HomeMy WebLinkAbout08-03-20 BOT Agenda Packet ��������
� - • � WESTLAKE ACADEMY BOARD OF TRUSTEES MEETING AGENDA
{ { 1500 SOLANA BLVD, BUILDING 7, SUITE 7100, WESTLAKE, TX 76262
� _ , ,� August 3, 2020
�������� 5:00 PM VIA VIRTUAL MEETING
In accordance with Order of the Office of the Governor issued March 16, 2020 and March 19, 2020,
the Board of Trustees of Westlake Academy will conduct this virtual meeting at 5:00 p.m. on Monday,
August 3, 2020 by video and telephonic conference in order to advance the public health goal of
limiting face-to-face meetings (also called "social distancing") to slow the spread of the Coronavirus
(COVID-19). There will be no public access to the physical location described above. A recording of
the telephonic meeting will be made and will be available to the public in accordance with the Open
Meetings Act. Instructions for public participation in the meeting by video conference and telephonic
conference are as follows:
By Video:
https://bit.ly/wa bot0803
Password: 195202
Bv Telephone•
US: +1 346 248 7799 or 888 788 0099 (Toll Free)
Webinar ID: 975 2739 8680
Password: 195202
�ision Statement
Westlake Academy inspires col%ge 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
Regular Session
1. CALL TO ORDER
2. CITIZEN COMMENTS: This is an opportunity for citizens to address the Board on any
matter whether or not it is posted on the agenda.
For those joining by videoconference: Any person desiring to make a public comment
using a Windows computer must first press the ��Raise Hand" button on the screen.
Alternatively, the AIt+Y keyboard shortcut may be used to raise or lower their hand. Any
person desiring to make a public comment using a Mac computer must first press the'�Raise
Hand" button on the screen. Alternatively, the Option+Y keyboard shortcut may be used
to raise or lower their hand.
Page 1 of 3
For those joining by teleconference: Any person desiring to make a public comment
must first press star-nine (*9) on their telephone keypad to "Raise their hand" to speak.
Persons joining the meeting by teleconference may mute and unmute their phones by
pressing star-6 (*6).
Citizens will be placed in a queue based on the order the hands were raised. The presiding
officer will recognize callers based on the order of the queue, where they will be asked to
state their name and address. Individual citizen comments are normally limited to three (3)
minutes; however, time limits can be adjusted by the presiding officer. The presiding officer
may ask the citizen to hold their comment on an agenda item if the item is posted as a
Public Hearing. 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. The Board will receive the information, ask staff to review the matter,
or an item may be noticed on a future agenda for deliberation or action.
3. ITEMS OF COMMUNITY INTEREST: President and Trustee Reports on Items of
Community Interest pursuant to Texas Government Code Section 551.041: 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.
4. CONSENT AGENDA: All items listed below are considered routine by the Board of
Trustees and will be enacted with one motion. There will be no separate discussion of items
unless a Board Member or citizen so requests, in which event the item will be removed from
the general order of business and considered in its normal sequence.
a. Consider approval of Resolution 20-08, Authorizing the Superintendent to execute a
Contract with the Education Service Center Region 11 for various Business and Student
Support Services for the operations of Westlake Academy.
5. DISCUSSION ITEMS:
a. Presentation and discussion of the 2020-2021 Academic Calendar.
b. Presentation and discussion concerning the 2020 Westlake Academy (WA) student
performance on International Baccalaureate (IB) and Advanced Placement (AP)
assessments.
c. Discussion Regarding the Back to School Plan for the 2020-2021 Academic School Year.
6. CONDUCT A PUBLIC HEARING AND CONSIDERATION OF RESOLUTION 20-
09, APPROVING THE AMENDED YEAR-END BUDGET FOR WESTLAKE ACADEMY
FOR THE FISCAL YEAR ENDING AUGUST 31, 2020 AND ADOPTING THE
PROPOSED BUDGET FOR THE FISCAL YEAR ENDING AUGUST 31, 2021.
7. BOARD RECAP / STAFF DIRECTION
Page2of3
8. 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.
9. AD70URNMENT
ANY ITEM ON THIS POSTED AGENDA COULD BE DISCUSSED IN EXECUTIVE SESSION
AS LONG AS IT IS WITHIN ONE OF THE PERMITTED CATEGORIES UNDER SECTIONS
551.071 THROUGH 551.076 AND SECTION 551.087 OF THE TEXAS GOVERNMENT
CODE.
CERTIFICATION
I certify that the above notice was posted at the Town Hall of the Town of Westlake, 1500 Solana
Blvd., Building 7, Suite 7100, Westlake, TX 76262, on July 31, 2020, by 5:00 p.m. under the Open
Meetings Act, Chapter 551 of the Texas Government Code.
Todd Wood, Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs or
translation services, please advise the Town Secretary 48 hours in advance at 817-490-5711 and
reasonable accommodations will be made to assist you.
Page3of3
Board of
Trustees
Item # 2 — 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.
For those joining by videoconference: Any person desiring to make a public
comment using a Windows computer must first press the "Raise Hand" button on
the screen. Alternatively, the AIt+Y keyboard shortcut may be used to raise or
lower their hand. Any person desiring to make a public comment using a Mac
computer must first press the "Raise Hand" button on the screen. Alternatively,
the Option+Y keyboard shortcut may be used to raise or lower their hand.
For those joining by teleconference: Any person desiring to make a public
comment must first press star-nine (*9) on their telephone keypad to "Raise their
hand" to speak. Persons joining the meeting by teleconference may mute and
unmute their phones by pressing star-6 (*6).
Citizens will be placed in a queue based on the order the hands were raised. The
presiding officer will recognize callers based on the order of the queue, where they
will be asked to state their name and address. Individual citizen comments are
normally limited to three (3) minutes; however, time limits can be adjusted by the
presiding officer. The presiding officer may ask the citizen to hold their comment
on an agenda item if the item is posted as a Public Hearing. 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. The Board
will receive the information, ask staff to review the matter, or an item may be
noticed on a future agenda for deliberation or action.
ITEMS OF COMMUNITY INTEREST: Mayor/Board President goa rd of
and Council/Board of Trustees Reports on Items of Community
Interest pursuant to Texas Government Code Section 551.0415 the
Town Council/Board may report on the following items: (1) Trustees
expression of thanks, congratulations or condolences; (2)
information about holiday schedules; (3) recognition of individuals;
(4) reminders about upcoming Town Council events; (5) information
about community events; and (6) announcements involving
imminent threat to public health and safety. It2111 ,# 3 — It2111S Of
Community Interest
Calendar of Meetings/Events:
✓ Board of Trustees Work Session/Meetinq (includes Budget Adoption)
Monday,August 3, 2020; 5:00 pm*
Westlake Town Hall, Solana Terrace-BIdg.7, Suite 7100-Council Chambers OR via Teleconferencing
✓ Town Council Work Session/Meetinq for Proposed Budget&Tax Rate (IfNeeded)
Wednesday, August 8, 2020; Time TBD*
Westlake Town Hall, Solana Terrace-BIdg.7, Suite 7100-Council Chambers OR via Teleconferencing
✓ Planninq &Zoninq Work Session/Meeting
Monday,August 10, 2020; 5:00 pm*
Westlake Town Hall, Solana Terrace-BIdg.7, Suite 7100-Council Chambers OR via Teleconferencing
✓ Westlake Academv First Day of School for new 2020-2021 school year
Monday,August 24, 2020 (Via Remote Learning)
✓ Westlake Municipal Offices CLOSED for Labor Day Holiday
Monday, September 7, 2020
-There will be NO INTERRUPTION to trash and recycling services during this holiday week. Col%ctions will occur on the
normal Friday schedule of Sept. 11, 2020.
✓ Town Council Meetinu &Public Hearin4 regarding Proposed Budget&Tax Rate
Monday, September 8, 2020; 5:00 pm*
Westlake Town Hall, Solana Terrace-BIdg.7, Suite 7100-Council Chambers OR via Teleconferencing
✓ Possib/e Coffee&Conversation with the Mayor/School Board President
Monday, September 14, 2020; 8:00—9:30 am (Date moved to Zid Monday due to Labor Day Holiday)
Westlake Fire-EMS Station OR via Facebook Live event
✓ Board of Trustees and Town Council Work Session/Meetin4 for Budget/Tax Rate Adoption
Monday, September 14, 2020; 5:00 pm*
Westlake Town Hall, Solana Terrace-BIdg.7, Suite 7100-Council Chambers OR via Teleconferencing
✓ Westlake Academv First Day of School for in-person instruction
Monday, September 28, 2020 (Tentative)
Community Interest Items:
Westlake Academy New Hires(See attached link for bios for all 3 staff members)
https://myemail.constantcontact.com/Secondary-School-Staffin�
Announcements.html?soid=1102881281632&aid=ADfZmoOdJ I
. Dr.]ames Owen (DP Principal)
• Kaylene Rudd (MYP Principal)
. Maxwell Ituah (MYP Assistant Principal)
(Dr. Bryson will speak about the hiring of each staff inember)
*Reminder:Aqendas for all municipal/acacfemic meetings are posted a minimum of72 hours beFore the meeting begins and can be founcf
on our Town's website under the tab "Government/.4aendas&Minutes."
**For meetin9 aqendas and detai/s on WA ca/endar events or Municipa/ca/endar events,p/ease visit the West/ake Academy website or the Town of
Westlake website for further assistance.
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 approval of Resolution 20-08, Authorizing the Superintendent to
execute a Contract with the Education Service Center Region 11 for various
Business and Student Support Services for the operations of Westlake
Academy.
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TYPE OF ACTION
Regular Meeting - Consent
Westlake Board Meeting
Monday, August 03, 2020
ToP�c: Approval of a Resolution Authorizing the Superintendent to Execute a
Contract with the Education Service Center Region 11 for various
Business and Student Support Services for the operation of Westlake
Academy.
STAFF CONTACT: Debbie Piper, Finance Director
Marlene Rutledge, Academic Business Manager
Strategic Alignment
Vision, Value, Mission Perspective Curriculum Outcome
Obiective
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: September 1, 2020 Completion Date: August 31, 2021
Funding Amount: $60,534 Status - Funded Source - General Fund
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
The Education Service Center Region 11 currently provides support to Westlake Academy for
business and student services. This includes training sessions for faculty and staff at discounted
rates, compliance training for public education rules and regulations, access to the Technology
Resources Education Consortium, as well as software applications and support. These software
applications include: payroll, student attendance and registration, special education, grade book,
health services, PEIMS, and off-site hosting of the Academy's information systems.
New to the contract for FY 2020-2021 is the implementation of ASCENDER, which will replace
TxEIS for business and student services. ASCENDER has recently gone live with the student
registration portal. The additional services currently operating through TxEIS will be
implemented in stages throughout FY 2020-2021.
Also new for FY 2020-2021 is the inclusion of the Instructional Solutions and Support contract.
This contract includes instructional/professional development, administrator training, digital
learning opportunities, classroom resources, and the Canvas Learning Management System for
online instruction, which will assist campus administrators and faculty with distance learning.
Approval of this resolution authorizes use of those services by Westlake Academy over the next
twelve (12) month, fiscal year period beginning September 1, 2020 and ending August 31, 2021.
RECOMMENDATION
Staff Recommends approval of the resolution authorizing the Superintendent to Execute a
Contract with the Education Service Center Region 11 for various Business and Student Support
Services for the operation of Westlake Academy.
ATTACHMENTS
Resolution
Contract Summary Report
Contract Summary for:
• Master Interlocal Agreement (MIA)
• ASCENDER Service Fees-previously TXEIS (Co-op Fee, Hosting Fee, EXtracts)
• Business Services
• Comprehensive Services Basic Contract
• Instructional Solutions and Support (new)
• Management Information Systems Software & Support Service (ASCENDER Student
and Business)
• Technology Resources Education Consortium (TREC)
• Technology Services
• TSDS (PEIMS, student GPS, Dashboard, TIMS, UID, ECDS)
• TxTracts
WESTLAKE ACADEMY
RESOLUTION NO. 20-OS
A RESOLUTION OF THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY
AUTHORIZING THE SUPERINTENDENT TO ENTER INTO A CONTRACT WITH
THE EDUCATION SERVICE CENTER REGION 11 FOR VARIOUS BUSINESS AND
STUDENT SUPPORT SERVICES FOR THE OPERATION OF WESTLAKE
ACADEMY.
WHEREAS, the Westlake Academy has utilized the business and student services of
the Education Service Center Region 11, which is responsible for providing training for faculty
and staff, providing compliance training for public education rules and regulations, performing
the payroll functions in full compliance with the Texas Education Agency (TEA) Financial
Accountability System Resource Guide, as well as offering software and information technology
training and hosting services to Westlake Academy; and,
WHEREAS, additional personnel costs for the Academy would have a greater impact to
the Academy's operating budget than utilizing these contracted services offered by the Education
Service Center Region 11, and the quality of these services has been exceptional; and
WHEREAS, the Board of Trustees finds that the passage of this Resolution is in the best
interest of the citizens of Westlake as well as the students, their parents, and faculty of Westlake
Academy.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE
WESTLAKE ACADEMY, TEXAS:
SECTION 1: The above findings are hereby found to be true and correct and are
incorporated herein in its entirety.
SECTION 2: The Board of Trustees of the Westlake Academy hereby approves the
contract with the Education Service Center Region 11 functions at Westlake Academy attached
hereto as Exhibit "A"; and further authorizes the Superintendent to execute this agreement.
SECTION 3: If any portion of this Resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Board hereby determines that it would have adopted this Resolution without the
invalid provision.
WA Resolution 20-08
Page 1 of 2
SECTION 4: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED BY THE BOARD OF TRUSTEES OF WESTLAKE
ACADEMY, A CHARTER SCHOOL OF THE STATE OF TEXAS, ON THE 3rd
DAY OF AUGUST 2020.
Laura Wheat, President
ATTEST:
Todd Wood, Board Secretary Amanda DeGan, Superintendent
APPROVED AS TO FORM:
L. Stanton Lowry or Janet S. Bubert,
School Attorney
WA Resolution 20-08
Page 2 of 2
�D[JCATIDN SERV�CE GENTER
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1451 S.Cherry Lane
White Settlement,TX 76108
WESTLAKE ACADEMY CHARTER SCHOOL Contract Summary
Report
Last Year Enrollment: 901
Contract Lock Date Enroll Start Enroll End Total
ASCENDER Service Fees-Previously 06/18/2020 09/01/2020 08/31/2021 $3,350.00
TXEIS (Co-op Fee, Hosting Fee,
Extracts)
Benefits Co-op 04/07/2020 09/01/2020 08/31/2021 --
Business Services 06/18/2020 09/01/2020 08/31/2021 $22,500.00
Comprehensive Services Basic Contract 06/18/2020 09/01/2020 08/31/2021 $650.00
Instructional Solutions and Support 07/24/2020 09/01/2020 08/31/2021 $8,604.00
Management Information Systems 06/18/2020 09/01/2020 08/31/2021 $17,130.00
Software&Support Service(ASCENDER
Student and Business)
Technology Resources Education 06/26/2020 09/01/2020 08/31/2021 $2,300.00
Consortium (TREC)
Technology Services 07/24/2020 09/01/2020 08/31/2021 $2,000.00
TSDS (PEIMS, studentGPS 06/18/2020 09/01/2020 08/31/2021 $2,750.00
Dashboard,TIMS, UID,ECDS)
TxTracts 07/24/2020 09/01/2020 08/31/2021 $1,250.00
Print Date: 7/24/2020
$60,534.00
Each party paying for the performance of governmental functions or services
must make those payments from current revenues available to the paying party.
Signature of Board President or Designee Date Approved by Board of Trustees
Signature of Superintendent or Designee Date
Marlene Rutledge,Academic Business Mgr mrutledge@westlake-tx.org
Designated District Contact E-mail of District Contact
Please fax or e-mail to: For additional information,contact:
Education Service Center Region 11 Dr. Clyde W. Steelman,Jr.
Atten:Dr.Clyde W. Steelman,Jr. (817)740-3630
1451 S. Cherry Lane clydes@escl l.net
White Settlement,Texas 76108
Fax (817)740-7675
clydes@escll.net ESC Region 11 Executive Directar Signature
Print Date: 7/24/2020
EDUCATION S�RV1C� CEf�TER
� I �- 1 r M r In rl al
aste te oc
Agreement (MIA)
This Master Interlocal Agreement ("Agreement") is made by and between Education Service Center Region 11 (`BSC
Region 11") and Westlake Academy Charter School ("Local Government"), (collectively referred to as the
"Parties" or individually as the"Party") acting herein by and through their respectively authorized officers or employees.
PREMISES
WHEREAS, Chapter 791 of the Texas Government Code authorizes local governments to contract with each other to
provide governmental functions and services; and
WHEREAS, The Parties wish to enter into this Agreement to provide local governments with greater efficiency and
economy in purchasing products and services; and
WHEREAS, the governing bodies of the Parties, individually and together , do hereby adopt and find the foregoing
promises as findings of said governing bodies; and
NOW THEREFORE, premises considered, and in consideration of and conditioned upon the mutual covenants and
agreements,herein, the Parties hereto mutually agree as follows:
AGREEMENT
1. Term: This Agreement is effective from the date of the last signature and shall automatically renew annually unless
either party gives sixty (60) days prior written notice of non-renewal.
2. Purpose: This Agreement sha1L• (1)Allow the Local Government to purchase products or services by purchase orde�
contract, agreement, or other appropriate legal method from ESC Region ll; and(2) Allow the Local Government to
join ESC Region 11-sponsored purchasing cooperatives in order to purchase products or services from vendors which
have been properly awarded contracts through statutorily authorized methods.
3. Relationship: The relationship between the Parties is that of Independent Contractor. Neither Party has the authority
to bind the other in any manner The Local Government may be required to enter into subsequent contractual arrangements
with ESC Region 11 for specific products or services.
4. Agreement and Interpretation: The Parties covenant and agree that any litigation relating to this agreement, the
terms,and conditions of the agreement will be interpreted according to the laws of the State of Texas and venue shall be
exclusively in Tarrant County, Texas.
5. Each party paying for the performance of governmental functions or services must make those payments from current
revenues available to the paying party.
Local Government ESC Region 11
Westlake Academy Charter School 220-810 1451 S. Cherry Lane
White Settlement, Texas 76108
Name of Local Government Attn: Purchasing
2600 JT Ottinger Rd, Westlake, TX 76262
Address of Local Government
Marlene Rutledge, Academic Bus Mgr (817)490-5737 Authorized Representative Signature Date
Contact Name and Telephone Number
Board President or Authorized Rep Signature/Date Authorized Representative Title
Board Approval Date (if applicable)
oz/13/zozo
EDL.ICATIDI� SERViC� CENTER
I
1451 S.Cherry Lane
White Settlement, Tx 76108
WESTLAKE ACADEMY CHARTER SCHOOL Contract Summary for
Master Interlocal Agreement .2
Enrollment Period: 09/01/2020 - 08/31/2021
Last Year Enrollment: 901
Answer Price
The Master Interlocal Agreement allows districts to participate in purchasing
services through ESC Region XI bidding processes.
NOTE: Even if your district has signed an Interlocal Agreement in the past,
this automated contract system REQUIRES YOU TO SIGN UP for this new
Interlocal Agreement this year only.
This new Interlocal Agreement allows districts to sign up for the following
contracts: Benefits Cooperative, Bus Driver Drug Testing,Web Hosting,
TETPC, and MrLibs as well as future services/contracts that require an
Interlocal Agreement.
If it is your intent to utilize the Master Interlocal Agreemen, please check the 0
box on the right.
Please click the box on the right and"Save Contract."Click on "Contract
Home"and print the pdf of this Interlocal Agreement to take to your Board for
approval.
Total:
$-
Contract Contact: Marlene Rutledge
mrutledge@westlake-tx.org
(817)490-5737
NOTE: Please print the pdf file for this Master Interlocal Agreement and take it to your Board for approval.This
signed agreement page must be submitted to ESC Region 11 with Board President signature.
84 CID#: 2517 Print Date: 6/18/2020 Page 1 of 1
EDL.ICATIDI� SERViC� CENTER
I
1451 S.Cherry Lane
White Settlement, Tx 76108
WESTLAKE ACADEMY CHARTER SCHOOL Contract Summary for
ASCENDER Service Fees-Previously TXEIS (Co-op Fee, Hosting
Fee, Extracts) „25
Enrollment Period: 09/01/2020 - 08/31/2021
Last Year Enrollment: 901
Answer Price
Please indicate in the box on the right whether your district is self-hosting ESC Region 11
the TxEIS Business and/or Student software or if it is being hosted by ESC Hosted
Region 11.
If your district is self-hosted, please indicate the number of users in the
box to the right.
Please select the number of users that will use the TxEIS software. (Do not 1 -30 users
include teachers that use Gradebook)
TxEIS Co-op License Fee $350.00
TxEIS Hosting Fee $3,000.00
Adjustment
Total:
$3,350.00
Contract Contact: Marlene Rutledge mrutledge@westlake-tx.org
(817)490-5737
90 CID#: 16870 Print Date: 6/18/2020 Page 1 of 1
EDL.ICATIDI� SERViC� CENTER
I
1451 S.Cherry Lane
White Settlement, Tx 76108
WESTLAKE ACADEMY CHARTER SCHOOL Contract Summary for
Business Services v33
Enrollment Period: 09/01/2020 - 08/31/2021
Last Year Enrollment: 901
Answer Price
If you wish to sign up for Business Services, please indicate the service for Payroll Support
which you wish to contract in the box on the right. Services Only
Fee(see Business Service Contract Price List in the"Business Center $22,500.00
Handbook")
Do you wish to sign up for the Requisition Module? If yes, please enter the
amount of users in the box on the right.
"A Requisition Module fee of$580+$20 per user will be applied.
Bank Reconciliation: Enter the number of bank accounts that will be
reconciled by ESC Region 11's Business Center in the box on the right.
$250 per month for the first bank account,$50 per month for each
additional account.
Contract Adjustment
Business Manager Service Fees(Call for quote Brandilyn DePalma
(817)740-7610)
By clicking the box on the right, I,as an authorized representative of the 0
above mentioned LEA/Charter,agree to the terms of the attached"Business
Center Handbook"stating LEA/Charter Responsibility and ESC Region 11
Business Center Responsibility and Business Center Price List.
Total:
$22,500.00
Contract Contact: Marlene Rutledge, mrutledge@westlake-tx.org,
(817)941-4464
36 CID#: 17098 Print Date: 6/18/2020 Page 1 of 2
Additional fees will be charged for public schools having more than five campuses or more than one payroll frequency.
Superintendent or Approved Designee
Date
Executive Director
Education Service Center Region 11
Date
Note:
1.Use the Printer Icon located to the right of the contract name on the Contract Home page to print a copy of this
contract.
Click on Review/Submit Contracts on the contract home page.
ESC Region 11:
Return a signed and dated copy to the district.
36 CID#: 17098 Print Date: 6/18/2020 Page 2 of 2
EDL.ICATIDI� SERViC� CENTER
I
1451 S.Cherry Lane
White Settlement, Tx 76108
WESTLAKE ACADEMY CHARTER SCHOOL Contract Summary for
Comprehensive Services Basic Contract ��
Enrollment Period: 09/01/2020 - 08/31/2021
Last Year Enrollment: 901
Answer Price
Do you wish to sign up for the Comprehensive Services Basic Contract?If Public $650.00
yes, please select your LEA's classification from the box on the right. (Independent)
Public(Charter)
Total:
$650.00
Contract Contact: Marlene Rutledge mrutledge@westlake-tx.org
(817)490-5737
32 CID#: 16606 Print Date: 6/18/2020 Page 1 of 1
EDL.ICATIDI� SERViC� CENTER
I
1451 S.Cherry Lane
White Settlement, Tx 76108
WESTLAKE ACADEMY CHARTER SCHOOL Contract Summary for
Instructional Solutions and Support �z5
Enrollment Period: 09/01/2020 - 08/31/2021
Last Year Enrollment: 901
Answer Price
ESC Region 11 has combined three of its most popular contracts into one
inclusive package that provides exceptional offerings at an incredible value.
The Administrative Services, Instructional Services,and Digital Learning
contracts are now blended to form the new Instructional Support and
Solutions Contract.This new contract provides all of the major benefits of
each individual contract and features an added bonusa€;virtually no
registration fees!
If you would like your LEA to use the Instructional Services and Support 0 $8,604.00
Services, please check the box on the right.
Total:
$8,604.00
Contract Contact:
ESC 11 Shannon Johnson sjohnson@esc11.net
District Contact: Marlene Rutledge
mrutledge@westlake-tx.org (817)490-5737
127 CID#: 16607 Print Date: 6/18/2020 Page 1 of 1
EDL.ICATIDI� SERViC� CENTER
I
1451 S.Cherry Lane
White Settlement, Tx 76108
WESTLAKE ACADEMY CHARTER SCHOOL Contract Summary for
Management Information Systems Software 8� Support Service
(ASCENDER Student and Business) �,z
Enrollment Period: 09/01/2020 - 08/31/2021
Last Year Enrollment: 901
Answer Price
ASCENDER STUDENT
If you wish to sign up for the ASCENDER Student Software Contract, please 1.00
enter the number of regular instructional campuses using this software in the
box on the right.
ASCENDER Student Annual License Fee $6,065.00
Please indicate the number of alternative campuses in your district using
this software in the box on the right.
ASCENDER Student Software License Fee(Alternative Campuses)
Is this your FIRST year to contract with ESC Region 11 for your student
system software?If yes, please select the option(s)you wish to purchase in
the boxes below:
First-Year LEA Installation Fee
First-Year Campus Training Fee
First-Year Conversion of Data from Prior Vendor Fee
Do you wish to add the ASCENDER Teacher Gradebook Portal Option?If yes, 40.00 $1,200.00
enter the number of district-wide ASCENDER Teacher Portal users(Number
of TEACHERS) in the box on the right.
Do you wish to add the ASCENDER Teacher Attendance Portal Option?If 1.00 $500.00
yes,enter the number of campuses using ASCENDER Teacher Portal in the
box on the right.
91 CID#: 16948 Print Date: 6/18/2020 Page 1 of 2
Do you wish to add the ASCENDER Health Application System?If yes, please 1.00 $450.00
enter the number of campuses using this system in the box on the right.
ASCENDER BUSINESS
If you wish to sign up for the ASCENDER Business Software Contract, please 0
check the box on the right.
ASCENDER Business System Annual License Fee $7,415.00
Please indicate the number of employees in your LEA in the box on the 100.00 $500.00
right.
Is this your FIRST year to contract with ESC Region 11 for your Business
software? If yes, please select the option(s)you wish to purchase in the
boxes below:
First-Year Installation and Training Fee
First-Year Conversion of Data from Prior Vendor
If you wish to sign up for the Requisition/Purchase Order System, please 20.00
indicate the number of users in the box on the right.
Requisition/Purchase Order Annual License Fee $600.00
Requisition/Purchase Order User Fee $400.00
Adjustment
Total:
$17,130.00
Contract Contact: Marlene Rutledge mrutledge@westlake-tx.org
(817)490-5737
*Annual licensing fee provides software maintenance, support, and all regularly scheduled training sessions,workdays, and
user meetings.
91 CID#: 16948 Print Date: 6/18/2020 Page 2 of 2
EDL.ICATIDI� SERViC� CENTER
I
1451 S.Cherry Lane
White Settlement, Tx 76108
WESTLAKE ACADEMY CHARTER SCHOOL Contract Summary for
Technology Resources Education Consortium (TREC) „46
Enrollment Period: 09/01/2020 - 08/31/2021
Last Year Enrollment: 901
Answer Price
The following fees reflect your LEA's quoted TREC services.
TREC Library Management Service
1,450.00 $1,450.00
TREC Resource Management Services 850.00 $850.00
TREC Data Services
Enter ESC Region 11 quoted adjustment(if any)
Total:
$2,300.00
Contract Contact: ESC11: Kayla Steiner, ksteiner@esc11.net, 817-740-7659
District contacts:Amy Hess ahess@westlakeacademy.org
Marlene Rutledge mrutledge@westlake-tx.org (817)490-5737
48 CID#: 17055 Print Date: 6/18/2020 Page 1 of 1
EDL.ICATIDI� SERViC� CENTER
I
1451 S.Cherry Lane
White Settlement, Tx 76108
WESTLAKE ACADEMY CHARTER SCHOOL Contract Summary for
Technology Services �5
Enrollment Period: 09/01/2020 - 08/31/2021
Last Year Enrollment: 901
Answer Price
If your district would like to participate in the Tech 11 Services contract, 0 $2,000.00
please check the box to the right.
CLOUD AND COLOCATION SERVICES
DDoS Mitigation-Included
This network-based cloud solution offers advanced detection and
mitigation technology that minimizes the impact of DDoS attacks by
re-routing all traffic to one or more scrubbing centers.As a result, only
clean traffic is delivered.This service provides scalable and flexible
protection, including authorized,automatic and self mitigation support
options. Unlimited amount of scrubs are provided to contract districts.
DNS Services-Included
ESC Region 11's authoritative name servers can host your districta€T"'s
DNS zones as a primary or secondary source.Secondary zone hosting
can provide off-site redundancy for your districta€T"^s existing primary
name server. Primary zone hosting includes management of any new
records or adjustments via support requests to a dedicated ESC Region
11 support technician.
Offsite Backup Storage-Reduced Rate
ESC Region 11 will provide offsite storage for districts on a monthly
subscription agreement.Storage is available in 1TB increments.
Connectivity will be set up to the district to ensure secure transport of
files to the ESC Region 11 data center. Storage needs can be expanded
as needed,and districts will be billed monthly only for the allocated
amount.
130 CID#: 17023 Print Date: 6/18/2020 Page 1 of 3
Rackspace-Reduced Rate(As Available)
Space in a standard 19"rack within the ESC Region 11 data center can
be purchased as available. Rackspace service includes attachment to
the UPS with backup power from a dedicated generator. Location is
secured with video monitoring as well as guided access to the room
with a log of all visitors and timestamps. Badge and fingerprint
verification is on both access doors with a separate badge access
between the telecom equipment room and server racks. Rackspace is
available in increments as small as 1 standard Rack Unit(1RU). Needs
can be expanded as needed,and districts will be billed monthly for the
allocated space.
INFRASTRUCTURE SERVICES
Bandwidth Monitoring-Included
Access to the portal will provide visibility to bandwidth utilization
graphically and in report formats. Core, hub, and local router paths will
be displayed for connectivity link status for quick views of network
availability. Logins are provided for districts to view their content from
any web-based location and device.Access to this service is available
to FIBER11 districts only.
Network Assessment-Reduced Rate
A full assessment of the district network will include documentation,
diagrams,findings,and recommendations.A full list of questions and
deliverables is available on request.A further reduced rate is available
for return visits within two years of the initial or repeat assessments to
keep all documentation current for the district.
Network Diagramming-Reduced Rate
The purpose of the network diagram is to demonstrate how one
computer or system is linked to others within the network. ESC Region
11 will provide logical and physical diagrams in small or large format
as well as in Visio and PDF format for portions or the entirety of the
district network.A custom quote will be provided based on the number
of locations within the WAN.The engagement will consist of both
on-site and remote discovery by trained ESC staff.
Local Network Monitoring-Reduced Rate
Monitoring of the local district network is available to assist and notify
districts in a timely manner of network failures and outages within the
district.Setup and configuration services are included with this service,
with notifications delivered to specified district personnel and ESC
Region 11 personnel (if requested).
TECHNICAL ASSISTANCE
Onsite Technical Support or Planning Services- 1-Day Incl., Reduced
Rate
ESC Region 11 technicians and engineers can provide on-site support
for PCs, devices,applications, network,strategic planning,security
planning,and more. Needs and assistance are provided on an
as-needed basis and can be scheduled in half-day or full-day
increments. Excluding emergency situations, it is recommended to
schedule the day(s)in advance to ensure availability of appropriate
personnel to fulfill the request.
130 CID#: 17023 Print Date: 6/18/2020 Page 2 of 3
TEA/NIST Security Se/f-Assessment Assistance-Included
ESC Region 11 will provide two days per year for district staff to attend
the self-assessment workshops to assist in completion, updating, and
policy creation.Templates are developed and updated throughout the
year and will be available to help districts stay ahead of the game on
requirements and to strengthen the security posture of the district.
Disaster Recovery Framework Planning-Included
ESC Region 11 will provide two days per year for district staff to attend
disaster recovery planning workshops to assist in completion, updating,
testing and evaluation of the district disaster recovery plan.Templates
will be provided to contract members to assist in getting started with or
enhancing the district disaster recovery plan. Recommendations and
reduced rate solutions will be available for districts.
Onsite or Remote Server Assistance-Reduced Rate
To assist districts with costs,the existing ESC Region 11 Network Server
Contract will be rolled into the membership costs and provided for all
districts on an as-needed basis at a reduced rate per instance.
Assistance will be provided by skilled technicians and engineers to
ensure that servers are performing at an optimal level.
TECHNICAL TRAINING
Customized Technical Training-Reduced Rate
ESC Region 11 offers customized technical training that will be
delivered at your location of choice. Experienced staff will provide
technical training to meet the need of each individual district.Training
can be provided to meet professional development requirements or for
new or existing technologies within the district. Customized sessions
will also include an online platform for the session that will house
documents and provide the ability to review the content at a later date.
Proper lead time for customized training is required for scheduling and
preparation.
Staff Security Awareness Training-Reduced Rate
ESC Region 11 will provide proactive face-to-face Security Awareness
training of district employees.Training will include best practices,
policies, procedures, popular attack methods,and trends.Some
customization will occur to identify items specific to your district,such
as password policies, procedures,etc.
Offsite Meeting Space-Reduced Rate
Meeting space will be available for member districts at a reduced rate
at the new ESC Region 11 Technology Center opening in Spring of
2020.The conference center space will accommodate 35-40 people
comfortably with amenities that include audio/visual equipment,
wireless Internet,coffee, microwaves, catering (available), parking,and
cleaning services.The conference center is available for half-day or
full-day rental.
Total:
$2,000.00
130 CID#: 17023 Print Date: 6/18/2020 Page 3 of 3
EDL.ICATIDI� SERViC� CENTER
I
1451 S.Cherry Lane
White Settlement, Tx 76108
WESTLAKE ACADEMY CHARTER SCHOOL Contract Summary for
TSDS (PEIMS, studentGPS Dashboard,TIMS, UID,ECDS) �,o
Enrollment Period: 09/01/2020 - 08/31/2021
Last Year Enrollment: 901
Answer Price
Please select the following TSDS services for which your district will use.
TSDS PEIMS Support-Please select the options(s1 that applies to vour
district:
PEIMS Support(all districts and charter schools) 0 $2,750.00
PEIMS TSDS First Year Training (also select this checkbox if this is your
district's first year to submit TSDS PEIMS)
Adjustment
Total:
$2,750.00
Contract Contact: Marlene Rutledge mrutledge@westlake-tx.org
(817)490-5737
106 CID#: 16871 Print Date: 6/18/2020 Page 1 of 1
EDL.ICATIDI� SERViC� CENTER
I
1451 S.Cherry Lane
White Settlement, Tx 76108
WESTLAKE ACADEMY CHARTER SCHOOL Contract Summary for
TxTracts �2
Enrollment Period: 09/01/2020 - 08/31/2021
Last Year Enrollment: 901
Answer Price
TxTracts is a solution that streamlines the data import and export process
with TxEIS and third-party publishers.TxTracts offers a dynamic approach to
integrating business and student information with a web-based management
interface to improve your TxEIS data integration and reporting.
Will your district use TxTracts solutions this year?If yes, check the box �
to the right.
Select the Tier level of Daily Extracts your district will use: Tier 1: 1-5 Daily
Select the Tier level of Monthly Imports your district will use: No Monthly
Imports
Base Plan fee $1,000.00
Daily Extracts fee $250.00
Monthly Imports fee
Total:
$1,250.00
Contract Contact: ESC11-Stephanie Smelley ssmelley@esc11.net
817-740-7602
District Contact: Marlene Rutledge mrutledge@westlake-tx.org
(817)490-5737
133 CID#: 16872 Print Date: 6/18/2020 Page 1 of 1
Board of
Trustees
Item # 5 — Discussion
Items
a. Presentation and discussion of the 2020-2021 Academic Calendar.
b. Presentation and discussion concerning the 2020 Westlake Academy (WA)
student performance on International Baccalaureate (IB) and Advanced
Placement (AP) assessments.
c. Discussion Regarding the Back to School Plan for the 2020-2021 Academic
School Year.
' ��������
� �
��•.' R '�
��}���� estlake Academy Board of Trustees �� {
��������
TYPE OF ACTiON
Workshop - Discussion Item
Westlake Board Meeting
Monday, August 03, 2020
ToP�C: Presentation and Discussion Regarding 2020-2021 Academic Calendar
STAFF CONTACT: Dr. Mechelle Bryson, Executive Director and Alan Burt, AD/Student Life
Coordinator
Strategic Ali�nment
Vision, Value, Mission Perspective Curriculum Outcome
Ob'ective
Mission: Westlake
Academy is an IB World
School whose mission is to
provide students with an Improve the
internationally minded Academic pyp�MYP/DP Efficiences of
education of the highest Operations Operational Systems
quality,so they are well-
balanced life-long
learners.
Strate�ic Initiative
Outside the Scope of Idenrified Strategic lnitiatives
Time Line - Start Date: August 10, 2020 Completion Date: June 1, 2021
Funding Amount: N/A Status - N/A Source - General Fund
EXECUTIVE SUMMARY (INCLUDING APPLICABLE ORGANiZATIONAL HISTORY)
Westlake Academy's mission is to provide students with an internationally minded education of
the highest quality, so they are well-balanced life-long learners. In light of COVID-19, the 2020-
2021 Academic Calendar needed adjusting.
The purpose of this presentation is to provide an update to the Board of Trustees of Westlake
Academy to the changes made to the 2020-2021 Academic Calendar. The presentation will
focus on the following:
Page 1 of 2
• Start of school;
• Parent-Student-Teacher Conference days;
• Professional Learning prior to the start of the school year;
• Professional Learning within the school calendar;
• School day extended by five minutes; and
• Holidays.
Indeed, even in the unprecedented era of COVID-19, Westlake Academy was able to pivot and
adjust operations to meet the unique needs of our community.
RECOMMENDATION
Staff recommends approval of the Proposed 2020-2021 Academic Calendar.
ATTACHMENTS
2020-2021 Proposed Academic Calendar
Page 1 of 2
Yearly Calendar
�..,.,� STAFF-169 school days+14 PD Days+0 Conference Days+Graduation+3 FLEX Days=187
�'} Westlake Academy Sem. 1 Sem. 2 Total
� } Academic Calendar 2020-2021 75 92.5 167.5
a �
��Kw�.,�`'� A Da s B Da S Minutes- 74,360+ 630+ 2050= 77,040(1,440 "extra"minutes)
� � - . . - � � • . � - � � 1 .
S M T W Th F Sd S M T W Th F Sd S M T W Th F Sd August 20-PYP Back to School(Remote)
1 1 2 3 4 5 1 2 3 20-Secondary Back to School(Remote)
2 3 4 5 6 7 8 6 7 8 9 10 11 12 4 5 6 7 8 9 10 24-First Day of School
9 10 11 12 13 14 15 13 14 15 16 17 18 19 11 12 13 14 15 16 17 September 7-Holiday NO SCHOOL
16 17 18 19 20 21 22 20 21 22 23 24 25 26 18 19 20 21 22 23 24 October 8-End of First Quarter(Ql)
23 24 25 26 27 28 29 27 28 29 30 25 26 27 28 29 30 31 9-Professional Development/Student Holiday
30 31 6 21 19 12-Holiday NO SCHOOL
28-Professional Development/Student Holiday
• � " � � � ' � " � � � November 20-Half Day/Early Release
S M T W Th F Sa S M T W Th F Sa S M T W Th F Sd 23-27 Thanksgiving Break
1 2 3 4 5 6 7 1 2 3 4 5 1 2 December IS-18-Final Exams
8 9 10 11 12 13 14 6 7 8 9 10 11 12 3 4 5 6 7 8 9 18-Half Day/End 2nd Second Qtr(Q2)
15 16 17 18 19 21 13 14 19 10 11 12 13 14 15 16 End 1 st Semester/Early Release
22 23 24 25 26 27 28 20 21 22 23 24 25 26 17 18 19 20 21 22 23 21-January 5 Winter Break
29 30 27 28 29 30 31 24 25 26 27 28 29 30 January 5-Professional Development/Student Holiday
15.5 13.5 31 17.0 18-Holiday NO SCHOOL
February 12-Professional Development/Student Holiday
' � � � ' � � 15-Holiday NO SCHOOL
S M T W Th F Sa S M T W Th F Sa S M T W Th F Sd March 12-End of Third Quarter(Q3)
1 Z 3 4 5 6 1 2 3 4 5 6 1 2 3 15-19 Spring Break
7 8 9 10 11 12 13 7 8 9 10 11 12 13 4 5 6 7 8 9 10 April 1 -Professional Development/Student Holiday
14 15 16 17 18 19 20 14 15 16 17 18 19 20 11 12 13 14 15 16 17 2-Holiday NO SCHOOL
21 22 23 24 25 26 27 21 22 23 24 25 26 27 18 19 20 21 22 23 24 May 25-28 Final Exams
28 28 29 30 31 25 26 27 28 29 30 28-Half Day/End of Fourth Quarter(Q4)
18 17 21 End 2nd Semester/Early Release
May 29-Senior Commencement
� � � June 1-Professional Development/Student Holiday
S M T W Th F Sa S M T W Th F Sa S M T W Th F Sa
1 1 2 3 4 5 1 2 3
2 3 4 5 6 7 8 6 7 8 9 10 11 12 4 5 6 7 8 9 10
9 10 11 12 13 14 15 13 14 15 16 17 18 19 11 12 13 14 15 16 17
16 17 18 19 20 21 22 20 21 22 23 24 25 26 18 19 20 21 22 23 24
23 24 29 27 28 29 30 25 26 27 28 29 30 31
30 31 19.5
First/Last Day of School
� Early Release Days Parent/Student Conferences-All Day
Holiday NO SCHOOL Semester Exams/PYP Assessments
Professional Day/Student Holiday Senior Commencement
�x��Y���
{ • �,
�,��ti�'� ,�• { #
��r�t estlake Academy Board of Trustees �� �
�"��...,�,��r-
TYPE OF ACTION
Workshop - Discussion Item
Westlake Board Meeting
Monday, August 03, 2020
ToP�c: Presentation and discussion concerning the 2020 Westlake Academy(WA)
student performance on International Baccalaureate (IB) and Advanced
Placement (AP) assessments.
S'rAFF CoNTAC'r: Dr. James Owen, DP Principal and DP Coordinator
Strategic Alignment
Vision, Value, Mission Perspective Curriculum Outcome
Ob'ective
Academic Increase the Future
Academic Excellence Operations MYP/DP Readiness of All
Students
Strategic Initiative
Outside the Scope of Identified Strategic Initiatives
Time Line - Start Date: June 1, 2010 Completion Date: Ongoing
Funding Amount: N/A Status - Not Funded Source - N/A
EXECUTIVE SUMMARY(INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
This presentation will examine and discuss the 2020 student performance on IB and AP
assessments. It will include data analysis in the context of IB global performance, AP global
performance, and WA historical trends.
RECOMMENDATION
N/A
ATTACHMENTS
N/A
.��������5
{� • �4
;�.����'� .�• { #
dr� r
; t estlake Academy Board of Trustees � {
���4������
TYPE OF ACTiON
Workshop - Discussion Item
Westlake Board Meeting
Monday, August 03, 2020
ToPiC: Discussion Regarding the Back to School Plan for the 2020-2021 Academic
School Year
STAFF CONTACT: Amanda Degan, Superintendent
Strate�ic Alignment
Vision, Value, Mission Perspective Curriculum Outcome
Ob'ective
Mission: Westlake
Academy is an IB World
School whose mission is to
provide students with an Academic Optimize Student
internationally minded Operations PYP�MYP�DP Potential
education of the highest
quality,so they are well-
balanced life-long
learners.
Strate�ic Initiative
Outside the Scope of Idenrified Strategic lnitiatives
Time Line - Start Date: August 10, 2020 Completion Date: June 1, 2021
Funding Amount: N/A Status - N/A Source - General Fund
EXECUTIVE SUMMARY (INCLUDING APPLiCABLE ORGANiZATIONAL HISTORY)
The Academic and Municipal team has been thinking ahead to the fall and diligently working on developing
a draft back to school plan for many months. Faced with ever-changing regulations and evolving public
health information,we have created a committee to discuss,review and evaluate the recommendations that
are contained within the draft plan.
We created four committees:
• The Food Services, Extra Curricular Activities and Sports committee chaired by Alan Burt and
Maru Busico-Flight
Page 1 of 2
• Operations committee chaired by Becki Paquin and Carl Tippen
• Academic committee chaired by James Owen, Alison Schneider and Terri Watson
• Health and Safety committee chaired by Rod Harding and Troy Meyer
These committees met frequently throughout the summer and reported weekly to a group consisting of
Amanda DeGan, Mechelle Bryson,Noah Simon, Jarrod Greenwood and the principals of the Academy to
formulate the draft plan. Additionally, this group took into consideration the ever-changing
recommendations for re-opening schools coming from state leaders and public health officials. The team
sent surveys to staff parents, soliciting their feedback to help guide the planning efforts. Additional
information and guidance came from the superintendents of other districts, TEA Commissioner Mike
Morath, Tarrant and Denton County Judges and local public health officials.
RECOMMENDATION
Staff will be available to present the plan and answer questions.
ATTACHMENTS
Academic Protocols for the 2020-2021 Year
Page 1 of 2
Academic Protocols for the 2020-2021 School Year
Dear Westlake Academy Families,
Westlake Academy utilized a committee to organize and develop the academic systems
for the start of the 2020-2021 school year. The committee, led by the International
Baccalaureate (IB) Coordinators, is composed of inembers from various departments
and grade levels to build upon a diverse set of knowledge, perspective and
expertise. The committee met weekly throughout June and July in preparation for
August 2020.
The following information is based on official guidance given by TEA as of July 17, 2020.
Any changes in official TEA guidance may lead to changes in the instructional delivery
options. All instructional options must address the required curriculum per the Texas
Education Code 28.002.
Instructional delivery for August 24, 2020 to September 25, 2020 (and if a
mandatory school closure occurs)
During mandatory school closures, remote learning offered by Westlake Academy will
consist of both synchronous and asynchronous learning activities, aligned with the
Planning Guidance provided by TEA.
• The remote learning aspect of hybrid learning will use both asynchronous and
synchronous learning.
• Synchronous learning is defined as two-way, real-time, live, instruction
between teachers and students, through the computer or other electronic
devices.
• Asynchronous learning is a curricular experience where students
engage in the learning materials on their own time, interacting
intermittently with the teacher via the computer or other electronic devices.
• Parents will support their students to encourage preparedness for the remote
learning environment. This includes managing the device to ensure it is charged,
creating an appropriate place to work at a table or desk, and engaging their child
in remote learning activities.
• Students will be expected to be engaged and will be held accountable for their
learning, including homework assignments, and both informal and formal
assessments.
• Due to these rigorous demands of the Texas Essential Knowledge and Skills, the
requirements of the IB, and TEA attendance guidelines, students will be required
to participate in learning activities Monday through Friday.
• Teaching and learning will embrace the mission and vision of the IB through a
focus on Approaches to Learning, the Learner Profile, International Mindedness
and an inquiry-based approach.
Page 1 of 13
• Attendance will be taken synchronously at the beginning of each class. It is
expected that students are logged in and ready to engage in learning activities on
time.
Primary Years Programme Schedule
PYP teachers will provide a detailed schedule for students to follow for their synchronous
lessons. Students will have both scheduled and flexible learning times
daily. Families can expect to spend the following average times per week:
• Kindergarten-2nd: 2 hours 30 minutes (synchronous) plus and additional 3 hours
(asynchronous)
• 3rd-5th grade: 3 hours (synchronous) plus and additional 2 hours 45 minutes
(asynchronous)
• These times are an average and these times will vary depending on a
variety of factors such as student strengths, the type of assignment, and
the work assigned by all the teachers cumulatively (including art, music,
PE, and Spanish)
• Flex time has been built into the daily schedule. This allows for students to
complete assignments independently, attend small group instruction, and
conference with teachers as needed.
The following is a DRAFT of the PYP weekly remote learning schedule:
Page 2 of 13
Au�ust 24- September 25, 2�2a
f aurth
fi111A� Kin�r art�n �irst Gr2de 5ec�nd Grade '�hrrd Gr�de Grad� �ifth Gra�e
T:S�-5:0� Students�ep�ar+e far the day
8:04-8-15 Flex Time 5�pan�st+ Flex TiRle
8:15�$:3� �'O°�k Meet Govgle Meet �'�oogle AAeet
---__._ Lan�sage Arts La�gu.age Arls Language M� . _ .
8:3Q�S:45 �UDf Flex Tlme �
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8:4$-9:�0 B-eaklT�nsrtion T rn�
�:QQ-9_15 �� .
Spe�aea k1t?I - Spepa�a U�
����� ^ �ai�+Tfarts�t� Gaogie i4F�
9:15-9:3p _ � -,�, :. � .;c�ogle Meex C'�agle Meet Gaogle Meet
firea�Irar�,_ .-�eaw�Irans�t+an �angu�e Ans L�+�uBge Arts L�ngu�ge Atts
9:3d-9:45 an Tim�e Sp�,y��U� , Time
9:��-1 g:�� �"�r' G°°q�s Meek ���
ti�:d0-ta.'t5 �reak�Trans�t�on T�rne B��1a r..� -.r �., ? -,tie
�a.i'�-t�.3b � 5pa�els U�1 '
10:30-TD;45 �i°Ogle Meet Google AAee! C,00gk Meet S�� � �+o��� :
Mamemat�cs Malhemaucs hAalhematic� - ,�oagle Meet
fikatt�ema�ic5
1a:s�-11:ao &eaklrrans�tior,r�r,e
11_DO-71:15
Flex Time: Breaklfirans�b
'Studer+�s�omplete aN seld•paced ass�gnnne��ls le Meet le AAect �sr T�mt�
i 1:15-41:3� iar the day.�r�cludirtig s�ience and social studies_ �'� �'� - --
i�:30-t 1:45 'Smal�gfoup�nstruc�ort aptio�s
M8�Bm8IiCS M�them�bCs `
'Taachers hos!Rematie DIf�Nnurs �pad�e LIDI
£�Me�t
11:�5-42:6�
12:00-12:�5 - -
1Z-1v-�2;30 Break lor Lunch 12;00-1;D�
1�:3Q-12:45
1 Z:45-1.44
1:00-1:15
1:15•�:30
1:30-�:AS �#ex Time: FEex�irrre:
•�tudents aomWete an se��-v�ced as�me++i� 'St+adants aa+r+u�etc an sel�-vaoed
1:�1b-2:OG �or�ne day,+r�dudfng sc�enc�and social studies- �"ments far Ine Oay, inc�uding sdence
2:d��:1d '�rnart�+n�W�slruC�dn op�br�s and soaal s�ud+es.
'7escf�ers has!RemoUe Df'fic�Fioura 'Sma#I gro�p�nstru�t�an vp4ons
2:16-2:9d •Tear�hers r�t Remote Dlfiae Hcurs
2:3Q-2:4�
3;G0-3:1 S
TEA Requirements Westlake Academy PYP Requirements
Page 3 of 13
• Seesaw will be used for grades K-5.
Daily Progress in . In addition, Showbie will be used for grades 2-5.
Learning
Management Seesaw and Showbie will be the platforms used to track daily student
System engagement with self-paced, independent assignments (asynchronous
learning). This time would be used for skill practice,reading, and
creating products to showcase learning.
Daily Progress via The homeroom teacher designs learning and teaching
student/teacher assignments/assessments to be delivered remotely via Google Meet
interaction sessions (synchronous instructional delivery). Daily interaction could
take on many forms such as:
• Whole group instruction at a scheduled time
• Small group collaborative learning sessions with the teacher at a
scheduled time
• Individual learning sessions with the teacher, scheduled in
coordination with the student's caregiver.
In addition, we strive to strike a balance between academic instruction
and social/emotional education during Google Meets. This will be
especially important at the beginning of the school year as we create a
community of learners. Relationships set the tone for a successful
learning environment.
The following is a DRAFT of the MYP and DP weekly remote learning schedule
PERIOD MYP: 6-8 MYP: 9-10 PERIOD DP
1/5 7:55-9:20 7:55-9:20 1/5 7:55-9:20
Break 9:20-9:35 9:20-9:35 Break 9:20-9:35
2/6 9:40-11:05 9:40—ll:05 2/6 9:40-11:05
Lunch 11:05-11:35 11:05-11:35 3/7 11:10-12:35
3/7 11:40-1:00 11:40-1:00 Lunch 12:35-1:05
Page 4 of 13
Break 1:00-1:15 1:00-1:15
4/8 1:15-2:35 1:15-2:35 4/S 1:10-2:35
Flex time 2:40-3:15 2:40-3:15 Flex time 2:40-3:15
• Each course will be synchronous and asynchronous each day, with a minimum
threshold of 50% of class time each week taught synchronously or actively
engaged with a teacher.
• Teachers have the flexibility to provide more than 50% synchronous learning
depending on the content, place and order of the learning, or to provide
additional support or enrichment.
• Synchronous learning, conducted via Google Meet, will fully embrace the IB
philosophy, promoting discussion, inquiry and reflection.
• Assignments undertaken during asynchronous learning will allow for
individualized feedback from teachers.
• Asynchronous learning may also take the form of students watching their
teacher's pre-recorded lecture, which will be followed by synchronous discussion.
(This is often referred to as a "flipped classroom".)
• In the Diploma Programme, asynchronous learning time, where appropriate, will
also be used strategically to focus on the Internal Assessments.
• Additional student support is available each day during the flex time at 2:40-
3:15pm.
Instructional delivery options starting on September 28, 2020
Westlake Academy families with students in grades K-8 will be asked to choose either in-
person or fully remote learning. Families with students in grades 9-12 will be offered either
a hybrid option or fully remote learning. This selection must be made prior to August 10,
2020 pending any other Tarrant County Health Orders. It will come into effect on
September 28, 2020 and remain in place for the first nine-week grading period. The
exception to this is if a student is participating in on-campus education and develops
symptoms of COVID-19 or must quarantine.
In-Person Learnin
K-12 Commonalities PYP Grade K-5 MYP Grades 6-8 Hybrid
Learning
(Grades 9-12
only)
• In-person instruction is • In-person • Students who • See hybrid
traditional at-school instruction is attend in-person information
learning, with regular traditional at- instruction will below
class sizes, following the school learning, be scheduled into
regular school schedule. with regular the courses they
Page 5 of 13
• All staff and students class sizes, selected last
will receive training on following the spring during
safety and health regular school course selection.
protocols consistent with schedule.
these guidelines.
• Additional safety
protocols and social
distancing will be
implemented based on
guidelines given by
public health officials
and government
entities. These protocols
are outlined earlier in
this plan.
Remote learnin
K-12 Commonalities PYP Grade K-5 MYP Grades 6-8 Hybrid Learning
(Grades 9-12 only)
• Teachers will use the • On September • Where possible, • See hybrid
same curriculum as 28, remote students will information
students who attend in- learning have access to below
person instruction and procedures for recordings of
will design strategies for PYP students direct-teaching
learning in the remote will continue as and in-class
environment. outlined above. learning.
• Grading will be • Where possible,
consistent with the students will be
guidelines and practices able to
used in all in-person collaborate with
instruction. their in-person
learning peers.
Hybrid learning (grades 9-12 only)
Following guidance given by the TEA on July 17, 2020, in grades 9-12, school systems
may offer a less than daily on campus instructional experience if there is a need to
reduce the total count of people on campus at any one time to maintain social
distancing. Per TEA guidelines, for campuses that select a hybrid model (a combination
of in-person learning and remote learning), in-person learning must be available for at
least 40% of the instructional days during a grading period.
For grades 9-12, families will choose either the hybrid option or fully remote. It is
important to note that we will not offer face-to-face instruction 5 days a week for
students in grades 9-12. This is due to the logistical nature of the campus.
Hybrid schedule
Page 6 of 13
Students in each grade level from 9 to 12 will be divided into two cohorts: Navy and
Maroon. Navy will be for students with last names from A to L; Maroon for students with
last names M to Z. Students living in the same household will be scheduled into the
same cohort. Students will receive two days of in-person instruction using the traditional
A/B block schedule, followed by two days of remote learning. Over the course of every
four weeks, each cohort will receive ten days of in-person learning (five A days and five
B days) and ten days of remote learning (five A days and five B days). In-person
instruction will therefore be available for 50% of the time.
DRAFT Four-Week Hybrid Schedule
A/B Day Week 1
In-person cohort Remote learning cohort
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Page 7 of 13
In-person cohort Remote learning cohort
A ii � .
B
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Week 4 Week 4
In-person cohort In-person cohort
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In-person learning in the hybrid model:
• Fewer students on campus will allow for safety measures and social distancing to
take place.
• Smaller class sizes will allow for in-depth learning aligned with the respective IB
programmes.
• Smaller classes will allow for greater individualized support and feedback from
teachers.
• In-person classes will build directly upon the previous learning done remotely.
• Instruction will remain student-centered and collaborative.
Remote learning in the hybrid model:
Page 8 of 13
• During the remote learning portion, student learning will be largely asynchronous,
though teachers will be available at certain times to provide support virtually
when it is needed.
• Participation in the form of completed assigned work during remote learning will
be expected and will count towards attendance for that day.
• In the Diploma Programme, remote learning time, where appropriate, will be
used strategically to work on Internal Assessments and the Extended Essay.
Fully remote learning for students in grades 9-12
• Students will be assigned a normal class schedule and each day will be expected
to complete assigned work for each of their classes which will count towards
attendance.
• Students will have the opportunity for synchronous, remote learning with their
teacher during the scheduled class times. Additional, synchronous support can
be provided when it is needed.
• Students will have the opportunity to collaborate remotely with their peers who
are following the hybrid model.
• For families who choose to have their children learn exclusively from home,
parents will be asked to partner even more strongly than usual with their child's
teacher to ensure their child's academic progress.
Assessment and Reporting
For the 2020-21 school year, assessment will follow the guidelines as outlined in the
Primary and Secondary IB assessment policies. The pass/fail model implemented in the
Spring of 2020 will no longer be used.
IB assessment strategies, such as open-ended tasks, performance tasks, selected
response tests and quizzes, and observations, are central to the assessment process.
They cover a broad range of approaches and provide a balanced view of the
student. Students are also required to complete external assessments as directed by the
Texas Education Agency (TEA) and the IB. These strategies apply not only to in-person
instruction, but also to students participating in remote learning.
Assessment Procedures
• Assessment procedures and tools will vary by grade-level and age-
appropriateness.
• Assessments will require students to demonstrate their learning in a variety of
formats (written, visual, speaking, multimedia) using a range of digital
platforms. Teachers will provide students with age-appropriate instruction and
practice with digital tools required for assessment.
• Students will be asked to submit assessments in a variety of formats, including but
not limited to: digital scan of handwritten responses, handwritten response in a
digital document using a stylus, typed responses, selected responses in digital
platform, image files, video recording, audio recording, multimedia, participation in
Google Meet.
• Some assessments may take place synchronously while others may take place
asynchronously.
Page 9 of 13
• If assessments require students to demonstrate their learning by performing a task
in a timed situation, teachers may require students participating in remote learning
to be available for synchronous assessment during a designated class
time. Students participating in remote learning will adhere to the same time
constraints as students taking the assessment in person. Teachers will plan and
communicate procedures for students participating in remote learning to have
access to assessment instructions, resources, and rubrics.
• When an assessment requires access to physical resources (such as a science
lab), teachers may replace the assessment with a comparable substitution such
as a digital lab simulation if the materials are not readily available to the student at
home. In some cases, teachers may prepare kits of materials to make available
for pick-up for families participating in remote learning.
• If assessment involves collaboration, teachers will support students in defining
roles and establishing time and procedures for collaboration both in-person and
digitally.
• All assessments (formative and summative) must be completed and submitted on
time to ensure that the curriculum can be delivered effectively and
efficiently. Formative assessments are designed to prepare students for the
summative assessment. Submitting formative assessments late may result in the
student not being able to receive feedback in a timely manner before the
summative assessment. Students participating in remote learning and in-person
learning will be held to the same expectations for late and missing work as defined
in the Westlake Academy Parent/Student Handbook.
• In the event that technology issues prevent a student from completing or submitting
an assessment, the student and parent should make the teacher aware of the
issue as soon as possible and make arrangements with the teacher to make up
the assessment in a timely manner. Please see "Technologv Support" section
below for more information on how to receive help for technology issues on school
devices.
Assessment in the Primary Years Programme
• The PYP Assessment Policy will guide all assessment monitoring, documenting,
measuring, and reporting practices. Link
• PYP teachers will use a blend of assessment strategies to inform learning and
teaching in accordance with IB standards and practices.
• Students who have opted for complete remote learning will receive the same
holistic assessments that incorporate the concepts, skills, knowledge, and action
students demonstrate.
• Students, regardless of instructional delivery model, will be encouraged to self-
assess themselves through rubrics, checklists, and reflections. These tools allow
students to set goals related to how they can continue to intrinsically demonstrate
the attributes of the IB learner profile and the IB Approaches to Learning (ATL)
skills.
• PYP teachers will provide timely and effective feedback to students so they can
reflect on their performance.
• Beginning in the 2020-2021 school year, the Primary Years Programme (PYP) will
implement a new K-5 Standards-Based Report Card that aligns with the
Page 10 of 13
International Baccalaureate's stance on measuring and reporting on learning. This
new reporting process is designed in a manner that is objective and aligned with
the state curriculum standards, the Texas Essential Knowledge and Skills
(TEKS). PYP reports will now be issued at the conclusion of a 9-week period,
dividing the length of the school year into four terms. A parent guide to the
standards-based report card will be issued in September 2020.
Assessment in the Middle Years Programme
• MYP teachers will use a blend of formative and summative assessments, with
teaching using their knowledge of IB summative assessment expectations and
practices to help students improve performance.
• Students who have opted for complete remote learning will receive the same
holistic assessments that incorporate the concepts, skills, and knowledge students
demonstrate (see below for more details on academic integrity).
• Formative and summative assessments will be assessed as usual utilizing the
MYP criteria for each subject.
• It is expected that for each quarterly reporting period (usually every eight to nine
weeks), MYP students will have undertaken either one or two summative
assessments, supported by multiple formative assessments.
• For students in Grades 9 and 10, it is expected that Semester exams will still take
place.
Assessment in the Diploma Programme
• DP teachers will use a blend of formative and summative assessments, with
teaching using their knowledge of IB summative assessment expectations and
practices to help students improve performance.
• Students who have opted for complete remote learning will take the same
assessments as those who have elected hybrid, in-person learning (see below for
more details on academic integrity)
• Formative and summative assessments will be given a percentage grade, from 0-
100.
• It is expected that for each quarterly reporting period (usually every eight to nine
weeks), DP students will have undertaken either two or three summative
assessments, supported by multiple formative assessments.
• It is expected that Semester exams will still take place.
• Grade 12 students will be registered in October 2020 for the May 2021 IBDP exam
session.
Academic Integrity
• Whether taking part in remote or in-person learning, students are expected to
adhere to the same academic integrity expectations as defined by the Westlake
Academy Academic Inteqrity Policy. Teachers will use age-appropriate methods
to review the policy with students to ensure that all students understand how to be
principled and maintain academic integrity in their learning.
• In remote and in-person learning, students are expected to only access resources
allowed by the teacher for the summative assessment.
Page 11 of 13
• If students need assistance during an assessment, they should reach out to the
teacher through the method designated by the teacher (i.e. Google Meet,
email). Students may not receive assistance from a family member, classmate,
tutor, or any other individual during an individual summative assessment.
• If students need assistance during formative assessments, any assistance they
receive beyond the teacher should only be supportive in nature. In order for
teachers to best assess student progress, student work needs to reflect the
student's individual ability.
• When necessary, teachers will utilize technological tools to help maintain
academic integrity. For example, teachers may require students to submit typed
assessments to Turnitin.com to check for originality and proper acknowledgement
of original authorship (citations and references).
Technology Support
All Kindergarten-G12 students will have access to Westlake Academy issued iPads with
keyboard cases for in-person and remote learning.
Technology staff will be available in both instructional models to assist students and staff
with technology support.
• All support will be remote unless physical access to the device is needed,
arrangements will then be made via appointment for in-person access to the
device. Students and staff should not visit the IT offices without an appointment.
• If in-person support is necessary, arrangements will be made to provide support in
the safest way possible - IT Staff will wear protective gear, practice social
distancing, and do as much work as possible outside of the classroom or office
area.
• Staff will continue to use SchoolDude to report issues or request support.
• Students will use this Gooqle Form to report issues or request support. If a student
is unable to use the Gooqle Form (due to age or broken device), a parent or
teacher should complete the Form, or Staff can submit a SchoolDude on the
student's behalf
Special Education
Westlake Academy will fulfill the student's IEP as laid out by the ARD committee, in
accordance with federal law, regardless of the delivery of instruction chosen by the
parents.
Section 504 Services
Westlake Academy will fulfill the student's 504 plan, in accordance with federal law,
regardless of the delivery of instruction chosen by the parents.
Teacher training and in-service
Professional learning is critical to the success of remote learning and face-to-face
learning. It requires a specialized skill sets including establishing online norms,
identifying expectations for synchronous and asynchronous learning, building
relationships with remote learners, crafting teacher clarity at a distance, establishing
students' submissions protocols, and more.
Page 12 of 13
• Teachers will receive expert training on the full use of ManageBac to provide
rich, rigorous learning opportunities aligned with the tenets of successful distance
learning. Teachers and students are capable of integrating tech, apps, and digital
tools within the ManageBac ecosystem to personalize their learning
experiences.
• Teachers will receive expert training on that social and emotional learning
aspects of teaching in a COVID-19 environment.
• Teachers will receive expert training on developing a classroom management
plan for distance learning.
• Teachers will receive expert training on identifying expectations for synchronous
and asynchronous distance learning.
• Teachers will receive expert training on crafting teacher clarity at a distance.
• Teachers will receive expert training on how to engage students at a distance.
• Teachers will receive expert training on how to establish student submission of
learning.
As we prepare for the 2020-2021 school year, building our teachers' capacity to
effectively teach in these unprecedented times is at the heart of our professional
learning plan. The Westlake Academy Administrative Team has faith in the WA staff
and believes in the power of the Academy's collective teacher efficacy. Together, we
can provide an exceptional educational experience for all.
Do not hesitate to contact me with your questions.
����
Mechelle Bryson, Ed.D.
Executive Director
Westlake Academy, IB World School
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IB Education For All: Building a Continuum of Excellence
Page 13 of 13
f ��������y
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TYPE OF ACTION
Regular Meeting - Action Item
Westlake Board Meeting
Monday, August 03, 2020
ToP�c: Conduct a Public Hearing and Consider a Resolution Approving the Amended
Year-End Budget for Westlake Academy for the Fiscal Year Ending August 31,
2020 and Adopting the Proposed Budget for the Fiscal Year Ending August 31,
2021.
STAFF CONTACT: Amanda DeGan, Superintendent
Dr. Mechelle Bryson, Executive Director
Debbie Piper, Finance Director
Marlene Rutledge, Academic Business Manager
Strategic Alignment
Vision, Value, Mission Persuective 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.
Strate�ic Initiative
Outside the Scope of Identified Strategic Tnitiatives
Time-Line- Start Date: September l, 2020 Completion Date: August 31, 2021
Funding Amount: GF - $9,393,877 Status - Funded Source - General Fund
EXECUTIVE SUMMARY(INCLUDING APPLICABLE ORGANIZATIONAL HISTORY)
The proposed budget reflects Westlake Academy's (WA) continuing initiatives that support the vision,
mission, and values established by the governing Board. The Academy's International Baccalaureate
(IB) curriculum is built to prepare students for post-secondary success in our fast paced and
knowledge-rich world. With the understanding that our graduates must compete on a global stage, we
prepare our students with 21st century specific skills to be able to successfully navigate an ever-
changing globally minded marketplace. Therefore, we remain a school focused on future readiness and
providing students with an internationally minded education of the highest quality, so they are well-
balanced and respectful life-long learners.
Page 1 of 2
The proposed budget is prepared with conservative revenue projections and expenditures that are
targeted to create a safe learning environment designed for student success. This document contains a
summary showing the proposed academic budget numbers for School Year 2020-21. Statistical data,
summaries, and charts are intended to provide a review of the proposed budget, which is a strategic
guidance tool for the upcoming school year and beyond.
The proposed budget reflects the following updates:
* Stable student enrollment;
* New MYP Principal position; and
� Fiscal impacts of COVID-19.
In accordance with directives from the Board of Trustees, our theme for the new school year is
Building a Futur�e of Responsibility, Understanding, and Compassion.
The Board of Trustees reviewed the proposed budget for FY 2020/2021 at the Budget Meeting held on
July 21, 2020. During these discussions, staff presented the projected year end expenditures, an analysis
of the coming year revenues and expenditures related to the academic services of Westlake Academy
and a five-year financial forecast. The only major change from the meeting is the addition of the
capital lease for iPads that was approved by the Board in the prior fiscal year. The total amount of the
3-year lease totaled $585,623. Although this will skew our FY 19-20 expenditures; the proper
recording of a lease is to recognize the lease proceeds in "Other Resources" and the total amount of the
lease in expenditures — netting to zero with no effect to fund balance. Additionally, to cover the
expenditures in the Athletics Fund, the transfer to that fund has been increased. For audit purposes,
Funds 197 (Transportation Fund), 198 (Athletics Fund) and 199 (General Fund) are combined;
therefore, there is no effect to the total ending fund balance. The final proposed FY 20/21 expenditures
of$9,393,877 for the General Fund represents a decrease of$622,165 from the FY 19/20 expenditures
which includes the $585,623 lease entry and the remaining decrease of$36,542.
This budget presentation is the final opportunity for Board follow-up and review of the proposed
information for the coming fiscal and school year.
Legal requirements for charter school budgets are formulated by the state and the TEA. A Board
typically adopts an appropriated budget on a basis consistent with GAAP for the general fund, debt
service fund and child nutrition program (which is included in special revenue funds). However, the
Academy does not maintain a debt service fund nor a child nutrition program; therefore, only the
General Fund is required to be adopted. Special Revenue Funds are not adopted by the
governing body and are shown for informational purposes only.
In accordance with State law, the staff has prepared and presents the FY 2020-2021 operating budget
for the Academy outlining the anticipated revenues and expenditures of all funds for the Board's review
and consideration, including the amended year-end budget for FY 2019-2020.
RECOMMENDATION
Following presentation of the final proposed FY 2020-2021 operating budget and holding of the
required public hearing, staff recommends approval of this resolution.
ATTACHMENTS
Resolution
Proposed FY 2020-2021 Budget, including amended year-end budget for FY 2019-2020
Page 2 of 2
r"" ��"'�-� WESTLAKE ACADEMY
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FISCAL YEAR 2019-2020
4 �} REQUEST TO AMEND ORIGINAL BUDGET
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Fund 199 GeneralFund 2019-2020 2019-2020 2019-2020
(Includes Transportation 197 and Athletics 198) Adopted Budget Proposed Amendment Amended Budget
Revenues:
197-5700 Local Sources(Transportation) $ 25,500 - $ 25,500
198-5700 Local Sources(Athletics) 88,100 - 88,100
199-5700 Local Sources(General Fund) 1,476,961 (83,480) 1,393,481
5800 State Programs 8,127,372 (18,515) 8,108,857
Total Revenues 9,717,933 (101,995) 9,615,938
Expenditures(by function)
11 Instructional $ 5,273,570 $ 569,254 $ 5,842,824
12 Resources&Media 96,371 - 96,371
13 Staff Development 83,545 - 83,545
21 Instructional Leadership 182,919 - 182,919
23 School Leadership 1,030,836 - 1,030,836
31 Guidance&Counseling 568,295 (1,341) 566,954
33 Health Services 75,686 4,000 79,686
36 Co-curricular&Extracurricular Activities 279,323 13,710 293,033
41 Administrative 253,649 - 253,649
51 Maintenance&Operations 970,081 - 970,081
52 Security&Monitoring 37,000 - 37,000
53 Data Processing 228,360 - 228,360
61 Community Services 142,862 - 142,862
71 Debt Service 350,005 (142,083) 207,922
Total Expenditures $ 9,572,502 443,540 $ 10,016,042
Other Financing Sources(Uses)
79 Capital Lease Proceeds - 585,623 585,623
79 Other Resources 90,000 90,000 -
89 Other Uses (90,000) (90,000) -
Total Other Financing - 585,623 585,623
Excess(Deficiency)of Revenues
Over(Under)Expenditures 145,431 40,088 185,519
FUND BALANCE, BEGINNING $ 1,373,837 - $ 1,373,837
FUND BALANCE, ENDING 1,519,268 40,088 1,559,356
Assigned-Bus Maintenance 19,000 - 19,000
Assigned-Tech/FF&E Replacement - 54,000 54,000
Assigned-Uniforms/Equip Rep 15,000 - 15,000
FUND BALANCE,UNASSIGNED $ 1,485,268 $ (13,912) $ 1,471,356
Board Approval: Date:
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BUDGET TABLE OF CONTENTS
Westlake Academy, IBO Charter School* 2600 Ottinger Road * Tarrant County, Westlake Texas 76262
1. INTRODUCTION SECTION 6. STUDENT DATA
• IBO Programme
• 5 Mission,Vision,Values o 86 IBO Programme Overview
• 6 Financial Budget Awards o 87 IB Attitudes
o ASBO Award Certificate o 89 IB Learner Profile
0 90 Enrollment Boundaries
Z. EXECUTIVE SECTION o 91 Student Enrollment
• 10 Executive Summary Letter • Achievements
• 15 Strategic Planning&Management o 92 Academic Achievements
0 95 Athletic Achievements
• 21 Challenges,Goals,Strategies,initiatives and long-term
financial planning 7, POLICY SECTION
• 143 Academic Policies
3. BUDGET STRUCTURE o 991nvestment Policy
• 24 Budget Overview and Process o 104 Fiscal and Budgetary Policies
• 30 Budget Document Structure o 113 Risk Management
• 32 Fund Balance Components o 114 Future Polices to be discussed/implemented
• Fund/Object/Function Classifications
0 33 Fund Types and Structure
0 35AccountCodingStructure $• APPENDIX SECTION
• 118 Glossary
0 36 Revenue Classifications
• 126 Acronyms
0 37 Revenue Allocations
• 127 Academic Calendar
0 38 Expenditure Classifications
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0 42 Expenditures Shared Service Model
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0 43 Relationship between Funds and Departments i
4. FINANCIAL ANALYSIS ��
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• 47 Financial Forecast Assumptions � �'
• 48 General Fund Five Year � ';h� n..�.•'"�
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0 49 Governmental Funds Financial Summary �` �;I'� � '
0 53 Combined Statement `3�` .: F �,{{'.
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0 56 General Fund Financial Summary - � '��rr ' .�'��
0 58 Statement of Revenues,Expenditures& � '� r �� ,
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0 61 Schedule of Expenditures by Function&Object ��� � - - -
0 64 Revenue and Expenditure Comparison - ��e�,.., �� - .
0 65Fund197-Transporation/Parking - � . � -
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• 70 Municipal Debt Service "The Tree LetterArt"Artwork by:G Potter
S. PERSONNEL 8c PAYROLL
• 74 Personnel Staffing&Payroll Overview ��i
• 79 Board of Trustees ' � '
• 80 Leadership Team � R . _
• 81 Municipal Organizational Structure
• 82 Academic Organizational Structure
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T�is page is intentionaLLy �bLan�
MISSION, VISION, & VALUES
Founded in 2003 with a vision to achieve academic excellence and develop life-long learners who become
well-balanced, responsible global citizens, Westlake Academy is the first and only municipally-owned charter
school in the State of Texas.The Academy was the fifth school in the United States, and the only public
school,to offer the full IB curriculum for grades K-12.
During each year's budget retreat, great care and consideration is given to review the mission,vision and
values of the Academy and the impact these have on both the long-term goals and its day-to-day operation.
The mission,vision, and value statements represent the outcome of these discussions and confirm the
Board's continued dedication to academic excellence and personal achievement.
MissioN
"Westlake Academy is an IB World School whose mission is to provide students
with an internationally minded education of the highest quality,
so they are well-balanced and respectful life-long learners."
�,�'°
VISION
"Westlake Academy inspires 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�
�,�'°
VALUES
Maximizing Personal Development
Academic Excellence
Respect for Self and Others
Personal Responsibility
Compassion and Understanding
�,�'°
DESIRED OUTCOMES
The following desired outcomes summarize the goals
and objectives established by the Board of Trustees
and Leadership Staff at the Academy:
High StudentAchievement
Strong Parent& Community Connections
Financial Stewardship&Sustainability
Student Engagement-Extracurricular Activities
Effective Educators&Staff
5
�ssoc����or� o�
�CHOOL BUSINES� OFFICIALS
INTERNATIONAL
This Meritorious Budget Award is presented to
WESTLAKE ACADEMY
for excellence in the preparation and issuance of its budget
for the Fiscal Year 2019-2020.
The budget adheres to the principles and standards
of ASBO International's Meritorious Budget Award criteria.
•
♦
.
•
.
.
� '
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Claire Hertz, SFO David ). Lewis
President Executive Director
6
Westlake Academy has been awarded the Meritorious Budget Award by the Association of
School Business Officials (ASBO) for the preparation and issuance of the 2019-2020 annual
budget. The award has been received annually since September 1, 2010.
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This award is the highest form of recognition and a significant ;'� ' ��'
achievement that reflects the commitment of the governing `" '
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�
body and staff in meeting the highest principles of academic � �
` � , '
budgeting. '
��-
The Meritorious Budget Award (MBA) recognizes school
districts that demonstrate proficiency in creating clear, sound
budgets while enhancing skills in developing, analyzing, and presen ing a c ear an e ec ive
budget.
To receive this award, Westlake Academy must publish a budget document that meets
program criteria such as
• Understanding the importance of presenting an accurate and transparent budget year
after year.
• Discovering best practices in budgeting that will improve the budget's accuracy and
�� �����-�������,. _ . '- '��
transparency �1ER[TORIUUS ��
• Developing a reader-friendly document that presents �
clear budget guidelines. �'�,��# l, �~
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• Promoting communication between departments and ;�! ( �
the community.
�` � ``
• Encouraging short- and long-range budget goals. ' �
• Supporting effective use of educational resources.
Congratulations to Debbie Piper, Finance Director; Marlene Rutledge, Academic Business
Manager; Dr. Mechelle Bryson, Executive Director, and the Instructional Leadership Team for
preparing this award-winning budget for Westlake Academy.
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August 3, 2020
To the Honorable Board of Trustees of Westlake Academy,
I am pleased to present the 2020-2021 Academic Budget for your consideration.The shared services team, academic
and municipal staff inembers, worked together to prepare a comprehensive document to encompass the fiscal
impacts of the novel coronavirus(COVID-19),the health and safety of our students and staff, and the commitment in
continuing to provide an outstanding educational service to our students.
On behalf of our entire community, I would like to thank the Board for the governance, leadership, dedication, and
support in making Westlake Academy a school committed to educational excellence and allowing our students to
reach their highest individual potential.
I. INTRODUCTION
The proposed budget reflects Westlake Academy's (WA) continuing initiatives that support the vision, mission, and
values established by the governing Board. The Academy's International Baccalaureate (IB) curriculum is built to
prepare students for post-secondary success in our fast paced and knowledge-rich world. With the understanding
that our graduates must compete on a global stage, we prepare our students with 21St century specific skills to be
able to successfully navigate an ever-changing globally minded marketplace. Therefore, we remain a school focused
on future readiness and providing students with an internationally minded education of the highest quality, so they
are well-balanced and respectful life-long learners.
The proposed budget is prepared with conservative revenue projections and expenditures that are targeted to create
a safe learning environment designed for student success. This document contains a summary showing the proposed
academic budget numbers for School Year 2020-21.
Statistical data, summaries, and charts are intended to - _- s _ ,�, P:-_�r. .�;
provide a review of the proposed budget, which is a , �
lnternativnat Saccalaureate Worlc�School
strategic guidance tool for the upcoming school year and
beyond. . _. .
Fisca�Year avao-soai
The proposed budget reflects the following updates: - - -
r�: 1'
tt Stable student enrollment• � L
• , �i•' • 1
* New MYP Principal position; and � ' �l
* Fiscal impacts of COVID-19. � �
I ��
In accordance with directives from the Board of Trustees, ,�� , }
�r
our theme for the new school year is Building a Future of —� , 1r� ,
Responsibility, Understanding, and Compassion.
,-. ■ .
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.
West�afee Academy's6 0o U tfinger Rvad'W est�ake,Texas�6s6x
www.west�a�eeacademy.org
10
General Fund Bud�et Summary
As a public charter school, the Academy's operating budget is legally required to include General Operating, Debt
Service, and Food Service Funds. Given that the Academy does not have Debt Service or Food Service, the General
Fund is the only legally adopted fund. Please note that Special Revenue Funds are included in the budget for
informational purposes only.
GENERAL FUND Amended Proposed $Increase %Increase
Academic Only FY 2019/20 FY 2020/21 (Decrease) (Decrease)
Revenues $ 9,615,938 $ 9,431,978 $ (183,960) -1.91%
Expenditures 10,016,042 9,393,877 (622,165) -6.21%
Other Resources 90,000 140,000 50,000 55.56%
Other Uses (90,000) (140,000) (50,000) 0.00%
Excess Revenues Over(Under)Expenditures (400,104) 38,101 438,205 -109.52%
FUND BALANCE BEGINNING 1,373,837 973,733 (400,104) -29.12%
FUND BALANCE ENDING 973,733 1,011,834 38,101 3.91%
Assigned (88,000) (88,000) - 0.00%
FUND BALANCE ENDING(Unassigned) $ 885,733 $ 923,834 $ 38,101 4.30%
#Days Operating(Based on 365) 54 59 5 9.38%
DailyOperatingExpenditure $ 27,441 $ 25,737 $ (1,705) -6.21%
Students Enrolled 889 885 (4) -0.45%
TEAFundingperStudent 8,567 8,655 $ 89 1.04%
OperatingCostperStudent $ 11,267 $ 10,615 (652) -5.79%
Teachers 70.30 69.88 (0.42) -0.60%
Student/Teacher Ratio 12.65 12.66 0.02 0.15%
Total Faculty&Staff 101.13 100.26 (0.87) -0.86%
II. CURRENT CONDITIONS AND FUTURE CONSIDERATIONS
The Town of Westlake is committed to the education, safety and wellbeing of its students, staff, and their families.
The COVID-19 public health crisis has presented unique challenges to our academic budget and the upcoming school
year. In response to these challenges, the Town of Westlake, including Academy leadership, has been closely
monitoring federal, state, and local guidance.As guidance continues to change and new information is available,the
Town is prepared to maintain the Academy's educational excellence and provide a safe learning environmentfor our
students and staff.
The fiscal impact of COVID-19 on the Academic budget consists of new software for remote learning, personal
protective equipment(PPE),and increased disinfection/cleaning practices.These expenses have been offset by CARES
act funding, Texas Education Agency (TEA) PPE supplies, TEA service agreements, and our partnership with the
Westlake Academy Foundation.While the proposed budget is based on current conditions, it also accounts for future
years with consideration of the following:
11
DFW Metro-Area and Westlake Population Growth: With a population of nearly 7.2 million, the Dallas Fort Worth
Metroplex is the fourth largest metropolitan area in the country. Forecasts from the North Central Texas Council of
Governments predict employment to grow, in this 12-county standard metropolitan statistical area, by almost 70%
over the next 30 years. Population growth over this same 30-year period is also forecasted to be 69%. This regional
growth will impact the Westlake community and any further residential growth will affect the demand for enrollment
opportunities at Westlake Academy.
In 2019-20, the Town of Westlake had approximately 1,610 permanent residents. As the mentioned forecasts and
our Westlake Comprehensive plan have indicated, the growth of our community and the number of Westlake
residents who are selecting Westlake Academy as their educational choice continues to increase. Resident surveys
continually indicate that the Academy is a strong motivator for our residents to locate in Westlake, along with other
quality of life amenities and our public safety services. Planning for student enrollment expansion due to organic
residential growth continues to be a challenge.
Public Education Funding: Funding of public education remains a prominent topic across the state and within the
legislature. With the coming legislative session, public school funding will likely be a topic of discussion given the
shortfall in state revenue. Staff will monitor any directives or information from the state and update the Board of
Trustees throughout the year.
While public education funding is the main revenue source for the Academy, the municipality and affiliate
organizations continue to support the school so it can maintain its high level of quality service delivery.The municipal
staff remain committed to our shared services model in order to provide significant resources to the school and
reduce the overhead costs that are associated with administration,facilities, etc.
The Westlake Academy Foundation (WAF) raises significant operating funds for the Academy, without which the
school could not offer its rich slate of special programs, professional development, and technology-based
applications. The Academy also benefits from the House of Commons (HOC) and Westlake Academy Athletic Club
(WAAC) fundraising efforts. The HOC helps to provide additional support to our teachers and staff teams through
appreciation-based events, spirit wear, and other parent/teacher type events. The WAAC supports the student
athletic program for both students and coaches across all sports offered at Westlake Academy,which includes athletic
equipment upgrades,funding for team travel, and team registration scholarships.
Continued Emphasis on Long-Range Financial Planning:The proposed budget also contains an updated Long-Range
Financial Forecast which identifies key revenue and expenditure drivers for the Academy while assessing historical
financial trends and their potential impact upon our financial stability.The forecast must be monitored and updated
during the budget formulation process, as well as reviewed with the Board as the budget is prepared. Staff continues
to produce quarterly financial reports for the Board that monitors and analyzes trends. These reports serve as a
valuable tool to assist in developing a proactive, ratherthan reactive, approach to our changing financial position.
Facility Planning for Today and the Future: Immediate needs for lab space have been identified. Based on primary
boundary enrollment projections, the facility space continues to be reviewed to help plan for educational offerings
and physical space needs. We will continue the facility needs review in light of any disruptions associated with the
pandemic and our enrollment in the coming years.
12
III. SHARED SERVICES MODEL
Westlake Academy operates under a shared services model whereby the municipal operations team provides human
resources, communications, financial, facilities, information technology and administrative support services to the
school. General maintenance and replacement of infrastructure and equipment for the school is expensed to the
municipal budget. The shared services model is an integral part of the state charter application process, supporting
the Town's case for having a community school. This model conserves resources and avoids the duplication of efforts
across the municipal and academic functions.
DEBT SERVICE - As part of the Academy's unique financial structure, the Town of Westlake is responsible for debt
service payments associated with the Academy's capital infrastructure. The Municipal Debt Service Fund is used to
manage debt service payments, and the Academy debt is accounted for in the annual municipal budget.
CAPITAL PROJECTS -There are no major capital projects budgeted or planned through Fiscal Year (FY) 2020/21. At
the Board's direction,the Town of Westlake's Capital Improvement Plan will be updated during the municipal budget
preparation
M UNICIPAL ALLOCATIONS
Amended Proposed $Increase %Increase
FY 2019/20 FY 2020/21 (Decrease) (Decrease)
Municipal-TransfertoWAOperatingBudget $ 219,750 $ - $ (219,750) -100.00%
Municipal-TransfertoWAWAFStaff 71,431 71,235 (196) -0.27%
Annual Debt Service (Municipal budget) 1,835,180 1,829,413 (5,767) -0.31%
Major Maintenance and Replacement 263,480 221,000 (42,480) -16.12%
In-direct OperatingCosts (Payroll & Related) 989,820 1,268,314 278,494 28.14%
Total Municipal Costs $ 3,379,661 $ 3,389,962 $ 10,301 0.30%
IV. FY2020/21 GENERAL FUND BUDGET
The proposed budget encompasses all teaching and extra-/co-curricular operating expenditures as well as State public
school funding, local funds, and private donations used to support and enhance the daily operations of Westlake
Academy. The FY 2020/21 General Fund budget totals $9,393,877, representing a 6.21% decrease from the prior
year. The FY 2020/21 projections will increase fund balance by $38,101 for an ending unassigned fund balance of
$1,509,457. This balance represents 59 operating days.
As mentioned previously, Westlake Academy's recent enrollment increases have been mainly driven by residential
developments and housing opportunities within the community. This trend will continue with the addition of our
developments that are in progress - Spencer Ranch, The Knolls, Quail Hollow, Entrada, Granada, and Vaquero. Our
projected enrollment numbers for the coming school year are budgeted conservatively at 885 students. We will
continue to evaluate enrollment options and manage the number of students as we navigate the disruptions that are
associated with the current pandemic. With the option for parents to choose in-person or remote learning for their
students this year, we may see fluctuating numbers that will affect our forecasts.
13
COMBINED: GENERAL FUND ACADEMIC AND MUNICIPAL SERVICES
GENERAL FUND EXPENDITURES Amended Proposed $ Increase %Increase
Academic&Municipal Expenditure Costs FY 2019/20 FY 2020/21 (Decrease) (Decrease)
OperatingExpenditures $ 10,016,042 $ 9,393,877 $ (622,165) -6.21%
Municipal-TransfertoWAOperatingBudget 219,750 - (219,750) -100.00%
Municipal-TransfertoWAWAFStaff 71,431 71,235 (196) 100.00%
Total Academic Costs 10,307,223 9,465,112 (842,111) -8.17%
Annual Debt Service (Municipal budget) 1,835,180 1,829,413 (5,767) -0.31%
Major Maintenance and Replacement 263,480 221,000 (42,480) -16.12%
In-direct Operating Costs (Payroll & Related) 989,820 1,268,314 278,494 28.14%
Total Municipal Costs 3,088,480 3,318,727 230,247 7.46%
Academic(General) &Municipal Expenditure Costs $ 13,395,703 $ 12,783,839 $ (611,864) -4.57%
NumberofStudents 889 885 (4) -0.45%
Total Expenditure Cost perStudent $ 15,068 $ 14,445 $ (623) -4.14%
Over the last year, many hours have been spent to further develop our vision of the future, determine the best
methodologies that help us accomplish our mission, and truly become the school where students can reach "their
highest individual potential". While we have many successes to celebrate, we are constantly striving to improve the
Academy through multiple avenues. We restructured our administrative executive leadership team with dedicated
Middle Years and Diploma Programme Principals and an administrative oversight position. All ofthese roles will work
together with the Superintendent and the Executive Director to support our staff teams, students, and parents.
These past several months of responding to COVID-19 and planning for the next school year have brought into sharp
focus,the dedicated staff inembers who are committed to our educational efforts—many of whom gave up personal
time or worked through vacations with their families to help us plan for the fall. We have also been fortunate to have
the support of our governing and parent body—with an open-minded approached to health and safety efforts for our
campus and through consistent feedback received over the summer. And, let's not forget the commitment of our
students—who continued to learn and demonstrate the IB Learner Profile traits during the spring semester and now
into the fall. We would not be able to navigate these unprecedented times if it weren't for all the stakeholders who
work together to make our school a success. Our efforts will continue to focus on the health and safety of our
students, our staff, and the commitment to offer a robust educational environment for our students.
Respectfully submitted,
��/jy1d��R�. ��
Amanda DeGan
Town Manager/Superintendent Westlake Academy
14
STRATEGIC PLANNING & MANAGEMENT SYSTEM
The Academy has designed a strategic planning and performance management system framework based on
the Balanced Scorecard System. The Balanced Scorecard is a strategic planning and management tool that is
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used extensively in business and industry, government, and : �y ��� °,� �
nonprofit organizations worldwide to align operational :��� _ �
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activities to the vision and strategy of the organization, `' ' - .,_ ���„� r
improve internal and external communications, and monitor �-� �
organization performance against strategic goals. ��c��R�ac,
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The Board of Trustees and staff utilize this methodology to �Q� q;, '
�-� �-
implement and review our existing strategic framework, along Q= ' �=
with the vision, mission, and values statement of the Academy. ��� ' y�
The balanced scorecard system is designed to communicate � -
our strategy throughout the organization/community with our �bN�11 ZN���
stakeholders, align our daily work activities to the overall ^
.:;�...
vision, serve as the framework for prioritizing services, and "��;
utilize performance measures to evaluate our successes and
opportunities. � • -
In short, it is a tool that businesses use to ensure that their work meets their goals in a measurable way by
connecting organizational strategy to the work people do on a day-to-day basis, i.e. "You said...we did..."
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STRATEGIC THEME AND RESULTS
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ENGAGED LEADERSHIP—INTERACTIVE COMMUNICATIONS—CORE VALUES
15
STRATEGIC PLANNING & MANAGEMENT SYSTEM
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The graphic to the left illustrates the Balanced
Scorecard approach and the following pages
" of this section demonstrate how Westlake
Academy has aligned with this framework.
Each element is critical to the success of the
'�°o°� municipality and helps us evaluate and
� communicate our performance.
_S,DDOft. 1V116810N
_�,00�r�. �,s,oN Upon review of the existing strategic initiatives
' �` and performance measures,the Board
Va�u�s
==.�ft. provided feedback to the staff and requested
� ��ReP��r"`�� an updated version for review. Staff updated
�
_�,CDDft. THEMES &�ZESLJLT6 the framework to include all the related
r performance measures and identified the
STRAT'E�IC�BJECTfYE6 �
���0� strategic initiatives that will be goals for the
� MEA6C1RE6 &TAR�ET6 ,�t
� entire organization this coming school year.
-"'"" STRATEC-3C IHiTiA?IVES
MissioN
The mission statement describes what must Westlake Academy is an IB World School whose mission
be done to achieve the adopted vision.The is to provide students with an internationally minded
Board of Trustees has adopted the following education of the highest quality, so they are
Mission statement for Westlake Academy. well-balanced and respectful life-long learners.
Westlake Academy inspires college VISION
bound students to achieve their highest The Academy's vision statement outlines what we strive to be.
individual potential in a nurturing Upholding such a statement is a task that requires effort on
environment that fosters the traits multiple levels.The balanced scorecard system will help ensure
found in the IB Learner Profile. the Vision of the Academy remains true in years to come.
IB LEARNER PROFILE
The International Baccalaureate° (IB) learner profile describes a broad
range of human capacities and responsibilities that go beyond Inquirer Caring
academic success.The aim of all IB programmes is to develop Knowledgeable Balanced
internationally-minded people who, recognizing their common Open-Minded Reflective
humanity and shared guardianship of the planet, help to create a Principled Communicators
better and more peaceful world. Thinkers Risk-takers
16
STRATEGIC PLANNING & MANAGEMENT SYSTEM
VALUES
Maximizing Personal Development Driving how the Academy accomplishes its work are our
Academic Excellence corporate values.These are the principles we hold
Respect for Self and Others important and standards by which the Academy operates.
Personal Responsibility These values, as adopted by the Board of Trustees, are
Compassion and Understanding designed to guide staff in their day to day work and the
Board as it conducts its business.
STRATEGIC PERSPECTIVES
A Perspective is a view of the Academy operations from a specific vantage point. Four basic perspectives are
traditionally used to encompass a Balanced Scorecard organization's activity—people &facilities, operational
efficiency,financial stewardship, and customer service.The Academy's business model, which encompasses
vision, mission, and strategy, utilizes the four Perspectives as a framework.The four perspectives of the plan,
which were customized by the Board, are as follows:
STRATEGIC PERSPECTIVES
Citizens,Students, Financial Academic People, Facilities,
&Stakeholders Stewardship Operations &Technologies
Viewed through the Financial oversight; Focuses on processes that Involves,work culture, innovation,
eyes of our customers effective use create value for the leadership,governance,tools and
and stakeholders of resources customers and stakeholders technology necessary to provide services
STRATEGIC THEMES
The Academy won't have their own 'strategic themes' as they are considered a Exemplary
department of the Town. Therefore, under the strategic themes for the Town is a Education
goal for"Exemplary Education"that will encompass the direction for the Academy.
The Town Council (Board of Trustees) grouped this information along with the major
components of our previous strategic plan and ranked the importance of the concepts Westlake is an
per each area of concern. international
educational
Staff then created strategy maps, identified a strategic result, populated the maps leader where
with strategic objectives and created an objective commentary document. These each individual's
were evaluated against the direction of the community and set the framework for a potential
comprehensive Tier One map for the municipal program of services. The Town is maximized.
Council has worked closely with staff to adopt a management system based on the
Balanced Scorecard framework.This was developed to help the Academy direct its own destiny rather than
allow future events to do so. Through sound business principles the Academy can more effectively provide
services to their stakeholders, increasing both efficiency and customer satisfaction. Ultimately, it guides the
way the Academy does business and helps us determine how we should invest our time and resources. In the
budget process,this allows for increased transparency, clarity, and accountability, providing the Academy a
framework for demonstrating results.The continued quality and success of this community does not happen
without the diligent effort of a committed team of residents, businesses, community leaders, and staff. Years
of consistent planning and strategic thinking has brought Westlake where it is today.
17
STRATEGIC PLANNING & MANAGEMENT SYSTEM
OBJECTIVES AND PERFORMANCE MEASURES
Performance measures hold government departments accountable to their stakeholders, while allowing
them to recognize their successes and adjust programs of service that are under performing. Performance
measures are determined according to the strategic objectives found on the Strategy Map and help to align
the goals for the department.
PERSPECTIVES OBJECTIVES PERFORMANCE MEASURES
� . . �
° Percentage of students who enrolled into college
• Increase the Future o
Readiness of All Students Percentage of students who were accepted into college
° Length of time students take to earn college degrees
CITIZENS, ° Rate of retention for students(start/quit or K thru 12)
STUDENTS, • Increase Stakeholder ° Re-authorization attainment for PYP,MYP and DP
AND Satisfaction ° Parents Survey Satisfaction Results(Confidence Level)
STAKEHOLDERS ° National Rankings(TEA Performance Index)
° Volunteer Hours
• Enhance Westlake Academy's ° Percentage of staff with international experience
Unique Sense of Place ° Percentage of students involved in club/activity through WA
° Percentage of graduations wo attend/send regrets for diploma ceremony
° Number of external grant applications submitted
° Percentage of externalgrantsreceived/given
• Increase ExternalRevenues o
Sources Percentage of income/gifts from new sources
FINANCIAL ° Number of days in Fund Balance
$TEWARDSHIP ° Number of corporate volunteer experiences
° Percentage of audits with unmodified opinion
• Improve Financial o
Stewardship Quarterlyfinancial report data(measure?)
° Awards from GFOA and ASBO and Texas Comptroller
° STAAR,SAT,ACT,AP,DP IB exam results
° Teacher Appraisals/Reviews
• Optimize Student Potential o
Student&Staff Annual Survey
° Student to Teacher Ratios
• Improve Efficiencies of ° Programs aligned with mission,vision,IBO&state standards(measure?)
Operational Systems ° Per Pupil Expenditure Costs
ACADEMIC
° Parent Survey Results(listed above in Stakeholder Satisfaction)
OPERATIONS
° Exit Survey—Leavers
• Strengthen our Westlake o
Academy Culture Lottery Waiting lists—internal/external
° Annual Feedback—Appraisal System
° Percentage of parents who attend school hosted meetings
• Strengthen IB Philosophy and ° Rubric results of PYP Exhibition,MYP Personal Project,&DP Extended Essay
Implementation ° Results of IB Programme evaluations
° Time to fill positions/turnover rate(Tier One)
• Attract,Recruit,Retain& o
Develop the Highest Quality Offer to acceptance ratio(Tier One)
° Numberoftrainingopportunitiesperyear
PEOPLE, Workforce o
FACILITIES, Employee satisfaction results
AN D • Increase the Capacity of ° Teacher&Administration Feedback
Teachers and Staff ° Staff Survey(linked from above objective)
TECHNOLOGIES
° Annual number of devices available to students/staff
• Improve Technology, o
Facilities&Equipment School Dude requests for service/time to completion
° Number of staff inembers/students supported through IT/per IT staff allocations
18
STRATEGIC PLANNING & MANAGEMENT SYSTEM
These performance measures also help determine the quantity and quality of our work, as identified in our
plans. We consistently evaluate our work and review our performance quarterly because we firmly believe
what gets measured gets done.As we improve our ability to gather and mine data about our work, we will be
able to expand our performance measures to the departmental business plans as a gauge of success.The
departmental efficiency and effectiveness measures along with the outcome based measures will be grouped
with the appropriate strategic objective to give an overall picture of the Academy's performance. As the
Academy continues to develop these scorecards and measurement units, data sources, and targets will be
refined.Through quarterly performance reviews,trends are also tracked over time through budget
documents.
STRATEGIC INITIATIVES
� Research feasibility to create a facilities master plan
� Outdoor learning center
� Create opportunities for students&teachers to expand their international mindedness by extending learning
beyond the classroom walls
� Implement new student/family orientation program to enculturate student/families into WA's culture of success
� Integrate a balance of assessments including high-quality standardized testing along with effective classroom
formative and summative assessments
� Elevate the WA House System presence on campus through authentic learning experiences and through the
Learner Profile
� Establish and"Angel Fund" designed to support need-based students for international travel &field trips
� Create a new teacher mentoring program designed to support& develop teachers' pedagogical expertise
� Integrate technology into the teaching& learning in a seamless and organic design that promotes the 4 Cs
(creativity,critical thinking,collaboration,communication)of 21st century learning
WESTLAKE ACADEMY'S DESIRED OUTCOMES
Five desired outcomes have been identified and linked to the Academy's strategic planning efforts:
Westlake Academy's strategic �
�' planning structure is the product High Develop inquiring, knowledgeable, caring and
of many hours of analysis, review Student disciplined young people who use their unique
Achievement talents to create a better and more peaceful
and discussion. world through intercultural understanding and
respect.
Academy staff, under the Strong Parent To involve all stakeholders in building a better
direction of the Board of Trustees, and Community Westlake Academy community.
• continually gathers Connections
information and input from
stakeholders Financial To ensure sufficient, well-managed resources
• carefully tracks and analyzes Stewardship and to support and advance the mission of
Sustainability Westlake Academy.
student achievement
• considers economic and Student To ensure that all athletics, community service
demographic trends Engagement and and extracurricular activities are held to the
Extracurricular same standard of excellence as the curricula
• formulates long-range goals ro rams to romote well-balanced students.
• plans for future challenges Activities p g p
• develops comprehensive Effective Recruit, develop and retain a core faculty and
guidelines that ensure student Educators staff with the personal qualities, skills and
and Staff expertise to work effectively with the IB
success. inquiry-based,student-centered curricula.
19
STRATEGIC PLANNING & MANAGEMENT SYSTEM
WESTLAKE ACADEMY—TIER TWO STRATEGY MAP
Increase the nhance
Citizen, Student & Future Increase Westlake
Stakeholder Readiness of Stakeholder Academy's
All Students Satisfaction Unique Sense
of Place
Financial Increase
Extern a I I m pro�e
Stewardshi Re�enue Financial
p Sources Stewardship
Strengthen
our Westlake
Academic Academy
Optimize Impro�e the Culture
O erations Student Efficiencies of
p Potential Dperational Strengthen IB
Systems Philosophy &
Implementation
People, Attract, Recruit, Increase the Impro�e
Facilities & Retain & De�elop Capacity of Technology,
the Highest Teachers & Facilities, &
echnology 4uality Workforce Staff Equipment
A Tier Two Strategy Map is cascaded from the Tier One map that is developed by the elected officials. The
Board of Trustees worked with staff teams to identify the strategic objectives that are important to our
overall success and service provision levels for the stakeholders of the Academy. The Tier One map is drafted
at the municipal level of the organization and then cascaded to the educational department of the school.
This ensures alignment with our values and vision throughout the Town.
PARENT SURVEY RESULTS
In addition to monitoring these performance measures,the Academy also values the opinion of its parents.
Every two years Westlake undertakes a broad stakeholder survey designed to measure academic
performance and to gauge the current and future needs of the students.This survey is an incredibly useful
tool within the strategic management system, and it allows Academy services to be tailored based upon
parent feedback. Westlake's performance measures are dynamic and undergo on-going review.
20
CHALLENGES
As a charter school owned by a municipality, Westlake Academy has some unique challenges. These
challenges drive and shape the budget process. The most pressing driver is the task of balancing the
projected enrollment of Westlake residents; while maintaining an Academy enrollment level that
generated a revenue stream that can sustain the school. It is important to note that the only requirement
for admittance into the Academy is based upon student residency.
Westlake Academy admits students from two distinct geographic areas called primary and secondary
boundaries:
• PRIMARY boundary: concurrent with geographic boundary of the Town of Westlake
• SECONDARY boundary: adopted by the Board of Trustees and approved by the Texas Education
Agency in June 2008 and include identified Independent School Districts who are admitted through
a lottery system.
The Town of Westlake is currently experiencing high growth and development. Many of these new
residents have moved to the Town of Westlake so their children can attend Westlake Academy without
having to experience the variable of the lottery system. As such, there is an expectation that space is
available throughout the school year for the children of Westlake residents.
GOALS, STRATEGIES, INITIATIVES AND
LONG TERM FINANCIAL SUSTAINABILITY
Overall, Westlake Academy utilizes the balanced scorecard (BSC) approach to strategic planning and
management. It is used to:
• Communicate what we are trying to accomplish
• Align the day-to-day work that everyone is doing with strategy
• Prioritize projects, products and services
• Measure and monitor progress towards strategic targets.
The BSC approach connects the dots between big picture strategy elements such as mission, vision and
values to the Academy's actions and focus priorities. This approach leads to long term sustainability.
21
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BUDGET OVERVIEW AND PROCESS
Projecting the budget allocations of the Academy is a continual process that responds to the changing needs of the
Academy students and staff as well as variations in the fiscal environment such as State funding. The development
of the Academy budget for fiscal year 2020/21 began in January 2020, presented to the Westlake Board of Trustees
meeting that was held in June 2020 for additional input, and adopted in August 2020.
The Academy approach to balancing the combination of fast student growth in a restricted funding environment
along with increasing academic standards requires that the budget process be instructionally driven and guided by
the Academy's Strategic Plan. During the budget development process,the staff reviewed all revenues and
expenditures and focused on aligning the allocation of resources, both personnel and financial, with the
accomplishment of established goals and outcome objectives contained in our Strategy Map.
The Board of Trustees regularly receives quarterly budget updates, some of which are detailed in the trend analysis
and the five-year financial forecast discussed later in this document. Upon receipt of the adopted annual budget,
the Board holds budget workshops to review adopted changes,their associated outcomes for the next fiscal year,
as well as their impact in a five (5)year financial forecast.
Following is a summary of the nine main steps taken in preparation of the adopted budget:
1. Budget Preparation
2. Fund Types and Structure
3. Basis of Accounting and Budgeting ��
4. The Budget Process :
5. ealanced eudget ,
6. BudgetAmendments ��
7. BudgetAdoption Q
8. Long Term Forecasting
9. eudget Calendar
'�
BUDGET PREPARATION
As in previous years, efforts have been made to control expenditures while continuing to deliver an excellent level
of service to our citizens. Concentrated efforts have been made to produce a document that clearly illustrates the
uses of Academy resources in a format that may be utilized as a resource tool by the Board of Trustees,Academy
staff, and the citizens of Westlake. Our budget preparation process continues to be refined on an annual basis,
operating within clearly defined budget preparation guidelines.
Budgeting is an essential element of the financial planning, control and evaluation process. The "operating budget"
is the Academy's annual financial operating plan. The budget includes all the operating departments of the
Academy included in the General Fund and Special Revenue funds. The budget is prepared with the cooperation of
all Academy departments and is submitted to the Superintendent who makes any necessary changes and transmits
the document to the Board of Trustees. A budget preparation calendar and timetable are established and followed
in accordance with State law.
A"bottom-up"approach is used to solicit input from the staff Leadership Team as to their operations' needs with
an emphasis on:
• Identifying costs to provide the current level of services.
• Identifies additional cost increases needed to maintain the current level of service.
• Additional resources necessary to provide new or increased levels of service.
• Delineating changes in fund balance levels for each fund.
24
BUDGET OVERVIEW AND PROCESS
The following procedures,which are guided by generally accepted budgeting practices, have been established:
• The annual operating budget presents appropriations of expenditures and estimates of revenues for all
government funds. These revenues include federal, state, and local revenues.
• The annual operating budget illustrates expenditures, anticipated revenues, and the estimated impact on
reserves.
• Budgets for each function are broken down into specific object codes, including payroll and payroll related,
professional and contracted services, supplies and materials, other operating costs, and debt service.
• Revenue projections are prepared for each revenue source based on an analysis of historical revenue trends
and current fiscal conditions.
• Goals and objectives have been developed and are incorporated into the evaluation of employees and
performance of the organization.
• A budget message summarizing local financial conditions and principal budget issues is presented to the
governing board along with the annual budget.
BUDGET CALENDAR
The Budget Process covers the financial cycle starting with budget planning and ending with the audited annual
financial report.
Timeline Description of Activities
October- December Strategic Plan review and development occurs
December Westlake Academy Instructional Leadership Team (ILT) begins planning
upcoming budget
January ILT meets with Westlake Academy affiliates forjoint planning
Jan - March Review and develop Capital Improvement Plan, Five-Year Projection, and
Personnel Cost Estimates
April Develop improvement plans for each grade level and department
May Strategic Plan preparation process occurs; preliminary budgets developed
June Board of Trustees(BOT) Budget Retreat
June Current budget review; budget amendments for current year if necessary
BOT consideration and adoption of Westlake Academy Budget for Upcoming
August School Year
October Annual financial audit
BALANCED BUDGET
As per State Law, current operating revenues will be sufficient to support current operating expenditures. Annually
recurring revenue will not be less than annually recurring operating budget expenditures. Debt or bond financing
will not be used to finance current expenditures.
FUND TYPES AND STRUCTURE
The accounts of the Academy are organized and operated on a basis of funds.A fund is an independent fiscal and
accounting entity with a self-balancing set of accounts. Fund accounting segregates funds per their intended
purpose and is used to aid management in demonstrating compliance with finance related legal and contractual
provisions.The minimum number of funds is maintained consistent with legal and managerial requirements.
25
BUDGET OVERVIEW AND PROCESS
Academy funds are classified into the following two categories;
• GOVERNMENTAL FUNDS-The funds are used to account for the Academy's general government activities,
including the collection and disbursement of specific or legally restricted monies. Governmental funds use
the flow of current financial resources measurement focus and the modified accrual basis of accounting.
• The General Fund is the Academy's primary operating fund. It accounts for all financial resources of
the Academy, except those required to be accounted for in another fund.
• Special Revenue Funds account for the revenue sources that are legally restricted to expenditures
for specific purposes.
• FIDUCIARY FUNDS-The fund's account for resources that are held in trust for individuals or other
governments, in this case monies that are held in a custodial capacity for the benefit of student
organizations
BASIS OF BUDGETING AND ACCOUNTING
The term basis of budgeting is used to describe when events or transactions are recorded and recognized.
In the Modified Accrual Basis-
• revenues are recognized in the period when they became available and measurable
• expenditures are recognized when the liability is incurred
In the Accrual Basis-
• revenues are recorded when earned
• expenses when the liability is incurred
Annual Audited
The basis of budgeting Governmental Fund Operating Budget Financial Statements
and accounting is General Fund Modified Accrual Modified Accrual
shown in the chart
to the right: Special Revenue Funds Modified Accrual Modified Accrual
Budgets are prepared on the same basis of accounting that is used in financial statements. The basis of budgeting
refers to when revenues and expenditures are recognized in the corresponding accounts and reported in financial
statements. Governmental fund types, including the general fund, are budgeted using the Current Financial
Resources Measurement Focus and the Modified Accrual Basis of Accounting. Westlake Academy's only Fiduciary
Fund (the Agency Fund, described below) is not a budgeted fund.
Under the modified accrual basis of accounting, revenue is recognized when it becomes susceptible to accrual, i.e.,
when it becomes measurable and available. Measurable means the amount of the transaction can be determined
and available means collectible within the current period or soon enough thereafter to pay liabilities of the current
period.The Academy considers revenues available if they are collected within 60 days after year-end. Expenditures
are recognized when the related fund liability is incurred.
• Foundation State Program (FSP)funds are susceptible to accrual.
• Miscellaneous revenue items, which are not susceptible to accrual, are recognized as revenue only as they
are received in cash.
• Entitlements and grants are recognized as revenue at the time of receipt or earlier if the susceptible to
accrual criteria are met.
• Expenditure driven grants are recognized as revenue when the qualifying expenditures have been incurred
and all other grant requirements have been met.
26
BUDGET OVERVIEW AND PROCESS
THE BUDGET PROCESS
The Academy's fiscal year begins each year on September 1st and ends on August 31st of the following calendar
year. Prior to the beginning of the fiscal year,the Superintendent must submit a budget to the Board of Trustees
which includes:
• A budget message
• A consolidated statement of anticipated revenues and expenditures for all funds
• Resources for General Fund and Special Revenue Funds in detail
• A summary of expenditures by function and object code
• Detailed estimates of expenditures shown separately to support expenditures
The budget preparation process begins early in the calendar year with the establishment of overall Academy goals,
objectives, and analysis of current year operations compared to expenditures.
• Budget policies and procedures are reviewed at the same time to reduce errors and omissions.
• In May,the Finance Department prepares budget forms and instructions for estimating revenues and
expenditures.
• Leadership Team members submit baseline expenditures for current service levels and any additional one-
time or on-going request they may have for their department.
• A round-table meeting is subsequently held with the Superintendent,the finance staff and each
department head for review.
• After all funding levels are established and agreed upon the budget is presented to the Board of Trustees.
• A public hearing on the budget is conducted in accordance with state and local law.
• This meeting is held after the Board has reviewed the budget during a workshop.
• The Board of Trustees approves a level of expenditure (or appropriation)for each fund to go into effect on
September 1st, prior to the expenditure of any Academy funds for that budget year.
BUDGET AMENDMENT PROCESS
The Superintendent may request that the current year budget be amended at the function level. In this process,the
• Superintendent will review the documentation and draft an ordinance to formally amend the current budget.
• This ordinance is presented to the Board of Trustees for
consideration. •Budget Amendment is requested I
• Following the consideration of the amendment,the Board 1. •Forwarded to Finance department
will vote on the amendment ordinance.
• If the amendment is approved,the necessary budget •Finance Director reviews
changes are then made. 2. •If approved-forward to Superintendent
• All budget amendments will be approved by the Board of _
Trustees prior to the expenditure of funds more than the •Superintendent reviews
previously authorized budgeted amounts within each 3 •If approved-forward to Board of Trustees
fund.
• Often,these amendments influence the shaping of the
current budget as actual trends in revenues and •Board of Trustees reviewfor approval
4.
expenditures are realized and accounted for at that time.
Program principals and coordinators are responsible for
monitoring their respective programme budgets. •Finance enters budget amendment
5.
• The Finance Department will monitor all financial
operations. The budget team will decide whether to
proceed with a budget amendment and, if so, will then
present the request to the Board of Trustees.
27
BUDGET OVERVIEW AND PROCESS
• If the Board decides a budget amendment is necessary,the amendment is adopted in resolution format and
the necessary budgetary changes are then made.
• The Final Amended Budget for the Year Ending August 31, 2019 will be submitted at the August 2020 Board
meeting. It will reflect all amendments previously approved by the Board of Trustees plus any final
amendments.
LONG TERM FORECASTING
Most annual operating budget documents focus on a single 12-month period where spending and revenue
decisions made today will have effects that extend beyond that fiscal year. Because of that,the Academy requires
that long-term forecasting be made part of the Annual Operating Budget document.
The purpose of the policy is to:
• Ensure on-going financial sustainability beyond a single fiscal year or budget cycle
• Achieve the Academy's mission and vision
• Systematically link the annual budget to a multi-year master financial plan.
Should long term forecasts and analysis show that the school system does not have a "positive operating balance"
over the multi-year period,the Academy shall bring this to the attention of the Superintendent. A"positive
operating balance" means that the ending fund balance meets or exceeds the minimum levels prescribed in the
Academy's reserve policies.The policy states the Academy shall strive to maintain the General Fund unassigned
fund balance at 45 days of operation. As can be seen below,the fund balance, if as projected, will decline to less
than the 45 days in the final 2 years.
Positive Fund Dollars per
Fiscal Operating Balance Operating Operating
Year Balance (Unassigned) Day Days
FY 20/21 YES $ 1,509,457 $ 25,737 59
FY 21/22 YES 1,461,523 25,998 56
FY 22/23 YES 1,307,955 26,302 50
FY 23/24 YES 1,084,150 26,509 41
FY 24/25 YES 813,792 26,768 30
BUDGET ADOPTION
Legal requirements for charter school budgets are formulated by the state and the TEA. A Board typically adopts an
appropriated budget on a basis consistent with GAAP for the general fund, debt service fund and child nutrition
program (which is included in special revenue funds). However,the Academy does not maintain a debt service
fund or a child nutrition pro�ram;therefore,only the General Fund is required to be adopted. Special Revenue
Funds are not adopted bv the�overnin�bodv and are shown for informational purposes onlv.
At a minimum,the Academy is required to present the original and the final amended budgets for revenues and
expenditures compared to actual revenues and expenditures for the General Fund. The Board of Trustees conducts
the required public meeting and adopts the budget in August prior to beginning the fiscal year which runs from
September 1st to August 31st.
2s
BUDGET OVERVIEW AND PROCESS
� �
Annual A budget is required to be adopted annually for the General Fund (Westlake Academy
Budget does not maintain a Debt Service Fund or child nutrition program). The budget is
adopted on a basis consistent with generally accepted accounting principles. All
appropriations lapse at fiscal year-end.
On or before August 31st of each year,the Superintendent submits for review by the
Board of Trustees a budget for the upcoming school year. After reviewing the budget
and holding public meetings as necessary,the final budget is prepared and adopted.
The appropriated budget is prepared by fund and function. The Board may make
transfers between functions within a fund and may amend the total budget following
the same procedures required to adopt the original budget. The legal level of
budgetary control is at the fund level.
Key Public charter schools in the State of Texas do not have taxing authority, nor do they
Revenues receive facility funding. Consequently,the Academy receives most General Fund
revenues via the State Funded Foundation School Program (FSP) and is
disproportionately affected by changes in FSP funding levels set by the Texas
legislature.
State funding of public education was decreased by the State Legislature in 2001.
While it has increased somewhat since then,the allocation has not kept pace with basic
cost increases. And, in the Legislature's most recent 2017 session,the per student
funding for public education was not increased for the next biennium.
Note that the amount of state aid received through the Foundation School Program is a
function of the total number of students enrolled at the Academy as well as the
additional funding from Career and Technical Education classes.
Key Compensation and benefits are the largest operating cost for Westlake Academy,
Expenditures comprise most total operating expenditures. The current forecast assumes no further
expansions of curriculum or other programme areas that would necessitate additional
staff. Other costs including utilities, supplies, and professional services are held at 1%
unless additional revenue sources are realized.
Fund The Superintendent and Board of Trustees are devoted to safeguarding and improving
Balance the financial condition of Westlake Academy. The Academy shall strive to maintain an
unassigned General Fund Balance of 45 days of operation, and Fund Balance monies
will only be used with Board approval for specific needs. Board policy stipulates that all
future increases in expenditures must be offset by new or additional revenues. A full
listing of Fund Balance policies can be found at the end of this section.
� �
29
BUDGET DOCUMENT STRUCTURE
The goal of the budget document is to provide timely,transparent information concerning the past, current, and
projected financial status of the Academy. The budget is a holistic planning document used in concert with our
strategic plan to facilitate decisions that support the educational goals and strategic objectives of the Academy.
The budget document is but one part of a system designed to link together critical governance and management
decision making tools. This system is designed to integrate:
• Strategic planning
• Five-year financial forecasting, budgeting, and performance measurement linked to priorities,
objectives, and outcomes
• Reporting to monitor progress in outcome achievement and accountability for results
• Aligning human and financial resources to prioritized outcomes and objectives
• Long term approach to ensure financial sustainability
• Working within Board adopted financial policies for the Academy
• Maintaining core services
Discussion and review of the information contained in both the strategic plan and the budget document
consistently leads to operational and educational improvements that impact the students and parents of
Westlake Academy.
The development, review, and consideration of the Governmental Fund budgets (the General Fund and Special
Revenue Funds)were completed with a detailed and exhaustive review of every revenue and expenditure item
within the context of the Academy's Vision, Mission and Values statements, strategic planning efforts, and
Board policy.
The Board of Trustees provides governance and policy direction, while the Superintendent,finance department
and campus and administrative staff develop the budget document for the Board's review. Staff reviews each
existing expenditure request and the allocations for the coming school year and asks, "is this the best use of
public funds?"
The budget document and the year-end comprehensive annual financial audit are the primary vehicles through
which the Academy's financial plans are presented.
, _ _ � ` l
Z �
, f �
�
� �
30
BUDGET DOCUMENT STRUCTURE
The budget document is organized into the following sections for submission to ASBO for the Meritorious
Budget Award.
1. Executive Introduces the reader to the document as a whole. It highlights important information contained in
the budget. Users rely on this section to get an overview of what they can expect to find in the rest of
Summary the document.
2. Organizational Provides the context and framework within which the budget is developed and managed. This
section includes the Academy's organizational and financial structure as well as the controls that
$eCt1011 direct and regulate the development and administration of the budget.
3. Financial Presents the heart of the Academy's budget document. The adopted budget is presented as a series
of financial schedules along with past budget figures and future projections.
Section
4. Informational Contains additional information about the Academy,including descriptions of the IB curriculum and
programmes,enrollment and employment figures,testing and performance scores, benchmark data,
5. $eCt1011 academic achievements,and other miscellaneous data.
31
FUND BALANCE COMPONENTS
In February 2009,the Governmental Accounting Standards Board (GASB) issued GASB Statement No. 54, Fund
Balance Reporting and Governmental Fund Type Definitions.This Statement established five components of
fund balance and because circumstances differ among governments, not everyone will report all components.
GASB 54 shifts the focus of fund balance reporting from the availability of fund resources for budgeting to "the
extent to which the government is bound to honor constraints on the specific purposes for which amounts in
the fund can be spent."
• Fund Balance Reporting-The Academy shall report governmental fund balances per GASB 54
definitions in the balance sheet as follows: Non-spendable, Restricted, Committed,Assigned,
Unassigned
• General Fund Unassigned Fund Balance-The Academy shall strive to maintain the General Fund
unassigned fund balance at 45 days of operation.
• Use of Fund Balance- Fund Balance will be targeted to only be used with Board approval and can
only be used for the following: emergencies, non-recurring expenditures, such as
technology/FF&E (furniture,fixtures and equipment), or major capital purchases that cannot be
accommodated through current year savings. Should such use reduce the balance below the
appropriate level set as the objective for that fund, recommendations will be made on how to
restore it.
• Approval of Commitments-The Board of Trustees shall approve all commitments by formal
action.
o The action to commit funds must occur prior to fiscal year-end,to report such
commitments in the balance sheet of the respective period, even though the amount may
be determined after fiscal year-end.
o A commitment can only be modified or removed by the same formal action.
o The Board of Trustees delegates the responsibility to assign funds to the Superintendent or
his/her designee.
o The Board of Trustees shall have the authority to assign any number of funds.
o Assignments may occur after fiscal year-end.
o The Board of Trustees will utilize funds in the following spending order: Restricted,
Committed, Assigned, and Unassigned.
The following items are Assigned in the Westlake Academy Budget;Technology, Furniture, Fixtures&
Equipment Replacement, and Uniforms& Equipment Replacement
•Portion of net •This term will is used •This term is used to •The residual net •The portion of fund
resources that cannot to describe net fund describe the portion of resources in excess of balance constrained
be spent because of resources subject to fund balance that what is properly by limitations imposed
their form and externally enforceable reflects a categorized in one of by government at its
because they must be legal restrictions. governmenYs the other four highest level and
maintained intact. intended use of categories. remains binding unless
resources. removed in the same
manner.
32
FUND TYPES AND STRUCTURE
Westlake Academy, along with other School Districts throughout the State of Texas, record and report all
financial transactions using standard set by the Governmental Accounting Standards Board (GASB) and
General Accepted Accounting Principles(GAAP). Accordingly,these standards require all School Districts to
use individual funds that must be categorized into one of 11 Funds Types.
ALL FUND TYPES
Governmental Proprietrary I Fiduciary
Funds Funds Funds
General Fund Internal Service Funds Pension Trust Funds
3 Funds N/A N/A
Special Revenue Funds Investment Trust Funds �
Enterprise Funds N�A
7 Funds
N/A
Debt Service Fund Private Trust Funds
N/A N�A
Capital Project Funds Agency Funds
N/A lfund
Permanent Funds
N/A
GENERAL FUND
The General Fund is comprised of three subordinate funds: General,Athletic Activities, and Transportation.
This fund accounts for most the operational activities required to maintain the Academy's facilities and pay its
employees and supported by State and local revenues.
GOVERNMENTAL
• Fund 199 General Fund -This classification must be used for funds in FUNDS TYPES
which the local governing board designates. The local governing board has
wide discretion in their use as provide by law. This fund usually includes
transactions because of revenues from local sources and State Foundation
School Program Sources. Any locally defined code that is used at the local General Fund
option is to be converted to Fund 199 for PEIMS reporting.
• Fund 198 Athletic Activities-This locally defined fund code is used to 199 General Fund
account for expenditures for athletics that normally involve competition
between schools (and frequently involve offsetting gate receipts or fees 198Athletic Fund
such as football, baseball,volleyball,track,tennis and golf). This fund is
converted to Fund 199 for PEIMS reporting. 19�rran5portat�on Fund
• Fund 197 Transportation/Parking-This locally defined fund code is used
to account for revenues and expenditures related to transportation for students.This fund is
converted to Fund 199 for PEIMS reporting.
33
FUND TYPES AND STRUCTURE
SPECIAL REVENUE FUNDS
Special Revenue Funds account for local, state GOVERNMENTAL
and federally financed programs or FUNDS TYPES
expenditures legally restricted for specified
purposes or where unused balances are
returned to the grantor at the close of a
specified project period. These funds are not Special Revenue Funds
adopted by the governing body and shown
here for informational purposes only.
Fund 224 Fund 410
IDEA-B Formula Material Allotment
• Fund 224 IDEA-B Formula (Federally
funded)- Fund is used, on a project F,,,,a n6i FUna 4aa
basis,for funds granted to operate Campus Activities Local Grants
educational programs for children
with disabilities.
Fund 497 Fund 498
• Fund 410 Material Allotment (State WAF Student Travel International Mindedness
funded) - Funds to purchase the
instructional materials that will be
Fund 491
used to support the Texas Essential
COVID-19
Knowledge and Skills(TEKS)
• Fund 461 Campus Activities (Locally
funded) - Fund is to be used to account for transactions related to a principal's activity fund if the
monies generated are not subject to recall by the school district's Board of Trustees into the general
fund. These funds provide after-school activities and local/international travel at Westlake Academy.
• Fund 484 Local Grants(Locally funded)—These funds represent grants from Westlake Academy
Foundation and the House of Commons for specific purposes.
• Fund 491 COVID-19(State funded)—These funds represent unbudgeted expenditures made during
the mandated school closure beginning in March 2020 and include such items as technology
equipment for distance learning, counseling supplies,additional janitorial services and cleaning
supplies.As part of the CARES Act,these expenditures will be reimbursed by TEA.
• Fund 497 Westlake Academy Foundation Financial Assistance(Locally funded) -This grant from the
Westlake Academy Foundation provides financial assistance for student activities.
• Fund 498 International Mindedness Educator Symposium (Locally funded)—Fund will be used for the
annual symposium hosted by Westlake Academy focusing on global collaboration.
FIDUCIARY FUND TYPES
Westlake Academy has a single Fiduciary-type fund, called the Agency Fund, which accounts for resources held
in a custodial capacity for the benefit of student organizations. The Agency Fund is not a budgeted fund.
34
ACCOUNT CODING STRUCTURE
Financial transactions within funds are organized minimum requirements of the State Board of
and classified through the account code system. Education, subject to review and comment by the
Section 44.007 of the Texas Education Code (Code state auditor.The annual audit must include the
or TEC) requires that a standard school district performance of certain audit procedures for
fiscal accounting system be adopted by each reviewing the accuracy of the fiscal information
school district.The system must meet at least the provided by the district through the Public
minimum requirements prescribed by the State Education Information Management System
Board of Education and be subject to review and (PEIMS).
comment by the state auditor.
The audit procedures are to be adequate to detect
Additionally,the accounting system must conform material errors in the school district's fiscal data
to Generally Accepted Accounting Principles reported through the PEIMS system for the fiscal
(GAAP).This section further requires that a report period under audit.A major purpose of the
be provided at the time that the school district following accounting code structure is to establish
budget is filed, showing financial information the standard school district fiscal accounting
sufficient to enable the state board of education to system required by law.
monitor the funding process and to determine
educational system costs by school district, campus Although certain codes within the overview may be
and program. used at local option,the sequence of the codes
within the structure, and the funds and chart of
The Texas Education Code, Section 44.008, accounts, are to be uniformly used by all school
requires each school district to have an annual districts in accordance with Generally Accepted
independent audit conducted that meets the Accounting Principles (GAAP).
ACCOUNT CODE STRUCTURE
Sub Organization Program Local
Fund Function Object Code Object Code Year Intent Option
Code Code XXXX Code XXX Code Code Code
XXX XX XX X XX XXX
(lxxx- (11-99) 1X—Assets (xx) (001-999) (0-9) (11-99) (xxx)
8xxx) 2X—Liabilities
Account 3X—Fund Equity
Groups 4X—Clearing Accts
(9xx) 5X—Revenues
6X—Expenditures
7X—Other Resources
8X—Other Uses
�� � ���
35
REVENUE CLASSIFICATIONS
LOCAL FUNDING REVENUES , :�iLi;��'�i;�,,;y::.,,
Local funding consists of the following major sources from the Town of ��r'�'�Fr���
,�,�. �.
Westlake and the Westlake Academy Foundation (WAF). }����� .�i�
'���---�r:.
3 ,
,tl� r�i�i� -
• The Town of Westlake provides administrative, human resources, Nr _ -_
- �:,,:
��..:! - - - � �m��
facilities, and financial services for the Academy and is responsible for all �
':1�RKfTI��f,R1:M,�./��"";�;:fr+i�'�
debt service payments relating to Academy facilities and infrastructure. ipTkL: �„s-_; r--���,}�,
. �, : -i..tVl:•,�
�..��.. �:o��-
J.�-�'�.�i�4�
�.rJ�
�_��=� �.�,
• The Westlake Academy Foundation is an independent, non-profit �,����x
organization that raises funds through donations and various fundraising
efforts. The WAF conducts several annual fundraising activities, including the Blacksmith Campaign, an
annual fund drive that was started to bridge the funding gap between what charter schools receive in
state allocations in comparison to local ISDs. It mainly directs fund raising efforts towards the parents of
Academy students and tries to leverage these donations with the employers who have matching
programs for individuals that contribute time or money to non-profits.The Blacksmith Campaign is held
each year in the month of October and each family is asked to contribute $2,500 per student to help
cover the gap between the state public education funding and what the Academy spends on each
student.
FEDERAL FUNDING
• Federal funding is received through grants that support special education.
STATE FUNDING
• State funding,through the Foundation School Program (FSP), is the Academy's largest revenue source.
Funding for public education has increased slightly since the implementation of HB 3 but along with the
increase came several state mandated expenditures, i.e. Statutory Minimum Compensation.
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36
REVENUES ALLOCATED BY STAFF TYPE & FUNCTION
REVENUES ALLOCATED BY STAFF TYPE
Allocation process includes all available funding$9,914,899
Budgetary allocations are an integral
FY 20/21 � element of financial planning for
Employee Adopted Percent Revenue learning organizations.
Type Staffing of Total Allocation As such,they indicate the level of resources
Principals 5.50 5.49% $ 543,988 an organization is committing to a
Coordinators 4.38 4.36% 432,717 department or program.
Primary 27.50 27.43% 2,719,933
Westlake Academy and the Town of
Secondary 37.37 37.27% 3,696,142
Westlake under their shared services model
Support 14.00 13.97% 1,384,693 work in harmony to determine resource
Specialist 5.00 4.99% 494,533 and revenue allocations.
Foundation 1.50 1.50% 148,360 _
Facilities 3.00 2.99% 296,720
Technology 2.00 2.00% 197,813
TOTAL 101.25 Zoo.00/ $ 9,914,899 REVENUES ALLOCATED BY FUNCTION
Allocation process includes all available funding$9,914,899
FY 20/21
Proposed Percent Revenue
Function Description Staffing Of Total Allocation
11 Instructional 70.37 70.15% $ 6,959,716
12 Media/Library 1.00 1.00% 98,902
21 Instructional 2,00 2.00% 197,803
Leadership
The leadership of the Academy 23 Campus Leadership 12.38 12.35% 1,224,403
works directly with the Directors 31
of the finance and human Guidance/Counselors
6.50 6.50% 642,861
resource departments to 33 Health o
1.00 1.00/ 98,902
determine staffing needs as Service/Nurses
well as program needs. 36 Extra-Curricular 0.50 0.50% 49,451
41 General
Within the scope of the
Administration 0.00 0.00% 0
51 Facilities
Academy's strategic plan, Maintenance 3.00 3.00% 296,705
staffing and program 53 Information
allocations are determined. Technology 2•00 2.00% 197,803
61 W.A. Foundation 1.50 1.50% 148,353
100.25 100.00% $9,914,899
TOTAL
37
EXPENDITURE CLASSICATIONS
OBJECT CODE GENERAL DESCRIPTIONS
The object number is a 4-digit code that describes the type of wars Sajg �°S��e dor�9 i�,��;;,
revenue or expenditure incurred and is comprised of the ���������hnOl� r''::'�rio�s,��,
���� Poss¢� �
fifteenth throu h ei hteenth di its in the code structure. For � " ` �°�� ���'p e'pe°e�9f0"'
g g g loh�;:impads mohdee�Ce U�IId
oo��e� �r�dE�.,��� e�,:,��r�o� child�e�..
dnen�'¢o;,�p���f�e.. p ,o��.=
exam le: e��a�� �C11Ye� a;���enYICO�mB�f�s�"�
p �ep �g���s���Q� plac���
applieahl� d���iafetl
• 61XX Payroll and Payroll Related 8�50 r.,de�s � ��gauP-�.�;.: hB�dS-Ofl, ae�i��es 01�
• 62XX Professional &Contracted Services ��p�����C�siop��ey,,{, ���{ c�ca�es f�;�� �,:de:'���: used
acf�eme��ommuo� f�Vlul� ��f�����I V�1�I�
• 63XX Su lies and Materials e�a39co I�al�ys�nu��' �
pp t:od p°��.oc+eofial oaou�uoil���� �es:�os1�S�I������ ��ass
• 64XX Other Operating Costs pcys���u�e�:E�� �28f�Ci5
• 65XX Debt Service
• 66XX Capital Outlay (not applicable to charter schools)
FUNCTION CODES — GENERAL DESCRIPTIONS
A function code represents a general operational area at the Academy and groups together related activities.
The assignment and use of function numbers is based on the financial accountability standards established by
the Texas Education Agency in accordance with the Texas Administrative Code.
The function code is a 2-digit number that follows the 3-digit fund code in the accounting number scheme.
FUNCTION
CODE FUNCTION CODE DECRIPTION
11 Instruction
12 Instructional Resources& Media Sources
13 Curriculum Development& Instruction/Staff Development
21 Instructional Leadership
23 School Leadership (Principal)
31 Guidance, Counseling& Evaluation Services
32 Social Work Services
33 Health Services
34 Student (Pupil)Transportation
35 Food Services
36 Co-curricular/Extracurricular Activities
41 General Administration (Superintendent/Board)
51 Plant Maintenance and Operations
52 Security and Monitoring Services
53 Data Processing Services
61 Community Services
71 Debt Service
81 Facilities Acquisition and Construction
38
EXPENDITURE CLASSICATIONS
10 INSTRUCTION AND INSTRUCTIONAL RELATED SERVICES
• Function 11- Instruction-This function is used for activities that deal directly with �
the interaction between teachers and students.This function includes expenditures
for direct classroom instruction and other activities that deliver, enhance, or direct
the delivery of learning situations to students. Expenditures for the delivery of
instruction in regular program basic skills, bilingual and ESL programs, '
compensatory, remedial or tutorial programs, gifted and talented education �
programs, and vocational education programs are classified in function 11. For -
example,function 11 includes classroom teachers,teacher assistants, and graders, but does not include
curriculum development(function 13) or principals(function 23).
• Function 12- Instructional Resources and Media Services-This
function is used for expenditures that are directly and exclusively used '` � ' if��a�
for resource centers establishin and maintainin libraries and other r ' I 4� t�
, g g � +,
major facilities dealing with educational resources and media. For � - M
- _ .Y�
example,function 12 includes librarians, but does not include textbooks
(function 11)or reference books in the classroom (also function 11).
• Function 13-Curriculum Development and Instructional Staff Development-This function is used for
expenditures that are directly and exclusively used to aid instructional staff in planning, developing, and
evaluating the process of providing learning experiences for students.This function also includes
expenditures related to research and development activities that investigate, experiment and/or
follow-through with the development of new or modified instructional methods,techniques,
procedures, services, etc. For example,this function includes staff that research and develop,
innovative new or modified instruction and staff who prepare in-service training for instructional staff,
but does not include salaries of instructional staff when attending in-service training(function 11 or 12).
20 INSTRUCTIONAL AND SCHOOL LEADERSHIP
• Function 21- Instructional Leadership-This function encompasses those
°,chan�es i,�;;�,�,�����
district-wide activities which have as their purpose managing,directing,and = _ -;�
_ �U
��1�:1��;_'�'s
supervising the general and specific instructional programs and activities. For � -�""`
,.,•• en ��3sivn
example,function 21 includes instructional supervisors but does not include `�`,".;1°T"'�„"`'"",�
nr�anizaiiun
principals(function 23). L�1��ERSHII
�or��ic;tinn W1R�
- �f
�['ii�•�4�i' �i � ^ �qn:,liiy�_
• Function 23-School Leadership-This function includes expenses for directing, -'- �-� � ; �'
%diverse M. .. . , �
managing,and supervising a school. It includes salaries and supplies for the _ ,...,;.,,. Y i��,�i��
principal,assistant principal,and other administrative and clerical staff, including attendance clerks.
30 SUPPORT SERVICES—STUDENT
• Function 31-Guidance,Counseling,and Evaluation Service-This function includes expenses for testing
and assessing student abilities,aptitudes,and interests with respect to career and educational goals and
opportunities. It includes psychological services,testing, and counseling.
39
EXPENDITURE CLASSICATIONS
• Function 32-Social Work Services-This function includes expenditures which directly and exclusively
promote and improve school attendance. Examples include social workers, non-instructional home visitors,
home visitor aides,and truant officers.
� `+�� de
• Function 33- Health Services-This function embraces the area of �'
__�„
responsibility y providing health services which are not a part of
direct instruction. It includes medical, dental,and nursing services. � i� � �--�`� '� -
F,���a.�w.i:,�e��a>...,�s= �..
• Function 34-Student Transportation- — """"` This function includes the cost of providing
management and operational services for transporting students to and from
school. Function 34 includes transportation supervisors and bus drivers, but does not include field trips
(function 11) or student organization trips(function 36).
• Function 35- Food Services-This function includes the management of the food service program at the
schools and the serving of ineals, lunches, or snacks in connection with school activities. Function 35
includes cooks and food purchases, but does not include concession stands (function 36).
• Function 36-Co-curricular/Extracurricular Activities-This function incorporates those activities which
are student and curricular related, but which are not necessary to the regular instructional services.
Examples of co-curricular activities are scholastic competition, speech, debate, and band. Examples of
extracurricular activities are football, baseball, etc. and the related activities (drill team, cheerleading)
that exist because of athletics. Function 36 includes athletic salary supplements paid exclusively for
coaching, directing, or sponsoring extracurricular athletics, but does not include salaries for teaching
physical education (function 11).
40 SUPPORT SERVICES-ADMINISTRATIVE
• Function 41-General Administration-This function includes expenses incurred for the overall
administrative responsibilities of the District. It includes expenses for the school board,
superintendent's office, personnel services, and financial services.
50 SUPPORT SERVICES- NON STUDENT BASED
• Function 51- Plant Maintenance-This function deals with expenditures made to � S�H°o�,
keep buildings, grounds, and equipment safe for use and in efficient working � -��
'.o I ,li
condition.This function also includes expenditures associated with warehousing �`�
services. Examples include janitors,facility insurance premiums, utilities, and -
warehouse personnel.
• Function 52-Security and Monitoring Services-This function is used for expenditures that are for
activities to keep student and staff surroundings safe, whether in transit to or from school, on a
campus, or participating in school-sponsored events at another location.
40
EXPENDITURE CLASSICATIONS
• Function 53- Data Processing Services-This function is for non-instructional
Wekome
data processing services which include computer facility management, ��d��,�
computer processing, systems development, analysis, and design. Personal
computers that are stand alone are to be charged to the appropriate function. t:;��;�;��J_'.�:;�:���_:��s;;.�
Peripherals including terminals and printers are also to be charged to the
appropriate function.
60 ANCILLARY SERVICES
• Function 61-Community Services-This function encompasses all other activities of the school district,
which are designed to provide a service or benefit to the community or a portion of
the community. Examples would include recreation programs, natatorium, and
parenting programs.
T
70 DEBT SERVICE -
• Function 71- Debt Service-This function includes expenditures for bond and lease purchase principal,
and all types of interest paid.
80 CAPITAL OUTLAY
• Function 81-Capital Acquisition&Construction-This function includes expenditures that are
acquisitions, construction, or major renovation of Academy facilities.
- � - � - -•� �:�.�
i. -: ` _• ' • ..-��� - .'��-
� , � .
, � �
. .-��y� i>-_� �.' • -. -�
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la
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r S� ,.,;;.�: ... -
.�-...y'=`� .. �. 5_� -- _"c
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i>' ::��: . - .:�
. :1�.:'. - '.r�.2s•: �
-�.
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.r..a di'
a. . •��Z..��'
���;,�'.
r,_.r.:_.
" -=° �;� r� - - "Sunrise Beach"
,�� . "�,
��w'�;��" ;'.:..
�.•..,:; : r• � Artwork by: L Terrell,
.2o"�i- �h
��a = Grade 4
41
EXPENDITURES SHARED SERVICE MODEL
The Academy operates under a shared service model �J=,,��:,•;.��, -;::;-�.:•�;�, .
'► �:�s;�y
�r...,..�.- .-
with the Town of Westlake, whereby the municipal ;:��� �-;;.:�.�,,,��;,
operations team provides Human Resources, � ,._. _'y . � �_`�� � _ �.
Financial, Facilities, and Administrative support � �,' • _-- � -
services to the Academy. General maintenance and �� ��� _� ; ' ��,�„ . ,., -'�_ ••!.�� y_
,,...�� � ,
replacement of infrastructure and equipment for the "�; ` ���� ���i�'�w��e� - : � _._ : +
. �__:.v:,'�._.s.�`-�. � _ . _ - • ' _�__ _
school is also expensed tothe municipal budget. � ' - �r—=; ..-.. " ,--. f'i ` -
These service costs were previously booked to the _ -- � � �- =_ . - ; -�� ; -;��_°•,_.. ; __�,- : .. _-_
Westlake Academy operating budget, but were `:,� � ,:�ti:�:„ �� r "'�"�� � "� � '
. . �. y:� �,
� �. ,�--:.-,': _�`
removed from the operating budget in the
12/13 school year.
The following operating costs are booked to the Town of Westlake's General Fund and Debt Service Fund.
• Municipal-Transfer to WA Operating Budget
• Municipal-Transfer to WA for WAF staff(50% between Town and WA)
• Annual Debt Service Payments
• General Major Maintenance and Replacement
• In-direct Operating Costs (Payroll and Related)
Amended Proposed $Increase %Increase
FY 2019/20 FY 2020/21 (Decrease) (Decrease)
Municipal-Transfer to WA Operating Budget $ 219,750 $ -0- $ (219,750) -100.00%
Municipal-Transfer to WA WAF Staff 71,431 71,235 (196) -0.27%
Annual Debt Service(Municipal budget) 1,835,180 1,829,413 (5,767) -0.31%
Major Maintenance and Replacement 263,480 221,000 (42,480) -16.12%
In-direct Operating Costs 989,820 1,268,314 278,494 28.14%
Total Municipal Costs $ 3,379,661 $ 3,389,962 $ 10,301 0.30%
The support services for the Academy that generate indirect costs paid by the Town of Westlake are:
• Finance and Accounting Services
• Facility Maintenance Services
• Human Resources
• Information Technology
• General Managerial Oversight(Superintendent)
• Town Secretary records maintenance and election administration
• Board Support Services including policy advisement and strategic planning
As part of the Academy's unique financial structure the Town of Westlake is responsible for debt service
payments associated with the Academy's capital infrastructure. The Municipal Debt Service Fund is used to
manage debt service payments, and Academy debt is accounted for in the annual municipal budget.
DEBT SERVICE-As part of the Academy's unique financial structure the Town of Westlake is responsible for
debt service payments associated with the Academy's capital infrastructure. The Municipal Debt Service
Fund is used to manage debt service payments, and Academy debt is accounted for in the annual municipal
budget.
CAPITAL PROJECTS—There are no major Academic capital projects budgeted or planned through FY 20/21.
42
RELATIONSHIP BETWEEN FUNDS AND FUNCTIONS
�
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0
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co � � +� � +� co c L ,�
a v v � � v ' v
� p Q v� +, p v c�
�� N � t 7 O LL1 N C — GA i
6! J '� 0 N � � � C O c N
� 0 � v U c) C c6 � +�+ � vNi N 6!
C C � C c�6 � i � 7 � � �S V � •L
O O � � J � v�i ~ c� �n Q 'co p C
3 3 � 3 O c�o t � L +� � � *' a 3 v�i
+� N 7 •> N +� � +�
++ ++ i ++ 0 "6 �p "6 c� � � C V +�+ � �
� � U � �n (7 2 v� U Q (7 a v�i 0 U �
FUND NAME 11 12 13 21 23 31 33 34 36 41 51 52 53 61 71
GENERAL FUND
Fund 199 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
General Fund
Fund 198 � �
Athletics
Fund 197 � � �
Transportation
SPECIAL REVENUE FUNDS
FUND NAME 11 12 13 21 23 31 33 34 36 41 51 52 53 61 71
Fund 224 �
IDEA-B Formula
Fund 410 �
Material Allotment
Fund 461 � �
Campus Activities
Fund 484 � � � �
Local Grants
Fund 491 � � � � � � �
COVID-19
Fund 497
Student Travel ✓
Award
Fund 498 � �
I.M.E.S.
43
FINANCIAL REPORTING ENTITY
LEGAL AUTONOMY
The Board of Trustees consists of six trustees (five trustees and the Board President)that also serve as the Town
Council for the Town of Westlake,the entity that owns and operates the Academy.
The Academy prepares its basic financial statements in conformity with generally accepted accounting principles
promulgated by the Government Accounting Standards Board (the "GASB") and other authoritative sources
identified in Statement on Auditing Standards No. 69 of the American Institute of Certified Public Accountants,
and it complies with the requirements of the appropriate version of the Texas Education Agency(TEA) Financial
Accountability System Resource Guide (the "Resource Guide") and the requirements of contracts and grants of
agencies from which it receives funds.
The Board has the authority to make decisions, appoint administrators and managers, and significantly influence
operations. It also has the primary accountability for fiscal matters. Therefore,the Academy is a financial
reporting entity as defined by the GASB in its Statement No. 14, "The Financial Reporting Entity."
The Academy's basic financial statements include a separate entity that is controlled by or dependent on the
Academy. The determination to include separate entities is based on the criteria of GASB Statement No. 24,
"The Financial Reporting Entity" as amended by GASB Statement No. 39, "Determining Whether Certain
Organizations are Component Units." GASB defines the reporting entity as the primary government and those
component units for which the primary government is financially accountable.
To be financially accountable, a voting majority of the component unit's ruling body must be appointed by the
primary government, and either
• the primary government can impose its will, or
• the primary government may potentially benefit financially or be financially responsible for the
component unit.
Wes�Iake Academ Foundatian �
Y
The Westlake Academy Foundation (the "Foundation") is a 501(c)3 nonprofit organization which was established
exclusively for the purposes of supporting the Academy. This includes fundraising for and contributing raised
funds to the Academy. The Foundation is discretely
presented in the Westlake Academy financial statements
and reported in a separate column to emphasize that it is
�
legally separate from the Academy. Separate audited
i
financial statements of the Foundation are prepared
--.;ti:
annually.
,;' . �
� -
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FINANCIAL FORECAST ASSUMPTIONS
Student Enrollment Assumptions:
• Decrease of 4 students in FY 2020/21
• Student enrollment will remain flat at 885 through FY 23/24
• Average Daily Attendance rate of 97%.
.. �rl� Revenues:
� �VII� • 100%use of Westlake Academy Foundation (WAF)Annual
- �qT `-
�' �fVH��� Program revenues(proposed $1.03 million).
�E _ ' • Municipal contributions have been discontinued.
� NY�
' yy • Future revenue projections are based on the student
�hQV� � average daily attendance (ADA), which is used to calculate the cost
of public education for the next biennium. With the school closures
�UESTIDNS SWERS due to COVID-19, revenues are expected to remain flat for FY 20/21
and are calculated based on the ADA from the prior year.
• Charter schools do not have taxing authority, making them
reliant upon state and local funding sources.
• As an open enrollment charter school, all State funding is determined each legislative session and
channeled to Westlake Academythrough the Foundation School Program (FSP).
• Due to the uncertainty of state funding,the Academy adopted a new policy in FY 14/15 which only
allows increases in expenditures if there is an offsetting increase in revenues.
Charter schools are funded based on their weighted average daily attendance (WADA). A school's WADA is
determined not only by the number of students attending, but by their participation in special programs, such as
special education and career and technology
• Most Academy General Fund revenue is derived from the Foundation School Program.
• Secondary sources include the Westlake Academy Foundation and the Blacksmith Campaign.
• Growth in local revenues has been significant and is a result of strong parent and community support of the
Academy.
Expenditures:
• Personnel costs are estimated to increase
approximately 2.0%for FY 2020/21 and 1.0% ,�:==`_=__..
��:—=_-_�
annually in subsequentyears. �_ - _-
• Due to the uncertainty of state funding �� � �
.�: ��`� �f
professional services,supplies and other ' � � ��`" ,,�:
�,::-' � �,. -_
operating expenditures are being held flat in �,� / - - -''� ' ''
WELCO f cT�UE k': i F -i? �� ..
outer years and will only increase if revenues ;� - . ' '� � - ,,. ,
� , . I � ! �
increase to offset additional expenditures. / 4 ���� �- �,, �,t,��`
x:;, �
• House Bill 3 mandates remain in effect as the � � ���. ������ [ � � 4
�li �, . �;.
grade kindergarten through 3rd Reading � �
Academy training begins in FY 2020/21 and
will continue through FY 2022/23.
47
Westlake Academy - General Fund
Statement of Revenues, Expenditures & Changes in Fund Balance
Fiscal Years 2017/2018 through 2022/2023
Audited Audited Adopted Amended Proposed Amount Projected Projected Projected Projected
FY 17/18 FY 1S/19 FY 19/20 FY 19/20 FY 20/21 Inc/(Dec) FY 21/22 FY 22/23 FY 23/24 FY 24/25
REVENUE
Transportation $ 17,979 $ 21,725 $ 10,500 $ 10,500 $ 10,500 $ - $ 10,500 $ 10,500 $ 10,500 $ 10,500
Parking 14,911 18,277 15,000 15,000 15,000 - 15,000 15,000 15,000 15,000
AthleticActivities 82,602 104,378 88,100 88,100 88,100 - 88,100 88,100 88,100 88,100
Interest Earned 9,878 22,558 20,000 18,000 10,000 (8,000) 10,000 10,000 10,000 10,000
WAF Blacksmith Donation 1,012,367 1,059,860 1,030,000 1,030,000 1,030,000 - 1,030,000 1,030,000 1,030,000 1,030,000
Salary Reimbursement(liaison to WAF) 67,313 67,054 67,911 71,431 71,235 (196) 71,947 72,667 73,394 74,128
Municipal Transfer 315,000 224,806 219,750 219,750 - (219,750) - - - -
Other Local Revenue(sub,tech,prnt,misc) 44,133 39,812 47,300 47,300 47,300 - 47,300 47,300 47,300 47,300
Technology EquipmentSale Proceeds - 79,683 85,000 - - - - - - -
Food Services 7,000 7,000 7,000 7,000 7,000 - 7,000 7,000 7,000 7,000
Total Local Revenues 1,571,182 1,645,153 1,590,561 1,507,081 1,279,135 (227,946) 1,279,847 1,280,567 1,281,294 1,282,028
Percent of total revenues IB% 18% 16% 16% 14% 14% 14% 14% 13%
..................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
TEA-Available5choolFunds 186,422 384,031 212,000 271,051 212,000 (59,051) 212,000 212,000 212,000 212,000
TEA-Foundation School Funds(incl accr) 6,018,152 6,053,789 6,774,800 6,910,121 7,024,142 114,021 7,024,142 7,024,142 7,024,142 7,066,512
CTEFunding(addt'ITEA-FSPFunds) 424,933 239,000 495,800 263,366 263,366 - 263,366 263,366 263,366 263,366
Facilities Allotment(addt'I TEA-FSP Funds) - 180,300 160,500 171,125 160,500 (10,625) 160,500 160,500 160,500 160,500
.......................... ......................................................... ......................................... ................................ ............................ .......................... ........... .... ........ .............. . .... .......................................
TEA-Advanced PlacementTraining 2,850 4,800 3,000 6,750 6,750 - 6,750 6,750 6,750 6,750
SB-500 SPED Services - - - 5,172 - (5,172) - - � - -
TRS On-behalf/Medicare Part B 444,663 442,267 481,272 481,272 486,085 4,813 490,946 495,855 500,814 505,822
TotalState Revenues 7,077,020 7,304,187 8,127,372 8,108,857 8,152,843 43,986 8,157,704 8,162,613 8,167,572 8,214,950
Percen[ofto[alrevenues 82% 82% 84% 84% 86% 86% 86� 86% 87�
TOTAL REVENUES $ 8,645,202 $ 8,949,340 $ 9,717,933 $ 9,615,938 $ 9,431,978 $ (183,960) $ 9,437,551 $ 9,443,180 $ 9,445,866 $ 9,496,975
EXPENDITURES by FUNCTION
Function 11-Instructional $ 4,924,708 $ 4,843,246 $ 5,273,570 $ 5,842,824 $ 5,141,964 $ (700,860)
Function 12-Resources&Media 86,094 90,039 96,371 96,371 95,802 (569)
Function 13-Curriculum&Staff Development 83,902 92,192 83,545 83,545 64,045 (19,500)
Function 21-Instructional Leadership 153,295 154,969 182,919 182,919 191,240 8,321
Function 23-School Leadership 888,589 948,814 1,030,836 1,030,836 1,117,395 86,559
Function 31-Guidance&Counseling 311,250 479,388 568,295 566,954 604,282 37,328
Function 33-Health Services 72,233 71,810 75,686 79,686 82,673 2,987
Function 36-Co/Extracurricular Activities 215,236 256,287 279,323 293,033 272,047 (20,986)
Function4l-Administrative 324,975 211,992 253,649 253,649 241,995 (11,654)
Function 51-Maintenance&Operations 931,623 990,511 970,081 970,081 983,676 13,595
Function 52-Security&Monitoring - 35,753 37,000 37,000 26,800 (10,200)
Function 53-Data Processing 192,034 210,088 228,360 228,360 221,565 (6,795)
Function 61-Community Services 130,862 130,014 142,862 142,862 142,471 (391)
Function 71-Debt Service 167,067 166,005 350,005 207,922 207,922 -
TOTAL EXPENDITURES by FUNCTION $ 8,481,868 $ 8,681,108 $ 9,572,502 $ 10,016,042 $ 9,393,877 $ (622,165)
EXPENDITURES by OBJECT
ObjectCode61XX-Salaries $ 6,449,360 $ 6,616,166 $ 7,412,546 $ 7,409,904 $ 7,425,791 $ 15,887 $ 7,500,049 $ 7,575,049 $ 7,650,800 $ 7,727,308
Object Code 62XX-Contracted Services 1,093,302 1,047,450 916,889 922,401 932,785 10,384 932,785 932,785 932,785 942,113
Object Code 63XX-Supplies&Materials 286,372 350,509 394,229 974,790 362,074 (612,716) 362,074 362,074 362,074 365,695
Object Code 64XX-Other Operating Costs 485,766 500,978 498,833 501,025 465,305 (35,720) 486,305 504,305 504,305 509,348
Object Code 65XX-Debt Service 167,067 166,005 350,005 207,922 207,922 - 207,922 226,002 226,002 226,002
TOTAL EXPENDITURES by OBJECT $ 8,4S1,S6S $ 8,681,108 $ 9,572,502 $ 10,016,042 $ 9,393,877 $ (622,165) $ 9.489,135 $ 9,600,215 $ 9,675,966 $ 9,770,466
CapitalLease Proceeds $ - $ - $ - $ 585,623 $ - $ �585,623) $ - $ - $ - $ -
Transfer in-Athletics(198) 85,000 90,000 90,000 90,000 140,000 50,000 100,000 100,000 100,000 100,000
Transfer out-GeneralFund(199) (85,000) (90,000) (90,000) (90,000) (140,000) (50.000) (100,000) (100,000) (100,000) (100,000)
NET OTHER RESOURCES&USES - - - SS5,623 - (585,623) - - - -
EXCESS REVENUES OVER(UNDER)EXP $ 166,334 $ 268,232 $ 145,431 $ 185,519 $ 38,101 $ (147,418) $ (51,584) $ (157,035) $ (227,100) $ (273,487)
FUND BALANCE BEGINNING 939,271 1,105,605 1,373,837 1,373,837 1,559,356 185,519 1,597,457 1,545,873 1,388,837 1,161,738
FUND BALANCE ENDING 1,105,605 1,373,837 1,519,268 1,559,356 1,597,457 38,101 1,545,873 1,388,837 1,161,738 888,251
Less:Assignedfor Bus Maintenance (24,090) (24,090) (19,000) (19,000) (19,000) - (18,050) (17,148) (16,290) (15,476)
Less:AssignedforTechnology R&M - - - (54,000) (54,000) - (51,300) (48,735) (46,298) (43,983)
Less:Assigned for Ath Uniform/Equip Rplcmnt (15,000) (15,000) (15,000) (15,000) (15,000) - (15,000) (15,000) (15,000) (15,000)
FUND BALANCE ENDING(Unassigned) $ 1,066,515 $ 1,334,747 $ 1,485,268 $ 1,471,356 $ 1,509,457 $ 38,301 $ 1,461,523 $ 1,307,955 $ 1,084,150 $ 813,792
Number of Operating Days 46 56 57 54 59 5 56 50 41 30
Dollars per Operating Day $ 23,238 $ 23,784 $ 26,226 $ 27,441 $ 25,737 (1,705) $ 25,998 $ 26,302 $ 26,509 $ 26,768
TotalStudentsEnrolled 856 869 910 889 885 (4) 885 885 885 890
TEA Funding per Student $ 7,745 $ 7,683 $ 8,399 $ 8,567 $ 8,655 89 $ 8,655 $ 8,655 $ 8,655 $ 8,654
Operating Cost per Student(Academic Only) $ 9,909 $ 9,990 $ 10,519 $ 11,267 $ 10,615 (652) $ 10,722 $ 10,848 $ 10,933 $ 10,978
Teachers 66.26 66.25 70.30 70.30 69.88 (0.42) 70.50 70.50 70.50 70.50
Student/Teacher Ratio 12.92 13.12 12.94 12.65 12.66 0.01 12.55 12.55 12.55 12.62
ALL Faculty&Staff 93.76 94.75 101.13 101.13 100.25 (0.88) 100.25 100.25 100.� 100.25
GOVERNMENTAL FUNDS
FI NANCIAL SU M MARY
The following schedules present a comparison of revenues and expenditures for all Governmental Funds in the Academy's
Budget.As a reminder,Governmental Funds include the General Fund and Special Revenue Funds.
BUDGET SUMMARY
Amended Proposed $Increase % Increase
FY 19/20 FY 20/21 (Decrease) (Decrease)
Total Revenues $ 9,985,798 $ 9,914,899 $ (70,899) -0.71%
Total Expenditures 10,385,902 9,876,798 (509,104) -4.90%
Net Other Sources/Uses 585,623 - (585,623) -100.00%
Excess Revenues Over(under) Expenditures 185,519 38,101 (147,418) -79.46%
Fund Balance Beginning 1,387,690 1,573,209 185,519 13.36%
Fund Balance Ending $ 1,573,209 $ 1,611,310 $ 38,101 2.42%
A public charter school operating budget is legally required to include the Academy's General,Debt Service,and Food Service
Funds. However,the Academy does not maintain a Food Service Fund or a Debt Service Fund,so the General Fund is the only
legally adopted fund. Budgets for Special Revenue Funds are included throughout the presentation for informational purposes
only.
GOVERNMENTAL REVENUE
The Academy's primary revenue sources continue to be the State Foundation School Program and the Westlake Academy
Foundation. Revenues received by Westlake Academy are classified into three broad categories:
Amended Proposed $Increase %Increase
FY 19/20 FY 20/21 (Decrease) (Decrease)
State Program Revenues $8,120,959 $8,302,843 $ 181,884 2.23%
Local Revenues 1,751,169 1,496,635 (254,534) -14.53%
Federal Revenues 113,670 115,421 1,751 1.54%
Total Revenues $9,985,798 $9,914,899 $(70,899) -0.71%
LOCAL REVENUES
Local funding consists of the following major sources: The Town of Westlake,Westlake Academy Foundation(WAF)and the
House of Commons.
o The Westlake Academy Foundation(WAF) is an independent, non-
profit organization that raises funds through donations and various Federal
Program
fundraising efforts. The WAF conducts several annual fundraising Revenues
activities, including the Blacksmith Campaign,an annual fund drive 1/0 . Local
which started as a way to close the funding gap between what charter Revenues
schools receive in state allocations in comparison to local ISDs. It 18%
mainly directs fundraising efforts towards the parents of Academy
students and tries to leverage these donations with the employers
who have matching programs for individuals that contribute time or
money to non-profits. The Blacksmith Campaign is held each year in State
October,and each family is asked to contribute$2,500 per student to help Program
cover the gap between the state public education and what the Academy Revenues
spends on each student. 81�
o Other Local Revenues include athletic activities,transportation and
parking fees, interest earned,food services,TEA/ESC Region 11 substitute reimbursement,and municipal contributions.
48
GOVERNMENTAL FUNDS
FI NANCIAL SU M MARY
o The Westlake Academy House of Commons(HOC)is the 501(c)3 parent/teacher organization of Westlake Academy. Members
of the HOC assist with fundraising projects, participate in educational and social programs,or volunteer time to help
show the teachers and staff at Westlake Academy that they are appreciated. Through fundraising efforts,the HOC
provides needed support to the school.
FEDERAL PROGRAM REVENUES
Federal funding is received through grants that support special education and accounts for approximately one(1%)of
revenues for all funds.
STATE PROGRAM REVENUES
State funding is the Academy's largest revenue source,making up approximately 81%of all General Fund revenues.
Funding for public education has increased slightly over the last two legislative sessions,but overall funding still falls short of
the FY 2009/10 school year. The Texas economy has been strong,but ongoing litigation regarding public education funding
has created a hesitancy to adjust funding projections until the courts have ruled upon the constitutionality of the current
funding methodology.
Consequently,the Academy continues to utilize prior year funding levels when developing financial models and forecasts.
Staff estimates that the average level of total state aid received through the Foundation School Program (FSP) in FY
2020/21 will be approximately$8,6552 per student.
State Funding Per Student
$10,000
$S,ODG
- _ ..ag I I
^ ' I � $6,000
� � �� � 54,000
$7,166 $7,438 57,46b 57,745 5,'�ua"3 58,399 $8.567 $8,655
52.U00
I �� 5-
FY 14/15 fY 15/16 FY 15/17 FY 17/18 FP 15/19 FY 3.9/20 FY 19/20 FY 20/21
Actual Actual Actual Actual Actual Adopted Amended Proposed
GOVERNMENTAL EXPENDITURES
Amended Proposed
Budget Budget $Increase %Increase Expenditure
FY 19/20 FY 20/21 (Decrease) (Decrease) Percent
11-Instructional $ 6,050,546 $ 5,494,185 $ (556,361) -9.20% 55.62%
12-Resources& Media 96,371 95,802 (569) -0.59% 0.97%
13-Staff Development 96,791 89,045 (7,746) -8.00% 0.90%
21-Instructional Leadership 182,919 191,240 8,321 4.55% 1.94%
23-School Leadership 1,030,974 1,120,595 89,621 8.69% 11.35%
31-Guidance&Counseling 572,007 604,282 32,275 5.64% 6.12%
33-Health Services 79,686 82,673 2,987 3.75% 0.84%
36-Extra-/Co-Curricular Activities 428,410 374,547 (53,863) -12.57% 3.79%
41-General Administration 254,623 241,995 (12,628) -4.96% 2.45%
51-Maintenance&Operations 971,136 983,676 9,540 0.98% 9.96%
52-Security& Monitoring 40,295 26,800 (13,495) -33.49% 0.27%
53-Data Processing 228,360 221,565 (6,795) -2.98% 2.24%
61-Community Services 142,862 142,471 (391) -0.27% 1.44%
71-Debt Service 207,922 207,922 0 0.00% 2.11%
49
GOVERNMENTAL FUNDS
FI NANCIAL SU M MARY
65XX
Debt Service
For FY 2020/21, step increases were approved for Z�
Teachers, Librarians and Nurses. One percent increases 64xx-
Other 61XX
were approved for Administrative and hourly staff.The Operating Payroll&
combined total financial impact is less than 16K. These s� Related Items
�4 io
adjustments to compensation and benefits will allow the 63XX
Academy to remain competitive and serve as a valuable Supplies&
Materials
component in our recruiting and retention efforts. �o�
62XX
Contracted
Services
12%
Amended Proposed
EXPENDITURES Bud et Bud et o Employee compensation
g g $Increase /Increase
BY OBJECT CODE FY 19/20 FY 20/21 (Decrease) (Decrease) and benefits are Westlake
61XX-Payroll & Related Items $7,671,888 $7,767,860 $95,972 1.25% Academy's largest operating
expenditures. Board policy
62XX-Contracted Services 944,249 961,308 17,062 1.81%
states a desire to maintain
63XX-Supplies& Materials 1,032,704 437,691 (595,013) -57.62%
a salary scale within three
64XX-Other Operating 529,142 502,017 (27,125) -5.13% percent(3%)ofthe districts
65XX-Debt Service 207,922 207,922 0 0.00%
surveyed for market
TotalExpenditures
THE SHARED SERVICES MODEL
Administrative,financial, human resources and facilities services are provided by the Town of Westlake under a shared
services model. These service costs were previously booked to the Westlake Academy operating budget but were removed
in the FY 12/13 school year. The following table illustrates indirect operating costs which are booked to the Town of
Westlake's General Fund and Debt Service Fund.
1
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GOVERNMENTAL FUNDS
FI NANCIAL SU M MARY
GENERAL FUND EXPENDITURES Amended Proposed $Increase %Increase
Academic&Municipal Expenditure Costs FY 2019/20 FY 2020/21 (Decrease) (Decrease)
Operating Expenditures $ 10,016,042 $ 9,393,877 $ (622,165) -6.21%
Municipal-TransfertoWAOperatingBudget 219,750 - (219,750) -100.00%
Municipal-TransfertoWAWAFStaff 71,431 71,235 (196) 100.00%
Total Academic Costs 10,307,223 9,465,112 (842,111) -8.17%
Annual Debt Service (Municipal budget) 1,835,180 1,829,413 (5,767) -0.31%
Major Maintenance and Replacement 263,480 221,000 (42,480) -16.12%
In-direct OperatingCosts (Payroll & Related) 989,820 1,268,314 278,494 28.14%
Total Municipal Costs 3,088,480 3,318,727 230,247 7.46%
Academic(General) &Municipal Expenditure Costs $ 13,395,703 $ 12,783,839 $ (611,864) -4.57%
NumberofStudents 889 885 (4) -0.45%
Total Expenditure Cost perStudent $ 15,068 $ 14,445 $ (623) -4.14%
PROJECTED ENDING FUND BALANCES
Historically,revenues and expenditures have increased at relatively the same rate which has dictated the need for a higher
fund balance. The Academy strives for a 45-day minimum requirement established by Board policy. It is anticipated that
this trend will continue over the next five years,with a relatively slow but steady growth in fund balance. The Academy
anticipates that the General Fund balance will remain above the TEA's recommended 45 days(School FIRST Rating),barring
any unforeseen circumstances.
� • � � . .
� • � • , .
General Fund $1,559,356 $9,571,978 $9,533,877 $1,597,457 99% $38,101 2%
Special Revenue Funds 13,853 482,921 482,921 13,853 1% - 0%
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WESTLAKE ACADEMY
COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
ALL GOVERNMENTAL FUNDS
For the Year Ending August 31, 2021
Adopted Amended Proposed Variance
Audited Audited Audited Audited Budget Budget Budget Amended to
FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 19/20 FY 20/21 Adopted
REVENUES
Local Revenues $ 1,618,064 $ 1,896,101 $ 1,845,003 $ 1,903,725 $ 1,819,061 $ 1,751,169 $ 1,496,635 $ (254,534)
State Program Revenues 6,545,178 6,603,358 7,217,383 7,415,237 8,277,372 8,120,959 8,302,843 181,884
Federal Program Revenues 98,564 140,152 114,797 110,248 111,772 113,670 115,421 1,751
8,261,806 8,639,611 9,177,183 9,429,210 10,208,205 9,985,798 9,914,899 (70,899)
EXPENDITURES(BY FUNCTION)
11 - Instructional 5,760,357 5,034,101 5,311,083 5,143,333 5,548,843 6,050,546 5,494,185 (556,361)
12 - Resources & Media 77,692 81,227 86,094 91,002 96,371 96,371 95,802 (569)
13 -Staff Development 184,198 128,717 109,486 114,011 122,545 96,791 89,045 (7,746)
21 - Instructional Leadership 210,591 266,090 153,295 158,531 182,919 182,919 191,240 8,321
23 -School Leadership 885,787 898,643 896,686 958,343 1,033,836 1,030,974 1,120,595 89,621
31 -Guidance & Counseling 248,153 267,033 311,250 483,711 568,295 572,007 604,282 32,275
33 - Health Services 62,328 67,489 72,233 73,078 75,686 79,686 82,673 2,987
36 - Extra-/Co-Curricular Activities 179,779 338,817 326,519 387,039 452,323 428,410 374,547 (53,863)
41 -General Administration 372,986 307,304 324,975 214,198 253,649 254,623 241,995 (12,628)
51 - Maintenance & Operations 895,334 886,943 939,649 993,042 970,081 974,136 983,676 9,540
52-Security& Monitoring Services - - - 35,753 37,000 40,295 26,800 (13,495)
53 - Data Processing 164,330 173,352 192,034 212,117 228,360 228,360 221,565 (6,795)
61 -Community Services 118,429 126,614 130,862 132,555 142,862 142,862 142,471 (391)
71 - Debt Service 91,092 256,795 167,067 166,005 350,005 207,922 207,922 -
Total Expenditures 9,251,056 8,833,125 9,021,233 9,162,718 10,062,774 10,385,902 9,876,798 (509,104)
Excess (Deficiency) of Revenues Over
(Under) Expenditures (989,250) (193,514) 155,950 266,492 145,431 (400,104) 38,101 438,205
OTHER FINANCING SOURCES (USES)
79- Capital Lease Proceeds 474,300 585,623 (585,623)
79- Other Resources - - 85,000 90,000 90,000 90,000 140,000 50,000
89-Other Uses - (37,090) (85,000) (90,000) (90,000) (90,000) (140,000) (50,000)
Total Other Financing Sources (Uses) - (37,090) - - - 585,623 - (585,623)
NET CHANGES IN FUND BALANCE (989,250) (230,604) 155,950 266,492 145,431 185,519 38,101 (147,418)
FUND BALANCE, BEGINNING 1,673,712 1,158,762 965,248 1,121,198 1,387,690 1,387,690 1,573,209 185,519
FUND BALANCE, ENDING 684,462 928,158 1,121,198 1,387,690 1,533,121 1,573,209 1,611,310 38,101
Assigned - Bus Maintenance - - (24,090) (24,090) (19,000) (19,000) (19,000) -
Assigned -Tech/FF&E Replacemt (125,000) - - - - (54,000) (54,000) -
Assigned - Uniforms/Equip Rep (5,000) (5,000) (15,000) (15,000) (15,000) (15,000) (15,000) -
FUND BALANCE, UNASSIGNED $ 814,462 $ 933,158 $ 1,160,288 $ 1,426,780 $ 1,567,121 $ 1,661,209 $ 1,699,310 $ 38,101
52
WESTLAKE ACADEMY
COMBINING REVENUES AND EXPENDITURES
ALL GOVERNMENTAL FUNDS
For the Year Ending August 31, 2021
TOTAL REVENUES
Adopted Amended Proposed Variance
Audited Audited Audited Audited Budget Budget Budget Amended to
FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 19/20 FY 20/21 Proposed
General Fund $ 7,868,978 $ 8,218,417 $ 8,648,202 $ 8,949,340 $ 9,717,933 $ 9,615,938 $ 9,431,978 $ (183,960)
Special Revenue Funds 392,828 421,194 528,981 479,870 490,272 369,860 482,921 113,061
Total Governmental Funds $ 8,261,806 $ 8,639,611 $ 9,177,183 $ 9,429,210 $ 10,208,205 $ 9,985,798 $ 9,914,899 $ (70,899)
TOTAL EXPENDITURES
Adopted Amended Proposed Variance
Audited Audited Audited Audited Budget Budget Budget Amended to
FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 19/20 FY 20/21 Proposed
General Fund $ 8,754,399 $ 8,387,272 $ 8,481,868 $ 8,681,108 $ 9,572,502 $ 10,016,042 $ 9,393,877 $ (622,165)
Special Revenue Funds 496,657 445,853 539,365 481,610 490,272 369,860 482,921 113,061
Total Governmental Funds $ 9,251,056 $ 8,833,125 $ 9,021,233 $ 9,162,718 $ 10,062,774 $ 10,385,902 $ 9,876,798 $ (509,104)
EXPENDITURES BY OBJECT CODE
Adopted Amended Proposed Variance
Audited Audited Audited Audited Budget Budget Budget Amended to
FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 19/20 FY 20/21 Proposed
61XX- Payroll & Related Items $ 6,335,239 $ 6,532,614 $ 6,593,118 $ 6,849,576 $ 7,692,417 $ 7,671,888 $ 7,767,860 $ 95,972
62XX-Contracted Services 1,147,193 1,035,579 1,126,098 1,083,571 955,360 944,246 961,308 17,062
63XX-Supplies & Materials 1,105,162 356,494 589,490 513,260 502,830 1,032,704 437,691 (595,013)
64XX-Other Operating 572,370 651,643 545,459 550,306 562,162 529,142 502,017 (27,125)
65XX- Debt Service 91,092 256,795 167,067 166,005 350,005 207,922 207,922 -
Total Expenditures $ 9,251,056 $ 8,833,125 $ 9,021,233 $ 9,162,718 $ 10,062,774 $ 10,385,902 $ 9,876,798 $ (509,104)
PROPOSED EXPENDITURES
BY O BJ ECT
62XX
Contracted Services
.A 12%
61XX
Payroll&Related Items -
74% �'��.
63XX
Supplies&Materials
7%
64XX-
- Other Operating
5%
65XX
Debt Service
2%
53
WESTLAKE ACADEMY
COMBINED REVENUE AND EXPENDITURES
ALL GOVERNMENTAL FUNDS
For the Year Ending August 31, 2021
Adopted Amended Proposed
Audited Audited Audited Audited Audited Audited Budget Budget Budget
FY 11/12 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 19/20 FY 20/21
REVENUE SUMMARY
Local Revenues $ 1,237,004 $ 2,190,629 $ 1,618,064 $ 1,896,101 $ 1,845,003 $ 1,903,725 $ 1,819,061 $ 1,751,169 $ 1,496,635
State Program Revenues 4,362,921 6,181,480 6,545,178 6,603,358 7,217,383 7,415,237 8,277,372 8,120,959 8,302,843
Federal Program Revenues 152,351 162,270 98,564 140,152 114,797 110,248 111,772 113,670 115,421
Total Revenues $ 5,752,276 $ 8,534,379 $ 8,261,806 $ 8,639,611 $ 9,177,183 $ 9,429,210 $ 10,208,205 $ 9,985,798 $ 9,914,899
Adopted Amended Proposed
Audited Audited Audited Audited Audited Audited Budget Budget Budget
EXPENDITURES(BY FUNCTION) FY 11/12 FY 14/15 FY 15/16 FY 16/17 FY 16/17 FY 18/19 FY 19/20 FY 19/20 FY 20/21
11 - Instructional $ 3,170,372 $ 4,716,639 $ 5,760,357 $ 5,034,101 $ 5,311,083 $ 5,143,333 $ 5,548,843 $ 6,050,546 $ 5,494,185
12 - Resources & Media 89,129 67,933 77,692 81,227 86,094 91,002 96,371 96,371 95,802
13 -Staff Development 74,656 222,521 184,198 128,717 109,486 114,011 122,545 96,791 89,045
21 - Instructional Leadership 135,962 248,087 210,591 266,090 153,295 158,531 182,919 182,919 191,240
23 -School Leadership 347,515 712,023 885,787 898,643 896,686 958,343 1,033,836 1,030,974 1,120,595
31 -Guidance & Counseling 232,419 255,286 248,153 267,033 311,250 483,711 568,295 572,007 604,282
33 - Health Services 60,917 64,285 62,328 67,489 72,233 73,078 75,686 79,686 82,673
36 - Extra-/Co-Curricular Activities 131,972 142,799 179,779 338,817 326,519 387,039 452,323 428,410 374,547
41 -General Administration 675,763 351,087 372,986 307,304 324,975 214,198 253,649 254,623 241,995
51 - Maintenance & Operations 596,913 865,719 895,334 886,943 939,649 993,042 970,081 974,136 983,676
52- Security& Monitoring Services - - - - 35,753 37,000 40,295 26,800
53 - Data Processing 173,587 100,757 164,330 173,352 192,034 212,117 228,360 228,360 221,565
61 -Community Services 76,880 111,620 118,429 126,614 130,862 132,555 142,862 142,862 142,471
71 - Debt Service - 89,949 91,092 256,795 167,067 166,005 350,005 207,922 207,922
Total Expenditures $ 5,793,561 $ 7,948,705 $ 9,251,056 $ 8,833,125 $ 9,021,233 $ 9,162,718 $ 10,062,774 $ 10,385,902 $ 9,876,798
;+i�,
Local
Revenues State
19.4% Program
Revenues
79.5%
_��
Federal
Program
Reven s
1. �
54
GENERAL FUND
FINANCIAL SUMMARY
The General Fund is a governmental fund with budgetary control which is used to show transactions resulting from
operations of on-going organizations and activities from a variety of revenue sources.
BUDGET SUMMARY
Amended Proposed $Increase %Increase
FY 2019/20 FY 2020/21 (Decrease) (Decrease)
Total Revenues $ 9,615,938 $ 9,431,978 $ (183,960) -1.91%
Total Expenditures 10,016,042 9,393,877 (622,165) -6.21%
Other Resources 675,623 140,000 (535,623) -79.28%
Other Uses (90,000) (140,000) (50,000) 55.56%
Excess Revenues Over(Under)Expenditures 185,519 38,101 (147,418 -79.46%
FUND BALANCE BEGINNING 1,373,837 1,559,356 185,519 13.50%
FUND BALANCE ENDING 1,559,356 1,597,457 38,101 2.44%
Assigned 88,000 88,000 0 0.00%
FUND BALANCE ENDING(Unassigned) $ 1,471,356 $ 1,509,457 $ 38,101 2.58%
#Days Operating(Based on 365) 54 59 5 9.25%
GENERAL FUND REVENUES
Amended Proposed $Increase %Increase Revenue
FY 2019/20 FY 2020/21 (Decrease) (Decrease) Percent
Local Revenues $ 1,507,081 $ 1,279,135 $ (227,946) -15.12% 14%
State Program Revenues 8,108,857 8,152,843 43,986 0.54% 86%
TOTAL REVENUES $ 9,615,938 $ 9,431,978 $ (183,960) -1.91% 100%
General Fund Revenue
���,� -
Total Local
Revenues Total State
14% Revenues
86%
\� -
56
GENERAL FUND
FINANCIAL SUMMARY
STATE FUNDING REVENUES
With the upcoming legislative session, public school funding is expected to be a topic of discussion given the shortfall
in state revenue due to the COVID-19 public health crisis. Currently, state funding for FY 2020/21 is expected to be
stable based on the Texas Education Agency funding template and past attendance rates. Any directives or other
information from the state will provided to the Board of Trustees throughout the year.
In order to maintain the its high level of service delivery,the Academy is dependent upon private donations for
operating costs and the shared services model support from Town of Westlake. Funding ongoing operating costs
with one-time dollars raised through private donations places the Academy in a potentially tenuous situation. If
private donations do not meet the levels necessary to offset expenditures,the Town of Westlake must increase
financial support or consider reducing the associated service levels.
GENERAL FUND EXPENDITURES
Amended Proposed $Increase %Increase Expenditure
Expenditures(by Object Code) FY 2019/20 FY 2020/21 (Decrease) (Decrease) Percent
61XX-Salaries $ 7,409,904 $ 7,425,791 $ 15,887 0.21% 79%
62XX-Contracted Services 922,401 932,785 10,384 1.13% 10%
63XX-Supplies& Materials 974,790 362,074 (612,716) -62.86% 4%
64XX-Other Operating Costs 501,025 465,305 (35,720) -7.13% 5%
65XX-Debt Service 207,922 207,922 0 0.00% 2%
TOTAL EXPENDITURES $ 8,775,132 $ 9,572,502 $ 797,370 9.09% 100%
62XX
Contracted Services
Expenditures 10�
..� ,
by ��� 63XX
Supplies& Materials
Object / � 4,
Code
61XX
Payroll&Related Items 64XX-
�g�o �Other Operating
5%
65XX
�Debt Service
2%
57
WESTLAKE ACADEMY
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
GENERAL FUND - 199
For the Year Ending August 31, 2021
Adopted Amended Proposed Variance
Audited Audited Audited Audited Audited Budget Budget Budget Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 19/20 FY 20/21 Proposed
REVENUES
Local Revenues $ 1,521,693 $ 1,339,130 $ 1,530,437 $ 1,455,691 $ 1,500,773 $ 1,476,961 $ 1,393,481 $ 1,165,535 $ (227,946)
State Program Revenues 6,139,829 6,407,744 6,590,485 7,075,983 7,302,602 8,127,372 8,108,857 8,152,843 43,986
Total Revenues 7,661,522 7,746,874 8,120,922 8,531,674 8,803,375 9,604,333 9,502,338 9,318,378 (183,960)
EXPENDITURES(BY FUNCTION)
11 - Instructional 4,315,487 5,355,712 4,748,066 4,923,738 4,838,971 5,267,059 5,842,824 5,141,964 (700,860)
12 - Resources & Media 67,933 73,983 81,227 86,094 90,039 96,371 96,371 95,802 (569)
13 -Staff Development 165,308 147,559 86,871 83,902 92,192 83,545 83,545 64,045 (19,500)
21 - Instructional Leadership 212,942 210,591 266,090 153,295 154,969 182,919 182,919 191,240 8,321
23 -School Leadership 620,382 860,150 875,439 888,589 948,814 1,030,836 1,030,836 1,117,395 86,559
31 -Guidance & Counseling 255,193 248,153 267,033 311,250 479,388 568,295 566,954 604,282 37,328
33 - Health Services 64,285 62,328 67,489 72,233 71,810 75,686 79,686 82,673 2,987
36 -Co-/Extra Curricular Activities 8,075 27,665 19,007 25,414 33,842 30,906 24,942 13,149 (11,793)
41 -Administrative 344,087 372,961 307,304 324,975 211,992 253,649 253,649 241,995 (11,654)
51 - Maintenance & Operations 865,719 895,334 886,943 931,623 990,511 970,081 970,081 983,676 13,595
52 -Security& Monitoring Services - - - - 35,753 37,000 37,000 26,800 (10,200)
53 - Data Processing 100,757 164,330 173,352 192,034 210,088 228,360 228,360 221,565 (6,795)
61 - Community Services 111,620 118,429 126,614 130,862 130,014 142,862 142,862 142,471 (391)
71 - Debt Service 89,949 91,092 256,795 167,067 166,005 350,005 207,922 207,922 -
Total Expenditures 7,221,737 8,628,287 8,162,230 8,291,076 8,454,388 9,317,573 9,747,951 9,134,979 (612,972)
Excess (Deficiency) of Revenues Over
(Under) Expenditures 439,785 (881,413) (41,308) 240,598 348,987 286,760 (245,613) 183,399 429,012
OTHER FINANCING SOURCES (USES)
79- Capital Lease Proceeds - 474,300 - - - - 585,623 - (585,623)
79-Transfers In 16,740 - - - - - - - -
89-Transfer Out (Use) (45,000) - (60,000) (85,000) (90,000) (90,000) (90,000) (140,000) (50,000)
Total Other Financing Sources (Uses) (28,260) 474,300 (60,000) (85,000) (90,000) (90,000) 495,623 (140,000) (635,623)
NET CHANGES IN FUND BALANCE 411,525 (407,113) (101,308) 155,598 258,987 196,760 250,010 43,399 (206,611)
FUND BALANCE, BEGINNING 913,116 1,324,641 917,528 816,220 971,818 1,230,805 1,230,805 1,480,815 250,010
FUND BALANCE, ENDING 1,324,641 917,528 816,220 971,818 1,230,805 1,427,565 1,480,815 1,524,214 43,399
Less Assigned -Technology/FF&E - (125,000) - - - - (54,000) (54,000) -
ENDING FUND BALANCE (UNASSIGNED) $ 1,324,641 $ 792,528 $ 816,220 $ 971,818 $ 1,230,805 $ 1,427,565 $ 1,426,815 $ 1,470,214 $ 43,399
61
WESTLAKE ACADEMY
COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
GENERAL FUND
For the Year Ending August 31, 2021
Variance
Audited Audited Audited Audited Audited Adopted Amended Proposed Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 19/20 FY 20/21 Proposed
REVENUES
Local Revenues $ 1,664,363 $ 1,459,838 $ 1,626,401 $ 1,571,182 $ 1,645,153 $ 1,590,561 $ 1,507,081 $ 1,279,135 $ (227,946)
State Program Revenues 6,141,189 6,409,140 6,592,016 7,077,020 7,304,187 8,127,372 8,108,857 8,152,843 43,986
Total Revenues 7,805,552 7,868,978 8,218,417 8,648,202 8,949,340 9,717,933 9,615,938 9,431,978 (183,960)
EXPENDITURES(BY FUNCTION)
11 - Instructional 4,343,503 5,369,348 4,749,555 4,924,708 4,843,246 5,273,571 5,842,824 5,141,964 (700,860)
12 - Resources & Media 67,933 73,983 81,227 86,094 90,039 96,371 96,371 95,802 (569)
13 -Staff Development 165,308 147,559 86,871 83,902 92,192 83,545 83,545 64,045 (19,500)
21 - Instructional Leadership 212,942 210,591 266,090 153,295 154,969 182,919 182,919 191,240 8,321
23 -School Leadership 620,382 860,150 875,439 888,589 948,814 1,030,836 1,030,836 1,117,395 86,559
31 -Guidance & Counseling 255,193 248,153 267,033 311,250 479,388 568,295 566,954 604,282 37,328
33 - Health Services 64,285 62,328 67,489 72,233 71,810 75,686 79,686 82,673 2,987
36 - Extra-/Co-Curricular Activities 122,974 140,141 242,560 215,236 256,287 279,323 293,033 272,047 (20,986)
41 -General Administration 344,087 372,961 307,304 324,975 211,992 253,649 253,649 241,995 (11,654)
51 - Maintenance &Operations 865,719 895,334 886,943 931,623 990,511 970,081 970,081 983,676 13,595
52 -Security and Monitoring Services - - - - 35,753 37,000 37,000 26,800 (10,200)
53 - Data Processing 100,757 164,330 173,352 192,034 210,088 228,360 228,360 221,565 (6,795)
61 -Community Services 111,620 118,429 126,614 130,862 130,014 142,862 142,862 142,471 (391)
71 - Debt Service 89,949 91,092 256,795 167,067 166,005 350,005 207,922 207,922 -
Total Expenditures 7,364,652 8,754,399 8,387,272 8,481,868 8,681,108 9,572,502 10,016,042 9,393,877 (622,165)
Excess (Deficiency) of Revenues Over
(Under) Expenditures 440,900 (885,421) (168,855) 166,334 268,232 145,431 (400,104) 38,101 438,205
OTHER FINANCING SOURCES(USES)
79-Capital Lease Proceeds - 474,300 - - - - 585,623 - (585,623)
79-Other Resources 61,740 - 97,090 85,000 90,000 90,000 90,000 140,000 50,000
89-Other Uses (45,000) - (60,000) (85,000) (90,000) (90,000) (90,000) (140,000) (50,000)
Total Other Financing Sources (Uses) 16,740 474,300 37,090 - - - 585,623 - (585,623)
NET CHANGES IN FUND BALANCE 457,640 (411,121) (131,765) 166,334 268,232 145,431 185,519 38,101 (147,418)
FUND BALANCE, BEGINNING 1,024,517 1,482,157 1,071,036 939,271 1,105,605 1,373,837 1,373,837 1,559,356 185,519
FUND BALANCE, ENDING 1,482,157 1,071,036 939,271 1,105,605 1,373,837 1,519,268 1,559,356 1,597,457 38,101
Less Assigned - Bus Maintenance - - - (24,090) (24,090) (19,000) (19,000) (19,000) -
Less Assigned -Tech/FF&E Rplc - (125,000) - - - - (54,000) (54,000) -
Less Assigned - Uniforms/Eqpt Rplc - (5,000) (5,000) (15,000) (15,000) (15,000) (15,000) (15,000) -
FUND BALANCE, UNASSIGNED $ 1,482,157 $ 941,036 $ 934,271 $ 1,066,515 $ 1,334,747 $ 1,485,268 $ 1,471,356 $ 1,509,457 $ 38,101
62
WESTLAKE ACADEMY
COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
GENERAL FUND
For the Year Ending August 31, 2021
REVENUE & EXPENDITURE COMPARISON (in millions)
iz
io
s ------ �----------
6
4
2
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 19/20 FY 20/21
Audited Audited Audited Audited Audited Adopted Amended Proposed
Total Revenues Total Expenditures
PROPOSED EXPENDITURES (by function)
11 - Instructional
12 - Resources & Media
23 -School Leadership ■ 13 -Staff Development
12� � ■ 21 - Instructional Leadership
11 - Instructional
55% ■ 23 - School Leadership
31 -Guidance &...
■ 31 - Guidance & Counseling
_--=�
�' � 33 - Health Services
51 - Maintenance & 36 - Extra-/Co-Curricular Activities
Operations 41 -General Administration
10%
i 51 - Maintenance & Operations
� 52 -Security and Monitoring Services
■ 53 - Data Processing
61 - Community Services
71 - Debt Service
63
WESTLAKE ACADEMY
SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE
GENERAL FUND
For the Year Ending August 31, 2021
Adopted Amended Proposed Variance
Audited Audited Audited Audited Audited Budget Budget Budget Amended to
EXPENDITURES FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 19/20 FY 20/21 Proposed
11 Instructional
6100 Payroll $ 3,915,926 $ 4,445,106 $ 4,410,145 $ 4,543,718 $ 4,457,889 $ 4,931,753 $ 4,918,043 $ 4,856,126 $ (61,917)
6200 Contracted Services 107,213 69,223 65,785 96,437 98,605 63,055 62,896 40,976 (21,920)
6300 Supplies & Materials 252,965 745,919 132,636 125,712 145,074 150,673 734,796 127,173 (607,623)
6400 Other Operating 67,399 109,100 140,989 158,841 141,678 128,089 127,089 117,689 (9,400)
Totallnstructional 4,343,503 5,369,348 4,749,555 4,924,708 4,843,246 5,273,570 5,842,824 5,141,964 (700,860)
12 Resource & Media
6100 Payroll 56,186 68,030 73,302 75,668 77,496 82,245 82,245 81,676 (569)
6200 Contracted Services 2,650 - - - 149 1,100 1,100 1,100 -
6300 Supplies & Materials 7,057 5,774 6,241 9,476 8,464 10,926 10,926 10,926 -
6400 Other Operating 2,040 179 1,684 950 3,930 2,100 2,100 2,100 -
Total Resource& Media 67,933 73,983 81,227 86,094 90,039 96,371 96,371 95,802 (569)
13 Staff Development
6100 Payroll 2,522 - - - - - - - -
6200 Contracted Services 14,320 21,998 - - - - - - -
6300 Supplies & Materials 762 7,224 339 40 1,614 400 400 400 -
6400 Other Operating 147,704 118,337 86,532 83,862 90,578 83,145 83,145 63,645 (19,500)
Total Staff Development 165,308 147,559 86,871 83,902 92,192 83,545 83,545 64,045 (19,500)
21 Instructional Leadership
6100 Payroll 202,096 199,183 259,259 147,671 149,783 173,019 173,019 181,340 8,321
6200 Contracted Services 3,200 - - - - - - - -
6300 Supplies & Materials 2,092 4,606 46 - - - - - -
6400 Other Operating 5,554 6,802 6,785 5,624 5,186 9,900 9,900 9,900 -
Total Instructional Leadership 212,942 210,591 266,090 153,295 154,969 182,919 182,919 191,240 8,321
23 School Leadership
6100 Payroll 599,702 810,668 845,228 858,666 901,712 979,359 979,359 1,081,618 102,259
6200 Contracted Services 150 - - - 2,178 9,900 9,900 - (9,900)
6300 Supplies & Materials 4,330 18,689 597 2,488 4,501 4,426 4,426 4,426 -
6400 Other Operating 16,200 30,793 29,614 27,435 40,423 37,151 37,151 31,351 (5,800)
Total School Leadership 620,382 860,150 875,439 888,589 948,814 1,030,836 1,030,836 1,117,395 86,559
31 Guidance&Counseling
6100 Payroll 137,129 160,308 202,138 257,769 414,185 520,995 518,313 555,641 37,328
6200 Contracted Services 110,079 73,358 53,741 42,322 52,583 29,490 28,331 28,331 -
6300 Supplies & Materials 5,258 9,076 4,113 3,587 3,278 5,700 5,700 5,700 -
6400 Other Operating 2,727 5,411 7,041 7,572 9,342 12,110 14,610 14,610 -
Total Guidance&Counseling 255,193 248,153 267,033 311,250 479,388 568,295 566,954 604,282 37,328
33 Health Services
6100 Payroll 62,653 59,536 64,487 70,486 70,167 73,186 73,186 76,173 2,987
6200 Contracted Services 520 520 145 243 145 1,000 5,000 5,000 -
6300 Supplies & Materials 1,112 2,272 2,857 1,504 1,498 1,500 1,500 1,500 -
6400 Other Operating - - - - - - - - -
Total Health Services 64,285 62,328 67,489 72,233 71,810 75,686 79,686 82,673 2,987
36 Co-/Extra Curricular Activities
6100 Payroll 54,382 64,626 82,245 85,474 140,587 142,977 156,687 144,576 (12,111)
6200 Contracted Services 19,370 26,428 28,379 30,700 31,179 35,110 35,110 35,110 -
6300 Supplies & Materials 28,743 21,743 44,474 21,920 39,809 47,918 47,918 39,825 (8,093)
6400 Other Operating 20,479 27,344 87,462 77,142 44,712 53,318 53,318 52,536 (782)
Total CoCurricular Activities 122,974 140,141 242,560 215,236 256,287 279,323 293,033 272,047 (20,986)
69
WESTLAKE ACADEMY
SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE
GENERAL FUND
For the Year Ending August 31, 2021
Adopted Amended Proposed Variance
Audited Audited Audited Audited Audited Budget Budget Budget Amended to
EXPENDITURES FY 13/14 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 19/20 FY 20/21 Proposed
41 Administrative
6100 Payroll 93,706 38,554 39,924 39,480 20,647 22,056 22,096 - (22,096)
6200 Contracted Services 168,012 247,576 190,208 213,250 97,246 129,330 134,060 145,264 11,204
6300 Supplies & Materials 19,413 16,150 21,970 21,818 28,154 31,073 27,511 27,511 -
6400 Other Operating 62,956 70,681 55,202 50,427 65,945 71,190 69,982 69,220 (762)
Total Administrative 344,087 372,961 307,304 324,975 211,992 253,649 253,649 241,995 (11,654)
51 Maintenance&Operations
6100 Payroll 99,798 100,192 109,985 103,367 112,015 189,434 189,434 155,305 (34,129)
6200 Contracted Services 619,660 664,518 655,474 696,653 722,555 604,204 604,204 645,404 41,200
6300 Supplies & Materials 55,623 50,201 43,331 62,868 60,852 84,713 84,713 87,713 3,000
6400 Other Operating 90,638 80,423 78,153 68,735 95,089 91,730 91,730 95,254 3,524
Total Maintenance&Operations 865,719 895,334 886,943 931,623 990,511 970,081 970,081 983,676 13,595
52 Security& Monitoring Services
6100 Payroll - - - - - - - - -
6200 Contracted Services - - - - 33,838 30,000 28,200 18,000 (10,200)
6300 Supplies & Materials - - - - 1,915 7,000 7,000 7,000 -
6400 Other Operating - - - - - - 1,800 1,800 -
Total Security& Monitoring Services - - - - 35,753 37,000 37,000 26,800 (10,200)
53 Data Processing
6100 Payroll 73,492 124,899 130,931 136,199 141,672 154,660 154,660 150,865 (3,795)
6200 Contracted Services 11,153 8,639 8,306 13,697 8,971 13,700 13,600 13,600 -
6300 Supplies & Materials 14,926 24,994 32,778 36,960 55,349 49,900 49,900 49,900 -
6400 Other Operating 1,186 5,798 1,337 5,178 4,096 10,100 10,200 7,200 (3,000)
Total Data Processing 100,757 164,330 173,352 192,034 210,088 228,360 228,360 221,565 (6,795)
61 Community Services
6100 Payroll 111,620 118,429 126,614 130,862 130,014 142,862 142,862 142,471 (391)
Total Community Service 111,620 118,429 126,614 130,862 130,014 142,862 142,862 142,471 (391)
71 Debt Service
6500 Debt Service 89,949 91,092 256,795 167,067 166,005 350,005 207,922 207,922 -
Total Debt Service 89,949 91,092 256,795 167,067 166,005 350,005 207,922 207,922 -
Total Expenditure $ 7,364,652 $ 8,754,399 $ 8,387,272 $ 8,481,868 $ 8,681,108 $ 9,572,502 $ 10,016,042 9,393,877 $ (622,165)
�o
WESTLAKE ACADEMY
SCHEDULE OF EXPENDITURES BY FUNCTION & OBJECT CODE
GENERAL FUND
For the Year Ending August 31, 2021
Adopted Amended Proposed Variance
Audited Audited Audited Audited Audited Budget Budget Budget Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 19/20 FY 20/21 Proposed
EXPENDITURES BY OBJECT CODE
61XX- Payroll & Related Items $ 5,409,212 $ 6,189,531 $ 6,344,258 $ 6,449,360 $ 6,616,167 $ 7,412,546 $ 7,409,904 $ 7,425,791 $ 15,887
62XX-Contracted Services 1,056,327 1,112,260 1,002,038 1,093,302 1,047,449 916,889 922,401 932,785 10,384
63XX-Supplies & Materials 392,281 906,648 289,382 286,373 350,508 394,229 974,790 362,074 (612,716)
64XX-Other Operating 416,883 454,868 494,799 485,766 500,979 498,833 501,025 465,305 (35,720)
65XX- Debt Service 89,949 91,092 256,795 167,067 166,005 350,005 207,922 207,922 -
Total Expenditures $ 7,364,652 $ 8,754,399 $ 8,387,272 $ 8,481,868 $ 8,681,108 $ 9,572,502 $ 10,016,042 9,393,877 $ (622,165)
EXPENDITURES BY
OBJECT CODE
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10%
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71
WESTLAKE ACADEMY
REVENUE AND EXPENDITURE COMPARISON
GENERAL FUND
Fiscal Years 03/04 through 20/21
Fiscal Year Revenues incr % Expenditures incr % Net Change
FY 03/04 Audited $ 1,094,608 $ 1,068,857 $ 25,751
FY 04/05 Audited 1,831,898 67.4% 1,612,198 50.8% 219,700
FY 05/06 Audited 2,407,526 31.4% 2,211,897 37.2% 195,629
FY 06/07 Audited 2,879,531 19.6% 2,615,511 18.2% 264,020
FY 07/08 Audited 3,168,968 10.1% 3,226,254 23.4% (57,286)
FY 08/09 Audited 3,661,645 15.5% 3,709,086 15.0% (47,441)
FY 09/10 Audited 4,280,723 16.9% 3,917,886 5.6% 362,837
FY 10/11 Audited 4,608,573 7.7% 4,518,107 15.3% 90,466
FY 11/12 Audited 5,244,170 13.8% 5,287,757 17.0% (43,587)
FY 12/13 Audited 5,640,934 7.6% 5,496,181 3.9% 144,753
FY 13/14 Audited 6,874,150 21.9% 6,808,873 23.9% 65,277
FY 14/15 Audited 7,867,292 14.4% 7,409,652 8.8% 457,640
FY 15/16 Audited 8,343,278 6.1% 8,754,399 18.1% (411,121)
FY 16/17 Audited 8,315,507 -0.3% 8,447,272 -3.5% (131,765)
FY 17/18 Audited 8,733,202 5.0% 8,566,868 1.4% 166,334
FY 18/19 Audited 9,039,340 3.5% 8,771,108 2.4% 268,232
FY 19/20 Amended 10,291,561 13.9% 10,106,042 15.2% 185,519
FY 20/21 Proposed 9,571,978 -7.0% 9,533,877 -5.7% 38,101
S12
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Amended Proposed
Revenues Expenditures
65
WESTLAKE ACADEMY
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
TRANSPORTATION/PARKING FUND - 197
For the Year Ending August 31, 2021
Adopted Amended Proposed Variance
Audited Audited Audited Audited Audited Budget Budget Budget Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 19/20 FY 20/21 Proposed
REVENUES
Local Revenues $ 53,417 $ 22,768 $ 17,097 $ 32,889 $ 40,002 $ 25,500 $ 25,500 $ 25,500 $ -
State Revenues - - - - 18 - - - -
Total Revenues 53,417 22,768 17,097 32,889 40,020 25,500 25,500 25,500 -
EXPENDITURES(BY FUNCTION)
11 - Instructional 28,016 13,597 1,489 970 4,275 6,512 - - -
36 -Co-/Extra Curricular Activities 14,876 13,055 18,556 61,063 31,843 31,200 46,738 45,545 (1,193)
Total Expenditures 42,892 26,652 20,045 62,033 36,118 37,712 46,738 45,545 (1,193)
Excess (Deficiency) of Revenues Over ( � � � � � � � � � � �
10,525 3,884 2,948 29,144 3,902 12,212 21,238 20,045 1,193
(Under) Expenditures
OTHER FINANCING SOURCES(USES)
79 -Other Resources - - 37,090 25,000 - - - - -
89 -Other Uses - - - - - - - - -
Total Other Financing Sources (Uses) - - 37,090 25,000 - - - - -
NET CHANGES IN FUND BALANCE 10,525 (3,884) 34,142 (4,144) 3,902 (12,212) (21,238) (20,045) 1,193
FUND BALANCE, BEGINNING 51,823 62,348 58,464 92,606 88,462 92,364 92,364 71,126 (21,238)
FUND BALANCE, ENDING 62,348 58,464 92,606 88,462 92,364 80,152 71,126 51,081 (20,045)
Less Assigned - Bus Maintenance - - - (24,090) (24,090) (19,000) (19,000) (19,000) -
Less Assigned - Parking - - - - - - - - -
ENDING FUND BALANCE (UNASSIGNED) $ 62,348 $ 58,464 $ 92,606 $ 64,372 $ 68,274 $ 61,152 $ 52,126 $ 32,081 $ (20,045)
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59
WESTLAKE ACADEMY
STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
ATHLETIC ACTIVITIES FUND - 198
For the Year Ending August 31, 2021
Adopted Amended Proposed Variance
Audited Audited Audited Audited Audited Budget Budget Budget Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 19/20 FY 20/21 Proposed
REVENUES
Local Revenues $ 89,253 $ 97,940 $ 78,867 $ 82,602 $ 104,378 $ 88,100 $ 88,100 $ 88,100 $ -
State Revenue 1,360 1,396 1,531 1,037 1,567 - - - -
Total Revenues 90,613 99,336 80,398 83,639 105,945 88,100 88,100 88,100 -
EXPENDITURES(BY FUNCTION)
11 - Instructional - 39 - - - - - - -
36 -Co-/Extra Curricular Activities 100,023 99,421 204,997 128,759 190,602 217,217 221,353 213,353 (8,000)
Total Expenditures 100,023 99,460 204,997 128,759 190,602 217,217 221,353 213,353 (8,000)
Excess (Deficiency) of Revenues Over
(Under) Expenditures (9,410) (124) (124,599) (45,120) (84,657) (129,117) (133,253) (125,253) 8,000
OTHER FINANCING SOURCES (USES)
79- Other Resources 45,000 - 60,000 60,000 90,000 90,000 90,000 140,000 50,000
89- Other Uses - - - - - - - - -
Total Other Financing Sources (Uses) 45,000 - 60,000 60,000 90,000 90,000 90,000 140,000 50,000
NET CHANGES IN FUND BALANCE 35,590 (124) (64,599) 14,880 5,343 (39,117) (43,253) 14,747 58,000
FUND BALANCE, BEGINNING 59,578 95,168 95,044 30,445 45,325 50,668 50,668 7,415 (43,253)
FUND BALANCE, ENDING 95,168 95,044 30,445 45,325 50,668 11,551 7,415 22,162 14,747
Less Assigned - Uniform/Eqpt Rplc - (5,000) (5,000) (15,000) (15,000) (15,000) (15,000) (15,000) -
ENDING FUND BALANCE (UNASSIGNED) $ 95,168 $ 90,044 $ 25,445 $ 30,325 $ 35,668 $ (3,449) $ (7,585) $ 7,162 $ 14,747
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60
WESTLAKE ACADEMY
COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
GENERAL FUND
For the Year Ending August 31, 2021
Proposed FY 2020/2021
197 198 199 Total
Transportation/ Athletic General General
Parking Fund Activities Fund Fund
FY 20/21 FY 20/21 FY 20/21 FY 20/21
REVENUES
Local Revenues $ 25,500 $ 88,100 $ 1,165,535 $ 1,279,135
State Program Revenues - - 8,152,843 8,152,843
Total Revenues 25,500 88,100 9,318,378 9,431,978
EXPENDITURES (BY FUNCTION)
11 - Instructional - - 5,141,964 5,141,964
12 - Resources & Media - - 95,802 95,802
13 -Staff Development - - 64,045 64,045
21 - Instructional Leadership - - 191,240 191,240
23 -School Leadership - - 1,117,395 1,117,395
31 -Guidance & Counseling - - 604,282 604,282
33 - Health Services - - 82,673 82,673
36 - Extra-/Co-Curricular Activities 45,545 213,353 13,149 272,047
41 -General Administration - - 241,995 241,995
51 - Maintenance & Operations - - 983,676 983,676
52 - Security and Monitoring Services - - 26,800 26,800
53 - Data Processing - - 221,565 221,565
61 -Community Services - - 142,471 142,471
71 - Debt Service - - 207,922 207,922
Total Expenditures 45,545 213,353 9,134,979 9,393,877
Excess (Deficiency) of Revenues Over (Under) Expenditures (20,045) (125,253) 183,399 38,101
OTHER FINANCING SOURCES(USES)
79 - Other Resources - 140,000 - 140,000
89 -Other Uses - - (140,000) (140,000)
Total Other Financing Sources (Uses) - 140,000 (140,000) -
NET CHANGES IN FUND BALANCE (20,045) 14,747 43,399 38,101
FUND BALANCE, BEGINNING 71,126 7,415 1,480,815 1,559,357
FUND BALANCE, ENDING 51,081 22,162 1,524,214 1,597,458
Assigned - Bus Maintenance (19,000) - - (19,000)
Assigned -Technology/FF&E Replacement - - (54,000) (54,000)
Assigned - Uniform/Equipment Replacement - (15,000) - (15,000)
ENDING FUND BALANCE (UNASSIGNED) $ 32,081 $ 7,162 $ 1,470,214 $ 1,509,458
64
WESTLAKE ACADEMY
SCHEDULE OF EXPENDITURES
ALL SPECIAL REVENUE FUNDS
For the Year Ending August 31, 2021
Variance
Audited Audited Audited Audited Audited Adopted Amended Proposed Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 19/20 FY 20/21 Proposed
Federal Grants disbursed throu�h TEA
Fund 224- IDEA Part B Formula $ 87,797 $ 98,564 $ 104,937 $ 114,797 $ 110,248 $ 111,772 $ 113,670 $ 115,421 $ 1,751
Fund 226- IDEA Part B Discretionary 74,473 - - - - - - - -
Fund 315 - IDEA Part B High Needs Grant - - 35,215 - - - - - -
Sub-total Federal Grants 162,270 98,564 140,152 114,797 110,248 111,772 113,670 115,421 1,751
State Grants through TEA
Fund 397-Texas Advanced Placement Initiative - - - - 336 - - - -
Fund 410- Material Allotment Disbursment 33,588 136,038 8,223 139,098 110,654 150,000 2,071 150,000 147,929
Sub-total State Grants 33,588 136,038 8,223 139,098 110,990 150,000 2,071 150,000 147,929
Local &Community Grants
Fund 461- Local Campus Activity 20,336 49,984 96,257 80,138 83,945 70,000 43,383 50,000 6,617
Fund 480- Hudson Foundation Grant - 16,946 3,458 - - - - - -
Fund 481- Hudson Foundation Grant 3,673 - - - - - - - -
Fund 482- Hudson Foundation Grant - - 89,448 3,437 - - - - -
Fund 484- Local Grants (HOC&WAF) 53,182 73,854 87,651 192,939 172,927 150,000 198,205 165,000 (33,205)
Fund 485- Hudson Fnd Leadership & Development 105,714 - - - - - - - -
Fund 491-COVID-19 - - - - - - 10,030 - (10,030)
Fund 493- Hudson Fnd Development &Student Programs 55,605 - - - - - - - -
Fund 494-WA Foundation Science Program 18,712 9,138 - - - - - - -
Fund 495-WA Foundation FAI & Giving Day 77,773 - - - - - - - -
Fund 496- Hudson Fnd Student Support Programs 52,000 106,411 16,966 - - - - - -
Fund 497-Student Travel Awards 1,200 2,500 2,500 2,500 2,500 2,500 2,500 2,500 -
Fund 498- International Mindedness Syposium - 3,222 1,198 6,456 1,000 6,000 - - -
Sub-total Local Activities 388,195 262,055 297,478 285,470 260,372 228,500 254,118 217,500 (36,618)
Grant Total - Expenditures $ 584,053 $ 496,657 $ 445,853 $ 539,365 $ 481,610 $ 490,272 $ 369,859 $ 482,921 $ 113,062
NOTE: Special Revenue Funds account for local, state and federally financed programs or expenditures legally restricted for specified
purposes or where unused balances are returned to the grantor at the close of a specified project period.
66
WESTLAKE ACADEMY
COMBINED STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
ALL SPECIAL REVENUE FUNDS
For the Year Ending August 31, 2021
Variance
Audited Audited Audited Audited Audited Adopted Amended Proposed Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 19/20 FY 20/21 Proposed
REVENUES
Local Program Revenues $ 526,266 $ 158,226 $ 269,700 $ 273,821 $ 258,572 $ 228,500 $ 244,088 $ 217,500 $ (26,588)
State Program Revenues 40,291 136,038 11,342 140,363 111,050 150,000 12,102 150,000 137,898
Federal Program Revenues 162,270 98,564 140,152 114,797 110,248 111,772 113,670 115,421 1,751
Total Revenues 728,827 392,828 421,194 528,981 479,870 490,272 369,860 482,921 113,061
EXPENDITURES(BY FUNCTION)
11 - Instructional 373,136 391,009 284,546 386,375 300,087 275,272 207,722 352,221 144,499
12 - Resources & Media - 3,709 - - 963 - - - -
13 -Staff Development 57,213 36,639 41,846 25,584 21,819 39,000 13,246 25,000 11,754
21 - Instructional Leadership 35,145 - - - 3,562 - - - -
23 -School Leadership 91,641 25,637 23,204 8,097 9,529 3,000 138 3,200 3,062
31 -Guidance & Counseling 93 - - - 4,323 - 5,053 - (5,053)
33 - Health Services - - 1,268 - - - -
36 -CoCurricular/Extracurricular Activities 19,825 39,638 96,257 111,283 130,752 173,000 135,377 102,500 (32,877)
41 -Administrative 7,000 25 - - 2,206 - 974 - (974)
51 - Maintenance & Operations - - - 8,026 2,531 - 4,055 - (4,055)
53 - Data Processing - - - - 2,029 - 3,295 - (3,295)
61 -Community Services - - - - 2,541 - - - -
Total Expenditures 584,053 496,657 445,853 539,365 481,610 490,272 369,860 482,921 113,061
Excess (Deficiency) of Revenues Over
(Under) Expenditures 144,774 (103,829) (24,659) (10,384) (1,740) - - - -
OTHER FINANCING SOURCES(USES)
79- Other Resources - - - - - - - - -
89- Other Uses - - (37,090) - - - - - -
Total Other Financing Sources (Uses) - - (37,090) - - - - - -
NET CHANGES IN FUND BALANCE 144,774 (103,829) (61,749) (10,384) (1,740) - - - -
FUND BALANCE, BEGINNING 46,781 191,555 87,726 25,977 15,593 13,853 13,853 13,853 -
FUND BALANCE, ENDING 191,555 87,726 25,977 15,593 13,853 13,853 13,853 13,853 -
FUND BALANCE, ENDNG (Unassigned) $ 191,555 $ 87,726 $ 25,977 $ 15,593 $ 13,853 $ 13,853 $ 13,853 $ 13,853 $ -
Variance
Audited Audited Audited Audited Audited Adopted Amended Proposed Amended to
FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 19/20 FY 20/21 Proposed
EXPENDITURES BY OBJECT CODE
61XX- Payroll & Related Items $ 301,481 $ 145,708 $ 188,356 $ 143,758 $ 233,409 $ 279,871 $ 261,984 $ 342,069 $ 80,085
62XX-Contracted Services 43,063 34,933 33,541 32,796 36,122 38,471 21,845 28,523 6,678
63XX-Supplies & Materials 154,820 198,514 67,112 303,117 162,752 108,601 57,914 75,617 17,703
64XX-Other Operating 84,689 117,502 156,844 59,693 49,327 63,329 28,117 36,712 8,595
Total Expenditures $ 584,053 $ 496,657 $ 445,853 $ 539,365 $ 481,610 $ 490,272 $ 369,860 $ 482,921 $ 113,061
67
WESTLAKE ACADEMY
COMBINING STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE
ALL SPECIAL REVENUE FUNDS
For the Year Ending August 31, 2021
WAF WAF Total
IDEA-B Materials Campus Local Student Special
Formula Allotment Activity Grants Travel Awards Revenue
224 410 461 484 497 Funds
REVENUES
Local Program Revenues $ - $ - $ 50,000 $ 165,000 $ 2,500 $ 217,500
State Program Revenues - 150,000 - - - 150,000
Federal Program Revenues 115,421 - - - - 115,421
Total Revenues 115,421 150,000 50,000 165,000 2,500 482,921
EXPENDITURES(BY FUNCTION)
11 - Instructional 115,421 150,000 - 84,300 2,500 352,221
13 -Staff Development - - - 25,000 - 25,000
21- Instructional Leadership - - - - - -
23 -School Leadership - - - 3,200 - 3,200
36 -Co-Curricular Activities - - 50,000 52,500 - 102,500
Total Expenditures 115,421 150,000 50,000 165,000 2,500 482,921
Excess (Deficiency) of Revenues
Over (Under) Expenditures - - - - - -
NET CHANGES IN FUND BALANCE - - - - - -
FUND BALANCE, BEGINNING - - 13,853 - - 13,853
FUND BALANCE, ENDING $ - $ - $ 13,853 $ - $ - $ 13,853
68
MUNICIPAL DEBT SERVICE
The Town of Westlake owns the land on which the Academy is located,and including all facilities associated
with the school. The Town has issued approximately$30M in debt to construct campus facilities and is
responsible for debt service payments associated with Westlake Academy's capital infrastructure.
The Town's Debt Service Fund is used to manage debt service payments,and Academy debt is accounted for
in the annual municipal budget. Average annual debt service payments for Academy facilities and
infrastructure total approximately$1.8M and are funded primarily by municipal sales and property tax
receipts.
Academy related debt is approximately 60%of the Town's debt burden. However,the school is also
considered the Town's primary economic development tool.
FY 20/21 debt service payments related to the construction of Westlake Academy facilities include:
Amount Series Fund Debt Service Type Bond Type
$ 877,550 Series 2011 300 General Obligation Refunding eonds Refunding of 2002/2003
446,875 Series 2013 300 Certificates of Obligation Westlake Academy Expansion
172,463 Series 2013 301 General Obligation Refunding Bonds Refunding of 2008
69,500 Series 2014 300 General Obligation Refunding eonds Refunding of 2003
260,675 Series 2017 300 General Obligation Refunding eonds Refunding of 2007(orig 2002J
$ 1,827,063 TOTAL DEBT
For more information, see the Town of Westlake Municipal Budget, available online at www.westlake-tx.or�.
THE TOWN OF WESTLAKE BOND RATING
Standard & Poor's Ratings Services, a division ofthe , STANDARD & POOR'�
McGraw-Hill Inc., increased the Town's rating from RATI N GS S E RVI CES
AA+to AAA/stable during FY 2016/17, which has
continued through today.
Below is an excerpt from Standards and Poor's rating letter:
• Very strong economy, with access to a broad and diverse metropolitan statistical area(MSAJ but a concentrated local
tax base;
• Strong management, with good financial policies and practices under our Financial Management Assessment
methodology;
• Strong budgetary performance, with operating surpluses in the general fund and at the total governmental fund level
in fisca12015;
• Very strong budgetary flexibility with a high available fund balance in fisca12015 of 100%of operating expenditures;
• Very strong liquidity, with total government available cash at 81.7%of total governmental fund expenditures and
7.4x governmental debt service, and access to external liquidity that we consider strong;
• Weak debt and contingent liability position, with debt service carrying charges at 11%of expenditures and net direct
debt that is 99%of total governmental fund revenue;and
• Strong institutional framework score.
58
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73
PERSONNEL STAFFING & PAYROLL OVERVIEW
Given the funding constraints we are facing, accurate expenditure projections are more important than
ever. Since salaries make up the greatest portion of the expenditure budget, it is logical to apply
forecasting techniques that can provide a true picture of where payroll dollars are headed.
Personnel staffing levels for Westlake Academy are presented in full-time equivalents (FTE) positions. For
example, a position staffed for 40 hours per week for 52 weeks per year(2,080 hours) equals one full-time
equivalent position. An FTE position of.50 refers to a position that is funded for 1,040 hours per year
(2,080 x .50). The personnel count includes vacant positions.
PAYROLL AND RELATED COSTS �GENERAL FUND ONLY�
FY 18/19 FY 19/20 Change Change
Amended Proposed Amount Percent
Payroll Wages $ 5,741,919 $6,358,884 $ 616,965 10.745%
Social Security/Medicare 87,970 96,658 8,688 9.876%
Health Insurance 288,916 323,721 34,805 12.047%
Workers' Compensation 27,600 27,654 54 0.197%
TRS On-Behalf 415,563 469,279 53,716 12.926%
UnemploymentTaxes 5,382 1,563 (3,819) -70.953%
Retirement(TRS) 136,939 134,787 (2,152) -1.572%
GRAND TOTAL $6,704,289 $7,412,546 $708,257 10.564%
EMPLOYEE POSITIONS BY TYPE
FY 5/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21
Employee Type Actual Actual Actual Actual Actual Proposed Change
Principals 4.50 4.50 4.50 4.75 4.75 5.50 0.75
Coordinators 4.50 4.50 3.50 4.25 4.58 4.38 (0.21)
Primary 27.00 27.00 27.00 26.5 27.50 27.50 -
Secondary 32.06 32.55 34.26 34.92 37.55 37.37 (0.17)
Support 15.50 15.00 14.00 14.00 14.00 14.00 -
Specialist 6.25 6.00 5.00 4.75 5.25 5.00 (0.25)
WA Foundation 1.50 1.50 1.50 1.50 1.50 1.50 -
Facilities 2.00 2.00 2.00 2.00 4.00 3.00 (1.00)
Technology 2.00 2.00 2.00 2.00 2.00 2.00 -
Total Staff 95.31 95.05 93.05 94.67 101.13 100.25 (0.88)
Total Teachers 65.31 65.55 66.26 66.17 70.3 69.87 (0.43)
74
PERSONNEL STAFFING & PAYROLL OVERVIEW
The following charts break down the number of employees byjob function (Instructional,Administration
and Support). Employee growth has been driven by Academy expansions as the school matured into a full
K-12 campus.
DEFINED EMPLOYEE GROUPS BY FTE
Instructional � Administration Support
ioo
21.20 19.50 19.00 18.00 18.00
20.00 19.00
75 11.00 10.50 9.50 10.50 10.83 11.38
17.37 9.50
50 9•00
25 48.31 59.51
6531 65.55 66.26 66.17 70.30 69.87
0 —
FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21
Proposed
Annual Pvsittvn Sc�mmary
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A Lee, grade S student �'����°.
75
PERSONNEL STAFFING & PAYROLL OVERVIEW
PERSONNEL POSITION SUMMARY
� �
� . . . . . -.
Classes Served K-12 K-12 K-12 K-12 K-12 1.00 -
Executive Director 1.00 1.00 1.00 1.00 1.00 1.00 -
Primary Principal 1.00 1.00 1.00 1.00 1.00 1.00 -
Asst Primary Principal - - 1.00 1.00 1.00 1.00 0.50
MYP Principal 1.00 1.00 .SO .50 .50 1.00 0.63
Asst MYP Principal 1.00 1.00 - .37 .37 0.50 -
Secondary (DP) Principal 0.50 0.50 .50 .SO .SO - (0.38)
Asst Secondary Principal - - 0.50 .38 .38 1.00 -
Principal Staffing 4.50 4.50 4.50 4.75 4.75 5.50 0.75
DP Coordinator 0.50 0.50 0.50 0.50 0.50 0.50 -
MYP Academic Dean 1.00 1.00 - - - - -
MYP Coordinator 1.00 1.00 0.50 0.50 0.50 0.50 -
PYP Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 -
CTE Coordinator 0.50 - 0.50 0.25 0.33 0.38 0.05
Student Services Coordinator 1.00 1.00 0.50 0.25 0.50 0.50 -
Compliance Coordinator - - - 0.25 0.25 - (0.25)
Athletic Director - - 0.50 0.50 0.50 0.50 -
Alumni/Communications - - - 1.00 1.00 1.00 -
Specialist
Coordinator Staffing 5.00 4.50 3.50 4.25 4.58 4.38 (0.21)
Primary- Kindergarten 3.00 3.00 3.00 3.00 3.00 3.00 -
Primary-Grade 1 3.00 3.00 3.00 3.00 3.00 3.00 -
Primary-Grade 2 3.00 3.00 3.00 3.00 3.00 3.00 -
Primary-Grade 3 3.00 3.00 3.00 3.00 3.00 3.00 -
Primary-Grade 4 3.00 3.00 3.00 3.00 3.00 3.00 -
Primary-Grade 5 3.00 3.00 3.00 3.00 3.00 3.00 -
Primary-Art 1.00 1.00 1.00 1.00 1.00 1.00 -
Primary-Counselor 1.00 1.00 1.00 1.00 1.00 1.00 -
Primary- Math 1.00 1.00 1.00 1.00 1.00 1.00 -
Primary- Music 1.00 1.00 1.00 1.00 1.00 1.00 -
Primary- PE 2.00 2.00 2.00 2.00 2.00 2.00 -
Primary- Reading Specialist 1.00 1.00 1.00 1.00 1.00 1.00 -
Primary-Spanish 2.00 2.00 2.00 1.50 1.50 1.50 -
Primary Interventionist - - - - 1.00 1.00 -
Primary Staffing 27.00 27.00 27.00 26.50 27.50 27.50
Secondary-Art 2.32 2.16 1.67 1.50 1.50 (0.16) -
Secondary- Business - 0.50 1.00 0.25 0.38 0.05 -
Management
Secondary-Counselor 1.00 1.30 2.00 2.00 3.00 - -
Secondary- Economics 1.00 1.00 1.00 1.00 0.50 (0.33) -
Secondary- English 3.50 3.50 3.50 3.84 4.75 (0.25) -
Secondary- Foreign Language 4.32 4.00 4.17 5.00 5.00 - -
76
PERSONNEL STAFFING & PAYROLL OVERVIEW
� � � ���� � . .. -.
Secondary-Grade 6 3.00 3.00 3.00 - - -
Secondary- Humanities 3.92 4.25 3.92 4.00 4.58 4.88 0.30
Secondary- Math 5.50 5.50 5.67 5.34 6.32 6.25 (0.07)
Secondary- PE 2.00 2.00 2.00 2.00 2.00 2.00 -
Secondary- Performing A&D 1.00 1.00 1.00 1.00 1.00 1.00 -
Secondary- Personal Project 0.50 0.50 0.50 0.50 - - -
Secondary-Science 4.00 3.84 4.33 5.50 5.50 5.00 (0.50)
Secondary-CTE/STEM - - 0.50 2.00 2.00 2.75 0.75
Secondary-Librarian - - - - 0.33 0.38 0.05
Secondary-Theater Arts - - - - - - -
Secondary Staffing 32.06 32.55 34.26 34.92 37.55 37.38 (0.18)
Teaching Aides 8.50 8.00 7.00 7.00 7.00 7.00 -
Librarian/Aide 1.00 1.00 1.00 1.00 1.00 1.00 -
N u rse 1.00 1.00 1.00 1.00 1.00 1.00 -
Office Aide 4.00 4.00 4.00 4.00 4.00 4.00 -
Registrar 1.00 1.00 1.00 1.00 1.00 1.00 -
Support Staffing 15.50 15.00 14.00 14.00 14.00 14.00
Diagnostician/Literacy - 1.00 1.00 1.00 0.50 1.00 0.50
Occupational Therapist - - - 0.25 0.25 - (0.25)
IT Integration 1.00 1.00 1.00 0.50 0.50 - -
Special Education 3.25 3.00 3.00 3.00 3.50 3.00 (0.50)
Speech 1.00 - - - 0.50 0.50 -
Strings Staff 1.00 1.00 - - - - -
Specialist Staffing 6.25 6.00 5.00 4.75 5.25 5.00 (0.25)
WAF Director 1.00 1.00 1.00 1.00 1.00 1.00 -
WAF Office Aide 0.50 0.50 0.50 0.50 0.50 0.50 -
Foundation Staffing 1.50 1.50 1.50 1.50 1.50 1.50
Facilities Supervisor - - - - 1.00 1.00
Facilities Technician 1.00 2.00 2.00 2.00 1.00 1.00
Janitors - - - - 2.00 1.00 (1.00)
Facilities Day Porter 1 - - - - -
Facilities Staffing 2.00 2.00 2.00 2.00 4.00 3.00
IT Coordinator 1.00 1.00 1.00 1.00 1.00 -
IT Tech 1.00 1.00 1.00 1.00 1.00 -
IT Dept Staffing 2.00 2.00 2.00 2.00 2.00 -
. � . . � •� � �� �
. � ��
- _ �
77
PERSONNEL STAFFING & PAYROLL OVERVIEW
Fair Labor Standards Act(FLSA)
The Fair Labor Standards Act established minimum wage, overtime, recordkeeping, and child labor
standards and applies to all full-time and part-time employees. As amended in 1985,the FLSA provides the
option for compensatory time in lieu of overtime compensation for non-exempt employees. Executive,
administrative, and professional employees meeting Department of Labor exemption guidelines are exempt
from FLSA overtime requirements. The Town will comply with the FLSA for all employees.
Non-Exempt Positions
All non-exempt(hourly) positions are eligible for overtime compensation. Bi-weekly wages are based on a
40-hour work week(2,080 hours per year), equaling one full-time equivalent(FTE) position. There are 26
pay periods per year.
Exempt Positions
Exempt(salaried) positions are not eligible for overtime compensation. Salary amounts are not calculated
or based on the number of hours worked. Exempt positions include managers and directors, and
classifications are determined by Department of Labor guidelines.
Vacancy Adiustments
Not all positions will be filled 52 weeks per year, and so these expected vacancies are addressed in the
salary budgeting process.
1. Start Dates- Expected start dates for open positions may vary. Keeping track of those assumptions
is important because a large dollar variance may result when an actual start date differs from the
budgeted date.
2. Attrition (Planned Retirements)- Budget consideration should be given for those positions where
employees have indicated specific retirement dates. Payouts need to be budgeted.
3. Impact of Inflation- Inflation can have a significant impact on payroll forecasting. Cost-of-living
adjustments often are used when forecasting personnel costs. The Consumer Price Index(CPI), a
broad measure of consumer inflation, is the cost-of-living index used most often for determining
salary increases.The U.S. Bureau of Labor Statistics' Employment Cost Index might be a better index
for this purpose, as it measures the change in the cost of labor, free from the influence of
employment shifts among occupations and industries.
4. Seasonal and Temporary Positions-Some divisions orjurisdictions use part-time or seasonal
employees.
5. Other Considerations-Some governments make more use of overtime as an option instead of
hiring fulltime workers.The use of retired employees for contractual services is another alternative
to adding headcount.
78
BOARD OF TRUSTEES
Westlake Academy is governed by a President and a five-member Board of Trustees. Each of the members is
elected for a two-year term, and members currently serve on the Town Council for the Town of
Westlake. The Board of Trustees establishes school policy, approves the Academy's annual operating budget,
and serves as the legislative body of the Academy.
.
. Q 0 �� �
, , � ` . . '
r
��' � i
;:- F i ' / I I _
Laura Wheat, President Carol Langdon Alesa Belvedere
Term expires May 2022 Term expires May 2021 Term expires May 2022
. . ��
� �
`_ �
j���r:: .�
�;'`
�
Rick Rennhack Greg Goble Rajiv Trivedi
Term expires May 2021 Term expires May 2021 Term expires May 2022
The Board holds regular meetings on one Monday of each month.These meetings typically begin with a work
shop at 5 p.m. and the regular meeting follows at 6 p.m.
All meetings are held at Westlake Town Hall, 1500 Solana Blvd, Bldg 7 in the Council Chambers/Municipal
Courtroom.
T H E T 0 W N 0 F
WESTLAKE
DISTINCTIVE BY DESIGN
79
WESTLAKE ACADEMY LEADERSHIP TEAM
*AMANDA DEGAN DR. MECHELLE BRYSON
SUPERINTENDENT OF SCHOOLS EXECUTIVE DIRECTOR
*Noah Simon Alan Burt
Deputy Director of Athletics
Town Manager Student Life Coordinator
*Jarrod Greenwood Rod Harding
Assistant Town Manager PYP Principal
*Debbie Piper Beckie Paquin
Director of Finance PYP Assistant Principal
*Troy Meyer Alison Schneider
Director of Facilities PYP Coordinator
& Public Works Primary Curriculum Coordinator
*Jason Power Kaylene Rudd
Director of
Information Technology MYP Principal
*Ginger Awtry Maxwell Ituah
Director of Administrative Services MYP Assistant Principal
*Todd Wood Terri Watson
Town Secretary and Organizational MYP Coordinator
Performance Manager Secondary Curriculum Coordinator
Dr. Shelly Myers Dr. James Owen
Executive Director of the WAF DP Principal/Coordinator
& Director of Development Secondary Curriculum Coordinator
�'"-..-�.
*Asterisk denotes shared services �'' �'�,
personnel between the academic
tf �i
and municipal service teams of � �
the Town of Westlake.
��'`.._.,,,.�--`r
80
ORGANIZATIONAL STRUCTURE
MUNICIPAL OVERSIGHT
Westlake Academy is a municipally owned, open enrollment K-12 charter school that is accredited by the
Texas Education Agency.
• The Academy is governed by a six-member Board of Trustees that also serves as the Town Council for
the Town of Westlake.
• The Board of Trustees appoints a Superintendent to oversee the Academy's management and
operations. The Superintendent also serves as Westlake's Town Manager.
• The Academy's organizational structure is based on research into management of municipally owned
charter schools.
• The current structure was adopted by the Board in Resolution 09-23 on December 7, 2009.
The Superintendent is responsible for the implementation of the Board's policy agenda for Westlake Academy,
facilitating the Board's strategic plan,formulating policy recommendations for Board consideration, and
providing managerial oversight of the Academy's budget administration,finances, and budget preparation.
Town Manager/ Executing the Board of Trustees adopted policies and hiring and
Superintendent managing all employees and department directors
Assistant Town Supporting the Town Manager/Superintendent in assigned duties,
Manager/ overseeing departmental directors, and working on special projects
Superintendent as assigned
Financial oversight of accounts payable, accounts receivable, payroll,
Finance general ledger,journal entries, capital projects,fixed assets,
Department depreciation, revenues, expenditures, assets, liabilities, and
coordinating the annual budget and audit processes for both
Municipal and Academic.
Human Resource Managing personnel needs for both the Municipal and Academic
Department staff
The Academy's Superintendent oversees the Westlake Academy Executive Leadership Team which is charged
with the responsibility of managing the school's on-going academic and extracurricular operations. Each
principal is responsible, with advisement from the Superintendent,for selection and evaluation of the faculty
and staff involved in providing their Programme's academic services.
81
ORGANIZATIONAL STRUCTURE
ACADEMIC MANAGEMENT
EXECUTIVE DIRECTOR
• The Executive Director is the instructional leader for the whole school as well as administrative head.
• This position is responsible for implementing board policies and direction from the Superintendent, and
heads the instructional leadership team (ILT)which focuses on whole school issues.
PRIMARY YEARS PRINCIPAL (PYP�
• The Primary Years Principal is the instructional leader for the Primary Years �;•�
Programme (PYP). ,
• The PYP is a curriculum framework for children aged 3-12 that prepares
students for the intellectual challenges and focuses on the development of the whole child as an inquirer, in
and beyond the classroom walls.
• The PYP Principal is responsible for ensuring proper implementation of the IB curriculum, student
achievement as well as recruiting, mentoring, and retaining talented faculty.
• The Primary Years Principal is a member of the ILT.
PRIMARY ASSISTANT PRINCIPAL
• The PYP Assistant Principal is also an instructional leader for the PYP.
• The PYP Assistant Principal supports the efforts of the Primary Principal in carrying out the duties of the
programme.
• The PYP Assistant Principal also supports the proper implementation of the IB curriculum, student
achievement as well as supports the positive culture and climate of the programme.
• The PYP Assistant Principal is a member of the ILT.
PRIMARY YEARS CURRICULUM COORDINATOR
• The PYP Curriculum Coordinator is primarily responsible for the vertical and horizontal articulation of
curriculum.
• The position supports the efforts of the Primary Principal in ensuring the proper implementation of the PYP
IB curriculum.
• The main responsibility is to work with staff to develop, maintain and review curriculum, while developing
and delivering effective staff development to support the IB mission.
• The PYP Curriculum Coordinator is a member of the ILT.
SECONDARY PRINCIPAL (MYP Hc DP PRINCIPALS�
• The MYP Principal is the instructional leader for the Middle Years ',
,, � � - II
Programme (MYP) and the DP Principal is the instructional leader for the �
Diploma Programme (DP). � � � � ' II
• The MYP is a curriculum framework for children in grades six through ten '
that prepares students to make connections between their studies and the real world. It is designed to
prepare students for the Diploma Programme.
• The DP is a challenging two-year curriculum for students in grades 11 and 12 that provides an inquiry based,
college preparatory education.
• These positions are responsible for ensuring proper implementation of the IB curriculum, student
achievement as well as recruiting, mentoring, and retaining talented faculty.
• The Secondary Principals are members of the ILT.
s2
ORGANIZATIONAL STRUCTURE
ACADEMIC MANAGEMENT
SECONDARY (MYP� ASSISTANT PRINCIPAL
• The Secondary MYP Assistant Principal is also an instructional leader for the MYP programme.
• The Secondary MYP Assistant Principal supports the efforts of the MYP and DP Principals by carrying out the
duties of the programme.
• The Secondary MYP Assistant Principal also supports the proper implementation of the IB curriculum,
student achievement as well as supports the positive culture and climate of the programme.
• The Secondary MYP Assistant Principal is a member ofthe ILT.
r
� ! ■ .
SECONDARY (MYP� CURRICULUM COORDINATOR � • , � . _
• The MYP Curriculum Coordinator is primarily responsible for the vertical
and horizontal articulation of curriculum and support the efforts of the Secondary Principal in ensuring the
proper implementation of the MYP IB curriculum.
• The main responsibility is to work with staff to develop, maintain and review curriculum, while developing
and delivering effective staff development to support the IB mission.
• The Secondary Curriculum Coordinators are members of the ILT.
SECONDARY (DP) CURRICULUM COORDINATOR � w � � -� .
• The Secondary Curriculum Coordinators are primarily responsible for the � ' ■ . .
vertical and horizontal articulation of curriculum.
• The positions support the efforts of the Secondary Principal in ensuring the proper implementation of the
DP IB curriculum.
• The main responsibility is to work with staff to develop, maintain and review curriculum, while developing
and delivering effective staff development to support the IB mission.
• The DP Curriculum Coordinators are members of the ILT.
.
ATHLETIC DIRECTOR AND STUDENT LIFE
• The Athletic Director/Student Life Coordinator is primarily responsible for the
��- .�
development of the co-curricular and extra-curricular activities of the Academy.
• The Athletic Director/Student Life Coordinator designs, implements and supports activities that build the
student's leadership capacity and enriches their social and emotional growth.
• The position interfaces with principals in scheduling events that enrich the learning environment.
• The Athletic Director/Student Life Coordinator is a member of the ILT.
DIRECTOR OF DEVELOPMENT
• The Director of Development and Westlake Academy Foundation Executive Director is primarily responsible
for the fundraising activities of the Academy.
• The Director creates, implements, and manages donor activities, including the annual Westlake Academy
Blacksmith Drive, Baja, Gallery Night, grant applications, and other Academy or Foundation related
solicitations.
• The Executive Director of the Education Foundation is a member of the ILT.
83
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85
International I BO PROG RAM M E OVERVI EW
Baccalaureate° (IB)
programmes aim to do
more than other curricula WESTLAKE ACADEMY IS AUTHORIZED BY THE
by developing inquiring, INTERNATIONAL BACCALAUREATE (IB) TO OFFER:
knowledgeable and caring
young people who are � primary Years Programme (PYP)—grades K-5
motivated to succeed.
• Middle Years Programme (MYP)—grades 6-10
�'° • Diploma Programme (DP)—grades 11-12
We strive to develop
students who will build a These three linked curricula form the IB Continuum and all three programmes are
better world through consistent in their pedagogical approach.
intercultural understanding • The PYP gives students an excellent foundation for the IB's other
and respect. programmes, providing the essential elements that young students
need to equip themselves for successful lives, both now and in the
�° future.
IB programme frameworks • The MYP builds on the knowledge, skills, and attitudes developed by
can operate effectively with the Primary Years Programme and prepares students for the
national curricula at all demanding requirements of the Diploma Programme.
ages; more than 50%of IB • All three programmes are philosophically aligned, each centered on
World Schools are state- developing attributes of the IB learner profile, described below.
funded.
� 6�m�op�hr
defl6^bl[� f�i.inla!
4knary�h. d
The International �m ����
Baccalaureate (IB) offers a
inweshgate
continuum of international
education.The programmes ,�� � � a���
encourage both personal "��;�^ � ���a�
and academic achievement,
challenging students to ��,,,�p �� plan
excel in their studies and in
their personal
development. E"''�� �� �'�
�hr�W ���,r
�� ���
�'°
Create
All IB programmes are �,�e�: ;��P�1e�:
flexible enablin teachers +�'w°�°`°� °n''^'°""^d
, g ����� #¢�� .����aM
to respond to local �k,��, LhE'
requirements. �w� - �
� When schools implement the full continuum of IB programmes, students realize
several benefits including:
The Academy prepares . Improved standardized test scores.
students for all . An understanding and appreciation of the world's cultures and
standardized testing histories among their students.
required by the State of , A sense of community and shared goals among parents, students,
Texas but endeavors to do
so in a much more teachers, and administrators.
transdisciplinary manner • Graduates complete college faster than their peers,feel more
and without "teaching to prepared for college-level coursework involving research, and
the test." are better able to cope with demanding workloads and
time-management challenges.
�'°
86
I B ATTITU DES
� Appreciation-Appreciating the wonder and � Empathy- Imagining themselves in another's
beauty of the world and its people. situation in order to understand his or her
reasoning and emotions, so as to be open-minded
� Commitment- Being committed to their own and reflective about the perspectives of others.
learning, persevering and showing self-
discipline and responsibility. � Enthusiasm- Enjoying learning and willingly
putting the effort into the process
� Confidence- Feeling confident in their ability as
learners, having the courage to take risks, � Independence-Thinking and acting
applying what they have learned and making independently, making their own judgments
appropriate decisions and choices. based on reasoned argument, and being able to
defend theirjudgments
� Cooperation-Cooperating, collaborating, and
leading or following as the situation demands. � Integrity- Being honest and demonstrating a
considered sense of fairness.
� Creativity- Being creative and imaginative in
their thinking and in their approach to problems � Respect- Respecting themselves, others and
and dilemmas. the world around them.
� Curiosity- Being curious about the nature of � Tolerance- Being sensitive about differences
learning, about the world, its people and and diversity in the world and being responsive
cultures. to the needs of others.
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87
IB LEARNER PROFILE
The IB learner profile represents 10 attributes valued by IB World Schools. We believe these attributes,and others like
them can help to develop internationally minded people,who recognizing their common humanity and shared guardianship
of the planet, will help to create a better and more peaceful world.
� Inquirers—We nurture our curiosity, developing
skills for inquiry and research. We know how to �
learn independently and with others. We learn
with enthusiasm and sustain our love of learning ����
throughout life. �;�
�
� Knowledgeable—We develop and use conceptual
understanding,exploring knowledge across a � �
range of disciplines. We engage with issues and �� �
ideas that have local and global significance. ~
� Thinkers—We use critical and creative thinking
skills to analyze and take responsible action on
complex problems. We exercise initiative in
making reasoned, ethical decisions. � .�
� �
� Communicators—We express ourselves � �
confidently and creatively in more than one
language and in many ways. We collaborate
effectively, listening carefully to the perspectives
of other individuals and groups.
� Principled—We act with integrity and honesty, �
with a strong sense of fairness and justice,and �r �
with respect for the dignity and rights of people �
everywhere. We take responsibility for our : �
actions and their consequences.
� Open-minded—We critically appreciate our own
�
cultures and personal histories, as well as the
values and traditions of others. We seek and
evaluate a range of points of view,and we are
willing to grow from the experience. � Balanced—We understand the importance of
balancing different aspects of our lives—intellectual,
� Caring—We show empathy,compassion and physical, and emotional—to achieve well-being for
respect. We have a commitment to service, and ourselves and others. We recognize our
we act to make a positive difference in the lives of interdependence with other people and with the
others and in the world around us. world in which we live.
� Risk-takers—We approach uncertainty with � Reflective—We thoughtfully consider the world and
forethought and determination,and we work our own ideas and experience. We work to
independently and cooperatively to explore new understand our strengths and weaknesses to support
ideas and innovative strategies. We are our learning and personal development.
resourceful and resilient in the face of challenges
and change.
88
IB LEARNER PROFILE
K�uo�4�LEn������.�
PRINCIPLED
�; � �;� �� C
' � � � � fi
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CObiMUNICATORS �
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�� � � � � � REFLECTIVE
INQUIRERS ��� � �� � � ��
' 1 �
The � B Learner Profire
- � �
and Attitudes
APPREGIATIUN
TflLEHANCE
C�MMITMENT -
• RESPECT
CUNFIDENCE ��
r '7 �
;^ � � � INTEGRITY
{1[3S3F'p;;��6'i'I4]'� � f
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CURI05ITY ENTHUSI�15:4I
E:4IPATHY
89
ENROLLMENT BOUNDARIES
Westlake Academy's student enrollment is established by two sets of boundaries:
• The primary boundary encompasses the Town of Westlake and allows Westlake residents automatic
entry into Westlake Academy.
• The secondary boundaries are comprised of 30 of the surrounding school district's boundaries.
Argyle ISD Duncanville ISD Krum ISD
Arlington ISD Eagle Mountain-Saginaw ISD Lake Dallas ISD
Azle ISD Fort Worth ISD Lewisville ISD
Birdville ISD Frisco ISD, Garland ISD Little Elm ISD
Boyd ISD Grand Prairie ISD McKinney ISD
Carroll ISD Grapevine-Colleyville ISD Northwest ISD
Coppell ISD Highland Park ISD Paradise ISD
Carrollton-Farmers Branch ISD Hurst-Euless-Bedford ISD Ponder ISD
Decatur ISD Irving ISD Springtown ISD
Denton ISD Keller ISD Weatherford ISD
Secondary boundaries in communities neighboring Westlake, are comprised of the following Independent
School District boundaries:
Students by Neighbarir�g ISD �
�oo�
12.U9'o 18 Do�4 Z� D�a 11.09rn 11.09b 11.09'0 13.096
80% 11.0� 15.0% 15.0% 15.0°fo 1$.Q%
0
60/ 18 0� 17.0 0 �p.Ql 15.0% 15.0�'0 17.Of 17 0% Otfier
0
24.0%
40% Z�•��° Narthwest
59.D� 59.0% 59.0% 54.Of 53.0% Carroll
20% 41.0% 32.O1
Keller
Ol
FY 14�15 FY 15�1b FY1b�17 FY 17�18 FY 18�19 FY 19�20 FY 20�21
Actual Actual Actual Actual Actual Amended Proposed
.F- �—b ,.
,y; ' � .
,t� : 5�r'_ ,�.; �'�'i;� =�' -r.:-�,.
�.�. .�'' r.�• i.`� F While any school-age child
, r.1;�.!�' s � • ��:� �r � � ..
i � {„. .+ �
�' .. residing within these
��_ , ,.� • � _ c
� • .�. �--.-� .
"'•��� -�• � district boundaries can
At.sA.,.�,� � _v`_�
', " -Y`� � � attend the Academy,
�.:. -.-• -�;__.� ,.y ,
���. � � demand for entrance
Y' H� t�i �
}` � ..
f � !� �r„ 'L�.
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;i� ...-r �f � � �� �� exceeding capacity may
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•�.�- �� . � r,
��:, � " =j ,�.• _ necessitate that child
� ',j�' � � �"T� � V� �-" ' �� being placed on the
�"'�' � �' �� � ��4T',',�'',�W. . .,. �!
j ? - _ =�::. ,- '+� waiting list.
� •C.� .. � . i.
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��;, � _ . ��t'��:
� �. � .�
90
STUDENT ENROLLMENT
As an open enrollment charter school,
Westlake Academy can set and maintain
enrollmentnumbersatlevelsdetermined 5tudent Enrollment History
by the Board of Trustees.
�'°
Westlake Academy has added 394 �s• ' �
students since FY 09/10 as the result of ; a ' �
increased demand and planned �� � i
'
expansions. �.. �
�` FY 14�'I5 FY 15�16 FY 15�3�7 FY 17�18 FY 18J14 FV 19�20 FY 20�21
Actual Actual Actual Actual Actual Actual Proposed
The Academy will be able to serve
approximately 885 students in the
2020/21 school year.
�'° Student Ertrallment F�re�ast
Future enrollment must be carefully
managed to ensure adequate space for � ' �
primary boundary residents.
An average class size is maintained: � , � � � �
• 19 students per class in grades K-5 ,.�n3
• 25 students per class in grades 6-12. FV 19�20 FY 20�21 FY 21/22 FY 22�23 FY 23�24 FY�4�Z5
� Actual Propo�e� Projected Projected Proje�ted Proje�ted
The Academy currently has under 2,000
students on a waiting list spanning Lotte ry Wa it i n g Li st
kindergarten through grade eleven.
The waiting list is developed each year
through a lottery process that allows the
Academy to fill seats if student attrition
occurs and maintains a stable student
population and classroom size.
While any school-age child residing Fv 1��sa Fv Zs�29 Fv�9�za Fv zo/z1
within district boundaries can attend the N�:rua� actua� nctua� Propose��
Academy, demand for entrance
exceeding capacity may necessitate that
child being placed on the waiting list.
� Expenditures per Student - Academic ❑nly
Enrollment forecasting is based on
several items;
• Residents growth and those
residents choosing the Academy � � .
• Lottery waiting list � `
• Facility Master Plan � ���� ��'
� ,
All the above circumstances are reviewed � �
continually to assess to appropriate Fv 1�11s Fv 16/2� Fr 1��1s Fv Zs�zs Fv ss�zo Fr 19/zo Fv zo!z1
Actu��l r�ctual Nctua9 Actu�;! Adopted an:er.ded Proposed
enrollment for each school year.
91
ACADEMIC ACHIEVEMENTS
NATIONAL RECOGNITION
* Westlake Academy (WA) was ranked #100 of all high schools and #21 of all charter high schools
in the United States according to the US News and World Report. In addition, US News and
World Report ranked Westlake Academy#11 of all high schools in Texas.
* Westlake Academy is also nationally ranked in the Jay Mathews Challenge Index, formerly the
Washington Post High School Challenge Index. This year WA ranked 26t" out of 22,000 high
schools scored across the nation.
STATE 8c LOCAL RECOGNITION
���� `�ay * Westlake Academy was ranked #41 of all
Mathews
Texas high schools by the Children at Risk
► ' ►
�OZ� organization. Additionally, Westlake Academy
was ranked #35 of all middle schools and #75 in all
elementary schools across the state of Texas.
* Niche rankings revealed Westlake Academy as the 2nd best charter high school in Texas, THE
BEST(#1) charter middle school, and 3rd best charter elementary school in Texas. Nationally,
Niche ranks WA charter elementary school at 17t" in the nation, 215t in best charter middle and
28tn in best charter high schools across the U.S. and compared to all public school in Texas, we
ranked 8t" in elementary schools, 6t" in middle schools, and 8t" across the state of all public high
schools.
STUDENT ACCOMPLISHMENTS
* 67 Academy graduates received the prestigious IB Diploma.
* All students were accepted into at least one
college/university, with many into top tier schools ��f� f�jr
r� ��' -���
across the State and the United States - ��J ' � __�,
1
* 7 graduates were named a National Merit Commended � +` ^
� '
:ia� ��f� � i
Scholar. ! a;
;'s
* 2 graduates were named a National Hispanic Scholar. �7�
* 19 graduates were named an AP Scholar.
2020 Graduation, Texas Motor Speedway
* 5 graduates were named an AP Scholar with Honor.
* 18 graduates were named an AP Scholar with Distinction.
* 55% of the Class of 2020 applied to a college/university through an Early Admissions Prograrrrr�2
ACADEMIC ACHIEVEMENTS
NOTABLE SCHOOLS �WITH LESS THAN 25% ACCEPTANCE RATE PER US NEWS 8c
WORLD REPORT� 2020 WA GRADUATES ACCEPTED
* Brown University * Swarthmore College
* Cornell University * University of California, Los Angeles
* Emory University * University of Chicago
* Geoergia lnstitute of Technology * University of North Carolina, Chapel Hill
* Pomona College * University of Southern California
* Tulane University * Washington University, St. Louis
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93
ACADEMIC ACHIEVEMENTS
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2020 Graduation, Texas Motor Speedway
94
WESTLAKE ACADEMY BLACKSMITHS
ATHLETIC ACHIEVEMENTS
Westlake Academy believes athletics to be an integral part _ ____ ----
--
of the student's overall education. Values and lessons --- - -
learned benefit that person in his or her future adult life.
Participation in athletics is a privilege, not a right, which
carries a varying degree of honor, responsibility, and
sacrifice.
When a young man or woman signs up for athletics and
���
becomes a member of the team, they make a commitment.
The student and their parents should know they are ��teQ���ad���. $ea����tks
obligated to follow rules and regulations of the program. __---
Every effort should be made by the student to fully fulfill ----—"-
---
their commitment.
Realizing that the athletes represent their school, it is the duty of the athlete to conduct themselves on
and off the field of play in a manner that is becoming to themselves, their team, their family, the
Westlake Academy student body, and the Westlake community.
Varsity Volleyball Varsity Track & Field Varsity Baseball Varsity Basketball
� — � ■ ■
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Varsity Softball Varsity Football Varsity Tennis Varsity Cross Country
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Varsity Soccer Varsity Golf Varsity Cheerleadin� All Girls Soccer
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95
WESTLAKE ACADEMY BLACKSMITHS
ATHLETIC ACHIEVEMENTS
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The 2019-2020 athletic season began with much success and ended with something
that no one could have imagined. The spring athletic season was just underway when
COVID-19 closed schools. The athletes and teams were forced to miss the remainder
of the season. Texas Christian Athletic Fellowship canceled the spring seasons and
therefore no ability for the teams to compete in playoff scenarios. We are extremely proud of our resilient
athletes and coaches and know they will return to competition even stronger in the coming year. The 2019-2020
athletic achievements include:
Varsity Volleyball Junior Varsity Volleyball
6t" Consecutive District Champions District & Regional Champions
3rd in State
Varsity Soccer Junior High Soccer
3rd Consecutive State Champions District & Regional Champions
Varsity Cross Country Junior High Cross Country
Women's Team 3rd in State Women's Team 3rd in Regional
Individual Men's State Champion Men's Team Regional Runner Up
Men's Team State Champion
Overall Men's & Women's Team State Champions I
Varsity Football Junior High Men's &Women's Basketball
District &State Champions Men's Team 3rd in Regional
Women's Team 3rd in District
Varsity Men's Basketball Junior Varsity Men's Basketball
No Post Season Regional Runner UP
Varsity Women's Basketball Varsity Softball
3rd place State Tournament No Season Due to COVID-19
Varsity Men's Golf Varsity Women's Golf
No Season Due to COVID-19 No Season Due to COVID-19
Varsity Track& Field Junior High Track& Field
No Season Due to COVID-19 No Season Due to COVID-19
I
Varsity Baseball Varsity Tennis
No Season Due to COVID-19 No Season Due to COVID-19
96
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98
INVESTMENT POLICY
I. POLICY STATEMENT
It is the policy of Westlake Academy(the "Academy")that the administration of its funds and the
investment of those funds shall be handled as its highest public trust.
Investments shall be made in a manner which will provide the maximum security of principal
invested through limitations and diversification while meeting the daily cash flow needs of the
Academy and conforming to all applicable state and Academy statutes governing the investment
of public funds.
The receipt of a market rate of return will be secondary to the requirements for safety and
liquidity. It is the intent of the Academy to be in complete compliance with local law and the
Texas Public Funds Investment Act(the "Act",Texas Government Code 2256).
The earnings from investments will be used in a manner that best serves the public trust and
interests of the Academy.
II. SCOPE
This Investment Policy applies to all the financial assets and funds held of the Academy.
Any new funds created by the Academy will be managed under the provisions of this Policy unless
specifically exempted by the Academy Board of Trustees and this Policy.
III. OBJECTIVES AND STRATEGY
It is the policy of the Academy that all funds shall be managed and invested with four primary
objectives, listed in order of their priority:safety, liquidity, diversification and yield. These
objectives encompass the following.
• Safety of Principal-Safety of principal is the foremost objective of the Academy.
Investments shall be undertaken in a manner that seeks to insure the preservation of
capital in the overall portfolio.The suitability of each investment decision will be made on
the basis of safety.
• Liquidity-The Academy's investment portfolio will remain sufficiently liquid to enable it
to meet all operating requirements which might be reasonably anticipated. Investment
decisions will be based on cash flow analysis of anticipated expenditures.
• Diversification - Diversification is required in the portfolio's composition. Diversification
will include diversification by maturity and market sector and will include the use of a
number of broker/dealers or banks for diversification and market coverage. Competitive
bidding will be used on each sale or purchase.
• Yield -The Academy's investment portfolio shall be designed with the objective of
attaining a reasonable market yield, considering the Academy's risk constraints and cash
flow needs. A reasonable market yield for the portfolio will be defined as the six-month
(180 day) U.S.Treasury Bill which compares to the portfolio's maximum weighted average
maturity of six months.
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INVESTMENT POLICY
The authorized investment purchased will be of the highest credit quality and marketability
supporting the objectives of safety and liquidity. Securities, when not matched to a specific
liability, will be short term to provide adequate liquidity. The portfolio shall be diversified to
protect against market and credit risk in any one sector.
The maximum weighted average maturity of the portfolio will be no more than 180 days and the
maximum stated maturity of any security will not exceed two years. The funds are combined for
investment purposes but the unique needs of all the funds in the portfolio are recognized and
represented.
Effective cash management is recognized as essential to good fiscal management. Cash
management is defined as the process of managing monies to ensure maximum cash availability.
The Academy shall maintain a cash management program which includes timely collection of
accounts receivable, prudent investment, disbursement of payments within invoice terms and the
management of banking services.
IV. LEGAL LIMITATIONS, RESPONSIBILITIES AND AUTHORITY
Specific investment parameters for the investment of public funds in Texas are stipulated in the
Public Funds Investment Act, Chapter 2256,Texas Government Code, (the "Act"). The Act is
attached as Exhibit A.
The Public Funds Collateral Act, Chapter 2257,Texas Government Code, specifies collateral
requirements for all public funds deposits. The Collateral Act is attached as Exhibit B.
The Interlocal Cooperation Act, Chapter 791,Texas Government Code, authorizes local
governments in Texas to participate in a Texas investment pool established thereunder.
V. DELEGATION OF INVESTMENT AUTHORITY
The Finance Director of the Town of Westlake, acting on behalf of the Board of Trustees, is
designated as the Investment Officer of the Academy and is responsible for all investment
management decisions and activities.
The Board of Trustees is responsible for considering the quality and capability of staff, investment
advisors, and consultants involved in investment management and procedures. All participants in
the investment process shall seek to act responsibly as custodians of the public trust.
The Investment Officer shall develop and maintain written administrative procedures for the
operation of the investment program which are consistent with this Investment Policy.
Procedures will include safekeeping, wire transfers, banking services contracts, and other
investment related activities.
The Investment Officer shall be responsible for all transactions undertaken and shall establish a
system of controls to regulate the activities of subordinate officials and staff.
The Investment Officer shall designate a staff person as a liaison/deputy in the event
circumstances require timely action and the Investment Officer is not available.
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INVESTMENT POLICY
No officer or designee may engage in an investment transaction except as provided under the
terms of this Policy and the procedures established by the Investment Officer and approved by the
Superintendent.
VI. PRUDENCE
The standard of prudence to be used in the investment function shall be the "prudent person"
standard and shall be applied in the context of managing the overall portfolio. This standard
states:
"Investments shall be made with judgment and care, under circumstances then prevailing, which
persons of prudence, discretion, and intelligence exercise in the management of their own affairs,
not for speculation, but for investment, considering the probable safety of their capital as well as
the expected income to be derived."
• Limitation of Personal Liability-The Investment Officer and those delegated investment
authority, when acting in accordance with the written procedures and this Policy and in
accord with the Prudent Person Rule, shall be relieved of personal liability in the
management of the portfolio provided that deviations from expectations for a specific
security's credit risk or market price change are reported in a timely manner and that
appropriate action is taken to control adverse market effects.
VII. INTERNAL CONTROLS
The Investment Officer shall establish a system of written internal controls which will be reviewed
annually with the independent auditor of the Academy. The controls shall be designed to prevent
loss of public funds due to fraud, employee error, and misrepresentation by third parties, or
imprudent actions by employees of the Academy.
VIII. AUTHORIZED INVESTMENTS
Acceptable investments under this policy shall be limited to the instruments listed below. The
choice of high-grade government investments and high-grade, money market instruments are
designed to assure the marketability of those investments should liquidity needs arise.
• Obligations of the United States Government, its agencies and instrumentalities, not to
exceed two (2)years to stated maturity and excluding mortgage backed securities;
• Fully insured or collateralized certificates of deposit from a bank doing business in the
State of Texas and under the terms of a written depository agreement with that bank, not
to exceed one year to stated maturity;
• No-load, SEC registered money market mutual funds. No more than 80%of the entity's
monthly average balance may be invested in money market funds and;
• Constant dollar,AAA-rated Texas Local Government Investment Pools as defined by the
Public Funds InvestmentAct.
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INVESTMENT POLICY
If additional types of securities are approved for investment by public funds by state statute,they
will not be eligible for investment until this Policy has been amended and the amended version
adopted by the Board of Aldermen.
• Delivery versus Payment-All investment security transactions shall be conducted on a
delivery versus payment(DVP) basis to assure that the Academy has control of its assets
and/or funds at all times.
IX. AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS
Securities broker/dealers may be primary or regional broker/dealers and will meet other criteria
as determined by the Investment Officer including state registration and completion of an
Academy Broker/Dealer questionnaire (attached as Exhibit D). The following criteria must be met
by authorized firms.
• annual provision of an audited financial statement,
• proof of certification by the National Association of Securities Dealers (NASD)
• proof of current registration with the Texas State Securities Commission, and
• completion of the Academy's broker/dealer questionnaire.
Every bank and broker/dealer with whom the Academy transacts business will be provided a copy
of this Investment Policy to assure that they are familiar with the goals and objectives of the
investment program. The firm will be required to return a signed copy of the Certification Form
certifying that the Policy has been received and reviewed and only those securities approved by
the Policy will be sold to the Academy.
X. DIVERSIFICATION AND MATURITY LIMITATIONS
It is the policy of the Academy to diversify its investment portfolio. Invested funds shall be
diversified to minimize risk or loss resulting from over-concentration of assets in a specific
maturity, specific issuer, or specific class of securities. Diversification strategies shall be
established and periodically reviewed.
XI. SAFEKEEPING AND COLLATERALIZATION
The laws of the State and prudent treasury management require that all purchased securities be
bought on a delivery versus payment(DVP) basis and be held in safekeeping by either an
approved, independent third party financial institution or the Academy's designated depository.
Securities Owned by the Academy-All safekeeping arrangements shall be approved by the
Investment Officer and an agreement of the terms executed in writing. The safekeeping bank may
not be within the same holding company as the bank from which the securities are purchased.The
custodian shall be required to issue original safekeeping receipts to the Academy listing each
specific security, rate, description, maturity, cusip number, and other pertinent information.
Collateral-Collateralization shall be required on all bank time and demand deposits for principal
and accrued interest amounts over the FDIC insurance coverage of$100,000 (by tax identification
number). In order to anticipate market changes and provide a level of additional security for all
funds, collateral with a market value equal to 102%of the total deposits are required. The
pledging bank will always be made contractually liable for monitoring and maintaining the
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INVESTMENT POLICY
collateral levels . All collateral will be held by an independent third-party bank outside the holding
company of the bank, pledged to the Academy.
Authorized collateral will include only:
• Obligations of the US Government, its agencies and instrumentalities to include
mortgage backed securities which pass the bank test,
• Municipal obligations rated at least A by two nationally recognized rating agencies.
The custodian shall be required to provide original safekeeping receipts clearly marked that the
security is pledged to the Academy.
XII. REPORTING
The Investment Officer shall submit quarterly reports to the Board of Trustees containing
sufficient information to permit an informed outside reader to evaluate the performance of the
investment program and in full compliance with the Act. At a minimum the report shall contain:
• Beginning and ending market value of the portfolio by market sector and total portfolio
• Beginning and ending book value of the portfolio by market sector and total portfolio
• Change in market value during the period
• Detail on each asset(book, market, description, par ad maturity date)
• Earnings for the period
• Overall weighted average maturity of the portfolio
The report will be prepared jointly by all involved in the investment activity and be signed by the
Investment Officer. It will contain all elements as required by the Act and be signed by the
Investment Officers as in compliance with the Act and this Policy. Market prices for assignment of
market values will be obtained from an independent source.
XIII. DEPOSITORIES
The Academy will designate one banking institution through a competitive process as its central
banking services provider at least every five years. This institution will be used for normal banking
services including disbursements, deposits, and safekeeping of Academy owned securities. Other
banking institutions from which the Academy may purchase only certificates of deposit will also be
designated as a depository.
All banking arrangements will be in written form in accordance with FIRREA which requires a
resolution of approval of the agreement by the Bank Council or Bank Loan Committee.
XIV. INVESTMENT POLICY ADOPTION BY BOARD
The Academy's Investment Policy and its incorporated strategies shall be adopted by resolution
annually by the Board.The approval and any changes made to the Policy will be noted in the
approving resolution.
103
FISCAL AND BUDGETARY POLICIES
I. STATEMENT OF PURPOSE
The broader intent of the following Fiscal and Budgetary Policy Statements is to enable the Academy to
achieve a long-term stable and positive financial condition. The watchwords of the Academy's financial
management include integrity, prudent, stewardship, planning, accountability, and full disclosure.
The more specific purpose is to provide guidelines to the Finance Director in planning and directing the
Academy's day-to-day financial affairs and in developing recommendations to the Academy Superintendent
or his designate and Academy Board of Trustees.
The scope of these policies generally span, among other issues, accounting, purchasing, auditing,financial
reporting, internal controls, operating budgeting, revenue management, cash and investment management,
expenditure control, asset management, debt management, and planning concepts,to:
• Present fairly and with full disclosure the financial position and results of the financial operations of
the Academy in conformity with generally accepted accounting principles (GAAP), and
• Determine and demonstrate compliance with finance related legal and contractual issues in
accordance with provisions of the Texas Local Government Code and other pertinent legal
documents and mandates.
The Academy Board of Trustees will annually review and approve the Fiscal and Budgetary Policy
Statements as part of the budget process.
II. SUMMARY OF POLICY INTENDED OUTCOMES
This policy framework mandates pursuit of the following fiscal objectives:
1. Operating Budget: Prepare conservatively, estimate revenues, present and adopt the Academy's
annual operating plan.
2. Revenues Management: Design, maintain and administer a revenue system that will assure a
reliable, equitable, diversified and sufficient revenue stream to support desired Academy services.
3. Expenditure Control: Identify priority services, establish appropriate service levels and administer
the expenditure of available resources necessary to assure fiscal stability and the effective and
efficient delivery of services.
4. Fund Balance: Maintain the fund balance of the various operating funds at levels sufficient to
protect the Academy's creditworthiness as well as its financial position from emergencies.
S. Intergovernmental Relationships: Coordinate efforts with other agencies to achieve common
policy objectives, share the cost of providing governmental services on an equitable basis and
support favorable legislation at the State and Federal level.
6. Grants: Seek, apply for and effectively administer Federal, State, and foundation grants-in-aid
which address the Academy's current priorities and policy objectives.
7. Fiscal Monitoring: Prepare and present regular reports that analyze, evaluate, and forecast the
Academy's financial performance and economic condition.
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FISCAL AND BUDGETARY POLICIES
8. Financial Consultants: With available resources, seek out and employ the assistance of qualified
financial advisors and consultants in the management and administration of the Academy's
financial functions.
9. Accounting,Auditing,and Financial Reporting: Comply with prevailing Federal, State and local
statues and regulations. Conform to generally accepted accounting principles as promulgated by
the Government Accounting Standards Board (GASB),the American Institute of Certified Public
Accountants (AICPA), and the Government Finance Officers Association (GFOA).
10. Internal Controls:To establish and maintain an internal control structure designed to provide
reasonable assurances that the Academy's assets are safeguarded and that the possibilities for
material errors in the Academy's financial records are minimized.
III. OPERATING BUDGET
1. Preparation—Budgeting is an essential element of the financial planning, control, and evaluation
process. The "operating budget" is the Academy's annual financial operating plan related to
educational service instructional costs.
The Academy operating budget is legally required to include the Academy's General, Debt Service,
and Food Service Funds. Currently, Westlake Academy only has one fund,the General Fund, which
must be legally adopted annually. The Academy budgets the Special Revenue Funds for
informational purposes only.
Information to be prepared includes documentation related to Service Level Adjustments (SLAs)for
increases to existing service levels or additional services, position control schedules, general and
administrative cost implications, etc. will be submitted and reviewed during the budget process.
SLA's related to new position requests will include an assessment of their impact on additional
internal services necessary to support these positions as it relates to General &Administrative
(G&A) charges in the Academy budget(subject to funding availability)to fund these costs. A
budget preparation calendar and timetable will be established and followed in accordance with
State law.
2. Revenue Estimates for Budgeting-To maintain a stable level of services,the Academy shall use a
conservative,objective,and analytical approach when preparing revenue estimates.The process shall
include analysis of probable economic changes and their impacts on revenues, number of students, and
trends in revenues. It will also include an assessment of the State legislative environment related to
public charter school funding levels. This approach should reduce the likelihood of actual revenues
falling short of budget estimates during the year and should avoid mid-year service reductions.
3. Balanced Budget—A balanced budget is a budget with total expenditures not exceeding total
revenues and monies available in the fund balance within an individual fund.
4. Proposed Budget Content and Process—A proposed budget shall be prepared by the
Superintendent or his designate with the participation of the Academy's Leadership Team, Finance
Director and Academy staff, and then submitted to the Superintendent for review. Following the
Superintendent's review,the proposed budget will be presented to the Board for its consideration.
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FISCAL AND BUDGETARY POLICIES
The proposed budget shall include five basic segments for review and evaluation:
• personnel costs,
• base budget for operations and maintenance costs,
• service level adjustments for increases of existing service levels or additional services,
• revenues, and
• General Administrative (G&A) costs.
The proposed budget review process shall include Board of Trustees review of each of the five
segments of the proposed budget and a public hearing to allow for citizen participation in the
budget preparation process. Concurrent with the Academy budget preparation,Town staff will
identify and provide to the Board all direct Academy expenses contained in the Town's municipal
budget. The proposed budget process shall allow sufficient time to provide review as well as
address policy and fiscal issues by the Board of Trustees. A copy of the proposed budget shall be
filed with the Town Secretary when it is submitted to the Board of Trustees as well as placed on the
Academy's website.
5. Budget Adoption- Upon the determination and presentation of the final iteration of the proposed
budget document as established by the Board of Trustees, a public hearing will be set and
publicized. The Board will subsequently consider a resolution which, if adopted, such budget
becomes the Academy's Annual Budget. The adopted budget will be effective for the fiscal year
beginning September 1.
6. Budget Amendments—The Superintendent or his designate and Finance Department will monitor
all financial operations. A school district must amend the official budget before exceeding a
functional expenditure category, i.e., instruction, administration, etc. in the total budget.The
budget team will decide whether to proceed with the budget amendment and, if so, will then
present the request to the Board of Trustees. If the Board decides a budget amendment is
necessary, the amendment is adopted in resolution format and the necessary budgetary changes
are then made.
7. Planning—The budget process will be coordinated to identify major policy issues for the Board of
Trustees by integrating it into the Board's overall strategic planning process for the Academy.
8. Reporting- Monthly financial reports will be prepared by the Finance Department and distributed
to the Superintendent or his designate. Information obtained from financial reports and other
operating reports is to be used by personnel to monitor and control the budget. Summary financial
reports will be presented to the Board quarterly.
IV. REVENUE MANAGEMENT
A. REVENUE DESIGN PARAMETERS. The Academy will strive for the following optimum characteristics
in its revenue system:
1. Simplicity-The Academy, where possible and without sacrificing accuracy, will strive to keep
the revenue system simple to reduce costs, achieve transparency, and increase parent and
citizen understanding of Academy revenue sources.
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FISCAL AND BUDGETARY POLICIES
2. Certainty-A thorough knowledge and understanding of revenue sources increases the
reliability of the revenue system.
3. Administration-The benefits of a revenue source will exceed the cost of administering that
revenue. Every effort will be made for the cost of administration to be reviewed annually for
cost effectiveness as a part of the indirect cost and cost of service analysis.
4. Equity-The Academy shall make every effort to maintain equity in its revenue system: i.e. the
Academy shall seek to minimize or eliminate all forms of subsidization between entities.
5. Adequacy, Diversification and Stability—To the extent practical,the Academy shall attempt to
achieve a balance in its revenue system. The Academy shall also strive to maintain a balanced
and diversified revenue system to protect the Academy from fluctuations in any one source due
to changes in local economic conditions which adversely impact that source.
B. REVENUE CLASSIFICATION AND SOURCES. The revenues received by Westlake Academy are classified
into one of three broad categories: Federal, State or Local and come from the following sources:
1. State Education Funding
2. State and Federal Grants
3. General Donations—The Academy recognizes that private donations comprise a significant
part of the Westlake Academy budget. All funds received will become part of the budget and
be subject to appropriation for Academy general operations.
• Westlake Academy Foundation
• House of Commons
• Westlake Academy Athletic Club
• Local Merchants
• Specific Purpose Donations—Funds donated for a specific purpose
C. REVENUE MONITORING. Revenues as they are received will be regularly compared to budgeted
revenues and variances will be investigated. This process will be summarized in the appropriate
budget report.
V. EXPENDITURE CONTROL
1. Appropriations—The point of budgetary control is at the function level in the General Fund and
Special Revenue Funds. When budget adjustments among functions are necessary,they must be
approved by the Board of Trustees.
2. Current Funding Basis-The Academy shall operate on a current funding basis. Expenditures shall
be budgeted and controlled so as not to exceed current revenues plus the planned use of fund
balance accumulated through prior year savings. (The use of fund balance shall be guided by the
Fund Balance/Retained Earnings Policy Statements.)
3. Avoidance of Operating Deficits-The Academy shall take immediate corrective actions if at any
time during the fiscal year expenditure and revenue re-estimates are such that an operating deficit
(i.e., projected expenditures more than projected revenues) is projected at year-end. Corrective
actions can include a hiring freeze, expenditure reductions, or use of fund balance within the Fund.
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FISCAL AND BUDGETARY POLICIES
Use of fund balance must be recommended by the Superintendent and approved by the Board of
Trustees.
• Expenditure deferrals into the following fiscal year, short-term loans, or use of one-time
revenue sources shall be avoided to balance the budget.
• All service level adjustments that result in increases to the operating budget must be aligned
with offsetting increases in operating revenues(FSP, Local Sources, etc.).
4. Periodic Program Reviews-The Superintendent or his designate shall undertake periodic staff and
third-party reviews of Academy programs for both efficiency and effectiveness. Where appropriate,
privatization and contracting with other governmental agencies will be evaluated as alternative
approaches to service delivery. Service delivery which is determined to be inefficient and/or
ineffective shall be reduced in scope or eliminated.
5. General and Administrative(G&A)Charges—To the extent practical, an annual analysis of G&A
charges will be performed and, if available,funding may be allocated at the Board's discretion. The
analysis shall involve an objective consideration of the service demands currently being met by
municipal staff to support Academy operations and a determination of factors that will continue to
affect and increase the time needed for the performance of these services.
For example, new Academy staff requires additional support staff time to perform tasks related to
insurance, payroll, etc. Where feasible, G&A costs will be charged to all funds for services of
indirect general overhead costs, which may include general administration,finance,facility use,
personnel,technology, engineering, legal counsel, and other costs as deemed appropriate.
If funding is not available,these costs will be shown below the line of the financial statement in the
five-year financial forecast to promote transparency and provide the Board with a full cost
accounting of services. The charges will be determined through an indirect cost allocation study
following accepted practices and procedures.
6. Purchasing-The Academy shall make every effort to maximize any discounts offered by
creditors/vendors. Staff shall also use purchasing cooperatives as well as competitive bidding in
accordance with State law to attain the best possible price on goods and services.
7. Prompt Payment-All invoices will be paid within 30 days of receipt in accordance with the prompt
payment requirements of State law.
8. Salary-The Academy shall strive to maintain competitive salary levels for faculty and staff. A salary
survey will be conducted annually, sampling surrounding Independent School Districts and Charter
Schools,to create a comparison. The Academy will strive to maintain salary levels within three
percent(3%) of the median of surveyed schools.
VI. FUND BALANCE
1. Fund Balance Reporting-The District shall report governmental fund balances per GASB 54
definitions in the balance sheet as follows: Non-spendable, Restricted, Committed,Assigned, and
Unassigned.
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FISCAL AND BUDGETARY POLICIES
2. General Fund Unassigned Fund Balance(General Fund Reserve)-The Academy shall strive to
maintain the General Fund unassigned fund balance at 45 days of operation.
3. Use of Fund Balance- Fund Balance will be targeted to only be used with Board approval and can
be only be used for the following: emergencies, non-recurring expenditures, such as
technology/FF&E (furniture,fixtures and equipment), or major capital purchases that cannot be
accommodated through current year savings. Should such use reduce the balance below the
appropriate level set as the objective for that fund, recommendations will be made on how to
restore it.
4. The Board of Trustees shall approve all commitments by formal action. The action to commit funds
must occur prior to fiscal year-end,to report such commitments in the balance sheet of the
respective period, even though the amount may be determined after fiscal year-end. A
commitment can only be modified or removed by the same formal action.The Board of Trustees
delegates the responsibility to assign funds to the Superintendent or his/her designee. The Board
of Trustees shall have the authority to assign any number of funds. Assignments may occur after
fiscal year-end.
S. The Board of Trustees will utilize funds in the following spending order: Restricted, Committed,
Assigned, and Unassigned.
VII. INTERGOVERNMENTAL RELATIONSHIPS
1. Inter-local Cooperation in Delivering Services-To promote the effective and efficient delivery of
services,the Academy shall actively seek to work with other local entities in joint purchasing
consortium, sharing facilities, sharing equitably the costs of service delivery, and developing joint
programs to improve service to its students.
2. Legislative Program-The Academy shall cooperate with other entities to actively oppose any state
or federal regulation or proposal that mandates additional Academy programs or services and does
not provide the funding to implement them. Conversely, as appropriate,the Academy shall support
legislative initiatives that provide additional funding.
VIII. GRANTS
1. Grant Guidelines-The Academy shall apply, and facilitate the application by others,for only those
grants that are consistent with the objectives and high priority needs previously identified by
Academy Board of Trustees.The potential for incurring ongoing costs,to include the assumption of
support for grant funded positions from local revenues, will be considered prior to applying for a
gra nt.
2. Grant Review-All grant submittals shall be reviewed for their cash match requirements,their
potential impact on the operating budget, and the extent to which they meet the Academy's policy
objectives. If there are cash match requirements,the source of funding shall be identified prior to
application. Staff will focus on one-time grants to avoid long-term implications related to
additional expenditures in future years.
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FISCAL AND BUDGETARY POLICIES
3. Grant Program Termination-The Academy shall terminate grant funded programs and associated
positions when grant funds are no longer available unless alternate funding is identified and
obtained.
IX. FISCAL MONITORING
1. Financial Status and Performance Reports-Quarterly reports comparing expenditures and
revenues to current budget, noting the status of fund balances to include dollar amounts and
percentages, and outlining any remedial actions necessary to maintain the Academy's financial
position shall be prepared for review by the Superintendent and the Board of Trustees. Student
roster information will also be included in the quarter reports submitted to the Board of Trustees.
2. Compliance with Board Policy Statements-The Fiscal and Budgetary Policies will be reviewed
annually by the Board of Trustees and updated, revised or refined as deemed necessary. Policy
statements adopted by the Board of Trustees are guidelines, and occasionally, exceptions may be
appropriate and required. However, exceptions to stated policies will be specifically identified, and
the need for the exception will be documented and fully explained.
X. FINANCIAL CONSULTANTS
The Academy employs the assistance of qualified financial advisors and consultants as needed in
the management and administration of the Academy's financial functions.These areas include but
are not limited to investments, debt administration,financial accounting systems, program
evaluation, and financial impact modeling.Advisors shall be selected on a competitive basis using
objective questionnaires and requests for proposals based on the scope of the work to be
performed.
XI. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING
1. The Academy strives to comply with prevailing local, state, and federal regulations relative to
accounting, auditing, and financial reporting. Accounting practices and financial reporting shall
conform to generally accepted accounting principles as promulgated by the Governmental
Accounting Standards Board (GASB),the American Institute of Certified Public Accountants,
(AICPA), and the Government Finance Officers Association (GFOA).The Board shall select an
independent firm of certified public accountants to perform an annual audit of all operations.
Required Texas Education Agency(TEA) account coding will be used for all revenue and expenditure
reporting.
2. Accounting-Currently,the Education Service Center(Region 11) books all revenues and
expenditures, and prepares bank reconciliations. Academy staff is responsible for all coding and
approval of expenditures and revenues. Documentation and coding of deposits are forwarded to
the Town's Finance Department for review and preparation of deposit slips. Town's Finance
Director and staff are responsible for review and transfer of invoices and other documentation to
the Service Center for processing as well as the physical deposit of funds. It is the responsibility of
the Superintendent or his designate and Academy staff to review the monthly reports for any
discrepancies and report to the Town's Finance Director for analysis and re-class of questioned
bookings, if appropriate.
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FISCAL AND BUDGETARY POLICIES
3. External Auditing-Academy will be audited annually by outside independent accountants
(auditors). The auditors must be a CPA firm and must demonstrate significant experience in the
field of local government auditing. They must conduct the Academy's audit in accordance with
generally accepted auditing standards. The auditors' report on Academy's financial statements will
be completed within a timely period of the Academy's fiscal year-end.
The auditor will jointly review the management letter with the Academy Board of Trustees, if
necessary. In conjunction with this review,the Finance Director shall respond in writing to the
Academy Board of Trustees regarding the auditor's Management Letter, addressing the issued
contained therein. The Academy will not require auditor rotation, but will circulate request for
proposal for audit services on a periodic basis as deemed appropriate.
4. Responsibility of Auditor to Academy Board of Trustees-The auditor is retained by and is
accountable directly to the Academy Board of Trustees and will have access to direct
communication with the Academy Board of Trustees if the Academy Staff is unresponsive to auditor
recommendations or if the auditor considers such communication necessary to fulfill its legal and
professional responsibilities.
5. Internal Financial Reporting-The Finance Department will prepare internal financial reports
sufficient for management to plan, monitor, and control Academy's financial affairs.
XII. INTERNAL CONTROLS
1. Written Procedures-Whenever possible, written procedures will be established and maintained by
the Finance Director and utilized by all Academy personnel for all functions involving purchasing,
cash handling and/or accounting throughout the Academy. These procedures will embrace the
general concepts of fiscal responsibility set forth in this policy statement.
2. Academy Staff Responsibilities-The Superintendent or his designate, in consultation with the
Finance Director, will be responsible for ensuring that appropriate internal controls are followed
throughout the Academy,that all directives or internal controls are implemented, and that all
independent auditor internal control recommendations are addressed. Staff will develop and
periodically update written internal control procedures.
XIII. ASSET MANAGEMENT
1. Investments—The Finance Director shall promptly invest all Academy funds with the depository
bank in accordance with the provisions of the current Bank Depository Agreement or in any
negotiable instrument authorized by the Academy Board of Trustees. The Academy Board of
Trustees has formally approved a separate Investment Policy for Westlake Academy that meets the
requirements of the Public Funds Investment Act(PFIA), Section 2256 of the Texas Local
Government Code. The Academy's investment practices will be conducted in accordance with this
policy.The Finance Director will issue quarterly reports on investment activity to the Academy
Board of Trustees.
111
FISCAL AND BUDGETARY POLICIES
2. Cash Management-Academy's cash flow will be managed to maximize the cash available to invest.
Such cash management will entail the centralization of cash collections, where feasible, including
field trips, and other collection offices as appropriate. Periodic review of cash flow position will be
performed to determine performance of cash management and conformance to investment
policies. The underlying theme will be that idle cash will be invested with the intent to (1)
safeguard assets, (2) maintain liquidity, and (3) maximize return.
3. Capital Assets and Inventory-Such assets will be reasonably safeguarded, properly accounted for
and prudently insured. The capital assets inventory will be updated regularly.
4. Capital Assets—Currently all capital assets of Westlake Academy are owned and purchased by the
Town of Westlake. In subsequent years, additional asset purchases may be paid with Westlake
Academy funds.
S. Capitalization Criteria—For purposes of budgeting and accounting classification, the following
criteria must be capitalized:
■ The asset is owned by Westlake Academy
■ The expected useful life of the asset must be longer than one year, or extend the life
on an identifiable existing asset by more than one year
■ The original cost of the asset must be at least$5,000
■ The asset must be tangible
■ On-going repairs and general maintenance are not capitalized
■ New Purchases—All costs associated with bringing the asset into working order will be
capitalized as a part of the asset cost. This includes startup costs, engineering or
consultant type fees as part of the asset cost once the decision or commitment to
purchase the asset is made. The cost of land acquired should include all related costs
associated with its purchase
■ Improvements and Replacement—Improvement will be capitalized when they extend
the original life of an asset or when they make the asset more valuable than it was
originally. The replacement of assets components will normally be expensed unless
they are a significant nature and meet all the capitalization criteria.
6. Computer System/Data Security—The Academy shall provide security of its computer/network
system and data files through physical and logical security systems that will include, but are not
limited to: network user authentications, firewalls, content filtering, spam/virus protection, and
redundant data backup.
112
RISK MANAGEMENT
Westlake Academy is insured through the private market for property, liability, and workers'
compensation coverage.
• Bids for all insurance programs are obtained on an annual basis, and selection is based
on price, quality of coverage, financial strength of carrier(s), and level of service
provided by brokers.
• Property and Workers' Compensation coverage is underwritten through Travelers
Insurance.
• General liability, auto, crime, and umbrella coverage is provided by Utica. The
Academy also has obtained specialized policies for student accident and international
travel.
These policies are carefully selected to meet the needs of our operations and for the 2020-2021
school year.
• Westlake Academy has a combined insurable property value of$48,516,000.
• This is a blanket policy, inclusive of contents and business income coverage.
• Three buses are insured on the automobile policy.
• Student data indicates 855 students will be enrolled for the 2020-2021 school year, a
0.45% decrease of 4 students from the prior year.
Insurance Coverage Summary(September 1, 2020—August 31, 2021)
Insurance Type Provider Amount
Commercial Property Travelers $ 88,080
Workers Compensation Travelers 29,883
Crime Travelers 2,850
General Liability (Education Suite) Utica 14,429
Umbrella— Liability Utica 6,996
Business Auto Utica 4,004
Student Accident Allen J. Flood 5,943
International Travel Chubb 2,000
$ 154,185
113
FUTURE POLICIES TO BE DISCUSSED & IMPLEMENTED
Westlake Academy has several relevant financial policies to preserve and enhance the fiscal health of the
Academy. We also identify acceptable and unacceptable courses of action, and provide a standard to
evaluate the school's fiscal performance.
GFOA is recommending that all school districts include the following policies that guide the development of
their budget and that are central to a strategic long-term approach to financial management.
Westlake Academy is in the process of reviewing these policies.
1. Operating Budget Policy
This section of the Fiscal and Budgetary Policies should include the following policies that guide the
development of the budget and are central to a strategic approach to our financial management.
These components will need to be reviewed, updated if necessary, and/or added and approved by
the Board of Trustees in subsequent years.
1. Basis of Budgeting
2. Budget Adoption
3. Budget Classification and Format
4. Organization of the Budget
5. Budget Message Requirement
6. Funds Budgeted
7. Length of the Budget Year -
8. Presentation of Proposed Budget
9. Revenue Forecasting Requirements
10. Expenditure Forecasting Requirements
11. Performance Measurements
12. Line-Item Transfer Authority
i
13. Retention of Budget Records
2. Budget Crisis Procedures
This policy is intended to provide Westlake Academy with options when responding to unexpected
fiscal issues that can and do arise. Should budget problems materialize,these procedures will
support comprehensive risk analysis and contingency plans.
3. Long Term Forecasting
The annual operating budget focuses on a single 12-month period. However, spending and revenue
decisions made today have effects that extend beyond a 12-month period. The purpose of this
policy is to
o Ensure on-going financial sustainability beyond a single fiscal year or budget cycle
o Achieve the Academy's mission and vision
o Systematically link the annual budget to a multi-year master financial plan.
114
FUTURE POLICIES TO BE DISCUSSED & IMPLEMENTED
4. Reserve Policy in Other Funds
While the General Fund Reserve is the most important for the Westlake Academy, reserves in other
funds are just as important. For that reason,the funds listed in this policy shall have reserves that
are restricted or committed for specific purposes.
5. General Fund Budget Reserves
The General Fund is the primary fund used by the Westlake Academy to account for revenues and
expenditures. Accordingly,the General Fund Reserve Policy is intended to provide the Academy
with options when responding to unexpected issues and to afford a buffer against shocks and other
forms of risk.
One of two things must happen in the future if we cannot spend equal to or less than the revenues
received:
(1) increase future revenues
(2) make future expenditure reductions.
6. Capital Asset Management (already incorporated into the Fiscal and Budgetary Policies)
Westlake Academy operates an extensive amount of buildings, equipment,furniture and vehicles.
The purpose of this policy is to:
o provide a management framework to ensure that all capital assets are repaired,
maintained and replaced and,
o identify the responsible parties who shall protect, oversee and report needed repairs.
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117
GLOSSARY
This glossary contains definitions of terms used in this document with additional terms as seems necessary to common
understandings concerning financial accounting procedures for schools. Several terms which are not primarily financial
accounting terms have been included because of their significance for school financial accounting.
• Account: A descriptive heading under which are • ADA: Average Daily Attendance is based on the
recorded financial transactions that are similar in number of days of instruction in the school year.
terms of a given frame of reference, such as The aggregate day's attendance is divided by the
purpose, object or source. number of days of instruction to compute average
daily attendance. ADA is used in the formula to
• Accounting Period: A period of the end of which, distribute funding to Texas public school districts.
and for which,financial statements are prepared;
for example, September 1 through August 31. See � Administration: Those activities which have as
also FISCAL PERIOD. their purpose the general regulation, direction, and
control of the affairs of the local education agency
• Accounting Procedure: The arrangement of all that are system-wide and not confined to one
processes which discover, record, and summarize school subject, or narrow phase of school activity.
financial information used to produce financial
statements and reports and to provide internal • Appropriation: An authorization granted by a
control. legislative body to make expenditures and to incur
obligations for specific purposes. An appropriation
• Accounting System: The total structure of records is usually limited in amount and as to the time
and procedures which discover record, classify and when it may be expended.
report information on the financial position and
operations of a school district or any of its funds, • Academic Excellence Indicators System (AEIS): A
balanced account groups, and organizational system of indicators established by the Legislature
components. and adopted by the State Board of Education to
help determine the quality of learning on a campus
• Accrual Basis of Accounting: The basis of and in a school district.The indicators include
accounting, under which revenues are recorded passing rates on the state assessment tests,
when earned, and expenditures are recorded as attendance,graduation rates, dropout rates, and
soon as they result in liabilities, regardless of when scores on college entrance exams.The state will
revenue is received or a payment is made. assess district and school performance compared
with state-level standards. AEIS is the foundation
• Accrue:To record revenues when earned or when for a school district's accountability rating.
levies are made and to record expenditures as soon
as they result in liabilities, regardless of when the • Accountability Ratings: The Accountability Ratings
revenue is received or the payment is made. System ranks campuses and districts as exemplary,
Sometimes,the term is used in a restricted sense to recognized, acceptable, and low performing based
denote the recording of revenues earned but not on the percentage of students who pass the state
yet due, such as accrued interest on investments assessment instruments and the dropout rate.
and the recording of expenditures which result in
liabilities that are payable in another accounting • Assigned Fund Balance: Reports amount that are
period, such as accrued interest on bonds. constrained by the government's intent that they
will be used for specific purposes. Decision making
118
GLOSSARY
This glossary contains definitions of terms used in this document with additional terms as seems necessary to common
understandings concerning financial accounting procedures for schools. Several terms which are not primarily financial
accounting terms have been included because of their significance for school financial accounting.
about these amounts may be made by a committee • Budget: A plan of financial operation embodying an
or other governmental official. Compared to estimate of proposed expenditures for a given
Committed Fund Balance,the resources period or purpose and the proposed means of
represented by the Assigned Fund Balance can be financing them.The budget usually consists of three
more easily redeployed and the constraints are not parts.The first part contains a message from the
as stringent. Except for the General Fund, fund budget-making authority together with a summary
balance amounts that are not labeled as non- of the proposed expenditures and the means of
spendable, restricted or committed would be financing them.The second part is composed of
reported in the Assigned Fund Balance category. drafts of the appropriation, revenue, and borrowing
Therefore,the Assigned Fund Balance becomes the measures necessary to put the budget into effect.
residual amount for the Special Revenue Fund, The third part consists of schedules supporting the
Capital Project Fund and Debt Service Funds. summary.These schedules show in detail the
proposed expenditures and means of financing
• Association of School Business Officials them together with information as to past years'
International (ASBO): The Association of School actual revenues and expenditures and other data
Business Official' International, founded in 1910, is used in making the estimates.
a professional association which provides programs
and services to promote the highest standards of . Budgetary Control: The control management of
school business management practices, the business affairs of the school district in
professional growth, and the effective use of accordance with an approved budget with a
educational resources. responsibility to keep expenditures within the
authorized amounts.
• Audit: A comprehensive review of the way the
government's resources were utilized. A certified • Basic Allotment:The basic allotment is the initial or
public accountant issues an opinion over the starting number that, after adjustment, is used to
presentation of financial statements,tests the calculate foundation program costs and state aid
controls over the safekeeping of assets and makes to school districts and charters.
recommendations for improvements for where
necessary. • Budgetary Basis of Accounting:The method used
to determine when revenues and expenditures are
• Balanced Budget: A balanced budget is a budget recognized for budgetary purposes.
with total expenditures not exceeding total
revenues and monies available in the fund balance . Capital Expenditures: Capital expenditures are
within an individual fund. defined as charges for the acquisition at the
delivered price including transportation, costs of
• Balance Sheet: A summarized statement, as of a equipment, land, buildings, or improvements of
given date, of the financial position of a local land or buildings,fixtures, and other permanent
education agency per fund and/or all funds improvements with a value more than $5,000 and a
combined showing assets, liabilities, reserves, and useful life expectancy of greater than 1 year.
fund balance.
119
GLOSSARY
This glossary contains definitions of terms used in this document with additional terms as seems necessary to common
understandings concerning financial accounting procedures for schools. Several terms which are not primarily financial
accounting terms have been included because of their significance for school financial accounting.
• Career and Technical Education (CTE): The costs • Committed Fund Balance: Represents amounts
incurred to evaluate, place and provide educational that have internally imposed restrictions mandated
and/or other services to prepare students for by formal action of the government's highest level
gainful employment, advanced technical training or of decision-making authority. The committed
for homemaking. This may include apprenticeship amounts cannot be redeployed for other purposes
and job training activities. unless the same type of formal action is taken by
the highest level of decision-making authority to
• Classification, Function: A function represents a reserve or modify the previously imposed
general operational area in a school district and restriction.
groups together related activities; for example,
instruction, campus administration, maintenance • Comprehensive Annual Financial Report (CAFR): A
and operations, etc. financial report that encompasses all funds and
component units of the government.The CAFR
• Classification, Object: An object has reference to should contain (a)the basic financial statements
an article or service received; for example, payroll and required supplementary information, (b)
costs, professional and contracted services, supplies combining statements to support columns in the
and materials, and other operating expenses. basic financial statements that aggregate
information from more than one fund or
• Co-curricular Activities: Direct and personal component unit, and (c) individual fund statements
services for public school pupils such as as needed.The CAFR is the governmental unit's
interscholastic athletics, entertainments, official annual report and should contain
publications, clubs, and strings, which are managed introductory information, schedules necessary to
or operated by the student body under the demonstrate compliance with finance-related legal
guidance and direction of an adult and are not part and contractual provisions, and statistical data.
of the regular instructional program.
• Cost of Education Index(CEI)or Adjustment: An
• Coding: A system of numbering, or otherwise index the state uses to adjust the basic allotment to
designating, accounts, entries, invoices,vouchers, account for geographic or other cost differences
etc., in such a manner that the symbol used reveals beyond local school district control.The current
quickly certain required information. index has not been updated since 1990.
• Consultant: A resource person who aids the • Current Budget: The annual budget prepared for
regular personnel through conference, and effective during the present fiscal year.
demonstration, research, or other means.
• Current Expenditures per Pupil: Current
• Contracted Services: Labor, material and other expenditures for a given period divided by a pupil
costs for services rendered by personnel who are unit of ineasure (average daily attendance, etc.)
not on the payroll of the Academy.
• Debt: An obligation resulting from the borrowing
of money or from the purchase of goods and
120
GLOSSARY
This glossary contains definitions of terms used in this document with additional terms as seems necessary to common
understandings concerning financial accounting procedures for schools. Several terms which are not primarily financial
accounting terms have been included because of their significance for school financial accounting.
services. Debts of local education agencies include period may be a month, or a year, depending upon
bonds, leases, etc. the scope of operations and requirements for
managerial control and reporting.
• Diploma Programme(DP): A challenging two-year
curriculum for students in grades 11 and 12 that • Fiscal Year: A twelve-month period to which the
provides an inquiry-based, college preparatory annual budget applies and at the end of which a
education. By emphasizing knowledge, skills, local education agency determines its financial
critical thinking and the fostering and development position and the results of its operations. The
of universal human values, students learn the District's fiscal year is July 1 through June 30.
valuable skills of construction and deconstruction
knowledge. • Foundation School Program (FSP): A program for
the support of a basic instructional program for all
• Education Service Center(ESC):Twenty Texas school children. Money to support the
intermediate education units located in regions program comes from the Permanent School Fund,
throughout Texas that assist and provide Available School Fund, Foundation School Fund,
services for local school districts. state general revenue, and local property taxes.
Currently,the FSP described in the Texas Education
• Estimated Revenue: This term designates the Code consists of three parts or tiers.The first tier
amount of revenue expected to be earned during a provides funding for a basic program.The second
given period. tier provides a guaranteed-yield system so that
school districts have substantially equal access to
• Expenditures: This includes total charges incurred, revenue sufficient to support an accredited
whether paid or unpaid, for current expense, program.The third tier equalizes debt service
capital outlay, and debt service. (Transfers requirements for existing facilities debt.
between funds, encumbrances, exchanges of cash
for other current assets such as the purchase • Fund: An independent fiscal and accounting entity
stores and investment of cash in U.S. Bonds, with a self-balancing set of accounts recording
payments of cash in settlement of liabilities already cash and/or other resources, together with all
accounted as expenditures, and the repayment of related liabilities, obligations, reserves, and
the principal of current loans are not considered equities which are segregated for carrying on in
as expenditures.) accordance with special regulations, restrictions,
or limitations.
• Fiduciary Funds: Fiduciary Funds account for
assets held in a trustee or agent capacity for • Fund Balance: It is the resources remaining from
outside parties, including individuals, private prior years and which are available to be budgeted
organizations, and other governments. in the current year.
• Fiscal Period: Any period at the end of which a • General Fund: A fund group with budgetary
local education agency determines its financial control used to show transactions resulting from
position and the results of its operations. The operations of ongoing organizations and activities
121
GLOSSARY
This glossary contains definitions of terms used in this document with additional terms as seems necessary to common
understandings concerning financial accounting procedures for schools. Several terms which are not primarily financial
accounting terms have been included because of their significance for school financial accounting.
from a variety of revenue sources for which fund student's needs.An IEP is intended to help ensure
balance is controlled by and retained for the use that disabled students have equal access to public
by the local education agency. The General Fund is education in the least restrictive environment.
used to finance the ordinary operations of a
governmental unit except those activities required • Individuals with Disabilities Education Act(IDEA):
to be accounted for in another fund. The 1997 IDEA strengthens academic
expectations and accountability for the nation's
• Government Finance Officers Association (GFOA): 5.4 million children with disabilities.
A professional association of state/provincial and
local finance officers in the United States and • International Baccalaureate Program (IB): A non-
Canada and has served the public finance profit foundation whose mission is to help
profession since 1906.The association's nearly students "develop the intellectual, personal,
15,000 members are dedicated to the sound emotional, and social skills to live, learn and work
management of government financial resources. in a rapidly globalizing world." It was founded in
1968 and runs in over 3,000 schools in 141
• Governmental Funds: Funds generally used to countries. Its Diploma Program (DP) is designed for
account for tax-supported activities.There are five high school juniors and seniors, and offers classes in
different types of governmental funds: the general the same areas as traditional schools: math,
fund, special revenue funds, debt service funds, science, English, foreign language, social studies,
capital projects funds and permanent funds. and the arts. Additionally, students have three
extra requirements: a class about the theory of
• Grant: A contribution by one governmental unit to knowledge, a community service obligation, and an
another.The contribution is usually made to aid in extended essay on a research topic of their choice.
the support of specified function (for example,job Along the way, students complete assessments that
training), but it is sometimes also for general help them prepare for the final written exams,
purposes. which are graded by external examiners. Upon
graduation, students earn a diploma that is
• House Bill 3: School finance bill that was passed respected worldwide.
by the 86t"Texas Legislature. The bill provides
more money for Texas classrooms, increases • Middle Years Programme (MYP): A curriculum
teacher compensation, reduces recapture and cuts framework for children in grades six through ten
local property taxes for Texas taxpayers. that encourages students to make practical
connections between their studies and the real
• Independent Audit: An audit performed by an world. The MYP builds on the knowledge; skills
independent auditor. and attitudes developed by the Primary Years
Programme (PYP) and prepare the students for
• Individual Education Plan (IEP): A document the demanding requirements of the Diploma
required by federal law that details the special Programme (DP).
education requirements for each disabled student
and explains how the school intends to address the
122
GLOSSARY
This glossary contains definitions of terms used in this document with additional terms as seems necessary to common
understandings concerning financial accounting procedures for schools. Several terms which are not primarily financial
accounting terms have been included because of their significance for school financial accounting.
• Modified Accrual Basis of Accounting: Basis of granted. Other charter programs include home-rule
accounting per which (a) revenues are recognized in school district charters and campus or campus
the accounting period in which they become program charters.
available and measurable and (b) expenditures are
recognized in the accounting period in which the • Personnel, Full-Time: Academy employees who
fund liability is incurred, if ineasurable, except for occupy positions with duties which require them to
un-matured interest on general long-term debt and be on the job on school days throughout the school
certain similar accrued obligations,which should be year, or at least the number of hours the school is
recognized when due. in session.
• Non-spendable Fund Balance: Includes amounts • Personnel, Part-Time: Personnel who occupy
that cannot be spent and are,therefore, not positions with duties which require less than full-
included in the current year appropriation. Two time service.
components: 1) Not in spendable form—previously
recorded disbursements and include items that are • Primary Years Programme(PYP): A curriculum
not expected to be converted into cash, i.e. framework for children aged 3-12 that prepared
inventories, pre-paid items, etc. and 2) Legally or students for the intellectual challenges of future
contractually required to be maintained intact— education and their future careers,focusing on the
refers to an amount that has been received that development of the whole child as an inquirer, both
must be invested indefinitely, i.e. a donation in the classroom and in the world outside.
received by the government from a citizen,the
principal of which is to be invested in a permanent . Proprietary Funds: Funds that focus on the
fund and the earnings used for general determination of operating income, changes in net
governmental purposes. assets(or cost recovery),financial position, and
cash flows.There are two different types of
• Object Code: As applied to expenditures,this term proprietary funds: enterprise funds and internal
has reference to an article or service received; for service funds.
example, payroll costs, purchased and contracted
services, materials and supplies. • Public Education Information Management System
(PEIMS): A data management system that includes
• Open-Enrollment Charters: Open-enrollment information on student demographics,
charter schools may be established by private performance,teacher salaries, etc.The information
nonprofit organizations, colleges and universities, for PEIMS is transmitted from local school districts
and other governmental entities that apply to the to the Texas Education Agency by the education
State Board of Education.The law authorizes the service centers.
State Board to approve up to 215 open-enrollment
charter schools. Law also provides for creation of . Public Information Act(PIA): PIA defines public
college or university charter schools at "public information as information collected, assembled, or
senior colleges and universities."There is no limit maintained under a law or about a governmental
on the number of these charter schools that may be body's transaction of official business. PIA provides
123
GLOSSARY
This glossary contains definitions of terms used in this document with additional terms as seems necessary to common
understandings concerning financial accounting procedures for schools. Several terms which are not primarily financial
accounting terms have been included because of their significance for school financial accounting.
that public information must be made available to management practices and that they improve those
the public upon request during the normal business practices. The system is designed to encourage
hours of the district, unless an exception applies Texas public schools to better manage their
that allows or requires that the information not be financial resources to provide the maximum
made public. allocation possible for direct instructional purposes.
• Restricted Fund Balance: Reports on resources • Special Revenue Funds: Funds that are used to
that have spending constraints that are either: 1) account for funds awarded to the Academy for
externally imposed by creditors, grantors, accomplishing specific educational tasks as defined
contributors or laws and regulations of other by grantors in contracts or other agreements.
governments, i.e. grants, etc. -or-2) imposed by law
through constitutional provision or enabling • State Board for Educator Certification (SBEC): SBEC
legislation.The amounts represented by this fund is a quasi-independent body that gives educators
balance category have very stringent conditions more authority to govern the standards of their
imposed by external parties or by law. Therefore, profession. SBEC regulates and oversees all aspects
the amounts are restricted to very specific purposes of the certification, continuing education, and
and cannot be redeployed for other purposes. The standards of conduct of public school educators.As
government can be compelled by an external party a state agency, SBEC is responsible for certification
to undertake the spending requirements testing, accountability programs for educator
represented by the Restricted Fund Balance. preparation programs, and certification of teachers
and administrators.
• Refined ADA: Refined Average Daily Attendance is
based on the number of days of instruction in the • State Board of Education (SBOE): A 15-member
school year.The aggregate eligible day's body elected by general election (staggered, four-
attendance is divided by the number of days of year terms)from various regions statewide to
instruction to compute the refined average daily provide leadership and to adopt rules and policies
attendance. See also ADA. for public education in the state.The board's
primary responsibility is to manage the Permanent
• School Board Authority: Statute gives local school School Fund.
boards the exclusive power and duty to govern and
oversee the management of the public schools. • Statutory Minimum Salary (Stat Min): HB3
Powers and duties not specifically delegated to the requires that open enrollment charter schools
Texas Education Agency or the State Board of begin paying the state's contribution on the
Education are reserved for local trustees. portion of a member's salary that exceeds the
statutory minimum salary for members entitled
• School FIRST Rating: The purpose of the financial to the minimum salary schedule and for members
accountability rating system, known as the School who would be entitled to the minimum salary for
Financial Integrity Rating System of Texas (FIRST), is certain school personnel under Section 21.402.
to ensure that open-enrollment charter schools are
held accountable for the quality of their financial
124
GLOSSARY
This glossary contains definitions of terms used in this document with additional terms as seems necessary to common
understandings concerning financial accounting procedures for schools. Several terms which are not primarily financial
accounting terms have been included because of their significance for school financial accounting.
• Teacher Retirement System (TRS):TRS delivers • Texas Education Code (TEC):This code applies to all
retirement and related benefits authorized by law educational institutions supported in whole or in
for members and their beneficiaries. part by state tax funds.
• Technology Allotment: This allotment is part of the • Texas Essential Knowledge and Skills(TEKS):
state textbook fund and can be used to purchase Subject-specific state leaning objectives adopted by
electronic textbooks or technological equipment the State Board of Education.The State's academic
that contributes to student leaning or teacher tests. [see Texas Assessment of Knowledge and
training.The allotment is$30 per ADA. Skills (TAKS)] are aligned with the TEKS.
• Texas Assessment of Academic Skills (TAAS): A • Texas Open Meetings Act(TOMA):TOMA makes
state-developed test administered each year to school board meetings to discuss and decide public
students in grades 3 through 8 and 10 (exit-level)to business accessible.The TOMA Decision requires
determine student achievement levels on state- governmental entities to provide prior public notice
established leaning objectives. Replaced by the of what is to be discussed and where and when
Texas Assessment of Knowledge and Skills (TAKS) discussion will take place. Closed meetings are
effective for the 2002-03 school year. permitted only when specifically authorized by law.
Civil and criminal penalties can result when a board
• Texas Assessment of Knowledge and Skills(TAKS): violates provisions of this act.
TAKS replaces the Texas Assessment of Academic
Skills (TAAS), a criterion-referenced test used in • Unassigned Fund Balance:The residual fund
Texas schools for 12 years.TAKS began in spring balance for the General Fund. It represents the
2003,with tests in reading in grades 3 through 9; amount of fund balance remaining after allocation
language arts in grades 10 and 11; mathematics in to the Non-spendable, restricted, committed and
grades 3 through 11.The 11th grade exit-level test assigned fund balances. This amount reflects the
will assess English III, algebra I, geometry, biology, resources that are available for further
integrated chemistry and physics, early American appropriation and expenditure for general
and U.S. history,world geography, and world governmental purposes.
history.TAKS will be a more challenging
examination for Texas students, per the results of • Weighted Students in Average Daily Attendance
field tests. (WADA): In Texas, students with special
educational needs are weighted for funding
• Texas Education Agency(TEA):The administrative purposes to help recognize the additional costs of
and regulatory unit for the Texas public education educating those students.Weighted programs
system managed by the commissioner of education. include special education, career and technical,
TEA is responsible for implementing public bilingual, gifted and talented, and compensatory
education policies as established by the Legislature, education.A weighted student count is used to
State Board of Education, and commissioner of distribute guaranteed-yield funding and establish
education. Chapter 41 thresholds.
125
ACRONYMNS
� -
TERM STANDS FOR TERM STANDS FOR
ACCT Account � GL General Ledger
ADA Average Daily Attendance � GO'S General Obligation Bonds
AEIS Academic Excellence Indicators System � HR Human Resources
AP Accounts Payable ' IB International Baccalaureate Program
AR Accounts Receivable ' IEP Individual Education Plan
ASBO Association of School Business Officials ' IDEA Individuals with Disabilities Education Act
BS Balance Sheet IT Information Technology
CAFR Comprehensive Annual Financial Report ' LTL Long-term Liability
CEI Cost of Education Index 7 MYP Middle Years Programme
CIP Capital Improvement Plan , PIA Public Information Act
CO'S Certificates of Obligations ' PYP Primary Years Programme
CPA Certified Public Accountant ' R&M Repair and Maintenance
CTE Career and Technical Education ' S&P Standard and Poor's
DP Diploma Years ' SBOE State Board of Education
DS Debt Service i SLA Service Level Adjustment
EF Enterprise Fund ' SRF Special Revenue Fund
ESC Education Service Center(ESC) 7 TAKS Texas Assessment of Knowledge and Skills
FTE Full-Time Equivalent ' TEA Texas Education Agency
FY Fiscal Year i TEKS Texas Essential Knowledge and Skills
G&O Goals and Objectives ' TOMA Texas Open Meetings Act
GAAP Generally Accepted Accounting Principles � TRS Teacher Retirement System
GASB Government Accounting Standards Board ' WA Westlake Academy
GF General Fund ' WADA Weighted Average Daily Attendance
GFOA Government Finance Officers Association , XFR Transfer
126
WESTLAKE ACADEMY 2021 ACADEMIC CALENDAR
Yearly Calendar
STAFF-169 school days+16 PD Days+0 Conference Days+Graduation+1 FLEX Days=187
�,��'"�'"' , «estlake Academy Sem.1 Sem.2 Total
4 �y Academic Calendar 2020-2021 75 92.5 167.5
� �
;ti�+�Y r,r A Days B Days Minutes-73515+630+2050=76,195(595"extra"minutes}
r' ft�inutes-74,360+630+2Q50= 77,040(9,440"extra"mrnutesJ
� � � � r � � I �i
S M T W Th F Sa S M T W Th F Sa S M T W Th F Sa �ugust 1 i-PYPSack to School
1 1 2 3 4 5 1 2 3 18-Secondary Back to School
2 3 4 5 b 7 8 6 7 8 9 10 11 12 4 5 G 7 8 9 10 19-FirstDavofSchool
9 10 11 1� 13 14 15 13 14 15 16 ll 18 19 il 12 13 14 15 iG 17 Septem6e�7-Holidacn65CHOOL
16 17 18 19 20 21 22 20 21 22 23 24 25 26 18 19 2� 21 22 23 24 Octo6er 8-EndofFirstQ�arta(Ql)
23 24 25 26 27 28 29 27 28 29 30 25 26 27 28 29 30 31 9-Pmfessi�al Da elopmaiUStudent Holiday
30 31 6 21 19 1:-Holidav n0 SCHOOL
28-Professional Decelqrment5 tudmt Holiday
� � � ' " � � � Srn�em6ei 20-HalfDac
S M T W Th F Sa S M T W Th F Sa S M T W Th F Sa 23�7I'hanks�i��in�Break
1 2 3 4 5 6 7 1 2 3 4 5 1 2 Decem6er15-18-FinalExams
8 9 10 11 12 13 14 6 7 8 9 10 11 12 3 4 5 6 7 8 9 18-HalfDay�End of Second Quarter(QZa End of lst Semester
15 16 17 1 S 19 20 �1 13 14 19 10 11 12 13 14 15 16 21-7anuary 5��inter Er�k
22 23 24 25 26 27 28 20 21 22 23 24 25 26 17 1S 19 20 21 22 23 Jaouan 5-Pmfessi�alDerelopmaiti5tudentHoliday
29 30 D 28 29 30 31 24 25 26 27 28 29 30 18-Holidav n0 SCHOOL
15.5 13.5 31 17.0 Fe6ivan� 1ZProfessionalDecelopmentl5tudmtHoliday
15-Holidav h0 SCHO�L
� � � 1la�eh 12-End of Third Quarter{�3)
S M T W Th F Sa S M T W Th F Sa S M T W Th F Sa 15-195pnn�S:eak
1 2 3 4 5 G 1 2 3 4 5 6 1 2 3 April 1-PmfessionalDe,-elopmmti5tudentHolidap
7 8 9 iD 11 12 13 7 8 9 10 11 12 13 4 5 G 7 8 9 10 ZHolidarnoSCHOOL
14 15 1G 17 18 19 20 14 15 15 17 18 19 20 11 12 13 14 15 1G 17 1lac 25-ZSFinalExams
21 22 23 24 25 26 27 �1 22 23 24 25 26 27 1S 19 20 �1 22 23 24 ?8-HalfDap;End ofFourth Quarter(QA);End of 3�d Semester
2S 28 29 30 31 25 26 27 28 29 30 Juoe 1-Pmfessi�alDaelopmaiti5tudentHoliday
18 17 21
"ppSeo ior Cammeocemeot TBD
. 1 - 1 1
S M T W Th F Sa S M T W Th F Sa S M T W Th F Sa
1 1 2 3 4 5 1 2 3
2 3 4 5 G 7 8 6 7 8 9 10 11 12 4 5 5 7 8 9 10
9 10 11 12 13 14 15 13 14 15 16 17 18 19 11 12 13 14 15 16 17
16 17 18 19 20 21 2Z 20 21 22 23 24 25 26 18 19 20 21 22 23 24
23 24 29 �7 28 �9 30 25 �6 27 �8 29 30 31
30 31 195
First;'Last Day of Scheel
0 Early Release Days Farei�tlStudent Conferences-All Day
Holiday NO SCHOOL Semester Exams!PYP Assessments
Rofessional DaylShident Holidav Sevior Comwenrement IBD
127
WESTLAKE ACADEMY
RESOLUTION NO. 20-09
A RESOLUTION OF THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY TO
ADOPT THE REVISED OPERATING BUDGET FOR FISCAL YEAR ENDING
AUGUST 31, 2020 AND THE PROPOSED BUDGET FOR FISCAL YEAR ENDING
AUGUST 31, 2021 INCLUDING INVESTMENT POLICY, FISCAL AND BUDGETARY
POLICIES, COMMITTED AND ASSIGNED FUND BALANCES.
BE IT RESOLVED BY THE BOARD OF TRUSTEES OF WESTLAKE ACADEMY:
WHEREAS, Section 44.002 of the Education Code of the Texas Education Agency
Texas School Law Bulletin states the budget must be prepared according to generally accepted
accounting principles, and
WHEREAS, the budget must be approved by the Board of Trustees prior to August 31st
according to Texas Education Agency's Financial Accountability System Resource Guide,
Section 2.6.2—TEA Legal Requirements; and
WHEREAS, the Board of Trustees held a Public Hearing on August 3rd, 2020; 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 hereby adopts the amended Westlake
Academy Operating Budget for the fiscal year ending August 31, 2020 and the proposed
Westlake Academy Annual Operating Budget for the fiscal year ending August 31, 2021 and
appropriates the funds contained therein attached to this resolution as Exhibit "A':
SECTION 3: That the Board of Trustees hereby adopts the Fiscal and Budgetary
Policies, Investment Policies, and the Committed and Assigned Fund Balance designations that
are also included in `Bxhibit A".
SECTION 4: That a copy of the official adopted 2020-2021 Budget shall be kept on file
in the office of the Town Secretary.
WA Resolution 20-09
Page 1 of 2
SECTION 5: If any portion of this resolution shall, for any reason, be declared invalid
by any court of competent jurisdiction, such invalidity shall not affect the remaining provisions
hereof and the Council hereby determines that it would have adopted this Resolution without the
invalid provision.
SECTION 6: That this resolution shall become effective from and after its date of
passage.
PASSED AND APPROVED ON THIS 3rd DAY OF AUGUST 2020.
Laura Wheat, President
ATTEST:
Todd Wood, Board Secretary Amanda DeGan, Superintendent
APPROVED AS TO FORM:
L. Stanton Lowry or Janet S. Bubert,
School Attorney
WA Resolution 20-09
Page 2 of 2
Board of
Trustees
Item # 7 — Board Recap/
Staff Direction
Board of
Trustees
Item # 8 — 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 # 9 — Adjournment