HomeMy WebLinkAbout01-07-19 BOT Agenda Packet The Regular Meeting of the Board of Trustees will begin immediatelyfollowing
Board of Trustees Workshop but not prior to the posted start time.
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WESTLAKE ACADEMY
rl�KE ACAS
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
BOARDOF
AGENDA
January 7,, 2019
1500 Solana Boulevard
Building 7, Suite 7100
FLOOR, •
Workshop • . 1 1 •
Regular • 1 •
Mission Statement
Page 1 of 3
Westlake Academ is an IB World School whose mission is to rovide students with an
internationally minded education of the highest quality so they are well-balanced and
res ect ul li e-lon learners.
Work Session
1. CALL TO ORDER
2. PLEDGE OF ALLEGIANCE
3. REVIEW OF CONSENT AGENDA ITEMS LISTED ON THE REGULAR MEETING
AGENDA.
4. REPORTS
Reports are prepared for informational purposes and will be accepted as presented. (there
will no presentations associated with the report items) There will be no separate discussion unless a
Trustee requests that report be removed and considered separately.
a. Quarterly Financial "Dashboard" report for the quarter ended November 30, 2018.
5. DISCUSSION ITEMS
a. Presentation and discussion regarding the Planning Process, Schedule, and Guiding
Principles for an Updated/New Westlake Academy Facility Master Plan.
6. BOARD RECAP / STAFF DIRECTION
7. ADJOURNMENT
Regular Session
1. CALL TO ORDER
2. ITEMS OF COMMUNITY INTEREST: President and Trustee Reports on Items of
Community Interest pursuant to Texas Government Code Section 551.0415 the Board of
Trustees may report on the following items: (1) expression of thanks, congratulations or
condolences; (2) information about holiday schedules; (3) recognition of individuals; (4)
reminders about upcoming Board of Trustee events; (5) information about community
events; and (6) announcements involving imminent threat to public health and safety.
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.
Page 2 of 3
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 the minutes from the December 3, 2018, meeting.
b. Consider approval of Resolution 19-01, Approving the 2019-2020 Academic
Calendar.
5. PUBLIC HEARING AND DISCUSSION CHARTER FIRST 2018 RATING BASED ON
SCHOOL YEAR 2016-2017 DATA AND ANNUAL FINANCIAL MANAGEMENT
REPORT.
6. FUTURE AGENDA ITEMS: Any Board member may request at a workshop and / or
Board meeting, under"Future Agenda Item Requests", an agenda item for a future
Board meeting. The Board member making the request will contact the Superintendent
with the requested item and the Superintendent will list it on the agenda. At the
meeting, the requesting Board member will explain the item, the need for Board
discussion of the item, the item's relationship to the Board's strategic priorities, and the
amount of estimated staff time necessary to prepare for Board discussion. If the
requesting Board member receives a second, the Superintendent will place the item on
the Board agenda calendar allowing for adequate time for staff preparation on the
agenda item.
7. 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 January 2, 2019, by 5:00 p.m. under the Open Meetings
Act, Chapter 551 of the Texas Government Code.
Kelly Edwards, Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs, please advise
the Town Secretary 48 hours in advance at 817-490-5710 and reasonable accommodations will be made
to assist you.
Page 3 of 3
Board of
Trustees
Item # 2 — Pledge of
Allegiance
Texas Pledge:
"Honor the Texas flag;
I pledge allegiance to
the, Texas, one state
under God, one and
indivisible. "
Board of
Trustees
Item # 3 — Review of
Consent Agenda Items
REVIEW OF CONSENT AGENDA ITEMS
a. Consider the minutes from the December 3, 2018, meeting.
b. Consider approval of Resolution 19-01, Approving the 2019-2020
Academic Calendar.
Board of
Trustees
Item #4 — Reports
REPORTS
Reports are prepared for informational purposes and will be accepted as presented.
(there will no presentations associated with the report items) There will be no separate discussion
unless a Trustee requests that report be removed and considered separately.
a. Quarterly Financial "Dashboard" report for the quarter ended November 30,
2018.
} ': estlake Academy Board of Trustees ,
TYPE OF ACTION
Workshop - Report
Westlake Board Meeting
Monday, January 07, 2019
Topic: Quarterly Financial "Dashboard"report for the quarter ended November
30, 2018.
STAFF CONTACT: Debbie Piper
Finance Director
Strategic Alignment
Vision,Value, Mission Perspective Curriculum Outcome
Ob'ective
Vision:Westlake Academy
inspires college bound
students to achieve their
highest individual Fiscal Stewardship PYP/MYP/DP Improve Financial
potential in a nuturing Stewardship
environment that fosters
the traits found in the III
Learner Profile.
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: September 1, 2018 Completion Date: November 30, 2018
Funding Amount: N/A Status - N/A Source- General Fund
EXECUTIVE SUMMARY(INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
The 1st quarter"Dashboard"report for the FY 2018-2019 is attached. Our goal is to have a concise
and easy to understand document regarding the financials of our Academy operating fund —
General Fund. The remaining funds are grant funds related to federal, state and local funds with
specific requirements as to the expenditures.
The columns represent: (1) (Tan) Prior Year (3-month actual amounts); (2&3) (Blue) Adopted
Budget and 15t quarter calculated budget; (4&5) (Pink)Amended Budget and 15t quarter calculated
budget; (6) (Tan) Actual I" quarter balances; (7&8) (Blue) Percentage and Amount variances
related to the Adopted Budget; and (9&10) (Pink) Percentage and Amount variances using the
Amended Budget.
If you will remember,we typically don't have the"Amended"columns included in the report until
later in the school year. Upon review of the original salaries, we noted 2 employees that should
have been coded to Function 31 Guidance & Counseling was budgeted in Function 11
Instructional. These amounts are shown correctly in the "Amended" Budget. We reclassed the
funds from Function 11 to Function 31 with no change to the total expenditures budgeted.
Please note the 81%beside the Blacksmith Donations in the revenue section. This represents the
average percentage of actual donations received as of the 1st quarter in the last two years. Because
the receipts are not evenly divided by 4 to correspond to the quarter, I believe this percentage is a
better indicator for the 1st Quarter budget amount.
A summary is presented at the bottom of the page indicating the net revenues over (under)
expenditures along with the projected ending fund balance for the Adopted Budget, Amended
Budget and the Actual YTD. The operating days remaining in Fund Balance have been calculated
using operating expenditures.
Please note the "Analysis" is color coded and corresponds to the specific line-item on the
"Dashboard" report. All "cautionary" and "critical" items are detailed with explanations of the
variances. Beside each major category or function on the analysis report, you will find a number
that reflects the exact variance in that function/line-item that corresponds to the percentage on the
"Dashboard".
RECOMMENDATION
Review of the financial information.
ATTACHMENTS
1) Quarterly Financial Dashboard—Quarter Ended 11/30/18
2) Analysis of Dashboard for Quarter Ended 11/30/18
3) Local Grants for Quarter Ended 11/30/18
WESTLAKE ACADEMY
General Fund
Quarterly Financial Dashboard
Quarter Ended 11/30/18
(1) (2) (3) (4) (5) (4) (5) (6) (7) (8)
FY 17/18 FY 18/19 ADOPTED FY 18/19 AMENDED FY 18/19 VARIANCE VARIANCE
REVENUES and OTHER SOURCES
1st Quarter Adopted 1st Quarter Amended 1st Quarter 1st Quarter Actual vs over(under) Actual vs over(under)
PY Actual Budget Budget Budget Budget CY Actual Adopted budget Amended budget
Local Other Local Revenue 6,523 47,300 11,825 47,300 11,825 2,325 19.7% (9,500) 19.7% (9,500)
Local Athletics 10,342 94,200 23,550 94,200 23,550 7,005 29.7% (16,545) 29.7% (16,545)
Local Parking Fees 2,455 15,000 2,625 15,000 2,625 1,670 63.6% (955) 63.6% (955)
Local Transportation Fees 5,520 10,500 3,750 10,500 3,750 585 15.6% (3,165) 15.6% (3,165)
Local Food/Beverage - 7,000 1,750 7,000 1,750 - 0.0% (1,750) 0.0% (1,750)
100% Local Town Contribution 315,000 315,000 315,000 315,000 315,000 315,000 100.0% 100.0%
Total Local Revenues 1,175,270 1,567,834 1,188,209 1,567,834 1,188,209 1,163,310 97.9% (24,899) 97.9% (24,899)
State All State Funding 1,671,215 6,802,412 1,700,603 6,802,412 1,700,603 1,718,997 101.1% 18,394 101.1% 18,394
State TRS On-behalf 94,881 477,583 97,496 477,583 97,496 129,153 132.5% 31,657 132.5% 31,657
Total State Revenues 1,766,096 7,279,995 1,798,099 7,279,995 1,798,099 1,848,150 102.8% 50,051 102.8% 50,051
Total Revenues and Other Sources $ 2,941,366 $ 8,847,829 $ 2,986,307 $ 8,847,829 $ 2,986,307 $ 3,011,460 100.8% $ 25,152 100.8% $ 25,152
Revenue Legend
Positive>95%
Cautious 75%-95%
Negative<75
FY 17/18 FY 18/19 ADOPTED FY 18/19 AMENDED FY 18/19 VARIANCE VARIANCE
EXPENDITURES and OTHER USES
1st Quarter Adopted 1st Quarter Amended 1st Quarter 1st Quarter Actual vs over(under) Actual vs over(under)
PY Actual Budget Budget Budget Budget CY Actual Adopted budget Amended budget
FUNCTION CODES
11 Instructional $ 1,188,112 $ 5,008,573 $ 1,355,362 4,862,573 1,316,054 $ 1,249,103 92.2% $ (106,258) 94.9% $ (66,950)
12 Resources&Media 20,454 90,935 24,227 90,935 24,227 22,256 91.9% (1,970) 91.9% (1,970)
13 Curriculum and Staff Dev 23,429 84,545 21,136 84,545 21,136 6,613 31.3% (14,524) 31.3% (14,524)
21 Instructional Leadership 37,237 170,216 45,637 170,216 45,637 41,168 90.2% (4,469) 90.2% (4,469)
23 School Leadership 216,090 924,198 260,601 924,198 260,601 258,387 99.2% (2,214) 99.2% (2,214)
31 Guidance&Counseling 73,257 321,867 85,478 467,867 124,785 124,243 145.4% 38,766 99.6% (542)
33 Health Services 15,406 72,919 19,584 72,919 19,584 18,375 93.8% (1,209) 93.8% (1,209)
36 CoCurricular Activities 89,652 219,169 63,231 219,169 63,231 89,701 141.9% 26,470 141.9% 26,470
41 Administration 95,427 308,772 124,424 308,772 124,424 102,801 82.6% (21,623) 82.6% (21,623)
51 Maintenance&Operations 247,225 947,445 269,097 947,445 269,097 236,398 87.8% (32,699) 87.8% (32,699)
52 Security Monitoring - 40,000 12,000 40,000 12,000 - 0.0% (12,000) 0.0% (12,000)
53 Data Processing 42,421 216,103 56,764 216,103 56,764 68,733 121.1% 11,969 121.1% 11,969
61 Community Services 31,084 138,322 37,241 138,322 37,241 36,204 97.2% (1,036) 97.2% (1,036)
71 Debt Service 167,067 167,068 166,200 167,068 166,200 166,005 99.9% (195) 99.9% (195)
Total Expenditures and Other Uses $ 2,246,861 $ 8,710,132 $ 2,540,981 $ 8,730,132 $ 2,540,981 $ 2,419,988 95.2% $ 120,993 95.2% $ 120,993
OBJECT CODES
61xx Payroll&Related 1,502,841 6,585,303 1,806,513 6,585,303 1,806,513 1,745,106 96.6% $ (61,407) 96.6% $ (61,407)
62xx Prof.&Contracted Services 236,600 1,056,617 305,317 1,056,617 305,317 254,397 83.3% (50,920) 83.3% (50,920)
63xx Supplies&Materials 129,975 419,674 105,919 419,674 105,919 116,314 109.8% 10,396 109.8% 10,396
64xx Other Operating Costs 210,377 481,470 157,033 481,470 157,033 138,165 88.0% (18,867) 88.0% (18,867)
65xx Debt Services 167,067 167,068 166,200 167,068 166,200 166,005 99.9% (195) 99.9% (195)
Total Expenditures and Other Uses $ 2,246,860 $8,710,132 $ 2,540,981 $ 8,710,132 1 $ 2,540,981 $ 2,419,988 11 95.2% 1 $ (120,993) 95.2% $ (120,993)
Expenditure Legend
Positive<100%
Cautious 101%-110% �►y„y
FY 17/18 FY 18/19 ADOPTED FY 18/19 AMENDED FY 18/19 iT
Summary 'S
1st Quarter Adopted 1st Quarter Amended 1st Quarter 1st Quarter
PY Actual Budget Budget Budget Budget CY Actual
Net Revenues Over(Under)Exp $ 694,506 $ 137,697 $ 445,326 $ 137,697 $ 445,326 $ 591,472
Beginning Fund Balance(Audited) 939,271 1,105,605 1,105,605 1,105,605 1,105,605 1,105,605
Ending Fund Balance $ 1,633,777 $ 1,2430302 $ 1,5500931 $ 10243,302 $ 10550,931 $ 1,6970077 y.-pal*WWI e*-'"�
Assigned Fund Balance 11,000 11,000 11,000 11,000 11,000 8,468
Ending Fund Balance(Unassigned) $ 1,622,777 $ 1,2320302 $ 1,5390931 $ 10232,302 $ 10539,931 $ 1,6880609
#of Operating Days(Unassigned) 71 52 65 52 65 71
Daily Operating Cost $ 23,008 $ 23,863 $ 23,863 $ 23,863 $ 23,863 $ 23,863
1
WESTLAKE ACADEMY
Analysis of Dashboard for Quarter Ended 11/30/2018
GENERAL FUND
REVENUES
0 Other Local Revenue—19.7%- (-$9,500)
• Other Local Revenue includes teacher substitute reimbursements, student technology use,
printing fees and miscellaneous revenue.
o Teacher substitute reimbursements are periodically provided by ESC Region 11 upon
the completion of instructional training, No reimbursements were received during the
1st quarter.
o The majority of the student fees are collected in August at the beginning of the school
year, and subsequently reported in 4t" quarter. Based on 2017-2018 receipts of
$44,133, 70% ($31,097)were collected in August.
O Athletic Revenue—29.7%-(-$16,545)
• A large portion of Athletic revenues, which are driven by student participation, are collected
during registration week in August of each year. Based on total receipts of$82,602 in FY 2017-
18, 32% ($26,790)was received in August 2018; therefore,this shortfall should even-out when
August collections for 2019 are received.
• Basketball, cheerleading and volleyball teams increased in participation,thus will increase
expected registration revenue.
O Parking Fees—63.6%- (-$955)
• Similar to the athletic revenue,the majority of parking fees are collected in August. Based on
2017-2018 receipts of$14,911, 80% ($11,876) were received in August 2018.
• This fee is based on the number of student drivers annually and will vary. Teachers are no
longer required to pay for parking.
O Transportation Fees—15.6%-(-$3,165)
• Similar to both athletic and parking revenues, a portion of transportation fees related to athletic
events are collected in August. Based on 2017-2018 receipts of$13,906, 17% ($2,300)were
received in August 2018.
• Transportation for instructional field trips is primarily received between November and April of
each year.
O Food/Beverage—0.0%- (-$1,750)
• The facility usage fee paid by the food contract service provider is paid twice per year. For FY
2018-2019, it will be in January and March 2019.
2
WESTLAKE ACADEMY
Analysis of Dashboard for Quarter Ended 11/30/2018
GENERAL FUND
EXPENDITURES — Function Code
O Guidance & Counseling (31)—145.4% ($38,766) (Adopted Budget)
99.6% (-$542) (Amended Budget)
• Due to role changes,the Diagnostician/Literacy Specialist and Dyslexia Specialist positions
were changed to Function 31 for the 2018-2019 fiscal year. In the 2017-2018 fiscal year,
these positions were budgeted in Function 11 (Instruction). Please note the funds have been
reclassed from Function 11 to Function 31 in the Amended Budget Column. The total
expenditures did not change.
• Speech Pathologist and Licensed Specialist in School Psychology(LSSP) contracted services
increased during the V quarter. TEA's corrective action plan regarding the "Child Find" legal
requirement shortens the response to intervention (RTI) process,thus increasing the number
of students evaluated for special education services. The evaluations include testing,
observing, documenting results, having conversations with parents, and spending time in ARID
meetings.
O Extra-/Co-Curricular Activities (36)—141.9% ($26,470)
• Due to the heavy rains in September and October, many home soccer games had to be
rescheduled at non-home fields, which increased transportation usage.
• A third junior high volleyball team and two basketball teams were added due to increased
participation, subsequently costs increased for uniforms and additional coaching stipends.
• For the first time in Westlake Academy history,the varsity football team advanced to the
playoffs. This increased costs for field rentals and athletic officials. The varsity team uniforms
were also scheduled for replacement and were purchased in September.
• Cheerleading leadership and scope of instruction was restructured to include a dance
component.This increased the number of participants from 23 to 36,which also increased
the need for two additional coaching stipends.
• Planned changes to the athletic program, which will maximize cost efficiency for the
remainder of the 2018-2019 school year, include:
o Additional coaches driving buses for athletic events. Two athletic coaches have
received CDL licensing and are fully certified to drive the buses. One additional coach is
in the testing process.These changes will minimize the need for rental transportation.
o Eliminating the women's winter season soccer team and spring season softball team.
These teams have steadily decreased in participation,which will decrease or eliminate
costs for stipends, supplies, equipment and transportation. More participants are
choosing basketball and volleyball over these sports.
3
WESTLAKE ACADEMY
Analysis of Dashboard for Quarter Ended 11/30/2018
GENERAL FUND
O Data Processing (53)— 121.1% ($11,969)
• Several Technology Department computers and iPads were replaced to provide the older
equipment to staff and students for temporary use. The older student/staff iPads and laptops
will be replaced during the Summer 2019. No other major purchases are anticipated;
therefore,the budget will even out as the year progresses.
EXPENDITURES— Object Code
O 63XX Supplies & Materials— 109.8% ($10,396)
• Athletics
o Additional junior high volleyball and basketball uniforms were purchased (see
notation under Function 36).
o Scheduled uniform purchases for football were all made in September 2018.
• Technology
o Library digital resources (see notation under Function 12).
o Increased cost in technology purchases, replacing outdated computers and iPads
(see notation under Function 53).
• Testing
o Student registrations for AP and IB examinations have been paid. Additional student
payments are expected during the 2nd quarter.
4
WESTLAKE ACADEMY FY 2017-2018 LOCAL GRANT SUMMARY
as of November 30, 2018
Source of Fund Board Approval Grant Remaining Notes/
Description of Grant Amount Grant Amount Total Total Total Expended Expended Expended All
Grant Number Date Balance Comments
Awarded Received FY 17/18 FY 18/19 Years
WAF(EF35.05)Endowment Funds:QUINN
484 Quinn:Healthy Blacksmiths Challenge ILT 10/14/18 $ 569.00 $ $ $ $ 569.00
Sub-Total:WA Foundation-Endowment Quinn $ 569.00 $ $ $ $ $ 569.00
WAF(EF35.03)Endowment Funds: BRADLEY
497 Bradley:Travel Grant 2,500.00 2,500.00
Sub-Total:WA Foundation-Endowment Bradley $ 2,500.00 $ $ $ $ $ 2,500.00
WAF(EG31)Other Allotments
484(37) Donations:After-School Dyslexia Tutoring $ 15,000.00 $ $ 2,747.66 $ $ 2,747.66 $ 12,252.34
484(43) Angel Funds(G6) 1,675.00 550.00 550.00 1,125.00
484(47) Donations:Library Grant 7,500.00 - - 7,500.00
484(54) Donations:Undesignated awards 145,000.00 - - 145,000.00
484(55) Donations:Student Travel Awards 10,000.00 500.00 660.00 1,160.00 8,840.00
484(63) GN Fund-An-Item(PYP Science Lab) 20,000.00 17,781.12 - 17,781.12 2,218.88
484(64) GN Fund-An-Item(STEAM Resource Room) 45,000.00 42,820.08 2,179.92 45,000.00 CLOSED
Sub-Total:Other WA Foundation Allotments(WA) $ 244,175.00 $ $ 64,398.86 $ 2,839.92 $ 67,238.78 $ 176,936.22
484 Baja FAI(Legacy Teacher Fund) 95,363.44 95,363.44 95,363.44 95,363.44 CLOSED
484 GN FAI - - - - -
Sub-Total:WA Foundation FAI Allotments $ 95,363.44 $ 95,363.44 $ $ 95,363.44 $ 95,363.44 $ -
TOTAL FOUNDATION GRANTS AND ALLOTMENTS $ 342,607.44 1 $ 95,363.44 1 $ 64,398.86 1 $ 98,203.36 1 $ 162,602.22 1 $ 180,005.22
5
Board of
Trustees
Item # 5 — Discussion
Items
DISCUSSION ITEMS
a. Presentation and discussion regarding the Planning Process, Schedule, and
Guiding Principles for an Updated/New Westlake Academy Facility Master Plan.
estlake Academy Board of Trustees }}
TYPE OF ACTION
Workshop -Discussion Item
Westlake Board Meeting
Monday, January 07, 2019
Topic: Discussion of the Planning Process, Schedule, and Guiding Principles for
an Updated/New Westlake Academy Facility Master Plan.
STAFF CONTACT: Tom Brymer, Town Manager/Superintendent, Westlake Academy
Strategic Alignment
Vision,Value, Mission Perspective Curriculum Outcome
Ob'ective
Respect for Self and Citizen,Student& Improve the
Others Stakeholder PYP/MYP/DP Efficiences of
Operational Systems
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: December 3, 2018 Estimated Completion Date: December 9, 2019
Funding Amount: $85,000 (up to) Status - Funded Source - Capital Projects Fund
EXECUTIVE SUMMARY(INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
A detailed chronology of the Town Council and Board of Trustee meetings where this topic has
been discussed over the last several months is contained in the attached memorandum from the
Town Manager/Superintendent.
At the December 3, 2018 Board of Trustee workshop, representatives from Stantec (the
architectural firm retained by the Town Council to update and/or revise the WA campus master
plan), along with Staff, provided input to and solicited input from the Board regarding this
proposed campus planning process, its schedule, as well as discuss and receive Board input on
draft guiding principles for this process. The Board requested that this discussion be continued
at its January 7, 2019 workshop. The Board requested leavers data and draft guiding principles
for further discussion before giving direction on this campus master plan.
RECOMMENDATION
Review leavers information as well as draft guiding principles. Also, identify any draft guiding
principles the Board is interested in considering as a part of this planning effort. Discuss the
process as well as next steps and provide direction to Stantec and Staff.
ATTACHMENTS
1. Memo dated 5 3 18 from Town Manager/Superintendent outlining a proposed process for
moving forward on capital planning for Westlake Academy facilities.
2. Memo dated 12 21 18 from Town Manager/Superintendent outlining Council/BOT
discussions since late 2017/early 2018 on this iteration of facility master planning for
Westlake Academy.
3. Proposed process and schedule for preparing an updated/new campus facility master plan
for Westlake Academy.
•
MEMORANDUM
Date: May 1 , 2018
TO: Honorable Mayor and Town Council/Board of Trustees
FROM: Tom Brymer, Town Manager/Superintendent
SUBJECT: Capital Improvement/Facility Planning for Westlake Academy
Background and Purpose of this Memorandum
WA campus facility master planning was discussed at a joint Town Council/Board
of Trustees workshop on February 5, 2018. Much discussion between Staff and
the Council/Board ensued, with a consensus that further discussion on this topic
was needed.
Specifically, the discussion on February 5t" with the Council/Board focused on
the need and desire to re-address capital improvement planning for Westlake
Academy. Presently we have a multi-year Westlake Academy (WA) Campus
Facility Master Plan that was adopted by the Town Council on November 12,
2012 and by the Board of Trustees on November 5, 2012. Much time and effort
as well as financial resources were invested in this Plan. Since it has been
almost six years since it was approved and adopted, it is time to re-examine the
Plan again, if for no other reason than to make sure it is still meeting the Town's
needs for its school, Westlake Academy.
The purpose of this memorandum is to outline a proposed process for
moving forward on capital planning for Westlake Academy facilities.
CIP Process Generally and How WA Facility Planning Fits into It
The purpose of the Town's 5 Year Capital Improvement Plan (CIP) is to be a
proactive tool that identifies projects for serious consideration that involve
investing in new infrastructure or investment in existing infrastructure. The CIP
tool is intended to achieve the outcome of insuring that the Town is
adequately planning for, and investing in, both its new and existing
infrastructure. Identification of capital project needs is important, so they can
be considered holistically in conjunction with the operating financial needs of the
Town in the annual budget. This in turn allows the Council/Board to make
balanced long-term decisions about both the Town's services and its
Page 1 of 4
•
infrastructure within the context of the Town's financial requirements and
financial condition.
As a subsidiary capital improvement plan, this current WA Campus Facility Plan
(Plan) identifies projects that may be needed over a defined planning period.
The importance of the Plan cannot be overstated if for no other reason than it
allows the Town to avoid planning the campus in an incremental as opposed to a
long range, holistic fashion.
Once the Plan identifies projects (through a lengthy vetting process involving
Staff and the Council) and Council is agreed to begin tentatively considering
them, these projects are then placed in the Town's overall 5 Year Capital
Improvement Plan.
The Town's overall 5 Year CIP, in addition to possible WA capital projects,
contains a variety of other identified capital projects including streets and
drainage projects, fire stations and other public buildings, as well as parks other
public infrastructure. All this capital improvement planning must consider the
timing of projects, their priority, as well as the sources and uses of the financial
resources necessary to fund for them.
Recommended Process for Westlake Academy Capital/Facility Planning
Staff is recommending the Council/BOT's consideration of a "three pronged"
approach, with parallel pathways conducted concurrently which ultimately
intersect, thus moving us forward in both the short in the long term.
First Step - Define and Identify Immediate WA Facility Needs. This requires
a definition that both the Staff and the Council/Board are in consensus with
regarding the term "immediate need" in the context of planning WA facility needs.
Leadership Team members at both WA and in the Municipal portion of the Town
organization have been working on such a definition. It is:
An immediate need for WA capital/facility planning is a facility need that, if
unaddressed over the next two years, will create an inability to fulfill WA's VVM
while posing a substantial physical, social-emotional, and/or academic risk to the
success of the academy staff and/or students. To determine WA's critical mass
the following criteria will be assessed using a risk-analysis model. compliance,
cost, and quality of student learning.
• Compliance includes federal and state guidelines, IB Standards and
Practices, strategic plan, and directives from the Board of Trustees.
Page 2 of 4
•
• Cost includes the actual financial outlay for each item being considered in
addition to costs associated with alternative service delivery options.
• Quality of student learning refers to the ability of the academy to meet with
unique educational needs of all learners while ensuring successful
implementation of the IB curriculum.
Short term as used here would be a period from now through the next 2 years.
This definition of an "immediate need" project must create a "distillation" process
which results in what is basically a forced ranking, i.e. a project that is so
critical that WA's ability to deliver educational services at the level it now
does, is clearly affected deleteriously. Further, the current WA facility
would also need to be reviewed to see if any of the Phase 2 and 3 projects
identified in it should be considered as immediate need projects.
Second Step - Begin the Medium and Long-Term Facility Planning Process
for WA while considering immediate need projects. This would involve the
following steps:
• Review of the Current WA Facility Plan- this review would have as its
objective to identify which projects in the current Plan are still viewed as
valid and which are not.
• For those projects viewed as still valid, seek agreement on their
timing. It is recommended a time frame category be assigned to these
projects still viewed as valid. This could be done several ways, but often
simpler is better when going through this exercise. For example, "medium
term" projects could be those with a 3-5-year time frame while long-term
projects could be those with a 5 year plus planning horizon.
• Retaining services of a school demographic forecasting firm to
review previous student population growth forecasts related to residential
growth in Westlake and make new forecasts based on this Westlake
residential growth. This effort is underway using SDS, a school
demographics analysis and forecasting firm that was used for the current
WA Campus Facility Plan.
• Deciding to use the services of a qualified school facilities planning
firm to assist in updating the WA Campus Facility Plan. These firms
are often architectural firms that design school facilities. It is important
that a selected firm understand WA in terms of the type of school it is and
what differentiates WA. The scope of this engagement would need to be
Page 3 of 4
•
refined, i.e. should the plan examine only what is being offered by WA
today or take a more future focus in terms of educational programming
that might be needed over the next 5-10 years? Is facility planning at WA
only going to focus on buildings, but other facility related planning needs
such as land?
Third Step - Intersection and Reconciliation of Immediate Needs Projects
with the Campus Facility Plan. This is especially important if the decision is
made to update the Plan for medium and long-range projects so that any
immediate need project(s) would not represent an impediment to the execution of
longer term projects (or vice versa). This reconciliation would need to occur
concurrent to and early in the medium and long-range project planning process
so both processes could move forward in tandem and not conflict.
Conclusion
Any process for capital improvement planning has both pros and cons. The
recommended process outlined here certainly can be argued to have its pros and
cons as well. However, considering all the factors involved, this process has, in
Staff's view, the strongest ability to move us forward in a manner best suited to
support the Town's and WA's vision, mission, and values. This process best
addresses the need to properly plan for Westlake Academy's facility needs both
for the near term and over the next 5-10-year planning horizon.
Page 4 of 4
4_�w
T H E T O W N 0 IF
WESTLAKE
DISTINCTIVE DY DESIGN
MEMORANDUM
Date: December 21, 2018
TO: Honorable Mayor and Town Council
FROM: Tom Brymer, Town Manager/Superintendent
SUBJECT: Background on Process to Date Regarding Updating the Westlake
Academy Facility Master Plan
Process to Date
The WA Campus Facility Master Plan (Plan)was discussed as to the possibility of
funding an update to this Plan at the Budget Retreat last summer during
preparation of the FYI 7-18 Budget. No funding was included in the FY 17-18 Budget
to retain professional services to update this six-year old Plan, although the Council
indicated willingness to consider funding it by approaching the Texas Student Housing
Association (TSHA) for such funding.
Prior to initiating such discussions with TSHA, Staff initiated a joint Town
Council/Board of Trustees workshop discussion on this topic of updating this Plan which
was held on February 5, 2018. The purpose of this discussion was to obtain consensus
on the scope of services for updating the Plan prior to requesting any funding from the
TSHA. Much discussion between Staff and the Council/Board ensued on February 5th,
with a consensus that further discussion on this topic was needed.
Further discussion was held at the Board of Trustee's May 7, 2018 workshop. At this
May 71h BOT workshop Staff presented a memorandum which contained
recommendations for moving forward on capital improvement planning at WA by:
• defining "immediate need"to identify WA capital project(s)that might be
recommended to address that immediate need,
• beginning to address medium and long-range projects via a process that considers
medium and long-range facility planning within the context of both reviewing the
existing Campus Facility Master Plan and any effort to re-visit and update that
Plan, and
• creating an intersection and reconciliation of any identified immediate need
capital project with the Campus Facility Plan, either in its current form or as it
may be revised through an update process.
i5oo Solana Blvd., Bldg. 7, Suite 7200 Westlake, Texas 76262
Metro: 817-430-0941 - Fax: 817-43o-i8I2 - www.westlake-tx.org
4_�w
T H E T O W N 0 IF
WESTLAKE
DISTINCTIVE BY DESIGN
Additionally, Staff has been meeting since the May 7th workshop with a school
planning/architectural firm, Stantec, about the services their firm could provide that
would assist the Board/Council and Staff in this effort. Stantec was scheduled to present
to the Board of Trustees' workshop meeting for September l Oth, however, that meeting
was cancelled due to lack of a quorum. However, representatives from Stantec did meet
with the Town Council at their September 24, 2018 workshop to share their thoughts on
recommended steps to move our process forward as well as services they provide clients
to that end. Also, the Council was provided a summarized statement of qualifications of
Stantec's qualifications. Council consensus at their September 24th meeting was to move
forward with considering Stantec for this planning engagement.
At their October 29, 2018 Regular Meeting, the Town Council approved a resolution
which approved a contract with Stantec for up to $85,000 for WA master planning
services. Further, the resolution authorized the Town Manager/Superintendent to execute
on behalf of the Town, an architectural planning services contract to provide this new ten
(10) year facilities master plan for Westlake Academy. Further, the resolution authorizes
the Town Manager to make funding changes to this contract via a change order not to
exceed $25,000. It should be noted that the scope of services, which is set out in the
contract, includes review of the current WA master facilities plan for items contained in it
that may be recommended for retention in the next iteration of a WA master plan.
It should also be noted that as a part of this engagement that Stantec and the Staff are
recommending a two-tiered participation/involvement approach. By two-tiered it is
meant to have a Staff team comprise the first tier. The Town Manager would designate
the Staff team for this project to be co-chaired by the Director of Facilities and the WA
Executive Director. They would in turn designate staff members to participate on the
Staff team with them, subject to the approval of the Town Manager/Superintendent.
A second tier of participation/involvement would include any stakeholders (constituent
groups) representatives the Council would like to include in this process. Designation of
the second-tier involvement group can be made by the Council later after the facility
planning process has had an opportunity to proceed beyond initial data gathering and
input steps. However, Staff recommends that the Council begin considering who those
individual and the groups they represent might be as well as how large in number this
group should be (note: group size will impact the pace of the planning process).
Council involvement will occur as we near the point in the process where we have some
draft recommendations to consider. However, there also will likely be Council
involvement needed at key milestones along the way for Council input and direction on
i5oo Solana Blvd., Bldg. 7, Suite 7200 Westlake, Texas 76262
Metro: 817-430-0941 - Fax: 817-43o-i8I2 - www.westlake-tx.org
4_�w
T H E T O W N 0 IF
WESTLAKE
DISTINCTIVE BY DESIGN
critical planning parameters such as, for example, desired enrollment levels for Westlake
Academy.
On December 3, 2018, the Board of Trustees held a workshop with Stantec and Staff to
discuss guiding principles and the process recommended for moving the planning process
forward on this WA Facility Master Plan. Representatives from Stantec, along with
Staff,provided input to and solicited input from the Board regarding a proposed campus
planning process, its schedule, as well as discuss and receive Board input on draft guiding
principles for this process. The Board requested that this discussion be continued at its
January 7, 2019 workshop. The Board requested leavers data and draft guiding principles
for further discussion in January before giving direction on this campus master plan.
FUNDING& COST
Funding in the amount of $85,000 is contained in the Approved FY18-19 Town of
Westlake municipal budget as approved by the Town Council last month. The
recommended funding source for this engagement would be the monies contained in the
WA Capital project that have been provided per economic development agreements by
residential developments that have occurred in Westlake in the last 5 years (Granada,
Entrada, Quail Hollow, etc.) for the express purpose of use for Westlake Academy.
The fee to provide the services identified in the agreement with Stantec shall be provided
on an hourly rate basis not to exceed $81,310. This fee is based on the number of
meetings identified in the attached Project Task Worksheet and the Scope of Work
identified above. Any adjustments in the scope and number of meetings may require an
adjustment in the "not to exceed" price. No adjustments will be made without prior
written consent of the Town. In addition to this fee, Stantec shall be reimbursed for
printing associated with "Phase 4 - Evaluation" as well as additional hours required
should additional site(s) be evaluated, and any three-dimensional conceptual facility
renderings be provided. Not included in this proposal is an assessment of the existing
facilities as it relates to material and equipment maintenance and repair needs and related
life-cycle cost analyses.
i5oo Solana Blvd., Bldg. 7, Suite 7200 Westlake, Texas 76262
Metro: 817-430-0941 - Fax: 817-43o-i8i2 - www.westlake-tx.org
Westlake Academy IB Charter School I Master Planning Process
6,:/ PHASE I - PHASEII PHASE III 4PHASE IV
Framework D i s c o v e r y E x p [ o r a t i o n Recommendations
• Clarify expectations 0 Define vision 0 Create facility program 0 Define project guidelines
• Establish parameters 0 Engage stakeholders 0 Establish priorities 0 Finalize deliverable
• Identify players Evaluate site options
• Define process Identify cost implications
• Establish timelines
• Identify cost targets
® Stantec
Westlake Academy IB Charter School
Master planning Schedule _ •
rk
NOV • A A
October 22 "Plan the Plan" Meeting 1 5 10 15 20 25 30
November 16 Leadership Committee: "Plan the Plan" Follow up.
Review Schedule and Plan. -HASE 2—Discovery
November 25-30 Leadership Committee :Vision, Mission and Goals DEC -Q
Early December Board of Trustees:Vision, Mission and Goals 1
5 10 15 20.............25 •••••••••••• 31
December 10-14 1s'Day: Planning Committee: Understand Westlake PHASE
academy through your eyes.Vetting facility assessment, L
O2nd Day: Listening sessions with Planning Committee JAN 0 0
Contributors, Department Heads, and Staff.
1 5 10 15 20 25 31
December 20 to Christmas Break
January 7
January Revised facility assessment and follow up with Planning FEB A —
Committee, Contributors, Department Heads, and Staff.
1 5 10 15 20 25 28
January 25+ Summary of Discovery Phase.
February Concept Phase: Stantec develops recommendations and - Concept
meets a few times w/Leadership Committee for feedback.
Planning Committee and additional groups are brought in as MAR I!hg�--
necessary. 1 5 10 15 20 25 31
March Recommendations Presented
to Leadership Group,to Board of Trustees, to stakeholders
and the community. APR 0 0 00 0 — *n-- 0
April Evaluation Phase 1 5 10 15 20 25 30
Winter Break *Board of Trustees Mtg 0 Leadership Committee Mtg 0 Planning Committee Mtg 0 Other Meetings ® Stantec
{ ' Westlake Academy IB Charter School I Master planning Organization Chart
k }
Board of Trustees
Leadershi p Committee Stakeholder Focus Group Public Forums
Tom Brymer,Superintendent/Town Manager Ginger Autry,Director of Westlake Community Members
CHAIR Communications/Community Affairs
CHAIR
Stantec Mechelle Bryson,Ed.D.,Executive Director Westlake Academy Foundation Representative Secondary Enrollment Community Members
Master Planning Team Troy Meyer,Director of Facilities Westlake Academy House of Commons Business Community Members
Representative
Amanda DeGan,Assistant Town Manager Westlake Academy Athletic Club Community Stakeholders
Representative
Debbie Piper,CFO Campus Leadership Team Other Westlake Community Organizations
Westlake Academy/Town of Westlake Teachers,Parents and Students
Planning Committee
Mechelle Bryson,Ed.D.,Executive Director
CHAIR
Troy Meyer,Director of Facilities
Rod Harding,Primary Principal
Stacy Sto anoff,Secondary Principal
Planning Committee Contributors
Jennifer Furnish,Secondary AP
Beckie Paquin,Primary AP
Ian Burt,Director of Athletics
Jarrod Greenwood,Public Works Director
Jason Power,Director of Information Technology
Dr.James Owen,DP Coordinator
Alison Schneider,PYP Coordinator
Terri Watson PYP Coordinator
Academy Department Heads
Science,Language A(English),Language B(LOTE),
Math,Humanities,Fine Arts,Technology,Food Service
and PE
Academy Faculty/Staff Stantec
0 Westlake Academy IB Charter School I Master planning Committee Structure - Roles and Responsibilities
Board of Trustees Leadership Committee
• Primary Contact with and directs Stantec Team
Leadership Committee Project Oversight/Review
Tom Brymer,Superintendent/Town Manager 0 Reports directly to Board of Trustees with Recommendations and Proposals/Plans
CHAIR 0 Leads/Directs all other Master Plan Committees/Groups
Mechelle Bryson,Ed.D.,Executive Director 0 Leads/Consults with Stakeholder Focus Group with regard to utilization of Public Forums, Public Relations and
Troy Meyer,Director of Facilities
communications with public.
Amanda DeGan,Assistant Town Manager Decision-Maker on process, contents, overall goals and priorities and outcomes
Debbie Piper,CFO 0 Provides/Authorizes others to provide all requisite information for Master Planning effort with regard to financial targets,
Westlake Academy/Town of Westlake
budgets, demographics, enrollment data, facilities data and any other information required by Stantec Team
Planning Committee • Meets on a monthly bases for duration of project.
Mechelle Bryson,Ed.D.,Executive Director
CHAIR Planning Committee
Troy Meyer,Director of Facilities 0 Works directly with Stantec Team in the development of Master Plan with regard to educational programming
Rod Harding,Primary Principal
Stac Sto anoff,Secondar Principal requirements, facility requirements, and site requirements
• Reports directly to Leadership Committee with educational, facility and site Master Plan recommendations and
proposals
• Coordinates input/involvement of Planning Committee Contributors and Westlake Academy Faculty and Staff
• Provides/Authorizes others to provide all requisite information for Master Planning effort regarding program and
enrollment data, educational technology, master schedules, curriculum requirements, facilities use data and any other
information required by Stantec Team
• Meets on a regular basis during master planning and programming phases.
® Stantec
{ k
Westlake Academy IB Charter School Master planning Committee Structure - Roles and Responsibilities
Planning Committee Contributors Planning Committee Contributors
Jennifer Furnish,SecondaryAP
Beckie Paquin Prima AP As directed or requested by Planning Committee, Planning Committee Contributors will provide required information for and/or
Ian Burt,Director of Athletics participate in selected meetings,workshops or efforts during the Master Planning process. Participation and involvement is at the
Jarrod Greenwood,Public Works Director discretion of the Planning Committee
Jason Power,Director of Information Technology
Dr.James Owen,DP Coordinator Westlake Academy Faculty and Staff
Alison Schneider,PYP Coordinator As directed or requested by Planning Committee,Westlake Academy Faculty and Staff will provide required information for and/or
Terri Watson,PYP Coordinator participate in selected meetings,workshops or efforts during the Master Planning process. Participation and involvement is at the
Academy Department Heads discretion of the Planning Committee
Science,Language A(English),Language B(LOTE),
Math,Humanities, Fine Arts,Technology, Food Service Stakeholder Focus Group (SFG)
and PE SFG serves to provide feedback to the Leadership Committee and Board of Trustees.
Academy Faculty/Staff SFG advises Leadership Committee regarding communications with the public/community and involvement of Westlake Academy
organizations towards the review and development of the Master Plan.
Stakeholder Focus Group SFG Primary Objective is to lead,coordinate, plan any Public Forums needed—as determined by the Leadership Committee—for
Ginger Autry,Director of Communications/Community input and feedback from the Westlake Community.
Affairs CHAIR 0 Membership of SFG will include Westlake Academy Foundation, HOC, and WAAC representatives (as determined by each and
Westlake Academy Foundation Representative reviewed and approved by Leadership Committee)
Westlake Academy House of Commons 0 Upon approval and review of Leadership Committee,SFG will author, coordinate and issue all public statements, press releases and
Representative other public/social network communications.
Westlake Academy Athletic Club SFG will meet as required.
Representative
Campus Leadership Team
Teachers,Parents and Students Public Forums
• Community meetings,forums or workshops to engage Westlake Community to seek feedback, response to or
Public Forums contributions/suggestions for the Master Plan development
Westlake Community Members 0 Forums may be held to gain feedback on singular or multiple issues,and/or to review elements of the master plan.
• Forums may also be held to present the Master Plan for community review and input.
Secondary Enrollment Community Members Public Forums will be controlled,coordinated and led by SFG.
Business Community Members Public Forum topics,issues and dates will be reviewed and authorized by Leadership Committee in consultation with the Board of
Community Stakeholders Trustees.
Other Westlake Community Organizations 0 Public Forums will be conducted on an as need/pre-determined basis. 4Sta ntec
Westlake Academy IB Charter School I Phase One Project Schedule
a
Master Planning
......................................................
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
2018
Master Planning Schematic Design Bidding&
Construction Documents Construction
Design Development Negotiation
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
2019
Construction Renovation
0 0 —k - ,
.....................................................
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
2020
.......... School out of Session Construction Completion/Building Occupancy School Opens/ First Day of Class ® Sta ntec
Board of
Trustees
Item #6 — Board Recap /
Staff Direction
BOARD RECAP / STAFF DIRECTION
Board of
Trustees
Item # 7 — Adjournment
Work Session
ITEMS OF COMMUNITY INTEREST: President and Board of
Trustee Reports on Items of Community Interest pursuant to
Texas Government Code Section 551.0415 the Board of
Trustees may report on the following items: (1) expression Trustees
of thanks, congratulations or condolences; (2) information
about holiday schedules; (3) recognition of individuals; (4)
reminders about upcoming Board of Trustee events; (5)
information about community events; and (6)
announcements involving imminent threat to public health Item # 2 — Items of
and safety. Community Interest
✓ Coffee&Conversation with the Mayor/Board President
Monday, January 7, 2019; 8:00—9:30 am
Marriott Solana Hotel —Great Room
✓ Board of Trustees Work Session/Meeting
Monday,January 7, 2019*
Westlake Town Hall, Solana Terrace-BIdg.7, Suite 7100 -Council Chambers
✓ Town Council Work Session/Meeting
Monday,January 7, 2019*
Westlake Town Hall, Solana Terrace-BIdg.7, Suite 7100 -Council Chambers
✓ Westlake Academy Staff&Students Return
Monday, January 7, 2019—Staff return
Tuesday,January 8, 2019—Students return
✓ Westlake Historical Preservation Society(WHPS) Board Meeting
Tuesday,January 8, 2019; 6:00 pm*
Westlake Town Hall, Solana Terrace-BIdg.7, Suite 7100 -Council Chambers
✓ Westlake Academy Class of 2018 Alumni Reunion &IB Diploma Programme Ceremony
Thursday, January 10, 2019; 1:45 pm (Program only)
WA Campus- Gym
✓ Public Art Competition Advisory Committee Meeting
Monday,January 14, 2019; 11:00— 1:00 pm*
Westlake Council Chambers, Solana Terrace, Bldg. 7-Suite 7100, First Floor
✓ Planning &Zoning Commission Work Session/Meeting
Monday,January 14, 2019*
Westlake Town Hall, Solana Terrace-Bldg.7, Suite 7100 -Council Chambers
✓ Westlake Academy Danish&Dialogue w/school leaders
Thursday, January 17, 2019; 8:00 am—9:00 am
WA Campus—Sam &Margaret Lee Fieldhouse Classroom
-Open to all Westlake& WA parents/grandparents:current and for those considering or wanting to learn more
about our community's charter school.Check out this month's topic: College Readiness Data w/College
Counselor Carl Tippen
✓ Westlake Academy&Municipal Offices CLOSED in Observance of Martin Luther King,Jr. holiday
Monday,January 21, 2019
✓ Town Council Work Session/Meeting
Monday,January 28, 2019*
Westlake Town Hall, Solana Terrace-Bldg.7, Suite 7100 -Council Chambers
*For meeting agendas and details on WA calendar events or Municipal calendar events, please visit the Westlake
Academy website or the Town of Westlake website for further assistance.
Board of
Trustees
Item # 3 — Citizen
Comments
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 # 4 — Consent
Agenda
CONSENT AGENDA: All items listed below are considered routine by the Board of
Trustees and will be enacted with one motion. There will be no separate discussion of
items unless a Board member or citizen so requests, in which event the item will be
removed from the general order of business and considered in its normal sequence.
a. Consider the minutes from the December 3, 2018, meeting.
b. Consider approval of Resolution 19-01, Approving the 2019-2020
Academic Calendar.
WESTLAKE ACADEMY
BOARD OF TRUSTEES MEETING
December 3, 2018
PRESENT: President Laura Wheat, Trustees: Alesa Belvedere, Carol Langdon, and Greg
Goble. Rick Rennhack arrived at 5:08 and Michael Barrett arrived at 5:10
ABSENT:
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
Secondary Asst. Principal Jennifer Furnish, Director of Finance
Debbie Piper, Director of Facilities & Parks Troy Meyer, Manager
Jon Sasser, and Public Works Director Jarrod Greenwood
Work Session
1. CALL TO ORDER
President Wheat called the work session to order at 5:02 p.m.
2. PLEDGE OF ALLEGIANCE
President Wheat led the Pledge of Allegiance to the United States and Texas flags.
BOT Minutes 12/03/18
Page 1 of 4
3. RECOGNIZING THE NO ONE EATS ALONE PROGRAM.
Mrs. Furnish introduced Miss. Loren Snead.
Miss Snead provided an overview of the program and the meaning of students wearing a
wristband, which lets new students know they are available to join them for lunch.
Discussion ensued regarding the program and the number of students wearing the
wristband in grades 6-12.
4. RECOGNIZING THE FALL SPORTS TEAMS.
Coach Alan Burt provided an overview of the championships.
Coach Amanda Cawthra - Country Men's State Champions and overall Men's and
Women's State Champions
Coach Deric DeMoss - CoEd Soccer Team State Champions
Coach John Beaudry - Girls Varsity Volleyball State Champions
Coach Alan Burt also mention that the Football team advanced to the state finals.
S. REPORTS
a. Report on the proposed parent survey for school year 2018-2019.
6. REVIEW OF CONSENT AGENDA ITEMS LISTED ON THE REGULAR MEETING
AGENDA.
No additional discussion.
7. DISCUSSION ITEMS
a. Presentation and discussion of the FY 2017-2018 annual audit report from Weaver
and Tidwell, L.L.P.
Mr. DeBurro, Weaver and Tidwell, L.L.P., and Director Piper provided a presentation
and overview of the audit report.
b. Discussion of the Planning Process, Schedule, and Guiding Principles for an
Updated/New Westlake Academy Facility Master Plan.
Mr. Terry Hoyle, Mr. Diego Barrera and Ms. Barbara Rystrom, Stentec, provided a
presentation and overview of the master planning processes
BOT Minutes 12/03/18
Page 2 of 4
Discussion ensued regarding the addition of team members to the Community Group
to include: retired resident, a resident with children currently enrolled, a resident that
be enrolling children in the future, and determine if those appointments should be
made by the Town Council.
Additional discussion included managing expectations, feasibility studies during this
process, feasibility study from a philanthropic donor, the Board receive updates
similar to the Council development update, enrollment projections provided by SDS,
enrollment assumptions, maximum enrollment, and establishing the maximum
number of students.
8. BOARD RECAP / STAFF DIRECTION
Report showing the financial impact regarding attendance.
Items as discussed during the facility planning item.
9. ADJOURNMENT
President Wheat adjourned the work session at 8:20 p.m.
Regular Session
1. CALL TO ORDER
President Wheat called the regular session to order at 8:20 p.m.
2. ITEMS OF COMMUNITY INTEREST
Mr. Sasser provided an overview of the upcoming events.
3. CITIZEN COMMENTS
No one addressed the Board.
4. CONSENT AGENDA
a. Consider approval of the minutes from the October 29, 2018, meeting.
b. Consider approval of the minutes from the November 5, 2018, meeting.
c. Consider approval of Resolution 18-14, Approving the Fiscal Year 2017-2018
annual audit report from Weaver and Tidwell, L.L.P.
d. Consider approval of Resolution 18-15, Approving a trip to Canada regarding
French Language Immersion Experience in Quebec.
BOT Minutes 12/03/18
Page 3 of 4
MOTION: Trustee Rennhack made a motion to approve the consent
agenda. Trustee Langdon seconded the motion. The motion
carried by a vote of 5-0.
5. FUTURE AGENDA ITEMS
No future agenda items.
6. ADJOURNMENT
There being no further business before the Board, President Wheat asked for a motion to
adjourn the meeting.
MOTION: Trustee Rennhack made a motion to adjourn the regular session.
Trustee Belvedere seconded the motion. The motion carried by
a vote of 5-0.
President Wheat adjourned the regular session at 8:21 p.m.
APPROVED BY THE BOARD OF TRUSTEES ON JANUARY 7, 2019.
ATTEST:
Laura Wheat, President
Kelly Edwards, Board Secretary
BOT Minutes 12/03/18
Page 4 of 4
f �
, r estlake Academy Board of Trustees
TYPE OF ACTION
Regular Meeting - Consent
Westlake Board Meeting
Monday, January 07, 2019
Topic: Adopting the 2019-2020 Academic Calendar
STAFF CONTACT: Jennifer Furnish, Secondary Assistant Principal
Strategic Alignment
Vision,Value, Mission Perspective Curriculum Outcome
Ob'ective
Academic Improve the
Academic Excellence Operations PYP/MYP/DP Efficiences of
Operational Systems
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: August 1, 2019 Completion Date: June 1, 2020
Funding Amount: NA Status - N/A Source-N/A
EXECUTIVE SUMMARY(INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
During the 84,h legislative session, the House passed a new law stating student attendance will
now be calculated utilizing minutes instead of days. In order to be in compliance with the
75,600 minute requirement, Westlake Academy developed an academic calendar that first
addressed state mandates and then took input from local stakeholders. For 2019-2020, the
academy will maintain the same school start and end times and continue holding student-
led/parent conferences just as in years past. We will again hold finals before winter break,but
we have extended the length of winter break so families have 19 days off. We are also pushing
back the start of school two days and will begin on Monday August 19th. Westlake's
Instructional Leadership Team took a collaborative approach and proposed two calendars to the
academy staff and took suggestions and recommendations. As a result, the ILT combined staff
input with suggestions from parents and student determine our final calendar.
Page I of 2 1
RECOMMENDATION
Staff Recommends approval of calendar.
ATTACHMENTS
Document—2019-2020 Academic Calendar
Page 1 of 2 2
WESTLAKE ACADEMY
RESOLUTION 19-01
A RESOLUTION OF THE WESTLAKE ACADEMY BOARD OF TRUSTEES
ADOPTING THE 2019-2020 ACADEMIC CALENDAR.
WHEREAS, Westlake Academy views attendance as essential to student performance;
and,
WHEREAS, Westlake Academy is required to adhere to state policies regarding student
attendance while also seeking to make decisions in the best interest of all stakeholders; and,
WHEREAS, Westlake Academy is required to create and publish academic calendars for
each school year; and,
WHEREAS, Westlake Academy's Instructional Leadership Team researched and
developed a new academic calendar for the 2019-2020 school year; and,
WHEREAS, the Board of Trustees finds that the passage of this Resolution is in the best
interest of the citizens of Westlake as well as the students, their parents, and faculty of Westlake
Academy.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
WESTLAKE ACADEMY:
SECTION 1: That, all matters stated in the recitals hereinabove are found to be true and
correct and are incorporated herein by reference as if copied in their entirety.
SECTION 2: That, the Board of Trustees of Westlake Academy, hereby approves the
2019-2020 academic calendar attached to this resolution as Exhibit "A':
SECTION 3: If any portion of this resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
Resolution 19-01
Page 1 of 2
SECTION 4: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 7tn DAY OF JANUARY 2019.
ATTEST: Laura Wheat, President
Kelly Edwards, Board Secretary Thomas E. Brymer, Superintendent
APPROVED AS TO FORM:
Janet S. Bubert or L. Stanton Lowry,
School Attorney
Resolution 19-01
Page 2 of 2
2019 - 2020 Calendar
July August September October
Su Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa Mo Tu We Th Fr Sa Su Mo Tu We Th Fr Sa
1 2 3 4 5 6 1 2 3 1 2 3 4 5 6 7 1 2 3 4 5
7 8 9 10 11 12 13 4 5 6 7 8 9 10 8 9 10 11 12 13 14 6 7 8 9 10 11 12
14 15 16 17 18 19 20 11 12 13 14 15 16 17 15 16 17 18 19 20 21 13 14 15 16 17 18 19
21 22 23 24 25 26 27 18 19 20 21 22 23 24 22 23 24 25 26 27 28 20 21 22 23 24 25 26
28 29 30 31 25 26 27 28 29 30 31 29 30 27 28 29 30 31
November December January February
Su I Mol Tu I We I Th I Fr I Sa Su Mo Tu We Th Fr I Sa Su I Mol Tu I We I Th I Fr I Sa Su Mo Tu We Th Fr Sa
1 2 1 2 3 4 5 6 7 1 2 3 4 1
3 4 5 6 7 8 9 8 9 10 11 12 13 14 5 6 7 ® 9 10 11 2 3 4 5 6 7 8
10 11 12 13 14 15 16 15 16 17 18 19,4 21 12 13 14 15 16 17 18 9 10 11 12 13 - 15
17 18 19 20 21 22 23 22 j 24 25 26 28 19 20 21 22 23 24 25 16 17 18 19 20 21 22
24 25 26 27 28 29 30 29 31 26 27 28 29 30 31 23 24 25 26 27 28 29
March April May June
Su I Mol Tu I We I Th I Fr I Sa Su Mo Tu We Th Fr Sa Su I Mol Tu I We I Th I Fr I Sa Su Mo Tu We Th Fr Sa
1 2 3 4 5 6 7 1 2 3 4 1 2 1 2 3 4 5 6
8 9 10 11 12 13 14 5 6 7 8 9 10 11 3 4 5 6 7 8 9 7 8 9 10 11 12 13
15 16 17 18 19 20 21 12 13 14 15 16 17 18 10 11 12 13 14 15 16 14 15 16 17 18 19 20
22 23 24 25 26 27 28 19 20 21 22 23 24 25 17 18 19 20 21 22 23 21 22 23 24 25 26 27
29 30 31 26 27 28 29 30 24 25 26 27 28 29 30 28 29 30
31
Color Code System: Important Dates First Semester: Important Dates Second Semester:
Professional Development 8/12-8/16 All Staff PD 1/6 Flipped PD
Holidays 8/19 First Day of School 1/7 All Staff PD 5/29 Last Day of School
Student-Led/Parent Conference 9/2 Holiday No School 1/8 First Day of Second Semester 6/1 All Staff PD
Half Days 10/14 Holiday No School 1/20 Holiday No School
10/23 Student-Led/Parent Conferences 2/14 All Staff PD
11/1 All Staff PD 2/17 Holiday No School
11/22 Half-Day/Grandparents Day 3/9-3/13 Spring Break
11/25-11/29 Thanksgiving Break(25-26 FLEX) 3/25 Student-Led/Parent Conferences
11/25-11/26 FLEX Days for Staff Members 4/10 Holiday No School
12/16-12/19 Final Exams(12/19 Half Day) 5/25 Holiday No School
12/20-1/7 Winter Break 5/26-5/29 Final Exams(5/29 Half Day)
yy� Y
, . estlake Academy Board of Trustees
TYPE OF ACTION
Regular Meeting-Action Item
Westlake Board Meeting
Monday, January 07, 2019
Topic: Public Hearing to discuss Charter FIRST 2018 rating based on School Year
2016-2017 Data and Annual Financial Management Report
STAFF CONTACT: Debbie Piper, Finance Director
Strategic Alignment
Vision, Value, Mission Perspective Curriculum Outcome
Ob'ective
Vision: Westlake Academy
inspires college bound
students to achieve their
highest individual Fiscal Stewardship PYP/MYP/DP Improve Financial
potential in a nuturing Stewardship
environment that fosters
the traits found in the IB
Learner Profile.
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line- Start Date: January 7, 2019 Completion Date: January 7, 2019
Funding Amount: N/A Status -N/A Source - N/A
EXECUTIVE SUMMARY(INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
FIRST is the acronym for Financial Integrity Rating System of Texas, as developed for the Texas
school districts by the Texas Education Agency in response to Senate Bill 875 of the 76th Legislature
in 1999. The primary goal of the rating is to achieve quality performance in the management of school
districts financial resources. TEA also included open-enrollment charter schools in this rating system
in 2009.
After TEA receives financial information, they complete a School FIRST rating worksheet for each
school district and charter school. The current year rating worksheet contains 15 questions, called
indicators. Each indicator on the rating worksheet is designed to assess the management of financial
resources. Ratings are based on staff and student data reported for a school and financial data reported
for the corresponding fiscal year. Charters provide information to TEA through various financial
reports, audit reports, and data reported through PEIMS.
If the district/charter school answers "No"to any one of the indicators 1, 2A, 3, 4, OR 5, the rating is
automatically a"Substandard Achievement".
For the Fiscal Year ended August 31, 2017, Westlake Academy received a rating of"A"
Superior with a score of 90.
The only indicator we did not fare well on was#6 regarding the number of days of cash on hand being
sufficient to cover operating expenditures. The determination reference has a sliding scale from
greater than 60 operating days being 10 points to under 20 days being 0. The Academy had 17.82
operating days giving us 0 points. For FY 17-18, the $315K transfer from the Town was pre-paid to
the Academy to increase the cash on hand to determine the days of operations. If my calculations are
correct,the Academy's cash balance at August 31, 2018 represents 31 days of operation. This should
give the Academy a score of 4 for next year's Charter FIRST rating. To receive a 10 on this indicator,
the Academy would need approximately$1.4M in cash.
It is important to note that while I was researching Charter FIRST information, I came across an
article written by the Texas Charter School Association's General Council discussing the new rating
system. Below is an excerpt from that article:
Charters should watch out for the aggressively graduated point scale between the 2016 and
2017 rating years. The point system will make it harder to get an "A"or Superior rating in
the later period. (see chart below)
Ratings Current Point System Prior Point System
A- Superior 90-100 70-100
B-Above Standard 80-89 50-69
C-Meets Standard 60-T 31-49
F- Substandard Achievement 0-59 0-30
Undetermined 0-0 0-0
Suspended 0-0 0-0
Within two months after receipt of the final rating (November 15, 2018), the Board of Trustees is to
hold a hearing for public discussion of the annual financial accountability system report. A notice was
published in the Fort Worth Star Telegram on December 19tn
In addition to the School FIRST annual rating and in accordance with Title 19 Texas Administrative
Code, Chapter 109, Budgeting, Accounting and Auditing, Subchapter AA, Commissioner's Rules
Concerning Financial Accountability Rating System, we are required to submit a Financial
Management Report including the following required disclosures:
• Copy of Superintendent's current employment contract
• Reimbursements Received by the Superintendent and Board Members
• Outside Compensation and/or fees received by the Superintendent for Professional Consulting
and/or other personal services
• Gifts received by Executive Officers and Board Members (and First Degree Relatives, if any)
• Business Transactions between School and Board Members
RECOMMENDATION
Conduct public hearing and discussion of FIRST rating if necessary.
ATTACHMENTS
Charter FIRST ratings and Financial Management Report
NNTESTIA ACADEMY
Charter FIRST
Financial Integrity Rating System of Texas
Charter FIRST Annual Financial Management Report
(For Fiscal Year Ended August 2016-2017)
WESTLAKE ACADEMY
Charter FIRST Annual Financial Management Report
For the Year Ended August 31, 2017
INTRODUCTION
FIRST is the acronym for Financial Integrity Rating System of Texas,as developed for the Texas school
districts by the Texas Education Agency in response to Senate Bill 875 of the 76d' Legislature in 1999.
The primary goal of the rating is to achieve quality performance in the management of school district's
financial resources. Open-enrollment charter schools were included in this rating system in 2009. HB
5,passed by the 83rd Texas Legislature in 2013,enacted major changes to the law that effectively directed
the Commissioner of Education to include processes in the financial solvency of each school district and
open-enrollment charter school in Texas. The changes required by HB 5 are described in more detail
below.
Financial Accountability Ratings
Under the FIRST system, the Texas Education Agency (TEA) assigns each school district and open-
enrollment charter school a financial accountability rating based on a district's overall performance on
certain financial measurements, ratios, and other indicators established by the commissioner of
Education. As mentioned above, major changes occurred in the Commissioner's Rule for the FIRST
rating system as authorized by HB 5. Due to the complexity of the changes,modifications to the system
are being phased in over a three-year period which began with the 2015 ratings. During this phase-in
period, different worksheets are in place for each year through 2017, with the final worksheet in 2017
remaining in effect for all future periods. Additionally,the 2017(and beyond)worksheets require higher
scores for select ratings compared to the 2016 worksheet.
The worksheet for 2015 contained only 7 indicators and the worksheets for 2015-2016 and 2016-2017
(and beyond) contain 15 indicators and result in ratings as follows:
CHARTER FIRST RATINGS
2016,2017 and Beyond
A- Superior Achievement
B -Above-Standard Achievement
C - Standard Achievement
F- Substandard Achievement
SOURCE: 19 TAC Chapter 109,Subchapter AA
Districts that receive an F or"Substandard"rating any year must file a corrective action plan with the
TEA.
1
Going forward, the Commissioner of Education will evaluate the rating system every three years and
may modify the system to improve its effectiveness. Any changes made to the rating system are
communicated to school districts/open-enrollment charter schools by TEA along with the effective
dates of the changes.
Reporting Requirements
Reporting the FIRST rating to the public is a key component of the system. Under FIRST, each school
district/open-enrollment charter school is required to prepare and make available an annual financial
management report that includes the following:
♦ The district's financial management performance rating provided by the Texas Education
Agency (TEA) based on its comparison with indicators established by the Commissioner of
Education for the state's new Financial Accountability System.
♦ The district's financial management performance under each indicator for the current and
previous years' financial accountability ratings; and
♦ Additional information required by the Commissioner of Education.
Starting with the 2007 calendar year,the financial management report being issued at the Charter FIRST
hearing must contain certain required disclosures, in accordance with Title 19 Texas Administrative
Code Chapter 109, Budgeting, Accounting, and Auditing Subchapter AA, Commissioner's Rules
Concerning Financial Accountability Rating Systems. Under Chapter 109, the Commissioner required
certain disclosures, as follows:
+ A copy of the superintendent's current employment contract. The school district may publish
the superintendent's employment contract on the district's internet site in lieu of publication in
the annual financial management report. This must disclose all compensation and benefits paid
to the superintendent;
♦ A summary schedule for the fiscal year (12-month period) of total reimbursements received by
the superintendent and each board member, including transactions resulting from use of the
school district's credit card(s), debit card(s), store-value card(s) and any other instruments to
cover expenses incurred by the superintendent and each board member. The summary schedule
shall separately report reimbursements for meals, lodging, transportation, motor fuel, and other
items (the summary schedule of total reimbursements is not to include reimbursements for
supplies and materials that were purchased for the operation of the district);
♦ A summary schedule for the fiscal year of the dollar amount of compensation and/or fees received
by the superintendent from another school district or any other outside entity in exchange for
professional consulting and/or other personal services. The schedule shall separately report the
amount received from each entity;
♦ A summary schedule for the fiscal year of the total dollar amount by the executive officers and
board members of gifts that had an economic value of$250 or more in the aggregate in the fiscal
year Code,Chapter 573,Subchapter B, as a person related to another person within the first degree
by consanguinity or affinity) from an outside entity that received payments from the school
district in the prior fiscal year, and gifts from competing vendors that were not awarded contracts
in the prior fiscal year. This reporting requirement does not apply to reimbursement of travel-
related expenses by an outside entity when the purpose of the travel is to investigate or explore
matters directly related to the duties of an executive officer or board member duties, or matters
2
related to attendance at education-related conferences and seminars whose primary purpose is to
provide continuing education (this exclusion does not apply to trips for entertainment related
purposes or pleasure trips). This reporting requirement excludes an individual gift or a series of
gifts from a single outside entity that had an aggregate economic value of less than $250 per
executive officer or board member;
♦ A summary schedule for the fiscal year fiscal year of the dollar amount by board members for
the aggregate amount of business transactions with the district. This reporting requirement is not
to duplicate the items disclosed in the summary schedule of reimbursements received by board
members; and
♦ Additional information that the district's board of trustees deems useful
♦ A public hearing must be held on the annual financial management report to afford interested
parties the opportunity to comment on the report. The public hearing must be held within two
months after receipt of the final financial accountability rating. The official notification from
TEA was dated November 15, 2018.
The 2018 Charter FIRST rating was based on an analysis of financial data submitted to the Texas
Education Agency for the 2016-2017 fiscal year. Fifteen indicators were evaluated to determine the
rating.
Westlake Academy received the rating of A — Superior for 2018 with a score of 90. The rating
worksheet detailing the Charter's performance on each of the fifteen indicators as well as the
explanations of the indicators is reflected on the remaining pages of this report.
2018 Charter FIRST Rating Based on School Year 2016-2017 Data
A. Did the Charter School answer"No"to any of the following indicators: 1, 2A, 3, 4, 5? If so, the
Charter School's rating is Substandard Achievement, regardless of points earned.
B. Determine rating by applicable range for summation of the indicator scores:
(INDICATORS 6-15)
Ratings Current Point System Prior Point System
A-Superior 90-100 70-100
B-Above Standard 80-89 L 50-69
C-Meets Standard 60-79 31-49
F-Substandard Achievement 0-59 T 0-30
Undetermined 0-0 0-0
Suspended 0-0 0-0
3
Charter FIRST - Financial Integrity Rating System of Texas
2016-2017 Ratings Based on Fiscal Year 2016 Data compared to Fiscal Year 2015
FY 15-16 FY 16-17
P 1 Was the complete annual financial report(AFR)and charter school financial data submitted to TEA within 30 YES YES
days of the November 27 or January 28 deadline depending on the charter school's fiscal year end date of
June 30 or August 31 res ectivel ?
P 2A Was there an unmodified opinion in the AFR on the financial statements as a whole?(The American Institute YES YES
of Certified Public Accountants(AICPA)defines unmodified opinion.The external independent auditor
determines if there was an unmodified opinion.)
21B Did the external independent auditor report that the AFR was free of any instance(s)of material weaknesses YES YES
in internal controls over financial reporting and compliance for local,state,or federal funds?(The AICPA
defines material weakness.
P 3 Was the charter school in compliance with the payment terms of all debt agreements at fiscal year end?(If the YES YES
charter school was in default in a prior fiscal year,an exemption applies in following years if the charter
school is current on its forbearance or payment plan with the lender and the payments are made on schedule
for the fiscal year being rated.Also exempted are technical defaults that are not related to monetary defaults.
A technical default is a failure to uphold the terms of a debt covenant,contract,or master promissory note
even though payments to the lender,trust,or sinking fund are current.A debt agreement is a legal agreement
between a debtor(person,company,etc.that owes money)and their creditors,which includes a plan for
paying back the debt.
P 4 Did the charter school make timely p"ments to the Teachers Retirement System(TRS),Texas Workforce YES YES
Commission(TWC),Internal Revenue Service(IRS),and other government agencies?
P 5 Was the total net asset balance in the Statement of Financial Position for the charter school greater than zero? YES YES
(If the charter school's change of students in membership over 5 years was 10 percent or more,then the
charter school passes this indicator.)(New charter schools that have a negative net asset balance will pass this
indicator if they have a 10 percent growth in students year over year until it completes its fifth year of
operations.After the fifth year of operations,the calculation changes to the 10 percent increase in 5 ears.
6 Was the number of days of cash on hand and current investments for the charter school sufficient to cover
operating expenses?The calculation will use expenses,excluding depreciation.For government charter 4 0
schools ension expense will be excluded.
7 Was the measure of current assets to current liabilities ratio for the charter school sufficient to cover short- 10 10
term debt?
8 Was the ratio of long-term liabilities to total assets for the charter school sufficient to support lop -tg erm
solvency?(If the charter school's change of students in membership over 5 years was 10 percent or more,then 10 10
the charter school passes this indicator.)(New charter schools that have a negative net asset balance will pass
this indicator if they have a 10 percent growth in students year over year until it completes its fifth year of
operations.After the fifth year of operations,the calculation changes to the 10 percent increase in 5 years.)
9 Did the charter school's revenues equal or exceed expenses,excluding depreciation?If not,was the charter
school's number of days of cash on hand,greater than or equal to 40 days?The calculation will use expenses, 10 10
exc ing depreciation.For government charter schoolspension expense will be excluded.
10 Was the debt service coverage ratio sufficient to meet the required debt service? 4 10
11 Was the charter school's administrative cost ratio equal to or less than the threshold ratio? 10 10
12 Did the charter school not have a 15 percent decline in the students to staff ratio over 3years(total enrollment
to total staff)?(If the student enrollment did not decrease,the charter school will automatically pass this 10 10
indicator.
13 Did the comparison of Public Education Information Management System(PEIMS)data to like information 10 10
in the charter school's AFR result in a total variance of less than 3 percent of all ex enses b function?
14 Did the external independent auditor indicate the AFR was free of any instance(s)of material noncompliance
for grants,contracts,and laws related to local,state,or federal funds?(The AICPA defines material 10 10
noncom liance.
15 Did the charter school not receive an adjusted repayment schedule for more than one fiscal year for an over- 10 10
allocation of Foundation School Pro am FSP funds as a result of a fmancial hardship?
Weighted Sum 88 90
4
DISCUSSION OF BASE INDICATORS
1. Was the complete annual financial report (AFR) and charter school financial data
submitted to TEA within 30 days of the November 27 or January 28 deadline depending on
the charter school's fiscal year end date of June 30 or August 31, respectively?
This indicator merely states the Academy's requirement for timely reporting.
The Annual Financial Report for the fiscal year ended August 31, 2017 was approved
by the Board of Trustees on December 4, 2017 and received by the Texas Education
Agency on December S, 2017.
2A. Was there an unmodified opinion in the Annual Financial and Compliance Report
(AFR) on the financial statements as a whole?
A "modified" version of the auditor's opinion indicates that there exist one or more
specific exceptions to the auditors' general assertion that the financial statements are fairly
presented. The Academy's goal; therefore, is to receive an "unmodified opinion" on its
Annual Financial Report. This is a simple"Yes or No" indicator.
Westlake Academy obtained an unmodified audit opinion. This indicates that the
Academy's records were in good condition and fairly present the Academy's financial
position.
2B. Did the external independent auditor report that the AFR was free of any instance(s) of
material weaknesses in internal controls over financial reporting and compliance for local,
state, or federal funds? (The AICPA defines material weakness.)
A clean audit of the Annual Financial Report would state that the Academy has no material
weaknesses in internal controls. Any internal weaknesses create a risk of the Academy not being
able to properly account for its use of public funds, and should be immediately addressed. This is a
simple"Yes"or"No"indicator.
Westlake Academy received a "clean"audit. This indicates that the Academy's had no
material weaknesses in internal controls when tested.
3. Was the charter school in compliance with the payment terms of all debt agreements at fiscal
year end? (If the charter school was in default in a prior fiscal year, an exemption applies in
following years if the charter school is current on its forbearance or payment plan with the
lender and the payments are made on schedule for the fiscal year being rated. Also exempted
are technical defaults that are not related to monetary defaults.A technical default is a failure
to uphold the terms of a debt covenant, contract, or master promissory note even though
payments to the lender, trust, or sinking fund are current. A debt agreement is a legal
agreement between a debtor (person, company, etc. that owes money) and their creditors,
which includes a plan for paying back the debt.)
5
This indicator seeks to make certain that the Academy has timely paid all bills/obligations,including
financing arrangements to pay for construction, school buses, photo copiers, leases, etc.
Westlake Academy has no bonded indebtedness obligations. All debt is maintained by
the Town of Westlake. All leases were paid in a timely manner.
4. Did the charter school make timely payments to the Teachers Retirement System (TRS), Texas
Workforce Commission (TWC),Internal Revenue Service(IRS),and other government agencies?
This indicator seeks to make sure the Academy fulfilled its obligation to the TRS, TWC and IRS to
transfer payroll withholdings and to fulfill any additional payroll-related obligations required to be
paid by the Academy.
Westlake Academy made all payments necessary to the TRS, TWC, IRS and other
government agencies in a timely manner.
5. Was the total net asset balance in the Statement of Financial Position for the charter school
greater than zero? (IF the Academy's change of students in membership over 5 years was 10
percent or more, then the charter school passes this indicator.)
This indicator simply asks, "Did the Academy's total assets exceed the total amount of liabilities
(according to the very first financial statement in the annual audit report)?"
Westlake Academy's unrestricted net asset balance of$205,030 is greater than zero.
Also, the 26 percent change in student membership over 5 years was greater than the
minimum 7 percent threshold.
6. Was the number of days of cash on hand and current investments in the general fund for the
charter school sufficient to cover operating expenditures (excluding facilities acquisition and
construction)?
This indicator measures how long in days after the end of the fiscal year the charter school could
have disbursed funds for its operating expenditures without receiving any new revenues.
The score of 0 is obtained for any operating days less than 20. Westlake Academy's
calculated days were 17. Total cash on hand at 8-31-17 was $410,804.
7. Was the measure of current assets to current liabilities ratio for the charter school sufficient to
cover short-term debt?
This indicator measures whether the school district had sufficient short-term assets at the end of
the fiscal year to pay off its short-term liabilities?
The score of 10 is obtained for anything greater than 2 when dividing the current assets
by current liabilities. The Academy's calculation totaled 7.34%.
Current assets $ 934,452
Current liabilities $ 127,386
6
8. Was the ratio of long-term liabilities to total assets for the charter school sufficient to support
long-term solvency? (If the charter school's change of students in membership over 5 years was 7
percent or more,then the charter school passes this indicator.)
This question is like asking someone if their mortgage exceeds the market value of their home.
The 26 percent increase in student population is greater than the minimum 7 percent
threshold over the last 5 year period.
9. Did the charter school's revenues equal or exceed expenditures (excluding depreciation)? If not,
was the charter school's number of days of cash on hand greater than or equal to 40 days?
This indicator simply asks, "Did you spend more than you earned?" (the Academy will
automatically pass this indicator, if the Academy had at least 40 days' cash on hand.)
10 points are awarded if the Academy received more than spent. The Academy received
$225,301 more in revenues than net expenses for the fiscal year.
Total revenues $8,639,611
Total expenses (net of pension Expense) $8,414,310
10. Was the debt service coverage ratio sufficient to meet the required debt service?
This indicator asks about the Academy's ability to make debt principal and interest payments that
will become due during the year.
Debt payments made by the Academy only include lease payments for Wads, etc. All
bonded indebtedness related to the Academy is paid by the Town of Westlake. Westlake
Academy's ratio of].88 reflects]0 points because the ratio was greater than 1.20. The
calculation for this indicator is: Total Revenues — Total Expenditures + Principal
payment+ Interest Payment+ Pension Expense/Principal+ Interest.
Total revenues $8,639,611
Total expenses (adding back P&I and Pension) -8,157,515
Sub-Total $ 482,096
Divided by P&I($256,795) = 1.88
11. Was the charter school's administrative cost ratio less than the threshold ratio?
This indicator measures the percentage of the Academy's budget that is spent on administration.
TEA sets a cap on the percentage of the budget that Texas school districts/charters can spend on
administration, which is based on the size of the school. (Admin Costs/Other Costs)
The cap on the administrative cost ratio to receive 10 points for the 2016-2017 fiscal
year was 15.61%for schools with a student population between 500 and 999. Westlake
Academy maintained an administrative cost ratio of 11.34%and met this requirement.
12. Did the charter school not have a 15 percent decline in the students to staff ratio over 3
years (total enrollment to total staff)? (If the student enrollment did not decrease, the
charter school will automatically pass this indicator.)
If the Academy has a decline in students over 3 school years, this indicator asks if the Academy
decreased the number of the staff on the payroll in proportion to the decline in students. (The
Academy automatically passes this indicator if there was no decline in students.).
The Academy's student enrollment increased by 28 students over the prior 3 years;
therefore, the Academy received a score of 10 on this indicator.
13. Did the comparison of Public Education Information Management System (PEIMS) data to
like information in the charter school's annual financial report result in a total variance of
less than 3 percent of all expenditures by function.
This indicator measures the quality of data reported to PEIMS and in the Annual Financial Report
to make certain that the data reported in each case "matches up." If the difference in numbers
reported in any fund type is 3 percent or more, the Academy"fails"this measure.
The Academy met this requirement with a variance level of 0%.
14. Did the external independent auditor indicate the AFR was free of any instance(s) of material
noncompliance for grants, contracts, and laws related to local, state, or federal funds? (The
AICPA defines material noncompliance.)
A clean audit of the Annual Financial Report would state that we had no material weaknesses in
internal controls. Any internal weaknesses create a risk of not being able to properly account for the
use of public funds, and should be immediately addressed.
Westlake Academy met this requirement by having no disclosure of a material weakness
in internal controls for the fiscal year ended August 31, 2017.
15. Did the charter school not receive an adjusted repayment schedule for more than one fiscal year
for an over-allocation of Foundation School Program (FSP) funds as a result of a financial
hardship?
This indicator asks if the Academy had to ask for an easy payment plan to return monies to TEA
after spending the overpayment from the Foundation School Program state aid.
Westlake Academy did not receive a repayment schedule related to an over-allocation
of Foundation School Program funds.
8
DISCLOSURES
Per Title 19 Administrative Code Chapter 109, Budgeting, Accounting, and Auditing, Subchapter AA,
Commissioner's Rules Concerning Financial Accountability Rating System, Section 109.1001(o), the
five (5) disclosures listed below are required for the financial management report that is to be
distributed at the Charter FIRST public hearing.
1. Superintendent's current employment contract:
A copy of the superintendent's current employment contract at the time of the School FIRST
hearing is to be provided.
Per the Westlake Academy charter, the Town Manager assumes the responsibilities of
the Superintendent with no separate contract. The manager's contract is approved by
the Town Council and all salary/benefits and other forms of compensation are paid by
the Municipality. No salary is expensed through Westlake Academy.
2. Reimbursement received by the Superintendent and Board Members:
All "reimbursement" expenses, regardless of the manner of payment, including direct pay,
credit card, cash, and purchase order are to be reported. Items to be reported per category
include:
o Meals—Meals consumed out of town, and in geographic-boundary meals at area
restaurants (outside of board meetings, excludes catered board meeting meals).
o Lodging—Hotel charges
o Transportation—Airfare, car rental (can include fuel on rental, taxis, mileage
reimbursements, leased cars,parking and tolls.)
o Motor fuel—gasoline
o Other—Registration fees, telephone/cell phone, internet service, fax machine, and other
reimbursements (or on-behalf of) to the superintendent and board member not defined
above.
There were no "reimbursement" expenses received by the Superintendent or Board
Members during the fiscal year 2016-2017.
3. Outside compensation and/or fees received by the Superintendent for Professional consulting
and/or other personal services.
Compensation does not include business revenues generated from a family business (farming,
ranching, etc.)that has no relation to charter school business.
There were no compensation and/orfees received by the Superintendentfor Professional
consulting and/or other personal services during the fiscal year 2016-2017.
9
4. Gifts received by Executive Officers and Board Members (and first-degree relatives, if any gifts
that had an economic value of$250 or more in the aggregate in the fiscal year)
An executive officer is defined as the superintendent,unless the board of trustees or the charter
school administration names additional staff under the classification for local officials.
There were no gifts received by Executive Officers and Board Members(and first-degree
relatives) during the fiscal year 2016-2017.
5. Business transactions between Charter School and Board Members
The summary amounts reported under this disclosure are not to duplicate the items disclosed in
the summary schedule of reimbursements received by board members.
There were no business transactions between Westlake Academy and Board Members
during the fiscal year 2016-2017.
10
GLOSSARY
Accounting: A standard school fiscal accounting system must be adopted and installed by the board
of trustees of each school. The accounting system must conform to generally accepted accounting
principles. This accounting system must also meet at least the minimum requirements prescribed by
the state board of education, subject to review and comment by the state auditor.
All Funds: A school's accounting system is organized and operated on a fund basis where each fund
is a separate fiscal entity in the school much the same as various corporate subsidiaries are fiscally
separate in private enterprise. All Funds refers to the combined total of all the funds listed below:
• The General Fund
• Special Revenue Funds (Federal Programs, Federally Funded Shared Services, State
Programs, Shared State/Local Services, Local Programs)
• Debt Service Funds
• Capital Projects Funds
Assigned Fund Balance: The assigned fund balance represents tentative plans for the future use of
financial resources. Assignments require executive management (if approved per board policy to
assign this responsibility to executive management) action to earmark fund balance for bona fide
purposes that will be fulfilled within a reasonable period of time. The assignment and dollar amount
for the assignment may be determined after the end of the fiscal year when final fund balance is
known.
Auditing: Accounting documents and records must be audited annually by an independent auditor.
TEA is charged with review of the independent audit of the local education agencies.
Beginning Fund Balance: The fund balance on the first day of a new fiscal year. For most
schools this is equivalent to the fund balance at the end of the previous fiscal year.
Budget: The projected financial data for the current school year. Budget data are collected for the
General Fund, Food Service Fund, and Debt Service Fund.
Budgeting: Not later than August 20'h of each year, the superintendent(or designee) must prepare a
budget for the school if the fiscal year begins on September 1 st. (For those schools with fiscal years
beginning July 1, this date would be June 19.) The legal requirements for funds to be budgeted are
included in the Budgeting module of the TEA Resource Guide. The budget must be adopted before
expenditures can be made, and this adoption must be prior to the setting of the tax rate for the budget
year. The budget must be itemized in detail according to classification and purpose of expenditure,
and must be prepared according to the rules and regulations established by the state board of
education. The adopted budget, as necessarily amended, shall be filed with TEA through the Public
Education Information Management System(PEIMS) as of the date prescribed by TEA.
Capital Outlay: This term is used as both a Function and an Object. Expenditures for land,
buildings, and equipment are covered under the object, Capital Outlay. The amount spent on
acquisitions, construction, or major renovation of school facilities are reported under the function,
Capital Outlay.
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Cash: The term, as used in connection with cash flows reporting, includes not only currency on hand,
but also demand deposits with banks or other financial institutions. Cash also includes deposits in
other kinds of accounts or cash management pools that have the general characteristics of demand
deposit accounts in that the governmental enterprise may deposit additional cash at any time and also
effectively may withdraw cash at any time without prior notice or penalty.
Committed Fund Balance: The committed fund balance represents constraints made by the board of
trustees for planned future use of financial resources through a resolution by the board, for various
specified purposes including commitments of fund balance earned through campus activity fund
activities. Commitments are to be made as to purpose prior to the end of the fiscal year. The dollar
amount for the commitment may be determined after the end of the fiscal year when final fund
balance is known.
Debt Service: The function, Debt Service, is a major functional area that is used for expenditures
that are used for the payment of debt principal and interest. Expenditures that are for the retirement
of general obligation bonds, capital lease principal, and other debt, related debt service fees, and for
all debt interest fall under this function. The object, Debt Service, covers all expenditures for debt
service.
Deferred Revenue: Resource inflows that do not yet meet the criteria for revenue recognition.
Unearned amounts are always reported as deferred revenue. In governmental funds, earned amounts
also are reported as deferred revenue until they are available to liquidate liabilities of the current
period.
Ending Fund Balance: The amount of unencumbered surplus fund balance reported by the School
at the end of the specified fiscal year. For most schools, this will be equivalent to the fund balance
at the beginning of the next fiscal year.
Excess (Deficiency): Represents receivables due (excess) or owed (deficiency) at the end of the
school year.
Federal Revenues: Revenues paid either directly to the district or indirectly through a local or state
government entity for federally subsidized programs including the School Breakfast Program,
National School Lunch Program, and School Health and Related Services Program. This amount is
recorded as Revenue Object 5900.
Fiscal Year: A period of 12 consecutive months legislatively selected as a basis for annual financial
reporting,planning, and budgeting. The fiscal year may run September 1 through August 31 or July 1
through June 30.
Foundation School Program (FSP) Status: Is the shared financial arrangement between the state
and the school, where property taxes are blended with revenues from the state to cover the cost of
basic and mandated programs. The nature of this arrangement falls in one of the following status
categories: Regular, Special Statutory, State Administered, Education Service Center, or Open
Enrollment Charter School.
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FTE: Full-Time Equivalent (FTE) measures the extent to which one individual or student occupies a
fulltime position or provides instruction, e.g., a person who works four hours a day or a student that
attends a half of a day represents a .5 FTE.
Function: Function codes identify the expenditures of an operational area or a group of related
activities. For example, in order to provide the appropriate atmosphere for learning, schools transport
students to school, teach students, feed students and provide health services. Each of these activities
is a function. The major functional areas are:
• Instruction and Instructional-Related Services
• Instructional and School Leadership
• Support Services— Student
• Administrative Support Services
• Support Services -Non-Student Based
• Ancillary Services
• Debt Service
• Capital Outlay
• Intergovernmental Charges
Fund Balance: The difference between assets and liabilities reported in a governmental fund.
General Administration: The amount spent on managing or governing the school as an overall
entity.
General Fund: This fund finances the fundamental operations of the School in partnership with the
community. All revenues and expenditures not accounted for by other funds are included. This is a
budgeted fund and any fund balances are considered resources available for current operations.
Instruction: The amount spent on direct classroom instruction and other activities that deliver
enhance or direct the delivery of learning situations to students regardless of location or medium.
Local & Intermediate Revenues: All revenues from local taxes and other local and intermediate
revenues. For specifics, see the definitions for Local Tax and Other Local &Intermediate Revenues.
This amount is recorded under Object 5700.
Modified Opinion: Term used in connection with financial auditing. A modification of the
independent auditor's report means there exists one or more specific exceptions to the auditor's
general assertion that the district's financial statements present fairly the financial information
contained therein according to generally accepted accounting principles.
Nonspendable Fund Balance: The portion of fund balance that is in non-liquid form, including
inventories, prepaid items, deferred expenditures, long-term receivables and encumbrances (if
significant). Nonspendable fund balance may also be in the form of an endowment fund balance that
is required to remain intact.
Object: An object is the highest level of accounting classification used to identify either the
transaction posted or the source to which the associated monies are related. Each object is assigned a
code that identifies in which of the following major object groupings it belongs:
• Assets
• Liabilities
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• Fund Balances
• Revenue
• Expenditures/Expenses
• Other Resources/NonOperating Revenue/Residual Equity Transfers In
• Other Uses/NonOperating Revenue/Residual Equity Transfers Out
Operating Expenditures: A wide variety of expenditures necessary to a school's operations fall into
this category with the largest portion going to payroll and related employee benefits and the purchase
of goods and services.
Operating Expenditures/Student: Total operating expenditures divided by the total number of
enrolled students.
Operating Revenues and Expenses: Term used in connection with the proprietary fund statement of
revenues, expenses, and changes in net assets. The term is not defined as such in the authoritative
accounting and financial reporting standards, although financial statement preparers are advised to
consider the definition of operating activities for cash flows reporting in establishing their own
definition.
Other Local & Intermediate Revenues: All local and intermediate revenues NOT from local real
and personal property taxes including:
• Revenues Realized as a result of services rendered to other schools
• Tuition and Fees
• Rental payments, interest, investment income
• Sale of food and revenues from athletic and extra/co-curricular activities
• Revenues from counties,municipalities, utility districts, etc.
Other Operating Costs: Expenditures necessary for the operation of the school that are NOT
covered by Payroll Costs, Professional and Contracted Services, Supplies and Materials, Debt
Services, and Capital Outlay fall into this category and include travel, insurance and bonding costs,
election costs, and depreciation. This amount is recorded as Expenditure/Expense Object 6400.
Other Resources: This amount is credited to total actual other resources or non-operating revenues
received or residual equity transfers in. This amount is recorded under Object 7020.
Payroll: Payroll costs include the gross salaries or wages and benefit costs for services or tasks
performed by employees at the general direction of the school. (NOTE: Payroll amounts do not
include salaries for contract workers employed by outsource companies, e.g.,for child nutrition and
maintenance. Therefore, this figure will vary significantly between schools that use contract
workers and those that do not.)
PEIMS: Public Education Information Management System, a state-wide data management system
for public education information in the State of Texas. One of the basic goals of PEIMS, as adopted
by the State Board of Education in 1986, is to improve education practices of local schools. PEIMS
is a major improvement over previous information sources gathered from aggregated data available
on paper reports. Schools submit their data via standardized computer files. These are defined in a
yearly publication, the PEIMS Data Standards.
Plant Maintenance & Operations: The amount spent on the maintenance and operation of the
physical plant and grounds and for warehousing.
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Modified Opinion: Term used in connection with financial auditing. A modification of the
independent auditor's report on the fair presentation of the financial statements indicating that there
exists one or more specific exceptions to the auditor's general assertion that the financial statements
are fairly presented.
Refined ADA: Refined Average Daily Attendance (also called RADA) 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.
Restricted Fund Balance: This is the portion of fund balance that has externally enforceable
constraints made by outside parties
Revenues: Any increase in a school's financial resources from property taxes, foundation fund
entitlements, user charges, grants, and other sources. Revenues fall into the three broad sources of
revenues: Local &Intermediate, State, and Federal.
School Year: The twelve months beginning July I of one year and ending June 30 of the following
year or beginning September 1 and ending August 31. Schools now have two options.
Special Revenue Fund: A governmental fund type used to account for the proceeds of specific
revenue sources (other than for major capital projects) that are legally restricted to expenditures for
specified purposes.
State Revenues: Revenues realized from the TEA, other state agencies, shared services
arrangements, or allocated on the basis of state laws relating to the Foundation School Program Act.
This amount is recorded as Revenue Object 5800.
Unassigned Fund Balances: Available expendable financial resources in a governmental fund that
are not the object of tentative management plans (i.e., committed or assigned). One primary criterion
of rating agencies for school bonds is the relative amount of unassigned fund balance. Bond rating
agencies view unassigned fund balances as a reflection of the financial strength of school and
show concern when school fund balances decrease.
Unmodified Opinion: Term used in connection with financial auditing. An unmodified
independent auditor's opinion means there are no stated exceptions to the auditor's general
assertion that the district's financial statements present fairly the financial information
contained according to generally accepted accounting principles.
Unrestricted Net Asset Balance: Unrestricted net asset balance refers to the portion of total net
assets that is neither invested in capital assets nor restricted.
WADA: Weighted Average Daily Attendance (WADA) is used to measure the extent students are
participating in special programs. The concept of WADA in effect converts all of a school's students
with their different weights to a calculated number of regular students required to raise the same
amount of revenue. The greater the number of students eligible for special entitlements, the greater a
school's WADA will be.
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Board of
Trustees
Item # 6 — Future Agenda
Items
FUTURE AGENDA ITEMS: Any Board member may request at a workshop and / or
Board meeting, under "Future Agenda Item Requests", an agenda item for a future Board
meeting. The Board member making the request will contact the Superintendent with the
requested item and the Superintendent will list it on the agenda. At the meeting, the
requesting Board member will explain the item, the need for Board discussion of the item,
the item's relationship to the Board's strategic priorities, and the amount of estimated staff
time necessary to prepare for Board discussion. If the requesting Board member receives
a second, the Superintendent will place the item on the Board agenda calendar allowing
for adequate time for staff preparation on the agenda item.
Board of
Trustees
Item # 7 — Adjournment
Regular Session