS is
transmitted from local school districts to the Texas
Education Agency by the education service centers.
• Public Information Act (PIA): PIA defines public
information as information collected, assembled, or
maintained under a law or about 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.
144
GLOSSARY
• 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.
• School FIRST Rating: The purpose of the financial
accountability rating system, known as the School
Financial Integrity Rating System of Texas (FIRST), is
to ensure that open-enrollment charter schools are
held accountable for the quality of their financial
management practices and that they improve those
practices. The system is designed to encourage
Texas public schools to better manage their financial
resources in order to provide the maximum
allocation possible for direct instructional purposes.
• Special Revenue Funds: Funds that are used to
account for funds awarded to the Academy for
accomplishing specific educational tasks as defined
by grantors in contracts or other agreements.
• State Board for Educator Certification (SBEC): SBEC
is a quasi-independent body that gives educators
more authority to govern the standards of their
profession. SBEC regulates and oversees all aspects
of the certification, continuing education, and
standards of conduct of public school educators. As
a state agency, SBEC is responsible for certification
testing, accountability programs for educator
preparation programs, and certification of teachers
and administrators.
• State Board of Education (SBOE): A 15-member
body elected by general election (staggered, four-
year terms) from various regions statewide to
provide leadership and to adopt rules and policies
for public education in the state. The board's
primary responsibility is to manage the Permanent
School Fund.
• Teacher Retirement System (TRS): TRS delivers
retirement and related benefits authorized by law
for members and their beneficiaries.
• Technology Allotment: This allotment is part of the
state textbook fund and can be used to purchase
electronic textbooks or technological equipment
that contributes to student leaning or teacher
training. The allotment is $30 per ADA.
• Texas Assessment of Academic Skills (TAAS): A
state-developed test administered each year to
students in grades 3 through 8 and 10 (exit-level) to
determine student achievement levels on state-
established leaning objectives. Replaced by the
Texas Assessment of Knowledge and Skills (TAKS)
effective for the 2002-03 school year.
• Texas Assessment of Knowledge and Skills (TAKS):
TAKS replaces the Texas Assessment of Academic
Skills (TAAS), a criterion-referenced test used in
Texas schools for 12 years. TAKS began in spring
2003, with tests in reading in grades 3 through 9;
language arts in grades 10 and 11; mathematics in
grades 3 through 11. The 11th grade exit-level test
will assess English Ill, algebra I, geometry, biology,
integrated chemistry and physics, early American
and U.S. history, world geography, and world
history. TAKS will be a more challenging examination
for Texas students, per 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.
145
• Texas Essential Knowledge and Skills (TEKS):
GLOSSARY
to the Non-spendable, restricted, committed and
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
assigned fund balances. This amount reflects the
resources that are available for further
appropriation and expenditure for general
governmental purposes.
• Weighted Students in Average Daily Attendance
(WADA): In Texas, students with special educational
needs are weighted for funding purposes to help
recognize the additional costs of educating those
students. Weighted programs include special
education, career and technical, bilingual, gifted and
talented, and compensatory education. A weighted
student count is used to distribute guaranteed-yield
funding and establish Chapter 41 thresholds.
146
ACRONYMNS
TERM STANDS FOR TERM STANDS FOR
ACCT Account GL General Ledger
ADA Average Daily Attendance GO’S General Obligation Bonds
AEIS Academic Excellence Indicators System HR Human Resources
AP Accounts Payable IB International Baccalaureate Program
AR Accounts Receivable IEP Individual Education Plan
ASBO Association of School Business Officials IDEA Individuals with Disabilities Education
Act
BS Balance Sheet IT Information Technology
CAFR Comprehensive Annual Financial
Report LTL Long-term Liability
CEI Cost of Education Index MYP Middle Years Programme
CIP Capital Improvement Plan PIA Public Information Act
CO'S Certificates of Obligations PYP Primary Years Programme
CPA Certified Public Accountant R&M Repair and Maintenance
CTE Career and Technical Education S&P Standard and Poor’s
DP Diploma Years SBOE State Board of Education
DS Debt Service SLA Service Level Adjustment
EF Enterprise Fund SRF Special Revenue Fund
ESC Education Service Center (ESC) TAKS Texas Assessment of Knowledge and
Skills
FTE Full-Time Equivalent TEA Texas Education Agency
FY Fiscal Year TEKS Texas Essential Knowledge and Skills
G&O Goals and Objectives TOMA Texas Open Meetings Act
GAAP Generally Accepted Accounting
Principles TRS Teacher Retirement System
GASB Government Accounting Standards
Board WA Westlake Academy
GF General Fund WADA Weighted Average Daily Attendance
GFOA Government Finance Officers
Association XFR Transfer
147
August 2018 1 September 2018 2 October 2018 3 Date Event
SMTWThFSa SMTWThFSa SMTWThFSa Aug 6-7 New Teacher Orientation
1234 1 123456 8-14 All Teacher Orientation
567891011 2345678 78910111213 15: First Day of School
12 13 14 15 161718 9 101112131415 14151617181920
19 20 21 22 23 24 25 16 17 18 19 20 21 22 21 22 23 24 25 26 27
26 27 28 29 30 31 23 24 25 26 27 28 29 28 29 30 31 Sept 3: Labor Day (No School)
30 4: Teacher Professional Day (No School)
26: All Day Parent/Teacher Conferences
Oct 8: Teacher Professional Day (No School)
9: Teacher Professional Day (No School)
November 2018 4 December 2018 5 January 2019 6 12: Secondary End of 1st Quarter
SMTWThFSa SMTWThFSa SMTWThFSa
123 1 12345
45678910 2345678 6789101112 Nov 16: Early Release
11121314151617 9 101112131415 13141516171819 19-23: Thanksgiving Break (19-20 Staff Flex Days)
18 19 20 21 22 23 24 16 17 18 19 20 21 22 20 21 22 23 24 25 26
25 26 27 28 29 30 23 24 25 26 27 28 29 27 28 29 30 31
30 31 Dec 17-20: All-School Assessments (Half Days)
21-31: Winter Break
Jan 1-4: Winter Break
7: Teacher Professional Day (No School)
February 2019 7 March 2019 8 April 2019 9 8: Start of Second Semester
SMTWThFSa SMTWThFSa SMTWThFSa 21: Martin Luther King, Jr Day (No School)
12 12 123456
3456789 3456789 78910111213
10 11 12 13 14 15 16 10 11 12 13 14 15 16 14 15 16 17 18 19 20 Feb 15: Teacher Professional Day (No School)
17 18 19 20 21 22 23 17 18 19 20 21 22 23 21 22 23 24 25 26 27 18: President's Day (No School)
24 25 26 27 28 24 25 26 27 28 29 30 28 29 30
31
Mar 8: Secondary End of 3rd Quarter
11-15 Spring Break
27: All Day Conferences
May 2019 10 June 2019 11 July 2019 12 Apr 19: Bad Weather Make-Up Day
SMTWThFSa SMTWThFSa SMTWThFSa 22: Bad Weather Make-Up Day
1234 1 123456
567891011 2345678 78910111213
12131415161718 9 101112131415 14151617181920 May 24: All-School Assessments (Half Day)
19 20 21 22 23 24 25 16 17 18 19 20 21 22 21 22 23 24 25 26 27 27: Memorial Day (No School)
26 27 28 29 30 31 23 24 25 26 27 28 29 28 29 30 31 28-30: All-School Assessments (Half Days)
30 30: Last Day of School
June 1: GRADUATION (Hurst Conference Center)
First & Last Day of School
Early Release Days Parent/Student Conferences (All Day)
No School All-School Assessments (Early Release)
Professional Day (Student Holiday)GRADUATION
Bad Weather Make-Up Day
Westlake Academy
Academic Calendar
2018 - 2019 Semester 1 = 77.5 days
Semester 2 = 87.0 days
Total Days = 164.50
148
Board of
Trustees
Item # 6 – Adjournment
Regular Session